Samaritans Annual Report and Accounts 2011/12 (PDF)

AT LAST, 

I SAW 

THINGS 

CLEARLY 

Annual report 

2011 - 2012

Annual Report & Accounts 2011/12 

Samaritans’ Vision is that fewer people die by suicide. 

We work to achieve this Vision by making it our Mission to alleviate emotional distress and 

reduce the incidence of suicidal feelings and suicidal behaviour. We do this by: 

Being available 24 hours a day to provide emotional support for people who are 

experiencing feelings of emotional distress or despair, including those which may lead 

to suicide. 

Reaching out to high risk groups and communities to reduce the risk of suicide. 

Working in partnership with other organisations, agencies and experts to achieve our 

Vision. 

Influencing public policy and raising awareness of the challenges of reducing suicide. 

We are committed to the following Values: 

Listening, because exploring feelings alleviates distress and helps people to reach a 

better understanding of their situation and the options open to them. 

Confidentiality, because if people feel safe, they are more likely to be open about 

their feelings. 

People making their own decisions wherever possible, because we believe that 

people have the right to find their own solution and telling people what to do takes 

responsibility away from them. 

Being non-judgemental, because we want people to be able to talk to us without fear 

of prejudice or rejection 

Human contact, because giving people time, undivided attention and empathy meets 

a fundamental emotional need and reduces distress and despair. 

This annual report should be read in conjunction with Samaritans 2012 Impact Report “I found the space to say 

it” at www.samaritans.org/impactreport 

All statistics are for the 12 month period from 1 January 2011 unless otherwise specified 

1


Reference and administrative details 

Patron: 

Founder: 

Chair: 

HRH The Prince of Wales 

The Late Prebendary Dr Chad Varah CH CBE MA 

Stephen Hoddell 

Registered Address 

The Upper Mill, Kingston Road, Ewell, Surrey KT17 2AF 

Registered Charity: 219432 

Company Number: 757372 

Scottish Charity Number: SC040604 

Website: www.samaritans.org 

Board of Trustees 

Naomi Abigail (Appointed 16 July 2011) 

Sherine Krause 

Sophie Andrews (Resigned 30 September, 2011) 

Anita Lawlor 

Chay Champness (Resigned 27 October, 2011) 

Kären Mills 

Norman Craig Cynthia Pearce (Appointed 1 October, 2011) 

Alison (Lissa) Davenport Michael Rogerson (Appointed 1 April, 2011) 

Bryn Davies 

Professor Stephen Platt 

Stephen Hoddell (Appointed 1 October, 2011) Timothy Sexton (Resigned 16 July, 2011) 

Joseph Ralph Homer 

Tony Taylor 

Michael Kirkman (Appointed 16 July, 2011) 

Regional Directors as at 31 March 2012 

Jude Richardson (East) 

Chris Mills (East Midlands) 

Giovanni Doran (Ireland) 

Sue Foxton (London) 

Judy Hewison (North) 

Jayne Finch (North West ) 

Joyce Beattie (Scotland) 

Janet Isaac (South) 

Sheila Souchard (South East) 

Martin Ward (South West) 

Ruth Acty (Wales and the Marches) 

Rosemary Howell (West Midlands) 

Christine Stuart (Yorkshire & Humberside) 

Samaritans Senior Staff as at 31 March 2012 

Chief Executive Officer: 

Executive Director of Finance & Infrastructure and Company Secretary: 

Executive Director of Fundraising & Communications: 

Executive Director of Research, Development & Operations 

Executive Director of People: 

Executive Director for Ireland: 

Executive Director for Wales: 

Executive Director for Scotland: 

Catherine Johnstone 

Tony Farnfield 

Rachel Kirby-Rider 

Joe Ferns 

Claire Watt 

Suzanne Costello 

Simon Hatch 

Andrew Sim 

Bankers: 

Auditors: 

Solicitors: 

Investment Managers: 

Lloyds TSB Bank plc, 25 Gresham Street, London EC2V 7HN 

PKF (UK) LLP, Farringdon Place, 20 Farringdon Road, London EC1M 3AP 

Mazars LLP, Tower Bridge House, St Katharine’s Way, London E1W 1DD 

PKF O’Connor Leddy & Holmes, Century House, Harold’s Cross Road, Dublin 6W 

Bates Wells & Braithwaite, 2-6 Cannon Street, London EC4M 6YH 

Williams De Broe Ltd, 100 Wood Street, London EC2V 7AN 

CCLA Investment Management Ltd, 80 Cheapside, London EC2V 6DZ 

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Welcome 

Every six seconds, somebody contacts Samaritans, this means that ten times every minute 

we can help someone turn their life around. That’s a privilege, and a huge responsibility. 

In becoming Chair this year, I took over from Sophie Andrews in October 2011 and during 

her three year term she enabled us to focus on putting callers at the heart of what we do. 

She was an inspiration to volunteers and callers alike. I feel enormously proud of our impact 

and have recently been humbled by the donations from over 80,000 members of the public, 

in response to the tragic death of a Samaritans London Marathon runner. Whilst those 

donations occurred after the period covered by the financial statements within this report, it 

demonstrates the esteem which the general public hold for the services that this organisation 

provides. 

It’s all thanks to our 20,665 volunteers. They don’t just deliver our service, but manage every 

aspect of it. They give their time abundantly for free, so that people all over the UK and 

Ireland have a space to talk. 

But there is still so much more to do. A YouGov survey during the year indicated that a third 

of us would not talk to anyone if we were suicidal. We need to change this. We know that 

talking to a Samaritan can make a real difference, because many of our callers tell us so. 

Against a backdrop of recession and high-profile suicides, we need to convince people that 

talking about difficult feelings is the normal, sensible thing to do. 

Our vision is that fewer people die by suicide. I hope that by reading this report, you will feel 

we are doing our very best to make that happen. 

Stephen Hoddell 

Chair, Samaritans 

Stephen Hoddell has been a volunteer in Bristol branch for nearly 40 years. 

3

Overview of Samaritans 

Samaritans is the central charity and coordinating 

body for the 201 Samaritans 

branches in the UK, the Republic of Ireland, 

the Channel Islands and the Isle of Man, each 

of which is an independent charitable 

organisation. This includes two “non-brick” 

branches – Festival and Correspondence (see 

page 33 for full list of branches). The branches 

are organised and work together in 13 

geographic regions to offer emotional support 

services. 

Samaritans provides completely confidential 

emotional support 24 hours a day by 

telephone, personal visit, email, text and 

letter, through its branch network. This 

includes outreach activity at festivals, in 

prisons, hospitals, schools, and with homeless 

people. 

Our purpose is to: 

enable people who are experiencing 

feelings of distress or despair, including 

those who may be at risk of suicide, to 

receive confidential emotional support at 

any time of the day or night from 

appropriately trained Samaritans 

volunteers to improve their emotional 

health and to reduce the incidence of 

suicide; and 

promote a better understanding in society 

of suicide, suicidal behaviour and the value 

of expressing feelings which may 

otherwise lead to suicide or impaired 

emotional health. 

These aims are reflected in Samaritans’ 

Mission to alleviate emotional distress and 

reduce the incidence of suicidal feelings and 

suicidal behaviour. 

In 2011 Samaritans volunteers dealt with five 

million contacts. Most of the contacts to 

Samaritans are currently by telephone (83% 

of all contacts). No charge is made for the 

listening service provided by our volunteers 


and no referral is required. People can choose 

to call a local branch number at local rates, or 

the national number at rates set by the 

caller’s telecoms provider. Details of these 

costs are regularly updated on Samaritans’ 

website. Currently Samaritans is piloting a 

free-to-caller telephone number. However, 

until sustainable long term funding is 

achieved the freephone number will not be 

fully rolled out. For callers who cannot afford 

the cost of a call, Samaritans accepts reverse 

charge calls and will make call backs on 

request. 

People contact Samaritans about a wide 

range of issues including depression, 

relationship and family issues, loneliness, 

physical and mental health issues, alcohol, 

drugs, self-harm, financial worries, illness and 

exam pressures as well as suicidal thoughts 

and feelings. 

Samaritans has a longstanding and widely 

recognised association with prison support 

work with 122 branches supporting 158 

prisons across the UK and Ireland. The 

Listener Scheme, is the largest and bestestablished 

peer-support scheme in prisons. 

2011 marked the 20 th anniversary of the 

prison Listener Scheme. 

Samaritans General Office, based in Surrey, 

provides support to branches, Regional 

Directors and officers and the Board of 

Trustees. It is also responsible for a number of 

co-ordinating functions such as the 

development and maintenance of the 

national number in the UK, the website, 

research, development and evaluation, the 

annual conference and governance. Staff, 

based in Ireland, Scotland and Wales, link with 

statutory and other bodies to enable 

Samaritans to respond effectively in the 

respective Nations. 

4


Performance against objectives 

The charity has taken account of the Charity Commission’s guidance on public benefit in reviewing 

its aims and objectives and in planning future activities. The Board of Trustees is responsible for 

monitoring activity by reviewing progress against the strategic intents throughout the year. These 

quarterly reviews also enable us to ensure our aims, objectives and activities remained focused on 

our stated purposes. 

During 2010/11 Samaritans identified 33 projects which are needed to implement its strategy 

‘Taking the lead to reduce suicide’ by 2015. These projects have been organised into five 

programmes of activity: Callers First, Influence, Knowledge, People, and One Organisation. Our 

achievements and performance are summarised below and reported in more detail in our 2011/12 

Impact Report, I found the space to say it: 

Callers First 

Providing 24:7 emotional support to people in 

distress and despair is central to our Mission. 

In 2011 Samaritans volunteers responded to 

just over 5.0 million contacts, including 4.5 

million telephone contacts (dialogue and 

short duration calls). This compares with just 

over 4.6 million telephone contacts in 2010. 

However the fall in the total number of 

telephone contacts is due to a reduction in 

the number of short duration calls. This in 

turn is due to active management of misuse 

of the service. The number of dialogue 

telephone contacts actually rose from 

2.3million to 2.4million. 

Our service will be responsive to callers. 

