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2023-06-30-accounts

FareShare Midlands Annual Report and Statements 2023 01

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Midlands

REPORT AND FINANCIAL STATEMENTS

YEAR ENDING 30 JUNE 2023 FareShare Midlands, company number: 07575440

02 FareShare Midlands Annual Report and Statements 2023

Midlands

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

FareShare Midlands Annual Report and Statements 2023 03

CONTENTS

CONTENTS

FARESHARE MIDLANDS REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2023

04 ..............................TRUSTEES’ REPORT

50 ........................................... INDEPENDENT

AUDITOR’S REPORT OF THE TRUSTEES

56 ................................................... STATEMENT

OF FINANCIAL ACTIVITIES

60 ..................................... BALANCE SHEET

64 ..............CASH FLOW STATEMENT

68 ...................................................................NOTES

TO THE FINANCIAL STATEMENTS

04 FareShare Midlands Annual Report and Statements 2023

TRUSTEES’ REPORT

MESSAGE FROM CHAIR, ANDREW WILSON

This year FareShare Midlands made significant progress in our mission to redistribute more of the surplus food in the food supply chain to support and strengthen the communities across the Midlands that receive and rely on our food.

The demand for our food remained consistently high, caused predominantly by increase in the cost of living felt by us all but which is particularly acute for the most vulnerable in our society. We redistributed food sufficient for 13.8 million meals across the Midlands region which spans from the Welsh Borders to the East Coast.

This year we expanded our logistics function and invested in our frozen and chilled infrastructure to ensure we can increasingly say yes to all food offers. We extended opening hours and improved operational efficiencies. Food safety has remained a key focus for us and we, once again, achieved the highest standards across all of our sites.

Our volunteers remain at the heart of our operations, which could not continue without them. Although volunteering levels have declined across the UK this year, we have seen a welcome increase in our efforts to engage and empower volunteers. A significant contributor to this has been the expansion of our corporate volunteering programmes.

We continue to help move people out of poverty by finding jobs, or relevant training, through our employability schemes which help provide a practical world of work experience in our warehouses and guaranteed interviews for jobs with a range of local partners. By the end of 2023 we will have moved in excess of 400 people into either education or employment.

Donated income from trusts, businesses and from the general public made our work possible with over £892k being raised. Enormous thanks to all who have given so generously.

We built successful partnerships across the Midlands food industry, with local donations having risen by over 150% in the last year. I would like to recognise Geary’s Bakery who have donated almost 150 tonnes since they started working with us as well as new National Food partners in our region such as Amazon, who are locally managed, coming on board and local links with the likes of Odd Box, Asda, Samworth Bros, Manor Fresh, Vibrant Foods, Bakkavor & Lineage which have consistently contributed towards our food supply.

The 2022/2023 financial year has been a year of challenge for FareShare Midlands. The lasting impact of Brexit and the Ukraine and Russian war has made it extremely difficult to achieve growth in food volumes to enable us to meet some of the increase in need caused by the Cost of Living crisis.

It’s appropriate to note that last year I wrote:

“I think it is important to include in my foreword recognition of the diffculties FSM, in common with every organisation involved in the production and distribution of food, has experienced since the conclusion of Brexit and then the start the war in Ukraine. 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 2022-23, and I shall be reporting more on that when the time comes.”

FareShare Midlands remains a key partner of the Lincolnshire Food Poverty Network and during the year distributed over 250 tonnes of food helping to provide 595,527 meals via a network of 40 members across Lincolnshire. For part of the year the distribution of food was out of the Lincoln Depot but from June we continued to support our Lincolnshire members from our Nottingham and South Wigston depots having made the decision to close the Lincoln depot.

We also made the difficult decision to close our Holmewood depot though we still support all of members across Derbyshire and remain a lead partner of Feeding Derbyshire.

Our Meal Production Pilot out of Loxley House in Nottingham sadly didn’t work out as we hoped but we take many learnings from the Pilot that will help us should Meal production be an opportunity for us to re-visit in the future. It’s not a never but the Pilot was financially unviable in the current climate.

I am delighted to report that our three-year People and Culture Strategy was launched in September 2022 setting our commitment to our staff and volunteers to ensuring that FareShare Midlands is a great place to work. We haven’t yet achieved any Employer of the Year awards but I hope to report of this success in the future which will go some way to recognise the effort and commitment invested in supporting our people.

Part of FSM’s purpose is to support education and training; we continue to feel strongly that we are about

FareShare Midlands Annual Report and Statements 2023 05

CONTENTS

DONATED INCOME FROM TRUSTS, BUSINESSES AND THE GENERAL PUBLIC MADE OUR WORK POSSIBLE WITH OVER

more than food. Central to FSM’s mission is encouraging people to grasp opportunities for training and personal development that can be provided alongside the redistribution of food. Training for employment sits squarely in that area.

In a time of radical change happening globally, the Charity continues to adapt and find ways to meet the needs of our members and remain viable.

WE REDISTRIBUTED FOOD SUFFICIENT FOR

ACROSS THE MIDLANDS REGION

LOCAL DONATIONS HAVE RISEN BY OVER

The Board continues to be impressed by the commitment and dedication of our staff who work hard to ensure the service FSM offers is the best it can be. Also by our vast number of volunteers, without whose help and dedication our model would not be able to work as well as it does, through them, our impact on the communities we serve is significantly increased.

We are proud that our Board of Trustees is diverse and representative of our communities and indeed our members and those who we work to serve. 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 that is knowledgeable, inquisitive, creative and engaged, and very supportive of senior management as critical friends.

Because of external factors, particularly related to supply chain difficulties, some of the aims and ambitions of our three-year strategy had to be re-set, effectively reducing our year on year growth plans.

Despite our Lincolnshire and Meal Production Facility not continuing, the team maintained our service from a consolidated Midlands Estate reflecting the efforts of all of our teams. Recruitment of staff and

DURING THE YEAR WE DISTRIBUTED OVER OF FOOD HELPING TO PROVIDE

volunteers has continued to be

difficult for FSM, as it has for the sector and beyond. Unemployment throughout the year was at an all-time low – impacting available candidates and 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.

Finally, our Senior Management Team has led our operations with commitment and distinction through another year of challenge. I know the

board joins me in thanking them for their service. We find working with them to achieve our aims stimulating and exciting by turns. I’m sure 2023/24 will be no different!

The report which follows has been compiled by members of the relevant teams. I believe it reflects the ethos which pervades the whole charity, that of pride in what we wish to achieve and our efforts to meet our charitable obligations. I’d like to thank all those who have contributed to the report, and encourage you, the reader, to read it all. I think you will be as impressed as I am.

06 FareShare Midlands Annual Report and Statements 2023

CASE STUDY

ALL NATIONS COMMUNITY GROCERY TELFORD

The All Nations Community Grocery in Telford is also a wellbeing hub for thousands.

If Sarah Kaul, now the Midlands and Yorkshire Regional Manager, was in any doubt about locals needing the Community Grocery, the queues around the block swiftly dealt with that.

The Kauls liked the grocery model offered by national charity The Message Trust so in November 2021 they set up the All Nations Telford Community Grocery in Ketley in partnership with The Message Trust, and open Monday to Friday, all year round. Local residents who are finding it hard to keep their families fed pay £5 a year to become a member, which gives them access to the grocery multiple times a week. Each visit costs £5 and members are able to have 12 items from ambient and frozen food and bundles of fruit and veg and bakery items, as well as free wraparound support.

Sarah Kaul from the Community Grocery said:

My husband and I lead the local church and we started providing breakfast parcels for local people during Covid, but after life began to return to a sort of normal, we realised that the need hadn’t gone away at all.

Our aim has been to make the grocery a community hub, a place where Telford people can come to when they are in need, so our memberships include access to a weekly coffee morning and cookery classes, mental health and wellbeing courses, a job club and arts and crafts. We often hold a debt management course too when we get volunteers to run it.

Honestly, when we opened the doors that first day, we weren’t sure if anyone would come but the queue was huge.

The biggest thing that hits me is that many of our members are people who are in employment. We have nurses and teaching assistants signed up as members, to name just two professions. Even though they are working as much as possible the soaring cost of living means they are still finding it hard to keep their heads above water and put food on the table.

There are now 21 Community Groceries across the country and we’re one of the busiest - which is bittersweet because it shows just how many local people are desperate for affordable food.

We now have more than 4,000 members in Telford, ranging from the elderly to students to families. On an average day around 130 people will shop with us, so we get a FareShare delivery four days a week. We also have a “little extras” section, where we buy in food from wholesalers at a reduced price; and we buy essentials like fruit and veg so we can always offer this to members too.

One thing is certain – we couldn’t offer what we do without FareShare. We rely on the FareShare food to keep the shelves stocked, and I fight tooth and nail to keep the FareShare deliveries!

CONTENTS F3reSh3re Mid and ents 2023 07 Cornm￿[￿￿ COMM￿nItY Grocory

08 FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023

DEFINITIONS

FareShare Midlands refers to this charity (charity registration No 1146847).

The FareShare Midlands network now comprises of seven warehouses that redistribute surplus food to frontline charities and community groups – our Community Food Members (CFMs) across the Midlands region.

FareShare Midlands is a collaborative partner of FareShare UK and bound by a Network Agreement that 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, the articles of association, and constitutes a limited company, limited by guarantee, as defined by the Companies Act 2006. FareShare Midlands relies on FareShare UK for sourcing food from National Food Suppliers and operating the national supply chain and logistics to deliver that food to all the warehouses in the FareShare network. FareShare provides operational support to FareShare Midlands and promotes the sharing of best practice across the network especially in the areas of health and safety and efficiency improvement.

FareShare Midlands is responsible for their own fundraising, public relations and communications relating to FareShare Midlands and its own operations.

The Trustees’ report provides statistics for FareShare Midlands and these best describe the social, environmental and economic impact of our work. We focus on the volume of food provided to our network of CFMs and the equivalent number of meals provided by the CFMs from the food they receive from us. The financial statements refer to FareShare Midlands exclusively.

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IMPACTS AND ACHIEVEMENTS

Dispatched 2022/2023 Dispatched 2022/2023 Dispatched 2022/2023 Dispatched 2022/2023
Donation Purchased Surplus Total
153.79 51.82 5,588.00 5,793.61
2.66% 0.89% 96.45% 100.00%

2022/2023 saw steady progress of food into our depots with the volume of surplus food up on the previous year and so this was, in terms of volume of food, the most environmentally friendly year in FareShare Midlands history. We redistributed 5,793 tonnes food (2021/2022: 5,629 tonnes) with the majority of that food otherwise being wasted.

