Local Community Fund

You may have heard about the changes to our Membership that Richard announced last week. If not then Alyson’s blog post tells you all you need to know. We’ve made a short video too.

Members will be able to choose a local charity to donate to. To make that work we’ve built a new service which went live on Friday.


Screen Shot from Co-op Local Community Fund

We built the service with our partners at ThoughtWorksBJSS and others.

ThoughtWorks have been leading our product delivery teams. We have co-located a multi-disciplinary team of product owners, designers, analysts, tech leads and software engineers who have iteratively built the product over recent months. We showcase every week and we’ll continue to develop the service over the summer, shipping often.

BJSS have built our continuous development platform, developer tooling and a number of Service API’s that connect our new digital services to existing Co-op ones.

We’re releasing the membership services in beta to our colleagues in the Support Centre in 1 Angel Square shortly and then a few weeks later to our 70,000 colleagues across the UK. This will allow us to test and learn with our colleagues, try some new things and then launch to our members in the Autumn.

We’ll keep blogging about what we’ve done and what we’ve learned. Let us know what you think.

Dave Johnson

For current digital engineering vacancies visit our careers site

The Co-op’s response to the Government consultation on Land Registry

The UK Government published a consultation in March on moving Land Registry operations to the private sector.

The Co-op believes that the UK economy will benefit from new services built on data. What the Government is proposing could make it harder to access and use data relating to land and property. In the future, the Co-op may want to build services for our members based on the data that Land Registry produces. We don’t want the Government to make it more difficult for organisations like ours to innovate.

We’re worried that the Government’s plans might make contracts and deals relating to property slower and more difficult. We know about this because Co-op Legal Services works with the Land Registry on behalf of members and customers. The Co-operative Group also deals with the Land Registry because we own lots of properties, including food stores and funeral homes.

The Co-op has sent in a response to the consultation to explain the reasons why we’re worried. We’re publishing it here in full so you can read it too.

Mike Bracken
Chief Digital Officer



Co-operative Group Response to the consultation on moving Land Registry operations to the private sector

This document is for public sharing and the Co-operative Group waives any rights to confidentiality. It contains answers to all the questions set out in the official response form.
Name:                      Richard Pennycook, CEO

Organisation:         The Co-operative Group

Address:                  1 Angel Square, Manchester, M60 0AG

Respondent Type: Large Business


The Co-operative Group, one of the world’s largest consumer co-operatives, with interests across food, funerals, insurance, electrical and legal services, has a clear purpose of championing a better way of doing business for you and your communities.  Owned by millions of UK consumers, The Co-operative Group operates a total of 3,750 trading outlets, with more than 70,000 colleagues and an annual turnover of £10 billion.

The Co-operative Group welcomes the opportunity to respond to this consultation by the Department for Business, Innovation and Skills on options of moving Land Registry operations to the private sector.

As a business that has significant land and property interests, both leasehold and freehold, with thousands of its own land titles and also given our client-facing conveyancing work through Co-op Legal Services, The Co-operative Group has direct engagement with Land Registry and a clear interest in the efficiency and effectiveness of how this register of UK land and property assets operates.

As a member-owned business, we are very well aware of the importance of establishing and maintaining trust with our members.   Openness and honesty should underpin all that we do.  In turn, we welcome the principles set out by the Government in its Open Data White Paper of 2012, and believe that access to data, including sharing of data-sets held by government departments and agencies, has the potential to stimulate growth, ingenuity and innovation which are vital to the future success of the British economy in the 21st century.


  1. Do you agree that the ownership of the Registers should remain in government?

Co-operative Group Response – Yes


The Co-operative Group believes that an efficient, well-regulated Land Registry is essential to the health of British business, and ultimately to the state of our economy and the size of our national debt. This is for reasons both timeless and novel.We will start with the timeless argument.

The Co-operative Group believes that the role of the state is to provide certain guarantees of rights that no private organisation, even one as large as the Co-operative Group, can provide. Amongst the most fundamental of those rights is the right to property, a right that is as essential to businesses as it is to individuals. We believe that there is a reason why protection of property, as described in Magna Carta, have been legal foundations of Britain for nearly a thousand years.  A country that cannot protect the right to property is one that will not sustain healthy economic growth, or quality of life for its citizens.

The registers that the Land Registry holds in relation to property and land in the UK are an essential part of the largest asset market in the UK. Their centrality in underpinning contracts and commercial deals cannot be over-stated – they are one of the reasons that Britain is a good place to do business.

