Charity number: 1179092 Meals & More (a charitable incorporated organisation) Trustees. Report and Financial Statements For the Year Ended 30 June 2025
Meals & More Contents Page Reference and Administrative Details of the Charity, its Trustees and Advisers Trustees. Report 2-19 Trustees. Responsibilities Statement 20 Independent Examiner's Report 21 Statement of Flnanclal Actlvltles 22 8alance Sheet 23 Notes to the Financial Statements 24-31
Meals & More Reference and administrative details of the Charity. its Trustees and Advisers Forthe Year Ended 30 June 2025 Trustees Katherine Ann Woodhouse (resigned 31 January 20251 Shannan Horner Erin Roy Peter Stalham Ranjini Bhattacharya (resigned 26 November 20251 Richard Cooper, Chair Christopher Martin Nicola Sampson Thomas Mariani Joanne Warner lappointed 2 October 20251 Nigel John Hunt lappoinled 3 June 20251 Bary Bolton (resigned 26 September 20251 Charity registerod numbor 1179092 Principal office Enterprise House, Nicholas Road Eureka Science Park Ashford Kent TN25 4AG Accountants Kreston Reeves LLP 37 St Margaret's Street Canterbury Kent CT1 2TU Independent Examiner Samantha Rouse FCCA DChA Kreston Reeves LLP 37 St Margaret's Street Canterbury Kent, CT1 2TU Bankers CAF Bank Ltd 25 Kings Hill Avenue Kings Hill West Malling Kent, ME19 4Ja Page 1
Meals & More Trustees, Report Forthe Year Ended 30June 2025 The Trustees present their annual report together with the financial statements of Meals & More la Charitable Incorporated Organisationl for the year from l July 2024 to 30 June 2025. Objethves and artivities Policies and objectives Meals & More supports organisations across the UK that provide children with healthy meals and positive activities during the school holidays. Through these partnerships we help children who may otherwise face food insecurity and social isolation when school 15 closed. Since Meals & More was established in 2015, it has supported the delivery of over 2.5 million meals. Working through a growing network of delivery partners rooted in their communities, Meals & More now supports hundreds of holiday clubs across the UK each year. Meals & More continued to focus on the following key athvities during the reporhng period- Partnering with local charities and community organisations Idelivery partners) by providing funding to allow them to address the need for meal provision and holiday clubs during the school holidays, with a view to providing nutritious meals and enriching activities to children,. Focusing on extending our reach within areas of social deprivation with the aim to increase the number of partners and meals supported Working with supporters to raise funds and gather resources which are then provided to our delivery partners to either distribute or use at their holiday clubs across the United Kingdom,. To explore and maximise alternate fundraising activities,. Enabling delivery partners to build on the more" element of their delivery,. and Raising awareness of holiday hunger and social isolation. Meals & More brings together partners, supporter5 and community organisations to help children access nutritious food and positive experiences during the school holidays. Through these partnerships the charity helps create supporhve environments that contribute to children's wellbeing, confidence and aspirations. Meals & More has recognised the importance of minimising risk and maintains clear policies such as conflict of interest, risk management, privacy, and data protertion to provide a secure platForm for achieving its objectives. In sethng objectives and planning for its grant giving activities, the Trustees have given due consideration to general guidance published by the Charity Commission relating to public benefit, including the guidance 'Public benefit: running a Charity IPB21'. Page 2
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Strategles for achlevlng oblertlves During 2024125 the focus for the Trustees and operations team were: l. Confirm Strategy for next tive-year period 2025 > 2030 Deliver Partner network- Support growth and reach Marketing & Communications- Continue to raise awareness of the issues relating to holiday provision 4. Corporate Support- Ensure sustainable income to underpin grant support of new and existing partners 5. Wider Engagement 6. Transition l. Strategy The review of strategy continued through 2024 / 25 with support of Deloitte. Our aim was to set ambitious goals, given the scale of need, and to understand and overcome constraints that could block achievement. The 5-year strateEV was agreed by Trustees in that: Goal.. to support provision of I million meals per year in 2030 A SWOT exercise assisted on key areas of development- Resources, Marketing & Brand and Income generation. Strengths Clear Mission & USP Access to key partner funds, talent and resources Wide UK geographical spread Governance & delivery partner oversight Respected and valued by supporters / partners Weaknesses Low brand awareness and reach Resource & skills constraints13 FTES) Donor visibility of where their support goes Risk of over reliance on single high donor support Opportunities Highly scalable & leveraged op model Systematic fundraise with key partners Increase brand awareness and impact of need Use "Every £1 donated goes to help children" USP Page 3
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Threats Food cost inflation Donor fatigue - competitive pressure Fail to get traction for funding growth Key persons change management Delivery partner stability Isome are smalll & their ability to manage growth Our values highlighted in the word cloud below remain firmly supportive of communities. This is reflected in how Meals & More engage with delivery partners rooted in their local communities to provide meals alongside activitie5 that are fun and that alleviate social isolation. children alth safe coring ,.lJQ1flV ? community engaging supportive understanding seein(J Ir endv, ¢o)tor*• There is strong support for our current approach, and given the depth of demand, a desire to stay tightly focused. An 80..20 balance between Delivery and CampaiEning was favoured, with Campaigning focused on raising awareness of need ratherthan seeking political change, given our lack of scale and connection. However, available opportunities would be taken up and supporters may also be able to apply their influence to help. Marketing & Targeting Audience Our strategy sessions concluded that Meals & More do not have the brand reach or resources to be a consumer charity. Our primary focus is therefore on accessible, aligned donors with deep pockets. Our secondary target audience includes other supporters and stakeholders IfundraisinEI. Primary TargetAudience- Donors Grant giving trusts Large corporates with food industry connections Other large corporates High net worth individuals Key Partner Leadership Page 4
