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2024-12-31-accounts

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Fair Shot CIO - Annual Report

Trustees’ report and consolidated financial statements

August 2023 - December 2024

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Foreword - Recap of the past year

Over the past 17 months, Fair Shot has continued to grow and evolve into something truly remarkable. This period, bridging August 2023 to December 2024, reflects a time of focused progress, strategic development, and heartfelt dedication to our mission. With sustainability at the core of our work, we have embraced opportunities to grow incrementally and tactically, ensuring that every step we take strengthens the foundation for lasting impact.

By the end of 2024, our revenue streams covered 73% of our costs, meaning we only needed to fundraise for the remaining 27%. This puts us in a uniquely strong position for a charity, allowing us to focus on long-term sustainability. While managing this balance is still a significant challenge, our goal remains clear: to keep improving and achieving a sustainable impact and business model. To achieve this, our priority is to continue diversifying our income streams, ensuring we can maintain and enhance our impact responsibly.

Our achievements during this time have been significant. In September 2023, we welcomed 12 new learners to our programme, and by July 2024, we celebrated the graduation of 12 learners, with an incredible 11 out of 12 ready for employment. In September 2024, we scaled up further, welcoming 15 learners into the programme, marking our largest cohort yet.

We are also proud to have grown our income by 57.5% in 2024 compared to the previous year (with a 31% increase in business revenue), while successfully raising £646,320 throughout August 2023 to December 2024 fundraising efforts. Among these successes was another incredible event at Sotheby’s, which raised £29.8k for Fair Shot and an additional £25k for neurodivergent artists—a powerful demonstration of the community’s support for our mission.

This period also marked the launch of our new coffee wholesale department and a partnership with Mencap for our supported internship programme, which will provide even more opportunities for young adults with learning disabilities. We are thrilled to have created 5 new roles within our organisation, welcomed 8 new team members, and built relationships with 6 new employers to help create pathways to meaningful employment for our learners.

On the governance front, we bid farewell to Antonella Miro, a trustee who has been with us since the very beginning, and welcomed Ollie Harvey, whose wealth of experience in café operations and coffee will be invaluable as we grow. We also conducted financial, governance, and patron audits to ensure that every aspect of our organisation is aligned with our mission and sustainability goals.

In 2024, we began work on our first-ever three-year strategy, forming dedicated working groups to address its key areas of focus. This collaborative effort is laying the groundwork for a transformative plan, which we aim to launch in September 2025. This strategy will serve as a blueprint for Fair Shot’s future, enabling us to scale thoughtfully while remaining true to our values and priorities.

We are also proud to have launched our 2024 Social Impact Report, which captures the incredible transformation we’ve achieved through our work. These achievements are a testament to the

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dedication of our team, the support of our incredible funders and stakeholders, and the resilience of our learners.

At Fair Shot, we believe in careful progression with purpose and drive—always placing sustainability at the heart of what we do. As we look to the future, we remain committed to dismantling barriers, fostering inclusion, and creating lasting opportunities for young adults with learning disabilities. Thank you for being part of this journey with us.

Bianca Tavella

CEO & Founder

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Introduction to Fair Shot - What we do

We are Fair Shot, a registered UK charity (based in Covent Garden, London) that aims to systematically and sustainably combat the 95% unemployment rate amongst young adults (16-24)with a learning disability (aged 16 - 25) via our proven model with a 3 year track record.

Our work

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The Problem We Are Tackling

The UK faces a staggering 95% unemployment rate among young adults with learning disabilities. This leads to a cycle of exclusion, marginalisation, and loss of self-worth for these individuals, who are often deemed incapable of work due to societal misconceptions and a lack of appropriate support structures. The barriers to employment include a lack of accessible training, inadequate support for building confidence and skills, and employer hesitancy in hiring individuals with learning disabilities. This exclusion results in severe mental health challenges, financial dependence, and a loss of purpose among young adults with disabilities.

