2025-09-30-accounts

2024/2025

Contents

Annual Report

Charity Overview Volunteering CEO Message Looking Ahead Year in Review Our Supporters Impact Governance Tackling a Broken Food system Trustees Report Supporting Mental Health Auditors Report Combatting Holiday Hunger Financial Review

Charity Overview

Charity Name: Be Enriched Elements

Charity No: 1170219

Charity Incorporation date: 16 November 2016

Trustees: Sarah Coulson Terence Mitchison Alice Reid Katy Gallagher Rohan Mistry Sian Williams

Secretary to the trustees: Ruby Barnett

CEO: Kemi Akinola COO: Karen Coulson

Finance Officer: Hana Dhillon

Address: 98 Charlmont Rd, London SW17 9AB

Contact: [e-mail]

Be Enriched was formed in September 2013 by a group of youth workers, arts professionals and young people to provide others the opportunity to develop skills and improve community cohesion through training and volunteering.

OUR VISION, MISSION & VALUES

OUR VISION

A world buzzing with connections where food , planet and people are united.

OUR MISSION OUR VALUES To use food as a tool to Inclusivity bring people together, Dignity cultivate joy, dignity and community relationships, Common Unity fostering resilience and Integrity creating long lasting . change Joy

Message from the CEO

The period 2024-25 was successful in many ways.

Despite economic challenges stemming form increases in NI, Tax and a reduction in charitable funding across the charitable sector, Be Enriched has been able to maintain consistent services across the board.

We ran our 3 weekly community canteens, the Food Bus project, volunteering program, holiday activities program and supported young people to develop work and transferable skills with supported work experience.

We carried out two satisfaction and health surveys during the year to give us a good idea of how our beneficiaries are surviving through inflationary pressures and through this pinpointed some areas for additional work

As a result we invested more time supporting people affected by financial difficulty by introducing access to fuel vouchers, water rate reductions and money advice, delivered at each of the canteens on a monthly basis.

Our work was reported on in a range of publications, including Sustain, Food Foundation, Wicked Leeks, Tooting & Balham Newsie, World Cancer Research fund, 4 in One, Labour List and featured in the BBC Comic Relief campaign.

The core funding helped us to deliver all our projects to a good standard and with consistency whilst project based funding assisted with the development of new ideas and initiatives.

Most importantly Be Enriched has been around for the people who need it the most: Children, elderly, families on a low income and those economically excluded.

Kemi Akinola

Chief Executive, Be Enriched

Year in Review - Rohan Mistry Chair of Trustee board

The year to 30 September 2025 was one of continued growth and development for Be Enriched, with increasing demand for its services, expanding partnerships, and a deepening impact across the communities it serves. Against a backdrop of sustained cost-of-living pressures - with around 24% of Londoners living in poverty and over 450,000 emergency food parcels distributed by food banks across the capital in 2023/24 - the need for community-led food provision has never been greater. Be Enriched’s response to this challenge, through both direct service delivery and a deliberate focus on connection and dignity, defines the character of this reporting year.

The year also saw a change in Board leadership. Sarah Coulson stepped down as Chair at the end of the reporting period, and the trustees would like to place on record their sincere thanks for her leadership and contribution to the charity. Following her departure, Rohan Mistry, Treasurer, stepped into the role of Interim Chair, providing continuity and support during the transition period.

The year saw important developments in governance and organisational structure, including the appointment of a new Treasurer and the initiation of trustee recruitment to find a new chair of the board after the incumbent chair, Sarah Coulson, stepped down.

Progress was made in developing a formal operational framework, alongside continued improvements in systems, policies and reporting processes to support sustainable growth.

Growing Reach and Community Impact

Throughout the year, Be Enriched continued to deliver its core community canteen programme, providing vital access to food alongside opportunities for social connection and community building. Demand remained consistently high, with sessions fully booked through the end of 2024 and into 2025.

Across the year, the charity supported 3,942 guests, working alongside 957 volunteers, and served 11,823 meals. In total, 4,037kg of surplus food was redistributed, reducing waste while supporting access to nutritious food.

