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2021-06-30-accounts

01

FareShare Midlands Annual Report and Statements 2021

Midlands

02 FareShare Midlands Annual Report and Statements 2021

Midlands

FareShare Midlands (a company limited by guarantee), Charity number: 1146847 / Company number: 07575440

FareShare Midlands Annual Report and Statements 2021 CONTENTS03

FARESHARE MIDLANDS REPORT AND FINANCIAL STATEMENTS

04 FareShare Midlands Annual Report and Statements 2021

TRUSTEES’ REPORT FOR THE PERIOD ENDING 30 JUNE 2021

ACHIEVEMENTS AND PERFORMANCE

From the Chair of trustees, Andrew Wilson and CEO Simone Connolly

The trustees, who are also 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 30 June 2021.

The trustees have

adopted the provisions of Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) (effective 01 January 2019).

As we all know only too well, the financial year July 2020 to June 2021 was dominated by the Covid-19 pandemic. FareShare Midlands (FSM) had only just been formed by the merger of FareShare East Midlands and FareShare West Midlands in early 2020, and, as I reported last year, the new charity was immediately faced with a truly massive rate of growth which no-one could have predicted. I was able to report then that despite this extra demand, the work of combining two disparate bodies continued in parallel. I am delighted to report that FSM immediately established itself as a force to be reckoned with, and that this was entirely due to the willingness of all staff and volunteers to embrace change and the opportunities which presented themselves.

Many of the achievements, including some remarkable statistics, are detailed in the report which follows, so I shall pick out a few which the board thinks are illustrative of the work of our remarkable teams over the year. As I have hinted, the merger wasn’t concluded overnight, but took months of hard work before it happened, and of course this continued for some time afterwards. I think it’s fair to say that without the work of Laura Spencer (now Head of Development) and Andy Parkinson (Head of Operations), who led the efforts, life could have been much more difficult. Between them and their teams, a very smooth transition from two organisations to one with a single set of purposes was in place much earlier than the difficult circumstances would have suggested. At the same time, a new permanent depot was established in Nottingham, as well as temporary depots as needed to help to cope with the enormous quantities of food FSM dealt with during the summer of 2020. Later in 2021, a depot was opened in Lincoln, as a pilot in association with FareShare Hull and Humber, Lincoln Food Partnership and Lincoln Co-op.

Other new projects were also established during the year, especially the employability programmes in West Midlands and Nottingham, more details of which you can find on page 12. Part of FSM’s purpose is to support education and training: we feel strongly that we are about more than food. Central to FSM’s mission is encouraging people to grasp opportunities for training and personal development which can be provided alongside the redistribution of food. Training for employment sits squarely in that area.

In a time of radical change happening in the charity, the board, too, took a hard look at itself and its operations, and with the generous help of the Cranfield Trust undertook a review of its governance. Results included a very

successful round of recruitment for new trustees, and the establishment of board standing committees covering HR and Remuneration, Safeguarding, and Risk, in addition to the already existing Finance Committee. Six trustees were appointed from a variety of backgrounds, resulting in a Board which is much more diverse and which includes representation from those whose work we support. This has greatly strengthened the work of the board, in my view, and I would like here to acknowledge the contributions of my fellow board members and thank them for their work. It is indeed a pleasure to work with a board which is knowledgeable, inquisitive, creative and engaged, and very supportive of senior management as critical friends. In addition, this was the year in which the whole organisation reviewed its strategy, and developed one for the next three years. It has already been greeted with enthusiasm by staff, volunteers and outside stakeholders, which bodes well for our future.

With the expansion of its activities, FSM has had to recruit staff at all levels and expand our team of volunteers to enable us to deliver our objectives. I’m pleased to be able to report that we are able to attract and retain people with enthusiasm for our work with the talents and skills which are required. I should like to take this opportunity of thanking everyone publicly: without them, we could not function, but with them, I believe we are something special.

I cannot end this report without remembering Billie-Jo Elms, who was responsible for supporting our community food members. We were all devastated when she died from Covid in March. The place isn’t the same without her vibrant personality. On everyone’s behalf, I extend our condolences to her family and friends. She was very special, and we’re unlikely to meet anyone like her again. Please see page 28 for her memoriam.

CONTENTS Fareshare Midlands Annual Report and Statements 2021 05 Lincoln Chesterfield .n' Nottingharri . Narborough South Wigston Nechells our distrib￿10￿ Hub aepots Faf¢Shvr¢ 1•41

06 FareShare Midlands Annual Report and Statements 2021 FSM has continued to support over charities and community groups... 550 ...where we supplied tonnes of food... 7,185 ...which is a increase from the previous financial year... 70% ...which is the equivalent of just over million meals a year... 17 ...or 1,940 meals every hour... ...which is a for the charities saving of and community groups we served £2.5m

FareShare Midlands Annual Report and Statements 2021 07

CONTENTS

I think it’s important to include in this report some acknowledgment of the difficulties FSM, in common with every organisation involved in the production and distribution of food, has experienced since the conclusion of Brexit. There is no doubt that the enormous reduction in those from the EU permitted to stay and work in the UK has had a very deleterious effect on food production and distribution. FSM has been quite fortunate thus far in that we have received enough food, but not necessarily what would suit our community food members best. However, our staff have worked tirelessly to assist them, so that on the whole, we have been able to satisfy most of them, most of the time. This situation will inevitably affect outcomes for 2021-2022, and I shall be reporting more on that when the time comes.

A year ago we reported the significant investments made over many years to build our capability to source surplus food from all parts of the supply chain and to increase the capacity and reach of the Midlands network. FSM has grown to become the leader in surplus food redistribution across the Midlands region, where we have continued to support over 550 charities and community groups.

We supplied 7,185 tonnes of food to our charity and community groups that could receive our food, more than a 70% increase from the 4,033 tonnes supplied in our previous financial year. That was the equivalent of just over 17 million meals… or 1,940 meals every hour. Naturally, we took on more volunteers and vans and expanded our reach.

During this financial year we supported FareShare UK’s Emergency Response food programme funded by DEFRA which saw significant volumes of purchased food being received into our network of warehouses. Looking

forward we are unlikely to see the food volumes that were purchased as an emergency measure repeated on such a scale. We need to now respond to the changes that are occurring as our economy and society open up again and we are expecting to see an increase in food demand from organisations who are resuming their activities and those organisations who support people with increased economic and health needs because of the pandemic.

More than ever these organisations will need to bring us together as a society and food plays a major part. We will invest these funds carefully over the next few years. Like FareShare UK, we aim to significantly increase the food volumes we redistribute.

Such a small percentage of surplus food is still currently being redistributed so we will continue to build our ability to access and redistribute more food with a cost effective and sustainable model. We will continue to build the capacity and reach of our network. The surplus is there and there remains a huge unmet need for food.

Needless to say, we are immensely proud of the role that FSM has played during this crisis. We offer our enormous gratitude and thanks to all of our volunteers, staff and partners who have made our work possible.

Each year we ask our members to estimate the financial savings they make by receiving surplus food from FSM. This is not an estimate of the market value of the food they received from us, because in many cases the quality and type of food is often higher than they would have been able to afford with tight budgets. This year so much of the food was redistributed by food parcel which is a food format not used by

many of our members before the pandemic. As a result, the market value of the food we re-distributed is not being specified. What is important is that our members tell us that as a result of the savings they have made on purchasing food, they are able to reinvest more money into their services to further support their clients.

Covid-19

The rapid spread of Covid-19 in 2020 changed all our lives. The public health measures which were taken to control this spread created many varied and often acute challenges, especially for the charities and community groups to whom we supply food and for the many people supported by them. The demand for food increased hugely and the isolation of people that resulted from lockdowns created the need for much of that food to be delivered to their homes. The same measures restricted the ability of many of our charities and community groups to operate and at worst some had to stop their work completely. Last year, in response to this crisis, FareShare Midlands overcame its own challenges created by Covid-19 and rapidly scaled-up its operations to support those in need.

FareShare Midlands Annual Report and Statements 2021

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08
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We are able to attract and retain people with enthusiasm for our work, with the talents and skills which are required

09

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CONTENTS
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FareShare Midlands Annual Report and Statements 2021 tonnes this financial year 11

Our fundraising principles

Our own food waste

Our Fundraising Principles FareShare is registered with the Fundraising Regulator, which is responsible for the UK code of fundraising practice. Our approach is to ensure that we comply with the standards as set out in the Code across all of our fundraising activity. We comply with the behaviours required by the code and we will not exploit the trust or lack of knowledge or awareness of any donor in vulnerable circumstances. All of our fundraising is managed by our own staff. We do not employ any third-party professional fundraising organisations to carry out our activities, other than using a third-party payment platform to receive and manage online donations. The platform used provides the security processes to protect donors and the charity, and their funds, and reduces our administrative burden and costs. During 2020/21, we received a very small number of complaints from supporters. These mainly related to the fees charged to FareShare by the payment platform and consequently we are investigating the value for money of this service. We continue to be committed to addressing any expression of dissatisfaction on the part of our supporters and to examining ways to improve the levels of our service to them.

