Annual Report 2019/2020 FareShare Annual Report 2019/20 03
Contents
04-07 FareShare headlines for the year
08-18 Report from our Chair and Chief Executive
18-37 Report of the Trustees
38-45 Financial Review
46-47 Structure, governance & management
48-53 Governing document & constitution
54-57 Independent auditor’s report
58-59 Consolidated statement of financial activities
60-61 Balance sheets
62-63 Consolidated cashflow statement
64-67 Accounting policies
68-79 Notes to the financial statements
All our partners have not only continued to support “us during the year but have actually increased that support, in often extraordinary ways, during the pandemic. We simply would not have been able to provide our food without them John Bason, Chair 04 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 05
FareShare believes that no good food should go to waste.
We redistribute good food – which is surplus to customer demand – to charities, who turn it into meals.
In its 25th year, FareShare provided enough food to make the equivalent of 57 million meals, up 23% from last year.
This represents only 1% of the 2.25 million tonnes of good to eat surplus food going to waste in the UK every year, whilst 1 in 8 people in the UK go hungry.
However the year was dominated by the extraordinary response from all parts of the FareShare network to the Covid-19 pandemic that broke out in March 2020. FareShare provided a national emergency response to the pandemic, which made a material difference to our operations ahead of the publication of this 2019/20 Annual Report & Accounts, which is why the issue is reported on here. 06 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 07
FareShare headlines for the year Definitions
FareShare’s response resulted in FareShare bought food Our sincere thanks to our The FareShare network sourcing food, recruiting charity the FareShare network. These some key changes to the delivery with £10.5m funding selfless volunteers, the consists of 24 Regional Centres members, transporting food aggregate statistics describe across the breadth of the UK. to where it is most needed, the overall social impact of the of our mission in order to meet provided by Defra, FareShare network partners, Five Regional Centres, London, PR and communications, network that FareShare has the tripling in applications from £2.1m from the Scottish the organisations who Merseyside, East Anglia, West fundraising and operational supported this year. new charities for food that Government and £0.5m stayed open to provide Midlands (merged with our support. FareShare also provides we experienced during the by the Welsh Assembly food and care to vulnerable East Midlands Network Partner a service, FareShare Go, Community Food Members on 1 April 2020) and Southern which reduces store level food (CFMs) refer to the charities and lockdown period to July 4th: Government to redistribute people, our incredible donor Central were managed directly surpluses becoming waste community groups that receive to organisations providing organisations, and the many by FareShare during the by connecting supermarkets food from the FareShare network. 2019/20 financial year and the directly to local charities. FareShare asked for, and frontline food support. thousands of individuals that supported us this year and others are run by independent Community Food Associates received, large volumes of charities, known as Network The incomes and costs of the 19 (CFAs) refer to the charities and donated and surplus food We reduced and in helped us maintain a full Partners, in a partnership Regional Centres run by third- community groups that receive from the food industry. certain cases waived the national operation during the agreement with FareShare. party independent charities are food through FareShare Go. not reflected in the accounts. More than 40 companies membership contribution immediate crisis. the charity network usually FareShare refers to this charity However, in the Trustees’ report donated, in particular; (charity registration No 1100051). we give statistics for measures Tesco who donated pay to cover storage and FareShare provides the Network such as: food received, charities £7.5m worth of food to transportation costs and Partners with central support served and people supported, in a number of areas including: which relate to the whole of FareShare, the Co-op, who encouraged each and every donated £1.5m worth UK charity, community of food, and Asda and group and Local Authority Compass Group who each that remained open to How we work donated £500,000 of food. receive FareShare food. Sainsbury’s donated £3m to Donations allowed us to FareShare Regional Centre model cover the costs of handling replace this membership and transporting this food. income for the whole network for the first 6 We moved an additional months of the FY 2020/21 (See Fundraising section). FareShare redistributes £7.5m of Tesco donated surplus food from the ...with the help of an ...to frontline charities food to the Trussell Trust food industry... army of volunteers... and community groups... network of food banks.
...which turn it into nutritious meals...
...last year we provided enough food ...for vulnerable for nearly 57.3 million meals. people every week...
FareShare Go model
Store Charity People Stores upload estimates of A local charity or community The charity picks up the food their good quality unsold food group receives a text telling they can use and turns it into to the FareShare Go app. them about the available food. meals for people in need. 08 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 09
Report from our Chair and Chief Executive
FareShare has invested significantly At this time the health and safety of over the last two years in its volunteers and staff members have capabilities to source surplus food been a priority, supported by new from all parts of the supply chain, operating procedures. to increase the reach of the UK warehouse network of our delivery Our network of people and delivery partners, to increase capacities to partners were determined to keep store chilled and frozen food at operating in the most difficult these warehouses and to build the circumstances to support our management strength needed to communities with an essential service deliver our ambition for growth and of food. We took our lead from those to oversee our logistical operations. in the food industry who continued These infrastructure improvements to work and kept the nation fed. We have been generously supported by would like to recognise the many who many donors but especially by major worked hard to make sure that surplus grants from Asda and The National food from their organizations still John Bason, Chair Lottery Community Fund. came our way despite their own acute pressures. We could not have provided Our thanks to all of you for food for so many additional meals your support. without the amazing support from a huge number of very generous donors In the period to the end of February, of both food and funds. before the dramatic effects of Although some of the food needs Covid-19 became evident, we created by the lockdown are achieved a 23% growth in our decreasing, we anticipate a rise in food volumes. However, we food needs as a consequence of the still have a long way to go - likely economic downturn as a result only a small fraction of surplus of Covid-19. A great deal of research food is redistributed for human has highlighted that the charities we consumption and the need of support will see a huge increase in our charity and community group demand for their services as more partners is growing all the time. people experience economic hardship.
The rapid spread of Covid-19 at To service the increased demand we the end of this reporting period are calling for the funding to expand has significantly impacted all our the successful “Surplus with Purpose” lives and the human tragedy has programme which was created by saddened us all. The lockdown Defra a year ago. Lindsay Boswell, Chief Executive measures taken had the immediate effect of creating a need from a All our partners have not only large number of vulnerable people continued to support us during the for home food deliveries. FareShare year but have actually increased that was able to play a big role in support, in often extraordinary ways, sourcing and delivering significant during the pandemic. We simply would quantities of food, providing for the not have been able to provide our food deliveries by their local communities, without them. We look forward to charities and local governments. continuing our work with them, as we will need their support more than ever As a result we delivered a near in the challenging times ahead of us. fourfold increase in our weekly volumes, from providing food for 930,000 meals a week to a peak of 3.5 million meals a week at the height of the pandemic. 10 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 11
Chief Executive special feature: Preparing for and responding to the pandemic – a step by step look at the FareShare emergency response.
1. Global insight. FareShare are members of the Global Foodbanking Network which connects us with our equivalent organisations around the world. In this way we could see the impact that the spread of Covid-19 was having on our sister organisations across Asia and learn from their experiences. 5. Adapting to the situation. Learning from Asia we anticipated that our volunteer base, on which we rely so heavily, would also go through change as some would need to isolate. As a result we quickly formed a strategic partnership with The 4. Emergency Response. British Red Cross and in one week in March had more volunteers applying to our slimmed In February we started developing our down recruitment process than in the whole 2. Culture of growth. response to the pandemic. Immediately of 2019, a similar experience to the NHS our concern was for the beneficiaries of volunteer programme. FareShare was ideally placed to be able to rapidly the charities and causes that we support expand our work at the start of the pandemic thanks if they went into lockdown. Our special It became clear to our strengthened to two far-sighted, multi-year strategic investments in structure of having separate Independent management team that we needed to our growth: the investment from Asda through their Delivery Partners running our Regional respond differently in the face of the “Fight Hunger, Create Change” campaign allowed all Centres allowed us to quickly talk to pandemic than normal. We rapidly put the our regional centres to increase their capacity to about all the 11,000 frontline charities and following changes in place with the twin double the previous level through more chillers, vans, community groups we work with asking objectives of maximising our impact during larger warehouses and funding our expansion into Milton them to take on the last 100 metres of the lockdown and creating partnerships and Keynes and the South West of England. Alongside this the getting food to someone’s front door if relationships that would aim to leave the investment in strengthening our management capacity we remained committed to doing the entire FareShare network stronger and more to provide us with the senior management capability to last mile delivery to the organisation. resilient than before the pandemic started. really drive the organisation forward with a strategic grant This made best use of local community from The National Lottery Community Fund (TNLCF). resilience and allowed us to understand where some organisations would need to cease operations (because, for example, they were all older volunteers themselves) and where others had the capacity to really step up and respond. 3. Board support. Alongside these injections of support the FareShare Board has always been focused on investing in growth as well as financial sustainability. The Board has been very deliberate in prioritising investment in our capacity over the last four years. We doubled Board meeting frequency to twice a month during the crisis period. 12 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 13
Preparing for and responding to the pandemic – a step by step look at the FareShare emergency response. Implementing rapid change
By the 9 March we had formalised our ask into three simple requests; more food, more money and more volunteers. We went out to the media, our food partners and donors with this request, explaining the looming need for food that we anticipated.
In order to get food to the most vulnerable quickly we told all our Regional Centres that we would fundraise centrally for the membership fees that their charities and community groups normally contributed to their running costs. In this way we granted more than £2m to our Regional Centres to cover income from the first two quarters of the new financial year.
This enabled all Regional Centres to throw their doors open and to work with all parts of the response to the lockdown. We were able to rapidly expand the number of voluntary sector organisations we partnered with. We worked closely in partnership with Local Authorities in a systematic way for the first time, providing food to the Local Resilience Hubs.
We asked the food industry to donate food to us at real scale after having carried out a headline and simplistic needs analysis of the entire sector. To differentiate this from the ongoing diversion of surpluses from their supply chains we asked the Institute of Grocery Distribution to lead on this for us and are very grateful for their excellent work.
Through this work we asked Defra to come in with a matched donation of purchased food and were delighted when a £10.5 million fund was established for us to purchase food for England. Purchase schemes were also put in place by the Scottish Government (£2.1 million) and the Welsh Assembly Government (£500,000).
Within days we set up two temporary National Distribution Centres to handle purchased or donated food in partnership with XPO Logistics and donated warehouse space from Gary Grant of The Entertainer toyshop chain, in Banbury, and Asda in Lutterworth, with further support from Centrica. These operations would not have been possible without the generous grant from Sainsbury’s.
In London we led the establishment of the temporary London Food Alliance, agreeing a joint working process with two other London charity food redistributors, The Felix Project and City Harvest. This maximised impact and minimised duplication of effort as we supported every London borough. Because of its location the FareShare London depot covered all provision south of the river Thames.
All 24 FareShare warehouse operations had to weather the perfect storm of seeing huge increases in food, increased need and the introduction of social distancing. FareShare’s weekly food volumes rocketed from 930,000 meals per week to 3.5 million meals per week at its peak.
Additional warehouse space was procured by each centre from either vacant lots or repurposing space that had to temporarily close due to the lockdown. 14 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 15
Preparing for and responding to the pandemic – a step by step look at the FareShare emergency response. Preparing for and responding to the pandemic – a step by step look at the FareShare emergency response.
Health and Safety We implemented social distancing, Pandemic food volumes. impacted during this time. surpluses at store level quickly hand and phone sanitation As soon as the hospitality bounced back, resulting in a stations, PPE and other operational The Health and Safety of our The flow of food during the sector closed down the huge staff, volunteers and charity requirements at all of our full recovery of the volumes partners remained our top priority warehouses as soon as we were pandemic was more dynamic amount of food in the supply diverted from stores directly to in 2019/20. With a dedicated able to when the UK went into than usual which presented new chain destined for schools, work local charities. H&S team focused on measuring, lockdown. This is another example challenges for us. Initially, we place catering, pubs, clubs and managing, reporting to the board of a building block of resilience and continuously improving that FareShare had implemented in saw the impact of consumer restaurants became available Health and Safety within the year preceding the coronavirus panic buying of store cupboard and very little of it was suitable FareShare, we were well placed outbreak, which meant that we foods impacting surplus supply for retail formats. FareShare to respond in a coordinated and stood in great stead to rise to as the general public stripped was then inundated with huge swift manner the moment that the challenge of maintaining and coronavirus safety requirements growing our impact during the the shelves and the food volumes of surplus foods, were required in the UK. immediate crisis period. industry and hauliers were totally especially perishables like dairy, focused on replacing stock, not fruit, veg and salads. diverting surpluses. End of day surplus supplied to local charities As retail returned to the new through FareShare Go was also ‘socially distanced’ normal the
Tonnes of food dispatched by FareShare month on month.