FareShare Midlands provided this food, equivalent to 13.8 million meals, to help feed over 53,000 people every single week through our network of over 550 CFMs. In total, we redistributed the equivalent of 1,575 meals every hour.

FareShare Midlands food supports our CFMs to continue their services that improve nutrition, boost beneficiaries’ mental health, reduce loneliness and isolation, while helping the CFMs themselves to save money – on average £2m per annum. Without the support of FareShare Midlands, things would have been even more difficult for people in need in very challenging times. In a survey of our members 37% of them stated they would either close completely or stop their food service without the food from FareShare Midlands. 55% of members agreed not having the food would put a financial strain on their organisation.

We are incredibly proud of and grateful to our staff and volunteer teams for their steadfast commitment and dedication to those we support, particularly during a time of continuing global turmoil that is impacting the lives of too many people.

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WE REDISTRIBUTED 5,793 TONNES OF FOOD...

...WHICH IS THE EQUIVALENT OF 13.8 MILLION MEALS A YEAR...

...OR 1,575 MEALS EVERY HOUR... ...TO HELP FEED OVER 53,000 PEOPLE EVERY SINGLE WEEK... ...THROUGH OUR NETWORK OF OVER 550

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In 2022/2023 we invested in new solutions and innovations on behalf of our members including the establishment of a meal production facility in partnership with Nottingham City Council and the establishment of a distribution hub in Lincolnshire. Due to economic pressures we had to close both facilities resulting in a challenging period for FareShare Midlands and our stakeholders.

We also took the decision to close our Holmewood warehouse after being operational there for over eight years. Like all charities and businesses FareShare Midlands has had to review our cost base and work to be more focussed than ever on driving efficiencies and maximising our assets. Return on investment has never been more relevant for us as an organisation.

Despite the closure of Lincoln and Holmewood we maintained supply to all but 4 CFMs across Derbyshire and Lincolnshire and we pay testament to our Development, Volunteering and Operational Teams for their remarkable efforts to continue our service from a consolidated operating base operating now just from South Wigston, Nottingham and Nechells.

We have to accept that the food supply chain and landscape is different – the food industry are improving their systems and getting leaner effectively reducing the availability of the types of food that our members prefer. Whilst this is brilliant for our planet, FareShare Midlands and our members, have to respond and adapt as we aim to continue to feed more people as the cost of living continues to impact so many.

We remain committed to exploring and investing in solutions that continue to reduce food waste and help us to turn surplus food into useable food for our members and

their beneficiaries, and equally will do what we can to help our members to do the same.

Of course, this will come with challenges for FareShare Midlands and our CFMs, particularly with the strain on our budgets caused by energy, fuel, and increases in wages due to inflationary pressures.

We need to get back to our original mission and environmental aims. We need to see social eating, cooking and food sharing return - and communities coming together - though we accept that this will take some time.

FareShare Midlands role in helping to support our CFMs and their beneficiaries, and also new members looking for additional support will be needed more than ever before and this, worryingly, comes at a time of significant supply chain challenges.

To help achieve our surplus food ambitions, we continued to invest in a Supply Chain and Logistics function, and are putting in place a series of planned interventions to help us get food to where it is needed across our region. We continue to develop and improve our ways of working and reviewing our IT infrastructure so that new technologies and systems – in efforts to help drive essential efficiencies so that we can grow, sustainably.

To access more food, the Supply Chain team continues to work closely with FareShare UK in efforts to build closer relationships with national food companies that are based in the Midlands. We have also established relationships with 20 new independent local food companies and increased food sourced locally by almost 372,000 meals over the year - an increase of 2.5% from 2021/22.

WE CONTINUE TO HELP MOVE PEOPLE OUT OF POVERTY BY FINDING JOBS, OR RELEVANT TRAINING, THROUGH OUR EMPLOYABILITY SCHEMES

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Store level food redistribution model

2022/2023 performance 2022/2023 performance 2022/2023 performance 2022/2023 performance 2022/2023 performance 2022/2023 performance 2022/2023 performance
Food
received (kg)		 Food
unusable /
out of scope
(kg)		 Food
delivered to
CFMs (kg)		 Food
delivered to
animal feed
(kg)		 Food
delivered to
anaerobic
digestion
(kg)		 Number of
meals food
saved has
contributed
to		 Number
of CFMs
delivered to
412,795.95 131,480.90 277,470.25 118,784.60 11,958.50 660,647.00 43

Our partnership with Central Coop, Heart of England Co-op and Tamworth Co-op saw its 5th year of successful operation. Each day our Narborough food redistribution hub receives unsold, surplus food from over 200 stores across the three retailers, and delivers this food to charities and community groups to boost their food supplies. In 2022/2023 the programme saved 408 tonnes from going to waste, enough to support around 660,000 meals and avoid any store level surplus from being wasted to landfill. We’re hugely grateful to the dedicated and committed Co-op staff who work hard each day to ensure their store level surplus doesn’t go to waste and benefits their local community.

As well as the re-distribution programme, Central Coop and Heart of England Coop both supported us with our fundraising efforts, raising over £7,000 to support vulnerable people. Central Coop ran three significant promotions in store, donating funds from the sale of their products to help us deliver an impressive 28,766 meals.

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THIS YEAR WE EXPANDED OUR LOGISTICS FUNCTION AND INVESTED IN OUR FROZEN AND CHILLED INFRASTRUCTURE TO ENSURE WE CAN INCREASINGLY SAY YES TO ALL FOOD OFFERS

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CASE STUDY

CAPE COMMUNITY CENTRE - SUPPORTING YOUNG AND OLD ALL YEAR ROUND

Most charities are established and run by people who are driven to improve their community. They are passionate, hard working and dogged in chasing down funding opportunities and stretching every pound as far as it will go. Many work for nothing or very little financial return, even though they may have worked in senior roles in their previous professions. Such is the case for Paulette Fairin Suban, who turned her back on a blue chip corporate career to run Birmingham’s Cape Community Centre.

The Cape was set up in 1992 by Bishop Stanford Fairin BEM, who is still very active in his role as Chairman. The Cape is a vibrant, award-winning day care centre bringing vulnerable elderly people aged 65-98 from the local migrant communities together for meals and activities. Around 70% have dementia, and 80% have some form of disability, so their services are in high demand. There’s a £10 charge, which includes transport, food throughout the day, lots of activities, and usually some bakery, sandwiches or spare dinners to take home.

The Centre has expanded its support because of a huge increase in demand for food, and it now also runs a foodbank, as well as the Youth Creation Kids Club for 7-15 year old local children.

The Cape Community Centre receives surplus food deliveries from FareShare Midlands, as well as visiting local Tesco stores as part of the FareShare Go scheme.

The Cape Community Care Day Centre

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Paulette Fairin Suban from Cape Community Centre said:

I’d started a family and had enough of fast track marketing. My son then became poorly so I wanted to focus on him and the family. I set up my own consultancy business and got involved with Cape to get them online - and just kept coming back. That was 15 years ago.

There’s always lots of food and drinks on offer, in a nice warm room, plus physical and brain exercises to help them be as mentally agile as possible.

People really look forward to it – and they are such lovely characters, it’s always a total pleasure to spend time with them.

We take them out once a month in the warmer months; and we offer a Wednesday visiting service, as well as a weekly coffee morning, telephone befriending, prescription and grocery collection, medical appointment accompaniment and a parent and toddler group. Many older locals no longer have family and friends in the area, so we are accessible throughout the year to keep everyone connected, cared for and part of our community.

It’s so important for all of us, but especially older people, to be able to socialise regularly – and the holidays can be particularly hard for people on their own – so we don’t let that happen. Our motto is ‘A home from home environment that is full, fun and warm – where everyone is someone and belongs’.

In term time we usually have between 15-25 kids come in for a meal. This is a hugely deprived area – there’s lots of lots of alcoholism, unemployment and homelessness. Add in the devastating impact of the cost of living crisis and spiralling bills, and you have a very real situation that those children might well go without food if we didn’t support them.

During the summer the number shoots up to more than 40 children, because they are no longer receiving free school meals when the schools shut. They are a really good bunch of young people, and some even help volunteer at the day care centre over the summer, as their way of saying thank you.

We couldn’t do without FareShare, it’s as simple as that. We’re all volunteers, money is tight and grants are difficult to secure. The FareShare food enables us to support both young and old in our community and offer things like a Christmas community party and luncheon for both groups – which can really be such a lifeline for people.

The food is key to human wellbeing. We weren’t designed to sit at home alone for weeks on end, so eating well cooked meals and taking part in regular exercise and mental stimulation helps our older people ward off dementia and stay in their homes longer – and take pressure off the NHS itself. For the younger people, a regular meal means they are more alert at school and more able to play and enjoy themselves during the holidays.

I wish no one was in the situation of having to go without food, it’s horrifying and dehumanising – but I’m very glad that with FareShare’s help, we can do what we can to help. Everyone counts, everyone is somebody.

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FOOD SAFETY REMAINS A KEY FOCUS FOR US AND WE, ONCE AGAIN, ACHIEVED THE HIGHEST STANDARDS ACROSS ALL OF OUR SITES

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THE COST OF LIVING IS FELT BY US ALL BUT IS PARTICULARLY ACUTE FOR THE MOST VULNERABLE IN OUR SOCIETY

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Food safety

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.

Our own food waste

FareShare Midlands supports the calls for the food industry to publish data of their food waste annually. We have seen our own food waste increase from 201 tonnes, 3.9% of the surplus food we received last year to 322 tonnes, 4.6% of the surplus food we received this 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/ acceptable condition for re-distribution. Although our waste remains a small percentage of the food we receive, we will do what we can to keep food waste levels as low as possible. 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.

This year FareShare Midlands introduced our version of the

**WRAP guidance on Best Before Dates. This allowed us to accept more food that is offered to us from our food partners so that we can do even more towards protecting our planet from greenhouse gases caused by unnecessary food waste.

In 2023/2024 we undertake a further review of Best Before dates to see if we can extend the acceptance of food even further given that Best Before dates are just a guidance and not related to food safety.

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, we have agreed the target of having reserves to cover three months of our operating expenses. Our current reserves of £968,328 are made up of £448,852 of restricted reserves and £520,476 of unrestricted reserves which equates to three months of unrestricted expenditure. 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. For more details of our planned investments, please refer to our aims and strategic plan on page 36.

