2025-06-30-accounts

1

==> picture [200 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
----- End of picture text -----

Midlands

Annual Report and Financial Statements

Year ended 30 June 2025

FareShare Midlands, company number: 07575440 Registered charity number: 1146847

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

2

Midlands 4FareShare

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

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 3

Contents

Trustees’ Independent Report Auditor’s Report

04

Cash Flow Statement 56

42

Financial Activities Statement

48

Balance Sheet

52

Notes to the Financial Statements

60

4 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Trustees’ Report

MESSAGE FROM CHAIR, VINCE CRAIG

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 2025.

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).

As Chairman of FareShare Midlands, it is my privilege to reflect on the past year’s achievements, challenges, and the unwavering commitment of our team, partners, and supporters. The 2024/25 financial year has been a period of resilience, innovation, and growth, as we continued to tackle food insecurity and reduce food waste across the Midlands.

Despite a challenging economic climate, FareShare Midlands has made significant strides in fulfilling our mission. This year, we distributed nearly 5,000 tonnes of surplus food, equivalent to 11.2 million, to charities and community groups supporting vulnerable individuals. This achievement underscores our dedication to ensuring that no good food goes to waste while addressing the growing demand for food support. Our financial performance, while impacted by external pressures such as rising operational costs, has been carefully managed. Strategic actions, including streamlining logistics and fostering new partnerships, have positioned us for sustainable growth in the years ahead. We are proud to report that we can still claim that for every £1 donated to FareShare Midlands supports the delivery of 4 meals to those less fortunate living in communities across the Midlands.

The cost-of-living crisis has placed immense pressure on the communities we serve, as well as on our own resources. However, through the dedication of our team and the generosity of our supporters, we have navigated these challenges with determination. We remain steadfast in our commitment to adapt and innovate to meet the evolving needs of our beneficiaries.

I extend my heartfelt gratitude to our staff, volunteers, trustees, donors, and partners. Your unwavering support and belief in our mission have been the at the heart of the difference we have made.

2025/26 will be a progressive year for FSM. With investment into a new 23,000 square foot warehouse in Birmingham, funded by the Sir Peter Rigby Charitable Trust, and the establishment of high-end commercial and training kitchens FSM has greater opportunities to support individuals through expanded employability programmes.

I am proud to continue in my role of Chair where I can support our CEO and the Senior Leadership Team in their efforts to ensure that FSM can be as successful as it can be leading a more complex and larger organisation and at a time where need for our services continues to be in great demand. Together, we are building a future where no one goes hungry, and no food is wasted.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 5

As we move forward, our focus will be on deepening our impact, expanding our reach, and strengthening our financial sustainability. Key priorities include:

Growing our partnerships with food suppliers and donors

Enhancing volunteer recruitment and retention

Advocating for systemic change to address the root causes of food insecurity, skills shortages and unemployment

6 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

MESSAGE FROM CEO, SIMONE CONNOLLY

This year FareShare Midlands continued to make a significant difference to our communities, our planet, and to hundreds of individuals seeking support and development to help them move closer to securing employment through our dedicated Employability Programmes.

We rescued enough food to help make over 11 million meals by our network of over 650 members across the vast Midlands region which spans from the Welsh Borders to the East Coast.

Whilst children and families across the Midlands go without food there’s over 4.6 million tonnes of good, edible food being wasted across the food supply chain which is enough to make a staggering 10 billion meals per year.

Over 85% of our members continue to be based in some of the most deprived communities in the country. In some areas over 50% of children are growing up in households where income levels are below the required amount to afford essential items such as food.

These children start life off disadvantaged leading to poor attainment and academic success and in many cases low paid work and even unemployment which means that they remain disadvantaged throughout their lives.

Through our charitable activities we can provide relief to families and children struggling to afford to eat good food.

Our mission to ensure that no one goes hungry when there is food being wasted, no child goes to school on an empty stomach, and where vulnerable people are supported to join or rejoin the workforce is as relevant as ever. We look forward in 2025/26 to setting a strategy for growth that allows us to reach and support more people in need across the Midlands. We also look forward to growing our network of supporters who want to be on the journey with us.

ES i ee FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 ry 7 Our SkillsShare programmes welcome people from all walks of life and abilities who are looking to improve their employment prospects by gaining the confidence, skills and experience they need to ne reach their goals and aspirations as ae

8 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

5,420

tonnes of surplus food was received for redistribution, helping to save 10,827

tonnes of Co2 and a commitment to reducing unnecessary food waste and of zero food to landfill

OBJECTIVES AND ACTIVITIES

Objectives and aims

FareShare Midlands refers to this charity (charity registration No 1146847). The FareShare Midlands network comprises of seven warehouses that redistribute surplus food to front-line charities and community groups - our Community Food Members (members) across the Midlands region. FareShare Midlands also runs employability programmes at all three operating locations to help people get the skills needed for them to move closer to employment.

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, a deed of trust, and constitutes a limited company,

limited by guarantee, as defined by the Companies Act 2006.

FareShare Midlands relies on FareShare UK to source food from National Food Suppliers and operate 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 members and the equivalent number of meals provided by the members from the food they receive from us. The financial statements refer to FareShare Midlands exclusively.

Employability – we have supported 875

people across our schemes in 2024/25

Volunteering opportunities – we would like to thank all who give their time voluntarily and have contributed

62,736

hours during the year

Local food sourcing accounted for over 27%

of our total food saved in 2024/25

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 9

From mobile pantries to corporate growth, community action to strategic partnerships - the road ahead is full of promise

Significant activities

A year of growth for our skills development programmes

To respond to the growing unemployment and skills shortage crisis that the West Midlands faces (youth unemployment is the highest in the country at 17%) we launched our SkillsShare Skills and Development programme in September 2024. Launching a brand to help promote our activity in this key area has been a positive and confident step forward in our efforts to ensuring that FareShare Midlands is recognised as an employability and skills provider as well as the region’s largest surplus food redistribution charity.

Through our various SkillsShare employability programmes throughout the year we supported 875 people to either find employment for the first time or after a long period of unemployment, or on the right pathway to securing sustainable employment. This is an increase of 25% from 2023/24.

Our SkillsShare programmes welcome people from all walks of life and abilities who are looking to improve their employment prospects by gaining the confidence, skills and experience they need to reach their goals and aspirations.

The start of something special coming to Birmingham - the Coronation Food Project and the Sir Peter Rigby Coronation Food Hub

Unemployment in some areas in the Midlands and notably Birmingham is the highest in the country at 17% compared to national average of 4.7% (April to June 2025 ONS) so the need for solutions to tackle unemployment and help people into work is critical. That is why we were delighted that Birmingham was chosen as a city to be part of the Coronation Food Project providing an opportunity for FareShare Midlands to scale up its operation and in particular our programmes and support to help disadvantaged people into work.

The Coronation Food Project, inspired by His Majesty King Charles, was created to re-imagine our supply chains and fundamentally reduce food waste. By working together with the food industry, the project’s aims are to solve two problems at once: tackling waste and reducing hunger.

The project was launched by The King and Queen in November 2023 and in October 2024, FareShare Midlands was chosen as the delivery partner of the Coronation Food Hub in Birmingham with very generous funding of £2 million to support the creation of the hub and 3 year incremental operational

costs which is being provided by The Sir Peter Rigby Charitable Trust. Sir Peter Rigby and the Charitable Trust are the first sole investor into a Coronation Food Hub and therefore it was entirely appropriate to name the hub The Sir Peter Rigby Coronation Food Hub.

Located in Gravelly Park, Birmingham, the 23,000-squarefoot warehouse will be the largest charitable surplus food redistribution hub in the country. FareShare Midlands currently redistributes surplus food to 650 charities, supporting over 60,000 people each week. The new hub will double redistribution capacity across the Midlands, with the ambition of doubling the number of meals supplied by 2028. This 100% growth target can only be achieved thanks to the investment from The Sir Peter Rigby Charitable Trust.

Beyond food, the hub will be a centre for employment and skills. It will provide training in warehousing, catering, and hospitality, supporting hundreds of people into sustainable work. A high-spec commercial and training kitchen will also allow FareShare Midlands to help charities and individuals make better use of surplus food, while offering space for local businesses to hire. In addition, modern conferencing facilities will be available for company meetings and away days, with all income reinvested to support food redistribution activity.

10

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

a 7 = | \Raclii It’s charities and community-led groups, like FareShare, that are 4 prepared to roll up their sleeves and work tirelessly to support the people of our region.

Richard Parker, Mayor of the West Midlands

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 11
----- End of picture text -----

Funding

Like many charities, FareShare Midlands, has found raising funds to support the delivery of our work increasingly more challenging. Local authorities across the Midlands have entered into receivership meaning less local government funding and other trusts and foundations finding themselves overwhelmed with applications for support. Despite the challenges, donated income from trusts, businesses and from the general public made our work possible with over £500,000 being raised. Enormous thanks to all who have given so generously.

A visit from the Mayor of the West Midlands, Richard Parker

West Midlands Mayor Richard Parker backed the work carried out by Fare Share Midlands during a visit to our Birmingham warehouse.

During the visit, the Mayor learnt about how FSM addresses food insecurity and food waste, while also providing life-changing employability opportunities to jobseekers across the region.

During his visit, Mr Parker learned how surplus food is collected, sorted and distributed by a dedicated team of staff and volunteers.

He also explored FareShare Midlands’ innovative SkillsShare Employability Programmes, designed to help individuals gain qualifications and find stable employment in a range of industries including warehousing, logistics and food production.

Mr Parker has made ‘Jobs for Everyone’ one of his key priorities, focusing on investing in skills, training and apprenticeships to ensure people have access to wellpaid jobs.

FareShare Midlands plays a crucial role in this mission by equipping jobseekers with essential skills and linking them to employment opportunities.

Funded by the UK Government through Birmingham City Council’s Pure Project, the I-Can programme provides tailored support, including CV writing, interview coaching, work experience, accredited qualifications, and forklift truck training provided by our training partner Challengetrg Skills Ltd.

The Mayor says:

It is a crime that so much food is wasted in our region while families are going hungry.

FareShare Midlands is tackling these twin crises head-on - helping to alleviate poverty, cut food waste, and give people the skills and confidence they need to get into good jobs.

It’s charities and communityled groups, like FareShare, that are prepared to roll up their sleeves and work tirelessly to support the people of our region.

Unemployment, particularly among young people, is a pressing issue for the West Midlands, with rising costs of living exacerbating financial hardship and food poverty.

12 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Case study

OT FOOD CLUB COMBATING FOOD WASTE

The Food Club built on positivity and acceptance: OT Fundraisers

Nestled in the heart of Hucknall, Nottinghamshire, is a community hub buzzing with activity.

OT Fundraisers was established in 2017 by Lynne and her son, Owen. In June 2022, the organisation was approached by Ashfield District Council to set up a food service for local people, and the OT Food Club was born.

Food

OT Food Club is a warm and welcoming space that opens its doors to anyone needing extra support. They offer a membership scheme for £1 a year, allowing individuals and families to collect bags of surplus food for as little as £3.50 a week.

Despite operating for just over two years, they've grown from an initial 25 members to now supporting 450 members, a number that continues to increase every month, according to Lynne, the Director.

As a Community Food Member During the winter months, OT of FareShare Midlands, the Food Food Club experiences a surge Club receives large quantities of in demand, with an expectation surplus food every week. The Club of giving out at least 40 pallets’ prides itself on its ability to use any worth of food in 2025 - but the form of surplus food it receives, OT Food Club is able to provide which allows them to save almost much more than just the food. 2 tonnes of food every week! They also support those facing homelessness through the ‘OT In addition to providing food parcels, the OT Food Club team Thread Shed’, where they collect also supports a local church by clothing and supplies for the providing food for its community homeless, wool for OT knitters, meal where its cooked into and kids clothing and toys for delicious and warming meals for the community. They work with 34 families to enjoy each week. local charity, Emmanuel House, to help people access housing and shelter. The Club also engages Community with local councils, organisations Through the Food Club, OT and career advisors to provide Fundraisers has built a kind and their beneficiaries with all-round caring community. The open and support.

