AUGUST 2018

AUGUST 2018
GOING FOR
GROWTH
How to help the
movement thrive
Plus ... 150 years of
Radstock ... Using spoken
word to tell the co-op
story ... Lessons from US
worker co-ops
ISSN 0009-9821
9 770009 982010
01
£4.20
www.thenews.coop

The 2018 Co-operative Press
Annual General Meeting
Saturday 1 September 2018
Saturday 1st September 2018, 4.30pm Room 7332, Stoddart Building,
Sheffield Hallam University Business School (To coincide with the 2018
UKSCS conference)
In accordance with Rule 20 of the Co-operative Press Rules, any member
may submit a proposal to the Annual Meeting of members in writing to
the Secretary. The timetable is as follows:
Monday 6 August 2018:
Closing Date for Receipt of Proposals
Monday 20th August 2018
Agenda and Proposals sent out to members
Monday 27th August
Closing date for receipt of amendments
With regard to amendments to any proposals (as stated in Rule 21),
any member may send to the directors any amendment to any proposal
appearing on the agenda or any amendment to any matter forming part
of the business of the meeting, and provided such amendment be
received by the secretary prior to the Annual Meeting, it shall be circulated
to members as soon as is practicable as an additional business paper for
consideration at the meeting.
Please note that by submitting a proposal, members are committing
themselves to attend the Annual Meeting if their proposal is accepted
onto the Agenda.
The Secretary
Co-operative Press Ltd, Holyoake House,
Hanover Street, Manchester, M60 0AS

news
Going for growth: How to help our
co-operative movement thrive
CONNECTING, CHAMPIONING AND
CHALLENGING THE GLOBAL CO-OP
MOVEMENT SINCE 1871
Holyoake House, Hanover Street,
Manchester M60 0AS
(00) 44 161 214 0870
www.thenews.coop
editorial@thenews.coop
EXECUTIVE EDITOR
Rebecca Harvey
rebecca@thenews.coop
INTERNATIONAL EDITOR
Anca Voinea | anca@thenews.coop
DIGITAL EDITOR
Miles Hadfield | miles@thenews.coop
DESIGN:
Keir Mucklestone-Barnett
DIRECTORS
Elaine Dean (chair), David Paterson
(vice-chair), Sofygil Crew, Gavin
Ewing, Tim Hartley, Beverley Perkins
and Barbara Rainford. Secretary:
Richard Bickle
Established in 1871, Co-operative
News is published by Co-operative
Press Ltd, a registered society under
the Co-operative and Community
Benefit Society Act 2014. It is printed
every month by Buxton Press, Palace
Road, Buxton, Derbyshire SK17 6AE.
Membership of Co-operative Press is
open to individual readers as well as
to other co-operatives, corporate bodies
and unincorporated organisations.
The Co-operative News mission statement
is to connect, champion and challenge
the global co-operative movement,
through fair and objective journalism
and open and honest comment and
debate. Co-op News is, on occasion,
supported by co-operatives, but
final editorial control remains with
Co-operative News unless specifically
labelled ‘advertorial’. The information
and views set out in opinion articles
and letters do not necessarily reflect
the opinion of Co-operative News.
@coopnews
cooperativenews
How did you find out about co-operatives? Who told you?
For some, it’s a family affair, with generations of involvement in local
societies. For others, it’s work-related. For others still, lessons in co-operation
are learned form a young age, through involvement in the Woodcraft Folk – or,
for a lucky few, through education.
But co-ops aren’t yet part of the mainstream national consciousness – and at
a time when the political, social and economic landscape is ripe to embrace
a co-operative philosophy, this is a rather large problem. So what can we do
about it?
A report from the New Economics Foundation sets out a series of practical
ways a Labour government could double the co-operative economy, while
Platform 6, an online initiative, is looking to consolidate knowledge and
expertise around co-operative development (p36-37).
That’s a start. But students at the Co-operative Academy in Leeds go further
and suggest an ‘induction day’ for the whole population, where people can
learn about co-operation and how it has the potential to impact lives (p41).
They say that current marketing doesn’t reach them: “All the adverts for co-ops
are for food and funeralcare”– and are on TV, which they never watch anyway.
What about new ways of telling the co-operative story, then? Co-operatives
UK and Nationwide have both recently embraced spoken word storytelling,
working with poets such as Jo Bell and Isaiah Hull to create a new kind
of narrative (p44-45). This issue we have also spoken to some co-op
communicators from around the movement who give their storytelling tips
(p42-43), and hear from Wendy Carter, who has joined Co-operatives UK as
the sector body’s head of communications and marketing (p22-23).
There are lessons to be learned from America, too, where the population of
worker co-operatives has increased from 350 to nearly 600 in just over 10
years (p38-40). In this case, “it was a right timing / perfect storm kind of
thing,” says Esteban Kelly, executive director of the US Federation of Worker
co-ops. “There was an alignment of enough weird things that sparked at a
certain point.”
So let’s create our own spark and change the way we tell our stories. As
Esteban says: “we need [a] nimbleness to help people expand the frame of
what people actually think of as co-operatives.”
REBECCA HARVEY - EXECUTIVE EDITOR
Co-operative News is printed using vegetable oil-based
inks on 80% recycled paper (with 60% from post-consumer
waste) with the remaining 20% produced from FSC or PEFC
certified sources. It is made in a totally chlorine free process.
AUGUST 2018 | 3

Chief Executive
Central England Co-operative is proud of its heritage as a successful,
member-owned, member-controlled co-operative business which is committed
to co-operative values and principles.
Central England Society, based in Lichfield is one of the largest and most successful independent co-operative
businesses in the UK - with a turnover approaching £1bn, employing over 8,500 colleagues and operating
a diverse trading portfolio ranging from food retailing, petrol stations and funeral services to travel shops
and property investment.
After nine years in post, the current Chief Executive, Martyn Cheatle, has announced his intention to
retire. During his tenure, Central England has gone through significant expansion and change whilst maintaining
a consistent track record of both financial and non-financial achievements against the backdrop of a rapidly
changing and intensely competitive landscape.
The new Chief Executive will be responsible for developing the strategy and championing our co-operative ethics
enabling the Society to make a positive difference for its members, for the communities in which it trades and
ensuring the continuation of our purpose beyond profit.
This highly visible role calls for background and experience in running a multi-site consumer facing business,
coupled with a strong commercial track record and demonstrable success in developing strategies for growth
and change programmes. Candidates will need to present credentials as a CEO/MD or in a senior COO,
CFO or commercial role within a complex business of scale.
The remuneration for this position will be commensurate with the roles and responsibilities.
The Society aims to represent the geographical, gender, cultural and ethnic diversity
of the communities it serves.
For further information please contact Nicola Kenyon, Warren Partners on 0845 261 0600.
To apply for the role, please submit a short covering letter demonstrating how you meet the requirements
of this role along with your CV and current salary details quoting reference number:
JSWC5860 to jw@warrenpartners.co.uk
The closing date for applications is
Friday 24th August 2018
Warren Partners has been chosen as our professional search advisers throughout this process.

Radstock ... Using spoken
word to tell the co-op
story ... Lessons from US
worker co-ops
ISSN 0009-9821
01
9 770009 982010
THIS ISSUE
CLOCKWISE FROM FAR LEFT
Emma Bridge, CEO of Community Energy
England, at the 2018 Community Energy
Conference (p26-27); Radstock Co-operative
celebrates its 150th anniversary (p30-31);
Isaiah Hull is one of the poets working with
co-ops to create new narratives (p44-45);
and Opportunity Threads is one of a growing
number of US worker co-ops (p38-40).
news Issue #7298 AUGUST 2018
Connecting, championing, challenging
AUGUST 2018
GOING FOR
GROWTH
How to help the
movement thrive
Plus ... 150 years of
£4.20
www.thenews.coop
22-23 MEET... WENDY CARTER
Co-operatives UK’s new head of
communications and marketing on
the need to tell co-op stories and the
potential for growth in the movement
25 GREENBELT
David Alcock of Anthony Collins Solicitors
on co-operation at Greenbelt 2018
26-27 COMMUNITY ENERGY
CONFERENCE 2018
This year’s event covered issues such as
technology, inclusion, heat-sharing
and regulations
28-29 CONGRESS
Meet the winners of the 2018
Co-operatives of the Year Awards
30-31 RADSTOCK AT 150
A celebration of the co-op formed in
1868 to serve the Somerset town’s mining
community
36-37 PLATFORM 6
Growing co-ops: Helping the movement
seize its moment
38-40 US WORKER CO-OPS
What has caused the number of US worker
co-ops to nearly double? Interview with
USFWC’s Esteban Kelly
41 BACK TO THE CHALK BOARD
How co-ops are engaging with schools –
Plus thoughts from students at Leeds Co-op
Academy
42-43 MARKETING CO-OPERATION
Tips from co-op communication specialists
on how to tell your story
44-45 NEW WAYS OF STORYTELLING
The rise of spoken word narrative
46-47 MARKETING SHARE OFFERS
Tips from sustainable banking specialist
Triodos
COVER: Jo Bell is part of
a wave of poets working
with co-ops and mutuals
to present a new kind of
narrative. (Image: Lee Allen)
Read more: p44-45
33-47 GROWING THE CO-OPERATIVE
MOVEMENT
34-35 DOUBLING THE CO-OP ECONOMY
The News Economics Foundation on
how a Labour government could meet
its manifesto commitment
REGULARS
6-16 UK updates
17-21 Global updates
24 Letters
48 Reviews
AUGUST 2018 | 5