Our fundraising principles

FareShare Midlands 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.

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.

20 FareShare Midlands Annual Report and Statements 2023

A HEARTFELT THANKS GOES TO OUR DONORS WHO HELP TO MAKE OUR WORK POSSIBLE

Trusts and Foundations

Nottingham City Council Muslim Hands Garfield Weston Foundation John Swire 1989 Charitable Trust The Julia and Hans Rausing Trust Chetwode Foundation The Eveson Trust The Jones 1986 Charitable Trust G J W Turner Trust George Fentham Birmingham Charity THE DMF ELLIS CHARITABLE TRUST The Maud Elkington Charitable Trust The Montal Charitable Trust Birmingham City Council Lady Hind Trust The J N Derbyshire Trust The Michael Marsh Charitable Trust The Ratcliff Foundation Gowling WLG (UK) Charitable Trust The Patrick Trust William A Cadbury Charitable Trust The J Reginald Corah Foundation Fund Gay & Peter Hartley’s and Hillards CT George Henry Collins Charity The Gray Trust The Jessie Spencer Trust The Red Arrows Trust The Richard Cadbury Charitable Trust Nottinghamshire County Council HP Street Games (Birmingham) Carr Hill Primary School St John’s Church Bloxwich

* New donors in 2022/2023 (22)

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CENTRAL COOP RAN THREE SIGNIFICANT PROMOTIONS IN STORE, DONATING FUNDS FROM THE SALE OF THEIR PRODUCTS TO HELP US DELIVER AN IMPRESSIVE

28,766 MEALS

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A HEARTFELT THANKS GOES TO OUR DONORS WHO HELP TO MAKE OUR WORK POSSIBLE

FUNDRAISING

Corporate donations

Central Co-operative Limited (CEC) FareShare UK Shallosquare Limited Tesco Community Grants Fusion 21 Groundwork Blackbrook Capital Cargill Cares – Lincoln Alutrade PKF Smith Cooper Barratt Homes Enterprise Western Power Distribution Wesleyan Assurance Society Hastings Direct Advanced Mortgage Solutions (Leicester) Ltd Rother Active Youth Holiday Programme (RAY) FHP Hammerson Plc Waitrose Solihull J O Groundwork (James Orton) Achates Jacksons Recovery Waitrose Nottingham Nisbets Plc B2W Training Jacksons Recovery HSBC Veafy

Like many charities throughout the UK, last year the cost of living crisis had a profound effect on the environment we operate in. With the costs of food, energy, rent and mortgages skyrocketing, demand was surging – as were the charity’s bills. Our target for donated income was high and, to meet it, additional fundraising roles were identified. Unfortunately, due to the charity recruitment crisis, filling these roles also proved challenging.

Nevertheless, we were thrilled when our donated income in 2022/2023 eventually totalled an impressive £892,129. It was also humbling to reach this target at such a difficult time, and was a direct result of the overwhelming generosity of our supporters including trusts and foundations, corporate partners and altruistic individuals – together with inspired fundraising events and challenge events.

For the second year running, in November 2022 we took part in The Big Give Christmas campaign. Having raised £15,000 in our Big Give 2021 campaign, and £10,000 in our Green Match Fund 2022 campaign, we decided to set ourselves the challenge of raising £50,000 in one week! The Big Give attracts supporters as it provides the opportunity to double the impact of their donation with match funding. Our campaign focused on the devastating impact of the cost of living crisis, and asked people to help us provide local families with a warm meal and some much needed festive cheer. We smashed our target, raising over £54,000 to donate an extra 216,000 meals over the Christmas period! Following The Big Give we continued to raise funds with an online cost of living crisis appeal. Both campaigns experienced huge success and supported us in securing our targets,

* New donors in 2022/2023 (18)

FareShare Midlands Annual Report and Statements 2023 23 CENTRAL COOP AND HEART OF ENGLAND COOP BOTH SUPPORTED US WITH OUR FUNDRAISING EFFORTS, RAISING OVER

CONTENTS

£7,000 TO SUPPORT VULNERABLE PEOPLE

raising our profile, attracting new donors, as well as providing a great opportunity for existing donors to support us.

Donations from charitable and environmentally minded corporate supporters continued to be a significant part of our income. We are so grateful to the businesses and their employees that raised funds, ran events, and donated their time and money to help FareShare Midlands this year. Once again Central Co-op chose to support FareShare Midlands during their Christmas campaign, enabling FareShare Midlands to deliver an additional 200,000 hot meals during the winter. Our key sponsors this year included Cargill who donated their year-end budget surplus of £8,000, Alutrade, who supported us through the Big Give and with monthly and cash donations, and HSBC who have a well-established relationship with our Nechells depot.

We were also supported by incredible individuals who took part in challenge events on our behalf. Everyone Can Sing Choir in Nottingham ran several events in support of our work and raising a magnificent £4,840. An employee from HSBC took on a 100k trek through the Dunes of Wadi Rum in Jordan and raised a fantastic £1,264. In addition, the Ahmadiyya Muslim Youth Association (AMYA) held a family fun day in July in aid of Fareshare Midlands and Walsall Food Bank.

Eventually there was also good news on the recruitment front. We were successful in appointing a new Fundraising Officer to support our Corporate Partnerships activity, and a Data & Systems Officer to improve our database, reporting and stewardship capabilities. These key roles have improved the opportunities to reach our targets.

OUR DONATED INCOME IN 2022/2023 TOTALLED

£829,129

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CASE STUDY

TOUGH MUDDER CHALLENGE

On 24th June 2023, four of our hardworking staff team took on the Tough Mudder Challenge to raise money and awareness for FareShare Midlands.

through mud pits, crawling under cages to running through electric shock wires!

With their hard work and outstanding can do-attitude, the team managed to raise above and beyond their target, bringing in a fantastic £430. This amazing achievement will allow us to provide 1,720 meals to individuals and families facing food insecurity.

Shay, Food Supply Manager, Lisa, Regional Operations Manager for Nottingham, Jess, Finance Officer and Frank, our Logistics and Stock Officer, decided to swap the high-vis’ for a very large amount of mud, when they set about on the 5 kilometre track at Belvoir Castle, a gruelling course that not only tests physical strength, but grit, mentality and determination.

Afterwards Jess said, “We did it! Teamwork definitely makes the dream work when it comes to Tough Mudder - and what a great team to be part of. We got to the finish line bumped, bruised and covered in mud - feeling tired but victorious!”

They set up a JustGiving page to share with friends, family and colleagues, with the target of raising £200 to help FareShare Midlands redistribute more food to those who need it most.

Well done team! We’re proud of your fantastic efforts to support our vital fundraising.

Working together, the team completed 13 different obstacles in style, from climbing nets to wading

FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023 25

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THIS YEAR FARESHARE MIDLANDS MADE SIGNIFICANT PROGRESS IN OUR MISSION TO REDISTRIBUTE MORE OF THE SURPLUS FOOD IN THE FOOD SUPPLY CHAIN

26 FareShare Midlands Annual Report and Statements 2023

PR AND COMMUNICATIONS

This year has seen unique challenges for FareShare Midlands with the increases in energy prices, business operating costs and the challenging external environment leading to a site consolidation and the closure of our meal production kitchen. To prevent uncertainty and confusion there was a need for strong, clear and regular communication, particularly with members, partners, staff and volunteers.

At the same time, the impact of the ongoing cost of living crisis and food shortages were never far from the news, with FareShare Midlands being regularly featured by TV and radio stations and in publications across the region and the UK. Circulation of our Summer Fundraising press release FareShare Midlands Needs Urgent Help to Feed School Children This Summer resulted in an interview with BBC Midlands Today, which was picked up by BBC Breakfast and shared 54 times. A journalist from Der Spiegel (Germany’s Biggest Paper) spent a day at our Nechells depot, resulting in our first international article, Britain in Crisis: The UK Faces a Steep Climb out of a Deep Hole.

In February we organised a ‘Help Tackle Poverty’ event at our depot in Lincoln, including visits to two charities supporting vulnerable locals. We wanted to bring attention to the chronic need in Lincolnshire, and how the voluntary sector and local businesses were delivering support. At the same time, guests had an opportunity to network with public sector, third sector and local businesses, and reflect on opportunities to collaborate, take action and make a difference at a time when levels of need were unprecedented.

Capacity within the Communications Team has been increased by the recruitment of 3 dedicated Communications Volunteers. Each one

is available for a few hours most weeks, and together they bring a range of valuable skills including graphic design, content production, case study editing, photography and video production. The Comms Team is delighted to invest time to build the Volunteers’ understanding of FareShare Midlands and our mission, and the Volunteers say they gain valuable experience – and have a great time!

To capitalise on the impact of our marketing and communications, meet our goals as a charity and track the success of our activities and campaigns, we are planning a significant upgrade to both our website and digital advertising. By investing in essential improvements to our website and SEO, and utilising Google PPC ads, we will aim to drive up brand awareness, better support the fundraising team’s activities, and further boost volunteer recruitment.

As always we have been working closely with FareShare, supporting them in respect of media opportunities, as well as filming opportunities and visits involving corporate partners and stakeholders. Our distribution of the FareShare press release “FareShare Calls on Midlands’ Food Producers as Supplies to Local Charities Run Low” resulted in interviews with Lincs FM, Smooth Radio and Notts TV, and publication by Ethical Marketing News, the Greater Birmingham Chamber of Commerce and Charity Today.

Communications in respect of fundraising appeals continues to be important, with this year’s Big Give campaign being particularly successful, resulting in multiple interviews (one of which was played all day long by Lincs FM) and an excellent fundraising video. Much of this activity occurred on the same week our meal production project was featured prominently on BBC East Midlands today.

Social media initiatives have included successful fundraising campaigns in respect of the Green Match Fund and the Big Give Christmas Challenge, the urgent recruitment of volunteers including boosted posts on Facebook, and promotion of our new Elevate employability programme (including our first LinkedIn ad). While we continue to experience steady and consistent organic growth of followers across all platforms, as social media becomes ever more saturated, we feel we must do more to be heard above the noise. To improve, we will implement a number of strategies including specialised content per platform, Instagram and Facebook stories, and recruiting partners to support us.