Through the Food Club, OT Fundraisers has built a kind and caring community. The open and honest approach Lynne and her team bring to the club means that service users feel safe discussing issues beyond food access. OT Food Club has found great success through their FaceBook page, where their community are able to share recipe ideas, cooking tips and offer advice freely.

The Food Club’s efforts don’t stop there. Lynne and the team also organise and attend events throughout the year to ensure their community has access to fun activities, crafts and food. In 2025, they had a spook-tastic Halloween event and three Christmas events.

At FareShare Midlands, we are incredibly grateful for organisations like OT Food Club and their remarkable work supporting their community

==> picture [53 x 31] intentionally omitted <==

----- Start of picture text -----
iy +
Xe fp v v
----- End of picture text -----

A service user expressed FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 13 iy + their gratitude for OT Food Xe fp v v Club, sharing that the Club helped them re-enter the workforce:

It’s not just about saving good quality food from waste, not just about making the cost of living more affordable but now thanks to OT and community projects offering (free in my case) career support, I now have a job for the first time in 3 years.

Lynne says:

The food has a massive impact and it’s so heartwarming to be able to make a difference - there are no words for it, really.

We offer advice, signpost to organisations that can help, and most importantly, just spend time listening and hearing their problems. We do whatever we can to help, and people are so grateful.

Our FaceBook connection has helped our service users understand how to handle surplus food they may have never seen before, and we’ve found we’re able to educate through food. Lots of people have learnt how to cook or gained new cooking skills. For example, we explained how to pod peas not too long ago and that it was a great activity to get kids involved in too.

During our first winter, we distributed 16 pallets of surplus food over the Christmas fortnight. Last year, that increased to 35 pallets, and this year we’re expecting to give out at least 40 pallets’ worth of food.

A lot of organisations close over Christmas, but we couldn’t do that, it’s an emotional journey but we have to be ready to react and be on-hand when people need us.

14 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Case study

How Sutton on Sea Community Larder is supporting an entire village

The Sutton on Sea Community Larder was born out of necessity during the COVID-19 pandemic, set up to provide food parcels and essential shopping for those in need. But today, it’s more than just a food bank - it’s a lifeline for a struggling community.

In addition to food, the Larder offers a range of valuable services, including clothing, a baby bank, a school uniform bank, toys and even pet food. Recently, they’ve also installed a community fridge in their car park, ensuring people have easy access to fresh food. The Larder even provides a “warm space” for locals to gather, particularly vital during the colder months.

Each week, over 120 food parcels are distributed to a wide range of people: families, the elderly, those living alone, individuals with disabilities, people experiencing homelessness, and women escaping domestic violence. For many, it’s a lifeline. Steffi, who runs the Community Larder, sees first-hand the devastating impact of the cost-of-living crisis.

A village in need

Sutton on Sea may seem like an idyllic holiday destination along the Lincolnshire coast, but for many of the locals, life is far from easy. Seasonal employment means that jobs dry up between November and March, leaving many out of work for months.

To make matters worse, public transport is limited, with many bus services cancelled during COVID-19 and never reinstated. Without reliable transport, many residents are unable to travel to affordable shops, pushing the price of essentials even higher.

FareShare Midlands: A lifeline for the community

Thanks to FareShare Midlands, the Sutton on Sea Community Larder is able to stock essential items that make a real difference in people’s lives, yet despite the difference the Larder makes, many people still feel ashamed to ask for help.

Steffi says:

The cost of living is still a problem, Rents have gone up; gas, electric, everything’s gone up. We have a lot of elderly people here, and means-testing the winter fuel payments is having a huge impact. Many are just a couple of pounds over the Pension Credit threshold, and they’re having to choose between putting on the heating or doing the weekly shop.

From FareShare, we get things like burgers, sausages, fruit and veg, tins of beans, sweetcorn, and pasta - and recently there were frozen chickens. The ready meals are great for the older

people, and I always try to add some tinned vegetables into their parcels. For families, I pack more child-friendly items like meatballs and hot-dogs. And everyone gets a packet of biscuits-they need a little treat.

We set aside any sweets for Halloween, and anything like meat, gravy, mince pies, Christmas puddings or custard goes straight to my Christmas stock. I prepare 125 Christmas parcels every year.”

There’s a lot of shame around using a food bank, it’s not an easy decision for anyone. Some are still suffering the effects of COVID-19, with many people feeling isolated

and fearful. We’ve got a couple who haven’t left their house since COVID-19. They were shielding, and they’ve never been out since. We prepare a full parcel for them every week. About once a month, they send an email saying thank you. You can’t imagine the difference it makes to them.

I’ll just say FareShare Midlands is a right help, and I don’t know how I’d cope without you, to be honest. When there was a chance the food might stop, I went into panic mode. I knew we could get some money from the council, but it wouldn’t last long enough. If it weren’t for FareShare Midlands, I’d have been closed a long time ago.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

15

The Sutton on Sea Community Larder is clear about the impact FareShare Midlands has on them - and on the entire community - without FareShare Midlands they wouldn’t survive

16 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

OBJECTIVES AND ACTIVITIES

An environmental charity

FareShare Midlands is an

environmental charity, preventing food from being wasted and putting surplus food into the mouths of people who most need it. In the UK, over a quarter of all the food grown is never eaten. This wasted harvest accounts for 6-7% of our country’s total greenhouse gas emissions. Buying food and giving it away has its advantages, but helping the environment is not one of them. There is a pressing environmental argument to divert surplus food to local communities, beyond the more obvious social benefit that can be achieved.

Food production is a major contributor to climate change. One-third of all emissions arise from food production, yet we waste approximately a third of all food grown. WRAP (Waste and Resources Action Programme) estimates that if all of the available edible surplus food in the UK was redistributed instead of being wasted, the volume of carbon emissions avoided from that alone would enable the UK to achieve its goal of becoming Net Zero by 2030.

Equality, diversity and inclusion (EDI)

We are passionate about EDI and remain committed to building an inclusive organisational culture. We set high standards regarding working with, listening to, and supporting people from all communities. We recognise that to achieve this we need to acknowledge where we are not doing enough and invest in understanding the issues and how we can improve.

Our EDI Policy sets out our commitment to promoting equality for all and guarding against discrimination because of ethnicity or any other protected characteristic. This commitment informs our approach to recruitment, selection, training, development, promotion, and retention. Senior team members have broadened their learning through relevant training and continue to work on our EDI action plan - a key theme of our three-year People and Culture Strategy. We also support and encourage other staff members to attend diversity and inclusion training.

Health and wellbeing of staff

We remain committed to ensuring that our staff don’t work excessive hours and, if appropriate we support staff to adopt a more flexible working routine that is considerate of personal circumstances. Every year we prepare an in-depth HR report that takes into account factors such as EDI, wellbeing, benefits and remuneration and sickness absence. We’re pleased that we again scored above the sector average in all categories with the exception of remuneration as this is driven down by the high number of industrial roles at FSM compared to other charities.

We remain members of Mindful Employer Plus, a UK-wide wellbeing support initiative that provides managers with easy access to information, advice, and training to support staff experiencing stress, anxiety, depression, and other mental health conditions. The scheme is also available to all employees and offers a confidential staff helpline available 24 hours a day, 7 days a week.

By accessing the surplus food which exists in the Midlands and getting it to people rather than it be disposed of lower down the waste hierarchy FareShare Midlands is playing a significant role in the UK’s climate ambitions.

• FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 Co OP ae er ’ 17 ee Peerng sting tP tdi,peeos) ree seeae 3,7 jet;= =4, ae : Our mission has never been more f al‘te e = =in aB= ia ertoe ak.re . = . agete“etryik_——eee¥ tte.aneQfinwel iat”Saintag“ leTYerebaie]fo.syThey , a‘a a 9 >onoaototiefad =: aeoei ena1 — ee, ‘ i. he a eal ces ina i 7 1 heke oe Sintik 4 gt ae = é , ial al relevant than it is now, as the cost of 7 = ee t+ a Seas ar oe “Pine -. i living crisis continues to put pressure iC ="sett eS— teeeSeteteh P e et oe eit ee 4 2 in cM re,eal ee see fg 4. on families, with 4.3 million children eS= —" a = htae Pte rinrever.reelFeePeSetPe atPeelSeeeeeeeeeee adieal .eeE: ' —~Uees,hen ae.= era + eeOeoeeeea,eete eeeg threSe elPrereelee ieeeee * iges : Fri ——eriehae . eed‘ i a ee= tei eeePgae eePeog e e Peaeeee Ee nl ap a . Hy living in poverty and food insecurity aa 7 = ae er Pe he Pe eee oe ew ee ee te = = oe Pe ie ra Pee erg re : in the UK, and 1 in 4 teachers bringing ‘ . ‘ — ai+ <naeeyettad egaieSay aneseae“a i : ; : tefeeeeeee ee©te geotfnreal Oea ee reeereon , food in to support hungry children = ? ee il ri rs Tid=oo eePPae ae ,aeeeaee SFCaeyor. Pts taiSS nme“«.,

Our Purpose is to fight hunger, tackle food waste and create opportunities

Our Vision is a Midlands region where no-one goes hungry when there is food being wasted, no child goes to school on an empty stomach, and where vulnerable people are supported to join or re-join the workforce

Our Mission is to maximise the social value of surplus food

Our Values run through everything we do and provide a clear framework for how we approach our work: passion, ambition, respect, collaboration and accountability

18 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

VOLUNTEERING AT FARESHARE MIDLANDS

Every year we are overwhelmed by the continued efforts and support from our dedicated and reliable volunteers.

Our volunteers are the heartbeat of FSM and we are extremely proud that so many people choose FSM as the charity where they give up so much of their precious time to help us deliver our work. During the year we were supported by over 1,900 volunteers who volunteered a combined time of almost 63,000 hours.

The scale of our achievements would not be possible without volunteers. Last year, a recordbreaking 1,978 people stepped up to support us and get much-needed food to those in need - a rise of over 20% on the previous year. Together, they gave us 62,736 hours of their time and helped to redistribute approximately 5,000 tonnes of food, creating over 11 million meals. Based on the national living wage, this time equates to over £717,000. 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.

The contribution of our volunteers has also been recognised at a national level: Tony, a volunteer in our Birmingham warehouse, was awarded Warehouse Volunteer of the Year by FareShare UK, while Celia, a volunteer in our Nottingham warehouse, received an Excellence in Volunteering Award from FareShare UK. These fantastic achievements highlight the extraordinary commitment of those who give their time to support our mission.

Recent volunteering trends in the UK show a complex landscape shaped by increased demand, new expectations from volunteers, and

the impact of economic conditions. Despite these challenges, the number of volunteers we interact with continues to increase every year, but unfortunately not at a rate that meets demand. We particularly struggle with recruiting volunteer drivers, which has forced us to make changes to our model with an increased focus on collections.

We have seen a significant increase in corporate volunteering, with staff from HSBC, Amazon, PepsiCo, National Highways, Experian, and Franklin Ellis joining us during the year. This has the added advantage of establishing partnerships from which the whole organisation can benefit.

We will continue to keep volunteering central to everything we do, adapting to meet changing demands and ensuring we all - staff and volunteers - work side by side to realise our vision of a Midlands region where no one goes hungry when food is being wasted.

The volunteering experience is summarised well by Jane and her son George, who both volunteer at our Leicester warehouse:

I cannot sing the praises of FareShare enough - the staff and other volunteers have been supportive and welcoming to both of us and we both come home tired and also proud that we have been making a real contribution - doing a proper and important day’s work.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 19

Case study

Finding the volunteering role that works for you - Sue’s story

Since September 2021, Sue has played a role in transforming surplus food into hope for communities across the region.