At the same time, employers miss out on a valuable and capable workforce due to misconceptions and a lack of confidence in providing inclusive employment opportunities. Most existing employment programmes are behind closed doors and do not provide real-world training environments that genuinely prepare young adults for sustainable employment.

How Fair Shot is Addressing This Challenge

Fair Shot CIO is systematically and sustainably breaking this cycle by providing real-life work experience through its hospitality training and employment programmes. By creating an inclusive training environment within a real café setting in Covent Garden, Fair Shot ensures that trainees receive hands-on experience that mirrors actual employment conditions. Additionally, it offers a tailored employment support programme, working closely with employers to develop inclusive hiring practices, job carving, and ongoing post-employment support for both employees and employers.

Fair Shot’s approach is unique in that it centres around high expectations and tailored, individualised support. Every trainee is treated as a valued member of a professional team, learning all aspects of café operations from food preparation to customer service, ensuring they develop both technical and soft skills necessary for long-term employment.

Organisation’s Overall Work

Established in 2020, Fair Shot is a UK-registered charity based in Covent Garden, London. The organisation aims to combat the high unemployment rate among young adults with learning disabilities by providing hands-on training in hospitality and supporting them into paid employment. Each year, Fair Shot trains 15 young adults (aged 16-25) through its rigorous, structured programme.

Beyond training, Fair Shot works with inclusive employers to develop job opportunities for graduates. Partnering with companies such as The Ivy, Daylesford, and Moët Hennessy, the organisation ensures that each graduate is placed in a job that suits their abilities and aspirations. It continues supporting graduates and their employers for up to a year, helping them successfully integrate into the workforce.

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What happened over August 2023 - December 2024- team, new initiatives, highlights

Programme impact

One of our graduates, Aya, presenting in her new role as a Sales Associate

Programme operations

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Team Development

Launched new initiatives:

1.Cafe Highlights

A year of growth

In 2024, we saw a 6-9% increase in cafe revenue between Q2 and Q3, and reached a double digit growth of 19% in Q4.

Increasing traffic

We welcomed 10% more cafe visitors in summer 2024 than last year. The figure continued to grow to a 14% increase between fall and winter, peaking at 18% growth in Dec 2024 compared to 2023.

Elevated food products

In winter 2024, we were able to systematically review our prices upon the quality of our offer, highlighting our lunch menu driving an average 10% increase in prices to be on par with other cafes in the area.

2. Events Highlights

High growth stage

With the growing interest and support from our network, we identified an opportunity to provide B2B hospitality services to expand our offer outside of our learning programme, and as an incremental way to increase monthly cashflow. From a monthly average 9% mix of total

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revenue in Q3 2023, we were able to grow to 15% in 2024 LFL, and reach the peak at 22% in Q4.

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Adding value to our charity mission

We successfully introduced the graduate ambassador programme where our graduates have a chance to bring our impact to life at off-site events, from speaking in front of like-minded business owners to showcasing a range of skills. These opportunities provided our graduates an extra boost of confidence before stepping into their long term paid employment.

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Extending cycle of support

Our events offer a fun and engaging way to activate different levels of partnerships. From mini pop up experiences to lunch meeting catering, we established strong relationships and engaged in different stages of partnerships across fundraising, employment support, marketing collaboration and coffee bean wholesale.

3. Coffee Wholesale Highlights

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Launching a unique product

One cup at a time, Fair Shot’s Inclusive coffee captures the essence of our impact. Our team spent 10 months working closely with our roaster, and created a product that offers an alternative way to get our external partners involved in their office space. We clearly outlined the proceed model of our wholesale product as we introduced the specialty grade coffee beans to the market.

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Entering wholesale industry

Our experienced Coffee Specialist and Head Barista deliver industry standard services with a top-in-class quality, from cupping and tasting to machinery support. This puts our best foot forward as we engage with potential clients about wholesale partnerships amidst the existing industry competition.

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Seamless supply chain

Thanks to the strong partnership with our roaster, the supply chain model is direct and efficient. The product is directly shipped from the roaster, enabling a seamless and efficient logistics process, allowing our Inclusive Coffee to reach a broad audience effortlessly.