5000 Financial Year 2018/19
Financial Year 2019/20
Financial Year 2020/21 4000
3000
2000
1000
0 April May June July August September 16 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 17
Preparing for and responding to the pandemic – a step by step look at the FareShare emergency response. Campaigning for support during Covid-19
Longer term food volumes. We have worked closely with: We quickly realised that, to make by these governments were on a joint campaign to Donated and purchased food the greatest impact possible with used solely to purchase food. All support FareShare, Asda maintained the food volumes at All four government the capacity that we now had, the £3m costs for logistics and who ran TV adverts to raise high levels in order to help meet administrations in Northern we needed substantial financial transport were met thanks to the awareness of FareShare’s demand, although surplus food Ireland, Wales, Scotland support as well as food. On the support of Sainsbury’s. work and our partnership levels are far higher than those and England. 9 March we went public with with them, Direct Line, who we obtained pre-lockdown. At our ask to key food and financial Tesco donated £7.5m worth of ran radio ads to fundraise for the time of writing the exact Local government at partners, via a press release food to FareShare, the Co-op FareShare, and Coca-Cola, impact of the emergency steps we metropolitan, local issued to national media. donated £1.5m worth of food, who donated their advertising have taken and the subsequent authority, borough and Asda and Compass Group space in Piccadilly Circus to reversal back to our previous and Local Government At the start of the financial each donated £500,000 of food. FareShare during lockdown. model is not yet known. However Association level, year, FareShare did not have it is fundamental to our mission specifically on the sufficient funds to respond fully We moved an additional £7.5m of We are forever grateful as an environmental charity that disbursement of food to the needs of the pandemic. Tesco donated food to the Trussell for this support that was we focus resources on obtaining and use of the FareShare Thanks to the significant support Trust network of food banks. provided to FareShare and the surplus food that currently logistics capacity. from many donors we received the frontline charities, goes to waste in the UK, of which sufficient funds to respond Our ask for support was community groups and there is so much to aim for, and Voluntary sector meaningfully to the pandemic. answered by many, and our ask Local Authorities across the which represents such good social, infrastructure bodies, In addition, the Westminster, was amplified in particular by UK who we got food to, at economic and environmental value with specific partnerships Scotland and Welsh Assembly Manchester United and England a time of unprecedented compared to buying food in the in place with The British governments provided £10.5m, footballer Marcus Rashford, the challenge and need. longer term. Red Cross, Business in £2.1m and £0.5m respectively to Comic Relief team with The Big the Community, and the purchase food for the charitable Night In, Co-op, who donated During the Covid-19 period newly created Product sector. All the funds provided their Easter advertising campaign 258 new organisations supplied Giving Alliance with In FareShare with food for the first Kind Direct, Charity Digital time, in many instances accessing and International Health the FareShare Surplus with Partners. Purpose fund which, together with surplus supply from our existing Charity Food Redistribution food partners, has made a huge Organisations. We have contribution and enabled us to invested in a team to feed many more people in need specifically manage at this time. We are extremely and develop stronger grateful to them for their support relationships with other for FareShare. redistribution organisations outside of the FareShare Partnerships. FareShare has network. We have supplied sought new partnerships and to food to 85 of these strengthen existing partnerships organisations. with many public, private and voluntary organisations Many more frontline throughout the crisis. charities and community groups 18 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 19
Report of the Trustees Building the foundations for resilience
Nearly nine months before We are already planning the It is in a large part thanks to coronavirus was recorded by transition that will be necessary these four grants, and the the global scientific community, at the end of these major grants. capacity they helped to build FareShare began the financial in the two years preceding the year in April 2019 with three A fourth major grant programme crisis, that FareShare was able major grant programmes awarded by Defra in May 2019, to expand its output threefold funded by Asda, Walmart designed to ensure it did not cost during lockdown. Foundation and The National producers more to redistribute Lottery Community Fund in surplus to people than to send place and in operation. These it to animal feed, anaerobic grant programmes enabled us digestion or landfill, enabled us to deliver the ambitious capacity to launch the FareShare Surplus and surplus food growth we had with Purpose fund to the food planned to meet the demand industry in July. from both: It should be noted that this Our food industry partners fund meant that FareShare was who want to get their as prepared as we could be for surplus food to vulnerable a food supply chain shock, by people and do social good being in a position to accept with it, rather than waste as much as possible of the it by sending it to animal extraordinary volumes of surplus feed, anaerobic digestion, food offered to us by the food landfill, or ploughing it back industry (in particular the food into the field. service industry of pubs, hotels, caterers and restaurants whose Our voluntary sector businesses were required to shut partners who turn that overnight) during the lockdown food into healthy meals and phase of the coronavirus snacks for their growing pandemic. number of clients. 20 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 21
Report of the Trustees continued FareShare’s volunteer programme
Through the National Lottery With a Head of Volunteering Managers formed partnerships with Community Fund (TNLCF) grant established and new Volunteer charities, colleges and businesses and their strategy of putting Managers in place throughout in their area, creating more ‘People in the lead’, National the network, we’ve been able to volunteering opportunities and Lottery players have invested in recruit and train hundreds more more routes into work. a vital resource for FareShare, volunteers, getting over 23 per our volunteers. cent more food out to charities in FareShare launched the ‘Volunteer 2019/20. portal’ in 2019 to help volunteers to Simply put, without volunteers, find the appropriate roles for them there is no FareShare network. Volunteers are key to increasing our in their local areas. Technological These extraordinary individuals capacity, but it’s important to note advancements like this are enabling make up more than two thirds that, to maximize their contribution, FareShare to scale up and become of FareShare’s people power, we must support volunteers to much more efficient, so we can now numbering 1,500. achieve their full potential. Our handle the increased volumes of recent survey found 77 per cent surplus food. Volunteers typically work in our of our volunteers told us they’ve Regional Centre warehouses, gained new skills in warehousing On 12 September, FareShare held taking deliveries of food, unloading and 64 per cent have grown in its first ever Volunteer Awards, it, sorting it, storing it safely, confidence since joining FareShare. sponsored by Asda, celebrating processing orders from charities, Many of our volunteers have gone and recognising the fundamental picking the orders, and then on to secure paid employment, importance of volunteers across our delivering this food to frontline either at FareShare or at other UK network of Regional Centres. charities, often carrying it right organisations. into the kitchen – before social With the support of partners like distancing came into effect. FareShare Yorkshire’s employability The National Lottery Community scheme, run by their Volunteer Fund and Asda, and a concerted Many volunteers are deeply involved Manager, has helped 72 local push to develop, learn from and in the communities we serve, and people who’d been previously grow our UK-wide volunteer team, the benefit of their local insight is struggling to find work. FareShare we will continue to dramatically just as vital to our operations as Tayside and Fife have been able to scale up the amount of food we their time and enthusiasm. open up new delivery routes and redistribute, delivering enormous serve an additional seven charities social benefit. The National Lottery Community in the area. fund has made a huge difference to FareShare’s volunteer programme. In 2019/20 FareShare’s Volunteer Volunteer case study Steve Moore volunteered FareShare’s volunteer programme daughter who was four at the with FareShare Sussex for two sees volunteers experience a time. I couldn’t afford the food, years and was one of over 100 range of roles, all helping them only just had enough money to volunteers who regularly give up to develop skills and confidence get her to and from school. their time to help the Brighton- with the aim of getting back based Regional Centre redistribute into work. These opportunities “Knowing you could be out on quality surplus food to where it’s are available to all of FareShare’s the streets any moment, sofa most needed in the region. volunteers and each year many go surfing, it was horrible. I think a on to secure paid employment. lot of it is a pride thing, well for FareShare Sussex’s charitable me it was, asking for helping projects not only offer food Steve says: “Volunteering for me knowing that I couldn’t do it to their service users, but also has changed my life 100 percent. myself as much as I tried. provide other channels of support After a year or so of relying on such as advice on health care, foodbanks and places to help “FareShare’s helped me interact family support and helping people support me, I wanted to help with charities and other people, get back into work through support other people who were and it has surprised me the way volunteering. The latter is how in that position. it makes me feel. I didn’t think Steve found his way to becoming I’d feel happy about doing this one of the Regional Centre’s “It was a low point not having a sort of work. But I love it.” valued volunteer Food Heroes. stable roof over my head for my 22 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 23
Report of the Trustees continued Report of the Trustees continued Food The Surplus with Purpose Fund
Getting good food that would We grew the capacity of the food In July 2019 we launched the including; sending surplus to and more, if the food is of an Getting good otherwise go to waste to good team to engage many new food ground breaking FareShare Surplus animal feed, anaerobic digestion, appropriate quality and regularity causes is the reason FareShare exists, partners, and develop existing with Purpose fund. This combined landfill or simply ploughing it back in volume. This funding can then food that would it is our mission. food partner relationships further funding from Walmart Foundation into the ground. be used to cover the additional to obtain more surplus food. This and other sources into one easy to costs needed for packing and otherwise go For 25 years, FareShare has worked capacity building enabled us to understand proposition for the food The £3m Surplus with Purpose fund sorting edible surplus food, or with the food industry to identify manage 26,329 tonnes of food in industry. is open to new food companies, in implementing new processes, to waste to and obtain surplus food that is good 2019/20, a 26 per cent increase on as well as those who already work covering packaging and transport to eat, and then managed that the previous year. The FareShare Surplus with with FareShare and are seeking to costs, or replacing lost income from good causes food with the same exacting safety Purpose fund can make a financial redistribute additional surplus food the sale of surplus to animal feed or standards as the UK food industry We also created more opportunities contribution towards the additional items. It can also be used to unlock anaerobic digestion. is the reason itself, to get it to our network of to communicate with the food costs faced by farmers and food harder to reach surplus food, or 11,000 charities across the UK. It is industry and food bodies such companies to obtain and keep surplus food that’s further up the FareShare exists, vital to note that this is emphatically as Defra, the IGD, NFU and food surplus food safely for human supply chain. not ‘waste food’. It is food that is trade media such as The Grocer, to consumption, versus previously it is our mission. often further up the supply chain grow awareness of our service offer lower cost options with less Companies can qualify for up and therefore fresher than that in within the food industry. rigorous safety requirements to £50,000 worth of funding stores i.e. not at the end of its life. This is simply food that there is no We are extremely grateful to our immediate customer for and as a food partners that have provided result would be wasted if it were not food in 2019/20, and in particular redistributed to charities. would like to thank our retail food partners Tesco, Asda, Co-op, The charities then turn this surplus Morrisons, and Waitrose, dairy Cranswick plc food into nutritious meals and suppliers Arla and Alpro, in bakery snacks for their clients. Allied Bakeries and Warburtons and Cranswick started working with food in food service Brakes, Whitbread charity FareShare in 2017 to send 2019/20 was the year that we and Foodbuy for their generous their surplus chicken to frontline evolved FareShare’s proposition to support especially during Covid-19. charities. Now they redistribute a the food industry. Prior to 2019 We have seen particular growth variety of surplus meat, via FareShare’s we had engaged the food industry in our volumes of fresh fruit and Hull & Humber and Yorkshire Regional from the stance of ‘do what’s right’ vegetables and would especially like Centres. This meat is then delivered with your surplus food, to get it to to thank G’s Fresh, Ferryfast and to UK charities including homeless vulnerable people rather than waste DGM growers for their support. In hostels, school breakfast clubs, it. the meat category we have forged domestic violence refuges, and older new relationships with Kepak and people’s lunch clubs. Walmart Foundation funding and Cranswick and have had great £1.9m Defra grant that resulted support from Greenyard Frozen. This year, Cranswick realised that from the successful lobbying of the All of our volume growth would sausage meat left in the piping at the UK government, enabled us to also not have been possible without the end of a production run was being offer businesses a financial incentive valuable support of our hauliers sent to anaerobic digestion, when it that would, for the first time, make Nagel Langdons as well. could be turned into sausages and charitable redistribution a cost given to those in need. neutral business decision. They used FareShare’s Surplus with Purpose funding to cover costs of piping this surplus sausage meat into casings, packaging it, labelling it and freezing it (including labour costs).