Like many people in retirement, Sue’s volunteering needs to fit around family commitments. With three young grandchildren (aged 2, 3 and 4) who live outside the area, Sue often travels to help with childcare, relieving financial pressure on her children. This balance of family life and volunteering means Sue understands the importance of finding the right role.

Sue’s journey with FareShare Midlands began after she searched online for local volunteering opportunities. The role she discovered as a Warehouse Assistant has done just that - and so much more. Every shift Sue spends at the warehouse helps provide meals for people facing hardship. But Sue has found volunteering has had a positive impact on her life too.

Sue believes that volunteering is a wonderful way to stay active, meet new people, and make a positive contribution to society.

Sue says:

I wanted to find something that gave me focus and allowed me to be of service. The work we do combats food poverty while preventing perfectly good food from going to waste and it’s great to know that the time I spend here directly supports families and individuals who need it most.

For me, volunteering gives purpose - it keeps me active, and I love the social interaction with staff and other volunteers. I’ve met so many interesting and friendly people.

When I was younger, I volunteered with Victim Support while raising my own children. Now I need something that works for me physically and fits around my other commitments - none of my grandchildren attend nursery full-time because of the cost, so I regularly help with child minding.

FareShare is a great organisation as they understand that volunteers often have family commitments that take priority. They offer flexibility and always really appreciate the time that we can give.

If you’re thinking about volunteering, find something that fits with your life. Consider the time and fitness levels required, but don’t let that hold you back. Volunteering gives so many opportunities to meet new and interesting people and feel like you’re making a useful contribution to society.

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
20 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
----- End of picture text -----

ACHIEVEMENTS AND PERFORMANCE

Charitable activities

Like many charities, FareShare Midlands, has found raising funds to support the delivery of our work increasingly more challenging. Local authorities across the Midlands have entered into receivership meaning less local government funding and other trusts and foundations finding themselves overwhelmed with applications for support. Despite the challenges, donated income from trusts, businesses and the general public made our work possible with over £500,000 being raised. Enormous thanks to all who have given so generously.

We would like to recognise Geary’s Bakery, which has donated around 325 tonnes since they started working with us

Local food sourcing

Local food sourcing accounted for over 27% of our total food saved in 2024/25. In terms of tonnage we have seen a drop versus the previous year, with a focus from the team on variety rather than volume to improve our offer to our members. The reduction has also partly come from increased competition in the surplus food distribution sector reducing the total volume available.

We continue to extend our

supplier network by working with new suppliers and strengthening existing relationships. We would like to recognise Geary’s Bakery who have donated around 325 tonnes since they started working with us. 66 tonnes of food was secured in the year from Samworth Brothers, the largest manufacturer of ready meals in the Midlands.

A new supplier into the network, Bernard Matthews, supplied FSM with 50 tons of meat. We also continue to work with valued national food partners in our region such as Amazon and Muller, and local links with the likes of Odd Box, Manor Fresh, Vibrant Foods, Bakkavor & Lineage who have consistently contributed towards our food supply.

As always food safety and compliance has remained a key focus for us and we continue to achieve the highest food safety audit standards across all of our sites.

Fundraising activities

A year of progress, partnership and promise.

The 2024/25 financial year has not been easy. With the cost of living crisis continuing to affect families, businesses, and charities alike, fundraising has been more challenging than ever. Every pound has been harder to raise, and yet the need for our work has only grown.

And still - thanks to the unwavering kindness of our supporters, partners and volunteers - we raised an incredible £544,675. While we didn’t quite reach our re-forecast income target of £785,000, every achievement this year has been hard-won, deeply valued, and a reminder of the power of community.

• £359,484 from trusts and foundations

• £161,502 from corporate partnerships

• £16,294 through individual giving

• £7,395 from community fundraising and events

These aren’t just figures. They represent meals shared with families who would otherwise go hungry. They reflect the trust placed in us by funders and partners. And they show the resilience of a Midlands community that stands shoulder to shoulder with us in the fight against food poverty.

SS ——— FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 21 All staff and volunteers receive induction and x i] 7 1 refresher training, supported . by robust policies, risk - mee , ry assessments, and transparent recruitment practices

Re-imagining fundraising for a brighter 2025/26

The challenges we face are real, but so too is the spirit of the people around us. We see it in every volunteer who gives their time, every business that chooses to partner with us, and every individual who donates what they can.

As we move into 2025/26, we do so with determination, hope, and gratitude. Together, we will continue to turn generosity into action, waste into opportunity, and food into a lifeline for thousands across our region.

Building stronger business partnerships

The Sir Peter Rigby Coronation Food Hub will allow us to welcome businesses of all sizes into the FareShare Midlands family. With bespoke sponsorship packages, volunteering opportunities and impact-driven campaigns, we’re creating new ways for partners to align their values with ours. Notably, the move to Gravelly Park also presents new opportunities to connect with local industry and business leaders committed to social good.

Empowering local communities

We know that change happens best when it’s rooted in the community. That is why we are placing renewed emphasis on grassroots fundraising, inviting volunteers, schools, local groups and individuals to lead creative, local initiatives. We’re developing place-based fundraising models that shine a light on food insecurity hotspots and champion the local people making a difference. Together, we’ll bring fresh ideas to life - from bake sales to sponsored challenges - and turn everyday actions into powerful support.

Growing our network and collective voice

This year, we are proud to be joining regional Chambers of Commerce in both Birmingham and the East Midlands - opening the door to new relationships with businesses and like-minded organisations across the region. These networks will not only support our fundraising ambitions, they will also give us a stronger platform to amplify our voice, share our mission, and grow meaningful, long-term partnerships that can create lasting change.

Alongside this, we are investing in our own way of working. Closer collaboration across our Employability, Community Development, Projects, and Fundraising teams is ensuring that every funding bid, campaign, and event is rooted in the real needs of the communities we serve. This joined-up approach is enabling us to design more strategic, impactful opportunities for supporters to get involved - whether that’s through transformational grant funding, innovative corporate partnerships, or engaging community events that raise both income and awareness.

By strengthening both our external networks and our internal collaboration, we are laying the foundations not just for stronger fundraising, but for deeper impact across the Midlands.

Celebrating supporters and sharing stories

Every supporter, from a monthly donor to a major funder, plays a vital role in what we do - and this year, we’re putting them at the heart of our communications. Our Communications and Stewardship teams are launching tailored engagement journeys to thank, inspire and grow relationships across all channels.

We’re also refreshing our storytelling approach - making space for lived experience, frontline voices, and the real, human impact of every pound raised. Because behind every donation is a story of hope, dignity and shared purpose.

A shared vision for the future 2024/25 reminded us of what is possible when people come together for a cause that matters. And while we continue to navigate an evolving landscape, we do so with renewed focus, incredible momentum and a strong sense of what we can achieve together.

From mobile pantries to corporate growth, community action to strategic partnerships - the road ahead is full of promise. Thank you for being part of the journey so far, and for everything we’ll go on to do together in the year to come.

22 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Donated income from trusts, business and the general public made our work possible, with over £500,00 being raised - enormous thanks to all who have given so generously

Corporate donors, and Trusts and Foundations that made grants and gifts to us last year (>£1,000)

• Reaching Communities

• Ahmadiyya Muslim Youth Association (AMYA)

• Scott Bader Commonwealth Global Charity Fund

• Amazon (Leicester

• Birmingham City Council

• Shallosquare Limited

• Birmingham City University

• Sir John Eastwood Foundation

• Cargill Cares - Lincoln

• The Antonio Carluccio Foundation

• Central Co-operative Limited (CEC)

• The Bates Charitable Trust

• Challenge TRG

• The DMF Ellis Charitable Trust

• Citibank

• The Duke of Devonshire’s Charitable Trust

• Edgar E Lawley Foundation

• The Edith Murphy Foundation

• FareShare UK

• The Evan Cornish Foundation

• Forman Hardy Charitable Trust

• The Eveson Trust

• Fusion 21

• The Fifty Fund

• George Fentham Birmingham Charity

• The Garfield Weston Foundation

• Gowling WLG (UK) Charitable Trust

• The Grace Trust

• Groundwork

• The Hobson Charity Limited

• HSBC

• The J Reginald Corah Foundation Fund

• Ideagen

• Jacksons Recovery

• The Mary Robertson Trust

• Limoges Charitable Trust

• The Maud Elkington Charitable Trust

• Maximus UK

• The Northwick Trust

• Michael Cornish Charitable Trust

• The Patrick Trust

• Millie’s Watch

• The Roger & Douglas Turner Trust

• Muslim Hands

• The Whitaker Charitable Trust

• National Lottery Awards for All

• Unity Trust Bank

• National Zakat Foundation (NZF)

• West Midlands Combined Authority (WMCA)

• Nottingham City Council

• William A Cadbury Charitable Trust

• Nottinghamshire Council (NCC Trade)

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 we comply with the standards as set out in the Code across all our fundraising activities. We comply with the behaviours required by the code and 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 based on relationship fundraising, putting our donors at the heart of what we do to ensure they get the most out of their support to us.

We also want to take this opportunity to thank all the individuals who gave us gifts throughout the year - we have not listed everyone but we thank you deeply for your generosity.

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 23
----- End of picture text -----

24 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Case study

Franklin Ellis Architects bring team spirit through corporate volunteering with FareShare Midlands

After discovering FareShare Midlands through a mutual connection, Nottingham-based architecture practice, Franklin Ellis Architects, saw a unique opportunity to give back to their local community through corporate volunteering.

Understanding the community

Through regular volunteering days, Franklin Ellis employees have also learned more about the diverse local organisations that rely on FareShare Midlands’ surplus food to support those in need - from grassroots charities to community centres. Beyond their warehouse duties, team members have also connected deeply with the FareShare Midlands community itself.

Kicking off their journey with FareShare Midlands in early 2024, the Franklin Ellis team has become a regular presence at the charity’s depot, supporting the redistribution of surplus food, tackling food waste, and helping local communities facing food insecurity. Their hands-on involvement also strengthens team building and boosts a collective sense of purpose.

But the partnership hasn’t stopped at volunteering. Franklin Ellis has taken their support a step further through fundraising for FareShare Midlands. From workplace events to individual challenges, the team’s commitment is ongoing. Team member Chris Dixon took on the 2025 London Marathon, running in support of the charity: The collaboration between FareShare Midlands and Franklin Ellis Architects demonstrates how corporate social responsibility (CSR) initiatives can benefit both charities and businesses.

Like many who step into a FareShare Midlands depot for the first time, the team was struck by the volume and quality of edible food at risk of being wasted. Raising awareness about food waste and food poverty, the experience has opened eyes.

Jon, Senior Associate at Franklin Ellis, says:

Learning about how FareShare Midlands operates and who it supports was truly eye-opening. It’s not about distributing food past its sell-by date; the charity receives high-quality donations from major retail and manufacturing partners.

The sense of contributing to something genuinely valuable is overwhelming. The atmosphere in the building is vibrant, offering a great opportunity to connect with fellow volunteers. I was surprised by the diverse range of groups that depend on FareShare Midlands for support. The charity provides essential day-to-day assistance that many non-profit organisations unfortunately find themselves needing.

It’s created a sense of fellowship throughout the business, raising funds as a collective way the team can give back.

Mak, team member at Franklin Ellis, says:

It amazed me how much gets thrown in landfill when it could be used for lots of good causes. Really good system put in place to help the community. Should be set up in every city. It was great to work with some fantastic people who were very friendly and welcoming. A welcome change of being on my feet and helping for a really good cause.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 25

Together, we’re proving that fighting hunger, reducing food waste, and supporting local people is not only impactful - it’s also an incredible way to build stronger teams and stronger communities

Tolu, team member at Franklin Ellis, says:

My highlight was meeting all the amazing volunteers that work in the warehouse on a weekly basis. They were really knowledgeable and welcoming.