NEWS
BREXIT
Co-op movement voices concern over Brexit uncertainty
p Arla warns an end to frictionless trade could mean delays for dairy shipments
Dairy co-op Arla Foods UK says
consumers could face less choice and
higher prices if Brexit brings an end to
frictionless trade with the EU.
It made the warning at a London
School of Economics (LSE) event in July,
arguing that non-tariff barriers to trade
and restricted access to labour would
reduce the availability of butter, yoghurts
and cheese.
The government’s White Paper on
Brexit sets out proposals to facilitate
future trade with Europe. But it has
already been amended by hardline
Conservative backbenchers, and has yet
to be agreed with the EU.
A report from the LSE, The impact
of Brexit on the UK dairy sector, warns
that any friction or limitations on access
to key skills will mean UK consumers face
less choice, higher prices, and potentially
lower food standards.
Arla Foods UK, part of a pan-European
co-op owned by 11,200 dairy farmers,
around 2,400 of whom are British, said
it could become much more difficult
to import dairy products from Europe,
leading to a shortage of dairy staples and,
in particular, speciality cheeses.
It also fears escalating pressure on
costs, and ultimately increased consumer
prices for dairy goods. And if ways are
found somehow to ramp up production
and cut farm prices, Arla says this would
be at the cost of undermined standards.
It adds that there will also be impacts
throughout the supply chain, which
could be exacerbated by a shortage
of vets, lorry drivers and farm workers,
and increased times for customs
inspections at UK ports.
Arla’s UK managing director Ash
Amirahmad said: “Any disruption means
that if we don’t get the practicalities of
Brexit right we will face a choice between
shortages, extra costs that will inevitably
have to be passed on to the consumer or
undermining the world-class standards
we have worked so hard to achieve.
“Our dependence on imported dairy
products means that disruption to the
supply chain will have a big impact. Most
likely we would see shortages of products
and a sharp rise in prices, turning every
day staples, like butter, yoghurts, cheese
and infant formula, into occasional
luxuries. Speciality cheeses, where
there are currently limited options for
production, may become very scarce.
“Brexit might bring opportunities to
the UK industry in the long term, but in
the short and medium term we cannot
just switch milk production on and off.”
Arla’s warning follows comments last
month from Sir Charlie Mayfield, chair of
the John Lewis Partnership.
The employee-owned retailer warned
its second-half profits would be “close to
zero” and announced the closure of five
of its Waitrose stores. Four of these have
been taken over by the Co-op Group and
the fifth by Aldi.
The profits warning was put down
to extra investments on IT and other
projects, but financial news service
Bloomberg said the announcement
“continues a run of bad news from UK
store chains. Brexit is squeezing their
costs and prompting consumers to keep
closer tabs on budgets”.
Sir Charlie told reporters: “A no-deal
Brexit is, in my view, a pretty much
unthinkable scenario”, and warned that
retail is suffering “a major shift”.
However, there is optimism in the
movement that a no-deal scenario will
be avoided. Alison Graham, European
affairs executive at the Irish Co-operative
Organisation Society (ICOS), said: “We’re
still hopeful that a no-deal won’t happen.
While there is a need to prepare for a
no-deal scenario this shouldn’t be seen
as an inevitable outcome. If that does
happen we’ll be calling for an extension
of Article 50 because a no-deal situation
would lead to utter chaos.”
Uncertainty over the future of the Irish
border has sparked concerns for business
supply chains across the island but Ms
Graham said ICOS had been holding
meetings with the European Commission
over Brexit.
Meanwhile, a report by the Wales
Co-operative Centre calls for more support
for the country’s agri-co-op sector after
Brexit. It warns the Welsh sector has
only 22 agri-co-ops, while Scotland and
Ireland each have more than 60.
Derek Walker, chief executive of the
Wales Co-operative Centre, said: “We
have some well-established co-operatives
in Wales but we need to work harder with
organisations who are engaged with
the agri-food sector and help develop
programmes where co-operation and
collaboration are key features.
“With more and more uncertainty over
future funding for the industry after the
UK leaves the EU, could farmers look
at cutting costs by collaborating with
one another in vital business areas like
purchasing, processing and marketing?”
The research, funded by the Welsh
government and the European Regional
Development Fund, involved interviews
with agriculture stakeholders and
co-op businesses.
6 | AUGUST 2018

ENERGY
Bond issue for community solar
The 2018 Co-operative Press
Annual General Meeting
Saturday 1 September 2018
4.30pm
Room 7332, Stoddart Building, Sheffield
Hallam University Business School
(Running alongside the 2018 UKSCS conference)
Burnham and Weston Energy, a Somerset community interest
company that owns and operates one of the largest community
solar farms in the UK, is raising £4m in investment funds through
a bond issue.
The investment, launched on Triodos Bank’s crowdfunding
platform, will allow the company to return around £3m in
surplus profits to the local community over the remaining 23-year
lifespan of the project, a 9.3MW community solar farm.
Half the surplus will be used to support the Sunshine Fund,
a new grant fund for local projects to be managed by the local
charitable trust Somerset Community Foundation. The other half
will help households struggling to pay their energy bills through
the Centre for Sustainable Energy (CSE).
The bonds will pay an initial interest rate of 5% a year, which
will rise every year with inflation. The initial investment will
be repaid in instalments over 18 years. As with all investments,
interest payments are not guaranteed and capital is at risk. The
bonds are eligible to be held in a Triodos Innovative Finance ISA.
The minimum investment in the scheme is £200; investors will
also become owners of Burnham and Weston Energy.
More information at www.triodoscrowdfunding.co.uk
See Triodos interview, pages 46-47
Energy co-op snaps up private assets
Community Power Cornwall (CPC) has bought private firm West
Country Renewables for approximately £1.34m.
The community-owned energy co-op hailed the move as “a
significant step for community ownership of energy generation
in Cornwall”. It says the transfer of assets from private to
community ownership is becoming a more viable method for
expanding community energy in the UK.
The sale brings into community ownership five solar arrays
located at Mount Hawke Skate Park, St Agnes Railway Yard, St
Agnes Presingoll Farm and Scarne Industrial Estate, totalling
500kW; and three 11kW wind turbines across the south west.
CPC estimates that this transfer will retain £2.5m in the Cornish
economy before any multiplier effect.
Clayton Elliott of CPC said: “It is great to have kept WCR in local
community ownership as it would have been a great shame if the
money flows that WCR derives from Cornish natural resources
had been lost from the local economy.”
Community Energy Conference report – pages 26-27
In accordance with Rule 20 of the
Co-operative Press Rules, any member
may submit a proposal to the Annual
Meeting of members in writing to the
Secretary. The timetable is as follows:
Monday 6 August 2018:
Closing Date for Receipt of Proposals
Monday 20th August 2018
Agenda and Proposals sent out to members
Monday 27th August
Closing date for receipt of amendments
With regard to amendments to any proposals
(as stated in Rule 21), any member may send
to the directors any amendment to any
proposal appearing on the agenda or any
amendment to any matter forming part of
the business of the meeting, and provided
such amendment be received by the
secretary before the Annual Meeting, it
shall be circulated to members as soon as is
practicable as an additional business paper for
consideration at the meeting.
Please note that by submitting a proposal,
members are committing themselves to
attend the Annual Meeting if their proposal
is accepted onto the Agenda.
Secretary
Co-operative Press Ltd, Holyoake House,
Hanover Street, Manchester, M60 0AS
AUGUST 2018 | 7

WORKER CO-OPS
Life at 40: Food co-op
weaves its values into
the fabric of community
Honeysuckle, a wholefoods co-op store
in Oswestry, Shropshire, is celebrating its
40th anniversary.
The store, which sells ethical, healthy
foods including fresh fruit and veg, herbs,
dried, packet and tinned foods, is holding
a week of celebrations, with bunting,
cake, special chocolate from Forever
Cacao and photos of its story.
Honeysuckle’s Gemma Syrett-Judd says
the original group, who set the store up in
July 1978, chose the worker co-op model
“because of their political motivation –
they didn’t want to be in a conventional
business, they wanted to be a co-op.
Also, they were young with families and it
fitted in with that, it allowed them to have
flexible hours.”
The worker co-op model is a crucial
factor in the shop’s longevity, thinks
Gemma. “It was set up with the basic
principles of the worker co-op and looking
back, that has allowed the shop to survive.
We feel that it wouldn’t be here if it was
a conventional business partnership – it
would probably have been bought out.
“And because we’re a worker co-op
we have a wide spread of expertise in
the organisation – one person joins and
they’re good at accounts, someone else is
good at stocktaking, and so on.”
p Honeysuckle’s team celebrate the store’s milestone
Honeysuckle has recently undergone
changes of membership after years of
stability, as some of the original members
reached retirement. Currently, it has three
members and is looking to recruit a fourth.
“That’s good,” said Gemma, “because
it means we can bring in younger people
– they are enthusiastic and more aware of
new trends. The replacement of members
over time naturally brings in new blood,
new energy, new ideas.
“We know our customers – some have
been with us for 40 years and it makes
you realise how impressive it is that we’ve
been here that long. People who have
always supported us have told us what
Honeysuckle means to them. When the
shop started, wholefoods stores were rare
so for people with those diets and ideals,
we were very good.
“Now those ideas are mainstream it
brings challenges because you realise
what you sell is available everywhere –
but our knowledge and customer service
is not everywhere. And we have more
flexibility than big stores over stock.”
Because Honeysuckle has last so long in
the same place, it has become a fixture in
its community. “A lot of our customers are
at a certain age now,” said Gemma, “and if
they stop coming in, you miss them, so we
check up on them, and check if they need
anything. It’s part of our ethos, of caring
for people in our community.”
RETAIL
Co-ops join forces with celebrity chef
to celebrate the flavours of Scotland
The Co-op Group and Scotmid
Co-op have joined celebrity chef Nick
Nairn to reward the country’s suppliers.
The retailers – which between them
stock more than 1,800 Scottish lines –
are launching the first ever Co-op
Scottish Supplier Awards to recognise
outstanding suppliers.
The awards will also recognise suppliers
who contribute to local life or demonstrate
sustainability in food production.
The youngest Scottish chef to win a
Michelin star in the 1990s, Mr Nairn will
head the judging panel for the awards,
which will be handed out in Glasgow on
12 September.
“I was raised on delicious home grown
Scottish food,” he said, “and I’m thrilled
that my fellow Scots are just as passionate
about buying, cooking and eating Scottish
food as I am. It’s great to see two of our
largest convenience retailers really putting
our national food names in the spotlight.”
The 10 categories are:
Bakery of the Year
Beers, Wines and Spirit Product of
the Year
Best Agricultural Initiative
Fresh Product of the Year
Grocery Product of the Year
Investor in Scottish Communities
Most Sustainable Supplier
New Product of the Year
Own-label Supplier of the Year
Supplier of the Year (Judges’ Choice)
CJ Antal Smith, the Co-op Group’s
trading director, said: “Food provenance
means everything to our customers and
members here in Scotland – they’re
passionate about buying great quality,
delicious home-grown fare.”
Stephen Brown, local sourcing manager
at Scotmid, said: “The awards provide
us with a great opportunity to shine the
spotlight and recognise excellent local
produce; ranging from globally recognised
brands to small family businesses.”
8 | AUGUST 2018

EMPLOYEE OWNERSHIP
Can worker-owners
plot a new course for
the UK economy? New
report on £30bn sector
An independent inquiry overseen by a
group of leading business organisations
has found that employee ownership
can help address the “fundamental
challenges” facing the UK economy.
The Ownership Effect Inquiry was led
by the Employee Ownership Association
(EOA) and supported by the eaga Trust
and the John Lewis Partnership with the
academic support of Cass and Manchester
Alliance Business Schools.
The panel took evidence from more
than 100 employee-owned businesses
and concluded an expansion of the
model would boost the economy in three
NSORS AND ways: SUPPORTERS improving productivity; creating
resilient regional economies; and
improving worker engagement.
Organisations overseeing the report
include the Institute of Directors, the
Institute of Chartered Accountants in
England and Wales, the Federation of
Small Businesses and the Chartered
Management Institute.
It found that the EO sector has a
combined turnover of more than £30bn,
which is growing by 10% each year.
And – in a point also made in the
recent New Economics Foundation report
Co-operatives Unleashed – it calls for
better succession planning for the £519bn
family business sector, where 85,000
firms are sold every year, often with poor
deals. An easier transition to employee
ownership would lead to more secure
futures for workers and communities,
it says.
The report also echoes calls from the
co-operative movement for more coverage
of employee ownership models in
business education.
Baroness Bowles of Berkhamstead,
who chaired the inquiry, said in her
introduction: “The report could hardly
be more topical or relevant at a time
when UK productivity continues to
underperform; the government is
concerned about standards of corporate
governance, low worker influence and
p The report wants a national strategy to boost the sector
engagement, and defaulting public
service conglomerates; and regional
government and business leaders are
concerned about business succession,
resilience and economic growth.
“This report evidences a thriving
and fertile employee ownership sector
that offers positive responses to these
challenges.
“That is not to say employee ownership
is the ‘ideal’ business model, or that its
impact is automatically and universally
transformative. Employee ownership will
be right for some firms, but not others –
and although its benefits can be dramatic,
they must be worked for.”
Recommendations in the report include:
Direct investment by Westminster, with
a capacity-building initiative to create new
EO firms, as has been done in Scotland
and Wales
Pilot projects from the devolved
authorities to support transitions to EO
THE
OWNERSHIP
DIVIDEND
THE ECONOMIC CASE FOR EMPLOYEE OWNERSHIP
A national strategy to foster the growth
of the sector
Extra funding for the government’s
Mutuals Support Programme 2, a scheme
to support public service mutuals
National trade bodies should work with
the EOA to develop training packages and
other support
A more conducive tax environment for
EO businesses
A dedicated minister with clear
responsibility for EO and mutually owned
business models
Regular data collection on the state
of the sector
A more proactive awareness-raising
approach from financial and educational
institutions.
You can download the report at
theownershipeffect.co.uk/
Launch of the NEF’s Co-operatives
Unleashed report – p34-35
AUGUST 2018 | 9