Like FareShare UK, FareShare Midlands supports the calls for the food industry to publish data of their food waste annually. We have seen our own food waste reduce from 275 tonnes, 6.2% of the surplus food we received last year, to 264 tonnes, 3.5% of the surplus food we received this financial year.

The main driver of our waste is the small proportion of food that we receive with little or no time left before its use by/best before date. Although our waste is a small percentage of the food we receive, we remain determined to do all we can to reduce it. However, we want to accept as much of the food that is offered to us as possible and not let our waste metric become a barrier to accepting food.

Financial viability

A key responsibility of our Board of Trustees is to ensure the ongoing financial viability of the Charity, including the ability to meet its ongoing financial commitments.

As part of our financial governance, over a year ago we set the target of having reserves to cover three months of our operating expenses. Our current reserves of £1,466,426 are made up of £344,168 of restricted reserves and £1,122,258 of unrestricted reserves which equates to 10.9 months of unrestricted expenditure.

Food safety

Any reserves held at year end in excess of three months of our operating costs will be invested in further advancement of our charitable objects and especially projects that related to our ability to take in more surplus food on behalf of our members. We will also invest in supporting the establishment of our Employability Programmes so that we have the infrastructure and resources to help more people gain skills to secure further training or employment. For more details of our planned investments please refer to our aims and strategic plan on page 18.

We continue to strive for the highest standards of food hygiene, food handling and traceability. Our practices and premises are subject to external audit on an annual basis. We were pleased to be awarded the Gold standard at all of our audits throughout the year.

10 FareShare Midlands Annual Report and Statements 2021

FUNDRAISING

Following on from this successful event, we were also supported in active challenges by individuals, businesses and groups who also led their own challenges and events, predominantly virtually, to raise funds for our work. This included Yoga Leicester, who ran a series of Yoga workshops and asked for a donation to our work instead of payment and raised £3,782, Malvern College house’s who raised £3,604.45 and the Leicestershire and Rutland Sport team who raised £3,111.25.

In September 2020, we launched our new active challenge ‘Miles for Meals’ designed to be fun, accessible, inclusive and raise funds towards nutritious meals for people in need. Individuals were challenged to cover miles in any method they chose during the nine day challenge. The campaign was a great success with £6,784 raised - enough to distribute an incredible 27,136 meals!

During the campaign, 24 people took part, and they ran, cycled, walked and swam to raise funds for our work. The challenge involved challenging our depot teams of staff and volunteers to take part and compete against each other, and in 2020 our Narborough depot absolutely smashed the leader board and became our very deserving inaugural Miles for Meals depot champions.

Thank you to everyone who took part in an active challenge to raise much needed funds in the year.

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We raised
an amazing
£6,784
...which meant meals were
distributed!
27,136
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FareShare Midlands Annual Report and Statements 2021 11

CONTENTS

Miles for meals

Without our people we could not function, but with them we are something special

12 FareShare Midlands Annual Report and Statements 2021

PR AND COMMUNICATIONS

The Covid-19 pandemic raised the profile of FareShare Midlands dramatically. Public awareness of our organisation and its cause is now much higher and in turn media interest has grown. We’ve featured in several regional and national news broadcasts during the year to talk about food poverty and how the pandemic has increased need. When Marcus Rashford began campaigning, media interest peaked, particularly around the need for food during school holidays.

The newly established PR and Communications Officer developed social media plans and content to build on the momentum gained through the pandemic and increase our audiences. Facebook and Twitter were our main platforms for sharing case studies, stories and campaigns, and engaging with members and funders. Using creativity and design skills the content created helped steadily build followers on all platforms and engagement levels are now above industry standards.

Case studies are an important asset for our communications activity and between July 2020 and June 2021 we developed a strong bank of stories and images from across the Midlands to share the impact that FareShare food has on charities and community groups and the people they serve. The case studies were also used to support our fundraising activity, evidencing the need in communities and the role FareShare plays.

Our website remains a key tool to share messages and much of our content links back to the website to read more or get involved. As the volume of content we generate grows we now regularly update the news section with the latest stories, and refresh the main pages to ensure the messaging and statistics are current.

Our newsletter is distributed once a month to a wide range of stakeholders including members, funders, donors, corporates and local partners. Content includes an introductory message from a member of the senior management team, case studies from members, news of fundraising campaigns and projects we are involved in. The number of subscribers continues to grow and the next step in development is to segment our newsletter audience to allow content to be targeted.

In Spring 2021 we worked with a communications consultant to undertake a full review of our social media platforms and activity and start to shape our communications strategy for 2021 and beyond. The work included stakeholder mapping, segmenting audiences, refreshing key messages, identifying opportunities and agreeing priorities. From this, a Communications Strategy was written and approved by the board of Trustees and the delivery of this strategy will commence in 2021/22. Part of the strategy is to recruit a Communications Manager who will take a leading role in the strategy implementation and drive forward our vision for a communications function that supports the wider FareShare Midlands strategy. Key elements of the plan are to build our social media presence further, work with the team on integrated campaigns, increase our reach and continue to raise the profile of FareShare Midlands, develop our internal communications to keep staff and volunteers informed and engaged, and create and maintain stakeholder and case study databases to support our work.

EMPLOYABILITY PROGRAMMES

People can find themselves unemployed for many reasons, and the ongoing disruption due to the pandemic has increased this. Unemployment frequently leads to financial hardship. It also has a negative effect on confidence, selfesteem and mental health.

In April this year we opened two new employability programmes. Our ambition is to support 400 people of all ages into education, employment or training by 2024. The start of both these schemes has been impacted by the pandemic but despite this we have shown some early impressive successes.

In Birmingham, the I-CAN employability programme for those aged 25 plus is a mix of classroom and practical work experience in our warehouse that aims to develop the skills, knowledge and expertise required to enter training and employment in the warehousing and logistics sector. We have started to establish relationships with a range of local employers that will include guaranteed interviews. Next year we aim to support 60 people with many of these moving into either education, employment or training.

In Nottingham we are a delivery partner on the Nottingham Works 4 You Project. Providing access to supervised, practical world of work experience in our warehouse coupled with tailored one-to-one employability support this scheme helps those aged 18 - 24 find jobs and start successful careers. During the life of the programme we aim to support just short of 100 people and move many of these into education, employment or training.

Our aim for next year and beyond is to learn from both these programmes, build on their success and expand were practical across the FareShare Midlands estate,

FareShare Midlands Annual Report and Statements 2021

13

Our aim is to continue to maximise our impact whilst being prudent in the management of our resources

FareShare Midlands Annual Report and Statements 2021

14

We are so proud of every one of our amazing volunteers

FareShare Midlands Annual Report and Statements 2021 15 over 50%

of volunteers are satisfied or very satisfied with their volunteering experience at FareShare

of volunteers felt very valued or extremely valued by FareShare

of volunteers said volunteering with FareShare improved their wellbeing

VOLUNTEERING AT FARESHARE MIDLANDS

This year we have seen an unprecedented growth in the number of volunteers stepping up to serve on the Covid front line, helping to get much needed food to those in need. At the end of our last financial year, we had just over 100 volunteers giving their time freely to support the mission of FareShare and amazingly over the past year this number has more than doubled!

In June 2021, we saw over 200 volunteers giving between them around 5,500 hours in just one month, a figure we have seen matched or exceeded every month since. Based on the living wage, this gifted time equates to over £600,000. This means without our dedicated volunteer colleagues we would have needed at around an additional 30 full time members of staff to meet the growing demand Covid presented.

But the real story of volunteering in our ‘new norm’ has been the way that our volunteers have stepped up in spite of the very real risks that Covid presented to every one of them. Be it driving across the midlands delivering good quality food to our groups or

of volunteers said volunteering gave them a sense of purpose

staying late in our depots sorting and picking, each one of them put themselves on the front line every day.

Looking forward… in April this year, responding to the growing issue around unemployment in the wake of the Covid pandemic, we opened two new employability programmes. Both of which have attracted significant European Social Funding, enabling us to employ five new members of staff to expertly deliver these life changing programmes. As a result of this funding over the next two and a half years we will be able to support over 400 people of all ages and back grounds to find new jobs, or relevant training, through practical experience in our depots.

We are so proud of every one of our amazing volunteers who “answered the call”, and continue to do so, in these uncertain times when we need them more than ever. Their dedication and selflessness is a true inspiration, and a shining example, of what normal people can achieve when they come together to support those most in need across our communities.

of volunteers wanted to

help tackle food waste

of volunteers feel fitter for volunteering with FareShare

of volunteers wanted to make a difference to vulnerable people

of volunteers said volunteering has helped them to feel less isolated over lockdown

16 “Volunteering with FareShare has FareShare Midlands Annual Report and Statements 2021 provided me with real structure and purpose to my life at the moment whilst I am looking for work…”

Warehouse volunteer, Nottingham

“I just want to say FareShare have been fantastic during this pandemic – both in the professional manner the food has been delivered in these difficult circumstances and also the way the volunteers have been kept informed, and the gratitude that has been shown towards us.”

Warehouse volunteer, Narborough

“I am very much enjoying volunteering at FareShare… it’s very rewarding to assist with such an important cause and I am most impressed with the organisation of the site and the commitment of the staff.”