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Secondary Target Audlence Key Partner / Donator employees Distribution partners Volunteers Parents Trusts.. Follow a structured application process. Need to meet their criteria and have a clear case for support and be able to demonstrate impact. Personal connections are less important. ExplorinE using agency to support Meals & More approach and applications in short term. Companies Positively, we are targeting a small and manageable number of number of organisations. However, this mean5 targeting a small number of busy people with too many good causes clamouring for their attention. The challenge is to understand their giving processes and connect with key individuals.. How do we stand out, make contact, make a connection and convert this into activity? What is driving them, what are they looking for and what brand values would support this? Who and what is influencing them?_ colleagues, employees, family, press? How do we reach them? Contacts, contacts of contacts, other influential people How do we make a connection? Eg industry, location, networks Meals & More Execution Plan- key actions for Funding The strategy provides a clear framework for the charity's development over the next five years. A supporting action plan will guide delivery of these priorities and will be regularly reviewed by Trustees to ensure progress and sustainable growth. Target, develop and monetise donor relationships.. Identify and prioritise companies, funds, others to target PRIORITY Build pipeline of prospects with large giving capacity & chance to secure Plan and build relationships with pipeline prospects Determine how to access decision makers on a timely basis Continue to build relationships with Key partners Build relationships with existing suppliers and network Build CRM to track and communicate effectively to current, past and potential supporters Leverage employee fundraising support at key partners Page 5
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Build brand identity- who we arel PRIORITY Create clear brand identity How this is articulated - key messaging, tone of voice, dos and don'ts Clear message about how we support- community, More activities Who we help- not just meals & hour5 eg demographic of children, their background Build case for support- why are we here and what difference we make Create statement and brinEing it to life How we address needl51 and why this is different and valuable The measurable and emotional positive impact of our work Idata, stories, quotes) A55et creation Website update Regularly updated fundraising & publicity packs More case studies / images / quotes Dossier of fundraising materials & templates Build need and brand awareness Obtain access to professional level PR and marketing skills Develop PR / marketing strategy Grow knowledge of our organisation beyond Sysco and the Food sector Increase awareness Wlthin third sector Consider targeted social media presence Build resources Co-build with Key partners Increase team of fundraisers- add Trust fundraiser Access to a marketing manager & designer Access to PR skills Volunteering Meals & More Execution Plan- key actions for Delivery Capture and optimise processes Used to: Select, vet and onboard Delivery Partners IDPS) Determine and agree DP capacity, delivery commitments, grant amounts and reporting Identify and source additional support for DPS where needed leg help with volunteers) Grant administration procedures Data collection and p0rknng Monitor and audit compliance with commitmerbts and quality of delivery Page 6
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Develop systems and automate processes.. Research, select and procure appropriate tools (Sysco- volunteers if not in agreement) Develop and resource implementation plan Set up, populate and pilot test Launch, monitor and optimise Grow existing Delivery Partners.. TarEeted surveys and discussions to identify- DPS with capacity to SUPPOrt more clubs I regions,. expand holiday5, suppers DPS with potential to expand but need support Develop and implement expansion programme taking into account.. Focus on in club delivery Relative speed at which DPS can implement new activity and meet M&M obligations Support requirements where needed Further diligence as needed to support expanded athvities M&M ability to sustain funding and to administer Grow New Delivery Partners Develop new partner target list through.. Research & engagement with existing network (Community Sports & Education) Government HAF programme IDOE / LGA/ MATS) Sharing aims with Support Partners & Sysco colleagues Focus on Education establishment l LA'S Confirm charitable status & desktop due diligence Establish New DP pipeline and onboard taking into account.. Selection and quality criteria linc desired mix of DPS) Relative speed at which DPS can become active, scale up and meet M&M obligations Support requirements Initial diligence I scoping M&M ability to sustain funding at higher levels M&M capacity to administer More Set out aims and scope for More activities- what is desirdble and feasible Understand potential for expanding existing Delivery Partner contributions to More.. Survey existing DPS on need I wants / capacity Focus on healthy meals & wellbeing activity Training NVQ I Volunteering Op5 / > Employment Identify new partners that offer "More" activities i.e. Arts/Games/Heath Select DPS based on ability to deliver in scope achvities on acceptable bas15 Page 7