Callers will know what to expect from us and 

their experience will consistently match their 

expectations 

Overall engaged rate for the UK telephone 

service is 8.7% (6.4% in 2010) within the 

maximum target rate of 10.0% 

Average email response time of 8.5 hours 

(8 hours in 2010) against a target of 12 

hours 

Average text response time of 38 minutes 

(38 minutes in 2010) against a target of 60 

minutes 

More than half of all Samaritans branches 

now deliver the SMS service - 106 at 

March 2012 (79 branches at March 2011) 

Almost 400,000 calls to our free-to-caller 

service which is being piloted in the UK 

A 3-year funding agreement was signed 

with the National Offender Management 

Service to fund support of the Listener 

Scheme both at branch and central charity 

level in England and Wales. 

Over 1,500 Listeners dealt with nearly 

85,000 contacts with prisoners in distress 

in 114 prison establishments in England 

and Wales. 

Over 1,700 Listeners trained throughout 

the UK and Republic of Ireland 

Developed a partnership with ChildLine, 

the NSPCC’s confidential helpline, which 

will help us better support children who 

call us. 

Through our Step by Step suicide response 

service, we offered help to 16 schools 

where a suicide took place 

5


Influence 

Throughout 2011/12, we monitored the press 

daily, continued briefing newspapers on our 

media guidelines and expanded our advice to 

drama and film. We presented talks about 

the safe portrayal of suicide to BBC Drama, 

the British Board of Film Classification and set 

up a service to consult on TV, film and play 

scripts. We also talked to papers and 

broadcasters in Northern Ireland and Scotland 

on how we could work together to stop future 

copycat suicides 

We will have a reputation as a best practice 

charity and use that reputation to increase our 

influence on external stakeholders 

Leading the Call to Action for Suicide 

Prevention in England 

Targeting high-risk groups in remote rural 

and deprived areas in Scotland with 

funding from the Scottish Government 

Completed the second year of the award 

winning partnership with Network Rail. 

Launched new partnership with Translink 

NI Railways 

Working with partner organisations in 

Scotland to raise awareness of suicide and 

mental wellbeing among football fans 

across Scotland 

Raised our online profile across Wales 

through launching bilingual 

communications 

Leading the debate on “suicide and the 

online environment” 

Further developed our award winning 

partnerships with Facebook and Google 

Member of the National Suicide 

Prevention Advisory group to the 

Department of Health and the Scottish 

Government National Suicide and Self 

Harm Monitoring and Implementation 

Group 

Influenced Welsh Government policy on 

suicide via the Government National 

Advisory Group on Suicide Reduction 

Contracted by the Public Health Agency to 

deliver a proactive media monitoring 

service in Northern Ireland. 

Co-ordinated the All Party Parliamentary 

Group on Suicide and Self-Harm 

Prevention in Westminster 

Knowledge 

Samaritans is making use of an evaluation 

undertaken by Nottingham University in order 

to improve our services for callers. For 

example we are reviewing the way we 

support frequent or long-term users of our 

service and introducing a consistent approach 

to signposting. Researching service users of a 

confidential and anonymous service such as 

Samaritans is difficult. Samaritans is 

developing ways of understanding the views 

and experiences of our callers, including case 

studies and web surveys. 

We will be an evidence-based organisation – 

finding and using the best theory and data 

available to improve what we do 

Researched volunteer perceptions about 

working in the prisons setting 

On-line survey of service users gathered 

views of 1185 callers to find out how we 

can give them a more helpful experience 

Built up a database of more than 500 

people, mostly callers, who gave us 

permission to contact them for further 

research 

Our new document “Who we are and what 

we do” sets out in plain English what 

people can expect from our services and 

the full range of services we provide. 

The only organisation that collates the 

suicide statistics for all the nations in the 

UK and Republic of Ireland as provided by 

the various statistic agencies on an annual 

basis 

6


People 

The Samaritans support service is provided 

entirely by volunteers who are involved at all 

levels in planning and service support. 

We will have the right people, in the right 

place, at the right time, to meet the needs of 

our callers 

Total of 20,665 people volunteering for 

Samaritans as at end December 2011 

(including 1,600 support and shop 

volunteers and 1,700 prison listeners) 

Volunteers gave an estimated 4.5m hours 

of their time to provide confidential 

emotional support to callers (valued at 

£56.7m) 

Volunteering roles continue to diversify 

with the number of support volunteers* 

increasing to almost 1600 in 2011 from 

around 1400 in 2010 

 

29,000 people registered with the central 

charity to express an interest in 

volunteering 

Around 3,550 people who enquired about 

volunteering on our website responded to 

a volunteering survey giving us a better 

picture of why people chose to volunteer 

with Samaritans 

Introduced a national exit survey to help 

improve volunteer retention 

Initiated review of training within 

Samaritans 

One Organisation 

Samaritans will feel like one organisation 

pursuing a shared vision. It will be thriving 

and financially stable 

The shared vision contained in the strategy 

’Taking the Lead to Reduce Suicide 2009’ – 

2015, is embodied in the Corporate Plan 

£697,000 raised through the Text Santa 

shows on ITV1 during the Christmas period 

Chad Varah appeal closed having reached 

its target of £750,000 

Samaritans launched its first music album 

– Songs to save a life 

Launched Feel Good Friday – a new 

fundraising day 

Befrienders Worldwide becomes a 

separate organisation 

New Chair of Samaritans elected 

New governance arrangements in Scotland 

and Wales 

* A support volunteer is someone who gives their time to Samaritans by carrying out a role that enables the 

branch to stay open and to provide the service. Such roles include admin, marketing, outreach, fundraising and 

much more, but do not involve directly supporting callers. 

7


Factors affecting achievement of objectives 

Volunteer numbers 

Volunteers are key to delivering Samaritans’ 

strategy. The support service is provided 

entirely by volunteers and volunteers are 

involved at all levels in planning and service 

support (including recruitment, training, caller 

care, etc). Any trends which adversely affect 

volunteering in general will impact on our 

ability to achieve our objectives. 

Volunteer time 

One of the factors which sets Samaritans 

apart from many other charities is the way in 

which volunteers are involved in all levels of 

decision making. This level of involvement 

gives the organisation a unique perspective 

on service delivery. It also facilitates a high 

level of buy-in from volunteers across the 

organisation. Development and 

implementation activities benefit from the 

experience-based input from volunteers 

working together with staff of the central 

charity. 

Operational information 

Due to the structure of Samaritans much of 

the operational information is found at 

branch level and cannot always be accessed 

quickly at the central charity. Branches are 

legally autonomous charities with a variety of 

local pressures, programmes and priorities. 

Further work is in development within the 

Knowledge Programme area to improve this 

situation. 

Sustainable Funding 

In 2008/2009 Samaritans was awarded the 

number of extreme social value (116 123) for 

an emotional support of adults in Ireland and 

in the UK. A trial of the number in the UK was 

launched in April 2010 but full roll out 

continues to be delayed until sustainable 

funding has been agreed and secured. 

Resource limitations 

Samaritans has a relatively small team of paid 

staff working at its General Office. For the 12 

months ending 31 March 2012 the full time 

staff equivalent was 100.8. This is a volunteer 

to staff ratio of 205:1. The national average 

ratio amongst other charities is estimated at 

24:1. The organisation prides itself on this low 

volunteer to staff ratio which can be 

maintained only by continuing to make full 

use of the skills of the volunteer body and by 

flexible working by the dedicated staff team. 

8

Future plans 

We have referred to the guidance contained 

in the Charity Commission’s general guidance 

on public benefit when planning our future 

activities. The Board of Trustees is satisfied 

that all the activities in the 2012/13 corporate 

plan are in furtherance of the objects of the 

charity and are for the public benefit. 

Six projects prioritised for 2011/12 continue 

to be the main focus for the organisation. 

These projects are highly interconnected and 

are vital to achieving our objectives. Other 

projects will only be progressed if resources 

are available. 

The six priority projects are: 

Samaritans Connect 

Telephony is the backbone of Samaritans 

service. This project is a new system which 

will ensure that all available volunteers across 

all UK branches are potentially accessible to 

all callers. This will therefore enable us to 

provide an improved service. It is the 

foundation on which other service 

improvements are built. Preparing for 

Connect will require additional investment in 

our Operations team in 2012/13. 

Responding to callers’ needs 

This project will define the way in which we 

will respond to caller needs, enabling our 

service to be more responsive and consistent 

and ultimately reducing the engaged rate. 


Samaritans’ identity 

Once completed volunteers and staff will be 

able to clearly and consistently explain who 

we are, what we do and what is distinctive 

about Samaritans. In 2012/13 we will be 

investing in digital media to enable us to make 

the most of the new brand. 

Network Rail 

The third year of the five-year partnership will 

include training a further 1,000 rail staff in 

Managing Suicidal Contacts and Trauma 

Support, rolling out refresher training and 

running a major awareness-raising campaign. 

Fundraising 

There will be continued investment in 

fundraising to enable Samaritans to widen its 

range of fundraising activities to ensure it can 

generate the level of income required to 

achieve its aspirations. In 2012/13 this will 

include an increase in support for branch 

fundraising. 

116 123 

The current pilot of the 116 123 number is 

helping us to understand the implications of a 

free-to-caller number. The pilot has been 

extended into 2012/13. However, the service 

will not move beyond the pilot unless 

sustainable, restricted funding is raised. 

9


Structure, governance & management 

Samaritans is a charitable company limited by 

guarantee. It was incorporated as a company 

on 11 April, 1963, having been founded by the 

Late Prebendary Dr Chad Varah CH CBE MA 

on 2 November, 1953. 

In addition to the charitable company, the 

organisation as a whole includes 201 

Samaritans branches operating in the United 

Kingdom, the Republic of Ireland, the Channel 

Islands and the Isle of Man. Branches are 

unincorporated charitable trusts, each of 

which is a separate charitable organisation. 

Through the volunteers in branches 

Samaritans provides its confidential emotional 

support service 24 hours a day, seven days a 

week. 

Governance arrangements 

Samaritans is governed by Memorandum and 

Articles of Association, adopted at an EGM on 

28 January, 2006. Minor amendments to the 

Articles were made in July 2007, January 2009 

and July 2011. The governing body is the 

Board of Trustees, which currently has 14 

members (maximum 15), who are also 

Directors of the Company. Two-thirds of the 

Trustees must be Samaritans volunteers. As 

of 31 March 2012 three of the Trustees were 

not Samaritans volunteers. 