Volunteer driver, South Wigston

FareShare Midlands Annual Report and Statements 2021 17

CONTENTS

Case study

CHANGE KITCHEN AND FARESHARE FOOD

Change Kitchen are a social enterprise community interest company based in Birmingham. Founded 10 years ago, the organisation was predominantly focused on corporate catering services. Unfortunately, due to the global pandemic and national lockdown, corporate catering opportunities for them became very few and far between. To overcome this, the team at Change Kitchen began to think of ways to keep their company going. Tapping further into the community support work they had previously done, they began reaching out to organisations within the Brum Together project to find a way to help their communities.

Using food donations from several companies and organisations including FareShare, The Active Wellbeing Society and Incredible Surplus, the kitchen have been able to cook and distribute around 600 meals a week, to help support vulnerable people across the Birmingham area.

Thomas, is one of the main cooks at Change Kitchen and spends some of his time cooking with a handful of people living in an all-male hostel. The hostel provides shelter and opportunities for vulnerable men, such as learning new cooking skills with Thomas, as he goes in weekly to cook meals with and for them. The hostel receives around 60 meals a week.

In addition to the hostel, Change Kitchen supply weekly hot meals to groups of rough sleepers, a vulnerable women’s group as well as a large chunk of the meals prepared each week going back to Incredible Surplus to be handed out to those in need.

Thomas shares his stand-out meals and their relationship with FareShare.

THOMAS FROM CHANGE KITCHEN:

Most of the people staying at the hostel are mainly just eating takeaways as they’re cheap, or just not eating much at all. The only substantial meal they’re likely to be eating is the one meal a week I cook for them with help from some of the guys themselves. Knowing that this is the only real meal they’ll receive, we really try to make it as healthy and nutritious as possible, by adding lots of veg.

vegan chicken stir fry which went down really well within the group. It’s really great to be able to use products that others may have not tried before, and that’s one of the big pros in receiving FareShare food.

In the early days, we were helping families who had initially not wanted to make any fuss or ask for help, but their neighbours or friends realised that they were suffering. The Active Wellbeing Society created a form to be filled out by individuals and families in need, or by those who would like to refer a family or individual in need. So many of these neighbours and friends ended up referring families and individuals who needed support but did not feel entirely comfortable asking. The feedback we’ve received has all been very touching, lots of messages of gratitude and thanks.

I decided to make a vegetarian lasagne one night with the guys from the hostel. Most of them are not vegetarian and they were all very surprised when I told them that there had been no meat in the dish. Some of them even said that they couldn’t taste the difference!. For certain groups we require vegan food, and the team at FareShare have been brilliant at picking and sending us vegan items. We received some vegan chicken strips and made a great

18 FareShare Midlands Annual Report and Statements 2021

CONTENTS

PLANS FOR 2021/22

Our aim in 2021/22 and beyond, as last year, is to continue to maximise our impact whilst being prudent in the management of our resources. We achieved strong growth this year, introduced major employability programmes, more than doubled our employment opportunities, more than doubled our network of warehouses and vans and of course helped to feed thousands of people in need across the Midlands region every single day.

During 2021 we carried out a full strategic review taking into account what we felt both our strengths and challenges are as an organisation but also considering how the external environment may impact our future work. Brexit and Covid-19 will most certainly continue to create challenges for FareShare Midlands – haulage and supply chain and funding volatility are probably the main challenges that we will face but with well-considered strategies with clear plans of execution we should be successful navigating our way through and continuing to positively impact the lives of so many and of course helping to protect our planet from unnecessary food waste.

We continue to strive for the highest standards of food hygiene, food handling and traceability

FareShare Midlands Annual Report and Statements 2021 19

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Vision & Strategy
2021-2024
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We will
improve our
ENVIRONMENTAL
FOOTPRINT
through
our [supply]
chain
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Our Strategic Review can be viewed here

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will supportBy 2024 we 400
people
to gain EXPERIENCE
SKILLS AND JOBS
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Each week OUR
FOOD REACHES
OVER 60,000
people
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We will
INVEST IN
INNOVATION
TO reduce
food
waste
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We will
grow
our food
volumes
by
20% each
year
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THE RETAIL VALUE
tonnes OF tonnes
8,640 of food 6,000 is over
REDISTRIBUTED
SAVES 21,600t
9,000,000
INCO²
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OVER 200
VOLUNTEERS
CONTRIBUTE
hours
1,360 every week
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We saved charities £2.5m ON FOOD so they could spend it elsewhere

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OUR
FOOD VOLUME
targfore t 2024 is
8,640 tonnes
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Last year our
food helped over
550 FRONTLINE
GROUPS PROVIDE
16 million
MEALS
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FareShare Midlands Annual Report and Statements 2021

20

increase in voluntary income!

THANK YOU TO OUR DONORS

Our donated income in 2020/21 continued to grow enabling FareShare Midlands to continue to respond to the increased need from our member groups due to Covid-19. FareShare food reached people of all ages and backgrounds including people who are elderly and isolated, homeless people, women and children fleeing domestic violence and families struggling to put food on the table.

In 2020/21 our grants and donations grew from £968,430 in 2019/20 to £1,483,550 - a 53% increase in voluntary income!.

Our donated income came from individuals, corporate supporters, trusts and foundations and events. We saw an increase in the number of individuals donating directly to our appeals via our website. Alongside this, individuals took part in fundraising challenges to raise funds. In August 2020 we launched our Miles for Meals event (see page 10).

Our corporate supporters include but not limited to, Central England Co-op, Rutland Cycling, Advanced Mortgages and JO Groundwork all whom supported general funds enabling food to be delivered to people in need.

In 2021 we appointed a full time Fundraising Assistant to support with administration and fundraising. The Fundraising Manager hours increased from four days a week to full time.

FareShare Midlands is a member of the Fundraising Regulator. We ensure all of our fundraising activity complies with the Code of Fundraising Practice as detailed by Fundraising Regulator. Through our fundraising, we aim to ensure the financial stability of FareShare Midlands and our dedicated supporters are vital to what we do. Our fundraising approach is relationship fundraising based, putting our donors at the heart of what we do to ensure they get the most out of their support to us.

Trusts and Foundations

Comic Relief/Sainsbury’s Eurofins Foundation Foundation Derbyshire Groundwork Tesco Bags of Help Haramead Trust J N Derbyshire Trust J Reginald Corah Foundation Leicestershire & Rutland Community Foundation Lincolnshire Community Foundation

Maud Elkington Charitable Trust

Muslim Hands Reaching People The Red Arrows Trust The National Lottery Community Fund

WRAP (Waste & Resources Action Fund)

FareShare Midlands Annual Report and Statements 2021 21

CONTENTS

MANAGEMENT AND RISK

The Trustees, together with the Director/Company Secretary, constitute the Board that is FareShare Midlands’ governing body. They met eight times during 2020/21. The Trustees approve the strategic plan and annual budgets of the charity, as well as overseeing policy and performance.

The Treasurer, Finance Manager, Chair of Trustees and Director are members of the Finance Committee. They meet four times per year where they review financial performance, budgets and financial risk.

The Senior Management Team meet weekly where their discussions are focussed around a standing agenda including; Covid-19 safety, HR, Finance and Budgets, Operational performance, Health and Safety (including Safeguarding), Fundraising, Community Development, Employability and Volunteering and review of Strategic Projects.

Risk

In January 2021 a Risk Sub-Committee was established to support The Board of Trustees in its responsibilities for ensuring adequacy of risk management including business continuity planning. The Risk Committee has delegated authority from the Board to:

The RSC met three times throughout the year where they reviewed the Risk

Register with a focus on Red / High risks. Each meeting was recorded and minutes presented to the full Board along with a report from the Chair of the RSC meeting to the full Board.

In 2021/22 there will be a review of the RSC performance and the RSC Terms of Reference to ensure that it is operating at maximum effectiveness, recommending any changes it considers necessary to the Board for approval

Risks associated with Covid-19 are assessed on an as required basis by a Covid-19 review group which consists of representation from Operations and the Volunteering team and all Senior Managers.

Public benefit

As a registered charity, we are pleased to be able to demonstrate our public benefit as follows:

1. The supply of food to those at risk of food poverty as shown in the figures on page 6.

2. Volunteering opportunities – we would like to thank all who give their time voluntarily and have contributed around 70,000 hours during the year.

3. Supporting volunteers to gain skills for employment.

4. Zero food to landfill policy for our waste since January 2019 through our partnership with A.C. Shropshires.

The trustees have had regard for the Charity Commission guidance on public benefit.

22 FareShare Midlands Annual Report and Statements 2021

Case study

PULP FRICTION NOTTINGHAM AND FARESHARE

Based in Nottingham, community interest organisation and social enterprise Pulp Friction, focus on supporting adults with learning disabilities and/or autism, to develop social independence and work readiness skills.

By providing hospitality and catering settings such as; a kitchen and canteen at the Nottinghamshire Fire and Rescue Service Centre, and a café at the National Justice Museum, Pulp Friction are able to provide their members with real work-life spaces, opportunities and experiences as they cook meals and serve their customers.