This helped them to send enough sausages to help create over 80,000 additional meals. 24 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 25
Report of the Trustees continued Report of the Trustees continued FareShare Go Food during the summer holidays
In June 2019 we celebrated FareShare Go case study With three million children in the The food provided has to take a were able to prepare meals and four years of our FareShare UK at risk of going hungry due to specific, child friendly form, and share food as part of their offering Go partnership with Tesco Tesco Extra – Shrewsbury the lack of access to free school must be easy for the schemes, for children from low-income and FoodCloud meals over the summer holidays, many of which don’t have on- families than in previous years. Shrewsbury Extra is one of the the voluntary sector mobilises to site kitchens, to prepare. With FareShare Go is a service Tesco stores that has donated more provide activity programmes and the nature of surplus food being Whether it’s ensuring the children provided by FareShare to retailers than 100,000 meals since joining food to enable healthier lifestyles unpredictable, we rely on donated have a good meal during the day, or who may have food left unsold the scheme. Among the groups for children affected by the issue. food as well as surplus food to providing food parcels to take home at the end of the day. The that receive food from the store is contribute towards the needs of the to cook with their family — the FareShare Go service connects Riversway Elim Church, which runs FareShare provides food to charities working in this space. Food surplus and donated food from the charities to stores via a simple to a variety of services for the local hundreds of the charities and partners that wish to support us in food industry has been instrumental use and highly effective mobile community through its bridge project. community groups who are running the future with summer (and other) in supporting vulnerable children phone based app. In 2019/20 These include a children’s playgroup, holiday clubs for those children. In school holiday programmes should outside of term time. FareShare Go connected over a natter café for people who might 2019, its second year, FareShare’s contact FareShare at 3,524 Tesco, Asda and Waitrose otherwise be isolated to meet up and #ActiveAte holiday food provision [email protected] We want to take this opportunity to stores to 7,865 local charities a food pantry. programme reached over 720 say thank you to the food partners and community groups across holiday projects, providing them From cereal bars and fresh fruit who supplied much needed food the UK. Sue Briggs, from Riversway Elim with enough food for 672,013 to bottled water and burgers — for children facing hunger over the Church, said: “Before Tesco invited us meals to help feed over 43,300 thanks to our Food Partners in summer holidays in 2019. Tesco Community Food to come in we had to purchase all the children a week. 2019, more summer programmes Connection Scheme launched in food ourselves. The things we could June 2015, in partnership with do before were very limited but today FareShare Go and FoodCloud, we can offer more choice to help and by June 2019 had provided people and families. more than 36m meals worth of surplus food to charities and “You can make friends when you community groups across the share a bowl of soup and eat together, UK. Special events to mark the and it is just something really positive fourth anniversary of the scheme to help people in the community. We were held in more than 300 are genuinely thankful for what Tesco Tesco stores on 1 June. have done for us, because they have made a difference here.” Registered Charity Number 1100051 Registered
#ActiveAte school holidays this summer 26 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 27
Report of the Trustees continued Report of the Trustees continued Frozen food trial Expanding our Network capacity to deliver economies of scale
In 2019, FareShare saw the amount charities from 180 tonnes to over 2019 saw many exciting investment meant we were able As a result of of frozen food redistributed to 280 tonnes — the equivalent of The number of developments from an operational to recruit 1,790 more charities frontline charities grow by 60 per more than 660,000 meals. and network perspective, as and community groups, including the support cent as a result of the frozen food charity members FareShare scaled up to manage community centres, youth clubs projects funded through WRAP’s Frozen food company COOK that FareShare greater volumes of surplus food. and homeless hostels. As many as from WRAP and Food Waste Reduction Fund, and a worked with FareShare to 191,000 people are accessing hot grant from Islamic Relief. redistribute their surplus delivered food to in With greater scale comes greater meals made from the fresh surplus Islamic relief, in ingredients to charities. As part 2019 grew by 27% efficiency, and an ability to food each week – as well as the The programme consisted of a of the project they trialled blast- squeeze ever more social good wider support services - which 2019 FareShare year-long trial in two of FareShare’s freezing surplus chicken, which from 3,471 to 4,420. out of the food and the financial these projects provide. Regional Centres, Thames Valley was then safely redistributed to donations provided to us. increased the in Didcot and Southern Central the charities FareShare supplies. In total, including Thanks to the Asda grant we amount of in Southampton. The funding the charities that February 2020 marked two years opened a brand new Regional enabled FareShare to supply 113 Andy Stephens, Head of collect directly since the launch of Fight Hunger Centre in Milton Keynes, FareShare surplus frozen charities across both regions with Sustainable Food, COOK, said: Create Change, our partnership South Midlands (see below), chest freezers, chill boxes and from their local with Asda and the Trussell Trust. and developed the plans for the food from 180 thermometers, and for Thames “Working with FareShare has expansion of the FareShare South Valley to buy a new walk in freezer. helped COOK take a significant supermarkets that The three-year programme is West operation into Devon and to 280 tonnes step forward on our journey to use the FareShare Go enabling FareShare to fight hunger Cornwall to support charities in The projects also meant that reducing food waste. Having and food waste with investment that region. the equivalent FareShare could trial new ways such a good partner to help service, FareShare in our infrastructure, growing our to get more surplus food out to with the redistribution of food enabled food to capacity so we can accept more We also merged the West Midlands of more than charities, such as blast freezing that would otherwise have been surplus food from the food industry operation into our Network Partner fresh food to extend its life. wasted has helped us in our 10,962 UK charities, – and in turn reach thousands more FareShare East Midlands to benefit 660,000 meals. FareShare also carried out research work to proactively reduce waste vulnerable people in the 1,900 from the experience, leadership and with the charities they supply and in our cooking process and also who in turn provided towns and cities our network of impact of the partner team there. the food industry to help them provided a solution when reacting support to 933,178 charities serve. redistribute frozen food to charities to unexpected challenges. All This is in line with our long term more effectively. this whilst also supporting great people per week. To the end of the financial year with strategy to focus on securing charities and organisations who support from Asda, we had opened surplus food and getting it to As a result of the funding, use food to care for and connect five new warehouses, purchased 27 regions with charities that need FareShare increased the amount their communities.” new vans and installed 13 larger, additional food, rather than of surplus frozen food delivered to industrial chillers and four freezers running Regional Centres ourselves. across our UK-wide network. This 28 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 29
Report of the Trustees continued FareShare South Midlands opens
In 2019 more than one in three with food equivalent to over children in Milton Keynes were living 270,000 meals within its first few in poverty. The need for FareShare’s months of opening to the end of service there was high and the March 2020. Regional Centre’s launch was vital to help towards the nutritional needs The expansion was made possible of the city’s most vulnerable people. thanks to investment from In October, FareShare opened its Asda as part of its Fight Hunger new warehouse in Milton Keynes, Create Change programme - which will provide an estimated the partnership between Asda, 370,000 meals to people in need FareShare and the Trussell Trust, over the following year. FareShare which aimed to support one million South Midlands, as it is known, people in poverty across the UK. is being run in partnership with Over the course of three years, Asda SOFEA, a charity which works with is investing funds to enable both young people to develop their skills charities to invest in infrastructure and employability. and offer more fresh food and crucial support and advice to people The new Regional Centre served in need. 39 charities and community groups 30 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 31
Report of the Trustees continued Fundraising
Thank you to our donors In 2019 we undertook a strategic Network by covering the costs of review of our fundraising income safely transporting and storing the Through our fundraising, we aim with a goal to develop a greater additional volumes of food they to ensure the financial stability understanding of priority income were managing. This income will of FareShare and our dedicated channels, as well as focusing be declared formally in the 2020/21 supporters are vital to what we our capacity and resource. This Annual Report and Accounts where do. Our fundraising approach is helped us identify how we can we became entitled to it after the relationship fundraising based, improve on fundraising activities, 2019/20 financial year. putting our donors at the heart of new relationship building and what we do to ensure they get the retention strategies. In light of most out of their support to us. this, we have developed a number of short, medium and long-term In 2019/20, Our fundraising income grew in initiatives for 2020 and 2021, 2019/20 as a consequence of which include introducing new 90p of every £1 financial support for our work systems and technology for greater of FareShare’s addressing the impact of the efficiencies whilst developing better expenditure was pandemic. Our income came from engagement activities to share the corporate partners, trusts and impact created by the wonderful spent directly on our foundations and individuals. financial support we receive. charitable mission The key for the future of our This work is being adapted (to redistribute food to fundraised income is the proactive in light of the impact of the people in need) engagement and retention of the Covid-19 pandemic which saw an donor relationships we have, to unprecedented spike in new levels deliver longer-term partnerships of donations for FareShare and and to ensure we have unrestricted which have generated new bases funds for our core work. of support for the future, across all voluntary income streams. In 2019/20 FareShare Our ethos redistributed food at Our fundraising success an average cost of FareShare is a member of the Fundraising Regulator, which holds Last year our donated income 23p per meal the Code of Fundraising Practice for increased to £13.2m, of which the UK. Our approach is to ensure £10.5m was restricted funding that we comply with the standards for our ongoing partnerships with as set out in the Code across all The National Lottery Community of our fundraising activity. We Fund, Asda, Walmart Foundation, comply with the key principles and Enterprise-Rent-a-Car and the behaviours of the Code to ensure Esmée Fairbairn Foundation. In that any vulnerable persons are addition, we are proud to build treated fairly. upon relationships with many organisations who continue to All of our fundraising is managed support us financially as well by our own staff and we do not as practically including Tesco, employ any professional fundraising Kellogg’s, Rabobank, Bloomberg organisations to carry out our and many more. activities. During the 2019/20 year, we received a small number FareShare has also been fortunate of complaints from supporters to receive funding from many relating to the lack of technology new supporters in light of the which would enable us to process Covid-19 pandemic and this swell donations over the telephone and of support enabled us to increase as a result, we are reviewing the the impact of our mission, by different methods we employ for nearly quadrupling the amount donation processing and introduced of food we redistributed to our a new text to donate system as a Community Food Member charities, first change. but also helped us to support our 32 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 33
Report of the Trustees continued Report of the Trustees continued
Here are just some of our Fundraising highlights:
Asda donated a total of support in 2020-21. received in 2020/21. Additionally, we would like to thank: £2.5m which enabled us to Manchester United and Collaboration with the allocate funding towards England football player Marcus Global FoodBanking Network food purchasing, the costs Rashford donated to FareShare (GFN) on year four of a six The European Federation of of its storage, transportation at the outset of the Covid-19 year program helped us to Foodbanks (FEBA) and General and logistics, as well as pandemic in recognition of ensure that we worked with Mills for donating £93,000. contributing towards our the need to provide food to food banking counterparts approach to support our children unable to access free across the globe and GFN The British Red Cross for fantastic volunteers and the school meals. His involvement continues to manage our donating £100,000 to support systems to do so. in amplifying our messages funding partnership with our work redistributing food and calls to action to his Enterprise Rent-a-Car, which to charities which help combat The Julia and Hans Rausing supporters and into the wider supported us with a donation loneliness and fund research into Trust granted a total of media generated unparalleled of £500,000, as well as our with the voluntary sector. £745,000 of restricted levels of awareness and coordinating approaches with funding over the course support for FareShare and global funders seeking to Islamic Relief for the financial of the year and provided which continues in 2020/21. provide support during the donation of £25,000 and Qurbani an essential financial Covid-19 pandemic. food donation in October. contribution towards our Tesco continued to support Surplus with Purpose funding. FareShare through Permanent Sodexo continued their The John Laing Charitable Trust Collection Points in their stores funding with a donation for their donation of £50,000 Towards the start of the across the UK and through of £80,000 in 2019/20 – which represents a 10th year of Covid-19 pandemic, the hosting the annual Food celebrating over 10 years of consecutive support for FareShare. Co-op dedicated the media Collection which together support for FareShare through space they had previously saw FareShare Regional the Stop Hunger Foundation. The AKO Foundation for purchased for an Easter Centres receive 569 tonnes of donating £80,000 and helping advertising campaign ambient food donations – all The Esmée Fairbairn FareShare reach more vulnerable produced for television, generously topped up by 20 Foundation donated £250,000 groups including families and radio and press and instead per cent cash donation from for core costs as the second children throughout the year. highlighted FareShare’s Tesco. They also supported year of their five year work and included a Text to FareShare with a donation partnership with FareShare. The Brindle Family for their Donate call to action which from Tesco’s F&F clothing support through the Muriel Jones generated a staggering brand which donated the Comic Relief maintained Foundation and Fidelis Insurance, £282,000 in donations from proceeds from the sales of the their ongoing support and as well as family volunteering in a the general public. Additional Christmas ‘Elf’ Pyjamas. highlighted the impact of FareShare Regional Centre. activities such as the donation this funding during BBC of points held on Co-op Sainsbury’s committed to television appeals twice in the Mike and Helen Brown for membership cards and make a generous donation past financial year, enabling their support of matched giving salary donations from Co-op of £3m to support the cost FareShare’s work to be shared campaigns which helped to grow Directors are still building of food distribution through with a much wider audience. our numbers of individual donors towards an incredible base of the pandemic, the grant was this year and enabled FareShare to participate in The Big Give in the run up to Christmas. 34 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 35
Report of the Trustees continued Report of the Trustees continued Brand Partnerships What does the future hold?