The Board is advised by the Council of 

Samaritans. Membership of the Council of 

Samaritans comprises a representative from 

each Samaritans branch, a Regional (Non- 

Executive) Director from each of the 13 

operational regions and the Chair. The 

Regional Directors are the eyes and ears of 

the Board of Trustees in the wider 

organisation and play a vital role in supporting 

branches and ensuring the implementation of 

Samaritans’ policies. 

The Chair of the Council is also the Chair of 

the Board of Trustees and is elected by the 

Council. The Board meets at least six times a 

year. 

The Council meets twice a year, to advise and 

guide the Board of Trustees on key policy 

issues and to act as a channel of 

communication between the Board and 

branches. The Board reports to Council 

annually on its activities and provides an 

update and review of the Company’s strategic 

plan. 

An Audit and Risk Committee operates as a 

formal advisory committee to the Board and 

has two main roles: 

To satisfy the Board that external and 

internal audit systems are in place and 

operating effectively 

To satisfy the Board that there is a robust 

and effective risk management strategy for 

the organisation 

The committee meets at least three times a 

year. The committee chair attends Council 

meetings and reports to members. 

Although the Trustees are responsible for 

directing the affairs of the charity, the size of 

the organisation means that much of the 

operational activity is delegated to 

appropriate committees, working groups, 

volunteers and, through the Chief Executive, 

to staff. However, significant matters are 

specifically reserved for the Board’s decision 

and cannot be delegated. These include the 

strategic direction of the charity, the approval 

of key policies (following consultation with 

the Council of Samaritans), the approval of 

operational plans and budgets, operational 

expansion into new activities or geographical 

areas and any other matter having a material 

impact on Samaritans’ financial position, 

strategy, reputation or risk profile. 

Subject to the above, the Chief Executive and 

delegated staff are able to approve routine 

contracts, authorise expenditure and recruit 

staff in a manner consistent with the 

10

organisation's strategic direction and in line 

with annual budgets previously approved by 

the Board. 

Governance review 

In 2010/11 the Board of Trustees initiated a 

review of the prevailing governance 

arrangements. In addition to assessing the 

general effectiveness of governance 

structures, the review focused on the role of 

nations and regions. As a result of the review 

a number of changes to the governance 

arrangements were made in 2011/12. These 

included: 

Establishment of a Nominations 

Committee which is accountable to the 

Council of Samaritans and which is a 

formal advisory Committee of the Board of 

Trustees. This committee is responsible 

for identifying, reviewing, proposing and 

ratifying candidates for key governance 

and leading volunteer roles. 

Plans to set up a Quality and Compliance 

Committee. 

Creating National Boards in Scotland 

(Samaritans in Scotland) and Wales 

Samaritans Cymru Board). These Boards 

have a clearly defined leadership role 

supporting staff and volunteers to deliver 

Samaritans strategy as well representing 

Samaritans in their nation. 

Appointment of Trustees and 

members of committees 

The Chair of the Board of Trustees, who is also 

the Chair of the Council of Samaritans, is 

elected by members of the Council. The other 

members of the Board of Trustees are 

appointed by the Nominations Committee 

which comprises the Chair, three Trustees 

appointed by the Board of Trustees and three 

Samaritans elected by Council. 

Trustees serve an initial term of three years 

and a maximum of six years in aggregate. The 

Chair serves up to eight years where s/he has 

already served as a Trustee prior to his/her 

appointment as Chair. 


With regard to the Audit and Risk Committee, 

the Board of Trustees appoints two of its 

members and three are elected by the Council 

of Samaritans. The Honorary Treasurer is an 

ex-officio member of the committee with a 

further member as an external expert 

appointed by the Board. 

Induction and training of 

Trustees 

Following appointment, each Trustee 

undertakes a formal induction programme. 

The programme is more extensive for those 

Trustees who are not currently Samaritans 

volunteers and includes a guide to the Vision, 

Mission and Values of the organisation, the 

Charity’s governing document and the way 

the central charity links in with the 201 

autonomous branches. 

New Trustees are encouraged to attend 

regional and branch meetings to increase 

their understanding of the organisation and 

current issues. Arrangements are also made 

for Trustees to visit the charity’s Central 

Office to better understand the services it 

provides and to meet staff. Briefing papers 

are given to Trustees on key issues of concern 

to the organisation. Training is given to 

Trustees on their formal legal responsibilities. 

Trustees are also made aware of other 

sources of information, guidance and best 

practice on how to be effective in their role. 

Risk management 

Trustees acknowledge their responsibility to 

assess and manage risks that the organisation 

faces and to review them at least annually. 

However, such systems can only provide 

reasonable and not absolute assurance 

against errors, fraud, operational failures and 

the impact of external events. 

The charity operates a comprehensive annual 

planning and budgeting process approved by 

the Board of Trustees. There is a system of 

financial reporting to the Board that 

compares actual results against budget to 

enable corrective action to be taken as 

appropriate. The charity has also developed 

non-financial key performance indicators to 

11

provide a more extensive assessment of its 

effectiveness in meeting its aims. 


One of the responsibilities of the Audit and 

Risk Committee is to review the organisation’s 

risk management strategy and action plan. It 

reviews risk management at each of its 

meetings and once a year focuses attention 

specifically on assessing major risks faced by 

the organisation and reviewing mitigating 

actions. 

Samaritans Group 

The Samaritan Enterprises Ltd 

The Company owns 100% of the shares in The 

Samaritan Enterprises Ltd. The object of the 

company is to trade as a general commercial 

company to procure surplus income for the 

ultimate benefit of the Charity. 

Samaritans Ireland 

Samaritans Ireland is an Irish company 

incorporated under the Companies Act 1963 

to 2006 on 07 December 2007. It is a 

company limited by guarantee and does not 

have share capital. It is governed by a 

Memorandum and Articles of Association 

which were created during the incorporation. 

Due to the high degree of influence that 

Samaritans exercises over the board and 

activities of Samaritans Ireland, the 

company's finances are consolidated in line 

with all applicable standards. 

12

Financial review 

Overview 

The attached accounts are a summary of 

Samaritans (the Central Charity), The 

Samaritan Enterprises Ltd (the subsidiary 

trading organisation) and Samaritans Ireland. 

They do not, however, include the finances of 

the branches, which are separately 

constituted organisations. 

The financial statements of the Consolidated 

Charity group show a break even position for 

the first time since 2008/09. This accords with 

the Trustees decision in 2009 to invest in 

fundraising to ensure delivery of the strategic 

plan. The annual growth of total incoming 

resources is 13%, with voluntary income 

exceeding £5 million for the first year on 

record. Whilst annual expenditure growth was 

contained at less than 1% this does not yet 

equate to the financially stable position which 

is a key aim of the strategy. Towards the end 

of 2011/12, a number of timing issues 

corresponded to improve the bottom line 

beyond expectations. Whilst therefore the 

Central Charity remains on course to achieve 

its strategic outcomes and continuous high 

quality service delivery, whilst ‘balancing the 

books’, it is recognised that there is still 

further progress to be made. 

The financial statements do not contain two 

significant numbers. The first of these is the 

largest item of value to Samaritans service 

delivery, a sum equivalent to the value of the 

time donated by the 20,665 volunteers, 

within the 201 branches, being available 24/7 

365 days a year for callers. £56.7million is 

stated as an approximate value of this time in 

the Performance Against Objectives section of 

the Annual Report. This is undoubtedly 

significantly understated as it does not 

include the additional contribution by 

volunteers of further time spent on outreach, 

training, branch management, local 

fundraising, and the like. 

The second significant number not contained 

in these accounts is the funds donated in the 


astounding response to the tragic death of a 

Samaritans London Marathon runner. This 

phenomenal generosity has produced a 

substantial sum which will be highlighted in 

the financial statements for 2012/13. 

Income 

Current conditions are exceptionally 

challenging for the majority of the charity 

sector. It is therefore particularly gratifying 

and a testimony to the both the efforts of the 

relatively small fundraising team and the 

generosity of our donors that income has 

increased by £1.3million. 

Of particular note is the £1.7million increase 

in voluntary income, which represents 80% of 

the incoming resources of the charity. In the 

current economic climate this is testimony to 

the esteem in which Samaritans services are 

held by our supporters. A list of our major 

donors and supporters can be found on pages 

34-35 

Future income generation 

During 2011/12 the Board of Trustees agreed 

continued investment in fundraising to 

achieve a balanced mix of fundraising sources. 

This, building on the previous work, focused 

on growing the committed donor base by 

rolling out a door-to-door pilot campaign, 

continued telemarketing and additional 

testing of new cold mail concepts. There has 

been a continuation of the improvement of 

our supporter development programme to 

improve attrition rates of new donors, which 

has resulted in a decrease in attrition levels 

from 29.90% to 24.55%. As a result, 8,778 

new donors have been added to the donor 

base this year. 

The level of investment in corporate 

fundraising in 2011/12 was maintained and as 

a result the growth patterns reflected in the 

previous year continued. Corporate 

13


fundraising income was up 302% on the 

previous year and significant wins were 

secured such as ITV Text Santa, delivering 

£697,000. 

In 2011/12 we merged our major donor and 

trust functions and secured an additional 

resource to focus on our statutory funding, 

which together formed the High Value Team. 

By improving working practices across this 

function and sharing of leads, income for the 

high value team was 65% above original 

target. In addition, through the work of the 

new statutory fundraiser, statutory income 

increased by 44%. This excludes the first year 

of our National Offender Management Service 

grant (£473,494), including this statutory 

income the annual increase is 252%. 

A three year fundraising strategy was 

developed and launched covering the period 

April 2012 -March 2015 outlining the aims and 

objectives for the fundraising team across this 

period and a plan for continued growth in 

fundraising income. In addition, a vision and 

values were launched for the team providing 

specific behaviours and practices the team 

will adopt in order to deliver this growth. We 

therefore leave 2011/12 having increased 

fundraising income by 17.6% on the previous 

year and in a strong position with regards to 

income generation and future growth. 

