Pharmacy group
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Alrahi & Singh Limited runs a network of 14 branches across 1 integrated care boards. Dispensed 2.4m NHS items in the last 12 months, up 25.4% on the prior year. Estimated annual NHS income from dispensing and advanced services is around £8.3m. Heavily concentrated in North East and North Cumbria ICB (14 of 14 branches, 100%). Deeply engaged with advanced services — nearly every branch is active, averaging 5.0 of 6 service lines.
A step-change usually marks an acquisition; a steady slope is organic trade. The Pharmacy First launch in January 2024 shows up across most groups.
Parsed from Alrahi & Singh Limited’s iXBRL-tagged filed accounts at Companies House. Values reflect the consolidated group figure where the filing is a group account. “—” means the figure was absent or filleted out of that year’s filing (smaller companies can omit P&L line items when filing abridged accounts). NHS dispensing revenue is included in these totals but cannot be separated from private / over-the-counter income at Companies House granularity — see the estimated NHS income panel for the split.
100-hour contracts carry higher opening-hour commitments for a higher core NHS fee. Distance-selling pharmacies fulfil prescriptions by post only — no walk-in customers.
Alrahi & Singh Limited is strongly over-indexed to deprived communities (+39pp vs a uniform national distribution). National baseline: exactly 30% of LSOAs sit in the most-deprived third, so that's the neutral line.
Least-deprived third: 15% · middle: 15%
Each coloured segment is one of the ten IMD deciles (segment widths scale with branch counts). Red = most-deprived communities; green = least-deprived. A heavy red-weighted bar reads as “serves deprived communities” — a meaningful operator identity in a sector where historical contract allocation concentrated pharmacies in low-income areas.
Each dot is one branch. The vertical line is the median 12-month items in this network; the horizontal line is flat (0%) trend. Quadrants are descriptive, not judgemental: a smaller-volume branch can be entirely appropriate where it serves a small or remote population. Commissioners and operators typically look at the lower-left quadrant as an early-warning area. Click any dot for the branch profile.
Half of Alrahi & Singh Limited’s 14 reporting branches sit above the 53th national percentile for combined service engagement (NMS, Pharmacy First, BP, DMS, contraception, flu per 1,000 items). 11 branches beat the national median; 3 sit below.
Long-running appointments suggest a stable owner-operator. A cluster of resignations or a short director pattern can indicate a recent change in control, a restructure, or onboarding of external investors.
| # | Location | ICB | 12-month trend | Items (12m) | 6-mo Δ | Services |
|---|---|---|---|---|---|---|
| 1 | Cleveland · TS25 3LB | North East and North Cumbria ICB | 327.5k | +9% | 6 / 6 | |
| 2 | Tyne & Wear · NE29 0HT | North East and North Cumbria ICB | 215.9k | +7% |
Group identity reconciled from NHSBSA Contractor Details using legal-entity name, enriched with Companies House registry data for the top 100 corporate groups. Dispensing aggregated across every branch currently owned by the group. Officer tenure and SIC codes sourced live from Companies House under Crown Copyright.
Estimate derived from published NHS fee rates: £2.85/item (SAF + professional fee), £28/NMS, £35/DMS, £17/Pharmacy First, £15/BP check, £18/contraception consultation; flu uses actual £ fees published per dose. Category M reimbursement, establishment payment, transitional payment, PQS banding and the £1,000 Pharmacy First monthly fixed fee are all excluded. Private and locally-commissioned income is not included.
Each cell is one month. Darker cells mean more branches joined the network that month. Evenly-spaced light cells suggest organic growth or absorption by transfer; concentrated hot cells mark discrete acquisitions.
Emerald shading is national pharmacy density; amber outlines flag hexes containing a Alrahi & Singh Limited branch. Lets you read regional strategy at a glance — clustered around a few cities, broadly distributed, or concentrated in one corner of the country.
Each sparkline shows one branch's 12-month items trend. The percentage is the six-month change (last six vs prior six months); it's coloured green when the branch is growing by 3%+, red when declining by 3%+, neutral otherwise. Shapes that cluster tightly suggest a homogeneous chain; wide variation points to an acquired portfolio of independents. Click any card for its profile.
Each cell is the branch's year-on-year % items change for that month — red for decline, stone for flat, green for growth, capped at ±25%. A branch that turns red and stays red is a genuine contractor; a stone band is stable; an intermittent amber-to-green ramp signals recovery. Rows are ordered by 12-month volume — the right-hand number is items dispensed in the last 12 months, coloured red/green by the branch's 6-month trend so growth and decline are visible at both granularities.
| 3 | Cleveland · TS1 5DD | North East and North Cumbria ICB | 211.6k | +9% | 5 / 6 |
| 4 | Cleveland · TS24 7PW | North East and North Cumbria ICB | 208.9k | +8% | 5 / 6 |
| 5 | Tyne & Wear · NE29 0SF | North East and North Cumbria ICB | 203.3k | +8% | 5 / 6 |
| 6 | Cleveland · TS24 7RY | North East and North Cumbria ICB | 173.7k | +6% | 5 / 6 |
| 7 | TS3 0NA | North East and North Cumbria ICB | 169.9k | +3% | 5 / 6 |
| 8 | Cleveland · TS8 9JH | North East and North Cumbria ICB | 147.8k | +4% | 5 / 6 |
| 9 | TS6 0NH | North East and North Cumbria ICB | 142.5k | +9% | 5 / 6 |
| 10 | County Durham · DL3 6JA | North East and North Cumbria ICB | 130.2k | +5% | 5 / 6 |
| 11 | Cleveland · TS16 0EH | North East and North Cumbria ICB | 124.7k | +6% | 5 / 6 |
| 12 | NE3 4TS | North East and North Cumbria ICB | 112.8k | +3% | 5 / 6 |
| 13 | Co.durham · DH6 4PE | North East and North Cumbria ICB | 111.2k | +7% | 5 / 6 |
| 14 | TS7 0NB | North East and North Cumbria ICB | 76.0k | +62% | 4 / 6 |