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Annual Report 2019/2020 Fareshare Annual Report 2019/20 03 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.
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