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4. Marketing Highlights

Endless outreach

As a registered charity we partnered up with external organisations and explored different formats of campaigns, from awareness month collaboration, photo exhibition, to social market place. We also hosted purpose driven podcasters and other media platforms, expanding our circle of influence while spreading our social mission in any channels possible.

We launched regular newsletter, activated online inquiries to our diverse services, integrated monthly donations, developed an eCommerce platform driving seasonal impact, which structurally connect our supporters with

We work closely with the Yards ( estate management) and their team to align our marketing goals. We hold a unique position as a social enterprise and a purpose driven business in the area and are involved in activities such as Slingsby place decal takeover, social media seasonal gifting and influencer visits. We also expanded our community with like-minded businesses who support us in various ways by introducing a community loyalty programme boosting our local presence and footfall by up to 20% uplift LFL.

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A growing team

As Fair Shot continues to grow and expand its impact, we have made significant strides in building and evolving our team. This includes replacing key roles, introducing new positions to meet organizational needs, and offering opportunities for internal team members to transition into new roles. Here’s an overview of our growing team:

Role Replacements (4)

To ensure seamless operations and maintain our high standards, we successfully filled four key roles with new team members:

New Roles Introduced (5)

To support our expanding programmes and initiatives, we created and hired for seven new positions:

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Internal Role Changes (4)

We value the development of our team and have supported four internal transitions into new roles that align with their evolving skills and interests:

  1. Learner Support Lead to Supported Internship Coordinator: Took on expanded responsibilities to oversee the supported internship programme and learner development.

  2. Project Assistant and Café All-Rounder to Employment Programme Coordinator: Leveraging their diverse experience to support graduates in securing meaningful employment opportunities.

  3. External Coordinator to Sous Chef: Transitioned into a culinary leadership role, applying their organizational and coordination skills to support kitchen operations.

This deliberate focus on building a strong and dynamic team underscores our commitment to sustaining our growth while maintaining the quality and impact of our work. By prioritizing talent development, role alignment, and recruitment, we are better positioned to achieve our mission and deliver exceptional outcomes for the learners and community we serve.

Challenges over the last period

Programme

One of our main challenges last year on the programme side was a significant disruption in our employment placement process. Our Head of Employment, who had been with us since the beginning and played a pivotal role in leading the employment side of our programme, went on maternity leave in Feb 2024. While we brought in maternity cover for this critical role, unforeseen circumstances led to challenges in maintaining the high standards and trust that are the cornerstone of our programme’s success.

As a result, we were only able to place 45% of our cohort that graduated in July 2024 into employment—a stark contrast to our usual 100% placement rate for job-ready graduates. This outcome was deeply disappointing and a departure from what we aspire to deliver for our learners. The challenges highlighted how crucial strong and reliable leadership is for such a vital area of our work.

Moving Forward: Employment Programme as a Top Priority

This experience has reinforced our commitment to ensuring that the employment programme achieves the excellence we set out to deliver. Strengthening this programme is our top priority for 2025 , and we have already taken steps to address the gaps:

  1. Expanded Team :

  2. We have hired a part-time Employment Coordinator , whose focus is to enhance support for graduates and improve placement outcomes.

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2. Improved Systems and Processes :

3. Recommitment to Graduate Success :

This challenge has been a learning opportunity that has inspired us to rebuild this aspect of the programme with greater resilience and capacity. As we move into 2025, we are determined to realign with our mission and deliver the outcomes our graduates, employers, and supporters have come to expect. Thank you for standing with us as we work toward this brighter future.

Cafe Challenges

Increasing cost

The living cost increase has a knock on effect on our charity budget. Our non-profit cafe is balancing the need for a calm and forgiving learning experience amidst rising supplier cost and people budget, by 24-27% LFL.

High maintenance demand

Our functioning cafe is the primary location of the training programme. Our unwavering

commitment to provide the highest quality of learning environment comes with a cost of up to 3% of our cafe revenue, spending on frequent services from machine and equipment to premise maintenance.