Thanks to external support we have gained numerous high-quality videos which we have utilised in different ways, as well as adding to our YouTube and website. We produced a video with an external documentary maker to support The Big Give Christmas Campaign 2022. In addition, a selection of volunteer videos were created by FareShare,

FareShare Midlands Annual Report and Statements 2023 27

CONTENTS

IN A SURVEY OF OUR MEMBERS 37% OF THEM STATED THEY WOULD EITHER CLOSE COMPLETELY OR STOP THEIR FOOD SERVICE WITHOUT THE FOOD FROM FARESHARE MIDLANDS

filmed at our Nechells depot - we used these to create dedicated volunteer boosted posts on Facebook. A video was also created by Fareshare to show the ‘food journey’ from supplier to CFM, filmed at Gousto, our Lincoln depot and two of our Members.

As always, internal communications is one of our key activities. Alongside our monthly internal newsletter, we have continued to send out weekly positive stories through our ‘Good News Friday’ emails. These allow us to share exciting/interesting news with staff and volunteers from within FSM, the wider FS network, the food industry and our Members. We have also updated our template, to make the emails more eye-catching and to help them following our brand and ‘look and feel’.

During the year ahead we look forward to focusing on digital marketing and advertising, improving the website, reinvigorating our social media, increasing our video production and recruiting additional volunteer support.

28 FareShare Midlands Annual Report and Statements 2023

OUR EMPLOYABILITY SCHEMES HELP PROVIDE A PRACTICAL WORLD OF WORK EXPERIENCE IN OUR WAREHOUSES AND GUARANTEED INTERVIEWS FOR JOBS WITH A RANGE OF LOCAL PARTNERS

EMPLOYABILITY PROGRAMMES

of smaller contracts which we expect to build on over the coming years. By the end of 2023 we will have moved in excess of 400 people into either employment, education or employment, people like Callum:

Employability is integral to what we do helping us to attract additional funding providing support helping to move people out of poverty by finding jobs, or relevant training, through practical world of work experience in our warehouses and guaranteed interviews for jobs with a range of local partners.

Callum came to us out on bail awaiting his court date with no qualifications no CV and very little work experience. We met him at the job centre and were quick to identify that he had a keen interest in working in the logistics sector. Callum joined our programme created his first ever CV and gained his first ever qualification and completed 4 days work experience in our warehouse.

During the last year we added to the number of employability programmes we offer after being successful in an application to the Centre for Aging Better for funding for a programme that focuses on the over fifties across the region who have either been made redundant or are under the threat of redundancy.

We arranged an interview for him and provided some interview preparation. Callum was offered the job and they agreed to leave the start date pending on the outcome of his Court Case. In Court the Magistrate was clear that without this offer of employment (a clean sign he was starting to turn his life about) they would have been considering a custodial sentence.

We have also been successful in becoming an accredited train allowing us to provide a range of Level 1 and Level 2 sector specific courses

Our other programmes in Nottingham and Birmingham – both funded by the European Social Fund – will end in December 2023. We are hopeful that the Birmingham I-CAN employability programme will continue in some form and continue to work with a range of partners to achieve these ends. The Nottingham Works 4 You programme will end but employability in that area will continue via a number

Callum was very grateful for all the support received and still stays in touch now and is still in employment. He has also framed his first ever qualification and has it on his wall at home!

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VOLUNTEERING AT FARESHARE MIDLANDS

Volunteering is at the core of what we do and the scale of our achievements would not be possible without the volunteers who inspire us and motivate us every single day. Put simply, we cannot do what we do without them.

Last year 1487 people stepped up to support us and get much needed food to those in need, giving us 64,959 hours of their time, and helping to redistribute 4787 tonnes of food which created over 11m meals. Based on the living wage, this time equates to over £640k. These figures show that, without our dedicated volunteer colleagues, we would have needed around an additional 30 full-time members of staff to meet the growing demand for our services.

This year we published our Volunteer Strategy for 2023 – 2025 this celebrates our achievements but also lays out stark the challenges we face. In less than ten years we have seen a 5 million drop in people reporting that they took part in formal volunteering. In 2020/21 the Community Life Survey reported approximately 8m people in England took part in formal volunteering at least once a month, the lowest recorded participation rate since data collection by the CLS.

Despite these challenges the number of volunteers we engage with continues to increase but unfortunately not at a rate that meets demand. Attracting volunteers drivers continues to be a challenge for us forcing us to change our model with an increased focus on collections.

Our employability programmes continue to grow and attract additional funding, enabling us to support people of all ages and backgrounds to find new jobs, or relevant training, through practical experience in our depots. We have seen a significant increase in corporate volunteering which has the added

advantage of establishing partnerships from which the whole organisation can benefit.

The strategy sets out our approach and commitment to volunteering over the next three years. We will continue to keep volunteering central to everything we do, adapting to meet changing demand ensuring we all – staff and volunteers – work side by side to realise our vision of a Midlands area where no one goes hungry.

The last word must come from one of our own, Paul Broad:

“I would recommend others to FareShare if they wanted to see if a warehousing role was good for them, they wanted to help people and it is reasonable for the person to get to the place. The people that work and volunteer at FareShare are very friendly and kind and a joy to be around.”

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CASE STUDY

VOLUNTEERING - KATHERINE GOUGH

Katherine began volunteering at FareShare Midlands in January 2023, after being recommended to join the charity by a friend. She originally wanted to build her portfolio of graphic design work, as she wished to pursue a career in the industry, but since then she’s been surprised at how much more she she’s gained from her volunteering role.

As a volunteer in the communications team, Katherine is involved in a range of activities, including: designing healthy eating resources, community food member case studies and impact reports, producing branded van design proposals and writing blog posts.

As well as this, Katherine is proud to be part of a team fighting hunger and waste, and finds the social element of volunteering at FareShare Midlands really enjoyable.

Our communications team are so grateful for the support Katherine provides to our wide range of work. There is so much we couldn’t do without her!

Katherine said:

I had a friend who worked for both FareShare Midlands and FareShare UK for a period of time. I was talking to her about my dilemma of not having enough experience to get into Graphic Design and she told me about FareShare and how volunteers are a major part of their charity. I also knew some of what FareShare do as I previously worked for Central Co-op who donate their surplus food to FareShare.

Not only do I really enjoy the projects I work on, but I have also been able to produce many more examples of work for my portfolio and learnt a great deal.

Originally, I wanted to focus on getting more graphic design experience, but the more I learned about what FareShare do, the more I really understood the value of what this charity does. I really see the benefit of FareShare’s help across communities and it makes me proud to be a volunteer.

I was pleasantly surprised at first at how I am treated as a member of the team, and how I was given the freedom to share my ideas. I really enjoy talking to the friendly staff in the office.

I would highly recommend volunteering at FareShare Midlands. 10/10!

FareShare Midlands Annual Report and Statements 2023 31

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CASE STUDY

EMPLOYABILITY - GLADYS DEKWE

Gladys referred herself to FareShare Midlands’ I-Can Programme after she decided she was eager for a change from her career in care work.

Gladys said:

Initially I was interested in volunteering at FareShare Midlands, as I really wanted to do something to get out the house and keep me occupied. But when I heard about the I-Can programme, I knew it was a great opportunity to improve my employment skills, and was the perfect route into a new career.

Gladys approached the course knowing there were many areas she wanted to improve on, both professionally and personally. As well as gaining the necessary qualifications to pursue a career in warehousing, Gladys also wanted to develop her social skills, self-esteem and availability for work.

FareShare Midlands’ I-Can programme offers a package of personalised training, work experience and job search support to help participants find their new role. Through this, Gladys gained work experience in our Birmingham warehouse and completed her Health and Safety Level 1 qualification, while also building confidence in talking to fellow new learners and colleagues.

There were so many things I wanted to get out of the course. As well as keeping myself busy, I was also keen to do something that would improve my fitness and would provide me with the opportunity to meet new people. It can be quite lonely at home, so I really appreciated this chance to be out meeting likeminded people. It was honestly the people I met at FareShare that kept me coming back.

When a 3-month role became available as a FareShare Midlands Warehouse Assistant, helping with sorting, storing and packing surplus food for our members, Gladys was keen to apply. Displaying both aptitude and passion for the job, she was successful in securing the position.

The course was really interesting. I already had training in health and social care, so the health and safety course delivered by Shaz helped to build on what I already knew and apply

it to a new environment in the warehouse. It certainly deepened my understanding. I really appreciate the work that FareShare Midlands does in the community, and so I have been proud to work here. Being around people working towards a common cause has been brilliant. I would recommend the I-Can programme to anyone looking for support in finding a job in warehousing. I have really enjoyed working here and will continue to volunteer in future.

People of my age, particularly women, don’t often do this kind of work as it is quite physical – but it has been so beneficial to me, both physically and mentally. It has really helped me to improve my fitness and doing a job that I know makes a difference has also benefitted my mental health. I have enjoyed every day of it. I would encourage anyone else looking for a career change to go for it!”

32 FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023

PLANS FOR 2023/2024

We will continue to support FareShare UK in their efforts to access and accept more food from across the Food Supply Chain including increasing efforts to access more produce from the farming sector. They have already begun to take major steps to achieve growth and in the Autumn will launch a new strategy that sets out their revised aims.

Our joint aims will be to increase the volume of food we make available over the next three years. Climate action NGO WRAP, which monitors UK surplus food as part of its food waste prevention work, warns that each year nearly 200,000 tonnes of perfectly good food still go to waste in the supply chain. The further down the supply chain we aim the more expensive the costs and logistics of accessing that food becomes.

We will continue to work closely with businesses, other charities, statutory organisations and local governments to provide collaborative solutions that address food insecurity whilst addressing Environmental issues caused by the unnecessary impact of disposing of good to eat.

Overall we will double down our efforts to maximise our impact whilst being prudent in the management of our resources. This year, we achieved stable growth, consolidated our operations and continued with our extensive work helping people into work or further education/ training. We grew our volunteering opportunities and expanded our fleet of lorries and vans so that we be more responsive to the food industry for when their surplus food occurs – quite often working on a just in time basis.

Next year sees the conclusion of our three year strategy so we will be undertaking a strategic review to see where we’re heading and what we may want to do differently. We will publish the performance against our

current strategy which sets out the following ambitions:

The supply chain landscape and huge pressures facing all industries - but especially the food industry - are already forcing us to change the way that we work and rethink parts of our strategic aims. We will need to be dynamic and continue to invest into innovative solutions such as largescale food processing and meal production to help us achieve the volumes of food that our network of members will so urgently need as the cost of living crisis grows.

We will continue to do all we can to understand the regional need and how we respond to it. We will continue to work collaboratively with other organisations whose aims are to help reduce food insecurity and poverty, ensuring that we are working together to provide the best solutions we can for our communities.