Meals & More Trustees, Report Forthe Year Ended 30June 2025 2. Dellvery Partner Network During 2024/25 Meals & More grew its delivery partner network from 39 to 48 extending our reach in Scotland, Northwest, Yorkshire, East Midlands and Southwest, adding an additional SS clubs. Total clubs now being 328 and over 35,(K)O children being supported. The number of meals supported during the period Summer 2024 > May 2025 was 409,902 Summer 2024 204,390 October 2024 39,438 December 2024 59,515 February 2025 31,915 Easter 2025 52,137 May 2025 22,507 The Meals More initiatives "The Big Day Out" and "The Big Christmas party" continued to add value to our network. Grants of up to £IOOO.00 (Big Day Outl and £275.00 IBIE Christmas partyl were awarded to those partners that wish to take part. An additional grant of £100 to support Literacy at Christmas were also awarded. 46 Big Day Out grants awarded, supporting over 3600 children and 7(X) adults taking part in a day away from their normal surroundings. Activities included.. Teddy Bear Hunt & BBQ, Family Day to Twin Lakes, Trip to Seahouses, Indoor Trampoline centre, 'Footgolf" Wembley, Toca Social in Greenwich, Gulliver's World Theme Park, Pinkston Water achvities, riverside & day in local park, Barbecue, entertainment / bouncy castle, sports activities, dancing, music, arts and crafts, circus skills, and an ice cream van. Trip to Dreamland & MarEate, Dreamland for the day and to explore Margate, Flower Bowl Entertainment Centre, Eco Ventures Dolphin and wildlife watching boat trip, Beach, Zoo or Activity Park. The Big Christmas party saw 40 partners taking part, with over 2600 children attending. One partner in Scotland reported "Children engaged in diverse activities, including drama, visual arts and music, coming together with their families to showcase creative work. This unique experience allowed kids to display their talents, with some trying new activities for the first time. The event featured visits from Santa, reindeers, a snow globe, a delightful kids, show, arts and crafts, free play, and hot meals" Delivery Partner Engagement Engagement with our network of partners is key to our charity. Visits were made to view club provision throughout the year. Trustees and the team visited partners and clubs in the Northeast, Northwest, East Midlands, Yorkshire, London, and Scotland. Page 8
Meals & More Trustees, Report Forthe Year Ended 30June 2025 These included Kind - Liverpool, Preston NECT, Peek- Glasgow, Oasis Waterloo, and Middlesbrough & Cleveland. Our partners were also asked their views on the support given by Meals & More. The annual sueY responses received reflected positive views on support, Communication, understand of partners aim and challenges, and level of grant funding. Comments received 'From my perspective, Meals and More feels very focused on its key mission of feeding children but works hard to go above and beyond with things like the Big Day Out and xmas hampers." 'Switched on as to how things are at grassroots level." 'We've really appreciated the support to provide meals in the school holidays. The long lead in times and reliable support year on year has been especially valuable to us." 'Finances of-course which enable us to continue doing what we are doing but also you have helped to shape what we do with your offer of grants for Big Day Out and Christmas Party, plus literacy grant." Page 9
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Howsatisfied areyouNVith communication YOIJ have from Meals& More? OW5ati5fied areyou with the level offundiTrg provid toyour organisation W Meals & More? Very Satlsfied Very Satisfied Satisfiecl Satisfied Neither Satisfied or Dissatisfied Neither Satisfied or Di5sati5fied 10 20 30 20 How&4tisfied areyou with Lhe Supwrtyou receive from Meals & More? HOw%atisfied aYOU with ihe level of understanding Meals & Nlore has of yo'J* organisaTion and Its ooals? Very Satisfied Very Sat15fipd 33 Neither ti5fied or Neither DiSSèti¥fiÈd 20 io 20 30 50 Adding Value The connection between Delivery Partners, Meals & More and their corporate supporters is an area where the charity aimed to improve during 2024125. To this end several initiatives were instigated. Corporate partners were invited to attend clubs to either visit to experience the difference their donations make and or volunteer their time as part of their Corporate Social Responsibility ICSRI aims. Page 10
Meals & More Trustees, Report Forthe Year Ended 30June 2025 Sysco GB, in partnership with the Meals & More Team, planned instigated and delivered during their purpose month (November) the supply ar)d delivery of over 6000 Christmas"Goodie bags" for children attending clubs and Christmas parties in December. C.Iiristmas Goodie Bags 2024 These bags were packed by the Sysco leadership team and delivered by Lineage and Sysco GB to partners in the following regions of the UK. Alness, Ashford, Barnsley, Bradford, Birmingham, Edinburgh, Grimsby, Inverness, Isle of Sheppey, Leicester, London, Manchester, Middlesborough, Plymouth, Sheffield, South Shields and Stockport. DD Cooling visited the summer camp delivered by Preston NE Community Trust at Preston College. DD Cooling response after the visit 'lt was lovely meeting you as well, and Jo and I found the vislt to the holiday club very insightful. It was truly inspiring to learn how DD Cooling is making such a meaningful impact on the lives of children and young people." Page 11
Meals & More Trustees, Report Forthe Year Ended 30June 2025 On 21 November 2024, Team Fresh Direct, had an amazing day at Highfield Adventure Playground, Leicester. The Team, Wayne Syson, Nat Knott, Rhys Humm, Helen Mulford, Roddy Macdonald, Nathan Hodges, Ginny Porter, Sinead Burke, Lee Tate, Anthony Mccarthy, with Peter McGrath (Meals & Morel spent the day at the club and provided much needed garden maintenance. Pruning, tidying and clearing the playground perimeter and within the park itself. Maklng a Difference To9ether ddcooling The team really took to the task and did amazing work, providing 50 hours of volunteering. C¢4nniuThTy Kevin 5herriff, Manager at the club, "Thank you for organisinE the volunteer event and please pass on my thanks to the Fresh Direct team. They were a very good bunch and got stuck in and made short work of the project. The result of their endeavour is the gratitude of the playground, the children & young people that attend and our neighbours, many of whom have already commented" 3. Marketing & Communications As part of our planned investment into the team, Meals and More appointed a Marketing & Communications officer. With a specific aim to improve branding and ensure a consistent tone of voice acros5 social media platforms and the website. With the key aims of.. Building Trust and Reliability Increasing Recognition Enhancing Emotional Connection Improving Audience Engagement Ensuring Consistency Acr055 Channels Improving stakeholder Understanding Page 12