Talent Acquisition

From hospitality leadership to chefs and coffee experts, our quest for industry best took us 11 months to form a team that is deeply passionate with the charity mission. Our priority is to retain talents in a competitive industry while developing for long term team growth.

Event Challenges

Limited capacity

Our support network is strong and with the limited resources we have in the events department, we are constantly max at capacity meaning lots of opportunities are still available. Within the space of 1 year, we saw the growing demand and are keen to realise more meaningful collaborations as we continue to expand this department.

A variety of demand

Situated in Covent Garden, our social enterprise receives all kinds of interest to host and collaborate. While our team capacity is optimised, we are in a position to prioritise the demand that aligns with our value and goals, in order to optimise the impact in each event.

Coffee Wholesale Challenges

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Limited control over product

Our product is provided by Curious Roo, a renowned London-based roaster. Our ability to diversify bean profiles and influence the roasting and grinding processes is limited. This restricts our capacity to adapt to evolving coffee drinker trends and meet the demands of a more diverse retail market.

Marketing Challenges

Time and resources constraints

Limited budget with a small marketing team to yield incremental results in a digital marketing world, such as paid ad and sponsored algorithms, quick churn of social media content all to boost our digital presence.

With the variety of activities from waves of a supportive network, we are brought into campaigns that have larger visibility opportunities than return of investment. With a small team in the operations we maximise our capacity to participate, while being aware that there are lots of opportunities to establish ways of measuring results.

Streamlining audience

Thanks to the diverse offering at Fair Shot, everyone has a way to connect and support our mission. We are actively listening to our audience and understand the best way to streamline the niches for more effective marketing strategies.

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Key performance indicators

The main outcomes that underpin Fair Shot's impact model, operational model, and financial model are built on four pillars of success. These outcomes represent the heart of our work and drive everything we do:

1. Increased Work Experience and Work Skills Empowering learners/beneficiaries with the practical skills and experience needed to secure meaningful employment.

2. Improved Mental Health

3. Enhanced Confidence

4. More People with Learning Disabilities in Sustainable Paid Employment Creating pathways to meaningful, long-term employment and fostering inclusive work environments.

Outcomes for the Graduating Class of 2024

The achievements of the graduating class of 2024 highlight the transformative impact of our programme:

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These results demonstrate the tangible impact of Fair Shot's work and the effectiveness of our programme in transforming the lives of young adults with learning disabilities. By focusing on these key outcomes, we are making meaningful strides toward our vision of an inclusive and equitable workforce.

Plans for 2025 - strategy

As we look forward to 2025, Fair Shot is preparing to embark on the next chapter of our journey. We are still in the process of refining our plans and strategy for the year, with a finalized strategy expected by January 2025 . This will culminate in the launch of our three-year strategy in April 2025 , outlining our vision and priorities through 2028.

Fundraising

Head of Fundraising & Partnerships :

Governance

By addressing these areas, Fair Shot will build a stronger foundation for impactful growth, enabling us

to better serve our learners, partners, and the wider community. These plans reflect our commitment to continuous improvement and our focus on creating a more inclusive and equitable workforce for individuals with learning disabilities.

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Revenue streams

Succeeding the first three years in the start-up growth stage, and foreseeing the external factors urging us to continue to seize every opportunity as we expand our reach, we are committed to strengthen our offering while enhancing the impact cycle in the every day activities.

Cafe

Growing as a local cafe

Extending a successful year, we aim to bring in a 17% growth from our daily cafe visitors in 2025. Harnessing a collaborative effort between Marketing and Cafe leadership, we expect to see a 3% traffic uplift, and a strengthened competitive offer in the area increasing average spend by 14% .

We invest in attracting and retaining hospitality talents like our Chef, Coffee Specialist and Cafe Manager who pioneer in redefining the industry status quo. We take an inclusive approach to menu development, barista skills training and hospitality services, prioritising the programme needs and bringing our ethos and impact to life every day.