FareShare saw some innovative Hellmann’s (Unilever) - For any The full adverse economic impact of the lockdown resulting from partnerships in 2019 that enabled Hellmann’s Mayonnaise and Light partners to engage in more Mayonnaise sold in Tesco, 5p was We would like Covid-19 will likely last for a long time. consumer-facing, commercial donated FareShare. Through this to take this activities with FareShare beyond promotion, Unilever enabled us to traditional fundraising: provide the equivalent of almost opportunity to There is much uncertainty but there are three things we know for sure: 200,000 meals to people in need. recognise and thank John Lewis Festive Feasts Ella’s Kitchen - For every limited all of our Corporate, In December 2019 more than edition Jingle Belly Christmas Trust and Grant 1,000 people from charities and Dinner Pouch sold, Ella’s Kitchen, community groups across the UK UK’s number 1 baby food brand, and Individual enjoyed community festive feasts donated 25p, providing at least supporters. It is vital that our supporters and thanks to a partnership between 100,000 meals to families affected FareShare, John Lewis & Partners by food poverty. and Waitrose & Partners and which partners continue to fund us so that included a very generous donation Honest Crust - Food-to-go of £150,000 to FareShare’s mission. brand Honest Crust launched we can deliver our critical services two Christmas limited edition Product promotions sandwiches created by FareShare charity chefs, as part of their for as long as the pandemic lasts. Over Christmas 2019, we were ongoing partnership which has seen delighted to partner with some of the company help provide 200,000 the UK’s best-known companies in meals to vulnerable people across some exciting brand partnerships. the UK this year.
Our investment in our infrastructure over recent years has given us the resilience and ability to respond flexibly to changing circumstances.
Our key ask to the four nations of the UK is to provide the funding to build on the successful Surplus with Purpose Fund trialled this year. 36 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 37
We would like to take this opportunity to recognise and thank Hemby Trust Phillips 66 Ltd all of our corporate, trust and grant and individual supporters. Henhurst Charitable Trust Pilkington Charities’ Fund Higgidy Ltd PIMCO Hitachi Capital Preferred Hotels 29th May 1961 Charitable Trust Cheruby Trust Hyde Park Place Estate Charity Price Parry Charitable Trust A & P Charitable Foundation Childhood Trust IMI Precision Engineering Prudential plc Abel & Cole Chillag Family Charitable Trust Insights Ltd R G Hills Charitable Trust ACAMS UK Ltd Coca-Cola European Partners Great Britain Islamic Relief Rabobank Accenture Comic Relief John Laing Charitable Trust Rhododendron Trust Adint Charitable Trust Constance Travis Endowment Fund John Lewis & Partners Richard Cadbury Charitable Trust Air Publishing Credit Suisse John Swire 1989 Charitable Trust Samworth Brothers AKO Foundation DAC Beachcroft LLP JP Morgan Scottish Government American International Group UK Ltd (AIG) DEFRA Julia and Hans Rausing Trust Seedrs ASDA Deutsche Bank AG London Kilburn and Strode LLP Sheepdrove Trust Ashley Family Foundation Disney Lendlease Europe Ltd Simon’s Charity Aspen Insurance Don’t Cry Wolf Linder Myers solicitors Sir Edward Lewis Foundation Austin and Hope Pilkington Trust Dunnhumby Lions Club International Foundation SMB Trust Aymes International E Alec Colman Charitable Fund Lord Leverhulme’s Charitable Trust Sobell Foundation Bakkavor Group Elanco Marcus Rashford Sodexo Stop Hunger Foundation Bank of New York Mellon Eleanor Rathbone Charitable Trust Marguerite Foundation Southampton and Region Hoteliers Association Baron Davenport’s Charity Ella’s Kitchen Marsh Christian Trust Standard Life Aberdeen Beachpoint Capital Enterprise Rent-A-Car Foundation Merchant Taylors’ Company Stella Symons Chartiable Trust Birrane Foundation eSalon Methods Strand Parishes Trust Bloomberg LP UK Esmée Fairbairn Foundation Millennium Oak Trust Suffolk Community Foundation BOS Wealth Management Europe European Food Banks Federation Mitchell Charitable Trust SuperWellness Breaking Blue FactSet Europe Ltd Morgan Stanley Synamedia Brindisa Fidelis Insurance Mrs L D Rope’s Charitable Settlement Temple Group British Frozen Food Federation Fidelity Investments Mrs Maud Van Norden’s Charitable Foundation Tesco British Poultry Awards Fine & Country Foundation Muriel Jones Foundation The Grocer British Red Cross / Co-op Focus 4 U Ltd National Lottery Community Fund TI Media Ltd Burberry Francis Winham Foundation NCH Travers Smith Employment Services Cake Consulting Franco Manca Newton Europe Ltd Tula Trust Calleva Foundation Fresh Leaf Foundation Nora Smith Charitable Settlement UHY Hacker Young Cargill Plc G J W Turner Trust Novus Recruitment Unilever UK Ltd CarGurus Charitable Giving Fund GateOne Oak Trust Vandervell Foundation Carpenter Charitable Trust General Mills Foundation Oaktree Capital Management Vanguard Direct Ltd Carriejo Charitable Trust George Fentham Birmingham Charity Odin Charitable Trust Waitrose & Partners CarVal Investors GL Tillotson Charitable Trust One Stop - Carriers for Causes Walmart Foundation Casa Stella Trust Global FoodBanking Network oneZero Financial Systems Welland Charitable Trust Castle Lake LP Google Open Gate Trust Wilmcote Charitrust Caterpillar Foundation Gowling WLG Charitable Trust Pager Duty Win a Dinner CBS Consulting Grazing Paper-Round Ltd (BPR Group) Worshipful Company of Butchers Charles River Associates International Heathrow Community Fund Peel Hunt LLP WRAP Charles S French Charitable Trust Helen and Michael Brown Charitable Trust Persula Foundation Wyseliot Rose Charitable Trust 38 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 39
Financial review
Total income in the year to March in £m Total income 18
increased by 16 31% to £16.1m as a result 14
of restricted Asda, Walmart Foundation, TNLCF and Defra 12 grant funding FareShare Go
and an 10 Coronavirus donations increase in Underlying donated 8 income. There was a surplus 6
of £211,000 on 4 unrestricted funds. 2
- 2015 2016 2017 2018 2019 2020
Total income rose by 31% to was restricted and £374,000 Julia and Hans Rausing Trust which £16.1m unrestricted. The impact of was a new donor this year and coronavirus on our finances mostly had a significant impact. There 2020 was the second year of a occurred after 31 March 2020 and were smaller increases across other restricted grant funding stream will have a large impact on the categories of donated income. from Asda, Walmart Foundation 20/21 financial result. and TNLCF. This added £6.3m to Total net income for the year was our total income (2019: £5.7m). FareShare Go income was £1.9m £1.8m, which included £1.6m from We were awarded a £1.9m grant (2019: £2.1m). In previous years restricted funds. A small surplus from Defra in May 2019, this added there was an element of income of £211,000 of unrestricted funds £0.9m to our income in the year. for investment in building the benefited from some Covid-19 service, as we are now in a more funding and the transfer of March 2020 also saw the established phase income now £274,000 from restricted funds. coronavirus pandemic intensify in reflects the service charges to cover The underlying result is that Europe and lockdown in the UK. our running costs. unrestricted income was insufficient Up to 31 March we received £1.0m to cover unrestricted expenditure in donations for the purpose of Other income rose by 36% to in the year and produced a small supporting our beneficiaries during £6.0m. This included a restricted deficit of £63,000. the pandemic. Of this £626,000 donation of £725,000 from The 40 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 41
Financial Review continued Financial Review continued
The financial effect of the major grant funding and coronavirus related donations is explained below. The table below shows the effect of the four major grants and coronavirus on total income and on the net movement in funds in this financial year. Total income Net movement in funds
Total grant 2020 2019 2020 2019 Funder £m Period Paid £’000 £’000 £’000 £’000 Asda 8.7 3 years quarterly in advance Asda 4,507 3,941 652 2,178 TNLCF 5.0 3 years quarterly in advance TNLCF 1,496 1,218 - - Walmart Foundation 1.6 3 years in full in advance Walmart Foundation 312 122 - - Defra 1.9 1 year monthly in arrears Defra 729 - - -
FareShare Go 1,871 2,138 - - The total value of the Asda grant that is not used for the permitted entitled to the funds once the Coronavirus donations 626 - 172 - was reduced in the year from purposes. On this basis, FareShare relevant activity has taken place Other restricted £12.2m to £8.7m. The revised full becomes entitled to the funds as therefore the April 2020 to June 3,359 1,801 730 100 amount of the grant had been they are spent. Funds received 2020 element of this invoice is Total restricted 12,450 9,220 1,554 2,278 received and recognised in income but not yet spent are included in included in creditors as deferred Asda by 31 March 2020 and will fund creditors as deferred income. income. The invoice is included 368 373 - - activities up to May 2021. in debtors as the cash was not Walmart Foundation 75 75 - - Under the Asda grant contract, received until after the year end. Defra An extension was agreed with FareShare becomes entitled to the 149 - - - Walmart Foundation to continue to funds on receipt. Funds received These four grants comprise mainly Coronavirus donations 374 - 211 - use the funding for a third year, this but not yet spent give rise to the restricted funds (£6.5m out of did not represent any new funding restricted surplus. a total of £7.2m of major grant Other unrestricted 2,668 2,637 - (163) but using the existing funds over a income recognised in 2019/20.) Total unrestricted 3,634 3,085 211 (163) longer period of time. Defra funds are typically claimed Very little of the additional in arrears, though an invoice was resources can be used for core TOTAL 16,084 12,305 1,765 2,115 The contracts for two of these raised in advance for the last direct operating costs without grants (TNLCF and Walmart portion of the funding covering which the major grants cannot be Foundation) say that FareShare March to June 2020. Per the terms delivered effectively. will repay any portion of the grant of the grant FareShare is only 77% of FareShare’s income grant funding and when it is spent. majority of this grant was carried was restricted (2019: 73%) and FareShare seeks to avoid making forward as a restricted surplus. only £2.7m of our income was any commitments to incur costs unrestricted outside of our major until the funding has been received. This will mean that over the next grants and coronavirus donations. The remainder of the Asda grant year the timing difference will In the last three weeks of the funding was received in 2019/20, reverse for these grants and the year we received coronavirus which will fund activities to May amounts spent in the period will donations of £1m which were 2021, as a result a large balance of be more than the income received, not previously anticipated. the funds are in restricted reserves giving rise to a negative movement Unrestricted funds, excluding the and will be drawn down over the in restricted funds. core cost contributions of major next year. A few days before the grants and coronavirus donations, year end a £725,000 donation was The timing of most of the were only in line with last year received from The Julia and Hans coronavirus donations within days and remained insufficient to Rausing Trust to support our food of the year end means that the cover our running costs. team and contribute to our Surplus majority of the cash received was with a Purpose fund. Due to the used to fund activities from 1 April There is a timing difference timing of the receipt, little could be 2020 onwards. between when FareShare receives spent before the year end and the 42 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 43
Financial Review continued Financial Review continued
Surplus / (deficit) in the year to March in £000 Income by the major grants has put us in financial year. This means that the 2,400 a strong position to scale up and associated expenditure is often Net movement in funds £1.8m In 2020 total unrestricted income expand our output significantly included in next year’s statement Asda restricted grant was £3.6 million (2019: £3.1 during the coronavirus pandemic. of financial activities. Where the The 2020 result comprised a 2,200 million). While both restricted and As we come out of the crisis phase income is restricted, this results in restricted surplus of £1.6m and an unrestricted income increased year of the pandemic, it is a priority to restricted reserves carried forward: unrestricted surplus of £211,000. Underlying on year £374,000 of unrestricted ensure we are financially resilient where the income is unrestricted, 2,000 donations resulted from the and can continue to deliver surplus the related expenditure is Total restricted reserves grew coronavirus pandemic, which was food to the vulnerable. To this designated in the reserves at the from £2.5m to £4.0m with the 1,800 an unexpected event just before the end, a material investment in our year end. A full explanation of the Asda restricted surplus growing year end. Without this, unrestricted fundraising team has been approved reserves is given in notes 20 and 21 by £652,000 to £2.8m. The other 1,600 income would not have been after the year end. of the accounts. Exceptional surplus significant individual balance is enough to cover our unrestricted arising from amounts £696,000 of The Julia and Hans received just before expenditure for the year. With this Donated income in both 2020 This is the fifth year of FareShare 1,400 Rausing Trust funding. These or after the year end. additional income, the result for the and 2019 included £500,000 from Go. The income and expenditure of amounts will be spent over the next year was a surplus of £211,000. Enterprise Rent-A-Car Foundation FareShare Go is set out in note 11 financial year. 1,200 as part of a six year funding of the accounts. This note shows The major grants we have received arrangement (to 2022) secured via that FareShare Go covered its costs This is a similar pattern to what we have allowed us to grow our our strategic partner, The Global including a contribution to core 1,00 saw with the surplus received in the operations year on year. This FoodBanking Network. costs. FareShare Go is in all Tesco 2016 financial year being spent over growth has also resulted in an and Waitrose stores. It is rolling out the 2017 and 2018 financial years. 800 increase in unrestricted costs year Unrestricted income includes the service in Asda stores. on year. It is therefore increasingly £834,000 of fees invoiced to our important to build our pipeline Community Food Members to access The main activity in FareShare 1st 600 of unrestricted funding to ensure FareShare food (2019: £751,000). Limited is licencing the FareShare our growth is sustainable in the name and logo for use in product 400 long term. Our investment in our The timing of the receipt of promotions. (See note 12). organisational capacity enabled voluntary income continues to be weighted towards the end of the 200