The organisation also largely gets booked for business breakfast and lunches, conferences, weddings, birthday parties and community events. At these events members are involved in preparing food and food service. Pulp Friction has roughly 96 members, in addition to catering, they also have an active choir and dance group with an additional 41 members.

Jill, CEO and Founder of Pulp Friction tells us how the practice of preparation and cooking of food is having a huge impact on their members as well as a chance for

them to network within their community.

The hospitality settings also give members a chance at developing skills and accessing further employment after gaining their level 2 food safety qualification.

Pulp Friction’s journey with FareShare Midlands began in 2012 where they would originally receive half a delivery every fortnight consisting of fruits, which their members would make into smoothies. As the organisation progressed, they signed up for full weekly deliveries, which they depend on to keep the canteen and café going.

Covid-19 has forced the organisation to close all services, leaving members unable to enjoy the hospitality settings. The food from FareShare is still being delivered, however instead of cooking it within settings, food parcels are being delivered to their members and community.

Continuing with their membership with FareShare Midlands throughout the pandemic, Pulp Friction are currently in the midst of prepping for an additional café opening on 01 June 2020, based at the Police HQ, Nottingham.

FareShare Midlands Annual Report and Statements 2021 23

CONTENTS

JILL, CEO AND FOUNDER OF PULP FRICTION:

Dan, one of our members, couldn’t look or talk to anybody four years ago, and now after being with us in this setting, he is always on ‘meet and greet’ and absolutely loves it! He now smiles and greets people and even knows some of our regular customer’s names.

Small food businesses in the past have offered some of our members paid work, and another young man, who’s become excellent on our coffee machine, is now the person who does the induction and training of the coffee machine because he’s such an expert at it.

The setting allows for countless opportunities for our members, giving them vital experience and skills in order to take care of themselves.

Our membership with FareShare Midlands keeps our costs down, and we certainly wouldn’t be able to afford to run without it.

The surplus food we receive at Pulp Friction via FareShare differs from week to week, and receiving different things each week teaches our members a really important life skill, particularly in relation to the pandemic, if you couldn’t get to the shops you’d have to make a meal out of whatever is in your cupboards.

We once invited a female refugee group into the Pulp Friction canteen, where they took part in an activity based on creative thinking and producing a meal out of a random selection of ingredients that we had received from FareShare that week. This activity brought the two disparate groups together, and it was lovely,

we used food as a tool to get these different people talking and break down barriers.

We’ve gone on to do more cooking sessions with the women, and I just think the food and social dining brings these different communities together, and that’s what FareShare does for us.

Because of the Covid-19 restrictions, we created a lockdown recipe book for our members and they have been enjoying cooking meals out of it at home.

In addition to raw ingredients, we have also been receiving cooked meals out of the Open Kitchens UK and FareShare Midlands partnership. The partnership has enabled the production of meals from the surplus food FareShare Midlands receive from the food industry. We have received over 900 of these meals in the last month. The first 100 were redistributed by the fire service on our behalf to other charity organisations, one of them were taking care of 91 people living on a farm that had absolutely no food at all.

We have also managed to distribute the meals to families of children who usually receive free school meals and by distributing them to other groups, it’s raised our own profile and got other people involved in volunteering, they’re bringing more communities together.

I have found that even people in fairly affluent areas such as elderly people, who are living on their own and are terrified of going

outside at the moment, they may have the money but they do not have a social network to help them at a time like this, even they are in need of things like these cooked meals. We are all vulnerable at the moment, there are all sorts of different people in need.

The meals being produced are a mixture of restaurant quality dishes from vegetarian Thai green curry, chicken chasseur and bangers and mash.

We received some feedback after distributing Open Kitchen UKs meals to a Mutual Aid Group, and a lot of our families were made very happy this afternoon, two cried. I have referred one family to the local Food Bank.

Thank you so much.

24 FareShare Midlands Annual Report and Statements 2021

FINANCIAL REVIEW

In 2020/21 there has been stable financial performance following the unprecedented year in 2019/20. Of note:

Growth in membership income as a result of the West Midlands members moving over to FareShare Midlands (previously FareShare East Midlands) and also continued growth as we respond to the growing need for food across our region.

During the year we increased activity on fundraising which has supported our continuing expansion of food delivery. We do not use fundraising agencies, but do endeavour to follow best practice. We are therefore confident that our fundraising activity is appropriate and that we do not seek to target vulnerable people for financial support.

Future plans are for continuing growth in an increasingly challenging environment. Recognition and support from FareShare UK and other key partners are crucial for us to achieve continued success and benefit for community food groups allowing them to help vulnerable and disadvantaged people.

As the Charity grows we ensure that we review the ways in which we operate and ensure that we continue to follow best practice in all areas of our work.

Our Finance Committee who meet quarterly review financial risk and budget performance. The Risk Committee and full Board also consider and review financial risk.

Reserves policy

At 30 June 2021 the total reserves were £1,466,426 (2020: £1,051,907), made up of £1,122,258 unrestricted reserves and £344,168 restricted reserves.

Any reserves held at year end in excess of three months of our operating costs will be invested in further advancement of our charitable objects and especially projects that relate to our ability to take in more surplus food on behalf of our members.

Directors and Trustees

J Mark C Swann A Wilson

Appointed 21 October 2020 R Josen

Appointed 09 November 2020 R Bennett T Gallardo J Harrison M Skinner B K Yemtsa

Appointed 01 August 2021 B Kazmouz

Resigned 24 February 2021 S Connolly J Orridge

Resigned 23 February 2022 J Harrison P Yates

CEO and Company Secretary

S Connolly

Reference and administrative details

Charity name: FareShare Midlands

Trading name: FareShare Midlands

Charity number: 1146847

Company number: 07575440

Registered office: St Martin’s House 7 Peacock Lane Leicester LE1 5PZ

Principal place of business: 10 Wilson Road South Wigston Leicestershire LE18 4TP

Bankers:

Co-operative Bank PO Box 250 Delf House, Southway Skelmersdale WN8 6WT

Independent auditor: Niall Kingsley ACA Duncan & Toplis Statutory Auditor 3 Princes Court, Royal Way Loughborough Leicestershire LE11 5XR

Signed on behalf of the board

A Wilson - Trustee and Chairman

B Kamouz - Treasurer

Date: 29 March 2022

FareShare Midlands Annual Report and Statements 2021

25

Our staff and volunteers have been willing to embrace change and opportunities which presented themselves

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26 FareShare Midlands Annual Report and Statements 2021
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We aim to significantly increase the food volumes we redistribute

We feel strongly that we are about more than food

We will continue to build our ability to access and redistribute more food

FareShare Midlands Annual Report and Statements 2021 27

CONTENTS

GOVERNING DOCUMENT AND CONSTITUTION

The objects as set out in the Articles of Association are:

1. The relief of poverty and the promotion of good health and nutrition in England by redistributing surplus produce (in particular food) to organisations working to meet the needs of individuals in social, economic, health-related or emotional distress, and the needs of children.

2. The conservation, protection and improvement of the physical environment through the reduction of waste (in particular food waste).

3. The encouragement of members of the public to undertake voluntary work and support.

4. The advancement of education and the relief of unemployment in particular by providing training in the voluntary sector.

Recruitment and appointment of Trustees

The Trustees, who are also Directors and members of the charitable company, are listed on page 24.

Each year, one third of the Trustees retire from office, but may stand for re-election according to the procedures set out in the Memorandum and Articles of Association, at the next Annual General Meeting.

Trustees are recruited with a range of skills and experiences to best ensure sound governance and strong progress towards the charity’s mission and aims. Newly appointed Trustees receive induction training that includes making them aware of their legal responsibilities, as well as FareShare Midlands’ policies, decision making

processes, strategic plan and recent financial performance.

Appointment of key personnel and their associated remuneration packages are approved at Board level, before being enacted. Salary levels are benchmarked against local market conditions.

All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 12 on page 61 of the accounts.

Organisation

FareShare Midlands is in a Network Agreement with FareShare UK which outlines operational policies and procedures, and parameters within which FareShare Midlands can operate including but not limited to; the use of the FareShare brand and trademark, permitted fundraised activity and the geographical location of operation for both the growth of membership and sourcing of surplus food.

The charity is controlled by its governing document, a deed of trust, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006.

The Trustees, together with the Company Secretary, constitute the Board that is FareShare Midlands’ governing body. They met six times during 2020/21. The Trustees approve the strategic plan and annual budgets of the charity, as well as overseeing policy and performance. There is a clear framework which clearly sets out what decisions and controls are reserved exclusively to the Board of Trustees and what is then delegated to the CEO to manage. This framework is entitled ‘the Scheme of Delegation’ and is reviewed annually.

The Treasurer, Finance Manager, Chair of Trustees and CEO are members of the Finance Committee. They meet four times per where they review

financial performance, budgets and financial risk.

The Senior Management Team meet weekly where they discuss standing agenda items which covers all areas of the business including a review of key performance measures and any new projects or developments.