Events

Enhancing purpose driven experiences

Sustaining a steady revenue stream to fund programme

The solid demand for our hosted experiences has proven potential of growth in the Events department.Through pop ups, venue hires and workshops, we expect this department to sustain a 14% share of the programme, with a 15% growth from last year.

Wholesale

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Marketing

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Independent Examiners Report

I report to the Trustees on my examination of the accounts of the charitable company for the period ended 31 December 2024

Responsibilities and basis of report

The charity Trustees, who are also Directors for the purposes of company law, are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 ('the 2006 Act').

Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your charity's accounts carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiners statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

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 to enable a proper understanding of the accounts to be reached.

Faisal Khan, FCCA

10-04-2025

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Financial summary - August 2023 - December 2024

We are pleased to present our Annual Report covering the period from August 2023 to December 2024—a 17-month interval necessitated by our transition to a calendar-year financial reporting cycle. Since our inception in July 2020, our financial year spanned from July to August. To enhance the efficiency and accuracy of our financial reporting, we have aligned our fiscal year with the calendar year, effective January 2025. This adjustment ensures that future reports will correspond to standard annual periods, with our next report covering the entirety of 2025.

During this reporting period, we achieved the following financial outcomes:

These results reflect our commitment to maintaining a sustainable financial model while supporting our growing impact. The addition of £172,975 to our unrestricted reserves positions us well for the future, ensuring we have the resources to respond to challenges and opportunities as they arise.

As part of this period, we undertook a comprehensive financial audit to strengthen our financial management and operational efficiency. Key initiatives included:

These strategic measures have fortified our financial foundation, enabling us to support our growing impact more effectively. By refining our financial practices and embracing a culture of continuous improvement, we are better equipped to fulfill our mission and serve our community with transparency and accountability.

We extend our huge gratitude to our supporters, partners, and stakeholders for their unwavering commitment during this period of significant growth and transformation. Your trust and collaboration are invaluable as we continue to advance our mission with renewed vigor and enhanced operational excellence.

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August 2023 - December 2024
Total income £1,409,369
Total expenditure £1,236,393
Total funds carried forward as free
reserves £172,975
Revenue split
Revenue streams 62%
Grants & donations 38%
Fundraising
income
£646,320		 Charity &
Programme
expenditure
£165,773		 Business
Revenue
£763,049		 Business
expenditure
£1,071,121
Total income £1,409,369
Total expenditure £1,236,393
Total funds carried
forward as free
reserves £172,975

What the above means
August 2023 - December 2024
Fundraising cost £8,774 40% of CEO salary
Programmes costs £360,721
£165,773 (fundraising costs)
+
On average 40% (of all
business HR costs are frontline
programme staff (£194,948)
= £360,721
HR costs (business account) £292,424 Business salaries - 40% relating
to programme salaries

21 Overall Expenditure - August 2023- December 2024 Bus1r￿sS- £876,172 Programmes-£3SO,722 Proyramms Bwln 708% Overall Income- August 2023 - December 2024 Ev•nts Giaots & Donatk Cafe Business Revenue - August 2023 - December 2024 DOnal￿nS 759%

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2022 - 2024 - Summary from when we started to now and Next year's output targets

Introduction

The core reason for building a solid financial model is to ensure we can continue supporting our growing impact. As a charity, we are committed to growing slowly and deliberately, in line with our needs, and we will always prioritize sustainable development over rapid expansion. We are incredibly proud to have established a diverse and sustainable revenue stream that currently covers 62% of our costs. This diversity and resilience underpin our ability to meet the needs of our community while planning for the future.

Over the past year, our revenue streams have grown by 31%, reflecting the strength of our approach and the effectiveness of our operations. Looking ahead to 2025, we hope to grow by a further 32%, now that we have the correct foundations in place to take our impact and operations to the next level.

Our focus remains on making thoughtful, impactful choices that ensure the long-term success of our mission, the continued trust of our funders, and the sustainability of our work.