The Co-operative Group fears that either the removal from public ownership of this data  or an attempt to regulate it in private hands threatens to gum up the works of British market capitalism, and a threat to Britons’ property rights, and thus to the welfare of our economy and nation. We therefore oppose any wholesale privatisation of the Land Registry or its assets.

Furthermore, we make an argument that is based on novel concerns, unique to the 21st century.

The Co-operative Group believes that the future of the British economy will be heavily driven by organisations and individuals that can seize a competitive advantage based on their skills at extracting value from data.

Crucial to this process is the business of connecting datasets together. Often this connecting process requires using key public data sets as a form of glue, such as lists of addresses, land parcels, transport infrastructure or weather. The more difficult and expensive it is for innovators to gather these connective datasets, the less we can expect modern British data businesses to thrive.

We are concerned that the proposed privatisation of Land Registry, as currently envisaged, risks raising barriers to future innovation and business growth, instead of lowering them.  The proposals appear counter to the principles set out in the 2012 White Paper on Open Data. In particular, the potential emergence of a monopoly competitor, with unique access to the most valuable data, makes the flourishing of a wide, competitive market seem extremely unlikely. The Co-operative Group may wish to compete in these new data service markets, and we are worried that they will be closed to us (and others) before we can even start to establish new businesses and provide new value-added services for the benefit of our members.

  1. What steps should government take and what safeguards should it put in place to ensure continued and improved access to high-quality and reliable Land Registry data?

We agree that digital transformation within Land Registry has the potential to better serve the needs of its users, including individuals and organisations.  But we are not convinced that this will be met by a move into private ownership.

Instead, we believe a better a better course of action is:

  1. Rather than pressing ahead with options to move Land Registry operations to the private sector, we suggest a strategic review of Land Registry in the first instance. Such as strategic review should be conducted by a Review Board composed of a range of stakeholders from inside and outside of Government. The mission, legislative constraints and current capability and capacity of Land Registry should also be reviewed.


  1. We also believe that, given the strategic importance of data held by Land Registry, the Competition and Markets Authority (CMA) should be asked to review of how to shape an appropriate regulatory framework that ensures adequate consumer safeguards of data, and equality of access to data in a market economy.


  1. After the reports from both the Review Board and the CMA are published, develop a new plan for the mission and governance of the Land Registry, delivered if necessary through amended legislation.




  1. How could government use this opportunity to improve the quality and accessibility of data produced by Land Registry for all sectors of the economy?
  2. The Co-operative Group believes that all non-personal and non-secret government data should be Open Data, freely licensed for re-use, and correctly formatted to make such re-use economically viable for businesses and innovators in the UK. We would therefore recommend that Land Registry adapts its current policies of selling some parts of its data in favour of making all of its data freely available, shifting the operating costs to the registration side of the business.


  1. We believe that the digital transformation that has been seen at its best in certain parts of central government has not yet arrived at Land Registry. We encourage a comprehensive programme of replacing current digital systems with ones built in accordance with the government’s own Service Design Manual, both as a way of improving quality, and as a way of reducing operating costs.


  1. The Cabinet Office has recently been promoting the idea that modern government registers are the backbone of 21st century government infrastructure. We agree with this design philosophy.  We believe that there is an opportunity now to ensure that Land Registry is part of this infrastructure of modern data registers.


  1. On what basis should government manage the relationship with a privately owned Land Registry to ensure Land Registry meets, as far as is reasonable, the data quality and availability requirements of all stakeholders?


If the Government does pursue the course of privatising all or part of the Land Registry, it is vital that a full independent economic regulator is put in place, rather than simply a contractual relationship with government. A contract would only ensure that the Land Registry fulfilled the needs of the parent department, whereas the Land Registry impacts on the activities of the whole economy.

Even if such an independent economic regulator is set up, we believe that the quality of data within the register will suffer because the fundamental economic incentives of a monopoly provider will be to minimise expenditure on data quality whilst maximising the value extracted from it. No amount of regulation can change the basic logic behind the financial incentives for any monopoly data provider.

As a business with thousands of properties in our estate we fear that this lowered data quality will lead to more legal disputes over property related ambiguity, which could hit our profitability and slow down our ability to respond to market conditions. We encourage the government not to create this business risk for us, and other British businesses with large property estates.