Notwithstanding the increase in demand we are likely to see, we also have to ensure that our own people – both staff and volunteers - are at the heart of our decisions and plans. In 2022 we launched our new People and Culture Strategy at which set out our and aims for how FareShare Midlands will be a great place to come to work. Our people deserve great attention, opportunities for learning and development, and to always feel that they are part of an organisation that cares for them as well as our members and its Charitable aims.

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FareShare Midlands Annual Report and Statements 2023 33
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BY 2024 WE WILL AIM FOR OUR FOOD TO REACH OVER

PEOPLE

OUR VOLUNTEERS REMAIN AT THE HEART OF OUR OPERATIONS, WHICH COULD NOT CONTINUE WITHOUT THEM

WE CONTINUE TO DEVELOP AND IMPROVE OUR WAYS OF WORKING AND REVIEWING OUR IT INFRASTRUCTURE

34 FareShare Midlands Annual Report and Statements 2023

WITHOUT THE HELP AND DEDICATION OF OUR VAST NUMBER OF VOLUNTEERS, OUR MODEL WOULD NOT BE ABLE TO WORK AS WELL AS IT DOES

FareShare Midlands Annual Report and Statements 2023 35

CONTENTS

Volunteering plans

By the end of the second quarter we will publish our Volunteer Survey. This will include a list of actions that link into our vision for volunteering which is covered in our Volunteer Strategy for 2023 – 2025. We will explain more how we plan to recruit and retain volunteers going forwards and how we will remain to be a great place for our volunteers to give up their time for their community and to ensure that they have opportunities to learn and grow, if they wish.

Employability plans

Next year we aim to build on our employability offer across the region. Our first priority is to ensure we continue with an offer in Birmingham and Nottingham. We also aspire to developing a Fork Lift Truck Training facility on one of our site – subject to funding. As food growth flat lines, or even shrinks we will grow employability even further providing much needed additional income and volunteers for the organisation.

Fundraising plans

Our mission has never been more relevant than it is now, as the cost of living crisis continues to put pressure on families, with 4.3 million children living in poverty and food insecurity in the UK, and 1 in 4 teachers bringing food in to support hungry children.

As the fundraising landscape remains challenging, and to meet the rising need we are experiencing, we will continue to invest in our Fundraising Team by recruiting a new Head of Fundraising. This new post will give the team more capacity to drive forward our three year fundraising strategy, continue to build our pipeline of trusts and foundations, maximise opportunities with corporate partners and attract individual donors to engage in and support our work.

In summary, at the core of everything we do will be our strategic priorities. We will continue to:

36 FareShare Midlands Annual Report and Statements 2023

STRATEGIC OBJECTIVES

Vision & Strategy 2023 – 2025 Revised October 2022

Who We Are

FareShare Midlands turns an environmental problem into a social solution.

8.4m people in the UK are struggling to afford to eat

In Birmingham alone 131,000 children are living in poverty

3.6 m tonnes of food is wasted by the food industry every year in the UK

Over 2 million tonnes of food that goes to waste is still edible

FareShare Midlands is the region’s largest food redistribution charity.

We supply good quality surplus food to local community groups who strive to fight hunger and poverty and the root causes of both.

FareShare Midlands Annual Report and Statements 2023 37

CONTENTS

Our Strategic Objectives for the next 2 Years

Understanding and reducing the Region’s Need

To understand and quantify the need that exists in our region. To prioritise how we reduce that need in a time where a global crisis exists. To continue to be ambitious and passionate about the challenge that lies ahead

Our People and Culture

To grow substantially by recruiting, training, supporting and retaining dedicated staff and volunteers. To achieve our strategic priorities while maintaining a culture that reflects our values.

Efficiency and Environmental

Sustainability, Fundraising and Communications Employability and Systems

Increase and diversify funding so that we can invest. Ensure most activities achieve a contribution towards our overheads. Introduce revenue streams to support the costs of delivering our Employability programmes.

To meet, and where possible To ensure that we have the exceed, FareShare UK and finances, infrastructure, Industry performance resources, equipment and measures and at the same systems time strive towards to deliver our other four exemplary environmental strategic objectives. practices. To ensure that we are operationally efficient and at the same time remain highly effective.

OUR STRATEGIC OBJECTIVES FOR THE NEXT 2 YEARS

Understanding the Region’s Need

38 FareShare Midlands Annual Report and Statements 2023

OUR STRATEGIC OBJECTIVES FOR THE NEXT 2 YEARS

Our People and Culture

OUR STRATEGIC OBJECTIVES FOR THE NEXT 2 YEARS

Efficiency and Environmental

FareShare Midlands Annual Report and Statements 2023 39

CONTENTS

OUR STRATEGIC OBJECTIVES FOR THE NEXT 2 YEARS

Sustainability, Communications and Systems

FINANCES

COMMUNICATIONS

SYSTEMS

OUR STRATEGIC OBJECTIVES FOR THE NEXT 2 YEARS

Fundraising and Employability

To generate sufficient income, fundraising and employability programmes will be key

40 FareShare Midlands Annual Report and Statements 2023

FINANCIAL REVIEW

In 2022/2023 there has been a challenging financial performance following the challenges the organisation faced but actions were taken in the year to help FareShare Midlands prepare for future years

Of note:

FareShare UK continued with financial contributions for capital expenditure and operational funding throughout the year.

The Cost of Living crisis impacted us with inflation in all areas of the organisation particularly utility costs.

There was a significant increase in membership income with the continued demand for our services across the region. Fundraising still supported our continuing expansion of food delivery, increasing from the prior year. We do not use fundraising agencies, but we do endeavour to follow best practice, and so we are confident that our fundraising activity is appropriate and that we do not seek to target vulnerable people for financial support.

Future plans are for zero food growth which contributes towards an already challenging environment. Recognition and support from FareShare UK and other key partners are crucial for us to achieve continued success and ultimately benefit our CFMs, allowing them to help vulnerable and disadvantaged people. 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.

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 Leicestershire LE18 4TP

Bankers:

Co-operative Bank PO Box 250

Delf House, Southway Skelmersdale WN8 6WT

Lloyds Bank 3rd Floor Citymark, 150 Fountainbridge Edinburgh EH3 9PE

Independent auditor:

Niall Kingsley FCA Duncan & Toplis Audit Limited Statutory Auditor 3 Princes Court, Royal Way Loughborough Leicestershire LE11 5XR

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

Signed on behalf of the board

A Wilson - Trustee and Chairman

Reserves policy

At 30 June 2023 the total reserves were £969,328 (2022: £1,355,340), made up of £520,476 unrestricted reserves and £448,852 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

R Josen (Resigned 25 October 2023) J Mark

C Swann

T Taruvinga (Appointed 25 January 2023, resigned 26 July 2023)

F Wilkie (Appointed 25 January 2023, Resigned 10 January 2024)

A Wilson

B K Yemtsa

B Lunnon (Appointed 25 October 2023) W Ali (Appointed 25 October 2023) S French (Appointed 25 October 2023)

M A Skinner (Resigned 8 February 2023)

B Kazmouz (Resigned 6 February 2023)

T Gallardo (Resigned 8 February 2023)

R Bennett (Resigned 26 April 2023)

R Sampla (Appointed 25 January 2023, resigned 26 April 2023)

M Court (Appointed 25 October 2023)

CEO

S Connolly

Company Secretary

J Pearson

Date: 17 February 2024

FareShare Midlands Annual Report and Statements 2023 41

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GOVERNING DOCUMENT AND CONSTITUTION

WE REMAIN Charitable objects COMMITTED The charitable objects of FareShare TO EXPLORING Midlands are set out in the Articles of Association: AND INVESTING 1. The relief of poverty and the IN SOLUTIONS promotion of good health THAT CONTINUE and nutrition in England by redistributing surplus produce (in TO REDUCE particular food) to organisations working to meet the needs of FOOD WASTE individuals in social, economic, health-related or emotional distress, AND HELP and the needs of children. US TO TURN 2. The conservation, protection and improvement of the physical SURPLUS FOOD environment through the reduction of waste (in particular food waste). INTO USEABLE 3. The encouragement of members of FOOD FOR the public to undertake voluntary work and support. OUR MEMBERS 4. The advancement of education AND THEIR and the relief of unemployment in particular by providing training in BENEFICIARIES

FareShare Midlands is a Midlands based charity that redistributes surplus food to charities that turn it into meals and, through dedicated employability programmes, provides opportunities to individuals to develop skills and learning to help them secure employment.

Our purpose is to tackle food waste and fight hunger

Our mission is to maximise the social value of surplus food

Our vision is a Midlands region where no one goes hungry, where children don’t go to school on an empty stomach and where

Our values run through everything we do and set out a clear framework for us to approach our work: passion, ambition, respect, collaboration, and accountability.

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

ha￿ Mi dpDrt a ternent5 2023

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IS TO TACKLE FOOD WASTE AND FIGHT HUNGER

IS TO MAXIMISE THE SOCIAL VALUE OF SURPLUS FOOD

IS A MIDLANDS REGION WHERE NO ONE GOES HUNGRY, WHERE CHILDREN DON’T GO TO SCHOOL ON AN EMPTY STOMACH

RUN THROUGH EVERYTHING WE DO AND SET OUT A CLEAR FRAMEWORK FOR US TO APPROACH OUR WORK: PASSION, AMBITION, RESPECT, COLLABORATION, AND ACCOUNTABILITY

44 FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023

PUBLIC BENEFIT

We are pleased to be able to Recruitment and

demonstrate our public benefit as appointment of Trustees follows:

The Trustees, who are also Directors and members of the charitable company, are listed on page 40. Each year, one third of the Trustees retire from office, but may stand for reelection 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 75 of the accounts.

  1. The supply of food to those at risk of food insecurity as shown in the figures on page 10.

  2. Volunteering opportunities – we would like to thank all who give their time voluntarily and have contributed 64,959 hours during the year.

  3. Employability – we have supported 400 people across our schemes in Nottingham and Birmingham since they began.

  4. 6,582 tonnes of surplus food received for redistribution helping to save 16,455 tonnes of Co2 and a commitment to zero food to landfill for our waste since January 2019 through our partnerships with A.C. Shropshires.

The trustees confirm that they have referred to the Charity Commission’s guidance on public benefit when reviewing the Charity’s aims and objectives and in planning future activities. FareShare Midlands focuses on tackling food poverty, working in partnership with local charities and community-based organisations, and has a direct and positive benefit for many of the most marginalised and vulnerable people in the Midlands, particularly individuals who are homeless, unemployed, poor and isolated.