The impact of this work extends well beyond food provision. 89% of guests reported making new friends through the canteens, with many describing the sessions as a - primary reason to leave the house and feel part of their community a finding of - particular significance given the well documented links between food insecurity and social isolation. The programme also supported healthier lifestyles, with 76% of guests reporting increased fruit and vegetable consumption, 77% trying and enjoying new foods, and 58% feeling more confident making healthier choices. These outcomes are especially meaningful in a context where, nationally, the poorest 10%2 of households eat on average 42% less fruit and vegetables than recommended (according to the most recent government data).

Seasonal delivery remained a highlight, with Christmas canteens providing targeted support during periods of heightened need and strong engagement from volunteers, partners and the wider community.

Expansion of the Food Bus and Services

The Food Bus continued to develop as a central part of Be Enriched’s offer, reaching 2,224 customers during the year and distributing 10,035 units of fresh fruit and vegetables.

In addition to food access, the Food Bus played a key role in education and outreach, delivering 28 Holiday Activities and Food (HAF) workshops and supporting 162 children through structured activities and meals.

The charity also became an official Fuel Bank partner, issuing 99 fuel vouchers worth £3,450, providing critical support to households experiencing financial hardship. This reflects a growing recognition that food insecurity and fuel poverty are deeply interconnected, and that addressing one without the other often fails to reach those in greatest need.

Operational improvements, including route optimisation, new locations such as Mitcham, and supplier changes, enhanced both the reach and efficiency of the Food Bus. Work is ongoing to further develop this model through new partnerships and income-generating opportunities.

Strengthening Partnerships and Collaboration

Partnership working remained central to delivery throughout the year. The charity strengthened relationships with academic institutions, corporate partners and community organisations, enabling increased capacity, improved evaluation and broader reach.

Corporate engagement continued to grow, supporting both volunteer delivery and fundraising activity, while collaboration with health and community organisations enabled the charity to expand its offer beyond food provision and respond to wider needs.

Fundraising and Communications Growth

Be Enriched continued to strengthen its fundraising and communications capability. Campaigns including the Big Give, GlobalGiving and Christmas appeals generated ’ valuable income and raised awareness of the charity s work.

Approximately £256,444 of grant funding was secured during the year, alongside income from corporate partnerships and public fundraising. Digital engagement also ’ grew significantly, increasing the charity s visibility and strengthening its ability to attract and retain supporters.

Trust for London, Good Food Local: The London Report 2025 https://trustforlondon.org.uk/research/goodfood-local-the-london-report-2025

UK Government, United Kingdom Food Security Report 2024: Theme 4 — Food Security at Household Level https://www.gov.uk/government/statistics/united-kingdom-food-security-report-2024/united-kingdom-foodsecurity-report-2024-theme-4-food-security-at-household-level

A stronger, more connected South London

At Be Enriched, we harness the power of food to build stronger communities across South London. Through our Community Canteens, Food Bus, and Kids Clubs, we create regular access to nutritious, affordable food while bringing people together and doing our bit to mend a broken food system that leaves too many without enough to get by. Our work spans across Wandsworth, Lambeth and Southwark.

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OUR IMPACT

11 823 4.3 Tonnes , Plates of food served Food rescued

10 035 957 , Items of fruit and veg brought to communities Volunteers gave their time to us Plates of food served 3 942 2 224 , , Food Bus customers welcomed aboard Canteen guests welcomed

957 Volunteers gave their time to us

Food insecurity and food waste are distinct issues, yet they are often conflated to prop up a failing welfare system.

While good food is routinely thrown away, millions remain priced out of healthy, culturally appropriate meals. Emergency food aid, like Food Banks, are vital in a crisis, but it is not a long-term cure for poverty and Food insecurity.

At Be Enriched, our work goes beyond emergency provision. We build collective solutions rooted in dignity, access, and community resilience, addressing the root causes of food insecurity while preventing people from reaching crisis point in the first place or assisting them out of crisis.

Our Community canteens, Volunteering and internship programmes, Food Bus project and Cooksforce cooking classes work dynamically to try to end the cycle of need.

True food justice is about more than just supply; it requires affordable fresh food, trusted local spaces, and connected community systems. By bringing together surplus food partners, schools, volunteers, and local residents across South London, Be Enriched leads the way in reducing waste, boosting wellbeing, and building a fairer food system for all.