Meals & More Trustees, Report Forthe Year Ended 30June 2025 With a stepped approach we reviewed our current position and focused on: Website review and relaunch Social Media Plarforms Marketing materials and communications to stakeholders Work commenced in the summer with a launch date January 2025. Redesigning and creating a new website on the Wix platform. The existing website was launched 10 years ago, with limited experhse and knowledge on build, whilst serving a purpose it is felt that it was cumbersome to navigate and update. Annual cost has also increased. The new website is on a more accessible platform, provides more options, simpler navigation / editing, with an extensive rdnge of tools. Launched in January 2025 the site has an improved structure, is more user friendly with a fresh and updated look and feel. meal8aNns)rw Tkrfoughtwsted holidfOrChdTenI 25m114in k3Zl97I1M1L4ntyand 100ilr Website Launch DoULES th• dskrf Jrermillr 5¢ THE BIG CAY Social Media The charity has a presence on Facebook and X (Formally Twitterl- Facebook activity is good,. however, it was felt that whilst we remain on X, this platform may not be the best place to promote activity. Therefore, to improve our presence we created and launched an Instagram page helping Meals & More reach a broad range of audiences through targeted and engaging content. Page 13
Meals & More Trustees, Report Forthe Year Ended 30June 2025 4. Corporate Support Meals & More operates with a lean structure supported by operational assistance from Sysco, including donated staff time and office facilities. This model enables the charity to maximise the proportion of funds directed to delivery partners and charitable activity. Beyond this, the charity has over 30 corporate supporters that agree to donate funds over a set period normally reviewed every three years. These donations are then awarded to delivery partners through annual grants to help support of meals andlor"The More" activity, such as "The Big Day Out, The Big Christmas Party and a literacy award. The corporate supporters in the main stem from the food industry. Fundraising 2024125 saw a consolidation of Meals & More fundraising, focusing on supporters, parhcipation in events. A fundraising pack was created and shared. This highlighted opportunities for fundraising including the approach and calendar of ideas. There was a clear focus on running events, The charity was gifted places at the London Marathon, and we signed up to the London Landmarks Half Marathon. Not only did this raise funds but also acted as a catalyst for engagement and interest in our mission. At the London Landmarks Half Marathon we had 21 runners take part raising over £15,000. .FUNDRA151k4G GETfiNG STARTED Page 14
In November 2024 Meals & More were pleased to be invited to a parliamentary drop-in session hosted by Sysco at Portcullis House to showcase our work
Meals & More Trustees, Report Forthe Year Ended 30June 2025 6. Transltlon From an organisational point, the charity has welcomed new trustees and appointed a new Chair. Richard Cooper, who has a vast experience of the charitable sector, we have finalised and aEreed our strategy for the next 5 years. The board of trustees have a wealth of experience and knowledge, including charity development, l.T, Risk Management, Human resources, and business & Industry are we are positive that we have a solid platform on which to build and grow. and will go from strength to strength. We would also like to thank Kate Woodhouse who stepped down as Chair at the end of 2024, Kate's vision and support of the team, has been invaluable to the charities progress and for that we give our heartFelt thanks. The team has also seen change, with new appointments to the team leading on Marketing & Comms and Corporate Partnership. The new appointment will assist the charity to go from strength to strength. 2025 marks the 10th anniversary of Meals & More. With a refreshed Board, a new Chair and a clear five-year strategy now in place, the charity enters its next phase with strong foundations and renewed focus on reaching more children each year. Page 16
Meals & More Trustees. Report (continued) Forthe Year Ended 30 June 2025 Financial review a. Going concem After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity, has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue lo adopt the going concern basis in preparing the financial slalemenls. Further details regarding the adoption of the going cOnM basis can be found in the accounting policies. b. Reserrfes policy 11 is the policy of the Charity lo maintain unreslricled funds, which are free reserves of the Charity and cash held at bank and in hand, which equate to at least 6 months of unrestricted expenditure. This ensures that the Charity can continue lo operate if difficulties in recovering future income are encountered in the short term. If unrestricted expenditure in FY26 is projected lo be similar lo FY25, this would amount lo circa £350,00012024.' £300,0001 al peak periods. The Trustees monitor this quarterly and specifically review compliance with the reserves policy at each Board of Trustees meeting. If the reserves policy is exceeded al any quarter end, this musl be reported lo the Board of Trustees al the next meeting. If il is anlicipaled that the reserves policy will be exceeded in future quarters, this musl be approved in advance by the Board of Trustees al the next scheduled Trustee Meeting. Actual unreslricled reserves held at the yearend amounted to £346,911 12024.. £413,133). Cash at bank and in hand al the