The Charity engages volunteers in its work and is open to all members of the community. FareShare Midlands training and education work provides opportunities for volunteers and others to gain recognition, including accreditation, for the skills they have acquired while working with FareShare Midlands to help them gain further training and employment.

IN A TIME OF RADICAL CHANGE HAPPENING GLOBALLY, THE CHARITY CONTINUES TO ADAPT AND FIND WAYS TO MEET THE NEEDS OF OUR MEMBERS AND REMAIN VIABLE

FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023 45

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THE IMPACT OF THE ONGOING COST OF LIVING CRISIS AND FOOD SHORTAGES WERE NEVER FAR FROM THE NEWS

SAFEGUARDING

We recognise our responsibility to promote safe practice and to protect any young people or vulnerable adults that we engage with from harm. All staff and volunteers receive safeguarding training as part of their induction, followed by regular refresher training.

We are committed to identifying and minimising safeguarding risks across all our activities through appropriate training, risk assessments, policies and processes. We have a strong ethos throughout the Charity to deliver good safeguarding practices, we take seriously any report of suspected harm, abuse or neglect and we have a robust process to deal with an incident if it were to arise. We operate safe and transparent recruitment practices.

We have a Safeguarding Policy, which sets out our mandatory standards and provides clear details of our reporting process. Safeguarding for the Charity is led by our Designated Safeguarding Lead who is supported by the Safeguarding Committee, responsible for, amongst other responsibilities: regularly reviewing and enhancing the Safeguarding Policy and associated practices in line with legal and organisational developments; effective management of safeguarding incidents; providing advice and guidance; training; and reporting safeguarding incidents to the Chief Executive, the HR and Remuneration Committee and the Board of Trustees.

The Safeguarding Committee includes two Trustees, the Chief Executive, Head of Volunteering and Employability, Designated Safeguarding Lead and a Regional Operations Manager so there is balanced representation from across the Charity.

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 47.

The Financial Review of FareShare Midlands is set out on page 40. 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.

FareShare Midlands Annual Report and Statements 2023 47

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STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The trustees are responsible for keeping proper accounting records that 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:

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 that 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:

Signed on behalf of the board

A Wilson - Trustee and Chairman

Date: 17 February 2024

Fareshare Midlands Annu

FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023 49

CONTENTS

PART OF OUR PURPOSE IS TO SUPPORT EDUCATION AND TRAINING; WE CONTINUE TO FEEL STRONGLY THAT WE ARE ABOUT MORE THAN FOOD

50 FareShare Midlands Annual Report and Statements 2023

INDEPENDENT

AUDITORS’ REPORT OF THE TRUSTEES

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 2023. 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 (FRS 102) (effective 1 January 2019).

Opinion

We have audited the financial statements of Fareshare Midlands (the ‘charitable company’) for the year ended 30 June 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the 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 the financial statements:

Basis for opinion

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 Auditors’ 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 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.

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Annual Report, other than the financial statements and our Report of the Independent Auditors 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 this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023 51

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Responsibilities of trustees

Matters on which we are required to report by exception

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 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.

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:

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.

WE HAVE SEEN A WELCOME INCREASE IN OUR EFFORTS TO ENGAGE AND EMPOWER VOLUNTEERS, A SIGNIFICANT CONTRIBUTOR TO THIS BEING THE EXPANSION OF OUR CORPORATE VOLUNTEERING PROGRAMMES

52 FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023

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, particularly in relation to depreciation and bad debts, are indicative of any potential bias. We reviewed financial statement disclosures and tested these to supporting documentation to assess compliance with laws and regulations, performed analytical procedures to identify any unusual or unexpected relationships, reviewed for any unusual profits or losses on disposal of fixed assets and discussed with management any aged debtors 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 non-compliance, 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.

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

FareShare Midlands Annual Report and Statements 2023 53

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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, FCA (Senior Statutory Auditor) Signed for and on behalf of Duncan & Toplis Audit Limited, Statutory Auditor 3 Princes Court, Royal Way Loughborough Leicestershire LE11 5XR duncantoplis.co.uk

Date: 5 March 2024

54 Fareshare Midlands Annual Report and Staternent5 2023 RICÈ KRISPIÈ 3 *4ETVO RICE KRIS

CONTENTS Fareshare Midlands Annual Report and Statements 2023 55 /] IE¥ ry'°-

56 FareShare Midlands Annual Report and Statements 2023

STATEMENT

OF FINANCIAL ACTIVITIES

Incorporating and Income and Expenditure Account for the year ended 30 June 2023

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Note Unrestricted Designated Restricted Total funds Total funds
funds £ funds £ funds £ 2023 £ 2022 £
as restated
Income and endowments from:
Donations and legacies 5 142,043 - 37,500 179,543 262,040
Charitable activities 7
- -
Membership fees 1,840,690 1,840,690 1,469,725
Sponsorships - - - - 450
Other services 635,663 - 929,959 1,565,622 1,318,319
Investment income 6 16,750 - - 16,750 1,380
Other income - - - - 1,667
Total 2,635,146 - 967,459 3,602,605 3,053,581
Expenditure on:
- -
Raising funds 313,566 313,566 165,924
Charitable activities 8
Warehouse and distribution 1,966,783 - 905,573 2,872,356 2,235,047
Customer services 109,160 - - 109,160 99,281
-
Depreciation 23,167 104,990 128,157 104,548
Governance 55,734 - - 55,734 57,176
- -
Support costs 509,644 509,644 502,691
Total 2,978,054 - 1,010,563 3,988,617 3,164,667
-
Net income/(Expenditure) (342,908) (43,104) (386,012) (111,086)
Reconciliation of funds:
Total funds brought forward
As previously reported 1,041,150 11,984 302,206 1,355,340 1,466,426
Prior year adjustment 15 (189,752) - 189,752 - -
As restated 851,398 11,984 491,958 1,355,340 1,466,426
Total funds carried forward 508,490 11,984 448,854 969,328 1,355,340
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The notes starting on page 68 form part of these accounts

CONTÉNTS Fareshare Midlands Annual Report and Statements 2028 57 ,11 ISIE u iilllul , 4oVIS t,,'Soth Soll /iiii, fr"IBRE O (4lllUN FIBRE o CAIIIUN ,11 Ip., FIBRE IYCAI HOVIS Best,IBoth Hovis Best,IBoth HOVIS HOVIS Best,IBoth Besti4BJl SO% 5fi￿. kllll I NOVIS '81£ r altlum fl8RE L rii(iuM IIIRE j. CALCIUM HOVIS I, HOVIS Siill li, HOVIS 8estolBoth FIBRE o, CAI,'I,fvl BestulBoth, Bestt>lJoth Hovis BestrfFJoI , (41*1 t iIBiE Soll /lili i¥ OVIS l HOVIS FIBRE O IA, ti13oth 8esto(Both, HOVIS HOVIS Hovis BestulBoth,' BestolBoth Best&ifot IIBIE I., IAIcii' F18RE I, CI, 50x Sik.

58 FarÉSh re Midlands Annual Report and Stètetnents 2023

FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023 59

CONTENTS

WE NEED TO GET BACK TO OUR ORIGINAL MISSION AND ENVIRONMENTAL AIMS. WE NEED TO SEE SOCIAL EATING, COOKING AND FOOD SHARING RETURN

FareShare Midlands Annual Report and Statements 2023

60

BALANCE SHEET

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Note Unrestricted Designated Restricted Total funds Total funds
funds £ funds £ funds £ 2023 £ 2022 £
as restated
Fixed assets:
Tangible assets 16 15,331 - 326,457 341,788 374,643
Current assets:
Stocks 17 - - - - 4,013
Debtors 18 1,298,523 - 108,675 1,407,198 1,041,558
Cash at bank and in hand 919,878 11,984 13,720 945,582 1,310,635
Total current assets 2,218,401 11,984 122,395 2,352,780 2,356,206
Creditors:
Amounts falling due within one year 19 (1,725,240) - - (1,725,240) (1,375,509)
Net current assets 493,161 11,984 122,395 627,540 980,697
Total assets less current liabilities 508,492 11,984 448,852 969,328 1,355,340
Net assets 508,492 11,984 448,852 969,328 1,355,340
Funds:
Unrestricted funds 20 520,476 863,382
Restricted funds 20 448,852 491,958
Total funds 969,328 1,355,340
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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

Date: 17 February 2024

The notes starting on page 68 form part of these accounts.

CONTEPITS FaroShartrhfflIlF￿AnnUal Report and State o/ta

62 FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023

2022/2023 SAW STEADY PROGRESS OF FOOD INTO OUR DEPOTS WITH THE VOLUME OF SURPLUS FOOD UP ON THE PREVIOUS YEAR

CONTENTS Fareshare Midlands Annu31 Rèport and St3tÈmonts 20 11¢

64 FareShare Midlands Annual Report and Statements 2023

CASH FLOW STATEMENT

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Note 2023 £ 2022 £
as restated
Cash flows from operating activities:
Cash generated from operations 1 (286,501) 47,610
Net cash (used in)/provided by operating activities (286,501) 47,610
Cash flows from investing activities:
Purchase of tangible fixed assets (98,692) (184,015)
Sale of tangible fixed assets 3,390 1,667
Interest received 16,750 1,380
Net cash used in investing activities (78,552) (180,968)
Change in cash and cash equivalents in the reporting period (365,053) (133,358)
Cash and cash equivalents at the beginning of the reporting period 1,310,635 1,443,993
Cash and cash equivalents at the end of the reporting period 945,582 1,310,635
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The notes starting on page 68 form part of these accounts.

CONTENTS aShare Kd13nds Annual Rewrt an ststÈmrt 2023wftr

66 Fare5hare Midlan rtands foresknfe

FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023 67

CONTENTS

TO HELP ACHIEVE OUR SURPLUS FOOD AMBITIONS, WE CONTINUED TO INVEST IN A SUPPLY CHAIN AND LOGISTICS FUNCTION

68 FareShare Midlands Annual Report and Statements 2023

NOTES

TO THE FINANCIAL STATEMENTS

1.

RECONCILIATION OF NET EXPENDITURE TO NET CASH FLOW FROM OPERATING ACTIVITIES

Net expenditure for the reporting period 2023 £ 2022 £
as restated
(as per the Statement of Financial Activities) (386,012) (111,086)
Adjustments for:
Depreciation charges
Loss/(proft) on disposal of fxed assets
Interest received		 125,938
2,219
(16,750)		 103,739
(1,667)
(1,380)
Decrease/(increase) in stocks 4,013 (4,013)
Increase in debtors (365,640) (164,422)
Increase in creditors
Net cash (used in)/provided by operations		 349,731
(286,501)		 226,439
47,610

2.