Risk management

The Board of Trustees examines the key areas of the charity’s operations and regularly considers the major risks that may arise in each of these areas. These are recorded in the minutes that include identifying actions and systems that may mitigate these risks. Much work has been done to prepare requisite policies and procedures and ensure their implementation.

Going concern

FareShare Midlands’ business activities, together with the factors likely to affect its future development, performance and position, are set out in this Report of the Trustees on pages 4 to 27. The Financial Review of FareShare Midlands is set out on page 24.

The Directors have a reasonable expectation that FareShare Midlands has adequate resources to continue in operational existence for the foreseeable future. Thus, they continue to adopt the going concern basis of accounting in preparing the annual financial statements.

The financial statements have been prepared in accordance with the accounting policies set out in notes to the accounts and comply with the charity’s governing document, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) effective 01 January 2019.

28 FareShare Midlands Annual Report and Statements 2021

IN MEMORIAM: BILLIE-JO ELMS

Billie-Jo worked as Member Services Coordinator for FareShare Midlands for over two years and previous to that as Member Compliance Officer.

She was the heart and soul of the South Wigston depot and a key member of the team – always so positive and made everyone to feel welcome.

Billie-Jo cared passionately about our members and one of her greatest qualities was the ability to take the time to know everything about what they did and about the valuable work they do in their community. She wanted to know as much about them so that she could provide a food service that suited their needs the most. Customer Service at it’s best!

Ruth Newbold, who was her Manager, said “It was an honour and a privilege to have known her and to call her my friend. She is missed beyond belief”

Billie-Jo leaves behind her beloved husband and best friend Tim and her three boys to whom we continue to send our heartfelt condolences and thoughts.

Billie-Jo Elms you are forever in our hearts. 1973-2021.

FareShare Midlands Annual Report and Statements 2021 29

CONTENTS

We help to feed thousands of people in need across the Midlands region every single day

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees (who are also the directors of FareShare Midlands for the purposes of company law) are responsible for preparing the Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to 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 prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

Approved by order of the board of trustees and signed on its behalf by:

A Wilson - Trustee and Chairman

Date: 29 March 2022

30 Faresharè Midlands Annual Rèport and S ements 2021 41

FareShare Midlands Annual Report and Statements 2021

CONTENTS

31

FSM overcame its own challenges created by Covid-19, and rapidly scaled-up its operations to support those in need

32 FareShare Midlands Annual Report and Statements 2021

INDEPENDENT AUDITORS’ REPORT TO THE TRUSTEES OF FARESHARE MIDLANDS

Qualified Opinion

We have audited the financial statements of FareShare Midlands (the ‘charitable company’) for the year ended 30 June 2021 which comprise the Statement of Financial Activities, the Balance Sheet, Cash Flow Statement and Notes to the Financial Statements, including a summary of significant accounting policies. 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).

In our opinion, except for the possible effects of the matter described in the basis for qualified opinion section of our report, the financial statements:

Basis for qualified opinion

Throughout the reporting period, there has been an ongoing global pandemic from the outbreak of Covid-19. The potential impact of Covid-19 became significant in March 2020 and caused widespread disruption to normal patterns of economic, social and charitable activities across the world, including the UK. As a charity at the forefront of relieving poverty through the collection and redistribution of food to those in need, demand for the charity’s services in 2020 was unprecedented, exceeding previous levels in the charity’s history. The charity entered into a number of contracts to supply food to vulnerable groups in response to the Covid-19 pandemic, the charity purchased quantities of food in order to fulfil those contracts. Responding to the pandemic and helping vulnerable groups was the priority and key focus of the charity at this time, and unfortunately, as a result, physical inventories were not counted at the end of the prior year, 30 June 2020. As auditors, we were unable to satisfy ourselves by alternate means concerning the inventory quantities held at 30 June 2020, which have not been valued or included in the comparative balance sheet, by using other audit procedures. Consequently, we were unable to determine whether any adjustment for inventory on hand at 30 June 2020 was necessary or whether there was any consequential effect on the expenditure reported in the Statement of Financial Activities for the year ended 30 June 2021 and the net cash flows from operating activities reported in the Cash Flow Statement.

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section 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 responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our qualified opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

CONTENTS

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FareShare Midlands Annual Report and Statements 2021 33
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Other information

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

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

We achieved strong growth and introduced major employability programmes this year

As described in the basis for qualified opinion section of our report, we were unable to satisfy ourselves concerning the inventory quantities held at 30 June 2020. We have concluded that where the other information refers to the inventory balance or related balances such as the cost of charitable expenditure in the comparative year, it may be materially misstated for the same reason.

34 FareShare Midlands Annual Report and Statements 2021

Opinions on other matters prescribed by the Companies Act 2006

Except for the possible effects of the matter described in the basis for qualified opinion section of our report, in our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

Except for the matter described in the basis for qualified opinion section of our report, in the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Report of the Trustees.

Arising solely from the limitation on the scope of our work relating to inventory, referred to above:

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

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

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ Responsibilities, the trustees (who are also the directors of the charitable 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, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

35

FareShare Midlands Annual Report and Statements 2021

We have a team which is knowledgeable, inquisitive, creative, engaged, and very supportive

FareShare Midlands Annual Report and Statements 2021

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36
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Our goal is to redirect as much food waste as possible, so that hungry people in need can be fed

FareShare Midlands Annual Report and Statements 2021 37

CONTENTS

Our responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue a Report of the Independent Auditors 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 to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities including fraud are set out below.

We have identified areas of laws and regulations that could reasonably be expected to have a material effect on the financial statements from our general commercial experience, knowledge of the sector, a review of regulatory and legal correspondence and through discussions with Trustees and other key management obtained as part of the work required by auditing standards. We have also discussed with the Trustees and other key management the policies and procedures relating to compliance with laws and regulations. We communicated laws and regulations

throughout the team and remained alert to any indications of noncompliance throughout the audit. The potential impact of different laws and regulations varies considerably.

Firstly, the charity is subject to laws and regulations that directly impact the financial statements (for example financial reporting legislation) and we have assessed the extent of compliance with such laws as part of our financial statements audit. We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including risk of override of controls) and determined that the principal risks were related to management bias in judgemental areas of the financial statements such as income recognition, as well as the risk of inappropriate journal entries to manipulate the reported surplus. Audit procedures performed by the engagement team included testing the appropriateness of journal entries and other adjustments, and assessing whether judgements made in making accounting estimates are indicative of any potential bias. We reviewed financial statement disclosures and tested these to supporting documentation to assess compliance with laws and regulations, and we performed analytical procedures to identify any unusual or unexpected relationships that may indicate risks of material misstatement due to fraud.

Secondly, the charity is subject to other laws and regulations where the consequence for non-compliance could have a material effect on the amounts or disclosures in the financial statements. We identified the following areas as those most likely to have such an effect: Health and Safety and Food Hygiene Legislation, compliance with the charitable

objectives, public benefit, fundraising regulations, data protection, employment law and safeguarding. The company is subject to regular internal and external audits to ensure compliance with these areas.

Auditing standards limit the required audit procedures to identify noncompliance with these laws and regulations to enquiry of the Trustees and other key management and inspection. This inspection included a review of the external audits conducted within the year for any evidence of non-compliance, reading minutes of meetings of those charged with governance, reviewing any reports made to regulators, in addition to an assessment of the charity’s formal risk assessment. Through these procedures, if we became aware of any noncompliance, we considered the impact on the procedures performed on the related financial statement items.

Owing to the inherent limitations 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 auditing standards. The further removed noncompliance with laws and regulations is from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures required by auditing standards would identify it. As with any audit, there is a greater risk of non-detection of irregularities as these may involve collusion, intentional omissions of the override of internal controls. We are not responsible for preventing non-compliance and cannot be expected to detect non-compliance with all laws and regulations.

38 FareShare Midlands Annual Report and Statements 2021

In June 2021, we saw over 200 volunteers giving between them around 5,500 hours in just one month

FareShare Midlands Annual Report and Statements 2021 39

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A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at frc.org.uk/auditorsresponsibilities This description forms part of our Report of the Independent Auditors.

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 matters we are required to state to them in an auditors' 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 charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

N A Kingsley, ACA

(Senior Statutory Auditor) Signed for and on behalf of Duncan & Toplis Limited, Statutory Auditor

3 Princes Court, Royal Way Loughborough Leicestershire LE11 5XR duncantoplis.co.uk

Date: 30 March 2022

40 FareShare Midlands Annual Report and Statements 2021

Without our dedicated volunteers, we would have needed around an additional 30 full time members of staff to meet growing demand

TEN Fareshare Midla s Annual Report and Statements 2021 41

42

FareShare Midlands Annual Report and Statements 2021

Our volunteers have stepped up in spite of the very real risks that Covid presented to every one of them

FareShare Midlands Annual Report and Statements 2021 43

CONTENTS

STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 30 JUNE 2021

Including Income and Expenditure Account for the year ended 30 June 2021

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Note Unrestricted Designated Restricted Total funds Total funds 2020
funds £ funds £ funds £ 2021 £ (as restated) £
Income and endowments from:
Donations and legacies 5 239,069 - - 239,069 89,796
Charitable activities
Membership fees 7 1,078,912 - - 1,078,912 412,516
Sponsorships 833 - - 833 10,000
Other services 180,012 - 1,490,629 1,670,641 2,259,838
Investment income 6 72 - - 72 37
Total 1,498,898 - 1,490,629 2,989,527 2,772,187
Expenditure on:
-
Raising funds 101,657 1,320 102,977 56,710
Charitable activities 8
Warehouse and distribution 593,660 - 1,309,554 1,903,214 1,471,573
Customer services 162,040 - - 162,040 123,607
-
Depreciation 14,698 27,795 42,493 40,637
Governance 44,973 - - 44,973 41,801
- -
Support costs 319,311 319,311 138,402
Total 1,236,339 - 1,338,669 2,575,008 1,872,730
Net income 262,559 - 151,960 414,519 899,457
Reconciliation of funds:
Total funds brought forward 819,107 40,592 192,208 1,051,907 152,450
Total funds carried forward 1,081,666 40,592 344,168 1,466,426 1,051,907
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The notes starting on page 54 form part of these accounts.