Our Community Canteens remain at the heart of Be Enriched

This year, our canteens continued to offer free, nutritious vegetarian meals cooked by volunteers using rescued food. They also provided a warm, safe and welcoming space where people could meet, talk, share ideas and feel part of their local community.

Across the year, our canteen guests were 60% women and 40% men, with the majority aged 45 and over. A smaller percentage of guests were under 25, showing the particularly important role our canteens play in supporting older adults and people who may have fewer opportunities to socialise.

Our canteens rescued 4,307kg of food waste, turning surplus ingredients into delicious and nourishing meals. Our canteens are vital to our mission and play an important role in reducing food waste, improving access to good food and spreading joy across South London.

4ée fi IOT£II' L£srwpAfy Y: Shuffts, Trkikn- PRY n)5 (ENfiES *1

Bringing Good Food Closer to Home

Access to fresh, affordable food remains a significant challenge for many communities across London. Through the Food Bus and Food Float, Be Enriched brings low-cost fresh produce directly into neighbourhoods, helping to reduce barriers around cost, transport and local availability.

During the year, the Food Bus reached 2,224 customers, sold 10,035 units of fruit and vegetables, and supported 95 members with a 25% discount on their shop. By working with local communities and suppliers, the project helps make fresh food more accessible, more affordable and more relevant to the people using it.

Despite challenges like adverse weather and vehicle breakdowns, the team remained commited to delivering their vital service across London, and have become a lifeline for many.

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Patrick’s Story

Patrick, 54, has lived in Tooting his whole life and spent many years caring for his mother before she sadly passed away. After her passing and a cycling accident that affected his mobility and mental health, Patrick experienced a period of poor health, as well as depression and anxiety.

“I went from having a purpose every day to suddenly having nothing,” he shared. “It was a very dark time. My world just got smaller.”

Living alone and relying on his savings to get by, Patrick found it increasingly difficult to manage everyday expenses “ as the cost of living continued to rise. I was struggling to “ eat properly,” he explained. You go to the supermarket now ’ ’ and everything s so expensive, and it s all machines. No one talks to you anymore.”

He first came across the Food Bus by chance near his local “ leisure centre. At first I thought, what the hell is that?” he “ laughed. Then I realised it was a mobile shop, and that it was affordable, friendly, and local. I thought it was fantastic.”

Since then, Patrick has become a weekly visitor. He buys mostly fruit, vegetables, nuts, and everyday essentials, often stopping to chat with the staff and other regulars. Over time, these small, friendly conversations became an important part of his week, helping him rebuild confidence and “ ’ “ connection. There s a friendliness about it,” he said. You go to a supermarket and it’s all machines now, no one looks ’ at you. But on the Float, people talk, they laugh. It s human.” He describes how the service has transformed both his diet and his wellbeing.

“There were times I didn’t have the motivation to cook. Now I eat properly, real food, and ’ I enjoy it again. It s improved my health, my mood, everything. It means I can buy proper food, healthy stuff and still have enough left for other bills.”

For Patrick, the Food Bus Project has become much more than a mobile greengrocer. It is a reason to get out, socialise, and care for himself again.

When asked what life would be like without the Food Bus Project, Patrick paused.

“It would be a little less light.”

For us, people like Patrick are why we continue to our work, in face of adversity, terrible weather conditions, short staffing or vehicle breakdowns. Because we know how important it is for people, tackling loneliness, supporting ’ mental health, and restoring dignity. For many like Patrick, the Food Bus is a lifeline and it s a reminder that they are seen, valued, and part of a caring community.

Poor mental health, loneliness and food insecurity are closely linked. National data shows that 1 in 4 adults in Great Britain feel lonely often, always or some of the time.

Be Enriched’s Community Canteens respond to this by providing regular, welcoming spaces where people can eat well and connect with others. Our guest survey found that 89% of guests made new friends through the canteens, while many described the sessions as a reason to get out of the house and feel part of their community.

The canteens also support healthier eating. 76% of guests said they eat more fruit and vegetables since attending, 77% had tried and liked new foods, and 58% felt more confident making healthier choices. When we eat well, we feel well.

The Food Bus extends this approach into neighbourhoods. By returning to the same stops each week, the team builds trust with regular customers, learns what people actually need, and creates a familiar point of contact around food.