ANALYSIS OF CHANGES IN NET FUNDS

Net cash
Cash at bank and in hand		 At 01/07/22 £
1,310,635		 Cash fow £
(365,053)		 At 30/06/23 £
945,582
Total 1,310,635 (365,053) 945,582

GENERAL 3. 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 5PX 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 across the following pages.

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.

CONTENTS Fareshare Midlands Annual Report and Statements 2023 69 bo

70 FareShare Midlands Annual Report and Statements 2023

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 1 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.

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.

FareShare Midlands Annual Report and Statements 2023 71

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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. Stocks

Purchased food

The charity recognises purchased food not distributed at the year-end on the net realisable value which is based on the service potential provided by the item of stock. This usually amounts to the cost price of the item.

Donated/collected/surplus food

The charity does not recognise a stock figure in respect of food held which has been collected from supermarkets or equivalent for redistribution on the basis that this food is generally past it’s sell by date and close to expiry so firstly would likely be collected and distributed promptly with very little held at the year end, and secondly would hold very little value and therefore would not be judged to have a material impact on the accounts.

G. Tangible fixed assets

Tangible fixed assets are stated at cost less accumulated depreciation and impairment. Fixed assets costing £500 or more are capitalised at cost and 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:

Plant and machinery 33% on cost Fixtures and fittings 33% on cost Computer equipment 33% on cost Vehicles 20% on cost Leasehold improvements Three years (to lease break clause)

At each reporting period end date, the charitable company reviews the carrying amounts of its tangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such loss exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any), and the impairment loss is recognised in the Statement of Financial Activities.

I. 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.

72 FareShare Midlands Annual Report and Statements 2023

J. 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.

K. 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.

M. 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.

N. Termination payments

Termination payment liabilities are recognised upon communication of intention to pay and when quantifiable. Such payments are accounted for as staff costs.

P. 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.

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are described below.

L. 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.

O. Pension costs and other postretirement 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 23.

FareShare Midlands Annual Report and Statements 2023 73

CONTENTS

5. DONATIONS AND LEGACIES

2023 £ 2022 £ as restated Donations 179,543 262,040

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 £NIL (2022: £22,200) in respect of donated facilities and services.

INVESTMENT 6. INCOME

6.
INVE
INCO		 STME
ME		 NT
2023 £ 2022 £
as restated
Deposit account
interest 16,750
1,380

7. INCOME FROM CHARITABLE ACTIVITIES

7. INCO ME FROM CH ARITABLE A CTIVITIES
Membership Other 2023 Total 2022 Total
fees £ Services £ activities £ activities £
as restated
Membership fees 1,840,690 - 1,840,690 1,469,725
Sponsorship - - - 450
Other services - 1,565,622 1,565,622 1,318,319
1,840,690 1,565,622 3,406,312 2,788,494

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:

74 FareShare Midlands Annual Report and Statements 2023

8. CHARITABLE ACTIVITIES COSTS

8. CHARITABLE AC TIVITIES COST S
Direct costs £ Support costs £ Totals £
**(seenote 9) ** **(seenote 10) **
Warehouse and distribution 2,872,356 - 2,872,356
Customer services 109,160 - 109,160
Depreciation 125,938 2,219 128,157
Governance - 55,734 55,734
Support costs - 509,644 509,644
3,107,454 567,597 3,675,051

Governance and support costs are calculated on the basis of directly attributable staff costs. Of the total staff costs, the percentages are 3% (2022: 3%) for governance costs and 25% (2022: 27%) for support costs.

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

2023 £ 2022 £
Fees in respect of the audit of the fnancial statements 10,640 8,905
Fees in respect of the preparation of the fnancial statements 3,660 3,260
Fees in respect of tax advisory work 240 -
Other fnancial services 1,900 1,500
16,440 13,665

DIRECT COSTS OF CHARITABLE 9. ACTIVITIES

2023 £ 2022 £ as restated

Staff costs 1,359,371 968,701 Running costs 1,622,145 1,365,627 Depreciation 125,938 104,548 3,107,454 2,438,876

FareShare Midlands Annual Report and Statements 2023 75

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10. SUPPORT COSTS

10. SUPPO RT COSTS
Finance Other Governance Totals
£ £ costs £ £
Depreciation
Governance		 2,219
-		 -
-		 -
55,734		 2,219
55,734
Support costs -
2,219		 509,644
509,644		 -
55,734		 509,644
567,597

Support costs, included in the above, are as follows:

Depreciation Governance Support 2023 total 2022 total
£ £ Costs £ activities £ activities £
as restated
Loss on sale
of tangible
fxed assets		 2,219 - - 2,219 -
Wages - - 366,370 366,370 369,414
Social security - - 38,279 38,279 30,255
Pensions - - 16,361 16,361 15,609
Running costs - - 88,634 88,634 87,413
Wages - 41,818 - 41,818 43,060
Social security - 4,369 - 4,369 4,813
Pensions - 1,868 - 1,868 2,159
Running costs - 7,679 - 7,679 7,144
2,219 55,734 509,644 567,597 559,867

NET INCOME / 11. (EXPENDITURE) Net income/(expenditure) is stated after charging/(crediting):

2023 £
2022 £
as restated
Depreciation -
owned assets 125,938
103,739
(Defcit)/surplus
on disposal of
fxed assets
(2,219)
(1,667)
Auditors
remuneration 16,440
13,665

TRUSTEES’ REMUNERATION 12. AND BENEFITS

There were no trustees’ remuneration or other benefits for the year ended 30 June 2023 nor for the year ended 30 June 2022.

Trustees’ expenses

During the year £713 (2022: £84) of expenses were paid to two (2022: 2) trustees, in respect of travel expenses.

76 FareShare Midlands Annual Report and Statements 2023

STAFF 13. COSTS

13. STAFF
COSTS
2023 £
2022 £
as restated
Wages and
salaries 1,887,086 1,396,366
Social security
costs 151,990
112,761
Other
pension costs		 64,964
2,104,040
54,903
1,564,030

Included within wages and salaries are amounts totalling £5,327 (2022: £NIL) in respect of redundancies.

On a monthly basis there were 78 (2022: 63) staff spending most of their time on charitable activities.

Figures on a full-time equivalent basis was 70 (2022: 57).

At the end of the year there were six Trustees (2022: 11).

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

14.
COMPARATIVES FO
OF FINANCIAL ACTI		 14.
COMPARATIVES FO
OF FINANCIAL ACTI		 R THE STAT
VITIES		 EMENT
Unrestricted Designated Restricted Total
funds £ funds £ funds £ funds £
as restated
Income and
endowments from:
Donations and legacies 262,040 - - 262,040
Charitable activities
Membership fees 1,469,725 - - 1,469,725
Sponsorships
Other Services
Investment income
Other income
Total		 450
743,510
1,380
1,667
2,478,772		 -
-
-
-
-		 -
574,809
-
-
574,809		 450
1,318,319
1,380
1,667
3,053,581
Expenditure on:
Raising funds 165,924 - - 165,924
Charitable activities
Warehouse and distribution 1,672,176 28,607 534,264 2,235,047
Customer Services 99,281 - - 99,281
Depreciation 22,042 - 82,506 104,548
Governance 57,176 - - 57,176
Support Costs
Total
Net income		 502,691
2,519,290
(40,518)		 -
28,607
(28,607)		 -
616,770
(41,961)		 502,691
3,164,667
(111,086)
Reconciliation of funds:
Total funds brought forward
Prior year adjustment
As restated
Total funds carried forward		 1,081,666
(189,752)
891,914

851,396		 40,592
-
40,592
11,985		 344,168
189,752
533,920
491,959		 1,466,426
-
1,466,426
1,355,340

FareShare Midlands Annual Report and Statements 2023 77

CONTENTS

PRIOR YEAR 15. ADJUSTMENT

The prior year adjustment of £189,752 has been made in respect of capital grants received up to the period ending 30th June 2021. The related capital expenditure was recognised as restricted fixed assets in the FareShare UK fund, however on investigation the income was recognised in the general fund rather than the same restricted fund. The trustees consider this income should have been recorded in the restricted fund.

The net impact of this is an increase in the FareShare UK restricted fund and a decrease in the general fund. This has had no net impact on the total funds of the charity, or the overall surplus or deficits reported in this or prior years.

16. TANGIBLE FIXED ASSETS

16. TANGIBL E FIXED ASSETS
Cost Improvements
to property £		 Plants and
machinery £		 Fixtures and
fttings £
At 01 July 2022 112,876 282,629 130,526
Additions
Disposals
At 30 June 2023		 -
(14,141)
98,735		 19,738
(2,982)
299,385		 1,988
(3,771)
128,743
Depreciation
At 01 July 2022
Charge for year		 57,727
26,114		 90,990
27,960		 60,423
39,853
Eliminated on disposal (10,751) (2,982) (3,771)
At 30 June 2023 73,090 115,968 96,505
Net book value
At 30 June 2023
At 30 June 2022		 25,645
55,149
Motor		 183,417
191,639
Computer		 32,238
70,103
Totals £
vehicles £ equipment £
Cost
At 01 July 2022 38,926 47,688 612,645
Additions 62,900 14,066 98,692
Disposals (3,830) - (24,724)
At 30 June 2023 97,996 61,754 686,613
Depreciation
At 01 July 2022 2,807 26,055 238,002
Charge for year 19,893 12,118 125,938
Eliminated on disposal (1,611) - (19,115)
At 30 June 2023 21,089 38,173 344,825
Net book value
At 30 June 2023 76,907 23,581 341,788
At 30 June 2022 36,119 21,633 374,643

78 FareShare Midlands Annual Report and Statements 2023

17. STOCKS

2023 £ 2022 £ as restated Stocks - 4,013

DEBTORS: AMOUNTS 18. FALLING DUE WITHIN ONE YEAR

YEAR
2023 £
2022 £
as restated
Trade debtors 1,060,791 775,056
Other debtors 95,251 139,924
VAT debtor 45,815
39,941
Prepayments and
accrued income
205,341
86,637
1,407,198 1,041,558