Expenditure 

Our total resources expended 2011/12 

(£11.5million) are less than 0.5% greater than 

the levels of the previous financial year. 

However, charitable expenditure rose by a 

third (£8.1million) as the organisation focuses 

delivery on a number of specific projects 

agreed by the Board of Trustees in a three 

year Corporate Plan. Note 7 provides further 

information of the corporate plan delivery, 

activities now grouped into five programme 

board areas. 

Expenditure on fundraising costs has reduced 

by 20% between years. This indicates 

improvement in the focus and return from the 

activities undertaken, the strategic aim to 

invest in fundraising remains a high priority. 

The Samaritan Enterprises Ltd 

The trading subsidiary of Samaritans remains 

a relatively small but nevertheless important 

element in ensuring the efficiency of tax 

treatment and income generation. The 

overwhelming majority of turnover is the 

contract with Network Rail. There are 

however plans to develop training with other 

commercial activities. 

Reserves 

The Board of Trustees consider that to ensure 

there is no disruption to effective delivery of 

service, free reserves should be maintained at 

an equivalent to between four and eight 

months unrestricted expenditure; at 31 

March 2012 the level held represents 4.8 

months (£3.8million). This is towards the 

lower end of the current policy scale as a 

result of the planned investment of funds in 

delivering the strategy. The monetary value of 

reserves at the end of 2011/12 is nonetheless 

the highest sum held for many years. 

Investment Policy 

The Central Charity’s investment objective 

remains to reduce risk and volatility in the 

short to medium term. This policy requires 

that it should be achieved on an ethical basis 

agreed by the Board of Trustees. 

During 2011/12 the Board established an 

Investment Sub Committee to review 

investment performance on a regular basis. 

An initial action of this committee was to 

reduce the equity holding within the portfolio, 

both to minimise the effect of on-going 

market volatility and to ensure the availability 

of adequate liquid funds for the anticipated 

purchase of a new telephony platform during 

2012/13. 

A review of the portfolio, policy and level of 

reserves is planned for 2012/13. 

14


Statement of Trustees’ responsibilities 

The trustees are responsible for preparing the trustees' Annual Report and the financial statements 

in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom 

Generally Accepted Accounting Practice). 

Company and charity law requires the trustees to prepare financial statements for each financial 

year. Under company law the trustees must not approve the financial statements unless they are 

satisfied that they give a true and fair view of the state of affairs of the group and parent charity and 

of the incoming resources and application of resources, including its income and expenditure, of the 

group for the year. In preparing those financial statements the trustees are required to: 

• select suitable accounting policies and then apply them consistently 

• observe the methods and principles in the Charities SORP 

• make judgments and accounting estimates that are reasonable and prudent 

• state whether applicable accounting standards have been followed, subject to any material 

departures disclosed and explained in the financial statements 

• prepare the financial statements on the going concern basis unless it is inappropriate to 

presume that the charity will continue in business 

The Trustees are responsible for keeping adequate and proper accounting records that are sufficient 

to show and explain the charity's transactions and disclose with reasonable accuracy at any time the 

financial position of the group and parent charity and enable them to ensure that the financial 

statements comply with the Charities and Trustee Investment (Scotland) Act 2005 , regulation 8 of 

the Charities Accounts (Scotland) Regulations 2006 (as amended) and with the requirements of the 

Companies Act 2006. They are also responsible for safeguarding the assets of the group and parent 

charity and hence for taking reasonable steps for the prevention and detection of fraud and other 

irregularities. 

The trustees are responsible for the maintenance and integrity of the corporate and financial 

information included on the charity's website. Legislation in the UK governing the preparation and 

dissemination of the financial statements and other information included in annual reports may 

differ from legislation in other jurisdictions. 

The Trustees confirm that, so far as each Trustee is aware, there is no relevant audit information of 

which the charity’s auditor is unaware, and each Trustee has taken all the steps that he/she ought to 

have taken as a Trustee in order to make himself/herself aware of any relevant audit information 

and to establish that the charity’s auditor is aware of that information. 

Approved by the Board of Trustees on 13 June 2012 and signed on its behalf by: 

Michael Rogerson, Trustee 

15


Independent auditors’ report to the 

Members and Trustees of Samaritans 

We have audited the group and parent charity 

financial statements ("the financial 

statements") of Samaritans for the year ended 

31 March 2012 which comprise the 

consolidated statement of financial activities, 

group and parent balance sheets, 

consolidated cash flow statement and related 

notes. The financial reporting framework that 

has been applied in their preparation is 

applicable law and United Kingdom 

Accounting Standards (United Kingdom 

Generally Accepted Accounting Practice). 

This report is made solely to the charity's 

members, as a body, in accordance with 

Chapter three of part 16 of the Companies Act 

2006 and to the charity's trustees, as a body, 

in accordance with regulations made under 

section 44 of the Charities and Trustee 

Investment (Scotland) Act 2005. Our audit 

work has been undertaken so that we might 

state to the charity's members and trustees 

those matters we are required to state to them 

in an auditor’s report and for no other purpose. 

To the fullest extent permitted by law, we do 

not accept or assume responsibility to anyone 

other than the charity, the charity's members 

as a body and the charity's trustees as a body, 

for our audit work, for this report, or for the 

opinions we have formed. 

Respective responsibilities of trustees and 

auditor 

As explained more fully in the statement of 

trustees' responsibilities, the trustees (who are 

also the directors of the company for the 

purposes of company law) are responsible for 

the preparation of the financial statements and 

for being satisfied that they give a true and fair 

view. We have been appointed as auditor 

under section 44(1)(c) of the Charities and 

Trustee Investment (Scotland) Act 2005 and 

under the Companies Act 2006 and report in 

accordance with those Acts. Our responsibility 

is to audit and express an opinion on the 

financial statements in accordance with 

applicable law and International Standards on 

Auditing (UK and Ireland). Those standards 

require us to comply with the Auditing 

Practices Board’s Ethical Standards for 

Auditors. 

Scope of the audit of the financial 

statements 

An audit involves obtaining evidence about the 

amounts and disclosures in the financial 

statements sufficient to give reasonable 

assurance that the financial statements are 

free from material misstatement, whether 

caused by fraud or error. This includes an 

assessment of: whether the accounting 

policies are appropriate to the group's and 

parent charity's circumstances and have been 

consistently applied and adequately disclosed; 

the reasonableness of significant accounting 

estimates made by the trustees; and the 

overall presentation of the financial 

statements. In addition, we read all the 

financial and non-financial information in the 

Annual Report to identify material 

inconsistencies with the audited financial 

statements. If we become aware of any 

apparent material misstatements or 

inconsistencies we consider the implications 

for our report. 

Opinion on financial statements 

In our opinion the financial statements: 

give a true and fair view of the state of 

the group's and parent charity's affairs 

as at 31 March 2012 and of the 

group's incoming resources and 

application of resources, including its 

income and expenditure, for the year 

then ended; 

have been properly prepared in 

accordance with United Kingdom 

Generally Accepted Accounting 

Practice; and 

have been prepared in accordance 

with the Charities and Trustee 

Investment (Scotland) Act 2005, 

regulations 6 and 8 of the Charities 

Accounts (Scotland) Regulations 2006 

(as amended) and with the 

requirements of the Companies Act 

2006. 

16


Opinion on other matter prescribed by the 

Companies Act 2006 

In our opinion the information given in the 

trustees’ annual report for the financial year for 

which the financial statements are prepared is 

consistent with the financial statements. 

Matters on which we are required to report 

by exception 

We have nothing to report in respect of the 

following matters where regulations made 

under the Charities and Trustee Investment 

(Scotland) Act 2005 and where the Companies 

Act 2006 requires us to report to you if, in our 

opinion: 

adequate and proper accounting 

records have not been kept in respect 

of the parent charity, or returns 

adequate for our audit have not been 

received from branches not visited by 

us; or 

the parent charity financial statements 

do not accord with the accounting 

records and returns; or 

certain disclosures of trustee's 

remuneration specified by law are not 

made; or 

we have not received all the 

information and explanations we 

require for our audit. 

Ian Mathieson (Senior statutory auditor) 

for and on behalf of PKF (UK) LLP, Statutory 

auditor 

PKF (UK) LLP is eligible to act as an auditor in 

terms of section 1212 of the Companies Act 

2006 

London, UK 

26 June 2012 

17


Consolidated Statement of Financial 

Activities 

Incorporating an Income & Expenditure Account 

For the year to 31 March 2012 

Unrestricted Restricted All All 

Note Funds Funds Funds Funds 

2012 2012 2012 2011 

Incoming Resources £'000 £'000 £'000 £'000 

Incoming Resources from Generated Funds: 

Voluntary Income: 

Donations 4,847 156 5,003 3,893 

Legacies 1,901 - 1,901 1,763 

Donated Advertising Services 370 - 370 1,005 

Grants - Public Body 2 116 786 902 421 

Grants - Other 287 685 972 356 

Total Voluntary Income 7,521 1,627 9,148 7,438 

Activities for Generating Funds 

Merchandising 15 40 - 40 66 

Partnership 705 167 872 1,109 

Sponsorship & Licensing 15 127 - 127 49 

Totals from Activities for Generating Funds 872 167 1,039 1,224 

Investment Income & Interest 3 66 - 66 120 

Total Incoming Resources from Generated Funds 8,459 1,794 10,253 8,782 

Incoming Resources from Charitable Activities 

Branch Affiliation Fees / BREF (14b) 567 67 634 720 

Training & Conferences 670 - 670 700 

Total Incoming Resources from Charitable Activities 1,237 67 1,304 1,420 

Total Incoming Resources 9,696 1,861 11,557 10,202 

Resources Expended 

Cost of Generating Funds: 

Fundraising Costs 2,583 - 2,583 3,224 

Investment in Information System 30 - 30 116 

Merchandising 44 - 44 66 

Partnership 167 - 167 652 

Investment Management Costs 16 - 16 12 

2,840 - 2,840 4,070 

Charitable Expenditure: 7 6,711 1,359 8,070 6,076 


Total Charitable Expenditure 7,081 1,359 8,440 7,081 

Governance Costs 5 265 - 265 342 

Total Resources Expended 10,186 1,359 11,545 11,493 

Net Incoming/(outgoing) resources 

before transfers (490) 502 12 (1,291) 

Gross transfers between funds 807 (807) - - 

Net Incoming/(outgoing) resources 

before other recognised gains and losses 317 (305) 12 (1,291) 

Other Recognised Gains and Losses 

Net investment Gains/(Losses) 10 (11) - (11) 65 

Net Movement in Funds 306 (305) 1 (1,226) 

Balances brought forward at 1 April 2011 5,378 1,418 6,796 8,022 

Balances carried forward at 31 March 2012 14 5,684 1,113 6,797 6,796 

The group has no recognised gains and losses other than those shown above and therefore no separate 

statement of total recognised gains and losses has been presented. All incoming resources and resources 

expended derive from continuing activities. The notes on pages 21 to 32 form part of these accounts. 