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Previous Be Enriched Annual Report 2024/25

Fighting against fuel poverty with The Fuel Bank Foundation

Through our partnership with Fuelbank, 99 vouchers were provided to guests over the reporting period, with a total value of £3,540. This support helped guests with wider cost-of-living pressures beyond food, recognising that food insecurity is often connected to other forms of financial strain.

Holiday Kids Clubs: Food, fun and vital Support Beyond Term Time

School holidays can place additional pressure on families, particularly where children rely on free school meals during term time. When schools close, families can face higher food costs, reduced access to structured activity, and fewer safe, welcoming spaces for children to learn, play and eat well.

Our Holiday Kids Clubs respond to this gap by combining nutritious food with practical learning and creative activities. The aim is not only to make sure children have something to eat, but to support their confidence, wellbeing and relationship with food.

During the reporting period, Be Enriched delivered 28 HAF workshops, attended by 162 children and parents. Sessions included cooking workshops, smoothie making, pumpkin carving, planting flowers and vegetables, making paneer wraps, preparing summer rolls, and creating fresh juice from oranges. Children also took part in two summer trips to Stepney Farm, giving families access to enriching experiences beyond the usual holiday routine.

’ ’ This work is an important part of Be Enriched s wider approach to food, health and community. Good holiday provision supports children s nutrition, confidence and wellbeing, while helping families manage some of the pressures that come when school support pauses.

The HAF sessions have developed a regular group of families who return during the holidays. The Food Bus team now regularly work with over 100 parents who attend and are contacted when HAF sessions are promoted. Spaces book up quickly, showing the demand.

Parents also became actively involved in the sessions, helping with cleaning, supporting activities and engaging with the children. This helped the sessions feel community-led and welcoming.

One regular volunteer with SEND, who attends with her mother, has become an important part of the Lambeth HAF sessions. Together, they help the team and have built strong relationships with parents and children.

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Volunteering and Work Experience

Our work would simply not be possible without our amazing and dedicated volunteers. This year, 957 volunteers supported our canteen sessions, contributing 4,437 hours of their time. This included individual volunteers, corporate groups, young people, students and regular supporters who helped cook, serve, clean, welcome guests and create the warm atmosphere our canteens are known for.

Tooting Canteen

Castle Canteen

Clapham Canteen

244 individual volunteers

250 individual volunteers

224 individual volunteers 16 corporate groups, supporting 109 volunteers

12 corporate groups, supporting 85 volunteers

8 corporate groups, supporting

45 volunteers

Average of 6.3 volunteers per session Total volunteers: 329

Average of 5.7 volunteers per session Total volunteers: 295

Average of 6.8 volunteers per session Total volunteers: 333

Be Enriched also continued to support young people and people exploring work pathways through volunteering.

Harris Academy Wimbledon students volunteered at Tooting Canteen as part of their school community project. LSE students attended Castle Canteen as part of their student volunteering week. We also maintained links with Unity Works, an organisation that provides training, qualifications and work pathways for adults with diverse abilities.

These partnerships help open up volunteering to a wider range of people, while giving young people and adults the chance to build confidence, skills and experience in a supportive setting.

WHAT OUR VOLUNTEERS SAID

Volunteer feedback remained extremely positive. Corporate volunteers rated their experience as 100% excellent, while individual volunteers rated their experience as 79% very good and 21% good.

Volunteers described the sessions as well-run, friendly, flexible, enjoyable and meaningful. Many said they felt supported, safe and encouraged to be creative.

Out of the office and into the kitchen

Corporate volunteering continues to play an important role at Be Enriched, bringing additional capacity, energy and skills into our Community Canteens while giving teams a meaningful way to connect with local communities.

This year, 16 corporate groups supported Be Enriched at the Canteens. Groups prepared and served meals, welcomed guests and sat down together over lunch, seeing first hand the difference their making.

For businesses, our Community Cooking Challenge gets teams to step out of the office and into the kitchen. Here they get to have fun, connect with each other, but most importantly see the reality of local food insecurity and social isolation, and contribute directly to a service that tackles it. It is a practical way for companies to act on their social responsibility commitments while giving staff time together in a purposeful, hands-on environment.