year-end amounted lo £369,64512024.' £270,2041. The Trustees are aware of the level of reserye and understand the need to maintain these al appropriate levels. Given the rising cost of food and increasing demand for support, il is the Charity's objective to engage with more delivery partners and increase the number of clubs supported. Therefore, we expect to ulilise our reserves as additional grants to be awarded in future years. The Trustees are also mindful of the challenging limes our supporters are experiencing, and that generating income may prove challenging in the short term. There needs lo be a baland approach to ulilising our reserves and enabling the Charity lo be able lo give clear commitments on future levels of funding lo our delivery partners. This will ensure that we can continue lo grow sustainably together. The Trustees note that the Charity benefits from significant donated services, including staffing and office facilities, which reduces the level of cash reserves required to sustain operations. In addition, grants to delivery partners are typically paid as a single advan payment covering a defined programme period of up lo 12 months. As a result, funding commitments are limited and predictable, and the advance nature of these payments redu$ the risk of unforeseen liabilities. The Trustees therefore consider that the Charity's current reserve levels remain appropriate in the context of ils operating model and do not present a solvency risk. Reserves will continue lo be deployed in a planned way to support the growth ambitions sel out in the charity's 2025-2030 strategy, while maintaining financial stability. c. Principal risks and uncertainties Risks are identified using a risk management process which is reviewed quarterly by the Trustees. This includes Finance, Governance, Operational, Exlemal and Compliance risks. Risks which are assessed lo be either high or medium are identified and sel out in a risk action plan, which is assigned lo each Trustee by section and supported by the Secretary lo the Board of Trustees. Financial risk management has been a priority for Trustees and several policies and procedures have been implemented to manage these risks, including a delegation of authority. Additional or increased financial risks, resulting from the wider global financial climate, have been identified. The most significant of these in the short-lerm is credit risk. This may arise from default on financial commitments made lo the Charity by supporters. The Trustees believe that the Charity has enough reserves and cash lo mitigate the impact of any short-lerm disruption lo income. In addition, the Charity operates multi-year grant agreements with many of our corporate supporters. This ensures a degree of long-lerm funding commitment and certainty. The Trustees will continue lo monitor the risks and take appropriate actions as required. Page 17
Meals & More Trustees. Report (continued) Forthe Year Ended 30 June 2025 d. Results for the year This is the sixth financi81 period since the Charity has been registered as an independent Charitable IncorFX)f8ted Organisation ICIOI. In this period, the Charity has generated £627,921 12024." £324,707) in total income. The increase in income is due to the recognition of the future mu1-year commitments to the Charity made by several corporate sponsors. The variability in income year on year is reflective of the liming of multi year contracts with supporters which are prioritised as early as possible with as few reslriclions as possible leading lo its recognition upon the signing of the agreement not when the cash is received. In addition to financial support, the charity benefits from operational support including donated staff time and f8cilities, allowing Meals & More to operate with a lean sttucture and maximise the proportion of funds distributed lo delivery partners. Syseo GB Limited is a leading food setvice company in the UK. Sysco GB Limited founded Meals & More 8nd is a key supporter of Meals & More la Charitable Incorporated Organisationl. Meals & More la Charitable Incorporated Organisationl operates entirely independently from Sysco GB Limited. However, agreements are in place that sees Sysco GB Limited provide funding and operational support to Meals & More 18 Ch8rit8ble Incorporated Organisalionl. The Charity has been focused on building its supporter network and establishing donation eommitments from 8 wider base of supporters. Since 2021, the Charity has engaged professional fundraisers with a remit lo improve ils support neork. With a focus on.. Ensuring current supporters extend their existing eommitmenls Confirming new supporters and their level of commitment Identifying potential additional corporate supporters Researching potential fundraising activities Improving communication with potential supporters Meals & More's model is to support the delivery of projects through delivery partners. As the attached aceounls show, Meals & More committed grants lo delivery partners of £533,53812024." £459,996). The Charity intends to increase the amount of grants made to delivery partners over the next year, with a focus on building on existing partnerships where there is the capacity and scope to grow in a stepped and sustainable way. This approach mitigates risk whilst improving our reach lo more children. In addition, work is ongoing to identify new delivery partners that meet our criteria and are not necessarily benefiting from the national (England only) HAF programme. Total expenditure on support costs in the ye8r was £160,60512024." £140,822). The nel surplus for the year ended 30th June 2025, s8W the Charity decrease its total reserves by £66,222 12024". £276,111), meaning that the total reserves were £346,911 12024." £413, 1331. The Charity aims to use this surplus lo further all ils charitable aims, including by expanding the number of delivery partners it works with and the number of clubs and meals funded. This will increase the reach of our wotk and the number of children that Can benefit from our ch8ri18ble activities. Strueturei govemance and management a. Constitution Meals & More is 8 registered charity, number 1179092. Meals & More is a Charitable Incorporated Organisalion ICIO) and governed by ils constitution. Page 18