0 2015 2016 2017 2018 2019 2020 (200)
(400) 44 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 45
Financial Review continued Financial Review continued
Costs The total spent on support costs Walmart Foundation and Defra). Reserves proportion of our total income general reserves, after designations, was £1.5m (2019: £1.2m) which Staff costs increased by 18% continues to be from a small of up to six months of committed The expenditure on raising funds represents 10% of FareShare’s total to £5.3m, representing the FareShare has a risk-based reserves number of large organisations. expenditure. This target was derived was £665,000 (2019: £453,000). expenditure (2019: 11%). The investment made in our people policy to protect the operational The potential economic impact of by considering the risk to projected As a proportion of donated income decrease as a proportion of our and organisation supported by requirements of the charity from the coronavirus pandemic on our income streams against the (excluding the four major grants and total expenditure reflects the large Asda, TNLCF and others. The cost short term disruption to ensure supporters increases the risk that requirement to fund non-cancellable coronavirus income), the expenditure value of investment directly into the of running the five regional centres that our partners can continue to income becomes unpredictable or expenditure for up to six months. on raising funds remained consistent FareShare network during the year. directly managed by FareShare operate. The FareShare network reduces in the future. at 11% (2019:11%). The ‘National Support’ category of rather than our Network Partners supports 10,962 charities and Current uncertainties make it more charitable expenditure which covers increased by 29% to £2.9m, this community groups, providing food A strength of the FareShare difficult to forecast the level of Total expenditure in the year activities supporting our network is in proportion to the increase in to 933,178 individuals a week. If model is that the majority of the reserves over the next 12 months. increased by 41% to £14.3m increased by 66% to £8.9m during the volume of food distributed and FareShare were suddenly unable to FareShare Regional Centres are The Board will maintain a focus on (2019: £10.2m). This was higher the year. This included £448,000 of represents the cost of warehouses operate, the repercussions on our run by third party independent cashflow and in particular the level than the growth in the amount support to our Network Partners for and associated equipment, vehicles partners would be severe and cause charities. It is important that, were of unrestricted cash balances. of food redistributed: up 26% to the coronavirus pandemic committed and the costs of staff and volunteer serious problems for the vulnerable there to be a sustainability issue in 26,329 tonnes. During 2020 as in just before the year end. A large expenses in those warehouses. and disadvantaged people whom one of these organisations, that We include costs such as staff 2019 there was a major investment element of Asda and TNLCF grants is FareShare Go costs decreased by they help. the FareShare operation would be costs, rent on our properties and in building an increased capacity also investment into the Network. 14% to £1.8m due to FareShare able to continue in that region. van lease payments in committed to handle larger volumes of food. Go moving from an investment and To date FareShare has been This need has been taken into expenditure. We exclude expenditure The total spending on charitable Restricted expenditure included expansion phase to more stable significantly supported through account by the Trustees in setting in FareShare Go and the spending activities was £13.7m (2019:£9.7m). £5.0m of expenditure funded by ongoing running costs. donations and grants from a few the reserves policy. of the restricted grants from Asda, the major projects (Asda, TNLCF, large organisations, who, by their TNLCF and Walmart Foundation. nature, are dynamic and whose It is the aim of the Trustees to Based on the results for the year to priorities are subject to change at ensure that our cash balances are March 2020, we estimate annual short notice. Given that some of sufficient to ensure that FareShare committed expenditure to be £4.9 Cash and reserves these supporters are companies continues to operate on a going million. Our target reserves are that directly compete with one concern basis in order to meet its therefore £2.5 million. Our general The effect of the restricted grants from Asda, Walmart Foundation, TNLCF and Defra on the balance sheet is shown in another, in particular Tesco, Asda objectives and that the level of reserves at March 2020 were £1.1 the table below. and Sainsbury’s, the Trustees have reserves required should take into million representing 44% of the allowed for this added risk in account the risk around potential target level. Cash Reserves calculating this reserves policy. The rapid changes in major income streams. 2020 2019 2020 2019 profile of our income has changed £’000 £’000 £’000 £’000 during the coronavirus pandemic, while categories such as individual The Trustees have decided that Asda 2,860 2,178 2,829 2,178 giving have increased a large FareShare should aim to hold
TNLCF 752 602 - -
Walmart Foundation 1,079 1,377 - - Defra - - - - Restricted coronavirus donations 282 - 172 Other Restricted 1,611 778 1,035 304
Total restricted 6,584 4,935 4,035 2,482
Total unrestricted 1,246 1,435 1,703 1,492
TOTAL 7,830 6,370 5,739 3,974
The Asda, TNLCF and Walmart in restricted cash balances of Restricted cash represents cash Foundation grants pay us in £6.6m. The restricted funds will received from donors that can only advance of any expenditure be spent next year towards the be spent on specified activities. incurred, £725,000 from The Julia purposes of the grants. Some of While our overall cash balance has and Hans Rausing Trust was also the unrestricted cash will be spent increased, this has been driven received before the year end. As to fund projects that have been by the increase in restricted cash these funds had not been fully designated (note 20). balances. Our unrestricted cash spent at the year end, it resulted balance is only £1.2m. 46 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 47
Structure, governance & management
Directors and Trustees Registered Office Statutory Auditors
John Bason, Chair Unit 7, Deptford Trading Estate PKF Littlejohn LLP Paola Bergamaschi Blackhorse Road, Deptford 15 Westferry Circus Vince Craig London SE8 5HY Canary Wharf Lucy Danger London E14 4HD Christèle Delbé, appointed September 2019 Bankers Adam Eisenstadt, appointed September 2019 Solicitors Peter Freedman, resigned September 2019 Charities Aid Foundation Damien Harte 25 Kings Hill Avenue Bates Wells Braithwaite John Hinton Kings Hill, West Malling 10 Queen Street Place Andrew Hood Kent ME19 4TA London EC4R 1BE Stephen Robinson Helen Sisson Co-operative Bank plc Company Registration Tony Sykes 9 Prescot Street Number Angela Yotov London E1 8BE 4837373 Company Secretary Lloyds Bank plc 25 Gresham Street Charity Registration Richard Huxtable London EC2V 7HN Number
Finance Committee Triodos Bank NV 1100051 Deanery Road Stephen Robinson, Chair Bristol BS1 5AS Steven Clifford, appointed June 2019 Damien Harte Patrick Litton resigned September 2019 Tony Sykes Chief Executive
Lindsay Boswell 48 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 49
Governing document and constitution
FareShare is a charitable company Public benefit Organisation limited by guarantee (no. 4837373), and registered with the The Trustees confirm that they The Trustees together constitute Charity Commission as a charity in have referred to the Charity the Board that is FareShare’s England and Wales (no. 1100051). Commission’s guidance on public governing body. They met six FareShare was incorporated in benefit when reviewing the charity’s times in 2019/20. The Trustees 2003 and is governed by its aims and objectives and in planning approve the strategic plan and Memorandum and Articles of future activities. FareShare’s focus annual budgets of the charity as Association adopted on 31 January on tackling food poverty, working in well as overseeing policy. 2006. partnership with local charities and community-based organisations, The Finance Committee is a The administrative details of the has a direct and positive benefit sub-committee of the Board charitable company are detailed for many of the most marginalised of Trustees and provides more on page 47 for the year ended 31 people in the UK (individuals who detailed oversight on matters of March 2020. are homeless, unemployed, poor, finance and audit, risk and long- isolated). The charity engages term sustainability. This committee Objects individuals as volunteers in its work met five times in 2019/20. and this is open to all members of The objects of FareShare, as the community, including the most The Senior Leadership Team, led by set out in the Memorandum of marginalised. FareShare’s training the Chief Executive, is responsible Association, are: and education work provides for implementing the strategy and opportunities for volunteers for progressing towards agreed The relief of poverty and the and others to gain recognition, key aims and objectives. preservation and promotion of including accreditation, for the skills good nutrition, good health and they have acquired while working social improvement among people with FareShare. who are suffering from social, economic or emotional distress in Recruitment and appointment such ways as the Trustees may in of Trustees their absolute discretion think fit but particularly through: The Trustees, who are also directors and members of the charitable the collection and company, are listed on page redistribution of surplus food; 47. Each year, one-third of the Trustees retire from office but may the encouragement of stand for re-election according members of the public to to the procedures set out in the undertake voluntary work; Memorandum and Articles of Association at the next Annual the advancement of public General Meeting. education in particular but not exclusively by providing Trustees are recruited with a range training in the voluntary sector; of skills and experience that is and needed most to ensure sound governance and strong progress the furtherance, for the towards the charity’s mission and benefit of the public, of the aims. Newly appointed Trustees conservation, protection and receive an induction that includes improvement of the physical making them aware of their legal and natural environment responsibilities as well as FareShare’s through the redirection of policies, decision-making processes, waste (in particular food strategic plan and recent financial waste) and its adverse performance. environmental impacts. All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 10 to the accounts. 50 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 51
Governing document and constitution continued
Staff pay policy (including the Risk management Health and safety Securing surplus food for Income generation Operations senior management team) charitable purposes FareShare has a risk management The Board starts every main Donations make up a large The FareShare Network comprises a Our approach to staff pay is strategy that centres on maintaining meeting with an agenda item on During the pandemic we saw, as proportion of our income. We have variety of elements which require a designed to ensure we can attract a risk register and includes policies health and safety and reviews a result of panic buying, a total some multi-year support but most is consistent management of activities and retain people with the passion, and procedures that mitigate those accidents and near misses. This collapse of food volumes followed shorter term. Donated income can and behaviours. We operate commitment and skills we need risks. The initial identification and process has been refined and by, as hospitality closed down, a be difficult to predict and volatile. busy warehouses with potentially to achieve our mission and deliver assessment of risks is done by the improved this year. huge surge in volumes. Overall we Our costs are relatively fixed and hazardous equipment such as fork our strategic goals. It is applied Leadership team. The Finance Sub were operating at three times the predictable. The Finance Committee lift trucks and walk-in freezers. We consistently across the organisation. Committee focuses on reviewing Mitigation: FareShare has pre-pandemic volumes but expect and the Trustees regularly review have both office-based and field- We aim to pay competitively in the financial risks. The Trustees implemented a strong training, volumes to stabilise post pandemic forecasts to ensure we are able to based employees across the UK as the not-for-profit sector within review the risk register on a regular reporting and action culture for all but remain at a higher level than adjust our expenditure to deal with well as external volunteers coming the context of affordability. We basis: they consider how the risks managers with Board oversight of before. This demonstrates the changes in projected revenue. to work at our sites. therefore use external salary surveys interact and where to prioritise the health and safety process. issue we face with huge external and other tools to enable us to mitigating actions. influence and pressures on the Mitigation: We have invested Mitigation: We maintain an benchmark our salaries against Food safety is a major part of health food system. in strengthening our fundraising up-to-date health and safety other charities. The lowest rate of The main categories of risk and safety for the organisation. capacity. The risk of income manual and ensure their consistent pay is at least the living wage set by identified can be segmented into Food redistribution is the essence Our supplies of food are potentially volatility is mitigated by having communication through good the Living Wage Foundation. seven key areas with a focus on of what we do. Food safety, its vulnerable to commercial mixed income streams: some training and induction programmes. cashflow being a new addition traceability and overall handling is competition as well as alternative earned and some donated. It is also Annual increases are normally from last year: at the core of both our mission and uses such as anaerobic digestion addressed by our reserves policy of Loss of key staff awarded in April each year, taking our reputation. and animal feed. The Government covering six months of committed into account the rate of inflation provides financial incentives to costs and the approach to develop FareShare has a small management Cashflow and organisational affordability. Mitigation: Our policies and support anaerobic