Fareshare 5 Annual Report and Statemeiits 2u21

FareShare Midlands Annual Report and Statements 2021

CONTENTS

45

Our volunteers are shining examples of what can be achieved when people come together to support those most in need across our communities

46 FareShare Midlands Annual Report and Statements 2021

BALANCE SHEET AS AT 30 JUNE 2021

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Note Unrestricted Designated Restricted Total funds Total funds 2020
funds £ funds £ funds £ 2021 £ (as restated) £
Fixed assets:
Tangible assets 15 46,365 - 248,002 294,367 85,725
Total fixed assets 46,365 - 248,002 294,367 85,725
Current assets:
Debtors 16 766,331 - 110,807 877,138 360,691
Cash at bank and in hand 1,366,873 40,592 36,526 1,443,991 926,451
Total current assets 2,133,204 40,592 147,333 2,321,129 1,287,142
Creditors:
Amounts falling due within one year 17 (1,097,903) - (51,167) (1,149,070) (320,960)
Net current assets 1,035,301 40,592 96,166 1,172,059 966,182
Total assets less current liabilities 1,081,666 40,592 344,168 1,466,426 1,051,907
Net assets 1,081,666 40,592 344,168 1,466,426 1,051,907
Funds:
Unrestricted funds 18 1,122,258 859,699
Restricted funds 344,168 192,208
Total funds 1,466,426 1,051,907
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FareShare Midlands, Company number: 07575440.

These financial statements have been prepared in accordance with the provisions applicable to charitable companies subject to the small companies regime. The financial statements were approved and authorised for issue by the Board of Trustees.

Signed on behalf of the board

A Wilson - Trustee and Chairman

B Kamouz - Treasurer

Date: 29 March 2022

The notes starting on page 54 form part of these accounts.

FareShare Midlands Annual Report and Statements 2021 47

CONTENTS

We want to help protect our planet from unnecessary food waste

The dedication and selflessness of our volunteers is a true inspiration

Social engagement levels are now above industry standards

48 FareShare Midlands Annual Report and Statements 2021

This year we have seen an unprecedented growth in the number of volunteers stepping up to serve on the Covid-19 front line

SONTWTS .'!Ililllill'ft*i?.. eshare Midlands Annual Report and Statemen iji -x. c n()ki PALX IRY

FareShare Midlands Annual Report and Statements 2021

50

Public awareness of our organisation and its cause is now much higher and in turn, media interest has grown

FareShare Midlands Annual Report and Statements 2021 51

CONTENTS

CASH FLOW STATEMENT FOR THE YEAR ENDED 30 JUNE 2021

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Note 2021 £ 2020 £
Cash flows from operating activities:
Cash generated from operations 1 769,925 866,878
Net cash provided by operating activities 769,925 866,878
Cash flows from investing activities:
Purchase of tangible fixed assets (252,457) (34,362)
Interest received 72 37
Net cash used in investing activities (252,385) (34,325)
Change in cash and cash equivalents in the reporting period 517,540 832,553
Cash and cash equivalents at the beginning of the reporting period 926,451 93,898
Cash and cash equivalents at the end of the reporting period 1,443,991 926,451
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The notes starting on page 54 form part of these accounts.

52 aresha Midl al Reporthd atements 2021 4<)

FareShare Midlands Annual Report and Statements 2021

CONTENTS

53

This year, we have more than doubled our employment opportunities and also doubled our network of warehouses and vans

54 FareShare Midlands Annual Report and Statements 2021

NOTES TO THE FINANCIAL STATEMENTS

RECONCILIATION OF NET INCOME TO NET 1. CASH FLOW FROM OPERATING ACTIVITIES

2021 £ 2020 £
Net income for the reporting period
(as per the Statement of Financial Activities) 414,519 899,457
Adjustments for:
Depreciation charges 42,493 40,638
Loss on disposal of fixed assets 1,320 -
Interest received (72) (37)
Increase in debtors (516,445) (68,212)
Increase/(decrease) in creditors 828,110 (4,968)
Net cash provided by operations 769,925 866,878

2.

ANALYSIS OF CHANGES IN NET FUNDS

At 01/07/20 £ Cash flow £ At 30/06/21 £
Net cash
Cash at bank and in hand 926,451 517,540 1,443,991
Total 926,451 517,540 1,443,991

FareShare Midlands Annual Report and Statements 2021 55

CONTENTS

We encourage our people to grasp opportunities for training and personal development

3.

GENERAL INFORMATION

FareShare Midlands is a Private Charitable Company Limited by Guarantee, registered in England and Wales. The charity’s registered number is 1146847 and the Company registration number is 07575440.

The registered office is St Martin’s House, 7 Peacock Lane, Leicester LE1 5PZ and the principal place of business is 10 Wilson Road, South Wigston, Leicestershire LE18 4TP.

The financial statements are presented in sterling which is the functional currency of the charity and rounded to the nearest £.

The significant accounting policies applied in the preparation of these financial statements are set out below.

These policies have been consistently applied to all years presented unless otherwise stated.

The financial statements cover the individual entity.

The entity constitutes a public benefit entity as defined by FRS 102.

There are no material uncertainties with going concern.

56 FareShare Midlands Annual Report and Statements 2021

ACCOUNTING 4. POLICIES

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

A. Basis of preparing the financial statements

The financial statements of the charitable company, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) ‘Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 01 January 2019)’, Financial Reporting Standard 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ and the Companies Act 2006. The financial statements have been prepared under the historical cost convention.

C. Interest receivable

B. Income

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the Bank.

Income is recognised when the charity has entitlement to the funds, any performance conditions attached 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. Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has received the funds.

D. Donated services and facilities

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions 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 that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), the time of our volunteers is not recognised. Please refer to the trustees’ annual report for more information about their contribution.

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

FareShare Midlands Annual Report and Statements 2021 57

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E. Expenditure

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required, and the amount of the obligation can be measured reliably. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

F. Allocation of support costs

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Support costs include back office costs, finance, personnel, payroll and governance costs which support the charity’s programmes and activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities. The basis on which support costs have been allocated are set out in note 10.

H. Corporation taxation

The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.

I. Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes of charity.

Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.

Designated funds are set up at the discretion of the Trustees.

G. Tangible fixed assets

Tangible fixed assets are stated at cost less depreciation. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:

Annual rate

Asset category Plant and machinery Fixtures and fittings Computer equipment Vehicles Leasehold improvements

33% on cost 33% on cost 33% on cost 20% on cost Three years (to lease break clause)

J. Debtors due within one year

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

58 FareShare Midlands Annual Report and Statements 2021

K. 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 acquisition or opening of the deposit or similar account.

L. Creditors and provisions

Creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

M.Pension costs and other post-retirement benefits

Charity staff are eligible to be members of the Church of England Pension Builder 2014 (PB2014) scheme. Details of this scheme are disclosed in note 22.

N. Significant accounting judgements and estimation uncertainty

In the application of the charitable company’s accounting policies, management is required to make judgements, estimates and assumptions about the carrying value of assets and liabilities that are not readily apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

There are no critical accounting judgements are estimation uncertainty that, in the opinion of the trustees, will have a material effect on the financial statements.

Going concern and O. Covid-19

The potential impact of Covid-19 became significant in March 2020 and is continuing to cause widespread disruption to all aspects of economic, social and charitable activity across the world, including the UK.

The pandemic presented some challenges to the Charity in respect of how to continue operating safely. As such the trustees and management carried out detailed risk assessments and implemented a number of measurements in line with the various government guidance, in order to ensure that any risk to the health and safety of their employees, volunteers and the community food members they serve, as a result of the pandemic are mitigated.

With these measures in place, FareShare Midlands has continued to operate throughout the pandemic as a frontline charity, and as described in the trustees’ report, the demand for the charity’s activities and the profile of the charity have risen significantly the past two years as a result of the pandemic. Therefore, the trustees believe that the going concern basis is appropriate.