Meals & More Trustees. Report (continued) Forthe Year Ended 30 June 2025 structure, governance and management Icontinuedl b. Methods of appointment or election of Trustees As per the conslitulion, the original Charity Trustees have been appointed for a period of up lo 3 years. Additional Trustees musl be appointed by a resolution passed al a properly convened meeting of the Charity Trustees. In selecting individuals for appointment as Charity Trustees, the Trustees musl have regard lo the skills, knowledge and experience needed for the effective administration of the CIO. c. Oryanisational structure and decision-making policies Meals & More la Charitable Incorporated Organisationl is managed by the Operations Director, supported by a Corporate Partnerships Manager, a Marketing & Communications Manager and an Adminislralor. The Charity's colleagues and Trustees are guided by the Financial PrOdureS Policy and Delegation of Authority. All decisions in respect of financial commitment are made in line with a sel authority process sel out in these documents. d. Policies adopted for the induction and training of Trustees Meals & More la Charitable Incorporated Organisationl has the following policies to ensure ils Trustees are inducted and trained appropriately and to reduce the Charity's exposure to external and internal risk factors.. Risk Management policy and Risk Register., Complaints Handling., Privacy policy., Equality and Diversity policy., Crisis Management policy., Financial PrOdureS and Delegation of Authority., Donations,. Conflicts of Interest., Trustee Handbook., and Trustee Code of Conduct. e. Risk Management The Trustees have assessed the major risks lo which the Charity is exposed, in particular those related lo the operations and finanS of the Charity and are satisfied that systems and procedures are in place lo mitigate exposure to major risks. Risk is assessed on a quarterly basis al each Trustee Meeting but is monitored regularly by the Secretary lo the Board of Trustees. There is a risk action plan in pla which highlights medium lo high risk areas which require immediate lo short term attention. This action plan is also reviewed at each Trustee Meeting and monitored regularly by the Secretary lo the Trustees. Post balance sheet events No material events have occurred Sin the statement of financial position date which would affect the financial slalemenls of the Charity. Page 19
Meals & More stst•mènt of TNstees' re8ponslbllltbes For the Yoar Ended 30 June 2025 Th8 Trust¢¢s are responsible for Preparing the TNste&s' Report and the financial statements in accordance wit applicable law and United Kingdc*m A¢ntIng Standards (United Kingdom Gener81ty Actspted A¢¢ounting Practti). The law applicable to Charities in England & Wales requlres th& Trustees lo prepare financial stalements for each financial yèar which giv8 a tw8 and fair view of the slate of affairs of th¢ Chanty and of ts incoming resources and appliralion of re50urce$. induding its ino)me and expendituie, for that period. In fxep8ring these nanc4al statements. the Trustees are required lo.. Select suitable accounting policAes and thèn appty them consSstenrfy', observe the m81hods and principles of th8 Charities SORP IFRS 1021., rnakè judgements and accounting estimates Ihal are reasonable and prudent,. state wholher applicabl8 UK Accounting Slandard5 IFRS 102) have boen foll0v, subject to any material departures disclos8d and 8xplained in the financial slalements., pr8paro th8 financial slatements on the going corKem basis unles$ it is inappropriate to kvesume that the Charty wil witinue in bu$irJess. The TrLFStees are responsible for keeping adequate aCuntIng records that are sufficA8nl lo show and explain the Ch8rtls tr8nwlion$ and disdose wrth reasonable accuracy 418ny tlme the finandal po$illon ofthfr Charty and gnable lo ensure that the financral slalern8nts comply wlh Ihè Charities Act 2011, the Charity Accounts and Rewtsl Regulation$ 2008 and the provisions of the Trust deecl. They are also responsible for safeguarding the assets L)f the Charity and hfjn for tsknn9 reasonable 5tep5 foTrr the prevention and detection of fraud and other irregularities. Approved b er of the members of the board ofTrustees signed on its beham by. Rlch Chai Date.. er Trustee8 Page 20
Meals & More Independent Examiner's Report Forthe Year Ended 30 June 2025 Independent Examinerfs Report to the Trustees of Meals & More Ilhe Charity'l I report lo the Charity Trustees on my examination of the financial statements of the Charity for the year ended 30 June 2025, which are sel out on pages 15 to 22. Responsibilities and Basis of Report As the Trustees of the Charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 I'lhe 2011 Acfl. I report in respect of my examination of the Charity's financial statements carried out under section 145 of the 2011 Act and in carrying out my examination I have followed the applicable Directions given by the Charity Commission under section 14515llbl of the 2011 Act. Independent Examiner's Statement Since the Charity's gross income exeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that l am qualified lo undertake the examination because l am a member of Association of Chartered Certified Accountants, which is one of the listed bodies. I have completed my examination. I confirm that no mallers have come lo my attention in connection with the examination giving me cause to believe that in any material respect.. accounting records were not kept in respect of the Charity as required by section 130 of the 2011 Act," or the financial statements do not accord with those records,. or the financial statements do not comply with the applicable requirements concerning the form and content of financial statements set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the financial statements give a 'true and fair, view which is not a matter considered as part of an independent examination. I have no concerns and have Come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the aecounts to be reached. This report is made solely to the Charity's Trustees, as a body, in accordance with Part 4 of the Charities (Accounts and Reports) Regulations 2008. My work has been undertaken so that I might stale to the Charity's Trustees those mallers l am required lo slate to them in an Independent Examiner's Report and for no other purpose. To the fullest exlenl permitted by law, I do not a¢p1 or assume responsibility lo anyone other than the Charity and the Charity's Trustees as a body, for my work or for this report. Signed.. Dated.. 24 March 2026 Samantha Rouse FCCA DChA Kreston Reeves LLP 37 St Maryaret's Street Canterbury Kent CT12TU Page 21