Chris, team member at Franklin Ellis, says:

I took on the 2025 London Marathon, running in support of FareShare Midlands, and I’m proud to have raised funds to help them continue their amazing work.

26 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Case study

Oliver Tuzzio runs his first London Marathon, raising funds for FareShare Midlands

Oliver knows that many families across the Midlands struggle to access food and essential support and despite the challenges faced while training, Oliver managed to raise an incredible £710 for FareShare Midlands, which will see the equivalent of 2,840 meals distributed to communities in need.

Living and working in Birmingham, Oliver has watched food insecurity rise and more children struggle with poverty. Concerned by these growing challenges, Oliver decided to take action.

Oliver signed up for the 2025 London Marathon, aiming to raise money and awareness for FareShare Midlands. Oliver discovered the charity through his partner who had worked with several charities and recommended FareShare Midlands as one of the charities that make a huge impact.

As the London Marathon was Oliver’s first marathon, he trained whenever he could, even through the cold and wet winter months. To prepare, Oliver followed an intense training regime, mixing gym workouts, outdoor runs, half marathons, interval training, and pace training, all while navigating the busy streets of Birmingham.

Oliver, a dedicated supporter, took on the London Marathon to raise vital funds to support the fight against food insecurity with FareShare Midlands

Oliver says:

It seems like a vicious cycle that can be incredibly difficult to get out of without the right support. It’s awful that so many children in Birmingham and across the Midlands are being failed. That’s why I think it’s important for charities like FareShare Midlands to be there and help those who need it.

People are often left fending for themselves, and there are plenty of stories about parents going hungry to feed their children, and children still being malnourished or hungry when they get to school. Until those in power step up to the plate, we can all do something to make sure families have access to basic necessities.

My partner has worked with several charities and recommended FareShare Midlands as one of the charities that make a huge impact. Training throughout winter was a tough one, but all the training paid off and I reached the finish line in London.

Hopefully by raising awareness and money for FareShare Midlands they’ll be able to continue their great work until change is made.

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 27
----- End of picture text -----

EMPLOYABILITY PROGRAMMES

Our employability programmes have continued to develop and adapt over the past year, attracting new funding and expanding our reach. We have supported people from a wide range of backgrounds and age groups, helping them move closer to employment or training through meaningful, hands-on experience.

These programmes play a vital role in tackling poverty by enabling participants to gain the skills and confidence needed to secure reliable income. We recognise that employment brings more than financial benefits - it builds self-esteem, stability, and stronger communities. By addressing barriers and creating supportive, inclusive pathways, we’re helping individuals sustain long-term employment and contribute to the wider economy.

This year, a key shift has been the increased focus from funders on engaging economically inactive individuals. While this has presented new challenges, it has also reinforced the importance of our work. Many of these participants require more intensive, personalised support, and we’ve responded by adapting our approach to ensure they are given the tools and encouragement needed to take positive steps toward employment.

People like Mohammed

We met Mohammed during an outreach visit and with encouragement from our team, he joined one of our programmes. Together, we identified his goals, created a CV, and enrolled him in accredited training. He completed Level 2 Health and Safety and Food Hygiene, then successfully gained his Forklift Truck licence.

After work experience at our Nechells depot, where he showed strong commitment and enthusiasm we connected him with a local employer for a Forklift Truck Driver interview. Impressed by his skills and attitude, they offered him the role, and he began full-time work on 2nd June 2025.

Mohammed’s journey shows the power of community partnerships, targeted training, and practical experience in transforming lives. We are proud of his achievements and wish him continued success.

SkillsShare

We have been developing SkillsShare, our growing suite of personal development programmes designed to support individuals on their journey to success. Officially launching in Autumn 2024, SkillsShare brings together a range of funded employability initiatives delivered across the Midlands.

These include our I-Can Programme, funded by the UK Government through the UK Shared Prosperity Fund, which has now been extended into 2026; employability workshops funded by Yorkshire Building Society through our partnership with FareShare UK; and a dedicated initiative funded by the National Zakat Foundation, which provides free training, qualifications, and practical work experience to individuals who have been unemployed for an extended period. This four-week programme includes accredited certifications, a Forklift Truck licence, CV and interview support, and direct connections to employers actively seeking talent.

We are also proud to deliver Fuelling Futures, funded by PepsiCo, which provides free workshops covering Health & Wellbeing, Employability, and Financial Resilience. These sessions, delivered in partnership with community organisations, include tailored one-to-one support to help participants move closer to or into employment, ensuring meaningful and practical outcomes.

Alongside these programmes, we continue to deliver bespoke training and mentoring opportunities that sit within our wider employability offer, ensuring we can meet the needs of people at different stages of their journey into work.

In addition, we have developed a strong partnership with Challengetrg Skills Ltd, a leading training provider for the logistics sector. This collaboration has generated additional income for the organisation and enables us to offer Forklift Truck training from our Birmingham site, complementing our other employability programmes and creating more routes into sustainable employment.

This year a key shift has been the increased focus from funder on engaging economically inactive individuals

28 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 During the year, we redistributed 5,000 approximately

tonnes of food

The surplus food created

11

million meals for charities and community groups

We were helped by over

volunteers who 1,900 supported us to get nutritious food to those in need

Our volunteer support has risen over

20%

on the previous year

Together, our volunteers gave us 62,736

hours of their time

This time equates to over £717,000

based on the national living wage

Without our volunteers, we would have needed around

30

additional full-time members of staff to meet demand

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 29

Case study

A shining example of determination and dedication: Khalid’s job success

Empowering futures: Khalid’s success story through FareShare Midlands’ job support programme

During this period, Khalid made significant progress, fully engaging in a structured development plan aimed at preparing him for a future in Employability Coaching. He successfully met all learning objectives, including:

• Taking initiative and working independently

• Contributing actively in team meetings and with stakeholders

FareShare Midlands first met Khalid at the Villa Park Job Fair on 7th August 2024. Following a positive initial conversation about his goals and career interests, Khalid enrolled in our employability programme and attended his registration session the following week.

At the time, Khalid had recently completed a Level 3 Certificate in Coaching and Mentoring and was eager to transition into paid employment within the UK. Since arriving from Eritrea in February 2022, he had not yet gained work experience in the UK and was actively seeking full-time job opportunities.

In early discussions, Khalid expressed a strong interest in coaching and mentoring roles. To help him gain experience and build confidence, our team explored suitable volunteering opportunities, particularly in administrative positions. We also referred him to Suited for Success, where he received tailored interview preparation support, including guidance on how UK interview practices might differ from those in his home country.

Khalid also engaged with our wellbeing programme, participating in sessions based on

the Five Steps to Wellbeing:

• Connect - building positive relationships and social networks

• Be active - using physical activity to support mental health

• Take notice - practising mindfulness and self-awareness

• Keep learning - gaining new skills for confidence and self-growth

• Give - volunteering and giving back to increase purpose

He became a regular attendee at our weekly Job Club, where he consistently applied for roles that aligned with his coaching qualifications. Through one-to-one mentoring, he shared a growing interest in roles similar to those of our Employability Coaches.

However, a lack of UK-based work experience proved a recurring barrier, with employers frequently citing it as a reason for unsuccessful applications. To help bridge this gap, FareShare Midlands reached out to the Pure team to request permission for Khalid to join us as a Trainee Employability Administrator, supporting our non-Pure-funded programmes. The request was approved, and Khalid began his voluntary placement on 18th November 2024, with an initial contract through to 10th February 2025.

• Shadowing Employability Coaches and gradually leading engagement tasks

• Researching local labour market trends and contacting employers to explore opportunities

Recognising his commitment and continued growth, we extended Khalid’s placement through our Root2Rise Employability Programme. In this advanced phase, Khalid played a pivotal role in supporting programme participants in achieving their Level 2 Health & Safety and Food Hygiene qualifications, as well as securing Forklift Truck Licences. He provided CV support, helped clients prepare for interviews, and offered valuable guidance drawn from his own experiences.

On 4th July 2025, Khalid concluded his time with FareShare Midlands, having secured a new role as an Intervention Worker at Trident. His progression is a shining example of how structured employability support, hands-on experience, and a resilient mindset can lead to meaningful employment and long-term career success.

FareShare Midlands is incredibly proud of Khalid’s achievements and wishes him continued success in this next chapter of his journey!

30 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

MARKETING AND COMMUNICATIONS

FareShare Midlands’ Marketing and Communications team has experienced a year of steady progress and improvement, with significant advancements across multiple channels.

Notably, we saw a remarkable increase in website traffic, with new users rising by nearly 50%, from 29,000 to 44,000, and total page views increasing by 65%, from 58,000 to 97,000. These gains were a direct result of our continued focus on enhancing the website’s content, SEO, performance, and keyword rankings, in collaboration with Oneline Designs.

On social media, our efforts to increase brand awareness and engagement have also paid off. We continued to build on our social media presence across Facebook, LinkedIn, and Instagram, where we saw a steady rise in followers, impressions, and interactions.

Our paid Meta Ads campaigns proved particularly effective, supporting Volunteering, Employability and Fundraising initiatives. Our latest Volunteering Campaign reached over 247,000

accounts and achieved more than 700,000 impressions. This campaign, alongside others, significantly contributed to volunteer engagement, especially in critical roles such as driver recruitment.

Our outreach to local journalists helped address our urgent need for volunteers, especially drivers. This effort resulted in media pieces highlighting our volunteer drivers and member charities in Nottingham and Birmingham. One segment aired twice on BBC East Midlands Today, while another was broadcast twice on BBC Midlands Today. This coverage reached 6 million viewers. In direct response, we received a total of 240 volunteer applications - 140 in the East Midlands and 100 in the West Midlands.

As we look to the future, we remain committed to building on the strong foundation we’ve established this year. Our focus will be on further enhancing our digital marketing efforts, refining our social media strategies, and expanding proactive media outreach to increase brand awareness and support the growth of FareShare Midlands.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 Like many 31 charities, FareShare Midlands, has found raising funds to support the delivery of our work < increasingly

more challenging

FINANCIAL REVIEW

Financial position

FareShare Midlands continued to face challenges like all organisations have in 2024/25, but the hard work done over the previous two years came to fruition with an underlying operational profit for the first time since 2020/21 as well as an overall relatively significant surplus due to the restricted funds received for the new Coronation Food Project, an opportunity of which the organisation are very excited about.

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

There was a significant increase in membership income again with the continued demand for our services across the region. Fundraising still remains key to our continuing expansion of food delivery but continues to be a challenging and competitive area. We do not use fundraising agencies but we endeavour to follow best practice. We are confident that our fundraising activity is appropriate and that we do not seek to target vulnerable people for financial support.