We are grateful to all the corporate groups who supported us this year, and to Spokemead, who provided regular support. Our most frequent corporate supporters included Blackstone, who attended seven sessions, and DWS, Business Volunteers and Wells Fargo, who each attended four sessions.

Following the year end, in November 2025, Be Enriched was awarded the King’s - Award for Voluntary Service the highest award given to voluntary groups in the United Kingdom, and equivalent to an MBE. Be Enriched was among just 231 organisations to receive the award in 2025. This recognition is a tribute to the extraordinary commitment of the charity’s staff, volunteers and partners, and to the communities who have shaped everything we do.

The charity enters the next financial year with strong foundations, growing demand, ’ and clear opportunities to expand its reach and deepen its impact. With the King s Award confirming the quality of our work, the trustees are focused on building the financial resilience and organisational capacity needed to serve more people across south London for years to come.

' GOV.UK press release, King s Award for Voluntary Service honours 231 volunteer groups, 14 November 2025 https://www.gov.uk/government/news/kings-award-forvoluntary-service-honours-231-volunteer-groups

www.be-enriched.org | [e-mail] | @be_enriched | Charity No. 1170219

AXA BDO Blackstone Braze Bureau Veritas Business Volunteers Cushman & Wakefield DWS

Liberty Global Morningstar One Picture Premier Foods Superscript Waypoint Wells Fargo Fox Fleet Urban Jungle

None of this work would be possible without the people and organisations who stand alongside Be Enriched

We are incredibly grateful to all the funders who stood beside Be Enriched and the people we serve this year. Your investment has helped us keep our Community Canteens running, bring affordable fresh food into neighbourhoods through the Food Bus and Food Float, deliver holiday activities for children and families, and continue building connection through food across South London.

In a challenging funding climate, this support has been vital. It has allowed us to respond to rising need while staying focused on long-term, community-led solutions that improve access to food, reduce isolation and strengthen local networks.

Thank you to our volunteers, who chop, cook, serve, clean, welcome and bring energy and kindness to every session.

Most importantly, thank you to our guests, customers, families and local residents, who bring support and joy to our projects and spaces every week.

Charity Constiution

Be Enriched Elements is a registered charity in England and Wales (Charity No. 1170219) and a Charitable Incorporated Organisation (CIO) registered with the Charity ‘ ’ Commission. It operates under the working name Be Enriched’. The charity s purposes focus on enriching communities through food by strengthening community connections, providing education and skills training, and addressing issues including poverty, food insecurity, health, and social isolation. Its work is shaped by a conviction that food is not just a source of nutrition, but a means of building belonging and dignity in communities where need is real and persistent.

The charity works primarily in London, particularly across Lambeth, Southwark and Wandsworth - three boroughs that together reflect some of the sharpest contrasts of wealth and deprivation in the capital. It delivers services that support children, young people, older people, people with disabilities, and the wider public.

Be Enriched is governed by a board of trustees, who are responsible for the management and administration of the charity in accordance with its governing document and charity law. As a Charitable Incorporated Organisation, it does not have shareholders; instead, the trustees have limited liability.

Throughout this report, all references to Be Enriched refer to Be Enriched Elements, the charity registered with the Charity Commission as outlined above.

Board of Trustees

Be Enriched is governed by a Board of Trustees, who are responsible for the overall direction, governance and financial oversight of the charity. Trustees ensure that the organisation remains focused on its charitable purposes and operates effectively in the interests of the communities it serves.

Trustees are recruited through an open and transparent process, typically advertised on platforms such as LinkedIn, and selected based on their skills, experience and ’ commitment to the charity s mission. While there are no fixed term limits set out in the governing document, trustees generally serve for around three years, reflecting good practice across the sector.

During the 2024–2025 reporting period (year ending 30 September 2025), the Board was chaired by Sarah Coulson, who stepped down in November 2025. Rohan Mistry, Treasurer, subsequently took over as Interim Chair. All trustees serve on a voluntary basis and receive no remuneration.

The Board comprised seven trustees during the year, including five women and two men. Trustees bring a range of professional backgrounds and local knowledge, with all having a strong connection to the communities where the charity operates.