  1. Do you agree that the suggested safeguards should be included in any model?

Co-operative Group response: Not sure

The safeguards set out in the consultation document are thin on detail.

If the government does proceed with moving the operations to the private sector, it is vital that detailed safeguards are published for consultation in advance of any ultimate decision.

  1. Are there any other safeguards that you think should be included?

X Yes                       ☐No                ☐ Not sure

As previously set out, we believe the ownership of the Registers should remain public. However, if the government does pursue options to move Land Registry options to the private sector, we consider vital the following safeguards:

  1. All prices for data and services sold by the NewCo must be set by the regulator, not by NewCo itself, which will have standard monopoly incentives to extract the entire consumer surplus.


  1. All calculations about the cost of data and the sale price of data must be revealed publicly, and ‘commercial confidentiality’ must be excluded as a reason to conceal data on the cost and price of sale calculations. The Government’s contractual relationship with any buyer must make this explicit prior to sale of the government assets.


  1. The terms of use and details of any contracts between ‘NewCo’ and data consumers must be approved by the regulator.


  1. The regulator must be given a clear mandate to reduce the year-on-year costs of data, in the manner of the original ‘RPI-X cost’ reduction model imposed by early UK telecoms regulators. Ideally the regulator would require the price of data publications to fall to zero within a short time-frame.


  1. The exact technical requirements for data published, and the quality-levels must be set by the regulator, not by NewCo. Furthermore, the regulator should have adequate resources to regularly audit the data to make sure that it is compliant with the regulations in both technical terms and quality terms.


  1. Given that technology and data processing is evolving very quickly, the regulator should publish, consult and impose a revised set of standards covering the nature of data gathered and published, the technical and quality standards for that data, and the price of data, at least every 12 months. A refresh once every ten years is no longer acceptable for modern data businesses.



  1. Do you agree with the preferred option?

Co-operative Group response: No

For more detail, see answer to question 8.


  1. What are your reasons for your answer to question 7?

We do not believe that it is possible for any government to establish a regulator powerful or skilled enough to prevent the owner of ‘NewCo’ from abusing the resources of the land registry in a way that is detrimental to either individuals or to other businesses in the UK, including The Co-operative Group.

In particular we agree with the Competition and Markets authority who argue that:

there is a significant risk that a vertically-integrated, privatised NewCo engaged in both the supply of monopoly data and the supply of commercial products (which use the monopoly data as an input) would not maintain or improve access to the monopoly data…rather, despite price-regulation on its monopoly activities, NewCo may degrade the terms of access to its monopoly data in order to weaken competition to its own commercial products.

Consequently we have two fears:

1.That the estate management of several thousand co-operative properties will become slower, more expensive and more prone to error and fraud.


2.That the pace of digital innovation in the UK will slow, and that The Co-operative Group will be kept out of markets where we could otherwise compete for the benefit of our members.

These fears will unfortunately more likely to be realised as:

  1. Data prices rise, as well as the cost of other land registry services
  2. The quality of data and services fall, as the new monopoly embarks of a process of extracting value


  1. Do you think an alternative model would be better and why?

Co-operative Group response: Yes

It is clear that the Land Registry does need digital modernisation, and an overhaul of its licensing regime.

We would endorse a review of Land Registry operating principles and management structures, to lead to a new charging model based on much greater provision of open data, and a model based on a comprehensive overhaul of internal processes, based on modern digital management techniques. All this can be done without privatising the core of the service.


  1. Are there other key costs and benefits that you think we might have missed?

Co-operative Group response: Yes

The current proposal does not make any attempt to model the overall impact on the UK economy of the introduction of a significant new private monopoly as a gatekeeper within the single highest capitalised part of the entire UK economy.

We believe, along with the Competition and Markets Authority that such a monopoly is not going to be possible to regulate properly. Given this it would be appropriate to model the impact on UK economic growth, and the size and growth of individual business sectors in particular, especially the digital services sector, and the land and property sector. We believe the dent in growth to these two sectors that will emerge from such a modelling exercise is likely to dwarf the short term revenue boost, by some distance.

We therefore request that the Government commissions an independent modelling firm to assess the likely impact of privatisation on the size of related parts of the UK economy, an overall economic growth, and the size of the national debt.


Final Questions from BIS

Do you have any other comments that might aid the consultation process as a whole?




Please use this space for any general comments that you may have, comments on the layout of this consultation would also be welcomed.



