for the Period Ended 31 March 2025
| Profit and loss | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
for the Period Ended
| 15 months to 31 March 2025 | ||
|---|---|---|
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£ |
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| Turnover: |
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| Cost of sales: |
(
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| Gross profit(or loss): |
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| Administrative expenses: |
(
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| Operating profit(or loss): |
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| Interest payable and similar charges: |
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| Profit(or loss) before tax: |
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| Tax: |
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| Profit(or loss) for the financial year: |
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As at
| Notes | 15 months to 31 March 2025 | ||
|---|---|---|---|
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£ |
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| Fixed assets | |||
| Tangible assets: | 3 |
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| Total fixed assets: |
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| Current assets | |||
| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Total current assets: |
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| Creditors: amounts falling due within one year: | 5 |
(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Total net assets (liabilities): |
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| Members' funds | |||
| Profit and loss account: |
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| Total members' funds: |
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The notes form part of these financial statements
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2025
Basis of measurement and preparation
for the Period Ended 31 March 2025
| 15 months to 31 March 2025 | ||
|---|---|---|
| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
|---|---|---|---|---|---|---|
| Cost | £ | £ | £ | £ | £ | £ |
| Additions |
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| Disposals | ||||||
| Revaluations | ||||||
| Transfers | ||||||
| At 31 March 2025 |
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| Depreciation | ||||||
| Charge for year |
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| On disposals | ||||||
| Other adjustments | ||||||
| At 31 March 2025 |
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| Net book value | ||||||
| At 31 March 2025 |
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for the Period Ended 31 March 2025
| 15 months to 31 March 2025 | ||
|---|---|---|
| £ | ||
| Trade debtors |
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| Total |
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for the Period Ended 31 March 2025
| 15 months to 31 March 2025 | ||
|---|---|---|
| £ | ||
| Trade creditors |
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| Taxation and social security |
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| Accruals and deferred income |
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| Total |
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Better Food Traders (BFT) is a non-profit Community Interest Company that empowers and equips communities, local authorities, farmers and traders to rebuild an independent, sustainable food sector - enabling a just transition to a more climate- and nature-friendly food system. In 2024/25, our combined impact led to £33,500,000 annual sales of fruit and veg from UK agroecological farmers; more than 400 climate- and nature-friendly farms supported in the UK; and more than 200 Better Food Traders and their 59,000 weekly customers, working together to change the food system. Our activities fall under three main areas: Support for Traders - In the year 2024/25 we ran 30 hours of online training sessions through the year on a wide range of topics from Marketing Strategy and Implementation to Setting Up a Farmers’ Market to Finding Funding. We also rean our Business Support Week with 55 hours of advice clinics and 5 workshops, plus our Annual Gathering and our Regional Foods Hubs support programme. Research & Policy work - In June, we revealed the findings of the Better Food Traders Data Deep Dive: the only report of its kind to assess key metrics from BFT members (such as wages to sales, basket size, marketing effectiveness) against industry ratios. In the autumn we released our Organic Consumers: Retailers Toolkit in collaboration with UK Organic and Organic Research Centre. Public Awareness - In October, we ran a social media campaign playing on popular supermarket phrases such as “Taste the Difference” and “Feel Good About Food”, including paid ads to direct shoppers to our map of Better Food Traders. Independent, sustainable food traders play a vital role in the rebuilding of our regional food systems, while new supply chains such as non-profit Regional Food Hubs offer an alternative to corporate greed and Big Food. Communities are benefited by the value chain being fairly shared across farmers, workers and local communities - while climate and nature also benefit through more sustainable practices.
Our main stakeholders are our staff, our board of non-exec Directors and our partners. This year we have undertaken a strategy review with the team, quarterly meetings with the board, and stakeholder consultation via our Annual Gathering - to which 60 people came, including Better Food Trader members and sector partners. This has led us to carry out work on our membership standards and fee structure, and to continually update our thinking on enterprise support needed by our members.
The total amount paid or receivable by directors in respect of qualifying services was £35,093.91 through PAYE and employer pension contributions of £1,442.73. There were no other transactions or arrangements in connection with the remuneration of directors, or compensation for director’s loss of office, which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
1 July 2025
And signed on behalf of the board by:
Name: Julia Breatnach
Status: Director