2024/25 was hoped to be a year of stabilisation after last year’s restructure and the previous year’s closure of two of our depots. The cost of living increases continued to filter through into the year but were considerably smaller than the previous year which meant our fee increase for the 2024/25 year was relatively small. However it is

Trustees and Directors V. Craig also the negative impact that the M. Court increases have had on our members S. French that impacts FareShare Midlands B. Lunnon and we continue to monitor that B. K. Yemtsa and offer any assistance we can. The K. Chatrik (appointed 26/10/24) restructure meant teams had to be H. R. Hughes (appointed 26/10/24) more efficient to deliver our service S. Lawson (appointed 29/1/25) and they have risen to the occasion C. McClelland (appointed 29/1/25) tackling various challenges along H. M. Sisson (appointed 26/10/24) the way. C. Swann (resigned 26/7/25) Recognition and support from A. Wilson (resigned 26/10/24) FareShare UK and other key W. Ali (resigned 26/10/24) partners are crucial for us to achieve J. Mark (resigned 16/04/25) continued success and ultimately CEO benefit our members, allowing them to help vulnerable and S. Connolly disadvantaged people. We ensure that we review how we operate and Company Secretary ensure we continue to follow best J. Pearson practice in all areas of our work. Registered office Our Finance Committee who meet 10 Wilson Road, Wigston, Leicestershire LE18 4TP

Our Finance Committee who meet 10 Wilson Road, Wigston, Leicestershire LE18 4TP quarterly review financial risk and budget performance. The Risk Committee and full Board also Registered company number consider and review financial risk. 07575440 (England and Wales Registered charity number Reserves policy 1146847 At 30 June 2025 the total reserves Auditors were £1,504,996 (2024: £741,517), The Rowleys Partnership Ltd made up of £553,760 unrestricted Statutory Auditors reserves and £951,236 restricted Chartered Accountants reserves. Charnwood House, Harcourt Way, Meridian Business Park, Leicester, It is the organisation’s aim to Leicestershire LE19 1WP hold reserves at year end of three months of our operating costs. Bankers Any in excess of this will be invested Co-operative Bank in further advancement of our PO Box 250, Delf House, Southway, charitable objects and especially Skelmersdale WN8 6WT projects that relate to our ability to Lloyds Bank PLC take in more surplus food on behalf 3rd Floor Citymark, of our members. 150 Fountainbridge, For more details of our planned Edinburgh EH3 9PE

For more details of our planned investments, please refer to our aims and strategic plan on page 8.

We remain members of Mindful Employer Plus, a UK-wide wellbeing support initiative that provides managers with easy access to information, advice, and training to support staff experiencing stress, anxiety, depression, and other mental health conditions

32 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

PLANS FOR 2025/26

We will continue to support FareShare UK in their efforts to access and accept more food from across the Food Industry and Hospitality Supply Chain including increasing efforts to access more produce from the farming sector made more possible by the significant grant received from Defra in 2025 which improved our capacity and ability to handle and store more produce.

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

We remain committed to delivering against our strategic aims to:

• Grow the volume of surplus food saved from unnecessary waste

• Reach more vulnerable people across the Midlands and improve access to good to eat food

• Invest in innovation and sustainable solutions to reduce food waste

• Work with business to help with their commitments to deliver against their Net Zero plans and targets

• Support more people into employment or further education/ training through our SkillsShare Employability Programmes.

• Develop our ESG Commitments

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 work together to provide the best solutions for our diverse and disparate communities.

Notwithstanding our plans for growth responding to the increase in demand, we will also ensure that our own people - both staff and volunteers - are at the heart of our decisions and plans. Our People and Culture Strategy sets out our commitments for how FareShare Midlands will be a great place in 2025/26 and beyond.

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 over 1 million children living in poverty in the Midlands. 1 in 4 teachers bringing food in to school support hungry children.

As noted in last year’s report the fundraising landscape remains challenging, and to meet the rising need we are experiencing, we will continue to invest in our Fundraising Team to allow their plans to be implemented. The Team will 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.

A standout development for 2025/26 is the launch of our Mobile Pantry projected, created in partnership with various funders. This is an exciting project and new route to market which will take good food directly into areas where it’s needed most - a bold step in reaching more people and reducing barriers to food access.

Volunteering plans

We continue to face ongoing challenges in volunteering - particularly around recruitment - and our biggest challenge for the coming year will be the opening of our Birmingham Coronation Food Hub, which will bring significantly

==> picture [223 x 32] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 . \ 33
----- End of picture text -----

increased demands for volunteers to support its operation. To meet this, we will continue to work with a wide range of stakeholders, both internal and external, to ensure we have the people we need in place.

We will target recruitment with a particular focus on drivers. We will also continue to seek feedback from our volunteers to ensure we remain a great place for people to give up their time for their community, and to provide opportunities for them to learn and grow.

Employability plans

With youth unemployment in Birmingham the highest in England our continued focus in 2025/26 will be on employability growth across the Midlands, with particular emphasis on the new Birmingham Coronation Food Hub, which will include both a kitchen and a forklift truck training facility on site. These facilities will enable us to transform lives by giving people the skills, confidence, and qualifications they need to step into meaningful employment. For those we support, this opens the door to brighter futures; for us as an organisation, it strengthens our sustainability by generating vital additional income and attracting new volunteers to our mission.

Marketing and Communications plans

Our focus will be on further enhancing our digital marketing efforts, refining our social media strategies, and expanding proactive media outreach to increase brand awareness and support the growth of FareShare Midlands and our ability to grow our impact and realise our ambitions.

Coronation Food Hub and a year of growth for FareShare Midlands

FareShare Midlands was chosen as the delivery partner of the Coronation Food Hub in Birmingham with very generous funding of £2 million to support the creation of the hub and 3 year incremental operational costs which is being provided by The Sir Peter Rigby Charitable Trust. Sir Peter Rigby and the Charitable Trust are the first sole investor into a Coronation Food Hub and therefore it was entirely appropriate to name the hub The Sir Peter Rigby Coronation Food Hub.

Located in Gravelly Park, Birmingham, our 23,000-squarefoot warehouse will be the largest charitable surplus food redistribution hub in the country. The new hub will double redistribution capacity across the Midlands, with the ambition of doubling the number of meals supplied by 2028.

Felix Project merger

In September 2025, a merger was announced between Fareshare and the Felix Project, with the two uniting to form a bigger and more ambitious organisation with greater national impact.

FareShare Midlands anticipate no significant impact on its operations or the network structure and are excited about the potential of this new entity. We will work with the new organisation to help support FareShare Midlands increase our impact against our charitable aims and our mission to redistribute surplus food and supporting vulnerable communities across the Midlands

In 2025/26 our growth ambitions made possible by the increase in operational capacity will mean we can:

Save an additional

525

tonnes of food from going to waste

Which will equate to an additional

1.2

million meals being created for people in living in poverty in deprived communities across the Midlands

Beyond food, the new hub will be a centre for employment and skills. It will provide training in warehousing, catering, and hospitality, supporting hundreds of people into sustainable work. A high-spec commercial and training kitchen will also allow FareShare Midlands to help charities and individuals make better use of surplus food, while offering space for local businesses to hire.

34 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

STRUCTURE, GOVERNANCE AND MANAGEMENT

Governing document and constitution

FareShare Midlands is a Midlandsbased charity that redistributes surplus food to charities and community organisations tackling hunger and poverty. Through dedicated employability programmes FareShare Midlands provides opportunities for individuals to develop skills and experience to help them secure employment.

• Our purpose is to fight hunger, tackle food waste and create opportunities

• Our mission is to maximise the social value of surplus food

• Our vision is a Midlands region where no-one goes hungry when there is food being wasted, no child goes to school on an empty stomach, and where vulnerable people are supported to join or re-join the workforce

• Our values run through everything we do and provide a clear framework for how we approach our work: passion, ambition, respect, collaboration and accountability

Charitable objects

The charitable objects of FareShare Midlands are set out in the Articles of Association:

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

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

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

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

Despite a challenging economic climate, FareShare Midlands has made significant strides in fulfilling our mission

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 35
----- End of picture text -----

PUBLIC BENEFIT

Z ad We want to thank all the individuals who gave us gifts throughout the year - we thank you deeply for your generosity _

We are pleased to be able to demonstrate our public benefit as follows:

1. The supply of food to those at risk of food insecurity as shown in the figures on page 17.

2. Volunteering opportunities - we would like to thank all who give their time voluntarily and have contributed 62,736 hours during the year.

3. Employability - we have supported 875 people across our schemes in 2024/25.

4. 5,420 tonnes of surplus food received for redistribution helping to save 10,827 tonnes of Co2 and a commitment to reducing unnecessary food waste and commitment of zero food to landfill.

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 insecurity, 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, financially insecure, 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.

Recruitment and appointment of new trustees

The Trustees, who are also Directors and members of the charitable company, are listed on page 31. Each year, one-third of the Trustees retire from office, but may stand for re-election according to the procedures set out in the Memorandum and Articles of Association, at the next Annual General Meeting.

Trustees are recruited with a range of skills and experiences to ensure sound governance and strong progress towards the Charity’s mission and aims. Newly appointed Trustees receive induction training that includes informing them of their legal responsibilities, 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 13 on page 68 of the accounts.

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
36 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
----- End of picture text -----

MANAGEMENT AND RISK

The Trustees, together with the Company Secretary, constitute the Board that is FareShare Midlands’ governing body. They met five times during 2024/25. The Trustees approve the strategic plan and annual budgets of the Charity, as well as overseeing policy and performance. There is a framework that clearly sets out what decisions and controls are reserved exclusively to the Board of Trustees and which of these are then delegated to the CEO to manage. This framework is entitled ‘the Scheme of Delegation’ and is reviewed annually.

The Head of Finance, Chair of Trustees and Chief Executive are members of the Finance Committee. They met four times during 2024/25 where they reviewed financial performance, budgets and pricing, banking arrangements, investments and financial risk.

The HR and Remuneration Committee consists of three Trustees, the Chief Executive and the Charity’s HR Consultant. They have met frequently during the year and review all aspects of HR for the Charity including staff pay, staff wellbeing, and people policies. For 2025/26 this Committee will also incorporate Safeguarding.

The Senior Management Team meet weekly, where their discussions are focussed around a standing agenda including; HR and wellbeing, financial performance and budgets, operational performance, health and food safety (including safeguarding), fundraising, communications, community development, employability, volunteering and a review of strategic projects.

Risk management

The Risk Sub-Committee’s (RSC) main role is to support the Board of Trustees in its responsibilities to ensure adequacy of risk management including business continuity planning. The RSC’s members include two trustees, the Chief Executive and the full Senior Management team. The Committee has delegated authority from the Board to:

• Recommend to the Board what types of risks are acceptable and which are not

• Set the standards and expectations of staff concerning conduct and probity and monitoring that these standards are being adhered to

• Recommend the appropriate risk appetite or level of exposure for FareShare Midlands

• Recommend the risk management methodology that is used by FareShare Midlands

• Identify risks and monitor the management of fundamental risks to reduce the likelihood of unwelcome surprises

• Ensure that major decisions, projects, annual budget, strategy and business plans include a detailed risk assessment

• Annually review FareShare Midland’s approach to risk management, and recommend to the Board changes or improvements to key elements of its processes and procedures

• Possess a detailed understanding of CC26 and the relevant contents of the Charity Governance Code and keep up to date with good practice in risk management in the Charity sector.

The RSC met four times throughout the year when they reviewed the Risk Register to focus on Red/High risks impacting the Charity and associated mitigations and carried out a comprehensive drill down into an agreed category each time they met. The risk register of the Charity follows the recommended framework as set out by the Charity Commission under the guidelines of CC26. Each meeting is recorded and minutes are presented to the Trustee Board along with a verbal report from the Chair of the RSC.

Safeguarding

We are committed to safeguarding young people and vulnerable adults, ensuring safe practice across all our activities. All staff and volunteers receive induction and refresher training, supported by robust policies, risk assessments, and transparent recruitment practices. Our Safeguarding Policy sets out mandatory standards and clear reporting processes. Safeguarding is led by our Designated Safeguarding Lead, supported by a multirepresentative Safeguarding Committee that regularly reviews policies, manages incidents, and provides guidance and training.

Together, we are building a future where no one goes hungry, and no food is wasted

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 37 As we move forward, our focus will be on deepening our impact, expanding our reach, and strengthening our financial sustainability

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 39.

The Financial Review of FareShare Midlands is set out on page 31. 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.