digestion. new streams of income from the team and the loss of any key Annual increases are subject to procedures enable us to maintain Turning inedible food into food industry. individual would be significant. Health and safety approval by the Board of Trustees. the highest standards as any lapses energy is commendable as an would ultimately compromise environmental solution but edible Expansion funded by major Mitigation: Development of Securing surplus food for FareShare’s key management our position of trust and expert food should not be used to create grants and strengthening a collective charitable purposes personnel are the Senior Leadership authority with the food industry. energy or to feed animals while management culture reduces Team. This staff remuneration people are going hungry. FareShare has expanded rapidly reliance on any one individual. Income generation approach is also applied to the As an emergency response with funding from three major Putting a succession plan in place. recruitment and retention of the organisation all of our warehouse Mitigation: We have invested grants. We need to manage that Expansion funded by major Senior Leadership Team. staff and volunteers became heavily in strengthening our food expansion well, co-ordinate the grants key workers at the outbreak of acquisition capacity. We have efforts of the network and ensure a FareShare 1st Limited the Covid-19 pandemic. The also re-positioned FareShare as safe exit from the funding in three Operations organisation has successfully representing a network to acquire years’ time. FareShare has a wholly owned raised and committed the funds to the positioning as the main Loss of key staff trading subsidiary, FareShare 1st support safe operating practices organisation to whom the food Mitigation: We have carefully Limited, that has its own Board in all warehouses and offices, and industry should work. We executed planned the management of the of directors. The principal activity Cashflow closely followed all government a successful £1.9 million project work funded by the major grants. of FareShare 1st Limited is to directives and advice around PPE, to cover the additional costs that This has involved all parts of the undertake commercial activities on The organisation has grown non-essential travel and social food businesses have when they organisation and all our delivery behalf of the charity. The results of rapidly and taken on some distances within our operations. keep surpluses fit for human partners. We are already planning FareShare 1st Limited, which are major areas of project work that consumption and are pressing for the transition that will be necessary set out in note 12 to the accounts, have restricted funding. The this to be rolled out permanently. at the end of the grants. have been consolidated in these Finance subcommittee focused financial statements. on ensuring accurate and timely monitoring of projected cashflows and to ensure that restricted cash was used appropriately.
Mitigation: production and review of cashflow forecasts. 52 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 53
Governing Document and constitution continued
Trustees’ responsibilities The Trustees are responsible for keeping adequate accounting The Trustees (listed on page 47) are records that are sufficient to also directors of FareShare under show and explain the charity’s company law. transactions and disclose with reasonable accuracy at any time The Trustees are responsible for the financial position of the charity preparing financial statements for and enable them to ensure that each financial year. Under that the financial statements comply law the Trustees have elected to with the Companies Act 2006. prepare the financial statements The Trustees are also responsible in accordance with United for safeguarding the assets of Kingdom Generally Accepted the charity and hence for taking Accounting Practice (United reasonable steps to prevent and Kingdom Accounting Standards) detect fraud and other irregularities. and applicable law. Under company law, the Trustees must not approve Disclosure of information to the financial statements unless auditors they are satisfied that they give a true and fair view of the state In accordance with company law, of affairs of the charity and of its each of the Trustees confirms that incoming resources and application to the best of his/her knowledge of resources, including the net there is no information relevant income or expenditure for that to the audit of which the auditors period. In preparing these financial are unaware. Each of the Trustees statements, the Trustees are also confirms that he/she has required to: taken all necessary steps to ensure that he/she is aware of all relevant audit information and select suitable accounting that this information has been policies and then apply them communicated to the auditors. consistently; Auditors observe the methods and principles of the Charities’ Our auditors, PKF Littlejohn LLP SORP; were re-appointed during the year and have expressed their willingness make judgments and estimates to continue in that capacity. that are reasonable and prudent; This report was approved by the Trustees 5 August 2020 and signed state whether applicable UK on their behalf by: Accounting Standards have been followed, subject to any material departures disclosed and explained in the Financial Statements; and
prepare the financial statements on the going John Bason, Chair concern basis unless it is inappropriate to presume that the charity will continue in operation. 54 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 55 Independent Auditor’s report to the Members and Trustees of FareShare
Opinion Basis for opinion Other information
We have audited the financial We conducted our audit in The other information comprises statements of FareShare (the accordance with International the information included in the ‘parent charitable company’) and Standards on Auditing (UK) annual report, other than the its subsidiaries (the ‘group’) for (ISAs (UK)) and applicable law. financial statements and our the year ended 31 March 2020 Our responsibilities under those auditor’s report thereon. The which comprise the Consolidated standards are further described in Trustees are responsible for the Statement of Financial Activities, the Auditor’s responsibilities for the other information. Our opinion the Balance Sheets and the audit of the financial statements on the financial statements does Consolidated Cashflow Statement section of our report. We are not cover the other information and notes to the financial independent of the charitable and we do not express any statements, including a summary company in accordance with the form of assurance conclusion of significant accounting policies. ethical requirements that are thereon. In connection with The financial reporting framework relevant to our audit of the financial our audit of the financial that has been applied in their statements in the UK, including statements, our responsibility is preparation is applicable law and the FRC’s Ethical Standard, and to read the other information United Kingdom Accounting we have fulfilled our other ethical and, in doing so, consider Standards, including Financial responsibilities in accordance whether the other information Reporting Standard 102 The with these requirements. We is materially inconsistent with Financial Reporting Standard believe that the audit evidence the financial statements or our applicable in the UK and Republic of we have obtained is sufficient and knowledge obtained in the Ireland (United Kingdom Generally appropriate to provide a basis for audit or otherwise appears Accepted Accounting Practice). our opinion. to be materially misstated. If we identify such material In our opinion, the financial Conclusions relating to going inconsistencies or apparent statements: concern material misstatements, we are required to determine whether give a true and fair view We have nothing to report in there is a material misstatement of the state of the group’s respect of the following matters in the financial statements or and the parent charitable in relation to which the ISAs (UK) a material misstatement of the company’s affairs as at 31 require us to report to you where: other information. If, based on March 2020, and of the the work we have performed, group’s incoming resources the Trustees’ use of the going we conclude that there is a and application of resources, concern basis of accounting material misstatement of this including its income and in the preparation of the other information, we are expenditure, for the year then financial statements is not required to report that fact. ended; appropriate; or We have nothing to report in have been properly prepared the Trustees have not this regard. in accordance with United disclosed in the financial Kingdom Generally Accepted statements any identified Accounting Practice; and material uncertainties that may cast significant have been prepared in doubt about the charitable accordance with the company’s ability to continue requirements of the to adopt the going concern Companies Act 2006. basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue. 56 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 57
Independent Auditor’s report to the Members and Trustees of FareShare continued
Opinions on other We have nothing to report Responsibilities of Trustees Auditor’s responsibilities for Use of our report matters prescribed by the in respect of the following the audit of the financial Companies Act 2006 matters in relation to which the As explained more fully in the statements This report is made solely to the Companies Act 2006 requires us Trustees’ responsibilities statement, charitable company’s members, as In our opinion, based on the to report to you if, in our opinion: the Trustees (who are also the We have been appointed auditor a body, in accordance with Chapter work undertaken in the course directors of the charitable company under the Companies Act 2006 and 3 of Part 16 of the Companies Act of the audit: adequate accounting records for the purposes of company law) report in accordance with this Act. 2006. Our audit work has been have not been kept by the are responsible for the preparation undertaken so that we might parent charitable company, of the financial statements and for Our objectives are to obtain state to the charitable company’s the information given or returns adequate for our being satisfied that they give a true reasonable assurance about members those matters we are in the Trustees’ report audit have not been received and fair view, and for such internal whether the financial statements required to state to them in an (incorporating the from branches not visited by control as the Trustees determine is as a whole are free from material auditor’s report and for no other strategic report and the us; or necessary to enable the preparation misstatement, whether due to purpose. To the fullest extent directors’ report) for the of financial statements that are fraud or error, and to issue an permitted by law, we do not accept financial year for which the parent charitable free from material misstatement, auditor’s report that includes our or assume responsibility to anyone, the financial statements company’s financial whether due to fraud or error. opinion. Reasonable assurance other than the charitable company are prepared is consistent statements are not in In preparing the financial is a high level of assurance, but and the charitable company’s with the financial agreement with the statements, the Trustees are is not a guarantee that an audit members as a body, for our audit statements; and accounting records and responsible for assessing the conducted in accordance with ISAs work, for this report, or for the returns; or charitable company’s ability to (UK) will always detect a material opinions we have formed. the directors’ report continue as a going concern, misstatement when it exists. has been prepared certain disclosures of Trustees’ disclosing, as applicable, matters Misstatements can arise from fraud in accordance with remuneration specified by law related to going concern and or error and are considered material applicable legal are not made; or using the going concern basis of if, individually or in the aggregate, requirements. accounting unless the Trustees they could reasonably be expected we have not received all the either intend to liquidate the to influence the economic decisions Matters on which we charitable company or to cease of users taken on the basis of these information and explanations Alastair Duke, are required to report by we require for our audit. operations, or have no realistic financial statements. exception alternative but to do so. (Senior Statutory Auditor) A further description of our In the light of the knowledge responsibilities for the audit of the For and on behalf of PKF Littlejohn LLP and understanding of the group financial statements is located on Statutory Auditor and parent charitable company the Financial Reporting Council’s and its environment obtained website at: 15 Westferry Circus in the course of the audit, we frc.org.uk/auditorsresponsibilities Canary Wharf have not identified material London E14 4HD misstatements in the strategic frc.org.uk/auditors/audit-assurance/ report or the directors’ report. auditor-s-responsibilities-for- 5 August 2020 the-audit-of-the-fi/description- of-the-auditor%E2%80%99s- PKF Littlejohn LLP is eligible for responsibilities-for appointment as auditor of the charity by virtue of its eligibility for frc.org.uk/auditors/audit-assurance/ appointment as auditor of a company standards-and-guidance/2010- under section 1212 of the Companies ethical-standards-for-auditors-(1) Act 2006
This description forms part of our auditor’s report. 58 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 59
Consolidated statement of financial activities
For the year ended 31 March 2020 (incorporating an income and expenditure account)
Unrestricted Restricted Total Unrestricted Restricted Total Funds Funds Funds Funds Funds Funds 2020 2020 2020 2019 2019 2019 Note £’000 £’000 £’000 £’000 £’000 £’000
INCOME
Income from generated funds
Donations 1 2,577 10,579 13,156 2,229 7,082 9,311
Other trading activities 2 187 - 187 8 - 8
Commercial trading income 12 24 - 24 86 - 86
Income from investments 3 12 - 12 11 - 11
2,800 10,579 13,379 2,334 7,082 9,416
Income from charitable activities 5 834 1,871 2,705 751 2,138 2,889
TOTAL INCOME 3,634 12,450 16,084 3,085 9,220 12,305
EXPENDITURE 7, 8
Expenditure on raising funds 665 - 665 453 - 453
Expenditure on charitable activities 3,032 10,622 13,654 2,853 6,884 9,737
TOTAL EXPENDITURE 3,697 10,622 14,319 3,306 6,884 10,190
NET INCOME (63) 1,828 1,765 (221) 2,336 2,115
Transfer between funds 20, 21 274 (274) - 58 (58) -
NET MOVEMENT IN FUNDS 211 1,554 1,765 (163) 2,278 2,115
Balance at beginning of year 1,492 2,482 3,974 1,655 204 1,859
Balance at end of year 20, 21 1,703 4,036 5,739 1,492 2,482 3,974
The Group has no gains or losses other than those shown above.