FareShare Midlands Annual Report and Statements 2021 59

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5. DONATIONS AND LEGACIES

2021 £ 2020 £ Donations 239,069 89,796

The charity benefits greatly from the involvement and support of its volunteers, details of which are given in the annual report. In accordance with FRS 102 and the Charities SORP (FRS 102), the economic contribution of volunteers is not recognised in the accounts.

Included within donations is £27,542 (2020: £27,550) in respect of donated facilities and services.

FareShare food has such an impact on charities and community groups and the people they serve

INVESTMENT 6. INCOME

2021 £ 2020 £ Deposit account interest 72 37

7.

INCOME FROM CHARITABLE ACTIVITIES

Membership Sponsorships Other 2021 Total 2020 Total
fees £ £ Services £ activities £ activities £
Membership fees 1,078,912 - - 1,078,912 412,516
Sponsorship - 833 - 833 10,000
Other services - - 1,670,641 1,670,641 2,259,838
1,078,912 833 1,670,641 2,750,386 2,682,354

Included within charitable activities income above are a number of grants received towards the costs of carrying out the charitable activities, including the following, which are government grants as defined by the SORP: • Nottingham City Council Robin Hood Go Fund £20,000 (2020: £NIL)

60 FareShare Midlands Annual Report and Statements 2021

8.

CHARITABLE ACTIVITIES COSTS

Direct costs £ Support costs £ Totals £
**(seenote 9) ** **(seenote 10) **
Warehouse and distribution 1,903,214 - 1,903,214
Customer services 162,040 - 162,040
Depreciation 42,493 - 42,493
Governance - 44,973 44,973
Support costs - 319,311 319,311
2,107,747 364,284 2,472,031

Governance and support costs are calculated on the basis of directly attributable staff costs. Of the total staff costs, the percentages are 4% (2020: 6%) for governance costs and 22% (2020: 20%) for support costs.

The total costs for the year include auditors’ remuneration, split as follows:

2021 £ 2020 £
Fees in respect of the audit of the financial statements 10,250 7,000
Fees in respect of the preparation of the financial statements 3,195 -
Fees in respect of tax advisory work 3,450 -
Other financial services 2,000 -
18,895 7,000

DIRECT COSTS OF CHARITABLE ACTIVITIES

9.

2021 £ 2020 £ Staff costs 787,719 529,176 Running costs 1,277,535 1,066,004 Depreciation 42,493 40,637 2,107,747 1,635,817

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10. SUPPORT COSTS

Other £ Governance Totals
costs £
Governance - 44,973 44,973
Support costs 319,311 - 319,311
319,311 44,973 364,284
Support costs, included in the above, are as follows:
Governance Support 2021 Total 2020 Total
costs £ costs £ activities £ activities £
Wages - 159,979 159,979 99,075
Social security - 12,392 12,392 8,426
Pensions - 5,453 5,453 3,956
Running costs - 141,487 141,487 26,945
Wages 32,888 - 32,888 30,449
Social security 2,253 - 2,253 2,528
Pensions 1,112 - 1,112 1,213
Running costs 8,720 - 8,720 7,611
44,973 319,311 364,284 180,203

NET INCOME / 11. (EXPENDITURE)

Net income/(expenditure) is stated after charging/(crediting):

Depreciation - 2021 £ 2020 £
owned assets
Deficit on		 42,494 40,638
disposal of
fixed assets
Auditors
remuneration		 1,320
18,895		 -
7,000

TRUSTEES’ REMUNERATION 12. AND BENEFITS

There were no trustees’ remuneration or other benefits for the year ended 30 June 2021 nor for the year ended 30 June 2020.

Trustees’ expenses

During the year £110 (2020: £NIL) of expenses were paid for 2 (2020: NIL) trustees, with respect to professional membership subscriptions.

62 FareShare Midlands Annual Report and Statements 2021

13. STAFF COSTS

2021 £ 2020 £
Wages and
salaries 982,411 629,848
Social security
costs 75,352
42,131
Other
pension costs		 30,449 19,435
1,088,212 691,414

No employee had employee benefits in excess of £60,000 (2020 nil).

On a monthly basis there were 52 (2020: 32.3) staff spending most of their time on charitable activities.

Figures on a full-time equivalent basis was 47 (2020: 26.7).

At the end of the year there were 11 Trustees (2020: 5).

FareShare Midlands’ key management personnel are the Senior Management Team. We use external salary surveys and other tools to enable us to benchmark our salaries against other charities when setting the rates of pay for the Senior Management Team.

These rates are approved by the Board of Trustees. Annual increases are normally awarded in July each year, taking into account the rate of inflation and organisational affordability. Annual increases are subject to approval by the Board of Trustees.

14.

COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES

Unrestricted Designated Restricted Total
funds £ funds £ funds £ funds £
Income and
endowments from:
Donations and legacies 61,096 - 28,700 89,796
Charitable activities
Membership fees 412,516 - - 412,516
Sponsorships 10,000 - - 10,000
Other Services
Investment income		 429,535
37		 1,092,010
-		 738,293
-		 2,259,838
37
Total 913,184 1,092,010 766,993 2,772,187
Expenditure on:
Raising funds 56,710 - - 56,710
Charitable activities
Warehouse and distribution
Customer Services		 185,779
123,607		 606,866
-		 678,928
-		 1,471,573
123,607
Depreciation
Governance
Support Costs		 9,958
41,801
138,403		 -
-
-		 30,679
-
(1)		 40,637
41,801
138,402
Total 556,258 606,866 709,606 1,872,730
Net income 356,926 485,144 57,387 899,457
Transfers between funds 485,144 (485,144) - -
Net movement in funds 842,070 - 57,387 899,457
Reconciliation of funds:
Total funds brought forward
Total funds carried forward
(22,963)
819,107		 40,592
40,592		 134,821
192,208		 152,450
1,051,907

FareShare Midlands Annual Report and Statements 2021 63

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15.

15. TANGIBLE FIXED ASSETS
Improvements Plants and Fixtures and
to property £ machinery £ fittings £
Cost
At 01 July 2020 38,095 96,361 31,885
Additions 25,034 112,780 90,361
Disposals - (5,889) -
At 30 June 2021 63,129 203,252 122,246
Depreciation
At 01 July 2020 18,934 55,811 11,881
Charge for year 16,271 6,218 13,103
Eliminated on disposal - (4,568) -
At 30 June 2021 35,205 57,461 24,984
Net book value
At 30 June 2021 27,924 145,791 97,262
At 30 June 2020 19,161 40,550 20,004
Motor Computer Totals £
vehicles £ equipment £
Cost
At 01 July 2020 31,019 15,721 213,081
Additions 4,555 19,727 252,457
Disposals - - (5,889)
At 30 June 2021 35,574 35,448 459,649
Depreciation
At 01 July 2020 31,019 9,711 127,356
Charge for year 146 6,756 42,494
Eliminated on disposal - - (4,568)
At 30 June 2021 31,165 16,467 165,282
Net book value
At 30 June 2021 4,409 18,981 294,367
At 30 June 2020 - 6,010 85,725

64 FareShare Midlands Annual Report and Statements 2021

DEBTORS: AMOUNTS 16. FALLING DUE WITHIN ONE YEAR

2021 £ 2020 £ Trade debtors 646,021 134,750 Other debtors 31,573 101,124 VAT debtor 33,985 101,756 Prepayments 165,559 23,061 and accrued income 877,138 360,691

CREDITORS: AMOUNTS FALLING DUE 17. WITHIN ONE YEAR

Trade creditors 2021 £
89,974		 2020 £
132,870
Social security and other taxes 19,913 17,685
Other creditors 5,872 4,276
Deferred income
Accrued expenses
Deferred income:		 973,413
59,898
1,149,070		 76,337
89,792
320,960
Creditors due within one year 973,413 76,337
973,413 76,337
Movement in the year was as follows:
Central England Co-operative re-distribution programme:
Total deferred income at 01 July 2020 23,564 76,936
Amounts received in the year 166,534 149,684
Amounts credited to statement of financial activities (190,098) (203,056)
Central England Co-operative -
deferred income at 30 June 2021 - 23,564
The Active Wellbeing Society food distribution contract:
Total deferred income at 01 July 2020 51,940 -
Amounts received in the year 163,200 58,050
Amounts credited to statement of financial activities (215,140) (6,110)
The Active Wellbeing Society -
deferred income at 30 June 2021 - 51,940
Green Ash LLP van sponsorship:
Total deferred income at 01 July 2020 833 -
Amounts received in the year - 10,833
Amounts credited to statement of financial activities (833) (10,000)
Green Ash LLP - deferred income at 30 June 2021 - 833
Community Food Membership income:
Total deferred income at 01 July 2020 - 199,616
Amounts received in the year 1,992,325 212,900
Amounts credited to statement of financial activities (1,078,912) (412,516)
Community Food Membership -
deferred income at 30 June 2021 913,413 -
DCMS Lincolnshire income:
Total deferred income at 01 July 2020 - -
Amounts received in the year 60,000 -
Amounts credited to statement of financial activities - -
DCMS Lincolnshire - deferred income at 30 June 2021
60,000		 -

Income has been deferred where it has been received in advance and the service it has been received for has not yet been fulfilled.