CO-OP GROUP
Manchester Co-op
Academy doubles in size
with £18m extension
The Co-operative Academy in Manchester
has doubled in size after the official
opening of a new £18m extension, with a
300-seat theatre, climbing wall, sports pitch
and fitness suite.
The Co-op Group took over Plant Hill
Arts College in 2009, which was then at
the bottom of the national league table
for truancy with a persistent absence
figure of nearly 29%. Under the Group’s
sponsorship, the old school was replaced
with a new purpose-built academy.
This year, Ofsted rated the academy as
“good”, with many features, including
leadership and management, rated
outstanding. Before the Group took over,
pupils were 10 times more likely to skip
school, but attendance figures are now
well above the national average.
Principal Steve Brice said: “The official
opening of the extension marks a very
proud day for the academy.
“Staff and governors are committed to
providing truly outstanding experiences
and outcomes for all students and we
are driven to improve the life chances
p Students at the Manchester Co-operative Academy
of students and add value to the
local community.”
“The academy has gone from strength to
strength in recent years. We are extremely
proud of what we do at the academy and
are delighted that the local authority
approached us to extend the reach of this
to even more young people in the city.
The new building not only gives us much
needed space to develop our offer, but
also allows much larger intakes to benefit
from what we do.”
The Co-op Academies Trust is a charity
controlled by trustees appointed by the
Co-op Group, which gets its day-to-day
funding from the Department for Education
(DfE). It operates 12 academies across
Greater Manchester, Stoke-on-Trent and
West Yorkshire. In April, the Co-op Group
announced it aimed to treble the number
of academies it sponsored to 40 over
the next three years.
The retailer recently allocated £3.6m to
the trust to kick-start the next growth
phase. Pupils can also benefit from work
placements and apprenticeships at the
Co-op Group; it is estimated that 250-
300 candidates from Group-sponsored
academies will join the retailer by 2022.
Frank Norris, director of the trust, said:
“We understand the effect of having a
good school that was previously failing
or weak is immense in regenerating
communities.
“It is testament to all the students,
teachers, support staff and governors that
the DfE had the confidence to support this
major expansion.”
Sounding a sad
note for Co-op
brass band
The Co-op Group is
withdrawing its sponsorship
from the Co-operative
Funeralcare Band and has asked it vacate its current rehearsal
facility in Newhouse in North Lanarkshire.
The band, which has been the Champion Band of Great Britain
twice, and is Scotland’s most successful contesting outfit,
celebrates its 100th anniversary this year.
Former Band chair, Ronnie Tennant, told brass band website
4BarsRest: “Significant changes have occurred within [the
Group’s] business and with the running of the band.”
He said it was “of vital importance that we try to maintain a
link that has given the band a worldwide identity and helped
provide the Co-op with such a positive link to the community.
The Group’s chief executive, Steve Murrells, told the band that
he appreciated their success and did not uphold the decision
lightly. But he said the Group was re-assessing its entire expense
base “from bottom up” to ensure its sustainability.
Welsh membership jumps by 40%
The number of active members of the Co-op Group in Wales has
jumped by 40%, to more than 300,000, since it re-launched its
membership scheme and rebranded in 2016.
Over the same period, the retailer has supported 749 local Welsh
causes through its membership scheme, handing out almost
£1.2m. It says it is also investing in its stores, with plans to recruit
250 new colleagues before the end of the year. The Llandovery
store relaunched last week following a £1m makeover, and the
rest of 2018 will see investments in Ammanford, Pontycymmer;
Wrexham, Llandudno
Junction, Denbigh, Machen,
Llangollen and Hirwaun.
Tina Mitchell, the Group’s
managing director for Wales,
said: “We want our stores
to be at the heart of local
life. Our investment in our
communities is transforming
our stores – ensuring the
Co-op is agile, efficient,
p Tina Mitchell
innovative and relevant.”
10 | AUGUST 2018

Charity drive at Southern Co-op smashes its target
Rolling out the Co-op
brand to Costcutter
The Co-op Group is supplying its ownbrand
goods for sale in Costcutter stores.
The Group made a deal with the
convenience retail group last year which
sees it become its exclusive wholesale
supplier. This fills the gap left by the
collapse of Costcutter’s previous supplier,
wholesale giant Palmer and Harvey.
The rollout, which began on 18 July,
will see 800 own-brand products appear
on shelves over the next few months,
followed by another 1,200 early next year.
There is also the opportunity for
Costcutter members to become Co-op
franchise stores. This concept is being
piloted in a company-owned store in
Yorkshire and will be tested further in
additional stores over the coming months.
Meanwhile, it has been reported in the
press that the Co-op Group had a £15m
takeover bid for Costcutter rejected by its
owner, Costcutter Supermarkets Group.
Both the Co-op Group and Costcutter
declined to comment on the reports.
Tech guru gets on board
Technologist and entrepreneur Rahul
Powar has been appointed independent
non-executive director at the Co-op Group.
Mr Powar is founder and chief executive
of Red Sift, a base service product
specialising in cyber-security. Previously
he held key roles at tech companies
Shazam Entertainment and Method, and
founded two other companies – mobile
data platform Apsmart in 2009; and radio
discovery app MPme in 2012.
Group chair Allan Leighton said:
“Digital technology will play a key role in
driving our commercial ambition, while
helping us to connect more with the
communities where we operate. Rahul
brings with him a wealth of experience
and will be hugely valuable as we progress
and execute our plans.”
Epic abseils, sweltering marathon runs
and cake sales have all helped to raise
£20,000 for hospice care for children and
young people. Colleagues at Southern
Co-op’s head office in Portsmouth set
themselves a target to raise £10,000 in
a year for Naomi House & Jacksplace
– their chosen charity – as part of the
retail society’s community engagement
programme Love Your Neighbourhood.
Lincolnshire raises £143,400 for prostate cancer
Lincolnshire Co-operative’s fundraising
campaign for Prostate Cancer UK has
attracted £143,400. A total of 157,000
members contributed to the amount by
shopping in the society’s stores or using
their dividend cards. The proceeds from
the carrier bag levy were also added to
the pot. One in eight men are diagnosed
with prostate cancer in the UK.
Cracking crime over a cup of tea from Scotmid
Crimestoppers Scotland has partnered
with Scotmid Co-op on a series of
CommuniTea events, where people can
speak up about crime anonymously.
Scotmid will supply hampers of food and
refreshments. Jim McFedries, head of
security at the society, said: “Helping to
ensure our stores are safe and welcoming
fits perfectly with Crimestoppers’ ethos.”
East of England apprentice scheme goes up for awards
The East of England Co-operative’s
apprenticeships scheme is being
considered for the Training Journal
Awards. It is shortlisted for Best Talent
Development Programme and Best
Apprenticeship Programme. The scheme
was created to attract, develop and retain
talented local people.
SAOS body appoints new chair and vice chair
The Scottish Agricultural Organisation
Society has appointed a new chair and
vice chair at its AGM. Mark Clark (left)
takes over from George Lawrie as chair
of the organisation, which supports
co-operatives and collaboration in
Scottish farming. The new vice chair is
John Hutcheson.
AUGUST 2018 | 11

CREDIT UNIONS
Campaign to take the money worries out of the working week
A new campaign, Work Not Worry,
is encouraging employers to form
partnerships with credit unions to help
staff save and get affordable credit.
The Association of British Credit Unions
(Abcul), which is leading the campaign,
says employers across the UK are already
using credit unions to enable workers
to access savings and affordable credit
facilities with payments deducted from
pay. They include Admiral Insurance,
Royal Mail, British Airways and the NHS.
According to Abcul research funded
by Citi Foundation, 70% of employees
who take advantage of credit union
partnerships feel more financially capable
and better supported. Another study by
Money Advice Service found that 59%
of employees with financial worries
say money concerns prevent them from
performing their best at work. And a
report by the Fairbanking Foundation
concluded that while only 26% of credit
union borrowers saved regularly before
joining their credit union, 71% intend to
save regularly after repaying their loan.
p Abcul wants employers and credit unions to work together to promote financial health
Matt Bland, head of policy and
communications at Abcul, said: “In our
conversations with employers, it is clear
that many are not aware of the financial
difficulties facing their staff. Those that do
have sadly seen it became a serious issue
in the workplace before they had chance
to respond. We regularly hear horror
stories of people falling into a cycle of
escalating payday loans.
“Credit unions have a proven track
record of turning borrowers into savers.
The Save As You Borrow report shows
that credit unions turn 71% of borrowers
into savers and that 96% of employees
that are encouraged to use payroll
deduction through the credit union have
found it helpful.
“All employers have to do once a
partnership is set up is spend a couple
of minutes making the deductions each
pay day – one file transfer, one payment.
All employees have to do is agree to a
deduction of their choice per month – and
it comes directly from their salary, making
life easy for everyone”.
HOUSING
Government to allocate
£163m to Community
Housing Fund
The UK government has allocated £163m
to the community-led housing sector to
help provide affordable homes at local
income levels.
Since its launch in 2016, the
Community Housing Fund has awarded
p The fund will help build community housing
£60m in grants to 148 local authorities to
support community-led projects.
For the latest round of funding, Homes
England will manage applications from
outside London across two phases, with
a separate programme to be delivered by
the Greater London Authority.
Homes England chief executive, Nick
Walkley, said: “We’re determined to
increase the supply of homes across all
tenures and increase capacity in the
housing sector. This is a really important
fund, which will offer lasting impact and
we look forward to receiving bids from
community groups across England.”
Tom Chance, director of the National
Community Land Trust Network, said:
“We’re delighted the government has
recognised the vital role community-led
housing can play in delivering muchneeded
affordable housing.
“It’s the fastest growing new form of
housing in the country.”
Blase Lambert, chief officer of the
Confederation of Co-operative Housing
(CCH), said: “The Community Housing
Fund represents a once-in-a-generation
investment from government in our sector.
It is an opportunity for the co-operative
and community housing sector to develop
new homes and help communities meet
their housing needs in England.”
The fund is available to community-led
groups across England to support delivery
of new affordable homes up to 31 March
2020. These can be local authorities or
Registered Providers of social housing,
including housing co-operatives.
Under phase one, community groups
can apply for support with the costs
involved in the pre-development stage of
community-led housing projects.
Local authorities can also bid for
funding to support capacity-building
activities for community-led groups, as
well as capital funding for small-scale
infrastructure projects to unlock sites that
the community can develop for housing.
The second phase will invite bids for
capital funding to develop community-led
affordable housing schemes.
Bidding for phase one is now open at
s.coop/29jfg.
12 | AUGUST 2018