38 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

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

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

In preparing those financial statements, the trustees are required to:

• Select suitable accounting policies and then apply them consistently

• Observe the methods and principles in the Charity SORP

The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the trustees are aware:

• There is no relevant audit information of which the charitable company’s auditors are unaware

• The trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information

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

• Make judgements and estimates that are reasonable and prudent

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in business

V. Craig, Trustee and Chairman Company registration no. 07575440 Date: 28 January 2026

By strengthening both our external networks and our internal collaboration, we are laying the foundations not just for stronger fundraising, but for deeper impact across the Midlands

39

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Thanks to the unwavering kindness of our supporters, partners and volunteers, an incredible £544,675

was raised during 2024/25

Through our various SkillsShare employability programmes, we supported over e4 875 . people to either find employment for the first time or after a long period of unemployment, or on the right pathway to securing sustainable employment 3

Our employability support has increased by

25%

from 2023/24

In the UK, over a quarter of all the food grown is never eaten - this wasted ‘f) ‘ A - on harvest accounts for 6-7% of our country’s total greenhouse gas emissions

4040 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 41

i 9 ot 9 The 2024/25 financial year has been a period of resilience, “ oy 0 an innovation and % growth, as we ~" * aed == continued to tackle a? — . ae BA’ / food insecurity and ,» , reduce food waste across the Midlands

42 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Independent Auditor’s Report

Opinion

We have audited the financial statements of FareShare Midlands (the ‘charitable company’) for the year ended 30 June 2025 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:

• Give a true and fair view of the state of the charitable company’s affairs as at 30 June 2025 and of its incoming resources and application of resources, including its income and expenditure, for the year then ended

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.

• Have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice

• Have been prepared in accordance with the requirements of the Companies Act 2006

We remain steadfast in our commitment to adapt and innovate to meet the evolving needs of our beneficiaries

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 We struggle 43 with recruiting : volunteer drivers, which has forced us to make changes to our model with an increased focus on ‘ | collections

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:

• The information given in the Report of the Trustees for the financial year for which the financial statements are prepared is consistent with the financial statements

• The Report of the Trustees has been prepared in accordance with applicable legal requirements

Matters on which we are required to report by exception

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:

• Adequate accounting records have not been kept or returns adequate for our audit have not been received from branches not visited by us

• The financial statements are not in agreement with the accounting records and returns

• Certain disclosures of trustees’ remuneration specified by law are not made

• We have not received all the information and explanations we require for our audit

• The trustees were not entitled to take advantage of the small companies exemption from the requirement to prepare a Strategic Report or in preparing the Report of the Trustees

Responsibilities of trustees

As explained more fully in the Statement of Trustees’ Responsibilities, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
44 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
----- End of picture text -----

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.

The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

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.

45

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 We will continue to keep adapting to meet changing demands and ensuring we all work side by side to realise our vision of a Midlands region where no one goes hungry when food is being wasted

The extent to which our procedures are considered capable of detecting irregularities, including fraud, is detailed below:

• We obtained an understanding of the legal and regulatory frameworks that are applicable to the charity and determined that the most significant which are directly relevant to specific assertions in the financial statements are those related to the financial reporting frameworks (UK Generally Accepted Accounting Practice, the Charities Act 2011) and the relevant tax compliance regulations in the jurisdiction in which the charity operates

• We enquired of management, whether they were aware of any instances of non-compliance with laws and regulations or whether they had any knowledge of actual, suspected or alleged fraud

• We assessed the susceptibility of the entity’s financial statements to material misstatement, including how fraud might occur

• Our testing considered unusual or unexpected journal entries on a sample basis

• We evaluated the assumptions and judgements used by management within significant accounting estimates and assessing if these indicate evidence of management bias

• We tested significant transactions, in particular the evaluation of the business rationale for any which appear unusual or outside the charity’s normal course of business

• We assessed the appropriateness of the collective competence and capabilities of the engagement team by understanding the practical experience with audit engagements of a similar nature and complexity, plus ensuring the team had appropriate and relevant training of the financial reporting framework and the relevant tax compliance regulations specific to the entity;

• We reviewed the financial statements and tested the disclosures against supporting documentation

• We communicated relevant matters to all members of the audit team to ensure they understood the risks specific to the entity and the audit procedures planned to mitigate these.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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.

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.

Lisa G. Parkes FCA FCCA (Senior Statutory Auditor)

for and on behalf of The Rowleys Partnership Ltd Statutory Auditors Chartered Accountants

Charnwood House, Harcourt Way Meridian Business Park, Leicester Leicestershire LE19 1WP

Date: 28 January 2026

==> picture [223 x 13] intentionally omitted <==

----- Start of picture text -----
46 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 ,
----- End of picture text -----

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 47

| We are proud to report F all a= — nal ’ — 7 — that we can still claim that every £1 donated to FareShare Midlands supports the delivery | of 4 meals to those a @2 _— A less fortunate living in communities across the Midlands hn, ail 5 i 1 a ara Se nae ]

48 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Financial Activities Statement

For the year ended 30 June 2025

==> picture [529 x 537] intentionally omitted <==

----- Start of picture text -----
Note Unrestricted Restricted 2025 2024
funds £ funds £ total funds £ total funds £
Income and endowments from:
Donations and legacies 5 109,110 - 109,110 150,057
Charitable activities 7
-
Membership fees 2,229,644 2,229,644 1,963,175
- - -
Sponsorships 8,500
Other services 59,000 1,951,022 2,010,022 1,153,031
Investment income 6 33,452 - 33,452 29,748
Other income - 250 250 899
Total 2,431,206 1,951,272 4,382,478 3,305,410
Expenditure on:
Raising funds 8 468,876 - 468,876 352,947
Charitable activities 9
Governance 55,482 - 55,482 54,071
Support costs 591,567 1,089 592,656 510,756
Customer services 110,963 - 110,963 105,903
Warehouse and distribution 1,035,599 1,276,097 2,311,696 2,394,069
Depreciation 9,140 70,186 79,326 115,475
Total 2,271,627 1,347,372 3,618,999 3,533,221
Net income/(Expenditure) 159,579 603,900 763,479 (227,811)
Transfers between funds 21 (8,340) 8,340 - -
Net movement in funds 151,239 612,240 763,479 (227,811)
Reconciliation of funds:
Total funds brought forward 402,521 338,996 741,517 969,328
Total funds carried forward 553,760 951,236 1,504,996 741,517
----- End of picture text -----

The notes starting on page 60 form part of these financial statements

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 49
----- End of picture text -----

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
50 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
----- End of picture text -----

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 51

We are strengthening FareShare Midlands’ position as both the region’s largest surplus food redistribution charity and a recognised provider of employability and skills development

52 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Balance Sheet

	Note	Unrestricted funds £	Restricted funds £	2025 total funds £	2024 total funds £
Fixed assets:
Tangible assets	16	36,265	620,085	656,350	231,341
Current assets:
Debtors	17	1,492,970	-	1,492,970	1,190,598
Cash at bank and in hand		839,659	1,061,510	1,901,169	1,259,946
Total		2,332,629	1,061,510	3,394,139	2,450,544
Creditors:
Amounts falling due within 1 year 18 (2,215,379) (214,826) (2,430,205) (1,776,886) Net current assets 117,250 846,684 963,934 673,658 Total assets less current liabilities 153,515 1,466,769 1,620,284 904,999 Creditors: ~~——~~
Amounts falling due after more than 1 year Net assets/(Liabilities)	19	- 153,515	(115,288) 1,351,481	(115,288) 1,504,966	(163,482) 741,517
Funds:	21
Unrestricted funds				553,760	402,521
Restricted funds Total funds				951,236 1,504,996	338,996 741,517

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.

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

V. Craig, Trustee and Chairman Company registration no. 07575440

Date: 28 January 2026

The notes starting on page 60 form part of these financial statements

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 53

==> picture [253 x 35] intentionally omitted <==

----- Start of picture text -----
54 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
ane ‘ie a ri ——
----- End of picture text -----

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 55

a = If all of the available f Tn a - — i : i a —= oo ae 7 aon | Pa 7 7 ee Sori edible surplus — ——= | : = = = ee ae aes ,| a . - =ee — : a oars CO food in the UK was eS — oo = eo a ==5 hme -Ss aa =i ml - easieea Nh iSt 7 ; ; =a ? = — a SiegTt FE pete ri ie E- ee a _ i a - “7 — ———— eto = 7 sae redistributed instead a i x | ae 4 of being wasted, the i — .. asl a i a { a.as —- ' —=—=— volume of carbon — r =— — a— . = : —— Sa,= F emissions avoided = - ‘ 7 yil | >, — — = a an ie) from that alone _ ; ~ i= - —- er...: =<.= TE— : - os,r a ee LL: = “== ~ : : Th = = a =: ——7 : = ne, would enable the UK — a 7 ri Mi + = = — 7 —2 7 a ' =. 7 a : ' ~ —— to achieve its goal of : = _ =: ar 7 Ca = <= — 7i] - ss a fs a " — becoming Net Zero i, ae 7 aay x ae ee ey,™ eeea “4 —— a : re = Senc Su: a 7 . by 2030 he! ——— —

56 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Cash Flow Statement

==> picture [528 x 345] intentionally omitted <==

----- Start of picture text -----
Note 2025 £ 2024 £
Cash flows from operating activities:
Cash generated from operations 1 1,114,994 116,733
Net cash provided by operating activities 1,114,994 116,733
Cash flows from investing activities:
Purchase of tangible fixed assets (504,335) (12,737)
Sale of tangible fixed assets 250 8,610
Interest received 33,452 29,748
Net cash (used in)/ provided by investing activities (470,633) 25,621
Cash flows from financing activities:
-
New loans in year 172,010
-
Loan repayments in year (3,138)
Net cash (used in) /provided by financing activities (3,138) 172,010
Change in cash and cash equivalents in the reporting period 641,223 314,364
Cash and cash equivalents at the beginning of the reporting period 2 1,259,946 945,582
Cash and cash equivalents at the end of the reporting period 1,901,169 1,259,946
----- End of picture text -----

The notes starting on page 60 form part of these financial statements

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 57

58 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 59

We will continue to work collaboratively with other 5; organisations whose aims are to help reduce are i F food insecurity and = , poverty, ensuring that we work together to provide the best solutions for our communities ‘ * é

60 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Notes to the Financial Statements

RECONCILIATION OF NET INCOME/(EXPENDITURE) 1. TO NET CASH FLOW FROM OPERATING ACTIVITIES

	2025 £	2024 £
Net income/(expenditure) for the reporting period
(as per the Statement of Financial Activities)	763,479	(227,811)
Adjustments for: Depreciation charges Profit on disposal of fixed assets Interest received	79,326 (250) (33,452)	115,473 (899) (29,748)
(Increase)/decrease in debtors	(302,372)	216,600
Increase in creditors Net cash provided by operations	608,263 1,114,994	43,118 116,733

2. ANALYSIS OF CASH AND CASH EQUIVALENTS	2. ANALYSIS OF CASH AND CASH EQUIVALENTS	2. ANALYSIS OF CASH AND CASH EQUIVALENTS
Cash in hand	2025 £ 343	2024 £ 210
Notice deposits (less than 3 months)	1,900,826	1,259,736
Total cash and cash equivalents	1,901,169	1,259,946

3.

	At 1/7/24	Cash flow	At 30/6/25
	£	£	£
Net cash
Cash at bank and in hand	1,259,946	641,223	1,901,169
	1,259,946	641,223	1,901,169
Debt
Debts falling due within 1 year	(8,528)	(45,056)	(53,584)
Debts falling due after 1 year	(163,482) (172,010)	48,194 3,138	(115,288) (168,872)
Total	1,087,936	644,361	1,732,297

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 61
----- End of picture text -----

62 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

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:

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.

Income

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably.

The charity receives grants in respect of the charitable activities it carries out as detailed in the trustees’ report. Income from grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.

For donations to be recognised the charity will have been notified of the amounts and the settlement date in writing. If there are conditions attached to the donation and this requires a level of performance before entitlement can be obtained then income is deferred until those conditions are fully met or the fulfilment of those conditions is within the control of the charity and it is probable that they will be fulfilled.