18


Balance Sheets 

As at 31 March 2012 

Company Registration No. 757372 

Note 

Group 

2012 

Group 

2011 

Charity 


Charity 


FIXED ASSETS 

£000 £000 £000 £000 

Tangible Fixed Assets 9 1,912 2,138 1,836 2,032 

Investments at Market Value 10 2,822 3,497 2,755 3,434 

4,734 5,635 4,591 5,466 

CURRENT ASSETS 

Stocks of consumable materials 61 78 45 42 

Debtors 11 781 611 1,139 590 

Short term bank deposits 380 393 - - 

Cash at bank and in hand 2,834 1,437 1,297 623 

4,056 2,519 2,481 1,255 

CURRENT LIABILITIES 

Creditors 12 560 495 568 531 

Deferred Income 13 1,433 863 272 37 

1,993 1,358 840 568 

NET CURRENT ASSETS 2,063 1,161 1,641 687 

Net Assets 6,797 6,796 6,232 6,153 

Note 

Group 


Group 


Charity 


Charity 


Funds 14 £000 £000 £000 £000 

Unrestricted 

General Funds 3,772 3,240 3,431 3,333 

Designated Funds 1,912 2,138 1,836 2,032 

Restricted 

5,684 5,378 5,267 5,365 

Restricted Income Funds 1,113 1,418 965 788 

Total Funds 6,797 6,796 6,232 6,153 

Approved and authorised for issue by the Board of Trustees on 13 June 2012 and signed on its behalf 

by: 

Michael Rogerson, Trustee 

The Notes on pages 21 to 32 form part of these accounts 

19


Consolidated Cash Flow Statement 

As at 31 March 2012 

2012 2012 2011 2011 

£'000 £'000 £'000 £'000 

Net Incoming Resources Before 12 (1,291) 

Other Recognised Gains and Losses 

Depreciation Charges 129 129 

Fixed Assets Impairment 115 - 

(Increase)/Decrease in Stock 17 (1) 

(Increase)/Decrease in Debtors (170) 6 

Increase/(Decrease) in Creditors - including Deferred Income 635 (240) 

Eliminating - returns on Investment and servicing of Finance (66) (120) 

Net Cash (Outflow)/Inflow from Operating Activities 672 (1,517) 

2012 2012 2011 2011 

£'000 £'000 £'000 £'000 

Net Cash (outflow)/Inflow from Operating Activities 672 (1,517) 

Returns on Investment and Servicing of Finance 

Interest received 21 16 

Dividends received 45 104 

66 120 

Capital Expenditure and Financial Investment 

Payments to acquire fixed assets (18) (9) 

Receipts from sale of fixed assets - - 

Payments to acquire investments (421) (282) 

Receipts from sale of investments 779 160 

340 (131) 

Management of Liquid Resources 

Change in investment cash 306 502 

306 502 

Increase/(Decrease) in Cash at Bank 1,384 (1,026) 

Reconciliation of Net Cash Flow to Movement in Net Debt 2012 2012 2011 2011 

£'000 £'000 £'000 £'000 

Increase/(Decrease) in Cash at Bank 1,397 (716) 

Movement in Short Term Deposits (13) (310) 

Change in Net Funds 1,384 (1,026) 

Net funds brought forward at 1 April 1,830 2,856 

Net Funds carried forward at 31 March 3,214 1,830 

Analysis of Change in Net Funds 2012 Change 2011 

£'000 In Year £'000 

Cash at Bank and in Hand 2,834 1,397 1,437 

Short Term Deposits 380 (13) 393 

3,214 1,384 1,830 

The Notes on pages 21 to 32 form part of these accounts 

20


Notes to the Accounts 

1. Accounting policies 

a) Basis of Preparation 

The accounts have been prepared under the 

historical cost convention with the exception 

of investments, which are included at market 

value. The financial statements follow the 

guidelines of the revised Statement of 

Recommended Practice for Accounting by 

Charities, issued in March 2005 ("The 

Charities SORP 2005") and use applicable 

Accounting Standards. 

b) Basis of Consolidation 

The accounts of the group companies are 

included in the financial statements and the 

notes shown on pages 21-32. Further details 

of the subsidiaries' activities are shown in 

Note15. The consolidation of the group 

companies’ activities has been carried out on 

a line-by-line basis. All items of incoming and 

expended resources have been shown gross, 

after the removal of intra-group transactions. 

Samaritans has taken exemption from 

presenting its unconsolidated profit and loss 

account under Section 408 of Companies Act 

2006. 

Advantage is being taken of the FRS 8 

exemption from disclosure of intra-group 

transactions. 

c) Fund Accounting 

General funds are unrestricted funds which 

are available for use at the discretion of the 

trustees in furtherance of the objectives of 

the charity and have not been designated for 

other purposes. Designated funds comprise 

unrestricted funds which have been set aside 

by the trustees for particular purposes. 

Restricted funds are funds which are to be 

used in accordance with specific restrictions 

imposed by donors or which have been raised 

by the charity for specific purposes. Costs 

relating to such funds are charged against the 

specific fund. The aim and use of each fund is 

set out in Note14. 

d) Impairment of Freehold Property Assets 

Freehold property assets are subject to an 

impairment review in accordance with 

Financial Reporting Standard (FRS) 11 

"Impairment of Fixed Assets and Goodwill". 

They are stated in the balance sheet at cost 

less provision for any impairment in value. 

Any impairment is recognised in the SOFA in 

the year in which it occurs. 

e) Stocks 

Stock is valued at the lower of cost or net 

realisable value. 

f) Incoming Resources 

All incoming resources are included in the 

SOFA when the charity is legally entitled to 

the income, there is reasonable certainty of 

receipt and the amount can be quantified 

with reasonable accuracy. The following 

specific policies apply to categories of income: 

i) Donations 

Accounted for when received. 

ii) Legacies 

Entitlement is the earlier of the charity 

receiving final estate accounts or the 

legacy being received. No value is included 

where the legacy is subject to a life 

interest held by another party. One such 

life interest is current, with a value of 

£1,000. 

iii) Donated Goods/Services 

These are included at the value to the 

charity where this can be quantified. An 

equal amount is included in expenditure 

based on the nature of the goods or 

services received. 

iv) Grants and Contracts 

Where grants and contracts are related to 

specific deliverables, as in the case of the 

21


contract with Network Rail Tackling 

suicides on the railway, they are accounted 

for as the right to consideration is earned 

by performance. Where income is received 

in advance, its recognition is deferred and 

included in creditors. Where entitlement 

occurs before income is received, the 

income is accrued. Capital grants are 

accounted for as income as soon as they 

are receivable. 

v) Branch Affiliation Fees 

These are recognised as receivable income 

upon the receipt of signed accounts from 

Samaritans' branches. 

g) Resources Expended 

All expenditure is accounted for on an 

accruals basis and has been classified under 

headings that aggregate all costs related to 

that category. Where costs cannot be directly 

attributed to particular headings they have 

been allocated to activities on a basis 

consistent with use of resources. Support 

costs have been allocated on the basis of fulltime 

equivalents. The following specific 

policies apply to categories of expenditure: 

i) Grants 

Grants are charged to the statement of 

financial activities when there is a liability 

to pay. 

ii) Fundraising Costs 

Fundraising costs are those incurred in 

seeking voluntary contributions and do not 

include the costs of disseminating 

information in support of the charitable 

activities. 

iii) Governance Costs 

Governance costs are the costs associated 

with the governance arrangements of the 

charity which relate to the general running 

of the charity to distinguish from those 

costs associated with fundraising or 

charitable activity. Included within this 

category are costs associated with the 

strategic management of the charity’s 

activities. 

iv) Support Costs 

Support costs comprise the costs of those 

staff engaged in management, finance, 

administration, IT and personnel, together 

with common services, accommodation 

and communications costs. These are 

allocated across the categories of 

charitable expenditure, governance costs 

and the costs of generating funds. The 

basis of cost allocation is explained in the 

notes to these accounts. 

v) Depreciation 

Depreciation is calculated on a straight line 

basis to write off the cost of tangible fixed 

assets over their estimated useful lives at 

the following rates: 

Freehold Property 50 years 

Computer Equipment 3 years 

Other Office Equipment 4 years 

h) Samaritans Regions 

Samaritans regions have been incorporated 

within these financial statements. For 

operational delivery, the UK and Republic of 

Ireland are grouped into thirteen geographic 

regions. Each of these is supported by a 

group of senior volunteers, and receives 

financial support from the charity. 

i) Operating Leases 

The group does not have any operating 

leases. 

j) Foreign Currency 

Transactions in foreign currency are 

converted to Sterling at the rate prevailing on 

the date of the transaction. Currency balances 

at the end of the year are converted at the 

closing exchange rate. Foreign exchange gains 

and losses are included in the SOFA for the 

period in which they are incurred. The results 

of Samaritans Ireland have been translated at 

the rate prevailing at the balance sheet date 

in accordance with FRS 23. 

k) Pensions 

The company operates a defined contribution 

group personal pension plan, presently 

administered by Standard Life, which is open 

to all staff on completion of entry 

requirements. Pension costs for eligible 

employees are charged to expenditure as they 

are incurred. 