MODERN SLAVERY
Co-op movement steps up its efforts to stop the scourge of forced labour
The Co-op Group has become the first business outside the
building sector to adhere to the Gangmasters and Labour Abuse
Authority’s (GLAA) protocol to help eliminate modern slavery
from the construction industry.
Signatories agree to work in partnership to protect vulnerable
workers, share information to help stop or prevent the exploitation
of workers, work together to manage information sensitively and
confidentially, and raise awareness within the supply chain.
Andrew Lofty, director of construction at the Co-op Group, said:
“I would urge all companies to join us and sign this important
protocol which looks to eliminate modern slavery and labour
exploitation from supply chains.
“Our estates group engages with businesses building and
maintaining our stores and the facilities management team
interface with a variety of companies while our insurance
business works with home repair contractors.
“Many of these involve sub-contracted labour and often
multiple sub contracts – all with the potential to hide the worst
excesses of labour exploitation.”
The Group is already offering jobs to victims of modern slavery
through Bright Future, an employment scheme developed in
partnership with charity City Hearts.
The programme has attracted 10 more businesses who signed
up to the scheme earlier this month. These include retailer John
Lewis and independent co-operative societies Midcounties and
East of England.
The scheme is now attracting a new business every week.
It offers victims a four-week paid work placement leading to
a non-competitive interview. If successful, the candidate is
offered a permanent job at the host business. So far, 50
survivors have been given a chance to rebuild their lives through
the scheme, with the Group estimating that 300 will secure
placements by 2020.
Another campaign, supported by the Co-operative Academy of
Leeds, is aimed students who could be victims of forced marriage,
a recognised form of modern slavery.
Working with UK human rights charity Karma Nirvana, the
academy is advising teenagers who are being taken abroad
against their will to hide a spoon in their clothing. This will
trigger airport metal detectors, which will lead to security taking
the individual away for a search, when they can alert authorities
safely and in private.
Anup Manota, operations manager at Karma Nirvana, said:
“The summer holiday is the ideal time for parents who want to
take their child abroad because the school won’t be looking for
them. This is a simple measure that can prevent serious abuse.”
Karma Nirvana says it receives 22 reports every week from
young people concerned about a forced marriage. The charity
launched a national helpline in 2008, which has answered
60,000 enquiries.
AUGUST 2018 | 13

pThorncombe Village Shop in Dorset is one of many community stores supported by Plunkett
DEVELOPMENT
Plunkett announces its
five-year strategy
for supporting
community business
Plunkett Foundation, which supports
rural community businesses, has released
a five-year strategy to “be more focused
and target our resources and efforts more
clearly and effectively”.
It said there would be no major shift in
its goals, and the 2018-2002 plan would
continue to focus on growing the rural
community business sector; encourage
its development more widely; and spread
understanding a of its role supporting the
wellbeing of rural communities.
This includes a widening of the concept
of ‘community businesses’ to reflect the
broadening use of community ownership,
so that it can support a greater range
of community ownership solutions.
And it has set out five key objectives:
Growing the sector: Helping more
rural communities to open community
businesses and ensuring those already
trading have the support they need
Extending its relevance and reach:
Ensuring the community business model
and the support available are relevant and
accessible in all parts of the UK.
Increasing social impact: Helping
community businesses to focus on the
social impact they will have on all those
living and working in their communities
Creating an enabling environment:
Advocating rural community businesses
and championing their cause
Rural co-ops eligible for ownership awards
Plunkett is welcoming applications
for this year’s Rural Community
Ownership Awards, with co-ops and
community benefit societies among
those eligible.
The categories are: community story
of the year; investing in local people:
the little things – for tackling loneliness
and isolation; diversifying to make
a difference; and people’s choice,
for an individual who has made a
difference in their community. Finally,
the Horace Plunkett Better Business
Improving Plunkett’s own
sustainability: Ensuring the long-term
survival of the service and that of the wider
rural community business movement.
The strategy will offer a practical
support service for community businesses,
which will be the “go-to place for rural
communities looking to set up or run all
manner of community businesses”.
There will also be a range of activities led
by Plunkett’s engagement team, who have
responsibility for communications and
awareness-raising activities, consultation
and lobbying, and developing good
working relationships with stakeholders.
In the longer term, Plunkett wants to
establish an information and innovation
hub to gather and share intelligence
and expertise on the rural community
business sector – although this depends
on the resources coming available
Finally, it aims to make its operation
more efficient “through attracting high
Award will go to a community business
with the longevity and a track record
that demonstrates innovation.
Nominations for the awards,
which are supported by Esmée
Fairbairn Foundation and Hastoe
Housing Association, are open until
14 September. Each category winner
will receive £250 as well as the support
and materials to host a celebration for
their community.
To apply, visit plunkett.co.uk/aboutthe-awards/
quality people, and through effective
governance, efficient operations and
financial management”.
The introduction to the strategy says:
“Plunkett is proud of its roots ... For
almost 100 years, it has supported rural
communities to thrive through community
business and to improve the quality of life.
“Today, it represents the interests of
over 500 rural community businesses that
it has helped to establish and a further
400 in the process of setting up, as well as
those who are just starting on the path.”
It adds: “For the last few years, we
have focused on growing the rural
community business sector, specifically
through piloting new community
business models and targeting those
areas, geographic and sectoral, where
the model was less developed. We have
pioneered community ownership among
a wider range of sectors, including pubs,
woodlands and health.”
14 | AUGUST 2018

OBITUARY
Movement loses leading co-operator,
Lord Thomas of Macclesfield
A pioneer of ethical finance, Terence James Thomas – Lord
Thomas of Macclesfield – passed away on 1 July at the age of 80.
A former managing director of the Co-operative Bank, he
established a new approach to finance, placing ethical and
environmental concerns at the heart of the business.
He started working for the Bank in 1973, as the first marketing
manager of any UK bank. After being appointed managing
director in 1988, he commissioned a statue of Victorian social
reformer Robert Owen, which was placed outside the Bank’s
premises on Balloon Street, Manchester.
Owen’s take on management influenced Lord Thomas’s
own. He committed the Bank to a customer-led ethical and
environmental policy in 1992, which the organisation continued
to develop following his retirement. He also introduced free
banking to UK consumers.
He spent 25 years at the Bank before retiring and joining the
House of Lords as a Labour peer in 1997, although his hopes for
a new career in public service was shortened by illness.
He also served as president of the International Co-operative
Banking Association between 1988 and 1996. He was visiting
professor of Stirling University and chief examiner of the
Chartered Institute of Bankers. He chaired the East Manchester
Partnership between 1990 and 1996.
Paul Monaghan, chief executive of the Fair Tax Mark and
former head of sustainability at the Co-op Group, said: “Terry
brought me into the Co-op Bank in 1994 to add some science and
steel to the Bank’s environmental programmes – he wanted to
create nothing less than the world’s first ecological bank.
“He was an inspiration to work with and I would suggest
that he is arguably the most important co-operator of modern
times. He turned the Co-operative Bank into a world-renowned
champion of ethical business conduct.
“Before TJT, the UK’s co-op movement was shrinking into
irrelevance and obscurity, but he demonstrated what co-op
values and principles looked like in a modern context – and
forced the movement to radically up its game.”
Mr Monaghan added: “I’ve never seen a business leader so
loved by employees as Terry was: he left his last management
conference to floods of tears akin to a retiring pop star.
“He and the Body Shop’s Anita Roddick raised the bar
on corporate responsibility more than anyone in that era.
He took on issues well ahead of the curve – from climate change
to landmines – and shook up everyone from the Bank of England
to the Chemicals Industries Association.
“We met regularly following his retirement and I’m sad to
say that it pained him that he was never accorded the credit
he deserved by much of the co-op movement – but then again,
when he ran for the Co-op Group CEO position he did pledge a
radical ethical renaissance and an end to the sale of tobacco
products! The world really is the poorer for his passing.”
Frank Nelson, a member of the Group’s National Members’
Council who worked with Lord Thomas at the Bank, said: “He
was responsible in large measure for the Co-operative Bank
p Lord Thomas helped set new standards for ethical banking
becoming the most popular bank in the country and, under
his leadership, the Bank was embedded with our Co-operative
Values and Principles. He was, in my 40-year Co-op career
– including a spell as a marketing manager at the Bank – the
best co-op leader I have ever met. I’ll remember him for that.”
Malcolm Hurlston, who worked with Lord Thomas throughout
his career and introduced him to employee share ownership in
the US, said: “Lord Thomas was the leading personal banker
of his generation and probably of the 20th century.
“He came to prominence when he joined the Co-operative
Bank. Then he became the first managing director of Unity
Trust, co-owned by the Co-op and the trade unions, where he
brought employee share ownership to Britain.
“The Co-op Bank became the most popular bank in the
country under his leadership, re-infusing it with co-operative
principles and working closely with the Labour Party.”
Passionate commitment
He added: “As the first chair of the East Manchester
Partnership he played a major role in the regeneration
of east Manchester and was instrumental in bringing the 2002
Commonwealth Games to the city. He also became the first
chairman of the North West Regional Development Agency.
“He was personal, committed and engaging: few could resist
his conviction, charm, hywl and passionate commitment to
good causes. TJT, as he was affectionately known, was greatly
respected and admired by all his colleagues. He was the
popular personal banker whose memory lives on in an era when
corporate bankers have never been so scorned.”
Ed Mayo, secretary general of Co-operatives UK, said: “The
death of Lord Thomas has stripped us of the most imaginative
and far-sighted co-operative entrepreneur of his day. He was the
great reinventor of co-operative values.”
The Co-op Group’s member nominated director Hazel Blears
added: “Terry Thomas was a giant of our co-op movement and
helped us to ensure our future. I learned so much from him.
He always had time to listen and to guide and support. He was
a modest man of great talent and achievements.”
AUGUST 2018 | 15

