The Global Foodbanking Network

“Pursuant to the Corporation's Bylaws, its Board of Directors (BOD), which is its governing body, by duly adopted resolution, established a five-director Steering Committee consisting of those directors who are from time to time the Chairperson of the BOD, the Vice Chairperson of the BOD, and the chairpersons of each of the standing committees created by the Bylaws (the Governance, Audit and Finance Committees) together with the President/Chief Executive Officer (ex-officio and non-voting); provided that the existence of an unfilled vacancy shall not preclude the Steering Committee from acting at a meeting of the Steering Committee or by informal action. Under the Corporation's Bylaws, the Steering Committee shall have and exercise the authority of the BOD in the management of the Corporation (including, without limitation, the authority to deal with all matters involving conflicts of interest under Article XV of the Bylaws) between regular meetings of the BOD except with respect to acts and matters expressly reserved to the BOD itself by Section 108.40 of the Illinois General Not for Profit Corporation Act or any provision of the Bylaws and except with respect to any functions or authority specifically delegated to another committee by resolution of the BODs adopted by a majority of the directors in office. The Steering Committee shall have such further responsibilities as the Board of Directors may assign to it from time to time.”

“A draft of this Form 990 was initially prepared by the Finance and Administration, Senior Director. The draft was then reviewed by the Chief Financial Officer (CFO) and the corporations outside tax preparation firm, which in consultation with the CFO made such revisions to the draft as it considered appropriate. The draft resulting from that review was circulated to the Corporation's Executive team, the Corporation's General Counsel, and the Audit Committee. Their comments were then considered by the CFO and reflected in a revised draft as the CFO, in consultation with the Corporation's outside tax preparation firm, considered appropriate. A draft resulting from this process was then discussed by the Audit Committee at a meeting held on October 30, 2024 also attended by the CFO, Finance and Administration Senior Director, representatives from the Corporation's outside tax preparation firm and legal counsel. The Audit Committee approved that draft for submission to the BOD. The draft was provided to all the members of the BOD in advance of, and approved for filing at, a meeting of the BOD held on November 12, 2025.”

“The conflict of interest policy is distributed annually to the Corporation's directors, key employees and any corporate officers who are not key employees. They are required to disclose actual or potential conflicts of interest, and asked to sign an annual declaration and agree to bring to the BOD's attention any future situation not disclosed in the declaration. All BOD prospective candidates are required to complete a declaration prior to the BOD vote. The BOD or the Steering Committee has the power to consider potential conflict situations as they become aware of them and determine whether a conflict of interest exists. If the BOD has reasonable cause to believe a known or possible conflict of interest was not disclosed and after affording the person an opportunity to explain the alleged failure, is required to take appropriate disciplinary and corrective action.”

“In March 2024, an external consulting firm hired at the direction of the Steering Committee, conducted a market study which compared GFN's CEO's compensation to other CEOs within nonprofit organizations comparable to GFN in terms of size (revenues and FTEs) and/or industry. Data was sourced from published survey sources and the most recently filed IRS Forms 990 of identified peer organizations. The CEO's salary is determined based on this data and GFN's executive compensation philosophy. The BOD meets in executive session and reviews the CEO salary recommended by the Steering Committee.”

“The process to establish compensation for the organization's CFO, VP Programs, VP Development, and VP Communications is the same process used to establish compensation for the CEO as described in the narrative to Form 990, Part VI, Line 15a”

“The corporation's audited financial statements are posted to its website annually. While the corporation does not post its governing documents or conflict of interest policy on its website, these documents are available upon request.”

“cutting greenhouse gas emissions, and strengthening communities. In 2023, GFN provided food to over 40 million people, while avoiding 1.8 million metric tons of CO2e. GFN distributed over 654 million kilograms of food, and on average, food banks in the Network increased distribution by 25 percent. Fruits and vegetables were the largest category of food distributed in the Network in 2023, representing almost 40 percent of total food distributed, helping provide nutrition to women, children, and other populations in vulnerable situations. In 2023, GFN worked with 63 food banks in 53 countries, mainly developing and emerging economies, and is connected to a network of local organizations and powered by over 300,000 volunteers worldwide.”

“(Expenses $ 974,016 including grants of $ 100,000) RESEARCH AND ENVIRONMENTAL IMPACT: BECAUSE FOOD BANKING ORGANIZATIONS SOURCE FOOD FROM NUTRITIOUS FOOD SURPLUSES, FOOD BANKING HAS GAINS FOR BOTH PEOPLE AND PLANET. IN FY2025, GFN MEMBERS WERE ESTIMATED TO AVOID 1.9 MILLION KILOGRAMS OF CO2E EMISSIONS, THE EQUIVALENT OF TAKING 443,000 CARS OFF THE ROAD. TO BETTER UNDERSTAND THE OPPORTUNITY TO REDUCE ENVIRONEMENTAL IMPACT THROUGH FOOD BANKING, GFN DEVELOPED AND IMPLEMENTED FRAME, A SPECIFIC METHODOLOGY TO MEASURE FOOD BANKING'S ENVIRONMENTAL FOOTPRINT, WITH A FOCUS ON THE ROLE IT CAN PLAY IN MITIGATING METHANE EMISSIONS. THIS METHODOLOGY WAS PILOTED AT FOOD BANKING ORGANIZATIONS IN ECUADOR AND MEXICO, AND IT IS EXPANDING TO OTHER MEMBERS OF THE NETWORK.”

“(Expenses $ 337,582 including grants of $ 62,000) AGRICULTURAL RECOVERY: To increase access to nutritious food, in FY2025 GFN continued investing into building surplus recovery from farms, packhouses and produce markets. GFN supports these efforts through skills training, knowledge sharing and financial resources to accelerate adoption and scaling of agricultural recovery programs, especially in emerging and developing markets. Currently, 35 GFN food banks have an agricultural recovery program, and in 2024, 26% of food distributed by the network came from agricultural sources like farms, packhouses and markets. In FY2025, GFN hired a new Agricultural Recovery Hub director and launched the Agricultural Recovery Communities of Practice, which provides expertise and guidance to partner food banks looking to start or scale recovery efforts.”

“Grant Currency Translation gain - 193751; Total - 193751;”