On 1 April 2020 FareShare completed a merger of the FareShare West Midlands operation into FareShare Midlands, FareShare’s delivery partner in the Midlands and an independent charity, the income and costs of the West Midlands regional centre are included above. For further detail see note 24.
The Accounting Policies and notes on pages 64 to 79 form part of these financial statements. 60 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 61
Balance sheets
At 31 March 2020
Group Company
2020 2019 2020 2019 Note £’000 £’000 £’000 £’000
FIXED ASSETS
Tangible fixed assets 13 587 481 587 481
Investment 14 - – - –
587 481 587 481
CURRENT ASSETS
Debtors 15 2,598 1,351 2,600 1,383
Cash at bank and in hand 7,830 6,370 7,823 6,338
10,428 7,721 10,423 7,721
CREDITORS: Amounts falling due within one year 16 (5,011) (3,963) (5,006) (3,963)
NET CURRENT ASSETS 5,417 3,758 5,417 3,758
Long term provisions 17 (265) (265) (265) (265)
NET ASSETS 5,739 3,974 5,739 3,974
RESERVES
Unrestricted Funds
General 20 1,138 1,108 1,138 1,108
Designated 20 565 384 565 384
Restricted Funds 21 4,036 2,482 4,036 2,482
NET ASSETS 5,739 3,974 5,739 3,974
These financial statements were approved and authorised for issue by the Board of Trustees on 5 August 2020, and signed on their behalf by:
John Bason, Chair Stephen Robinson, Director
The Accounting Policies and notes on pages 64 to 79 form part of these financial statements.
Registered company number: 04837373 62 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 63
Consolidated cashflow statement
For the year ended 31 March 2020
Total Funds Total Funds 2020 2019 £’000 £’000
CASHFLOWS FROM OPERATING ACTIVITIES
Net cash provided by operating activities (see reconciliation below) 1,768 4,866
CASHFLOWS FROM INVESTING ACTIVITIES
Purchase of property, plant and equipment (308) (110)
CHANGE IN CASH AND CASH EQUIVALENTS IN THE YEAR 1,460 4,756
CASH AND CASH EQUIVALENTS
At beginning of year 6,370 1,614
At end of year 7,830 6,370
2020 2019 £ £
RECONCILIATION OF NET INCOME TO NET CASHFLOW FROM OPERATING ACTIVITIES
Net (expenditure) / income for the reporting period (as per the statement of financial activities) 1,765 2,115
Adjustments for:
Depreciation charges 202 198
Depreciation - additional charge on disposal - 11
Increase / (decrease) in dilapidations provision - (31)
(Increase) / decrease in debtors (1,247) 218
Increase / (decrease) in creditors 1.048 2,355
1,768 4,866
The Accounting Policies and notes on pages 64 to 79 form part of these financial statements. 64 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 65
Accounting policies
Year ended 31 March 2020
Basis of accounting and and rounded to the nearest £’000. Governance costs comprise consolidation The significant accounting policies the legal, auditing and other applied in the preparation of these professional costs associated with FareShare is a charitable company financial statements are set out the running and management of limited by guarantee in the United below. the Charity. Kingdom. In the event of the charity being wound up, the liability in These policies have been Taxation respect of the guarantee is limited consistently applied to all years to £1 per member of the charity. presented unless otherwise stated. As a registered Charity, the The address of the registered office The accounting policies adopted are Company is generally exempt from is given in the charity information the same for the Company and for Corporation Tax but not from Value on page 47 of these financial the Group. Added Tax (VAT). The Company’s statements. The nature of the subsidiary trading company is charity’s operations and principal Incoming resources and registered for VAT and is liable to activities are detailed in the Report resources expended corporation tax on trading profits of the Trustees on pages 18 to 37. not transferred under the Gift Aid All income and expenditure has arrangements. The charity constitutes a public been accounted for on an accruals benefit entity as defined by FRS basis. Pension costs 102. The financial statements are of the Charity and its subsidiary Gifts in kind have been included The Charity operates a defined trading company, FareShare 1st in the notes to the accounts at an contribution group personal Limited. The financial statements amount equivalent to that which pension scheme for employees. have been prepared in accordance the Charity would have had to pay The assets of the scheme are with Accounting and Reporting to purchase the donated facilities. held separately from those of the by Charities: Statement of Charity. The annual contributions Recommended Practice applicable Charitable trading income, arising payable are charged to the to charities preparing their accounts from contracts from services, is Statement of Financial Activities. in accordance with the Financial recognised when earned. Such Reporting Standard applicable in income received in advance of Funds the UK and Republic of Ireland entitlement is deferred to the (FRS 102) issued on 16 July 2014, Balance Sheet and released to the Unrestricted funds comprise those the Financial Reporting Standard Statement of Financial Activities in monies that may be used towards applicable in the United Kingdom future periods. meeting the charitable objects of and Republic of Ireland (FRS the Charity at the discretion of 102), the Charities Act 2011, the Costs of generating funds the Trustees. Restricted funds arise Companies Act 2006 and UK comprises the cost associated when donations are received for Generally Accepted Practice as it with attracting voluntary income, specific purposes or are subject to applies from 1 January 2015. charitable expenditure comprising specific conditions imposed by the direct expenditure including staff donor. Restricted funds are to be The financial statements are costs, plus a proportion of costs used for particular aspects of the prepared on a going concern basis that cannot be directly attributed objects of the Charity. under the historical cost convention, (support costs). Support costs are modified to include certain items at allocated to activity cost categories fair value. The financial statements on a basis consistent with the use are prepared in sterling which is the of resources. functional currency of the charity 66 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 67
Accounting policies continued
Designated funds Provisions
Designated funds have been The full estimated cost of established by the Trustees to fund dilapidations is provided in respect the cost of strategic initiatives of existing current lease obligations. which the Trustees consider will contribute to the achievement of Lease and hire purchase the Charity’s objectives. The funds contracts are not restricted and to the extent the funds are not required will be Rentals under operating leases available to support the charity’s are charged to the Statement of day to day activities. Financial Activities as incurred. Fixed asset investment Redundancy Costs
The investment in the wholly Where a demonstrable commitment owned subsidiary trading company is made to terminate employees is shown at cost. before the end of the reporting benefit any termination benefit Depreciation is charged to the Statement of Financial Activities and a liability is Depreciation is charged on tangible recognised for the best estimation fixed assets at rates calculated to of the cost at the reporting date. write off the cost of the asset, less any residual value, evenly over its Accounting Estimates and expected useful life: Key Judgements
Computer equipment and software: In the process of applying the 3-7 years charity’s accounting policies described in this note, judgements Other assets: 3 years and estimates are made that have an effect on the reported amounts Warehouse equipment: 3-7 years of assets, liabilities, revenue and expenses during the reporting Leasehold improvements: Over the period. Significant estimates made life of the lease in the course of preparing the financial statements include the Individual assets costing less than provision for debtors that may not £500 are not capitalised and are be recoverable and the provision for treated as an expense. dilapidations relating to our leased buildings. 68 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 69
Notes to the financial statements Year ended 31 March 2020
1. DONATIONS
Total Total Unrestricted Restricted Funds Funds Funds Funds 2020 2019 Note £’000 £’000 £’000 £’000
Individuals and legacies 278 1 279 176
Trusts and foundations 680 3,294 3,974 2,869
Corporate 1,619 5,117 6,736 5,645
Statutory - 2,167 2,167 621
2,577 10,579 13,156 9,311
2. OTHER TRADING ACTIVITIES
Other trading income 187 - 187 8
3. INCOME FROM INVESTMENTS
Bank interest receivable 12 - 12 11
4. INTANGIBLE INCOME The value of the food handled by FareShare has been incorporated into the notes to the accounts only. Further information is given in note 22.
5. INCOME FROM CHARITABLE ACTIVITIES
Community partner administration fee 823 - 823 681
Fees reclaimable from the movement of goods 11 - 11 70
Fees receivable for FareShare Go 11 - 1,871 1,871 2,138
834 1,871 2,705 2,889
6. THE EFFECT OF MAJOR GRANTS AND CORONAVIRUS ON TOTAL INCOME
Asda 368 4,057 4,425 4,314
TNLCF - 1,496 1,496 1,218
Walmart Foundation 75 312 387 197
Defra 149 729 878 -
FareShare Go - 1,871 1,871 2,138
Coronavirus donations 374 626 1,000 -
Other 2,668 3,359 6,027 4,438
3,634 12,450 16,084 12,305
Further commentary on these items is given in the report of the Trustees 70 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 71
Notes to the financial statements continued
Year ended 31 March 2020
7. EXPENDITURE 10. STAFF AND TRUSTEE COSTS
Direct Support Total Total Trustees’ reimbursed expenses totalling £1,867 were incurred during the year (2019: £1,539). These expenses were incurred by four (2019: five) costs costs costs costs Trustees being travel and subsistence costs for attending Board meetings. Trustee liability insurance cover was obtained as part of a professional 2020 2020 2020 2019 £’000 £’000 £’000 £’000 indemnity policy. The insurer advised that approximately 40% of the policy premium relates to trustee liability cover. The total premium was £9,075 (2019: £3,446). No Trustees received any remuneration from FareShare during the year (2019: nil). EXPENDITURE ON RAISING FUNDS 469 196 665 453 Staff costs in the year were as follows: CHARITABLE ACTIVITIES
Managed depots 2,331 544 2,875 2,223 2020 2019 £’000 £’000 National support 8,194 742 8,936 5,378 Salaries and wages 4,718 3,944 FareShare Go 1,793 50 1,843 2,136 Social security costs 425 365 12,787 1,532 14,319 10,190 Pension contributions 171 149
Restructuring costs 23 -
8. ANALYSIS OF SUPPORT COSTS Temporary staff costs 31 109 5,368 4,567 Staff Office Support Governance Total Total costs costs costs costs 2020 2019 £’000 £’000 £’000 £’000 £’000 £’000 Restructuring costs comprises statutory redundancy pay and ex gratia redundancy payments for three individuals. EXPENDITURE ON RAISING FUNDS 72 55 61 8 196 142 Average number of employees during the year CHARITABLE ACTIVITIES
Managed depots 198 152 171 23 544 421 2020 2019 No. No. National support 270 208 232 32 742 543 Depot Operations – FareShare Managed 49 37 FareShare Go 50 - - - 50 96 Depot Operations – National Support 36 38 590 415 464 63 1,532 1,202 FareShare Go 55 55
Fundraising and publicity 20 9
9. GOVERNANCE COSTS Administration 16 8 176 147 2020 2019 £’000 £’000
Accountancy fees – current year audit 11 6 Higher paid employees The number of staff paid over £60,000 during the year was: Accountancy fees – other services 16 -
Legal and professional fees 19 15 £60,000 – £70,000 1 3
Other governance costs 17 19 £70,000 – £80,000 3 3
63 40 £80,000 – £90,000 - -
£90,000 – £100,000 1 1
Key management personnel are the Senior Management Team, comprising in total 4 (2019: 4) persons. The total remuneration of the key management personnel was £396,000 (2019: £374,000). 72 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 73
Notes to the financial statements continued
Year ended 31 March 2020
11. FARESHARE GO 13. TANGIBLE FIXED ASSETS – GROUP AND COMPANY
Total Total Computer 2020 2019 Leashold Office equipment Warehouse Note £’000 £’000 improvements equipment & software equipment Total £’000 £’000 £’000 £’000 £’000 Invoiced based on budget 1,801 1,822 COST Income deferred 17 (447) (517) At beginning of year 307 30 496 333 1,166 Released from deferred income 517 833 Additions - 2 104 202 308 Amount recognised in year 5 1,871 2,138 At end of year 307 32 600 535 1,474 Direct costs incurred 7 (1,793) (2,040) DEPRECIATION Fixed assets purchased 20 (20) (3) At beginning of year 236 21 235 193 685 Contribution to core costs 7 (50) (96) Charge for the year 29 7 101 65 202 Transfer (from) / to core 8 (1) At end of year 265 28 336 258 887
The FareShare Go partnership was initially between Tesco, FoodCloud and FareShare and helps to reduce waste food at a store level. All direct costs NET BOOK VALUE incurred by FareShare and our Irish partners FoodCloud were originally covered by Tesco, with agreed levels of core contribution toward the line At beginning of year 71 9 261 140 481 management and planning of the scheme. Since March 2018 FoodCloud have dealt directly with Tesco. At end of year 42 4 264 277 587 The service has now been extended to include other retailers with the contribution to core costs and other figures above representing all of these retailers. 14. INVESTMENTS
2020 2019 12. TRADING INCOME AND EXPENDITURE £ £
FareShare has a wholly owned subsidiary, FareShare 1st Limited, which is a company limited by shares incorporated in England and Wales. The Share in subsidiary company (see note 12) 1 1 principal activity of FareShare 1st Limited is to undertake commercial activities on behalf of the Charity. FareShare 1st Limited is registered company no 05412034 and its registered office is Unit 7 Deptford Trading Estate, Blackhorse Road, London, SE8 5HY. 15. DEBTORS At 31 March 2020, the net assets of FareShare 1st Limited were £nil (2019: £nil). Its trading results extracted from its audited Financial Statements Group Company for the year to 31 March 2020 were: 2020 2019 2020 2019 £’000 £’000 £’000 £’000 2020 2019 £’000 £’000 Trade debtors 2,269 969 2,257 960
Turnover 24 86 Amounts due from subsidiary - - 14 41
Cost of sales - - Prepayments and accrued income 130 268 130 268
Gross profit 24 86 VAT reclaimable 109 16 109 16
Qualifying donation (24) (86) Other debtors 90 98 90 98
Retained profit - - 2,598 1,351 2,600 1,383
Trade debtors includes £1,337,000 due from Defra (2019: £nil).