OBITUARY
Burt Cross, 1920–2018
Bill Shannon, David Seaman, Tony
and Gillian Luscombe, former colleagues of
Burt Cross, remember his lifelong service to
the co-op movement.
Burt Cross, a major figure in the
modernisation and transformation of the
Co-op which began in the 1960s, died on
15 May 2018, at the age of 97.
Born in Manchester in 1920, he joined
CWS in 1937, first in the postal department,
then in the publicity department, but on
the outbreak of the Second World War he
was called up to the Territorial Army, and
spent the next seven years in the services.
On his return to the CWS, he began to
study for an external economics degree
at London University, via a scholarship
to the Co-operative College, and thus
became one of the very first graduates
employed by the CWS. As an innovative
organisation, the CWS was one of the first
businesses in the country to have a market
research department. Burt served there
for a spell before a period as national
sales manager, Bakery Division, but then
returned to market research, becoming
manager when his predecessor, Fred
Lambert, left in 1966 to set up the CWS
regional distribution centres.
This was a pivotal moment for the CWS,
and Burt found himself and his team in
the thick of the transformation initiated
by Philip Thomas, which included
the introduction in 1967 of the Co-op
cloverleaf logo designed by the US brand
strategy company Lippincott & Margulies.
He was closely involved in the roll-out of
that logo and fascia to the stores of the 500
or so independent societies that made up
the movement, under Operation Facelift.
At the same time the products of the
CWS factories, then marketed under a wide
range of ‘house-brands’, were relaunched
under the Co-op brand – each of which
was rigorously tested by the testing panels
of Burt’s market research department, to
ensure they were of equivalent quality
to the branded product. Soon after,
national television advertising began, and
Burt became general manager – marketing
services, taking on responsibility for
advertising, public relations, design,
p Burt Cross’s career in the movement began in 1937
display and photographic departments,
well as market research, to which was
added the newly created dividend stamps
department, set up in 1969 to manage
the stamps scheme, and to encourage all
societies, the majority of which had by
then ceased to pay dividend, to join the
scheme. This allowed the movement in
1974 to unite behind a new advertising
strap-line, ‘Your Caring, Sharing
Co-op’ which for the first time in its
history positioned the Co-op in line with
its values as both a member-owned,
profit-sharing organisation, but also as
the ethical, responsible, retailer.
Burt retired in 1985, but continued
to maintain a strong interest in, indeed
passion for, the Co-op. For many years
he was a regular letter writer to the
Co-op News, especially when he thought
the Co-op brand, and the values legacy,
were under threat. In 2010, he encouraged
retail guru Mary Portas, who happened
to be his grandson’s partner, to write
about the Co-op in the Daily Telegraph (21
January 2010), in which she criticised The
Co-op Group for failing to make enough of
its credentials. This led to her appearance
with Burt – then aged 90 – at the
Co-operative Congress in Birmingham
in 2011, at which she urged delegates
‘to trumpet its brand values in a more
aggressive manner’ (Co-op News, 27 June
2011). In his final years, Burt was pleased
to see the return of something like ‘his’
Co-op logo, and a return to the brand
values he had espoused all his life.
As well as his achievements for the
Co-op, those who worked with Burt will
remember a warm and witty man who,
despite an occasional brusque manner,
inspired and cared for them all.
16 | AUGUST 2018

GLOBAL UPDATES
CYPRUS
Investigation
ordered into the
downfall of the Cyprus
Co-operative Bank
p President Nicos Anastasiades defended his
government’s handling of the crisis (Photo:
European People’s Party)
Cyprus’s attorney general has appointed
a three-member panel to investigate the
crisis at the country’s Co-operative Bank.
The team is headed by Giorgos Arestis
– a former Supreme Court and EU court
judge, alongside economist Giorgos
Charalambous, a former Bank of Cyprus
executive, former board member of the
development bank and former head of
the securities and exchange commission,
and Giorgos Georgiou, a former executive
at Alpha Bank and former chair of the
bank association.
They will look at issues such as staff
appointments, administration and
corporate governance, including the
structure, power and authority of the
members of key management bodies.
Also under scrutiny will be loan
procedures and the management of bad
debts. There has been much comment
in Cyprus’ national press about the ease
with which loans were granted, including
allegations of easy loans to friends and
relatives of staff.
The bank, which has been sold to
Hellenic Bank as part of the Cypriot
government’s plans to eliminate bad debt
in the national banking system, had to be
bailed out in 2013.
There has been widespread anger in
Cyprus over the crisis at the bank, with
calls from opposition parties for the
resignation of finance minister Harris
Georgiades. Critics blame him for the
bank’s problems and accuse him of
selling it on unfavourable conditions for
the state, including the issue of a €2.5bn
(£2.2bn) bond in favour of the purchaser
and guarantees against unforeseen losses.
But Cypriot president Nicos Anastasiades
said: “The bank’s problems were neither
created nor the result of political decisions
by the finance minister.”
Fears that the bank might be liquidated
have sparked long ATM queues as people
withdraw their money, and it has been
reported that more than €70m has been
taken out.
Attempting to quell concerns, a
spokesman for Cyprus’s central bank
said the liquidation of the Co-operative
Bank was only a “remote, theoretical
probability” which had only been
highlighted “to stress the most extreme
negative consequences if the transfer of
the Cyprus Cooperative Bank to Hellenic
Bank is not completed”.
Meanwhile a protest group, the
Movement Against Foreclosures, held
street rallies protesting against tougher
measures on bad mortgage debt.
The Citizen’s Alliance party said the
government had “catastrophically brought
things, yet again, to a tragic impasse”.
USA
Farmer-owned
data co-op offers new
insights on crop yields
The only farmer-run data co-op in the
USA has unveiled a new suite of ag tech
offerings, which it says will help growers
improve operations at all levels.
The Grower Information Services
Cooperative (GiSC) offers a secure platform
for member farmers to capture, store and
optimise their operational and yield data.
Its repository of anonymous member
data from across the country is continually
refreshed, aggregated and analysed to
produce relevant insights for growers.
The co-op also works with IBM and
Main Street Data to give members
access to advanced weather and data
analytic capabilities, and data tools for
benchmarking and operational insights.
GiSC chief executive Billy Tiller said:
“Our goal is to provide for growers the
obvious benefits of ag technology in a way
that protects their interests. Our platform
gives them security and control over their
intellectual property – farm operation
data – while also allowing them to realise
the value of operational benchmarks
and insights, and the latest in ag data
analytics.”
A new series of data tools from Main
Street Data includes the Validator, which
allows GiSC members to make sure their
farming practice decisions meet their
production goals. It allows them to see,
at subfield-level, any gaps between yield
potential and actual yields, and provides
performance comparison to others
farming under similar conditions.
This tool is operational in corn and
soybeans, with other crops available for
benchmarking in the near future.
“The Validator is the first in the
set of grower-centric tools we plan to
deliver,” said Ron LeMay, chief executive
of Main Street Data. “Our goal in this
collaboration is to serve as the farmers’
advocate, an independent resource
of data and data science solutions to
address the issues they face and allow
them to leverage opportunities to improve
their productivity, profitability and
sustainability.”
AUGUST 2018 | 17

EUROPEAN UNION
Legislators vote to put a label on
the social and solidarity economy
Social and solidarity economy products
could be given their own European label.
On 5 July the European Parliament
approved a motion with recommendations
to the Commission on a statute for
social and solidarity-based enterprises.
The Commission now has a year to
implement the proposals or explain why it
rejects them.
One suggestion in the report is the
establishment of a European label for
products from social and solidarity
enterprises, which include co-operatives.
Sven Giegold, economic and financial
spokesman for the Greens/EFA Group
and co-president of the Social Economy
group in the European Parliament, said:
“A European label for products from social
and solidarity enterprises would be an
enormous boost for new companies with
an orientation to the common good. To
this end, we need a European definition
of what we mean by social and solidarity
enterprises. This would provide the basis
for systematically promoting companies
of general interest, for example in public
procurement.”
The parliament defines a social and
solidarity economy enterprise as an
organisation focused on the general
interest or public utility, which conducts
a socially useful and solidarity-based
activity and reinvests a large part of the
profit made, or uses this to achieve its
social mission. Furthermore, the enterprise
should be governed in accordance with
democratic governance models involving
its employees, customers and stakeholders
affected by its activities.
The report calls for a legal definition
for social and solidarity enterprises.
It highlights the particular challenges
faced by social co-operatives and workintegration
social enterprises (WISEs)
p The Parliament approved the move on 5 July
when carrying out their mission of helping
those most commonly excluded from the
labour market, and stresses the need for
such organisations to be included under
the new label.
The label would be optional, upon
request from social enterprises, and would
be awarded to those which comply with
a set criteria, regardless of the legal form
they decide to adopt in accordance with
national legislation.
SPAIN
Camper van makeovers get a green
twist from Catalonian worker co-op
p Travellers can seize the day in a Camper Diem van
A co-op in Catalonia is designing prototype
interiors for camper vans, tailoring its
services to the specific needs of its clients.
The Camper Diem co-op designs
the interiors, implements the changes
and provides support with repairing, if
necessary. Its customers include families,
couples or freelancers who need to work
while camping.
In October, the co-op will be presenting
a solar-energy powered vehicle at the
Caravanning Exhibition in Barcelona,
and has obtained financial support for the
project from the government.
Founded in 2015, Camper Diem is a
worker co-op set up by a group of workers
using their redundancy payments. It
currently has seven full members and
three workers that have not acquired full
membership yet.
“We wanted everyone to be equal
and we chose the co-op model for this,”
says Albert Boada, one of the founding
members of the co-operative.
The co-op took its name from the Latin
expression ‘carpe diem’ – meaning ‘seize
the day’ – because the team aims for the
freedom gained by living every day to
its fullest. Every month members hold
an assembly where they take decisions
regarding the business.
Mr Boada says the camper van sector
is dominated by players without licences.
18 | AUGUST 2018

COSTA RICA
Costa Rican coffee co-op drives carbon-neutral approach in the industry
A coffee co-op is helping Costa Rica’s
national drive to become climateneutral
by 2021.
Coffee is crucial to the economy – over
90% of Costa Rica’s coffee is exported,
making up 11% of the country’s export
earnings – but the industry accounts for
10% of the country’s carbon emissions.
This makes it a key issue in the
climate change strategy adopted by
the government in 2007. One plank of
this is the promotion of carbon-neutral
certification schemes for businesses.
At the forefront of these efforts is
Coopedota, a coffee co-op in the mountain
town of Santa María de Dota, about 45
miles southwest of San José. Formed in
1960 by a group of 96 farmers,it produces
8,400 tons of coffee a year.
It started reducing its greenhouse gas
emissions in 1998, and was certified by
the British Standards Institution as the
world’s first carbon-neutral coffee in 2011.
“Our certification covers all aspects of
production, from farming to distribution
and packaging,” said commercial director
Monserrat Hernandez. “The certification
is related to the co-op’s concern for the
environment. Consumers appreciate this
certification, which gives the product an
added value.”
The co-op has replaced wood-burning
ovens with ones that burn coffee-plant
waste, reducing emissions by 90%. It also
uses coffee bean by-products to produce
its own energy. Energy use has fallen from
7.5 kW/h per 55.5 litres processed in 2004
to 3.3 kW/h at present, while water usage
has dropped 80% since 2001.
And in 2005, Coopedota developed
a recycling centre for the local community,
in collaboration with the municipality
of Dota.
Climate change is an urgent issue for
the industry because it affects coffee
production across Costa Rica. “Tropical
storms and the change in seasons within
the region affect production, which
requires one very dry season and one
rainy season,” said Mr Hernandez.
Costa Rica now has three zero-emission
coffee companies and some carbonneutral
banana, pineapple and cattle
producers.
“Now there is a move to produce zero
emissions coffee in line with a national
policy but we were the first to develop
zero emissions certified coffee – and the
only coffee co-operative to do so,” added
Mr Hernandez.
As a legal entity, Camper Diem can offer
guarantees to clients and its workers,
paying tax and providing social services.
Environmental sustainability is another
concern, said Mr Boada.
“Our purpose is to innovate and have
efficient and sustainable products. We
work with electric companies providing
solar energy, to offer these products. We
aim to look at new hybrid vehicles and
explore changes within the industry,”
he added.
During the production process, Camper
Diem collaborates with other worker
co-ops producing automotive
components, as well as a cleaning and
maintenance co-op, credit co-ops and
energy provider Som Energia.
Asked how the co-op was different from
other providers, Mr Boada said: “We offer
a personalised product and individualised
options for each client.
“We are a provider with social values
that aims to foster environmental
sustainability and co-operation. Thus,
we have values that other companies do
not have.”
p The interior of a Camper Diem van
AUGUST 2018 | 19