22


l) Branches 

The term ‘branches’ used throughout these 

Accounts refers to the branches of 

Samaritans, which are independent charitable 

organisations, whose objects are consistent 

with those of Samaritans. 

m) Taxation 

Samaritans is a registered charity and is 

therefore potentially exempt from taxation of 

its income and gains to the extent that they 

fall within Part ii of the Corporation Tax Act 

2010 and section 256 of the Taxation of 

Chargeable Gains Acts 1992. No tax charge 

has arisen in the year. The Samaritan 

Enterprises Limited does not normally incur a 

tax charge given its policy of gifting all taxable 

profits to Samaritans. 

2 – GRANTS – PUBLIC BODY 

All Funds 

2012 £’000 

All Funds 

2011 £’000 

Ministry of Justice: NOMS - Grants paid to Samaritans' Branches 344 

- 

Ministry of Justice: NOMS 129 55 

Welsh Government/Llywodraeth Cymru 138 140 

Health Service Executive (HSE, Ireland) 100 141 

Health Service Executive (HSE, Ireland - Signposting) 62 

The Scottish Government 51 33 

Public Health Agency (Belfast, NI) 50 13 

Department Of Health 17 - 

Dept of Health, Social Services and Public Safety (NI) 17 15 

Scottish Prison Service 16 20 

Northern Ireland Prison Service 

Grants: Trusts 

Scottish NHS 

3 

-25 

- 4 

Total Grants - Public Body 902 421 

3 – INVESTMENT INCOME 

All Funds 


- 

- 

- 

All Funds 


Dividends - Quoted Investments 45 29 

Dividends - Unquoted Investments - 75 

Bank and Deposit Interest 21 16 

Total Investment Income 66 120 

4 – CHARITABLE EXPENDITURE 

Within a Joint Funding Agreement between “Samaritans” and “Central London Samaritans” the 

central charity undertakes to raise an agreed sum designed to cover core operating costs of Central 

London Samaritans and a contingent amount that would support additional caller and volunteer 

related activities. The net amount included in charitable expenditure in relation to Central London 

Samaritans is £417k (2011: £416k). Refer to further details on charitable expenditure in Note 7. 

23


5 – GOVERNANCE 

Note 

All Funds 2012 

£’000 

All Funds 2011 

£’000 

Council of Samaritans Costs 170 189 

Board of Trustees Costs 13 34 

Audit Fees 6 42 37 

Other Costs 40 82 

Total Governance 265 342 

The company has effected insurance to protect the Trustees at a cost of £2,196 (2011: £2,174) 

6 – NET (OUTGOING)/INCOMING RESOURCES FOR THE YEAR 


£’000 


£’000 

External Auditors - PKF (UK) LLP audit fees 23 24 

External Auditors - PKF O'Connor Leddy & Holmes audit fees 2 4 

Internal Auditors - Mazars LLP 15 3 

External Auditors - other fees (VAT and Tax) 2 6 

Total Auditors' fees 42 37 

Depreciation 128 129 

Bank charges 4 6 

Trustee's expenses 24 28 

The Directors of the charitable company are the trustees under charity law, and receive no 

remuneration. It is the policy of the charity to reimburse all volunteer expenses in full. During the 

year, eighteen (2011: twelve) Samaritans' Trustees received reimbursement for attending meetings, 

telephone and other incidentals, amounting to £24,009 (2011: £28,434). 

7 – BREAKDOWN OF COSTS BY ACTIVITY 

Support Costs 

Staff 

Costs 

£'000 

Comms & 

Fundraising 

£'000 

Facilities & 

Telephony 

£'000 

Professional 

& Finance 

£'000 

Information 

Technology 

£'000 

Volunteering & 

Branch 

Support £'000 

Total 

£'000 

Knowledge 175 9 51 16 12 66 329 

Callers First 649 35 190 60 44 240 1,218 

People 730 39 213 67 50 270 1,369 

Influence 1,360 73 397 125 92 503 2,550 

One 

Organisation 

61 3 18 6 4 22 114 

2,975 159 869 274 202 1,101 5,580 

24

7 – BREAKDOWN OF COSTS BY ACTIVITY (Continued) 


Direct Costs 


Support Costs 



£’000 


£’000 

Generating Funds 

Fundraising 2,583 - 2,583 3,224 

Investment in Information System 30 - 30 116 

Merchandising 44 - 44 66 

Partnership 167 - 167 652 

Investment Management 16 - 16 12 

2,840 - 2,840 4,070 

Charitable Activities 

Knowledge 45 329 374 - 

Callers First 1,432 1,218 2,650 - 

People 220 1,369 1,589 - 

Influence 318 2,550 2,868 - 

One Organisation 97 114 211 - 

Central Support 74 - 74 - 

Team Support 304 - 304 - 

Branch Support - - - 2,388 

Service Research & Development - - - 1,098 

Service Provision & Promotion - - - 1,538 


Training - - - 435 

Quality Monitoring - - - 259 

Information & Education - - - 358 

2,860 5,580 8,440 7,081 

Governance 

Governance 265 - 265 342 

265 - 265 342 

Total 5,965 5,580 11,545 11,493 

To ensure full cost recovery on projects, the charity adopts a policy of allocating costs to the respective cost headings. Cost 

allocation includes an element of judgement and the charity has had to consider the cost benefit of detailed calculations and 

record keeping. The internal classification of activities changed during 2012 and it is not possible to restate prior year numbers 

on this basis. The revised analyses reflect the grouping of projects into five programme areas. This categorisation better 

reflects the ongoing work of the central charity. 

8 – STAFF COSTS 

All Funds 2012 £’000 All Funds 2011 £’000 

Wages and Salaries 3,681 3167 

Social Security Costs 403 335 

Other Pension Costs 110 94 

Total Staff Cost 4,194 3,596 

Pension Costs 

The pension contributions for the seven employees (2011: six) earning more than £60,000 in the year amounted to £27,285 

(2011: £18,504). 

Staff Numbers 2012 2011 Staff Numbers 2012 2011 

£120,001-£130,000 1 - Callers First 9.7 - 

£110,001-£120,000 - 1 One Organisation 1.0 - 

£100,001-£110,000 - - Fundraising 23.2 - 

£90,001-£100,000 - - Central Support 15.2 - 

£80,001-£90,000 1 1 Team Support 51.7 - 

£70,001-£80,000 3 3 Service Delivery - 10.6 

£60,001-£70,000 2 1 Service Development - 14.5 

7 6 Movement Support - 14.1 

Fundraising - 18.3 

Communications - 10.3 

Infrastructure - 22.1 

100.8 89.9 

25


9 – TANGIBLE FIXED ASSETS 

Group 

Freehold 

Property 

£'000 

Computer 

Equipment 

£'000 

Office 

Equipment 

£'000 

Motor 

Vehicles 

£'000 

All Funds 


£’000 

All Funds 


£’000 

Cost 

At 1 April 2011 2,373 339 367 8 3,087 3,078 

Additions - 18 - - 18 9 

Disposals - - - - - - 

At 31 March 2012 2,373 357 367 8 3,105 3,087 

Depreciation 

At 1 April 2011 434 325 182 8 949 821 

Charge for the year 51 13 65 - 129 129 


Impairment Charges 115 - - - 115 - 

At 31 March 2012 600 338 247 8 1,193 950 

Net book values 

At 31 March 2012 1,773 19 120 - 1,912 

At 31 March 2011 1,939 14 185 - 2,137 

Charity 

Freehold 

Property 

£'000 

Computer 

Equipment 

£'000 

Office 

Equipment 

£'000 

Motor 

Vehicles 

£'000 

All Funds 


£’000 

All Funds 


£’000 

Cost 

At 1 April 2011 2,373 339 214 - 2,926 2,916 

Additions - 18 - - 18 10 


At 31 March 2012 2,373 357 214 - 2,944 2,926 

Depreciation 

At 1 April 2011 434 325 134 - 893 794 

Charge for the year 51 13 36 - 100 100 


Impairment Charges 115 - - - 115 - 

At 31 March 2012 600 338 170 - 1,108 894 


At 31 March 2012 1,773 19 44 - 1,836 - 

At 31 March 2011 1,939 14 80 - - 2,032 

Ireland 

Freehold 

Property 

£'000 

Computer 

Equipment 

£'000 

Office 

Equipment 

£'000 

Motor 

Vehicles 

£'000 

All Funds 


£’000 

All Funds 


£’000 

Cost 

At 1 April 2011 - - 153 8 162 162 

Additions - - - - - (1) 


At 31 March 2012 - - 153 8 162 161 

Depreciation 

At 1 April 2011 - - 48 8 57 27 

Charge for the year - - 29 - 29 29 


At 31 March 2012 - - 77 8 86 56 


At 31 March 2012 - - 76 - 76 - 

At 31 March 2011 - - 105 - - 105 

26


10 – FIXED ASSET INVESTMENTS 


£’000 


£’000 


£’000 


£’000 

Listed on the following stock exchanges: UK Ireland All All 

Group and Charity 

Market value 1 April 2011 1,544 63 1,607 1,420 

Additions - purchased 421 - 421 282 

Additions - gifts and bequests - - - - 

Disposal proceeds (779) - (779) (160) 

Net investment gains/(losses) (14) 3 (11) 65 

Market value 31 March 2012 1,172 66 1,238 1,607 

Cash held by Williams De Broe investment managers 698 310 

Cash held by CCLA investment managers 886 1,580 

Total Investments (including cash held by investment managers) At Market Value 2,822 3,497 

At Cost 2,871 55 2,926 3,295 

Analysis of Investment Portfolio at Year End 2012 

£'000 

% 


£'000 

% 

UK Quoted Equities 444 16% 668 19% 

UK Fixed Interest 89 3% 123 4% 

Other Quoted Equities ( inc Ireland) 66 2% 119 3% 

Overseas Equities & Funds 639 23% 697 20% 

Cash held by Williams De Broe investment managers 698 25% 310 9% 

Cash held by CCLA investment managers 886 31% 1,580 45% 

2,822 100% 3,497 100% 

Investments held by the Charity include a £100 investment (2011: £100) in the subsidiary company 

at cost, as referred to in Note 15. 