During the year, a board skills matrix was introduced to help identify areas of strength and development, ensuring the Board maintains a balanced and relevant mix of expertise.The Board meets at least quarterly, with additional meetings convened as needed to address specific issues. Minutes are formally recorded and retained internally. An Annual General Meeting (AGM) is also held in person each year, providing an opportunity for wider engagement.

While governance sits with the trustees, staff regularly attend Board meetings to provide updates on operational delivery and organisational performance. Feedback is also gathered from volunteers, community members and external contributors, including student researchers, particularly through the AGM.

The Board collectively holds responsibility for key areas including safeguarding, financial management and strategic oversight. One trustee serves as Treasurer, providing additional scrutiny and support on financial matters.

Board Effectivness and Development

The Board is committed to maintaining high standards of governance and continually improving its effectiveness. While Be Enriched is a smaller charity, it seeks to align with recognised good practice, including principles set out in the Charity Governance Code.

In the 2023–2024 period, a trustee skills audit was undertaken (January 2024) to ’ assess the Board s collective strengths and identify any gaps in expertise. This has helped to inform both trustee recruitment and ongoing development, ensuring the ’ Board maintains an appropriate balance of skills to support the charity s work.

Trustees are encouraged to undertake ongoing learning and development to support them in their roles. This includes completing free training modules available to charity trustees, as well as more formal training where appropriate. During the period, some trustees undertook training through the Institute of Chartered Accountants in England and Wales (ICAEW), strengthening knowledge in areas such as governance and financial oversight.

The Board continues to keep its performance and ways of working under regular review through discussion and reflection, ensuring it remains effective, proportionate, and responsive to the needs of the organisation.

36.

General reserves

At 30 September 2025, the charity held unrestricted general reserves of £23,975 (being total funds of £37,168 less restricted funds of £13,193).

General reserves represent the funds available to support the ongoing operations of the charity and to manage short-term financial risks. During the year, reserves reduced compared to the prior year, reflecting the timing of grant income and continued investment in programme delivery.

The trustees recognise the importance of maintaining sufficient reserves to ensure the financial stability of the charity and to enable it to respond to unforeseen circumstances.

General reserves Policy

Reserves Policy

The trustees aim to maintain a level of free reserves sufficient to support the charity’s operations and commitments. The long-term objective is to hold reserves equivalent to approximately three months of operating expenditure.

This level of reserves is intended to:

• ensure continuity of services in the event of short-term income disruption

• allow the charity to meet its financial obligations as they fall due

• provide flexibility to respond to emerging needs within the community

Reserves Policy

The trustees aim to maintain a level of free reserves sufficient to support the charity’s operations and commitments. The long-term objective is to hold reserves equivalent to approximately three months of operating expenditure.

This level of reserves is intended to:

• ensure continuity of services in the event of short-term income disruption

At present, reserves are below the target level, and the trustees will continue to prioritise building reserves over time through careful financial management and income generation.

The reserves policy is reviewed regularly by the trustees to ensure it remains ’ appropriate to the scale and nature of the charity s activities.

• allow the charity to meet its financial obligations as they fall due

• provide flexibility to respond to emerging needs within the community

At present, reserves are below the target level, and the trustees will continue to prioritise building reserves over time through careful financial management and income generation.

The reserves policy is reviewed regularly by the trustees to ensure it remains ’ appropriate to the scale and nature of the charity s activities.

Pension Scheme

The charity operates a workplace pension scheme in line with its statutory obligations.

Eligible employees are enrolled in a defined contribution pension scheme, with ’ contributions made by both the employer and employees. The charity s pension costs for the year amounted to £17,989.

The charity has no liability beyond the payment of these contributions.

Going Concern

The trustees have considered the financial position of the charity, including its level of reserves, cash flow position, and expected income and expenditure over the coming period.

While the charity operates within a funding environment where income levels and the timing of grant receipts can be uncertain, the trustees are satisfied that the charity has adequate resources to continue in operational existence for the foreseeable future.

Accordingly, the financial statements have been prepared on a going concern basis.

Trustees Statement

The trustees are responsible for preparing the Trustees’ Annual Report and the financial statements in accordance with applicable law and United Kingdom accounting standards, including the Charities Statement of Recommended Practice (SORP) (FRS 102).