SINGAPORE
Singapore welcomes 2018 World Credit Union Conference
p WOCCU chair, Brian McCrory addressing delegates (Photos: WOCCU)
The World Credit Union Conference
brought 1,400 delegates from 58 countries
to Singapore from 15-18 July.
Hosted by the World Council of Credit
Unions (WOCCU) in collaboration with
the Singapore National Co-operative
Federation (SNCF), the event saw 50
industry experts discuss advocacy,
blockchain technology, cybersecurity,
diversity and inclusion, fintech,
leadership and emerging trends.
Following a long-standing tradition,
delegates took part in the international
flag parade, which was followed by a
performance from dancers in costumes
p A dancer performs at the opening ceremony
featuring Singapore’s ethnic groups –
Chinese, Malay, Indian and Eurasian – in
traditional and modern dance.
WOCCU chair Brian McCrory told
the opening ceremony: “We must
be innovators, social entrepreneurs,
and skilled business leaders with the
ability to run efficient businesses while
deeply rooted in the philosophy of the
co-operative spirit. We exist to provide our
members with a not-for-profit service that
empowers and enables them and through
this, we generate sufficient surplus to
reward our members, fund our operations
and create additional social dividends.”
Brian Branch, WOCCU president
and chief executive, talked about food
security, employment, climate change,
the future of the internet and financial
inclusion. He said these global challenges
were becoming community challenges
and, as community-based institutions,
credit unions had to respond.
“Today’s challenge is about
interconnectivity and linkage and
responding to these global challenges,” he
said. “We were the disruptors more than
100 years ago. Now we have to learn from
today’s disruptors to be able to respond to
today’s challenges.”
The guest of honour at the opening
ceremony, Singapore’s senior minister of
state for defence, Heng Chee How, told
credit unions to embrace technological
innovation and digital transformation to
“effectively compete with other financial
institutions and fintech firms to meet the
demands of a new generation”.
The importance of new technology was
also stressed by fintech expert and writer
Chris Skinner in his keynote speech.
“For credit unions, helping people
with technology equates to building the
business around customer engagement,
but digitally delivered,” he said. “Today,
we are about product, platform and
experience and we have to build digital
20 | AUGUST 2018

Migros pilots digital-only promotional campaign
Swiss retailer Migros is running an
entirely digital promotional campaign for
customers who use its app. The federation
of co-op societies – the country’s largest
retailer – began a digital journey in 2016,
relaunching its website and optimising
user experience on all devices. Since
launching its first app in 2014, the retailer
has continued to add new functions.
p Keynote speaker Shivvy Jervis
institutions with digital change. Teenagers
are reinventing money by writing
code. Knowing how to leverage that is
the secret sauce.”
He said the digital age brings
challenges for credit unions – including
the responsibility for members’ data.
“The real battle of the future is in the
back office where all the data sits and
credit unions should be questioning how
fit their back office is,” he added.
Meanwhile, digital tech is becoming
more human, innovation strategist Shivvy
Jervis said in her keynote speech.
“We should think about technology as
a catalyst, a connector and a culture –
something that just doesn’t simply spark
change but remains sustainable and
makes a lasting impact,” she said.
Ms Jervis suggested measures that credit
unions could take, such as increasing
digital IQ, formalising a culture of
innovation and seeing technology as
diffusion across all business lines, rather
than as an IT challenge. She expects a
move from first to second generation
biometrics, with new forms of security
that will use people’s biology to help keep
them and their organisations safe online.
“Talent is key. You need to bring in
the visionaries, radical thinkers and
mavericks to take your digital strategy
forward,” she said.
In terms of creating more value for
customers, delegates heard from Ron
Kaufman, author, leading educator and
motivator. “Organisations need to take
fundamental service principles and put
them to work. The focus isn’t on what
we do, but how it is appreciated by the
person we serve. It’s about curating the
experience, no matter the industry or type
of organisation,” he said.
Eroski launches project to recycle coffee capsules
Coffee capsules are hard to recycle
because they are made from a mix of
aluminium and plastic and include
additional organic waste from coffee. But
Eroski’s scheme will recyle 100% of the
material. Coffee companies producing
capsules have so far set up around 800
recycling points across Spain, but Eroski
is the first major supermarket in Spain to
adopt the measure.
Paraguayan Senate approves co-op exemption from VAT
Co-operatives in Paraguay will no
longer have to pay VAT when trading
with their members. The country’s
Senate approved an amendment to
the Co-operative Law, which proposes
eliminating VAT on activities performed
by co-op members, such as taking loans
from the co-op, or activities between
various co-operatives.
Argentinian recycling co-op wages war on plastic waste
A waste recycling co-op in Corrientes, a
city on Argentina’s northern border, is
playing a key role in efforts to eliminate
plastic pollution from the streets. The
waste is put into a press which compacts
400kg of plastic every 40 minutes, and
the bales are collected– with the profit
generating income for the co-op.
High security prison inmates form worker co-op
Inmates at a maximum-security prison in
Guayama, Puerto Rico, are now members
of a worker co-op. Announcing the launch
on 17 July, Puerto Rico’s governor Ricardo
Rosselló Nevares said the business would
enable inmates to work. They will offer
a range of services, including T-shirt
printing, sewing and cabinet making.
AUGUST 2018 | 21

MEET...
... Wendy Carter,
Head of communications and
marketing, Co-operatives UK
Wendy Carter has just moved to Co-operatives UK, the apex body for the UK
co-op sector, to lead its communications and marketing activities. She
previously worked as head of development at the recently renovated Piece Hall
venue and leisure centre in Halifax, following a series of marketing roles in
the charity sector. Here, she talks about digital content, the need to tell co-op
stories and the potential for growth in the movement.
CAN YOU DESCRIBE A TYPICAL DAY?
As I am new to the role, I am writing a marketing
strategy for Co-operatives UK and looking at our
communications with a fresh pair of eyes, which is
always useful when you join an organisation which
has been running for nearly 150 years.
We’ve just held Co-operatives Fortnight, our
flagship marketing campaign, so recently we’ve
been pulling together data for the Co-operative
Economy Report, identifying new trends which
might be of interest to the media – this year we
led with the story that new co-ops are nearly
twice as likely to survive their first five years
as other businesses. We worked with Blake
House Co-operative to create an inspirational
film (see feature p44-45), which has had a reach
of nearly 100,000 on social media to date.
Compelling digital content plays a key role
in any communications plan so we are always
looking for great case studies of innovative
co-ops, striking photography, fascinating facts
and inspiring film footage. Luckily our member
co-ops are a great source of content – and with such
a wide range of sectors and businesses there is
always something to talk about.
WHAT ABOUT YOUR NEW ROLE EXCITES YOU MOST?
As a marketer I am excited about the opportunity
for growth. The UK’s co-operative sector comprises
more than 7,000 independent businesses with a
combined turnover of £36bn, but this is still only
a fraction of the overall UK economy, and a far
smaller percentage than other countries such as
Italy, France and Canada.
This presents an exciting opportunity to really
grow the sector, with Co-operatives UK at the heart,
as the organisation that unites the rich and varied
range of co-op businesses together to speak with
one voice.
HAVE YOU BEEN INVOLVED IN CO-OPS BEFORE?
I have spent the last 17 years working in the charity
and non-profit sector, working to promote a range
of causes from heart research to wildlife
conservation, teaching children to cook and
launching a world-class heritage and cultural
destination, but I am new to the co-op sector. Or
so I thought! At the start of my career I worked at
Yorkshire County Cricket Club, which I have just
learned is a co-op. Little did I know that 20 years
after taking minutes at some very vocal AGMs, I
would come full circle back into the co-op world.
WHAT IS CO-OPERATIVES UK’S
CO-OPERATIVE DIFFERENCE?
We are in a unique position to act as a unifying
force for the UK’s co-operative movement,
as a whole and for individual sectors. When we
EVERY CO-OP SHOULD HAVE AN ‘ELEVATOR PITCH’,
USING EVERYDAY LANGUAGE TO EXPLAIN THE
PURPOSE AND VALUES OF THEIR BUSINESS
22 | AUGUST 2018

ISSN 0009-9821
9 770009 982010
01
work together we are at our strongest – proven
by recent lobbying efforts alongside our farmer
members which resulted in Defra announcing
a £10m collaboration fund. As experts in
co-operative advice we help members and nonmembers
thrive by supporting with governance,
HR, membership and financial advice.
WHAT IS THE BIGGEST CHALLENGE FACING
UK CO-OPERATIVES?
From a marketing perspective, the biggest
challenge is lack of awareness. We need to
promote co-ops as a viable and ethical business
model in schools, at universities and business
schools. In one of my previous roles we taught
children to cook as a way of encouraging
lifelong healthy eating habits, and in the same
vein we should be teaching young people
and new entrepreneurs to develop businesses
that give back to workers, communities
and customers.
HOW COULD CO-OPS TELL THEIR STORIES
MORE EFFECTIVELY?
There is a lot of jargon and I think we just need
to keep things simple. Every co-op should have
an ‘elevator pitch’, using everyday language
to explain the purpose and values of their
business. People are bombarded by information
and if you really want to stand out, a clear brand
and a few key facts (that really mean something!)
can help to tell your story.
WHERE DO YOU SEE THE UK CO-OP MOVEMENT IN
FIVE YEARS’ TIME?
We should be well on the way to achieving the
aims of the National Co-op Development Strategy,
with the Co-op Economy Report 2023 showing
a larger market share for co-ops. I would love to
see more cross-sector collaboration with co-ops
supporting and procuring goods and services from
other co-ops.
WHICH ACHIEVEMENT ARE YOU PROUDEST OF?
I have been lucky enough in my working life to do
lots of interesting things, including setting up the
UK’s largest network of cooking clubs and being
part of the successful re-opening of Britain’s last
surviving cloth hall. I am excited about the part I
can play in the co-operative movement.
More on co-op growth and marketing, pages 33-47
news Issue #7294 APRIL 2018
Connecting, championing, challenging
APRIL 2018
EDUCATION
Co-op learning:
principle five
in action
Plus ... 150 years
of East of England ...
and updates from the
Co-op Retail and Abcul
conferences
£4.20
www.thenews.coop
AUGUST 2018 | 23