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Expenditure Breakdown and Future Projections

The breakdown of our 2024 expenditure offers valuable insights into our cost structure and areas for optimization, while 2025 projections prioritize reserve-building alongside operational efficiencies:

  1. 2024 Expenditure Breakdown (Key Areas):

  2. Charitable activities & Programmes: 29% - The largest expenditure, reflecting our commitment to service delivery and community impact.

  3. Premises: 11.0% - Costs associated with our larger premises, critical to supporting increased operations.

  4. Business salaries: 40% - Investment in staff to ensure quality service delivery.

  5. Cost of goods and extras: 20% - Necessary for maintaining our café and retail operations.

2. 2025 Expenditure Focus:

Financial Performance Overview

Our financial trajectory underscores our ability to balance growth with sustainability, expanding our operations to address increasing community needs. Below is a detailed year-by-year comparison of revenue and expenditure, with a strategic focus on building our reserves to ensure long-term financial stability:

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Income Breakdown

2022:

2023:

2024:

This strategic focus on reserves reflects a significant milestone in our financial journey, aligning with best practices for financial resilience in the nonprofit sector.

Departmental Growth

Our departmental performance up to 2024 illustrates the success of our strategy to diversify income streams and meet service demands:

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1. Café Department

2. Events Department

The events department has experienced remarkable growth, with revenue rising from £9,506 in 2022 to £110,000 in 2024 —an 1057% increase . This exponential growth highlights the importance of our events in driving community engagement and generating vital income.

3. Wholesale Department

Introduced in 2023, wholesale operations contributed £75 in revenue in its first year , growing to £13,199 in 2024 . This significant early success reflects the potential for wholesale to become a vital income stream as we scale this operation.

4. Retail Department

Retail revenue increased from £691 in 2022 to £1,980 in 2024 , an 186.62% increase . While still a smaller contributor to our overall revenue, retail has shown steady growth, and we are optimistic about its potential to scale further.

5. Donations

Donations have remained a stable and reliable source of funding, growing from £8,822 in 2022 to £14,203 in 2024 , representing a 60.99% increase . This continued growth reflects the strength of community support for our mission.

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Fundraising activities and income generation - August 2023 - December 2024

Fundraising Income Summary (August 2023 - December 2024)

We are deeply grateful to all the funders, partners, and supporters who have enabled us to raise an incredible £646,320 between August 2023 and December 2024, allowing us to break even and continue carrying out our mission. This success was made possible by the ongoing support of 3 repeat grant funders, the generosity of 7 new one-off grant funders, and the development of relationships with 3 new funders that we hope will become recurring contributors in the years ahead.

Additionally, we built connections with 11 new corporate donors, with hopes that 4 of them will continue to support us in the future, while 5 repeat corporate funders reaffirmed their commitment to our mission. A special thanks goes to Moët Hennessy, Saffie Investments Ltd, Pictet Wealth Management and the generous grants from the Garfield Weston Foundation, Bloomfield Trust, Henry Smith Charity, Linbury Trust, John Lyon’s Charity, St James Place Charitable Foundation and The Brothers Trust whose significant contributions have been instrumental in keeping us going. A massive thanks also goes to Shaftesbury Capital PLC, Peter Soweby, Bailey Thomas Charitable Fund, Mazzini Garibaldi Foundation and Savoy Educational Trust.

Our biggest achievement this year was securing a 3-year commitment from the Henry Smith Charity providing critical stability for our charity. Another milestone was hosting our second fundraising event at Sotheby’s, which raised £29,800 directly for Fair Shot and an additional £25,000 to support neurodivergent artists whose works were auctioned, all thanks to Sotheby’s sponsorship and support.

Looking Ahead: 2025

As we move into 2025, we are excited about the opportunity to strengthen our fundraising efforts even further. To support this, we plan to hire a dedicated team member to assist our CEO, who has been leading all fundraising efforts single-handedly until now. This role will be pivotal in:

This investment in capacity will ensure that we can continue to grow sustainably, improve our relationships with stakeholders, and maximize the impact of every contribution.