Meals & More Statement of financial activities Forthe Year Ended 30 June 2025 Unrestrieted fund$ 2025 Total funds 2025 Total funds 2024 Note Income from: Donations and legacies Investments 627,042 879 627,042 879 324,064 643 Total income 627.921 627.921 324,707 Expenditure on: Charitable activities 694,143 694,143 600,818 Total expenditure 694.143 694,143 600,818 Net movement in funds 66,2221 166,2221 1276,1111 Reconciliation of funds.. Total funds brought forward Nel movement in funds 413,133 166.2221 413,133 166.2221 689,244 1276,1111 Total funds carrled forward 346,911 346,911 413,133 The Statement of Financial Activities includes all gains and losses recognised In the year. The notes on pages 6 to 13 fomi part of these financial statements. Page 22
Moal$ & More B•laneÈ Sheet As atjo Jun• 2025 2025 2024 Current ass•ts Deb Cash at bank and in hand 123,203 369,64S 157,808 270,204 492,848 428,012 CuTvent liabili118s credi1. amounts fauing due within one 10 11449371 (14,879) Not¢uffont ¥ss•ts 34Q911 413,133 Total netatsmts 346,911 413,133 Char5ty fund8 Unrestsicted funds 11 346,911 413.133 Totsl fvnds 346,911 413,133 The finanaal StatentS were approved and aulhorised for issug by the Tru818e8 and signed on th8* bohalfby.. Rlchard Coopgr Chair of Trustees Date.. A6z6. Then on yeS 24tO 31 fomi part of these financial staiements. Page 23
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 General infomiation Meals & More I'lhe Charity'l is a charitable incorporated organisalion registered on 6th July 2018 with the charity registration number 1179092 and the company registration number CE014575. The address of the gistered office is Enterprise House, Nicholas Road, Eureka Science Park, Ashford, Kent, TN25 4AG. Aecounting policies 2.1 Basis of preparation of financial statements The financial statements have been prepared in accordan with the Charities SORP IFRS 1021 Accounting and Reporting by Charities.. Slalement of Recommended Practice applicable lo charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 leffeclive 1 January 20191, the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 and the Charities Act 2011 and the Charities (Accounts and Reports) Regulations 2008. Meals & More la Charitsble Incorporated Organisationl meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised al historical cost or transaction value unless olhetwise staled in the relevant accounting policy. The financial statements have been prepared to give a 'true and fair, view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a 'true and fair, view. This departure has involved following the Charities SORP IFRS 1021 published in October 2019 rather than the Accounting and Reporting by Charities.. Statement of Recommended Practi effective from 1 April 2005 which has Sin been withdrawn. The financial statements are presented in UK sterling, which is the functional currency, rounded to the nearest pound. 2.2 Going concern The Trustees assess whether the use of going concern is appropriate, i.e. whether there are any material uncertainties related lo events or conditions that may cast significant doubl on the ability of the Charity to continue as a going concern. The Trustees make this assessment in respect of a period of at least one year from the date of authorisalion for issue of the financial statements and have concluded that the Charity has adequate resources lo continue in operational existen for the foreseeable future and there are no material uncertainties about the Charity's ability to continue as a going concern, thus they continue to adopt the going concern basis of accounting in preparing the financial stalemenls. 2.3 Fund accounting General funds are unreslricled funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes. Investment income, gains and losses are allocated to the appropriate fund. Page 24
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 Accounting policies Itontinuedl 2.4 Ineome All income is recognised once the Charity has entillemenl to the income, il is probable that the income will be received and the amount of income receivable e8n be measured reliably. Gmnls are included in the Statement of Financial Activities on a receivable basis. The balance of income received for specifie purposes bul not expended during the period is shown in the relevant funds on the Balan Sheet. Where income is received in advance of entitlement of receipt, ils recognition is deferred and included in creditors as deferred income. Where entitlement occurs before income is received, the income is accrued. On receipt, donated professional services and facilities are recognised on the basis of the value of the gift to the Charity which is the amount il would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market., a cotresponding amount is then recognised in expenditure in the period of receipt. Income lax recoverable in relation to don8tions retsived under Gift Aid or deeds of coven8nl is recognised at the lime of the donation. On receipt, donated professional services and facilities are recognised on the basis of the value of the gift to the Charity which is the amount il would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market., a cotresponding amount is then recognised in expenditure in the period of receipt. Income tax recoverable in relation to investment income is recognised at the time the investment income is re1Vable. 2.5 Expenditure Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third paty, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured lIablY. Expenditure on ch8rit8ble activities is incUrd on direclly undert8king the 8eb'vities which further the Charity's objectives, as well as any associated support costs. All expenditure is inclusive of irrecoverable VAT. 2.6 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 notificab'on of the interest paid or payable by the institution with whom the funds are deposited. 2.7 Debtors Trade and other debtors are recognised at the settlement amount. Prepayments are valued al the amount prepaid. 2.8 Cash at bank and in hand Cash at bank and in hand includes cash and short-term highly liquid investments with a short m8turity of three months or less from the dale of acquisition or opening of the deposit or similar account. Page 25