YOUR VIEWS
Have your say
Add your comments to our stories
online at www.thenews.coop, get
in touch via social media, or send
us a letter. If sending a letter, please
include your address and contact
number. Letters may be edited
and no longer than 350 words.
Co-operative News, Holyoake
House, Hanover Street,
Manchester M60 0AS
letters@thenews.coop
@coopnews
Co-operative News
NATIONALISATION OR MUTUALISATION?
DEBATE OVER RAIL AND WATER
IN LABOUR AND CO-OPERATIVE PARTIES
I am not convinced that “debate” was
the best word to use in the article on rail
and water in Labour and Co-operative
Parties (July 2018). The Co-operative Party
is entitled to have its own policies for
the future of these industries as is Luke
Pollard, but it is Labour’s policies that will
be the determining factor, and these are
detailed in the article.
However, what was missing from
Labour’s manifesto was how best the
railway industry can engage the public
and the workforce in its strategy, and
how it can generate a climate in which we
genuinely feel that we own our railways.
In the speeches that Jeremy Corbyn
has made to a number of trade union
conferences it is clear that he has this very
much in mind. Top-down management is
a thing of the past and no one wants BR
mark II. The mistakes of the 1945 Labour
government, where opponents of public
ownership found their seats on boards
of management but the workforce was
ignored, will not be repeated.
I do not want to see a number
of co-operatives owning the railway
industry as competition and fragmentation
of the industry has got us to where we are
today. What we need is a publicly owned,
co-ordinated and integrated railway
industry with as much engagement of
the workforce and the public as possible.
Co-operation has much to offer in
engaging stakeholders.
Malcolm Wallace
Via email
IS RETAILER JOHN LEWIS REALLY
EMPLOYEE-OWNED?
To be accurate John Lewis is NOT employee
owned. JL is owned by the John Lewis
Partnership Trust which acts for the benefit
of the employees, the partners. This is
more akin to 19th century paternalism than
genuine employee ownership or worker
co-operativism.
Bob Cannell
Via Facebook
VOTING – A RIGHT AND A
RESPONSIBILITY
For many years we asked for the right to
vote. Which begs the question of, from
all the voting papers sent out by the
Co-op Group, how many are returned
completed? This is for voting for group
member elections, but there are other
elections as well.
This also happens for council and
voting for a MP and other important
elections – people don’t vote and it’s a
big thing. Then the voters moan about
what the person who gets elected does or
says. People can’t moan if they don’t vote –
or can they?
David Treacher
Hull
24 | AUGUST 2018

Acts of the
Imagination:
Greenbelt 2018
Following a successful premier at last year’s
Greenbelt Festival, we will be making a comeback
this August Bank holiday, with Midcounties,
Co-operatives UK and New Internationalist helping
us to fund our own venue again, the Exchange.
If you’ve never been, Greenbelt is an arts, faith
and justice festival that attracts about 10,000
people of all ages, including large numbers
of families, young people, community activists and
a wide range of people across the public sector. But
until last year – when the theme was The Common
Good – the co-operative movement did not have
a presence at the festival at all.
However it’s a great place for co-operators to
go, because many festival-goers are thoroughly
dissatisfied with the status quo – and are looking
for something different. Most of them know little
about what co-operation has to offer, which
means that they are a very interested, receptive,
questioning and enthusiastic audience.
Last year, together with Co-operative Energy
and the Phone Co-op, we introduced people
to student housing co-ops, worker co-ops and
energy co-ops; we held drop-ins and workshops
for people interested in finding out more; we had
panel discussions and we featured some speakers
(Pete Westall, Vivian Woodell, Ed Mayo) both in
the Exchange and on the main festival programme.
This year in the Exchange
• David Bird, CEO of Co-operative Energy, will star
on our opening night with Rob Norman from New
Internationalist
• Ed Mayo will interview Kate Raworth (author
of Doughnut Economics)
• we have two sessions with Eve Poole (author
of Capitalism’s Toxic Assumptions and
Leadersmithing – Revealing the Trade Secrets
of Leadership)
• following this year’s festival theme Acts of the
Imagination, we have three events: re-imagining
housing, re-imagining care and re-imagining
work, featuring pioneering co-operative
organisations breaking new ground (you’ll have
to wait and see)
• we have a series of panel discussions on
re-imagining money, which will include Islamic
finance, the impact we can have with our money,
and the future of money
• there will be a series of panel discussions run
by HeartEdge, a Church of England project
promoting commerce, culture, compassion and
congregation, and
• a daily dose of co-operative education from
Co-operatives UK (What is a co-op?)
As an added incentive to entice festival-goers
into the Exchange in its new prime location in the
centre of the site, Midcounties is providing wi-fi,
the only space with internet access on the whole
site. We expect some visitors.
And of course there’s loads of other stuff going
on at Greenbelt, including masses of music (Pussy
Riot are headlining), comedy, poetry, dance,
drama … There is a wide range of very enticing
street food available, a decent wine bar, and
excellent beer.
Last year, apparently Ed burst into song
(I missed it) when he was supposed to be speaking.
He wanted to be able to boast that he had sung
at Greenbelt. I suggest that this year, we crowd
fund a campaign to STOP him singing again, with
the proceeds to go to …
It’s a great event, in glorious surroundings,
which will leave you uplifted, challenged,
exhilarated and exhausted. It would be great to
see you there.
GREENBELT
DAVID ALCOCK
PARTNER, ANTHONY
COLLINS SOLICITORS
AUGUST 2018 | 25

Community Energy Conference
2018: New tech needs new rules
ENERGY
MILES HADFIELD
The transition to a low-carbon economy, new technologies and the challenges of fuel poverty and rising
demand are bringing opportunities for the community energy sector, which met in Manchester on 23
June for its annual conference. But delegates at the event – organised by Community Energy England
and Co-op Energy – stressed that a the sector needs a less hostile legislative and regulatory regime.
q Emma Bridge
from Community
Energy England
ONSHORE WIND
Max Wakefield, lead campaigner at 10:10 Climate
Action, said planning blocks in England and a
lack of public financial support amounted to a “de
facto ban” on onshore wind.
“It’s clearly not acceptable for onshore wind to
be hung out to dry in that way,” he told a break-out
session at the conference. “It is the cheapest and
the cleanest energy alternative – a key technology
if we’re going to meet our climate targets at cost.”
He said the national position was shifting on
this, with a softening in the last Conservative
manifesto, but “a small group of Tory MPs don’t
want it in England”.
With the government weakened by the loss of
its overall majority, it is in no position to force the
issue, he added, but the balance of power could
shift, as “a new intake of Tory MPs are pushing the
way forward” in favour of onshore wind.
Paul Monaghan from Co-op Energy added: “All
you need is 15-20 Tories on board ... This is a door
and this is our time to push it.”
TECHNOLOGY
At the main morning session, Emma Bridge, chief
executive of Community Energy England, said
it was important for the sector to explore new
avenues for growth – such as bringing existing
assets into community ownership and improving
the skills base through training. And there is scope
to develop “more holistic approaches” thanks to
new technology, such as battery storage.
Hector Cruz, chief financial officer at Co-op
Energy, also stressed the potential of battery
storage, which has seen huge technical advances,
allowing a 24-hour energy supply from intermittent
sources like wind.
But he said there needed to be a connections
process. “Looking at the future – down the road
20, 30 years – it won’t be the National Grid running
everything, it will be local grids,” he said. “We
need to get the investment in place but it’s easier
said than done.”
Again, regulation is an issue. Harrison Brook
from Moixa, a battery company exhibiting at the
conference, said advances in storage tech could
help community schemes offer reduced bills and
engagement in energy use. But at the moment, he
told Co-op News, the VAT system is not conducive
to the rollout of batteries. “Once these subsidies
come we have every confidence this will be
a mass-market solution,” he added.
INCLUSION
Carla Blockley, from Electricity North West – one
of the UK’s 14 distribution network operators
regulated by Ofgem – told the main morning
session that the drivers for change were the
switch to wind, solar, storage and nuclear, and the
electrification of rail, metro and road transport.
One feature of the changing energy landscape is
the untapped potential of community projects. In
a recent survey, 2% of respondents were involved
in community energy schemes but 70% were
interested in them.
“Customers can help come up with and deliver
solutions,” she said. “The system is much more
complex now. We need new sets of skills and
capabilities ... we need to work out how we will
get those skills – but it also means there is more
participation in the network. Not everybody will
have new technology like heat pumps and we
need to make sure no one is left behind.”
26 | AUGUST 2018

HEAT SHARING
A separate session looked at the potential of heatsharing
co-ops to offer energy alternatives for
villages, housing associations, sheltered housing
developments and similar communities.
Mike Smyth, chair of Energy4All, said “Heat is
about a third of UK emissions and there’s very
little progress in reducing it.”
The UK government wants emissions from the
heating of buildings reduced to zero by 2050, he
added, but “we don’t know how to do it.”
There is government support in place for heat
initiatives in the form of the Renewable Heat
Incentive (RHI), a feed-in tariff for heat, he said,
but other countries are faring rather better. In
Denmark, “64% of households are served by
district heating and the supply is dominated by heat
co-ops ... The co-op movement has driven the
commercial sector out of business.”
Heat co-ops can be powered by biomass
burning. Mr Smyth gave the example of Springbok
Sustainable Wood Heat Co-op, which built a
sustainable woodchip-burning system at a
retirement hamlet in Surrey. This provides reliable
shared heat for the community while saving
between 275 and 300 tonnes of carbon a year.
Another energy source is the ground heat pump.
Jon Hallé, from Share Energy Co-op, said these
use the soil “as a big solar panel” by running
loops under the ground or digging boreholes to
extract stored heat from the sun.
“You might have a loop which is shared by
multiple buildings,” said Mr Hallé. “Getting that
large cost of setting up such a system and to some
degree socialising it is one of those things that
co-ops are good at.”
There are still hurdles to overcome, he added,
with investment returns “not quite there yet” and
legal agreements difficult if the system involved
running equipment through other people’s
land. It is also hard to retrofit the system to
old buildings. And government policy is again a
problem. The RHI scheme only lasts two years,
said Mr Hallé, compared to Denmark where “they
know their horizon is a five-to-ten year one, with
cross-party agreement”.
REGULATION
Patrick Allcorn, head of local energy at the
Department of Business, Energy and Industrial
Strategy, warned delegates in the main session
that the sector needed to provide evidence to back
up its demand for state support, for instance by
proving the number of jobs it can create.
They also need to work with local government
to ensure better planning. “Local authorities who
collect waste have a fuel source that they aren’t
optimising,” he said. “They also plan demand but
they do it in isolation from the networks they are
planning for.”
He gave the example of 200,000 new homes
planned in Manchester. “How much have they
consulted Electricity North West about where
that power is coming from? The power is an
afterthought.
“And if we build those houses smart with
efficient local energy, what about houses that
haven’t been retrofitted? A new house on one side
pays £500 a year for energy and across the road a
house that’s 150 years old pays £1,500 for energy.
How acceptable is that as a community?”
He added that the regulator would take a tough
line on energy communities which went off grid.
“It would transfer costs of grid to those least able
to afford it,” he warned. “If that happens you are
dead in the water.”
But he said there were huge possibilities for
the sector, dealing with issues such as loneliness,
by powering transport – and elderly care, by
offering affordable heat so people could stay in
their homes.
“Energy is unlocking a social care problem,”
he said. “It’s an opportunity for local community
energy.” He added: “The UK in the last 10 years
has grown more than any G7 country and has
decarbonised more than any other G7 country.
“This is the biggest economic opportunity
for the country.”
p Mike Smyth from
Energy4All discussed
woodchip-fuelled heat
co-ops. Below: Ground
source heat loops
under installation
AUGUST 2018 | 27