Thank you for taking the time to let us have your views. We do not intend to acknowledge receipt of individual responses unless you tick the box below.

Please acknowledge this reply ☐

At BIS we carry out our research on many different topics and consultations. As your views are valuable to us, would it be okay if we were to contact you again from time to time either for research or to send through consultation documents?





You’ve probably already read about our re-brand – here’s a reminder just in case. As Mike said we’re committed to radical transparency, so in that spirit, I’m going to talk about the work we’ve done so far on the Co-op website.

You may have noticed the changes that we’ve made already to the website. We’ve changed the font, logo, plus have introduced a new url structure that matches our new name – coop.co.uk. But we aren’t going to stop there.

We’re going to deliver a new service on coop.co.uk. I’m the product manager on the team that’s tasked with delivery of the new service. We’ll deliver a distinctive new service, slowly retiring the existing one from view.

Mock up of mobile version of coop.co.uk

Our vision for coop.co.uk

“Coop.co.uk ruthlessly focusses on better meeting the needs of customers, members and colleagues.

It’s supported by a range of tools and ways of working that gives Co-op the ability to respond fast to changing user needs and opportunities.”

Our first deliverable, an Alpha version of the corporate site (that’s the bit of the website that has lots of information about who we are, where we are, what we do, careers, press information etc), is coming soon. We’ll write about it here, so keep an eye on the blog. We’ll then iterate to both improve the service and expand its capability.

Getting to this point is a significant achievement by the new team:

  • We’re focussing on user needs throughout the design and build process.
  • We’ve explored processes and introduced tools required to publish content from across the business.
  • We’ve built an environment that allows us to continually deploy new versions.

True to ‘lean’ principals, we’re also incorporating metrics, to help us gauge how the service is performing. This will give us the ability to react and make changes when necessary. We’re always after feedback, so do let us know what you think.

Nick Gallon

Working with the Members’ Council

On Sunday, I was happy to have an opportunity to discuss our digital strategy with the Members’ Council. The best way to bring that to life was to show some of the things we’re working on for Funeralcare and wills.

Andy Pipes, one of our product managers, showed members the alphas we’ve built. These are early versions of digital products. We test them with stakeholders and get feedback to shape how they develop.

Andy talked through the team’s work on arranging a funeral and preparing a will. Making these services easier and clearer helps customers and colleagues to know what is happening and to keep in touch. We’ll be sharing more about these alphas on the blog this week and next.

What the Member Council told us

We’re on the right track. Council members liked the clarity, tone of voice and sense of engagement with customers.

They asked great questions and tested out some of our thinking on:

  • the alpha products
  • our place in the market
  • our plans for helping members to communicate
  • our approach to managing and using data

Some members were concerned about the experience visually impaired or dyslexic people might have when they use our prototypes. They were pleased to hear that we’re working with Leonie Watson, chair of the British Computer Association of the Blind, to make sure we do the right thing.

Engaging with members

We’ll be working with the Council as we go on developing our digital services. I’m looking forward to Council members getting more involved and helping us to keep our focus on delivering what’s right.

Thank you to those who jumped straight in with an offer to help test our beta products. You’ll be hearing more from us as they start to develop. In the meantime, we’ll be sharing what we’re doing through this blog.

On Friday, we’ll start to publish a weekly newsletter. It will let you know about some of the things that are happening in digital businesses elsewhere and why they’re important for the Co-op and our members.

Mike Bracken
Chief Digital Officer



Changes to Co-op Membership

At our AGM on Saturday, Richard shared with members the changes to Co-op Membership that will happen from Autumn this year.

As a member, everytime you buy Co-op branded products and services and use your card, you’ll get 5% back on what you’ve spent – from a loaf of bread to a funeral plan. You can then use that 5% anytime that you want to – against your next purchase or save it up for as long as you like.

As well as the 5% for you, 1% of the value of the Co-op branded products will also go to local causes that you help to choose.

Co-op Membership graphic 5% for you. 1% for your community
Richard Pennycook explaining the changes to Co-op Membership at our AGM 2016

As Ben said yesterday the simplicity of our new logo design is really going to make Co-op products and services stand out, so as a member you can see the items where you’ll get something for you and something for your community.

It’s important that our colleagues and Members’ Council can easily explain membership (we know we’ve made it hard for them in the past) and we also want them to be able to feedback on the experience. This is why over the summer they’ll have access to new Co-op membership first, followed in the Autumn by the rest of our members.