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 Accounting policies Itontinuedl 2.9 Liabilities and provisions Li8bilities are recognised when there is an obligation at the Balance Sheet date as a result of a past event, it is probable that a transfer of economic benefit will be required in settlement, and the amount of the settlement can be estimated reliably. Liabilities are COgnised at the amount that the Charity anticipates it will pay lo settle the debt or the amount it has received as advanced payments for the goods or services it musl provide. Provisions are measured at the best estimate of the amounts required lo settle the obligation. Where the effect of the time value of money is material, the provision is based on the present value of those amounts, discounted at the pre-tax discount rate that reflects the risks specific to the liability. The unwinding of the discount is recognised in the Statement of Financial Activities as a finance cost. 2.10 Financial instruments The Charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are inib'ally recognised at transaction value and subsequently measured at their settlement value. Critical accounting estimate$ and areas of judgement Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The Charity does not currently have any significant accounting estimates or areas of judgement. Page 26
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 Income from donations and legacies Unrestrieted funds 2025 Total funds 2025 Total funds 2024 Donations Grants 326,823 300.219 326,823 300.219 288,335 55,729 627,042 627,042 324,064 Total 2024 324,064 324,064 Investment Income Unrestricted funds 2025 Total funds 2025 Total funds 2024 Interest receivable 879 879 643 Totsl 2024 643 643 Page 27
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 Anatysis of expenditure by activities Direct costs 2025 Support costs 2025 Total funds 2025 Total funds 2024 Charitable activities 533.538 160,605 694.143 600,818 Total 2024 459,996 140,822 600,818 Analysis of direct costs Unrestricted funds 2025 Total funds 2025 Totsl funds 2024 Payments to contracted partners 533,538 533,538 459,996 Totsl 2024 459,996 459,996 Analysis of support costs Unre$tri¢ted funds 2025 Total funds 2025 Total funds 2024 Donated ServIS and facilities- Staff costs Staff expenses Independent examiner's fees Marketing Bank charges Donated services and facilities - Rent and ultililies 126.318 470 126.318 470 108,033 602 4,554 9,132 631 4,554 9,132 631 4,392 5,262 609 19,500 19,500 19,500 2,424 MISlIaneOUS 160,605 160.605 140,822 Total 2024 140,822 140,822 Page 28
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 Staff costs 2025 2024 Donated ServIS and facilities- Staff costs 126,318 108,033 126,318 108,033 The average number of persons employed by the Charity during the year was as follows.. 2025 No. 2024 No. Donated services and facilities staff members No employee reiVed remuneration amounting to more than £60,000 in either year. The Charity's Trustees are considered to be the key management personnel. As noted in note 8, none of the Trustees were remunerated during the year12024.' £Nill. Trustees. remuneratlon and expenses During the year, no Trustees reiVed any remuneration or other benefils12024 - £NILI. During the year ended 30 June 2025, expenses tolalling £470 were reimbursed to 2 Trustees 12024 £Nill. Debtors 2025 2024 Due within one year Trade debtors Other debtors 123,203 57,808 100,000 123.203 157,808 Page 29
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 10. Creditors: Amounts falling due within one year 2025 2024 Trade creditors Accruals 141,383 4,554 10,487 4,392 145,937 14,879 11. Statement of funds Statement of funds - current year Balance at 30 June 2025 Balance at 1 July 2024 Income Expenditure Unrestricted funds General Funds 413.133 627,921 1694,143} 346,911 ststomont of funds - prior year Balance at 30 June 2024 Balance at 1 July 2023 Income Expenditure Unrestrlcted funds General Funds 689,244 324,707 1600,8181 413,133 Page 30
Meals & More Notes to the Financial Statements Forthe Year Ended 30 June 2025 12. Analysis of net assets between funds Anatysis of net assets between funds - current year Unrestricted funds 2025 Total funds 2025 Current assets Creditors due within one year 492,848 1145,937} 492,848 {145.9371 Totsl 346,911 346,911 Anatysis of net assets between funds - prior year Unreslricled funds 2024 Total funds 2024 Current assets Creditors due within one year 428,012 114,8791 428,012 114,8791 Total 413,133 413,133 13. Related party transactions Meals & More la Charitable Incorporated Organisationl was originally set up by Sysco GB Limited, which continues to support the Charity. There is an operational support agreement in place beeen the Iwo enlilies. Al the year end Sysco GB Limited owes the Charity £Nil. 12024.. £100,000 from Sysco GB Limiledl. Sysco GB Limited continue to meet ils existing commitments lo the Charity under the grant agreement in place, with annual cash contributions of £100,00012024.. £100,000). During the period, Meals & More also received donations totalling £94,263 from Sysco GB Limiled12024.' £85,747). Sysco GB Limited has also granted the Charity use of its own staff members, plus provides Offi space, utilities and use of equipment to the Charity free of charge, during the financial period. The value of this staff lime, rent, utilities and equipment amounts lo an additional donation of £145,818 12024.. £127,533). This has been accounted for as donated services and facilities in these financial statements. There were no other related paty transactions in the current or prior year. Page 31