Challenges and Gratitude

These times remain financially challenging, even for funders. Yet, the support we’ve received—both from new and returning partners—has been extraordinary. Their belief in our mission and their contributions have not only kept us going but have allowed us to grow relationships that we hope will continue for years to come.

As we look forward to 2025, we remain committed to fostering these relationships, expanding our network of supporters, and delivering impactful outcomes for the community we serve. Thank you to all who make this possible!

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Restricted - £137,000

Unrestricted - £509,320

TOTAL - £646,320

Structure governance and management

Governance Summary (August 2023 - December 2024) - Board and Patrons

During this period, we have taken significant steps to strengthen and refine our governance, ensuring our leadership structure is equipped to support Fair Shot’s growing impact and operations.

In September 2024, we enlisted the expertise of Cranfield Trust to begin a comprehensive governance review of our board, governance practices, and leadership structure . By November 2024, we commenced this partnership in earnest, and we are already seeing positive progress in bringing our governance to top form. The results of this governance review will be included in our next 2025 Annual Report, offering a clear picture of the improvements made and our plans moving forward.

In April 2024, we bid farewell to Antonella Miro, a founding trustee who has been with us since the very beginning. Antonella’s contributions, including her invaluable connections and unwavering trustworthiness, have been instrumental in our journey, and we wish her all the best in this new phase of her life.

In July 2024 , we welcomed Ollie Harvey as a new trustee. With his extensive experience in café operations and coffee, Ollie’s expertise will be crucial as we navigate the next phase of growth in our coffee wholesale department.

Our chair, Aldina Vivolo Tavella , has led two exciting and impactful fundraising events during this period. The first was another successful Sotheby’s auction, exclusively featuring artwork by neurodiverse artists, which generated £29.8k for Fair Shot. The second was our inaugural Christmas Carols event, which raised an additional £2k to support our mission.

Looking ahead to 2025 , we will focus on bringing in two new trustees: a fundraising expert to strengthen our funding streams and a governance expert to enhance board effectiveness. We will also prioritize diversifying our board to better represent our cause and the communities we serve.

On the patron side , Jules Robinson joined us as our new patron chair in July 2024, taking on the leadership of our group of 12 patrons. Jules has already brought fresh energy and focus, helping restructure the patron network to better support the CEO with networking and fundraising efforts.

This period has been one of reflection, transition, and growth in our governance, ensuring we have the leadership and structure in place to guide Fair Shot through its next phase of development.

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Financial review

The charity received income in the form of Café sales, Wholesale, Events & Donations of £1,409,368.93.

Expenditure for the year amounted to £1,236,893.83. The charity made a profit of £172,475 which has been incorporated into last year’s profit leaving £481,565

Reserves policy

As of the end of December 2024, our unrestricted and un designated reserves stood at £172,975, which equated to 2 months of our 2024 running costs. Maintaining sufficient reserves is critical to the sustainability and continuity of our operations, ensuring that we can respond effectively to unexpected challenges or fluctuations in income.

In 2025, our goal is to increase our reserves to £330,000 (adding on an extra £157,025), representing 3 months of running costs based on our current expenditure projections for 2025. This target aligns with our commitment to prudent financial management and is an essential step toward securing the long-term stability of our charity.

We are dedicated to growing our reserves in line with our increased expenditure each year, ensuring that our financial strategy supports both our operational needs and our mission to serve our community. By doing so, we aim to safeguard the charity’s future and maintain the trust of our funders and stakeholders.

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Statement of risk

The Trustees have a detailed Risk Register showing the significant risks to the charity. Each significant risk has been carefully considered with controls put in place to mitigate the risk and contingency plans set out.

Fair Shot embraces a medium risk appetite level, reflecting the bold approach required to address the systemic 95% unemployment rate among individuals with disabilities. As a unique hybrid of charity and business, our work involves innovating solutions in a sustainable and impactful way. Of 66 identified risks, 4 are High, 19 are medium, and 43 are low. With over 65% of risks effectively managed and categorized as green (low), trustees are confident in operating within this risk environment. The register is reviewed and updated at each board meeting.