But we aren’t going to stop there. We’ll keep looking at ways to make being a Co-op member even better. And, like Mike said on Saturday we’re committed to radical transparency so we’ll be sharing our progress here on the blog. As a start, in the next few weeks we’ll share the work we’ve done so far looking at how we can create new ways to give members a voice in their Co-op.

Alyson Chadwick
Director of Strategy


Back to Being Co-op

You might have heard about our rebrand over the weekend. We’re going back to the classic 60s clover leaf logo. We worked with North on the new identity and Creative Review have a good write up of that here. Huge thanks to them and Greg Nugent for helping us with this project over the last two years.

This morning Mike and I went to our Old Street food store in Shoreditch to see how it looked in the real world. The store looked fantastic, our colleagues particularly liked the new uniforms and lots of customers were taking pictures of the new signage.

Picture of Co-op Food Store in Shoreditch
Co-op Food Store – Old Street, Shoreditch

I’d like to say a big thanks to all our colleagues who have worked through the weekend to make sure everything was ready for 7am this morning. Rebranding our entire estate will take several years. We’ll also be taking our colleagues through a training programme, because these projects never work if they’re just cosmetic.

As we rebuild membership our own brand products will become more important and this new look brings a simplicity that helps them stand out.  The principles of user centred design can be applied to packaging and stores as easily as they can be applied to websites. A big part of that is making things simpler, clearer and more coherent.

Picture of Co-op own brand milk

There are some good examples from our past. In 1985 we were the first to introduce a system of traffic light food labelling. All based on feedback from users. We used ”salt” over “sodium” because customers understood that better.

Thank you to all the many people who have worked on this project from all of our businesses. We want to build a world class design capability in the heart of the Co-op, building on the talent we have here in Helen and the brand team and continuing to make all our products and services, simple and user focused whether it’s a digital service, a brochure or a piece of packaging. This is the first step on that journey.

Ben Terrett
Group Design Director

Co-op AGM 2016

Today I had the pleasure of attending my first Co-op AGM along with nearly 1,000 members at Manchester Central.

It was inspiring to see and hear from so many co-operators – people who clearly feel very passionately about the success and future of Co-op. Here’s the full text of my speech.

Tomorrow I will be discussing our digital strategy with Nick Crofts and our Council, and from Monday we will be sharing more details here.

Co-op Logo
Hello. First a personal note. I’m new here. This is my first Co-op AGM and I wanted to say how proud and excited I am to be here. I’ve been motivated through my whole career by helping align the open and innovative values of the internet with those of pioneering organisations. I can’t think of a better place to continue that work than here. And, I should also say how warm the welcome has been to me and my team. Thank you for that. It feels like we’ve come home.

Now, we’ve heard about how we want to return to our pioneering roots, how we disrupted markets by doing the right things things that mattered to society. Today the some of the biggest disruptions to traditional businesses and organisations have come from the digital world.

But there’s an important thing to remember about digital. It doesn’t just mean changing the logo on the website and making some apps. ‘Digital’ when done well, means fundamentally redesigning the services we deliver, it means changing the way we work, very often this means we make things cheaper and more efficient – but that’s not the main point – the main point is that we create different, better, stronger relationships between our colleagues, you – our members, our partners and our customers.

We’re doing three things to deliver on that digital promise

1. Helping our businesses get digital

We’re working with each of our businesses  to build new services and improve the ones we’ve got. We’re starting small, working iteratively and making sure our services are focused relentlessly on the needs of their users and our members.

You’ll start to see the fruits of our work soon – we will be sharing our progress on these projects on our blog at digital.blogs.coop/

This will be a feature of our work from now on – radical transparency. One of the things the internet is great at is sharing – allowing people to see inside your work, at their own convenience. We won’t be bombarding you with email, but we will invite you to follow our progress in as much detail as you’d like. That feels like a Co-op thing to do – right?

Behind me are some of the prototypes we’re working on right now, for funeral care and for wills. We’ll be sharing those with your council tomorrow and then we’ll be sharing them on the blog for everyone to see what we’re up to. Our plan is to extend the openness and transparency of our pioneers into the new worlds of digital.

So keep an eye on the blog, there will be exciting things happening there.

2. Making the Co-op trusted with data

Right now businesses like Google, Apple, Facebook and Amazon control our access to  huge amounts of information, the news we read, the products we buy, the ways we communicate.