The Charities Act 2011 requires the trustees to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charity and of its incoming resources and application of resources for that period. In preparing these financial statements, the trustees are required to:

• select suitable accounting policies and apply them consistently;

• observe the methods and principles set out in the Charities SORP (FRS 102);

• make judgements and estimates that are reasonable and prudent;

• state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charity will continue in operation.

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy the financial position of the charity at any time. They are also responsible for safeguarding the assets of the charity and for taking reasonable steps to prevent and detect fraud and other irregularities.

Public Benefit

The trustees review the charity’s aims, objectives and activities each year to ensure they remain aligned with its charitable purposes. This report outlines the main activities undertaken during the year and the benefits delivered to the communities Be Enriched serves.

In planning and carrying out its work, the Board has had due regard to the Charity ’ ’ Commission s guidance on public benefit. The trustees are satisfied that the charity s activities are consistent with its objectives and provide clear public benefit. This is most visible in the charity’s work to address food insecurity, reduce social isolation, and support healthier communities - needs that remain acute across the south London boroughs where Be Enriched operates.

The trustees make decisions collectively and in good faith, acting in the best interests of the charity and its beneficiaries. Day-to-day operations are delivered by staff and volunteers, with oversight from the Board to ensure activities are aligned with agreed priorities and values.

In its decision-making, the Board considers the long-term sustainability of the charity, the needs of the communities it serves, and the importance of maintaining strong relationships with staff, volunteers and partners. The trustees also seek to ensure that the charity operates with integrity and maintains appropriate standards of governance and conduct.

As the charity’s income is below the statutory audit threshold, the financial statements are subject to independent examination rather than a full audit, in line with Charity Commission requirements

Inde endent Auditors re ort to trustees p p

Opinion

Conclusions

We report on the accounts of the charity for the year ended 30 September 2025, which is set out in the Financial Statements and Notes pages. We have examined the Balance Sheet and the Receipts and Payments Account of Be Enriched Elements for the year to 30 September 2025. This account has been prepared in accordance with the Financial Reporting Standard for Smaller Entities and under historical cost convention.

Respective Responsibility of the Trustees and Independent Examiner

Independent Examiner’s Statement

In connection with our examination, no matter has come to our attention: (1) Which gives us reasonable cause to believe that in any material respect the requirements:

• to keep accounting records and

• to prepare accounts which accord with the accounting records and to comply with the accounting requirements.

have not been met; or

’ The charity s trustees are responsible for the preparation of the accounts. The charity’s Council of Trustees consider that an audit is not required for the year under section 43(2) of the Charities Act 1993 (the 1993 Act) and that an independent examination is needed. It is my responsibility (i) to examine the accounts under section 43 of the 1993 Act; (ii) to follow procedures in the General Directions given the Charity Commissioners under section 43(7)(b) and (iii) to state whether particular matters have come to our attention.

Basis of independent examiner’s report

(2) To which, in our opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

Our examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently we do not express an audit opinion on the view given by the accounts.

Michael Danso MBA, MSc, FCCA, FFA, FIPA Anthony Michael & Associates Ltd Accountant & Management Consultants 147 Wells Way, London SE5 7SZ 01 June 202

Accounting policies

Recognition of income

These are included in the Statement of Financial Activities (SoFA) when:

·the charity becomes entitled to the resources; it is more likely than not that the trustees will receive the resources; and the monetary value can be measured with sufficient reliability.

Offsetting

There has been no offsetting of assets and liabilities, or income and expenses, unless required or permitted by the FRS 102 SORP or FRS 102.

Grants and donations

Grants and donations are only included in the SoFA when the general income recognition criteria are met (5.10 to 5.12 FRS102 SORP). In the case of performance related grants, income must only be recognised to the extent that the charity has provided the specified goods or services as entitlement to the grant only occurs when the performance related conditions are met (5.16 FRS 102 SORP).

Government grants

The charity has received government grants in the reporting period.

Donated goods

Donated goods are measured at fair value (the amount for which the asset could be exchanged) unless impractical to do so. Donated goods for resale are measured at fair value on initial recognition, which is the expected proceeds from sale less the expected costs of sale, and recognised in 'Income from other trading activities' with the corresponding stock recognised in the balance sheet. On its sale the value of stock is charged against 'Income from other trading activities' and the proceeds from sale are also recognised as 'Income from other trading activities'. Goods donated for on-going use by the charity are recognised as tangible fixed assets and included in the SoFA as incoming resources when receivable.