Trustee remuneration and benefits

No trustees were paid remuneration (2023 & 2024 : £nil)

During the year, no Trustees were reimbursed expenses (2023 & 2024 : £nil)

Statement of trustees responsibilities

The Trustees (who are also the directors of Fair Shot CIO for the purposes of company law) are responsible for preparing the Annual Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Trustees to prepare financial statements for each financial year. Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of

the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that year. In preparing these financial statements, the Trustees are required to:

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

In so far as the Trustees are aware:

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The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Statement of financial activities

Balance sheet

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Notes to the Financial Statements

Basis of preparation

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note to these accounts.

The accounts have been prepared in accordance with:

The Trustees consider that there are no material uncertainties related to events or conditions that cast significant doubt on the charity's ability to continue as a going concern.

The accounts have been prepared under the Charities SORP. Although the format of the accounts differs from that applied in the past, no changes have been made to amounts previously reported.

No material prior year error has been identified in the reporting period.

Accounting policies

Income

Income is included in the Statement of Financial Activities (SoFA) when the charity becomes entitled to the resources, it is more likely than not that the trustees will receive the resources, and the monetary value can be measured with sufficient reliability. Performance related grants are recognised to the extent that the charity has provided the specified goods or services.

It is not practical to value the monetary value of donated time.

Expenditure and liabilities

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

Fixed Assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation of fixed assets is provided at rates to write off the cost or revalued amount, less any estimated residual value, of each asset over its expected useful life, as follows:

All assets 20% per annum on a straight-line basis

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset and is recognised in the Statement of Financial Activities.

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Impairment of fixed assets

Financial assets, other than those held at fair value through profit and loss, are assessed for indicators of impairment at each reporting end date.

Financial assets are impaired where there is objective evidence that, because of one or more events that occurred after the initial recognition of the financial asset, the estimated future cash flows have been affected. The impairment loss is recognised in the Statement of Financial Activities. Minor maintenance works are not considered to impair the value of the asset.

Debtors and creditors receivable / payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price.

Pensions

The charitable company operates a defined contribution pension scheme on behalf of its employees. The assets of the scheme are held separately from those of the Charity in independently administered funds. The annual contributions paid to the scheme are charged against income in the year to which they relate.

Going concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorising these financial statements. The budgeted income and expenditure are sufficient with the level of reserves for the charity to be able to continue as a going concern.

33 nt& thire5& C(Mpputer Equipment Mathinery f￿1 Equipment Totsl COSTOI VALIIATION Atol ￿gUst 20Z3 dition51 IDi5posall At31 DeEembEr 2024 1.03Z 22.737 2.856 Z35.887 5.671 2,148 263.326 2.729 1.032 25.592 231.618 7.819 266.054 OEPREa4iioN Atol AuEuSt 2023 Ch4rge forthe year At31 December 2024 833 5.992 6.911 12.903 48.178 65.546 108.724 50.912 74.646 125.558 292 1,897 3.306 625 ￿￿￿(￿)KVALIJES At 31 july 2023 131 December 2024 699 16.745 12.689 190.709 I22￿￿9 4.262 4.513 212 414 406 1410.498 DebtotS 2024 2023 Trade VAT 1.284 817 29.670 1,284 30,487 5 Credltors 2024 2023 counts Payable 15,727 38,6C¥) Accruals other tsxes and social security other Creditors VAT 18,081 7,086 12.5 16,072 10.426 62,779 56A12 2024 2023 6 subscript￿ Pllltlorm Fees Unie5ttKted Fund5 Re5triLted FU￿ts Total 2024 Accountancy Bank Fee5 Human Re5ource5 Interest Paid Marketing SQUAAE Fee5 Independent e¥amination fee Consultaniy Fee 5.785 1.275 2.670 120 5.785 1.275 2.670 120 3.145 211 1,759 16.063 1.759 16.063 4.649 32,072 32,072 14,993

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Approval from the Board

This report was approved by the Board on

/04/2025

On behalf of the board:

Jules Robinson

Chair

Date 11/04/2025

Signature