CFM debtors for the five Regional Centres operated by FareShare during the 2019/2020 financial year increased to £204,000 at 31 March 2020 (£114,000 at 31 March 2019). During the course of the year cash receipts for FareShare’s CFM debtors declined. CFM fees are billed quarterly in advance. To support our CFMs during the coronavirus pandemic the Board has waived CFM fees for Q1 and Q2 of the 2020/21 financial year. 74 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 75
Notes to the financial statements continued
Year ended 31 March 2020
16. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR 19. ANNUAL COMMITMENTS – GROUP AND COMPANY Group Company
2020 2019 2020 2019 The charitable company had the following annual commitments under non-cancellable operating leases: £’000 £’000 £’000 £’000
Expiring Expiring in Expiring in Expiring in Trade creditors 1,170 635 1,170 635 within one to two to more than one year two years five years five years Total Accruals and deferred income 3,355 3,109 3,355 3,109 £’000 £’000 £’000 £’000 £’000 Taxation and social security 112 109 112 109 AT 31 MARCH 2020 VAT payable 5 - – – Premises 266 265 462 46 1,039 Other creditors 369 110 369 110 Vehicles 62 16 2 - 80 5,011 3,963 5,006 3,963 328 281 464 46 1,119
AT 31 MARCH 2019 17. DEFERRED INCOME Group Company Premises 242 71 108 - 421
2020 2019 2020 2019 Vehicles 138 39 - - 177 £’000 £’000 £’000 £’000 380 110 108 - 598 At the beginning of the year 2,971 933 2,971 933
Released from deferred income (1,340) (933) (1,340) (933) At March 2019, there was a break clause in the lease of our London warehouse that could have taken effect in November 2019. On this basis, the Income deferred 1,569 2,971 1,569 2,971 lease is shown as a commitment expiring within one year. The break clause was exercisable by May 2019. FareShare wished to continue to occupy the warehouse and so did not exercise the break clause. The commitment under this lease is now £163,500 per annum to November 2024. At end of the year 3,200 2,971 3,200 2,971 Total expenses paid under operating leases and reflected in the Statement of Financial Activities were £472,000 during the year to March 2020 (2019: £436,000). Included within deferred income is £447,000 (2019: £517,000), being amounts invoiced to participating retailers for the FareShare Go project which has not been spent by the year end. See note 11 for further details. Also included is £1,741,000 being cash received from TNLCF and Walmart Foundation that has not yet been recognised as income as FareShare does not have full entitlement to the funds (2019: £1,979,000). Deferred income also includes £1,010,000 (2019: £nil) being cash received from Defra that has not yet been spent as FareShare does not have full entitlement to the funds.
18. LONG TERM PROVISIONS Group Company
2020 2019 2020 2019 £’000 £’000 £’000 £’000
Provision for dilapidations 265 265 265 265 76 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 77
Notes to the financial statements continued
Year ended 31 March 2020
20. CONSOLIDATED UNRESTRICTED FUNDS 21. RESTRICTED FUNDS The Trustees have established the following designated funds to provide for expected strategic expenditure: Beginning Transfers Income Utilised End of a) IT systems investment of year of funds in year in year year Note £’000 £’000 £’000 £’000 £’000 In order to improve its IT infrastructure, the charity needs to invest in its systems. The designated fund represents the replacement of the current finance system as FareShare has outgrown the current one. The designated fund includes costs of the new system, such as training, enhancements, AT 31 MARCH 2020 hosting and support. Restricted funds b) Fixed assets This fund represents future depreciation costs of assets purchased from restricted funds. a) FareShare depots 2,250 (254) 502 (2,254) 244 b) Network support 232 - 10,077 (6,517) 3,792
FareShare FareShare 1st 2020 2019 c) FareShare Go 11 - (20) 1,871 (1,851) - £’000 £’000 £’000 £’000 2,482 (274) 12,450 (10,622) 4,036 Funds brought forward 1,492 - 1,492 1,655 AT 31 MARCH 2019 Net movement in funds in the year 187 24 211 (163) Restricted funds Qualifying donation made by subsidiary to charitable company 24 (24) - – a) FareShare depots 174 (55) 3,564 (1,433) 2,250 Retained in subsidiary - b) Network support 17 - 3,518 (3,303) 232 Retained in charitable company 1,703 c) FareShare Go 11 - (3) 2,138 (2,135) - Consolidated funds carried forward 1,703 1,492 d) Business plan 13 - - (13) - Unrestricted funds consist of: 204 (58) 9,220 (6,884) 2,482 General Fund 1,138 1,108
Designated funds 565 384 Restricted reserves: 1,703 1,492 a) FareShare depots This reflects the food redistribution operations of FareShare’s national depots in London, Merseyside, West Midlands, Southern Central and East Beginning Transfers Utilised End of Anglia. of year of funds in year year £’000 £’000 £’000 £’000 b) Network support This reflects staffing and other support activities for FareShare’s national network of delivery partners, including the transport costs of food DESIGNATED FUNDS redistribution. a) IT systems investment 75 – – 75 c) FareShare Go b) Fixed assets 309 264 (83) 490 See note 11 to the accounts for further details of FareShare Go. 384 264 (83) 565 d) Business plan This reflected the cost of creating a detailed business plan for the FareShare network. Funding of £50,000 was received from the Big Lottery Fund.
The restricted funds income and utilised in year balances include £50,000 donated by Comic Relief (2019: £45,000).
Fund transfer An amount of £274,000 (2019: £258,000) has been transferred from restricted to unrestricted funds, £264,000 being the cost of fixed assets purchased from restricted funds. These assets comprised mainly equipment for our warehouses and computer equipment. £10,000 is a donation from a corporate partner given in connection with planned staff volunteering visits to our warehouse. Due to the Covid-19 pandemic the visits will not be possible in the near future therefore it has been agreed that the funding can be released to fund other activities. 78 FareShare Annual Report 2019/20 FareShare Annual Report 2019/20 79
Notes to the financial statements continued
Year ended 31 March 2020 Year ended 31 March 2020
21. RESTRICTED FUNDS continued 23. RELATED PARTIES
Consolidated fund balances at 31 March 2020 are represented by: There are 24 Regional Centres. During the 2019/2020 financial year five were managed directly by FareShare and the others are run by third-party independent charities. EMERGE 3Rs runs the Greater Manchester Regional Centre. Lucy Danger, the Chief Executive of EMERGE 3Rs, is on the Unrestricted Restricted Total Board of Trustees of FareShare. This brings EMERGE 3Rs within the definition of a related party. £’000 £’000 £’000 FareShare receives some donations from funders that are partly for itself and partly for other Regional Centres. During the year FareShare paid AT 31 MARCH 2020 £205,000 (2019: £135,000) to EMERGE 3Rs which resulted from funding provided by Cargill, Asda Stores Ltd, TNLCF and Tesco.
Tangible fixed assets 587 - 587 MoveOn runs the Glasgow-West of Scotland Regional Centre. John Hinton, Executive Director of MoveOn is on the Board of Trustees of FareShare. Debtors 1,170 1,428 2,598 This brings MoveOn within the definition of a related party. During the year FareShare paid £329,000 (2018: £106,000) to MoveOn which resulted from funding provided by Asda Stores Ltd, TNCLF, Tesco and the Scottish Government. Cash at bank and in hand 1,245 6,585 7,830
Creditors falling due within one year (1,034) (3,977) (5,011) All transactions were conducted on an arms-length, commercial basis. None of the Trustees or staff members concerned were involved in approving these transactions. Provision for dilapidations (265) - (265) 24. EVENTS AFTER REPORTING PERIOD Net assets 1,703 4,036 5,739
AT 31 MARCH 2019 On 1 April 2020 FareShare completed a merger of the FareShare West Midlands operation into FareShare Midlands, FareShare’s delivery partner in the Midlands and an independent charity. Tangible fixed assets 481 - 481
Debtors 778 573 1,351 Since the year end an agreement has been reached with The Felix Project to merge FareShare’s London operation into The Felix Project and for The Felix project to be the FareShare delivery partner for London. The merger is planned to take effect from 1 October 2020. Cash at bank and in hand 1,435 4,935 6,370
Creditors falling due within one year (937) (3,026) (3,963) The impact on the coronavirus pandemic on FareShare is discussed in the Report of the Trustees.
Provision for dilapidations (265) - (265)
Net assets 1,492 2,482 3,974
The effect of the restricted grants from Asda, Walmart Foundation, TNLCF, Defra and coronavirus donations is shown in the table below.
2020 2019 £’000 £’000
Asda 2,860 2,178
TNLCF 752 602
Walmart Foundation 1,079 1,377
Defra - -
Restricted coronavirus donations 282 -
Other restricted 1,611 778
Total restricted 6,584 4,935
Unrestricted 1,246 1,435
Consolidated cash balances 7,830 6,370
22. INTANGIBLE INCOME
During the year FareShare received a number of gifts in kind, including room hire and event catering, furniture, safety boots and consultancy. The value of these gifts is not included as income in these accounts, however is estimated to be in the region of £14,000 (2019: £23,000).
In addition to the above, there is the food supplied by retailers, food manufacturers and consumers to the FareShare network. A study conducted by FareShare in 2015 calculated average value per tonne of food at £3,000 based on a typical composition of products. Using this estimate the value of food received into the network was £79m (2019: £63m). FareShare UK Follow us:
Unit 7 FareShare.org.uk Deptford Trading Estate facebook.com/UKFareShare Blackhorse Road twitter.com/FareShareUK London LinkedIn.com/company/FareShareuk SE8 5HY instagram.com/FareShareUK
Registered Charity No: 1100051 TEL: 020 7394 2468 Limited by Guarantee Email: [email protected] Company Regisitration No: 04837373