Volunteer help

The value of any voluntary help received is not included in the ’ accounts but is described in the trustees annual report.

Liability recognition

Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.

Governance and support costs

Support costs have been allocated between governance costs and other support. Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice. Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, eg allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.

Tax reclaims on donations and gifts

Gift Aid receivable is included in income when there is a valid declaration from the donor. Any Gift Aid amount recovered on a donation is considered to be part of that gift and is treated as an addition to the same fund as the initial donation unless the donor or the terms of the appeal have specified otherwise.

Redundancy cost

The charity made no redundancy payments during the reporting period.

Deferred income

No material item of deferred income has been included in the accounts.

Basic financial instruments

The charity accounts for basic financial instruments on initial recognition as per paragraph 11.7 FRS102 SORP. Subsequent measurement is as per paragraphs 11.17 to 11.19, FRS102 SORP.

Tangible fixed assets for use by charity

These are capitalised if they can be used for more than one year, and cost at least. They are valued at cost. The depreciation rates and methods used are disclosed in note 9.2.

Debtors

Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received.

Statement of Financial Activities

The accounts presnt a true and fair view of the accounting policies ibelow.

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts. The accounts have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the chairites act 2011. the charity consitutes as a public benifit entitiy as defined by FRS

There have been no changes to accounting estimates during the reporting period an no materil prior year errors have been identified in ther reporting period.

Total income for the year was £337,575, including £249,753 of restricted funding and £87,822 of unrestricted income.

Expenditure totalled £324,382, with the majority directed towards charitable activities. The charity reported a net surplus of [£13,193].

Cash balances at year end were £13,292, compared to £25,178 in the previous year, reflecting the timing of grant receipts and ongoing investment in delivery. Net assets stood at [£37,168], including £13,193 of restricted funds carried forward.

The trustees continue to prioritise financial resilience, with the aim of building reserves equivalent to at least three months of operating expenditure.

Balance Sheet

30th September

The company was entitled to exemption from audit under s477 of the Companies Act 2006 relating to small companies. The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act with respect to accounting records and the preparation of accounts. These accounts have been prepared in accordance with the provisions applicable to small companies subject to the small companies regime and in accordance with FRS102 SORP.

The financial statements were approved by the Board of Trustees on 2nd July 2026 and signed on its behalf by

Sanchia Alasia Chair of trustees

Rohan Mistry Treasurer of board of trustees Date 17th of July 2026

Income

Donations

Assets

A great amount of time, the value of which is not re ƽ ected in these accounts, is donated by around 1100 volunteers from across London.

Volunteers play a vital role in our delivery of the organsiations aims particulatly in the canteens project. A great deal of food is rescued from landfill the cost of which can not be qauntified as it has been recognised as wastage by other businesses.

Charitable activities

Other trading activities

Other income

Government grants received in the reporting period were £7000 from Southwark council. A unsecured, interest-free loan with no fixed repayment terms of £30,500 was made by a related party to the charity to support operational activities.

Expenditure

Charitable activity spend

Staff costs

Expenditure on charitable activities can be categoriesed by the three main areas of activity as follows: Food Bus and Holiday activities Canteens project Holiday Activities programme

It is not appropriate to split support costs between activities undertakes due to the supportive and interactive roles played by each programme with each other . An additional £633 was spent on Advertising and publicity.

Marketing costs

The average headcount number of employees and full-time equivalent (FTE) for the year is 14. Total staff numbers include 1 in fundraising, 6 delivering charitable activities, 6 in Governamnce and 1 other. No employees recieved employee benifits for the reporting period of more than £60,000.

Total amount paid to key management for their services to charity was £74,307.

In line with the governing document one trustee was paid £36,194 and £1,086 in pension payments) for their role as CEO.

Defined contribution Pension scheme

£17989 has been recognised in the SOFA as an expense.

Cash in bank at period end

Fees for independent examination of accounts are yet to be defined.

Transfers between funds

As per the reserves policy Trustees aim to hold 3 months of salaries in reserves. With this in mind £13,291 was transferred to reserves at the year end.

OLiviYfE Kbds (lub