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 su￿eY
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 a￿YOU 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.
meal8aN*ns)rw
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Website Launch
DoU￿LES
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THE
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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
cOn￿M 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 balan￿d 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 mu￿1-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 ne￿ork. 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 PrO￿dureS 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 PrO￿dureS 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 finan￿S 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$irJess.
The TrLFStees are responsible for keeping adequate aC￿untIng records that are sufficA8nl lo show and explain
the Ch8rtls tr8nwlion$ 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 ex￿eded £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 Stat￿￿entS 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 re￿1Vable.
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 incUr￿d 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 ServI￿S 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
MIS￿lIaneOUS
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 ServI￿S 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 re￿iVed 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 re￿iVed 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 be￿een 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