During the financial year, our social enterprise actively advanced community well-being through a variety of impactful initiatives. From May 2024 to February 2025, we conducted 15 sessions of the Kingston Council supported Culturally Resilient Lunch, engaging over 200 beneficiaries and 10 home cooks. Building on last year’s successful Culturally Lovely Lunch series, this program fostered cultural exchange and nutritional awareness among participants from diverse ethnic backgrounds. Beyond sharing culinary skills and recipes, we emphasised sustainable food practices by teaching how to grow the vegetables used and access surplus food within the borough, thereby enhancing affordable food accessibility for the community. In the warmer months, our “I Can Grow” gardening series empowered 30 elderly Hong Kong migrants by reconnecting them with nature and their community. Held monthly over four months, this initiative boosted participants’ confidence in food growing, while fostering new friendships and alleviating social isolation and stress. We also collaborated with 7 partners to host and participate in 15 community events, including art workshops like natural soap making and lantern making in ESEA Culture Festival, documentary screenings, and exhibitions that engaged over 150 beneficiaries. The Greater London Authority supported six-month art project “Encounter, Expression, Engagement: Navigating Kingston with Art” used creative mediums like cyanotype and tapestry to deepen participants’ connection with Kingston’s local community and green spaces. This platform encouraged personal reflection, cultural exchange, and the building of cross-cultural friendships. Our hallmark achievement this year was the launch of “The Honey Pot” community shop in midsummer, a partnership with a local climate emergency centre. Operating for over 70 weekends, the shop has welcomed 800+ visitors and showcased 40+ products from 15 local suppliers. This vibrant community food space promotes awareness of food origins and enhances access to fresh, seasonal, and local produce. Alongside its usual operation, we also redistributed over 80 kilograms of surplus food, combating food waste and supporting community food security. Across five funded projects and more than 3,000 sq.ft of cultivated food gardens, we have positively impacted 1,200+ community members - strengthening social ties, promoting sustainable living, and increasing equitable access to nutritious food in Kingston.

Our stakeholders encompass our personnel (directors, volunteers, and employees) as well as the diverse communities we serve, comprising local authorities, funders, customers, beneficiaries, collaborators, and suppliers. We engage in regular reviews and strategic planning through quarterly directors’ meetings, complemented by monthly operational meetings with employees. Community consultation is primarily conducted through feedback gathered from customers of our community shop and participants and collaborators involved in funded events, using a combination of structured questionnaires and informal interviews. This valuable input has deepened our understanding of community needs and challenges, guiding us to focus our efforts on four core pillars: the community shop, food gardening, cultural cooking events, and nature-based art and craft workshops. In addition, we maintain strong, ongoing relationships with the local council, funders, and other community organisations. Insights from these stakeholders have been instrumental in shaping our future initiatives and prioritising areas of work for the next financial year. This ensures that we continue to fulfill our mission as an agri-food educational organisation dedicated to build community bonds and resilience through sustainable food practices.

For the financial year, the directors received the gross remuneration for their services to the company as follows. Ka Pa Wong £13,360 Tung Mo Lai £5,800 Chi Sin Wong £2,900 Chung-xi Chuah £11,600 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