Income from other services includes membership fees paid by Community Food Members (CFMs) who utilise the services of the charity. This income is received in exchange for supplying services and is recognised when entitlement has occurred.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 63

Interest receivable

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

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.

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.

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.

64 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Property, plant and equipment

Property, plant and equipment is stated at cost (or deemed cost) or valuation less accumulated depreciation and accumulated impairment losses. Cost includes costs directly attributable to making the asset capable of operating as intended.

Plant and machinery 3 to 7 years on cost 33% on cost Fixtures and fittings Computer equipment 33% on cost Motor Vehicles 20% on cost Leasehold improvements 3 years (to lease break clause) Property under construction Nil

At each reporting date fixed assets are reviewed to determine whether there is any indication that those assets have suffered an impairment loss. If there is an indication of possible impairment, the recoverable amount of any affected asset is estimated and compared with its carrying amount. If the estimated recoverable amount is lower, the carrying amount is reduced to its estimated recoverable amount, and an impairment loss is recognised immediately in the income statement.

If an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but not in excess of the amount that would have been determined had no impairment loss been recognised for the asset in prior years. A reversal of an impairment is recognised immediately in the income statement.

Taxation

The charity is exempt from corporation tax on its charitable activities.

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.

Pension costs and other post-retirement benefits

Charity staff are eligible to be members of the Church of England Pension Builder 2014 (PB2014) scheme.

Debtors due within 1 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.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 65

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.

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.

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.

Termination payments

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

Bad debt provision

The charity makes an estimate of the recoverable value of trade and other debtors. When assessing impairment of trade and other debtors, management considers factors including the outcome of discussions with the respective Community Food Member (CFM), the ageing profile of debtors and any agreed payment plans.

Deferred income

Membership fees and income relating to other services charged in advance are deferred at year end.

66 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

5. DONATIONS AND LEGACIES

2025 £ 2024 £ Donations 109,110 150,057

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 £1,500 (2024: £7,500) in respect of donated facilities and services.

INVESTMENT 6. INCOME

7.

INCOME FROM CHARITABLE ACTIVITIES

2025 £ 2024 £ Deposit account interest 33,452 29,748

	Membership	Other	2025 total	2024 total
Membership fees	fees £ 2,229,644	services £ -	activities £ 2,229,644	activities £ 1,963,175
Sponsorship	-	-	-	8,500
Other services	-	2,010,022	2,010,022	1,153,031
	2,229,644 2,010,022 4,239,666 3,124,706	2,229,644 2,010,022 4,239,666 3,124,706	2,229,644 2,010,022 4,239,666 3,124,706	2,229,644 2,010,022 4,239,666 3,124,706

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:

• WMCA - Employability Scheme £23,956 (2024: £20,692)

• Birmingham City Council - Employment £196,449 (2024: £137,897)

• Nottingham City Council - Employment £3,000 (2024: £40,789)

• Birmingham Voluntary Service Council £Nil (2024: £40,147)

• Maximus UK- Employment £9,600 (2024: £2,000)

• National Lottery Community Fund - Cost of Living £40,000 (2024: £75,000)

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 67

8. RAISING FUNDS

Raising donations and legacies

2025 £ 2024 £ 380,202 301,567 Staff costs Running costs 88,674 51,380 468,876 352,947

9. CHARITABLE ACTIVITIES COSTS

Governance Support costs Customer services	Direct costs £ (see Note 10) - 24,129 110,963	Support costs £ (see Note 11) 55,482 568,527 -	Totals £ 55,482 592,656 110,963
Warehouse and Distribution	2,311,696	-	2,311,696
Depreciation	79,326	-	79,326
	2,526,114	624,009 3,150,123	624,009 3,150,123

Governance and support costs are calculated on the basis of directly attributable staff costs. Of the total staff costs, the percentages are 3% (2024: 3%) for governance costs and 28% (2024: 25%) for support costs.

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

Fees in respect of the audit of the financial statements Fees in respect of the preparation of the financial statements 4,150 Other financial services	2025 £ 12,400 Fees in respect of the preparation of the financial statements 4,150 425	2024 £ 16,050 3,750 1,320
	16,975	21,120

10.

DIRECT COSTS OF CHARITABLE ACTIVITIES

2025 £ 2024 £ 1,150,624 1,292,473 Staff costs Running costs 1,296,164 1,207,499 Depreciation 79,326 115,475 2,526,114 2,615,447

68 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

11.

Governance Support costs		Other £ - 568,527	Governance costs £ 55,482 -	Totals £ 55,482 568,527
		568,527	55,482	624,009
Support costs, included in the above, are as follows:		Support costs, included in the above, are as follows:
	Governance	Support	2025 total	2024 total
	costs £	costs £	activities £	activities £
Wages	41,688	389,084	430,772	400,536
Social security Pensions Running costs	4,515 1,742 7,537	42,137 16,262 121,044	46,652 18,004 128,581	41,289 16,460 106,542
	55,482 568,527	55,482 568,527	624,009	564,827

TRUSTEES’ REMUNERATION 13. AND BENEFITS

There were no trustees’ remuneration or other benefits for the year ended 30 June 2025 nor for the year ended 30 June 2024.

Trustees’ expenses

During the year £659 (2024: £1,366) of expenses were paid to 1 (2024: 3) trustees, in respect of travel expenses.

12. NET INCOME /(EXPENDITURE)

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

	2025 £	2024 £
Depreciation - owned assets Surplus on disposal of fixed assets Auditor’s remuneration	79,326 (250) 16,975	115,473 (899) 21,120
Operating lease rentals	313,097	182,164

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 69

14. STAFF COSTS

14. STAFF COSTS
	2025 £	2024 £
Salaries and wages	1,817,685	1,846,516
Employer’s pension Employer’s NIC	58,078 150,491 2,026,254 2,052,325	58,662 147,147 2,026,254 2,052,325

On a monthly basis there were 65 (2024: 71) staff spending most of their time on charitable activities. Figures on a full-time equivalent basis was 62 (2024: 64).

At the end of the year there were 10 Trustees (2024: 8).

1 (2024: Nil) employee received emoluments in excess of £60,000.

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.

The total employment benefits of the key management personnel of the charity were £276,346 (2024: £295,595).

70 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

COMPARATIVES FOR THE STATEMENT 15. OF FINANCIAL ACTIVITIES

	Unrestricted	Restricted	Total
	funds £	funds £	funds £
Income and
endowments from:
Donations and legacies	121,176	28,881	150,057
Charitable activities
Membership fees	1,963,175	-	1,963,175
Sponsorships	8,500	-	8,500
Other services	285,738	867,293	1,153,031
Investment income	29,748	-	29,748
Other income	-	899	899
Total	2,408,337	897,073	3,305,410
Expenditure on
Raising funds	352,947	-	352,947
Charitable activities
Governance	54,071	-	54,071
Support costs	508,565	2,191	510,756
Customer services	105,903	-	105,903
Warehouse and Distribution	1,484,544	909,525	2,394,069
Depreciation	18,071	97,404	115,475
Total	2,524,101	1,009,120	3,533,221
Net income/(expenditure) Transfers between funds Net movement in funds	(115,764) (2,191) (117,955)	(112,047) 2,191 (109,856)	(227,811) - (227,811)
Reconciliation of funds
Total funds brought forward	520,476	448,852	969,328
Total funds carried forward	402,521	338,996	741,517

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 71

16. TANGIBLE FIXED ASSETS

	Assets in the course Improvements	Assets in the course Improvements	Plant and
	of construction £	to property £ machinery £	to property £ machinery £
Cost
At 1 July 2024	-	98,735	290,985
Additions	434,410	13,450	12,350
Disposals	-	(9,150)	(9,453)
At 30 June 2025	434,410	103,035	293,882
Depreciation
At 1 July 2024	-	92,741	143,985
Charge for year	-	8,695	33,893
Eliminated on disposal	-	(9,150)	(9,453)
At 30 June 2025	-	92,286	168,425
Net book value
At 30 June 2025	434,410	10,749	125,457
At 30 June 2024	-	5,995	147,000

	Fixtures and fittings £	Motor vehicles £	Computer equipment £	Totals £
Cost
At 1 July 2024	128,743	103,395	52,235	674,093
Additions Disposals	4,475 (13,247) ~~—~~	25,000 - ~~—~~	14,650 (15,495) ~~—~~	504,335 (47,345) ~~—~~
At 30 June 2025	119,971	128,395	51,390	1,131,083
Depreciation
At 1 July 2024	128,326	37,927	39,773	442,752
Charge for year	4,891	22,753	9,094	79,326
Eliminated on disposal	(13,246) ~~—~~	-	(15,496)	(47,345)
At 30 June 2025 Net book value	119,971 ~~i~~	60,680 ~~Oe~~	33,371 ~~i ~~	474,733 ~~-~~
At 30 June 2025 At 30 June 2024	- 417 ~~—~~	67,715 65,468 ~~—~~	18,019 12,461 ~~—~~	656,350 231,341 ~~—_~~

72 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

DEBTORS: AMOUNTS 17. FALLING DUE 18. WITHIN 1 YEAR 2025 £ 2024 £ Trade debtors 1,154,684 952,168 Trade creditors Other debtors 100,272 69,111 VAT debtor 92,982 29,222 Other creditors Prepayments 145,032 140,097 Deferred income 1,492,970 1,190,598

CREDITORS: AMOUNTS FALLING DUE WITHIN 1 YEAR

CREDITORS: AMOUNTS FALLING DUE 18. WITHIN 1 YEAR	CREDITORS: AMOUNTS FALLING DUE
	2025 £	2024 £
Other loans (see Note 20) Trade creditors Social security and other taxes Other creditors Deferred income Accrued expenses	53,584 123,311 43,353 8,550 1,933,273 268,134	8,528 90,452 32,930 7,897 1,540,870 96,209
	2,430,205	1,776,886
Deferred income:
Deferred income is included within:
Creditors due within 1 year	1,933,273	1,540,870
	1,933,273	1,540,870
Community Food Membership income:
Total deferred income at 1 July 2024	1,461,636	1,354,604
Amounts received in the year Amounts credited to statement of financial activities (2,229,644)	2,301,036 Amounts credited to statement of financial activities (2,229,644)	2,070,207 (1,963,175)
Deferred income at 30 June 2025	1,533,028	1,461,636
Coronation Food Project Capital:
Total deferred income at 1 July 2024 Amounts received in the year Amounts credited to statement of financial activities Deferred income at 30 June 2025	- 634,500 (234,255) 400,245	- - - -
FareShare UK Fuel Grant:
Total deferred income at 1 July 2024	-	-
Amounts received in the year Amounts credited to statement of financial activities	- -	116,468 (58,234)
Deferred income at 30 June 2025	-	58,234
YBS – Employability Grant:
Total deferred income at 1 July 2024 Amounts received in the year Amounts credited to statement of financial activities	- - -	- 42,000 (21,000)
Deferred income at 30 June 2025	-	21,000

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

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 73

20. LOANS

An analysis of the maturity of loans is given below:

20. LOANS An analysis of the maturity of loans is given below:
	2025 £	2024 £
Amounts falling due within one year on demand:
Other loans Amounts falling between one and two years:	53,584 53,584	8,528 8,528
Other loans - 1-2 years	57,974	53,584
Amounts falling due between two and five years: Other loans - 2-5 years	57,314	109,898

CREDITORS: AMOUNTS 19. FALLING DUE AFTER MORE THAN 1 YEAR

The charity entered a funding agreement with Social Investment Business (SIB) in the prior year. As part of this funding agreement, SIB advanced the charity a loan of £172,010.

This loan is unsecured and is repayable over 48 months.

Interest is charged on this loan at 7.9%.

	2025 £	2025 £ 2024 £
Other loans	115,288 163,482	115,288 163,482
(see Note 20)

74 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

21.