CREDITORS: AMOUNTS FALLING DUE 19. WITHIN ONE YEAR

CREDITORS: AMOUNTS FALL
WITHIN ONE YEAR
19.		 ING DUE
2023 £ 2022 £
as restated
Trade creditors
Social security and other taxes		 164,208
39,104		 54,119
37,170
Other creditors 39,014 7,409
Deferred income 1,354,604 1,183,403
Accrued expenses 128,310 93,408
1,725,240 1,375,509
Deferred income:
Deferred income is included within:
Creditors due within one year 1,354,604 1,183,403
1,354,604 1,183,403
Community Food Membership income:
Total deferred income at 01 July 2022
Amounts received in the year
Amounts credited to statement of fnancial activities
Community Food Membership -
deferred income at 30 June 2023		 1,183,403
2,008,290
(837,089)
1,354,604		 913,413
739,715
(469,725)
1,183,403

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 2023 79

CONTENTS

20. MOVEMENT IN FUNDS

20. MOVEM ENT IN FU NDS
At 01/07/22 Prior year Net At 30/06/23
£ adjustment movement £
£ in funds £
Unrestricted funds
General fund 1,041,150 (189,752) (342,906) 508,492
Designated fund - Input
VAT reclaim to be used for
Community Food Members
11,984		 - - 11,984
1,053,134 (189,752) (342,906) 520,476
Restricted funds
Leicester City Council 2,464 - - 2,464
Central England Co-op 1,408 - (310) 1,098
Asda funding (via FSUK) 55,609 - (19,574) 36,035
FareShare UK 159,370 189,752 (73,629) 275,493
Fixed assets 31,285 - (2,428) 28,857
Wrap 45,720 - (4,227) 41,493
EUROFINS 2,184 - (1,180) 1,004
Coventry University 2,500 - (2,500) -
Card Factory Foundation 1,666 - (825) 841
Birmingham Voluntary
Service Council - - 14,465 14,465
Nottingham City Council -
Transport Strategy - - 13,081 13,081
NCC Household Support Funding
-		 - 34,021 34,021
302,206 189,752 (43,106) 448,852
Total funds 1,355,340 - (386,012) 969,328

80 FareShare Midlands Annual Report and Statements 2023

MOVEMENT IN FUNDS CONTINUED

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

Incoming Resources Movement
resources £ expended £ in funds £
Unrestricted funds
General fund 2,635,147 (2,978,053) (342,906)
Restricted funds
Central England Co-op 4,499 (4,809) (310)
Asda funding (via FSUK) (19,574) (19,574) (19,574)
FareShare UK 337,635 (411,264) (73,629)
Restricted to geographical region 190,785 (190,785) -
Holiday Hunger programme 25,035 (25,035) -
Fixed assets (2,428) (2,428) (2,428)
Wrap - (4,227) (4,227)
Birmingham City Council 78,297 (78,297) -
EUROFINS - (1,180) (1,180)
Coventry University - (2,500) (2,500)
Muslim Hands 60,000 (60,000) -
Card Factory Foundation - (825) (825)
Nottingham City Council 38,668 (38,668) -
Birmingham City University 11,475 (11,475) -
Birmingham Voluntary Service Council
66,246		 (51,781) 14,465
Maximus UK 8,600 (8,600) -
Nottingham City Council -
Transport Strategy 14,697 (1,616) 13,081
Big Give Christmas Appeal 37,500 (37,500) -
NCC Household Support Funding 34,021 - 34,021
Nottingham City Council -
Funding for food purchases 60,000 (60,000) -
967,458 (1,010,564) (43,106)
Total funds 3,602,605 (3,988,617) (386,012)

FareShare Midlands Annual Report and Statements 2023 81

CONTENTS

MOVEMENT IN FUNDS CONTINUED

Comparatives for movement in funds:

At 01/07/21 Prior year Net At 30/06/22
£ adjustment movement £
£ in funds £
Unrestricted funds
General fund 1,081,666 (189,752) (40,516) 851,398
Designated Fund -
Input VAT reclaim to
be used for
Community Food Members
40,592		 - (28,608) 11,984
1,122,258 (189,752) (69,124) 863,382
Restricted funds
Leicester City Council - - 2,464 2,464
Central England Co-op - - 1,408 1,408
Asda funding (via FSUK) 72,762 - (17,153) 55,609
FareShare UK 91,030 189,752 68,340 349,122
Fixed assets 45,137 - (13,852) 31,285
Wrap 49,375 - (3,655) 45,720
EUROFINS 3,364 - (1,180) 2,184
Coventry University 2,500 - - 2,500
Muslim Hands 80,000 - (80,000) -
Card Factory Foundation - - 1,666 1,666
344,168 189,752 (41,962) 491,958
Total funds 1,466,426 - (111,086) 1,355,340

82 FareShare Midlands Annual Report and Statements 2023

MOVEMENT IN FUNDS CONTINUED

Comparative net movement in funds, included in the above are as follows:

Incoming Resources Movement
resources £ expended £ in funds £
Unrestricted funds
General fund 2,478,772 (2,519,288) (40,516)
Designated Fund- Input VAT
reclaim to be used for
Community Food Members - (28,608) (28,608)
2,478,772 (2,547,896) (69,124)
Restricted funds
Leicester City Council 2,976 (512) 2,464
Central England Co-op 35,686 (34,278) 1,408
Asda funding (via FSUK) - (17,153) (17,153)
FareShare UK 270,357 (202,017) 68,340
Restricted to geographical region 59,998 (59,998) -
Holiday Hunger programme 63,017 (63,017) -
Fixed assets - (13,852) (13,852)
Wrap - (3,655) (3,655)
Birmingham City Council 34,475 (34,475) -
EUROFINS - (1,180) (1,180)
Muslim Hands - (80,000) (80,000)
DCMS 60,000 (60,000) -
Card Factory Foundation 2,500 (834) 1,666
Nottingham City Council 32,530 (32,530) -
Thomas Farr Charity 3,000 (3,000) -
Jones 1986 Trust 10,000 (10,000) -
Greater Healthcare for the Community
270		 (270) -
574,809 (616,771) (41,962)
Total funds 3,053,581 (3,164,667) (111,086)

FareShare Midlands Annual Report and Statements 2023 83

CONTENTS

MOVEMENT IN FUNDS CONTINUED

The restricted funds are held for these purposes:

Leicester City Council

Monies received towards cycle to work facilities.

Central England Co-Op

Re-distribution of store level surplus food.

Asda funding (via FSUK

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

Restricted to geographical region Restricted to tackling hunger in specific areas.

Big Lottery (via FSUK)

Growth and Development/Sustainability.

Holiday Hunger programme

Tackling Holiday Hunger.

Fixed Asset Fund

This represents all capital items purchased pre-June 2020 in line with restrictions imposed on the respective incomes used to fund them.

WRAP

Industrial Chillers and Freezers at Nottingham and Birmingham sites.

EUROFINS

Developing our reach into new area in the West Midlands.

Coventry University

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

Muslim Hands

OTHER FINANCIAL 21. COMMITMENTS The charitable company has the following commitments due as follows:

2023 £ 2022 £ Leasehold Property In one year 78,917 137,250 Two - five years 99,292 179,083 178,209 316,333

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

FareShare UK

Monies received for the purposes of Food Distribution.

Covid-19 Response

Used to provide increased services in response to the Covid-19 Pandemic.

Birmingham City University

Monies used to compensate for Placements for Trainee Nursing Staff.

Birmingham Voluntary Service Council

Monies used to pay for Employability in respect of the Elevate Scheme.

Maximus UK

Monies used to pay for Employability in Nottingham.

Nottingham City Council - Transport Strategy

Funds used to pay for the Cycle to work facilities.

Big Give Christmas Appeal

Monies received towards distributing food at Christmas time.

84 FareShare Midlands Annual Report and Statements 2023

22. 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. Simone Connolly, the CEO of FareShare Midlands, is also a trustee of FareShare UK.

There were payments to FareShare UK for the following:

There was income from FareShare UK as follows:

There was income from FareShare UK as follows:
Christmas Innovation funding
Fuel grant
Health and safety funding
Meal production project		 2023 £
14,500
117,924
25,993
65,304		 2022 £
-
-
-
-
Funding towards capital expenditure
Collection of stock from FareShare UK		 97,935
14,875		 100,124
50,495
Provision of support to FareShare East Anglia 192,938 379,696
Other funding
PCP income
Asda funding		 233,109
-
-		 66,076
8,951
-
Big Lottery funding 11,774
Funding for merger - -
Sainsbury’s Easter Partnership funds 11,571
Freezer Purchases for Community Food Members 22,500
Black History Month Project- Food purchases 75,544
Sustainability grant 50,000
Central England Co-op Christmas Partnership funds 125,000
Central England Co-op Summer Fairtrade banana promotion funds 31,874
Central England Co-op Halloween promotion funds 2,358
Central England Co-op Easter Partnership funds - -

There was a net balance owed by FareShare UK at 30 June 2023 of £74,842 (2022 - £127,978).

FareShare Midlands made a payment of £2,500 (2022: £6,250) to South Oxfordshire Food and Education Alliance from the Central England Co-op donations received to support their operations.

RELATED PARTY DISCLOSURES (CONTINUED)

Furthermore, FareShare Midlands made a payment of £NIL (2022: £15,577) to FareShare Yorkshire to support their operations.

A further payment of £2,500 (2022: £12,500) was made to FareShare Yorkshire and South Midlands in respect of their share of the Central England Co-op Christmas Partnership funds.

The total employment benefits of the key management personnel of the charity were £62,738 (2022 £59,640).

There were payments totalling £3,121 (2022: £4,590) made to Leigh Chapman, a related party, for repairs and maintenance work. Leigh Chapman is the partner of Simone Connolly who as noted is CEO of the charity.

FareShare Midlands Annual Report and Statements 2023 85

CONTENTS

23.

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 £64,964 (2022: £54,903).

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.

The CWPF annual financial statements to 31 December 2022 show an ongoing surplus of £3.8m.

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, carried out at the next CWPF valuation date, 31 December 2022 has not yet been completed.

LIMITED BY 24. 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.

86 FareShare Midlands Annual Report and Statements 2023FareShare Midlands Annual Report and Statements 2023

WE ARE PUTTING IN PLACE A SERIES OF PLANNED INTERVENTIONS TO HELP US GET FOOD TO WHERE IT IS NEEDED ACROSS OUR REGION

CONT ual nd Statements 2023 87 Ireshare

88 HOMEFareShare Midlands Annual Report and Statements 2023

Midlands

GET IN TOUCH

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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