This has delivered tremendous convenience, but it’s not come without questions. People are beginning to wonder what companies have access to what data. They’re asking how it’s being used. They’re starting to question whether maybe they’ve shared too much.

If our members and customers trust us with their data then we can build enormously convenient and compelling services for them, we can use that data for good. But it’s increasingly clear that we have to win that trust, that we can’t take it for granted.

So we’re committing to a data relationship that’s unambiguously clear and transparent. We will always be clear and precise with you, our members about what we are going to do with your data. Frankly we shouldn’t have much choice – you’re our owners. You will be in control of the data we hold on you.

3. Pioneering digital membership

And Digital will also play a crucial role in making membership stronger and more vibrant.

We’ve talked about the 5% for you and the 1% for your community. But the other element of being a member is having a Co-op voice. Having a say, as co-owner, in the way the business is run and the decisions it makes.

And if we’re really serious about democratic participation we need to find far more ways to make this happen. Elections and Motions are important. But there’s so much else we can do using digital.

We want members to give us real time feedback on our products and services. We want members to help shape our ethical strategy not once a year but all through the year. We want to make it easier for members to connect with each other and share the stories coming from their own communities.

This is just the beginning. Make no mistake, the future of the Co-op is digital because the future of society is digital. It’s our job to make sure that there’s a digital world out there with Co-op values, not just the values of Silicon Valley and venture capital.

Come back next year and you’ll see how we’re making that promise a reality.

And keep an eye on our blog.

Mike Bracken
Chief Digital Officer

The way we pay

This week our colleagues in food published a report on how people like to pay in their stores. Contactless payments (the ones you make by tapping your debit card or mobile phone on a card reader) in our stores have trebled annually to 11 million transactions a month. 


The Findings

  • Customers on average shop with us 19 times over 3 months
  • 65% of our transactions over the last year have been with cash
  • 11 million contactless transactions in March 2016
  • Average basket size using chip & pin £18.16
  • Average basket size using contactless is £8.66
  • 65% of shoppers think that in under a decade all they will need is their phone to pay for daily goods

“The new technology is perfect for convenience stores as shoppers buy fewer items and speed is important to them.”

Cheryl Marshall Co-op Retail CIO  

Over the last year 65% of Co-op food transactions used cash, but it’s expected that contactless payments on cards and mobile phones will overtake it within the decade. 

Our research found that average spend for contactless is £8.66, versus £18.16 using chip-and-PIN. What explains the gap? Perhaps security concerns with new payment mechanisms, or the increased familiarity of Chip-and-PIN over contactless methods. Or simply that many customers aren’t aware that the contactless payment limit was raised to £30 in September 2015. Research by payment systems manufacturer Verifone says that paying by contactless card is faster than chip and pin or cash, a strong pointer that contactless card and mobile payments will eventually be commonplace, making convenience shopping even faster and easier.

You can read our convenience reports in full here:


We’re Hiring Again.

Dave and Polly recently talked about our how we’re looking for lots of talented digital people to join us  @CoopDigital.

We’re now looking for some more people to join Dave’s digital engineering team:

Service Manager
Service Analyst
Principal Engineer
Principal Developer
Principal Architect

Follow the links to find out more and apply. If you have any questions about any of the roles you can either comment on the blog or find us @CoopDigital.


Highlights from the Co-op senior leadership event.

Last week I attended an event with group of around a hundred senior leaders from across the Co-op. It’s the first time I’ve been invited and I was proud to be included. It all sounds formal and intimidating, but that’s not what I felt when I got there. Everyone was warm, friendly and keen to know who I was and what I did.

The two days consisted of presentations and workshops. I got to see lots of exciting and insightful things from every area of the Co-op. The exec welcomed feedback on what we could do better.

Co-op Enterprise Leaders Event

 I learned so much in a short space of time – I thought I’d share my favourite bits:

 Richard Pennycook and  Rod Bulmer  showed just how much they care about the Co-op. They’re approachable, grounded and witty.

 Andy Phelps shared some great tips how to best engage your team through change. He’s even lending me a few books.

Robert MacLachlan exemplified the spirit of  our Funeralcare business.

James Holland from Co-op Electrical brought a tear to my eye. He talked about his best friend who suffers from a severe health issue. We employed him and supported him through his treatment. This reminded me the Co-op has a good heart.

I’ve never felt so positive about the future of the Co-op.