11 – DEBTORS 

Group 


Group 


Charity 


Charity 


Trade Debtors 286 46 275 34 

Regions and Branches 21 65 21 65 

Gift Aid 117 357 117 357 

Legacies 247 77 247 77 

Accrued Income 33 - 33 - 

Other Debtors 18 21 18 21 

Inter Company - - 383 - 

Prepayments 59 45 45 36 

Total Debtors 781 611 1,139 590 

27


12 – CREDITORS 

Group 


Group 


Charity 


Charity 


VAT, Payroll Tax, Social Security and 

Pensions 

101 70 136 112 

Trade Creditors 290 273 288 273 

Regions and Branches 40 38 - - 

Accruals 125 111 118 107 

Inter Company - - 26 36 

Other Creditors 4 3 - 3 

Total Creditors 560 495 568 531 

Included in creditors is pension contribution of £nil (2011: £17,315) 

13 – DEFERRED INCOME 

Group 2012 

£’000 

Group 2011 

£’000 

Charity 


Charity 


As at 1 April 2010 863 780 38 10 

Income recognised in the year (84) (770) (28) 13 

Income deferred in the year 654 853 262 15 

Total Deferred Income 1,433 863 272 38 

Includes £1,070,000 (2011: £770,000) Network Rail deferred income within The Samaritan Enterprises Ltd 

14 – RECONCILIATION OF RESERVES 

Unrestricted 

As at 31 

March 2011 

Income £'000 

Expenditure 

£'000 

Transfer 

Between 

Funds £'000 

Net 

Investment 

Gain £'000 

As at 31 

March 2012 

General Fund 3,240 9,696 (9,960) 807 (11) 3,771 

Designated Fund 2,138 - (226) - 

- 

1,913 

Total Unrestricted 5,378 9,696 (10,186) 807 (11) 5,684 

Restricted 

Public Body Funds 128 793 (674) (35) 

Samaritans Connect 376 527 (411) - 

Other Restricted Funds 182 307 (191) (202) 

Branch Reserve Equalisation 

Fund (BREF) 230 67 (58) - 

Branch Emergency Fund (BEF) 95 - (16) - 

- 

- 

- 

- 

- 


492 

96 

239 

79 

Partnership - Network Rail 407 167 (9) (570) - (5) 

Total Restricted 1,418 1,861 (1,359) (807) - 1,113 

Total Funds 6,796 11,557 (11,545) - (11) 6,797 

Represented by: 

General 

Funds £'000 

Designated 

Funds £'000 

Restricted 

Funds £'000 

Total 2012 

£'000 

Total 2011 

£'000 

Tangible Fixed Assets 1,912 1,912 2,138 

Investments 2,822 2,822 3,497 

Current Assets 2,943 1,113 4,056 2,519 

Liabilities (1,993) (1,993) (1,358) 

Total Unrestricted 3,772 1,912 1,113 6,797 6,796 

28


14a – UNRESTRICTED FUNDS 

Funds are held available for the ordinary purposes of the charity 

Designated Fund 

The Designated Fund comprises resources expended in the purchase of 

the Group’s tangible fixed assets £1,912k to invest in the charity’s future 

capacity and growth. These are therefore not readily available for other 

purposes. 

14b – RESTRICTED FUNDS 

Public Body Funds 

Samaritans Connect Fund 

Other Restricted Funds 

Branch Reserve 

Equalisation Fund (BREF) 

Branch Emergency Fund 

(BEF) 

Transfers between funds 

These funds represent a number of donations which carry specific 

restrictions by the donor. They are received from public bodies or nondepartmental 

public bodies. 

The majority of this fund represents donations received for the Chad 

Varah Memorial Fund. This, together with other specific donations and 

grants, provide funding for the replacement of the existing telephony 

platform. During this financial year £200k was expended on this project 

from these funds. 

These funds represent a number of donations received which carry 

specific restrictions imposed by the donor. They are mainly received 

from Corporate or Trust donors. 

This comprises contributions from independent Samaritans Branches 

with surplus funds to enable grants to be made to other less financially 

independent branches. 

This fund (formerly called Branch Support Fund) is set aside to meet 

emergency financial needs of the branches. 

The net transfer between funds mainly consists of cost re-allocations 

between restricted and unrestricted funds in accordance with donors’ 

terms and conditions. 

15 – SAMARITANS GROUP COMPANIES 

(a) Samaritans 

Samaritans uses the exemption in Section 408 of the Companies Act 2006 in not preparing a 

separate Income and Expenditure account for Samaritans Limited as a separate entity. 

The individual Statement of Financial Activities (SOFA) for the parent charity has not been included 

in this report but can be determined by deducting the other group companies’ results as detailed in 

Note 15(b) and (c), and the intercompany transactions from the consolidated statement above. The 

individual SOFA for the parent charity is available on request from the Central Office. 

29


The Charity's incoming resources amounted to £10,725k (2011: £8,798k), resources expended 

amounted to £10,598k (2011: £10,183k) and an individual charity surplus of £127k (2011: deficit of 

£1,385k), before transfers and other recognised gains/losses. 

(b) The Samaritan Enterprises Limited 

The Samaritan Enterprises Limited is incorporated in the United Kingdom and has an issued share 

capital of £100, 100% of which is owned by Samaritans. In addition to Network Rail activities, which 

is included in the SOFA under “Partnership”, the company offers a mail order catalogue, by sales to 

Samaritan Branches for their own fundraising purposes. Additionally, the company receives, on 

behalf of Samaritans, amounts of sponsorship. These are treated as "Sponsorship & Licensing" within 

the Consolidated SOFA. Any net profit made by the company is transferred to the Charity. 

2012 2011 

£ £ 

Turnover 739,542 1,065,769 

Cost of Sales (531,363) (758,505) 

Gross Profit 208,179 307,264 

Other Income 133,888 26,190 

Administrative Costs (242,950) (69,972) 

Operating Profit (109,062) (43,782) 

Total Profit 99,117 263,482 

Amounts Paid to Samaritans under Gift Aid (99,117) (306,977) 

Profit/(Loss) on Ordinary Activities Before Taxation - (43,495) 

Tax on ordinary activities - - 

Profit/(Loss) on Ordinary Activities After Taxation - (43,495) 

Retained Profit brought forward - 43,495 

Retained Profit for the Financial Year - - 

In addition to longstanding arrangements with Samaritans central charity, a Memorandum of 

Understanding has been agreed to deliver certain of the requirements of the Network Rail contract. 

In accordance with this agreement services of the central charity’s staff have been procured, which 

are included in administrative costs. As such, this year’s accounts include inter-company charges of 

£677,973 (2011: £686,178). 

30


(c) Samaritans Ireland 

Samaritans Ireland was established in the Republic of Ireland in December 2007 and became operational in April 2008. 

Samaritans Ireland is incorporated in the Republic as a company limited by guarantee. 

The results of the company have been translated at the prevailing currency exchange rate at the balance sheet date in 

accordance with FRS 23. 

Unrestricted 

funds € 

Restricted 

funds € 

2012 € 2011 € 

Incoming Resources 

Incoming resources from generated funds 

Activities for generating funds: 

Voluntary income 1 284,347 72,150 356,497 405,733 

Investment income 12,992 - 12,992 7,349 

Total incoming resources 297,339 72,150 369,489 413,082 

Resources expended 

Charitable activities 2 419,304 9,224 428,528 597,319 

Governance costs 2,551 - 2,551 2,563 

Total resources expended 421,855 9,224 431,079 599,882 

Net incoming resources before other recognised gains 

and losses 

(124,516) 62,926 (61,590) (186,800) 

1. VOLUNTARY INCOME INCLUDES THE FOLLOWING 

Unrestricted 

funds € 

Restricted 

funds € 


Fundraising activities 

Corporate donations 23,957 - 23,957 45,647 

Individual donations 24,750 - 24,750 26,305 

Legacies and covenants 6,079 - 6,079 10,150 

Total fundraising activities 54,786 - 54,786 82,102 

Trusts and Foundations 

Irish branch contributions 77,612 - 77,612 93,741 

Samaritan UK 35,600 - 35,600 36,024 

Total Trusts and Foundations 113,212 - 113,212 129,765 

Statutory Sources 

Health Service Executive (HSE) 116,349 - 116,349 125,185 

Signposting Ireland - 72,150 72,150 - 

DHSSPS - - - 18,716 

National Office for Suicide Prevention of the HSE - - - 49,965 

Total Statutory Sources 116,349 72,150 188,499 193,866 

Total Voluntary Income 284,347 72,150 356,497 405,733 

2. RESOURCES EXPENDED FOR CHARITABLE 

Unrestricted Restricted 

ACTIVITIES 

funds € 

funds € 


Services 

Radio Advertisement 339 - 339 40,661 

Publicity 158,455 - 158,455 274,191 

National network telephone support and maintenance 77,373 - 77,373 102,267 

Festival branch 51,737 - 51,737 32,654 

Training and seminars 21,049 - 21,049 18,455 

Volunteer recruitment and support 1,920 - 1,920 1,105 

SMS Project - 2,153 2,153 10,242 

Signposting Ireland - 7,071 7,071 - 

Fundraising 4,082 - 4,082 2,233 

Direct costs 314,955 9,224 324,179 481,808 

Support costs 104,349 - 104,349 115,511 

Total charitable expenditure 419,304 9,224 428,528 597,319 

RECONCILIATION OF MOVEMENT IN RESERVES Total 2012 € Total 2011 € 

Net incoming resources for the year (61,591) (186,800) 

Unrealised gain (loss) on investments 3,555 15,028 

Total recognised gains and losses for the year (58,036) (171,772) 

Reserves at the beginning of the year 716,116 887,888 

Reserves at the end of the year 658,080 716,116 

NET ASSETS AT 31 March Total 2012 € Total 2011 € 

Fixed Assets 151,438 181,246 

Current Assets 667,570 648,584 

Current Liabilities (160,928) (113,714) 

658,080 716,116 

31


16 – CUSTODIAN TRUSTEESHIP 

The company acts for many of the branches as Custodian Trustee of their properties, whether 

freehold or on lease. In this capacity, the company is the Custodian Trustee for 146 branch 

properties. 