Unrestricted funds	At 1/7/24 £	Net movement in funds £	Transfers At 30/6/25 between funds £	Transfers At 30/6/25 £
General fund	402,521	159,579	(8,340)	553,760
Restricted funds
Leicester City Council	2,465	-	-	2,465
Asda funding (via FSUK)	19,319	(4,283)	-	15,036
FareShare UK	193,380	(18,129)	-	175,251
Fixed assets Wrap	26,548 37,265	(23,060) (4,228)	- -	3,488 33,037
Card Factory Foundation Birmingham Voluntary Service Council -	16 Birmingham Voluntary Service Council -	- (1,228)	- 1,228	16 -
Nottingham City Council -
Transport Strategy	8,003	(5,078)	-	2,925
Denise Coates Foundation	52,000	(21,136)	-	30,864
The Social Investment Bank	-	(1,089)	1,089	-
CFP Capital Muslim Hands - Pantry	- -	622,244 25,823	- -	622,244 25,823
Fusion 21	-	20,450	-	20,450
HSBC	-	8,274	-	8,274
Evan Cornish Trust Multiply	- -	10,000 (6,023)	- 6,023	10,000 -
Pepsico - FSUK	-	1,363	-	1,363
Total funds	338,996 741,517	603,900 763,479	8,340 - 1,504,996	8,340 951,236 - 1,504,996

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 75

MOVEMENT IN FUNDS CONTINUED

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

Unrestricted funds General fund	Incoming resources £ expended £ 2,431,206 (2,271,627)	Incoming resources £ expended £ 2,431,206 (2,271,627)	Resources resources £ expended £ 2,431,206 (2,271,627)	Movement in funds £ 159,579
Restricted funds
Asda funding (via FSUK)		-	(4,283)	(4,283)
FareShare UK	557,644		(575,773)	(18,129)
Restricted to geographical region		44,000	(44,000)	-
Fixed assets Wrap Birmingham City Council Nottingham City Council Birmingham City University Birmingham Voluntary Service Council Maximus UK	- - 196,449 3,000 20,997 - 9,600		(23,060) (4,228) (196,449) (3,000) (20,997) (1,228) (9,600)	(23,060) (4,228) - - - (1,228) -
Nottingham City Council - Transport Strategy		-	- (5,078)	(5,078)
YBS Employability		42,000	42,000 (42,000)	-
WMCA		23,956	23,956 (23,956)	-
Denise Coates Foundation		-	- (21,136)	(21,136)
The Social Investment Bank		-	- (1,089)	(1,089)
National Lottery Community Organisation University of Nottingham	National Lottery Community Organisation	40,000 254	40,000 (40,000) 254 (254)	- -
CFP Capital		634,500	634,500 (12,256)	622,244
CFP Op Ex		18,826	18,826 (18,826)	-
Co Op - Pioneer		36,525	36,525 (36,525)	-
Muslim Hands - Pantry Garfield Weston		90,823 50,000	90,823 (65,000) 50,000 (50,000)	25,823 -
The Eveson Trust		15,000	15,000 (15,000)	-
George Fentham Trust		5,000	5,000 (5,000)	-
Fusion 21		28,121	28,121 (7,671)	20,450
HSBC		25,000	25,000 (16,726)	8,274
Northwick Trust		10,000	10,000 (10,000)	-
Evan Cornish Trust		10,000	10,000 -	10,000
Multiply Pepsico - FSUK		(6,023) 50,000	(6,023) - 50,000 (48,637)	(6,023) 1,363
National Zakat Foundation (NZF)		45,600	45,600 (45,600)	-
	1,951,272 (1,347,372)		1,951,272 (1,347,372)	603,900
Total funds	4,382,478 (3,618,999)		4,382,478 (3,618,999)	763,479

76 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

MOVEMENT IN FUNDS CONTINUED

Comparatives for movement in funds

		Comparatives for movement in funds	Comparatives for movement in funds
			At 1/7/23	Net	Transfers At 30/6/24	Transfers At 30/6/24
			£	movement	between	£
				in funds £	funds £
	4 am)	Unrestricted funds General fund Designated Fund-Input	508,492	(103,780)	(2,191)	402,521
		VAT reclaim for
		Community Food Members	11,984	(11,984)	-	-
			520,476	(115,764)	(2,191)	(2,191) 402,521
		Restricted funds Leicester City Council	2,464	-	-	2,464
		Central England Co-op	1,098	(1,098)	-	-
		Asda funding (via FSUK)	36,035	(16,716)	-	19,319
		FareShare UK	275,493	(82,113)	-	193,380
		Fixed assets	28,857	(2,309)	-	26,548
		Wrap	41,493	(4,228)	-	37,265
		EUROFINS	1,004	(1,004)	-	-
		Card Factory Foundation	841	(825)	-	16
		Birmingham Voluntary
		Service Council	14,465	(14,465)	-	-
		Nottingham City Council -
		Transport Strategy	13,081	(5,078)	-	8,003
;‘	‘	NCC Household Support Funding 34,021 Denise Coates Foundation - ‘		(34,021) 52,000	- -	- 52,000
		The Social Investment Bank	-	(2,191)	2,191	-
Y	a		448,852	(112,048)	2,191	2,191 338,996
€	€	Total funds	969,328	(227,811)	-	741,517

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 77

MOVEMENT IN FUNDS CONTINUED

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

	Incoming resources £ expended £	Resources resources £ expended £	Movement in funds £
Unrestricted funds
General fund	2,408,337 (2,512,117)	2,408,337 (2,512,117)	(103,780)
Designated Fund-Input
VAT reclaim for
Community Food Members	-	(11,984)	(11,984)
	2,408,337 (2,524,101) (115,764)		2,408,337 (2,524,101) (115,764)
Restricted funds
Central England Co-op	142,592	(143,690)	(1,098)
Asda funding (via FSUK) FareShare UK	- 80,420	(16,716) (162,533)	(16,716) (82,113)
Restricted to geographical region	84,800	(84,800)	-
Fixed assets	-	(2,309)	(2,309)
Wrap	-	(4,228)	(4,228)
Birmingham City Council	137,897	(137,897)	-
EUROFINS	-	(1,004)	(1,004)
Muslim Hands	40,000	(40,000)	-
Card Factory Foundation	-	- (825)	(825)
Nottingham City Council Birmingham City University	40,789 23,534	40,789 (40,789) 23,534 (23,534)	- -
Birmingham Voluntary Service Council	40,147	40,147 (54,612)	(14,465)
Maximus UK	2,000	2,000 (2,000)	-
Nottingham City Council - Transport Strategy -		- (5,078)	(5,078)
Big Give Christmas Appeal	44,947	44,947 (44,947)	-
NCC Household Support Funding	-	- (34,021)(	34,021)
YBS Employability	21,000	21,000 (21,000)	-
WMCA Denise Coates Foundation The Social Investment Bank	20,692 52,000 83,000	20,692 (20,692) 52,000 - 83,000 (85,191)	- 52,000 (2,191)
National Lottery Community Organisation	National Lottery Community Organisation 75,000	75,000 (75,000)	-
University of Nottingham	254	254 (254)	-
Ambergate	3,000	3,000 (3,000)	-
Lincolnshire Co-Op	5,000	5,000 (5,000)	-
	897,072 (1,009,120) (112,048)	897,072 (1,009,120) (112,048)	897,072 (1,009,120) (112,048)
Total funds	3,305,410 (3,533,221)	3,305,410 (3,533,221)	(227,811)

78 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

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 - 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

• 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

• YBS Employability - Outreach employability scheme, funded by Yorkshire Building Society

• WMCA - Employability scheme, West Midlands combined authority

• Nottingham City Council - Employability scheme

• Birmingham City Council - Employability scheme

• Denise Coates Foundation Restricted grant for purchase of vehicles

• The Social Investment Bank - Social investment funding - grant and loan

• National Lottery Community Organisation National Lottery - Community organisations cost of living fund

• University of Nottingham - Funded student placements

• Ambergate - Grant for utility, vehicle and warehouse costs

• Lincolnshire Co-Op - Van sponsorship

• Muslim Hands - Pantry - Mobile Pantry project

• CFP Capital - Coronation food project funding for capital expenditure to set up a new site in Birmingham

• CFP OP Ex - Coronation food project funding for operating expenditure to set up a new site in Birmingham

• Co Op - Pioneer - Funding in support of food redistribution in the Midlands

• Garfield Weston - Funding in support of food redistribution in the Midlands

• The Eveson Trust - Core cost funding

• George Fentham Trust - Funding in support of food redistribution in Birmingham

• Fusion 21 - Employability funding

• HSBC - Employability funding

• Northwick Trust - Core cost funding

• Evan Cornish Trust - Mobile Pantry project

• Multiply - Employability funding

• Pepsico - FSUK employability funding

• National Zakat Foundation (NZF) - Employability funding

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 79

22. OTHER FINANCIAL COMMITMENTS

The charitable company has the following commitments due as follows:

	2025 £	2024 £
Leasehold property and capital commitments
In 1 year	645,537	129,550
2 - 5 years Total	970,600 1,616,137	241,808 371,358

80 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

23. 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 as follows: • Towards staff and running costs - £3,455 (2024: £Nil).

There was income from FareShare UK as follows:

and publicity. Simone Connolly, the CEO of FareShare Midlands, is also a trustee of FareShare UK. There were payments to FareShare UK as follows: • Towards staff and running costs - £3,455 (2024: £Nil). There was income from FareShare UK as follows:	and publicity. Simone Connolly, the CEO of FareShare Midlands, is also a • Towards staff and running costs - £3,455 (2024: £Nil).	and publicity. Simone Connolly, the CEO of FareShare Midlands, is also a
	2025 £	2024 £
PCP Income	-	9,796
Grants for Community Food Members	-	11,000
YBS Employability funding	43,662	21,000
Narborough costs - produce grading project Fuel grant	41,262 -	15,894 58,234
Health and safety funding	31,210	5,595
Other funding	338,252	265,446
Coronation Food Project	1,053,571	-
Cargill funding Pepsico - Employability funding Muller Yoghurt School Promotion	43,012 50,000 10,000	- - -

There was a net balance owed by FareShare UK at 30 June 2025 of £38,797 (2024 - £127,344).

Included within deferred income as at 30 June 2025 is £Nil (2024: £58,234) in respect of the Fuel grant, and £Nil (2024: £21,000) in respect of YBS Employability funding.

There was a net balance owed by FareShare Yorkshire at 30 June 2025 of £Nil (2024 - £120).

M. Court, a director of FareShare Midlands, is also a director of Stafford Community Food Distribution Hub. During the year, payments of £13,774 (2024: £ 11,201) were received from Stafford Community Food Distribution Hub. At the year end, a balance of £10,260 (2024: £9,994) was due from Stafford Community Food Distribution Hub and is included in trade debtors.

Total donations of £10 (2024: £Nil) were received from trustees during the year.

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 81

24. PENSION COMMITMENTS

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.

LIMITED BY 25. 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.

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 £58,078 (2024:£58,662).

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 2022. This revealed, on the ongoing assumptions used, a surplus of £9m. 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 2022. The next full valuation will be carried out at the next CWPF valuation date, 31 December 2025.

==> picture [223 x 6] intentionally omitted <==

----- Start of picture text -----
82 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025
----- End of picture text -----

FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025 83

Our volunteers are at the heart of FareShare Midlands’ success, and we are proud that so many people ry choose to give their time and energy to support our work

84 FARESHARE MIDLANDS ANNUAL REPORT AND STATEMENTS 2025

Midlands Gis

Midlands

GET IN TOUCH

faresharemidlands.org.uk

[e-mail]

Registered address: FareShare Midlands, 10 Wilson Road, Wigston, Leicestershire LE18 4TP Charity number: 1146847 / Company number: 07575440

Graphic design by Hello Studio