FareShare Midlands Annual Report and Statements 2021 65

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In these uncertain times, we need our volunteers more than ever

66 FareShare Midlands Annual Report and Statements 2021

18. MOVEMENT IN FUNDS

At 01/07/20 £ Net movement At 30/06/21 £
in funds £
Unrestricted funds
General fund 819,107 262,559 1,081,666
Designated fund - Input VAT reclaim
to be used for Community Food
Members 40,592 - 40,592
859,699 262,559 1,122,258
Restricted funds
Asda funding (via FSUK) 30,000 42,762 72,762
FareShare UK 105,860 (14,830) 91,030
Fixed assets 56,348 (11,211) 45,137
Wrap - 49,375 49,375
EUROFINS - 3,364 3,364
Coventry University - 2,500 2,500
Muslim Hands - 80,000 80,000
192,208 151,960 344,168
Total funds 1,051,907 414,519 1,466,426
Net movement in funds, included in the above are as follows:
Incoming Resources Movement
resources £ expended £ in funds £
Unrestricted funds
General fund 1,498,898 (1,236,339) 262,559
Restricted funds
Central England Co-op 190,098 (190,098) -
Asda funding (via FSUK) 48,000 (5,238) 42,762
FareShare UK 46,247 (61,077) (14,830)
Restricted to geographical region 23,000 (23,000) -
Covid-19 Response funding 345,117 (345,117) -
Big Lottery (via FSUK) 95,746 (95,746) -
Holiday Hunger programme 265,780 (265,780) -
Fixed assets - (11,211) (11,211)
Wrap 50,000 (625) 49,375
The Active Wellbeing Society 300,106 (300,106) -
Birmingham City Council 12,412 (12,412) -
EUROFINS 26,500 (23,136) 3,364
Coventry University 7,623 (5,123) 2,500
Muslim Hands 80,000 - 80,000
1,490,629 (1,338,669) 151,960
Total funds 2,989,527 (2,575,008) 414,519

FareShare Midlands Annual Report and Statements 2021 67

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MOVEMENT IN FUNDS

Comparatives for movements in funds:

At 01/07/19 Net Transfers At 30/06/20
Unrestricted funds £ movement
in funds £		 between
funds £		 £
General fund (22,963) 356,926 485,144 819,107
Designated fund - Covid work
-		 485,144 (485,144) -
Designated fund - Input VAT
claim to be used for
Community Food Members 40,592 - - 40,592
17,629 842,070 - 859,699
Restricted funds
Asda funding (via FSUK)		 47,770 (17,770) - 30,000
FareShare UK - 116,833 (10,973) 105,860
Mobile Pantry 10,999 (10,999) - -
Fixed assets 76,052 (30,677) 10,973 56,348
134,821 57,387 - 192,208
Total funds 152,450 899,457 - 1,051,907

Net movement in funds, included in the above are as follows:

Incoming
resources £
Resources
expended £		 Movement
in funds £
Unrestricted funds
General fund
Designated fund - Covid work		 913,184
1,092,010
2,005,194
(556,258)

(606,866)
(1,163,124)		 356,926
485,144
842,070
Restricted funds
Sheffield Futures		 3,448
(3,448)		 -
Leicester City Council 6,327
(6,327)		 -
Central England Co-op 201,833
(201,833)		 -
Asda funding (via FSUK) 76,250
(94,020)		 (17,770)
FareShare UK 186,487
(69,654)		 116,833
Restricted to geographical region 55,700
(55,700)		 -
Covid-19 Response funding
Big Lottery (via FSUK)		 67,400
60,000
(67,400)

(60,000)		 -
-
Derbyshire Community Foundation
Holiday Hunger programme
Mobile Pantry
Leicestershire & Rutland
Community Foundation		 32,900
71,648
-
5,000
(32,900)

(71,648)

(10,999)

(5,000)		 -
-
(10,999)
-
Fixed assets -
(30,677)		 (30,677)
Total funds 766,993
2,772,187
(709,606)
(1,872,730)		 57,387
899,457

MOVEMENT IN FUNDS

The restricted funds were/are held for these purposes:

Asda funding (via FSUK)

Growth of membership focused on the Fight Hunger Create Change Programme. Working in partnership with the Trussell Trust

Fareshare UK Food redistribution

Fixed assets

Purchase of equipment and assets

Wrap

Industrial Chillers and Freezers at Nottingham and Birmingham sites

EUROFINS

Developing our reach into new areas in the West Midlands

Coventry University

Research and development in relation to understanding the Social Eating Landscape post pandemic

Muslim Hands

Contribution towards annual rental costs and supporting the development of our employability programme in Nottingham

Central England Co-Op

Re-distribution of store level surplus food

Restricted to geographical region Restricted to tackling hunger in specific areas

Covid-19 Response funding

To provide increased services in response to the Covid-19 Pandemic

Big Lottery (via FSUK) Growth and Development/ Sustainability

Holiday Hunger programme Tackling Holiday Hunger

The Active Wellbeing Society Covid-19 Response Food Distribution in Birmingham City

68 FareShare Midlands Annual Report and Statements 2021

OTHER FINANCIAL 19. COMMITMENTS

The charitable company has the following commitments due as follows:

2021 £ 2020 £ Leasehold Property In one year 131,083 26,000 Two - five years 270,833 4,333 401,916 30,333

20. RELATED PARTY DISCLOSURES

FareShare Midlands is in a Network Agreement with FareShare UK which outlines policies and procedures, in addition to access to national fundraising and publicity. There were payments to FareShare UK for the following:

SUBSEQUENT 21. EVENTS

On 01 July 2021 FareShare Midlands launched a pilot project expanding the existing activities of the Charity into Lincolnshire.

There was income from FareShare UK as follows:

There was income from FareShare UK as follows:
2021 £ 2020 £
PCP income 6,482 24,268
Asda funding 48,000 76,250
Big Lottery funding 95,746 69,737
Funding for merger 60,000 155,000
Covid funding for CFM - 356,500
Central England Co-op Christmas Partnership funds 131,199 -
Other funding 55,895 30,881

There was a net balance owed by FareShare UK at 30 June 2021 of £30,452 (2020 - £109,004).

Furthermore, FareShare Midlands made a payment of £10,000 (2020: £2,500) to FareShare Yorkshire to support their operations.

There was a total of £450 (2020: £100) unrestricted donations received from one trustee.

The total employment benefits of the key management personnel of the charity were £51,660 (2020 £47,550).

FareShare Midlands Annual Report and Statements 2021 69

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22. PENSION COMMITMENT

FareShare Midlands participates in the Pension Builder 2014 Scheme (PB 2014) section of the Church Workers Pension Fund (CWPF). The Scheme is administered by the Church of England Pensions Board, which holds the assets of the scheme separately from those of the Employer and the other participating employers.

The CWPF is divided into three sections which are classed as defined benefit schemes. It has a section known as the Defined Benefits Scheme, a deferred annuity section known as Pension Builder Classic and a cash balance section known as Pension Builder 2014.

Pension Builder 2014 is a cash balance scheme that provides a lump sum that members use to provide benefits at retirement. Pension contributions are recorded in an account for each member. This account may have bonuses added by the Board before retirement. The bonuses depend on investment experience and other factors. There is no requirement for the Board to grant any bonuses. The account, plus any bonuses declared, is payable from members’ Normal Pension Age.

There is no sub-division of assets between employers in each section of the Pension Builder Scheme.

The scheme is considered to be a multi-employer scheme as described in Section 28 of FRS 102. This is because it is not possible to attribute the Pension Builder Scheme’s assets and liabilities to specific employers and therefore contributions are accounted for as if the Scheme were a defined contribution scheme. The pensions costs charged to the SoFA in the year are contributions payable of £25,131 (2020: £19,435).

A full valuation of the scheme is carried out once every three years. The most recent scheme valuation completed was carried out as at 31 December 2019. This revealed, on the ongoing assumptions used, a surplus of £5.5m.

A preliminary valuation to 31 December 2020 shows an ongoing surplus of £7.2m.

There is no requirement for deficit payments at the current time.

Pension Builder 2014 will be valued in relation to the lump sum payable to members at normal pension age.

There are no annual pension benefits. Pension Builder 2014 commenced in February 2014, and as noted above the latest full valuation of that section was carried out at the last CWPF valuation date, 31 December 2019. The next full valuation will be carried out at the next CWPF valuation date, 31 December 2022.

LIMITED BY 23. GUARANTEE

The charitable company is a private limited company limited by guarantee and consequently does not have share capital. Each member is liable to contribute an amount not exceeding £1 towards the assets of the company in the event of liquidation.

70 FareShare Midlands Annual Report and Statements 2021

We offer our enormous gratitude and thanks to all of our volunteers, staff and partners who have made our work possible

CONTEN e Midland5 Ann and Statements 2021 lah

72 FareShare Midlands Annual Report and Statements 2021

GET IN TOUCH

Midlands

www.faresharemidlands.org.uk info@faresharemidlands.org.uk

Registered address: FareShare Midlands, St Martin’s House, 7 Peacock Lane, Leicester LE1 5PZ Charity number: 1146847 / Company number: 07575440

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