As the objects of the company and the branches are congruent, there are no issues with the 

company acting in this way. The Branch Model Constitution explicitly states that the Trustees of 

each Branch shall determine who has the custody of all deeds and documents of title. 

32


List of branches 

Aberdeen East Surrey North Herts & Stevenage 

Aberystwyth Eastbourne & District North Somerset 

Ashford Edinburgh & The Lothians North West Surrey 

Athlone Elgin Northallerton & The Dales 

Ayrshire Enfield Haringey and Barnet Northampton 

Ballymena Ennis & Clare Northumbria 

Banbury & District Exeter, Mid & East Devon Norwich 

Bangor & North Down Falkirk & Central Scotland Nottingham 

Bangor (North Wales) Farnborough & District Omagh 

Barnsley Festival Orkney 

Barrow, Furness & South Lakes Folkestone, Dover & Hythe Oxford 

Basildon & Thurrock Galway Pendle, Burnley & Rossendale 

Basingstoke Glasgow Perth 

Bath & District Gloucester & District Peterborough 

Bedford Grantham Plymouth, East Cornwall & South West Devon 

Belfast Great Yarmouth Portsmouth 

Bexley & Dartford Grimsby Preston 

Birmingham Guernsey Putney 

Blackburn, Hyndburn & Ribble Valley Guildford Reading 

Blackpool Halifax & Calderdale Redbridge 

Bognor Regis Hamilton Rhyl & North East Wales 

Bolton Harrogate Rochdale, Oldham & District 

Borders Harrow Rotherham 

Boston Hastings & Rother Salisbury 

Bournemouth & District Haverfordwest Scarborough 

Bracknell Havering Scunthorpe 

Bradford Herefordshire Sheffield 

Brecon & Radnor Herts & Essex Shetland 

Brent Hillingdon Shrewsbury 

Bridgend Horsham & Crawley Sligo 

Bridlington & District Huddersfield Slough, Windsor & Maidenhead 

Brierley Hill Hull Solihull 

Brighton, Hove & District Inverclyde South Cheshire 

Bristol Inverness South Devon (Torquay) 

Bromley & Orpington Ipswich & East Suffolk South West Herts 

Bury Isle of Man Southampton 

Bury St. Edmunds & West Suffolk Isle of Wight Southend on Sea 

Buxton and High Peak Jersey Southport & District 

Caithness Kerry Stafford 

Cambridge Kettering Stockport 

Canterbury & District Kilkenny & Carlow Stoke on Trent 

Cardiff & District King's Lynn Stratford-upon-Avon 

Carlisle Kingston-upon-Thames Sunderland 

Chelmsford & Mid-Essex Kirkcaldy Swansea 

Cheltenham & District Lancaster & District Swindon 

Chester & District Leatherhead Tamworth 

Chesterfield Leeds Taunton & Somerset 

Chilterns Leek & District Teesside 

Colchester, Tendring & Suffolk Borders Leicester Telford 

Coleraine Lewisham, Southwark, Greenwich Tunbridge Wells 

Cork Limerick & Tipperary Tyneside 

Cornwall at Truro Lincoln Wakefield & District 

Correspondence Liverpool & Merseyside Walsall & District 

Coventry & District London (Central) Waltham Forest 

Craigavon Lowestoft & Waveney Warrington, Halton & St Helens 

Croydon & Sutton Luton, South Bedfordshire & Harpenden Waterford & The South East 

Darlington Macclesfield & District West Cumbria 

Derby Maidstone Western Isles 

Derry Manchester & Salford Wigan 

Doncaster Mansfield & District Winchester 

Dorset Medway, Gravesham & Swale West Wolverhampton 

Drogheda & North East Mid Cheshire Worcester 

Dublin Milton Keynes Worthing 

Dumfries & Galloway Newbridge & Kildare Yeovil, Sherborne & District 

Dundee Newbury York 

Dunfermline 

Newport & Gwent 

Durham (Central) 

Newry 

Ealing 

North Devon & North Cornwall 

33


Donors and supporters 

We are extremely grateful to all supporters. Every donation we receive helps us to provide vital 

services to people in emotional distress. Our supporters include: 

Companies and Organisations 

Anglo American 

Admiral Group 

Barclays Bank 

East Midland Trains 

eBay 

Ecclesiastical Insurance 

Employee Benefits Awards 

Everything Everywhere 

First Capital Connect 

ITV Studios 

JLT Group 

Money Saving Expert 

Lawyers Awards 

Next 

Northern Rock 

Orion Publishing Group 

Radio 4 

Reed Publishing 

Recatex 

Royal Bank of Scotland Society 

Sage Publications 

Simply Health 

South West Trains 

Strengths Partnership 

Swiss Reinsurance 

The Priory Group 

The Phone Co-op 

Virgin Trains 

West Bromwich Building Society 

WH Smith 

Ireland 

Frank & Evelyn Fahey, The Ireland Funds 

The Gwanda Trust 

Czech Irish Business Association 

Derrinstown Stud 

AOL 

United Health Group 

Statutory 

Dep of Health, Social Services and Public Safety (NI) 

HSE, National Office of Suicide Prevention (Ireland) 

Llywodraeth Cymru/The Welsh Government 

Ministry of Justice: NOMS 

Northern Ireland Prison Service 

Public Health Agency, NI 

The Scottish Government 

UK Dept of Health 

Trusts and Foundations 

A D Power Will Trust 

Awareness Fund 

Barbour Paton Charitable Trust 

Basil Samuel Charitable Trust 

Calleva Foundation 

Chillag Family Charitable Trust 

CHK Charities Ltd 

Church Burgess Trust 

Col W W Pilkington Will Trust 

Comic Relief 

Coutts & Co Charitable Trust 

Edgar E Lawley Foundation 

Gordon Fraser Charitable Trust 

Gresham Charitable Trust 

Hadrian Trust 

Hull and East Riding Charitable Trust 

Inman Charity Trustees Ltd 

John Coates Charitable Trust 

John Neville Sykes Will Trust 

Jusaca Charitable Trust 

Kinsurdy Charitable Trust 

Liz and Terry Bramall Charitable Trust 

Mrs M Maxwell-Stuart’s Charitable Trust 

Peacock Charitable Trust 

Schroder Charity Trust 

Scouloudi Foundation 

Simon Gibson Charitable Trust 

Sir Alistair Pilkington’s Trust 

The 1970 Trust 

The 29th May 1961 Charity 

The Adint Charitable Trust 

The Albert Hunt Trust 

The Albert Reckitt Charitable Trust 

The Alice Ellen Cooper Dean Charitable Foundation 

The Astor Foundation 

The Atlas Fund 

The Balcombe Trust 

The Barbour Trust 

The Barnett & Sylvia Shine No 2 Charitable Trust 

The Beatrice Laing Trust 

The Bernard Sunley Charitable Foundation 

The Bothwell Charitable Trust 

The Cadogan Charity 

The Cowley Charitable Trust 

The Daneway Charitable Trust 

The Donald Forrester Trust 

The Dorothy Howard Charitable Trust 

The Ian Fleming Charitable Trust 

34


Trusts and Foundations (cont) 

The Inchcape Foundation 

The James and Patricia Hamilton Charitable Trust 

The John Cowan Foundation 

The Jordan Foundation 

The Kay Williams Charitable Foundation 

The Kay Williams Charitable Trust 

The Kempthorne-Smith Charitable Trust 

The Lotus Foundation 

The Moffat Charitable Trust 

The Monument Trust 

The Mulberry Trust 

The Myristica Trust 

The Netherdale Trust 

The P F Charitable Trust 

The Rowan Charitable Trust 

The Saddlers Company 

The Scotshill Trust 

The Sobell Fuondation 

The Stanley Grundy Foundation 

The Steel Charitable Trust 

The Stone Family Foundation 

The Vernon Charitable Trust 

The Vivian Child Charitable Trust 

Vernon N Ely Charitable Settlement 

Walter Guinness Charitable Trust 

West Bromwich Building Society and Mercian 

Community Trust 

Westminster Amalgamated Charity 

Major Benefactors 

Mr Paul Crane 

Lord & Lady Haskins 

Ms Elizabeth Darcy-Jones 

The Rothschild Foundation 

The Flow Foundation 

Wartski 

And many individual donors who wish to remain anonymous 

With special thanks to those who helped make the Chad Varah Appeal such a great success, 

including Appeal Chair, Baron Palumbo of Walbrook and his Appeal Committee 

Appeal Benefactors: 

Dr Vik Bansal, The Eranda Foundation, The Garfield Weston Foundation, The Grocers’ Company, The 

Linbury Trust, Geoffrey Munn, The Rayne Trust, The Zochonis Charitable Trust 

Appeal Patrons: 

HRH Prince El Hassan bin Talal, The Bishop of London, Sir Evelyn de Rothschild 

We are grateful to all those individuals who have generously supported Samaritans as well as those 

who remembered Samaritans in their wills. 

And finally a huge thank you to everyone who volunteers for Samaritans whether you support 

people in distress, raise funds or awareness, or support the running of the branches. 

35

Someone to talk to – people contact us when things are getting 

to them. They don’t have to be suicidal. 

We’re always here – round the clock, every single day of the year. 

A safe place – as volunteers we’re ordinary people, and keep all 

our conversations private. 

People can be themselves – whoever they are, however they feel, 

whatever life’s done to them. 

We’re a charity – it’s the public’s kind donations that keep our 

helpline open. 

Samaritans Registered Office, 

The Upper Mill, Kingston Road, Ewell, Surrey KT17 2AF 

T: 020 8394 8300 F: 020 8394 8301 

www.samaritans.org 

08457 90 90 90* (UK) 

1850 60 90 90* (ROI) 

jo@samaritans.org 

www.samaritans.org 

Chris, PO Box 90 90 

Stirling FK8 2SA 

visit us – find your nearest 

branch on our website 

* Please see our website for latest call charges. 

Founded in 1953 by Prebendary Dr. Chad Varah CH CBE, 

Incorporated in England and Wales in 1963, a Company 

limited by guarantee, Registered Number 757372, and 

a Registered Charity Number 219432, also a Charity in 

Scotland Registered Number SC040604.

Samaritans Annual Report and Accounts 2011/12 (PDF)

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