Meet the 2018 Co-operatives of the Year
The winners of the 2018 Co-operative of the Year
awards were announced in London on 23 June, as
part of the sector’s annual Co-operative Congress.
Organised by apex body Co-operatives UK
and sponsored by the Co-operative Councils
Innovation Network (CCIN), this year’s awards
included categories for co-ops of different sizes
and, for the first time, a category recognising the
work of Co-operative Councils. Over 33,000 votes
were cast in total.
The Breakthrough Co-operative of the Year
Award (for co-ops with a turnover of up to £1m) was
won by The Service, a London-based production
company that brings together like-minded
production creatives with a love for social impact,
the arts and creative collaboration. Their film,
Amina’s Story, was nominated for a One World
Media film award and the organisation has also
been nominated for a Charity Film Award 2018 for
its Miscarriage Association film.
Louise Stevens, creative director of The Service
said this was the first award they have won that
“recognises our work as a co-op, as well as our
creative approach to doing businesses”
“We are totally thrilled by this and incredibly
proud to be a part of the co-operative movement,”
she added.
Inspiring Co-operative of the Year (for co-ops
with a turnover of between £1m and £30m) was
awarded to the Foster Care Co-operative (FCC) –
the only not-for-profit co-operative operating in
foster care in the UK.
FCC ploughs surplus income into more training
and support for carers, and is participating in
university-led research looking at what barriers
potentially stop disabled people from becoming
foster carers.
FCC also publishes monthly e-safety articles
to help keep young people safe online, and has
developed an interactive section on their website
where the young people they support can safely
log on and take part in competitions, upload
artwork, become a ‘guest reporter’ and contact a
designated staff member (‘KidzRep’) should they
need someone to talk to.
FCC executive director, Ian Brazier, said.
“We are delighted that the hard work, care and
commitment from the foster carers, children and
staff have been recognised through the award
for most Inspiring Co-op. It is a testament to
their dedication in ensuring better outcomes for
children in need of care whilst keeping values
based on Integrity, Ethics, Quality and Cooperation.”
Midcounties Co-operative, the largest
independent co-operative in the UK, received the
Leading Co-operative of the Year award (for co-ops
with a turnover above £30m).
The society has a turnover of £1.5bn and
employs over 8,400 staff working in Food Retail,
Post Office, Travel, Energy, Healthcare, Flexible
Benefits, Funerals and Childcare.
To help build strong local communities
Midcounties has created 20 Regional Communities
which in 2017/18 provided 36,000 colleague
volunteering hours and distributed £260,000
to over 500 good causes. During the past year,
it has also engaged with over 21,000 members,
28 | AUGUST 2018

aised over £150,000 for local charity partners
and worked with over 9,000 young people at 50
partner schools. In addition it has contributed
over 73,000 products to Foodbanks, providing
meals to over a 1,000 families in need.
“As a member owned Society this award is
particularly important to us because it was voted
for by our members,” said Ben Reid, Midcounties
Group CEO. “We have been previously voted Cooperative
of the Year twice in 2012 and 2015, so
I want to say a particularly big thank to everyone
who helped us achieve the hat-trick in 2018”.
The new award for 2018, Co-operative Council of
the Year, was picked up by Cardiff Council, which
has used co-operative approaches to inform and
shape responses to challenges in Wales.
The council works on the premise that “success
requires a broad partnership”, allowing and
encouraging everyone to contribute. This ethos
has been applied to a range of delivery models
to address city challenges, including education,
local environmental and recycling initiatives,
music and its own employee engagement. The
Council won the Best Employee Engagement
Initiative for ‘Employee Voice’ at the Wales People
Management Awards and was named Living Wage
for Wales Champion 2017-18.
“I am delighted the Council has been recognised
for the great co-operative work going on across the
authority and in the city,” said Cllr Peter Bradbury,
cabinet member for culture and leisure at Cardiff
Council. We know that we don’t have a monopoly
on good ideas so by working with partners –
whether it’s residents or local businesses, and
encouraging everyone to contribute, we can focus
our joint energies and creativities on a particular
issue.”
Presenting the awards were Nick Matthews,
chair of Co-operatives UK, and Cllr Sharon Taylor,
chair of CCIN and leader of Stevenage Council.
“These Awards highlight what can be achieved
when people work together to build a better
world and it is a privilege for CCIN to continue
our association with Co-operatives UK in such an
exciting way,” said Ms Taylor.
She told delegates: “There is no major challenge
to which there isn’t a co-operative solution. There
is always a co-operative solution to whatever
issues our councils are facing.”
She described some of the work of CCIN member
councils, such as community wealth building in
Preston through the power of public spending, a
co-operative neighbourhood management review
taking place in York, and the work of her own
council to tackle domestic abuse, “which is saving
lives every day”.
“The time for co-operatives is now,” she added.
“We make the difference.”
The right ingredients
/sumawholefoods
Perfected over 40 years of worker co-operation
Find us in your nearest independent grocery store
AUGUST 2018 | 29

Radstock Co-operative celebrates its
anniversary
q Radstock opens its
new Bridgwater store;
below right, its purposebuilt
Fromefield site
Radstock Co-operative Society – formed in 1868
to serve the mining community in the Somerset
town – has reached the 150-year milestone.
The society traces its roots back to March
1868, when there was a preliminary meeting at
the town’s Workingman’s Hall to establish the
Radstock Co-operative and Industrial Society.
It began trading the following year from a
purpose-built store at 3 Wells Road – still the
location of the current head office.
It now has 18 convenience stores, a large
supermarket with a non-food offering, food hall
and travel agency and a 1,000 acre dairy farm,
and at the time of its latest annual report its
membership stood at 14.429. Those results saw
an increase in sales by over 10% to £42.4m. Some
of this growth came from the opening of three
new stores during the year, but like-for-like sales
also showed a healthy increase of 4.1% on the
previous year.
Chief executive Don Morris said: “I am extremely
proud of the society’s heritage and its service to
our local communities over the past 150 years.
The society’s longevity can be attributed to its
commitment to co-operative principles and its
resolve to remain independent.
“Although the society has faced many
challenges throughout its history, today we are a
vibrant and expanding co-operative business.”
As it turns 150, the society is continuing its
growth, with a newly acquired convenience store
opening this summer in Haywood Village, Westonsuper-Mare.
And consultation is beginning on
the redevelopment of the Radco site, which has
played a pivotal role in the society’s history.
Radstock is celebrating its milestone by
commissioning a book telling its story – from the
very first meeting where co-operators declared
their intent to support the local community
through the co-operative model. A book launch
and signing was held at the Radstock Museum in
May, attended by local dignitaries, many of the
society’s key business partners and associates,
directors and contributors to the book.
And Radstock Museum is running an
exhibition illustrating the co-op’s history in
pictures, artefacts and documentary evidence,
until August.
All of the society’s stores are taking in local
themed events, each representing a decade in the
period from 1868 to 2018, with displays reflecting
chosen themes ranging from the Suffragettes to
rock’n’roll.
In May, there was a grand 150-year celebration
evening at Bath Pavilion to recognise the society’s
achievements over the years and pay tribute to
individual colleagues and team. Guest of honour
was the chair of Bath and North East Somerset
Council, Karen Walker, alongside representatives
from the East of England and Central England
co-operatives.
A spokesperson for Radstock said: “The society
is proud of its mining heritage and humble roots
and pays tribute to the foresight of the founding
members who recognised by working together
co-operatively reaps benefits for all.
30 | AUGUST 2018

“It is this spirit that the society continues to grow
and prosper which helps to support sustainable
communities within its trading areas. The society,
while reflecting on the past in this 150 anniversary
year, is also looking forward to the future with
optimism, excitement and enthusiasm.”
Timeline
MARCH 1868
Meeting at the Workingman’’s Hall, Radstock
to establish the Radstock Co-operative and
Industrial Society
1997
Cessation of the daily doorstep milk
delivery round
2008
New local convenience store opened in
Shepton mallet
2009
1877
The society starts trading from a new purpose
built store at 3 Wells Road, Radstock, which is the
location of the current head office
1908
The society opens a store at Peasdown St John
1959
Opening of the society’s Radstock Superstore
1924
Opening of a store at Chew Magna
RCS hold first annual gala awards and fundraising
evening. New store in Coleford is opened.
2012
New store in Frome opened saving the Post Office
from closure
2014
Another new store, former Little Chef,
in Farrington Gurney
2015
Purpose-built store in Fromefield opens with
exciting design features.
2015
Radstock gains the Fair Tax Mark
2017
1985
Society expands into Wiltshire with new store in
store in Hilperton village, near Trowbridge
Re-opening of the redeveloped Radstock
Superstore – renamed Radco – by radio DJ
David Hamilton
AUGUST 2018 | 31

#SBWConf18
#SBWConf17
Sarah Dickins
Alan Mahon
Dai Powell
Jo Wolfe
Guy Singh-Watson Ken Skates
Ken Skates AM Derek Walker
Keynote Host: speakers include:
Alan Sarah Mahon, Dickins, Co-founder, BBC Cymru Brewgooder
Wales Economic
Jo Correspondent
Wolfe, Managing Director, Reason Digital
Ken Skates AM, Economy Secretary for Wales
Keynote speakers:
Derek Walker, Chief Executive, Wales Co-operative Centre
Dai Powell, CEO, HCT Group
Guy Singh-Watson, Founder, Riverford Organic Farmers
Topics
Ken Skates
to
AM,
be
Economy
covered
Secretary
include:
for Wales
• Future of finance
• Public sector procurement
Topics be covered include:
Digital transformation
• Getting contracts into communities
• Leadership Risk management and succession
• Developing technology new products for growth
• Agile Engaging project the management
leaders of the future
• Innovative fundraising
•
Power
Measuring
of PR
social impact
• Opportunities Using Welsh language for growth to generate commercial value
Social Business Wales
Conference 2017 2018
Supporting social businesses with aspirations
to grow and be more sustainable
Llangollen City Hall, Cardiff Pavilion, Denbighshire
Thursday 5th 27th October, September, 9:30am 9.30am-4.30pm
- 4.00pm
This free national conference will provide an environment
for knowledge exchange, sharing best practice and
networking within the sector; encourage innovation;
and provide opportunities to learn from and build
partnerships with the private and public sector.
To register for your free place, visit:
bit.ly/sbwconference2017
wales.coop/sbwconf2018

HOW CAN WE HELP THE
CO-OP ECONOMY GROW?
34-35 Doubling the
co-op economy
36-37 Platform 6
38-40 US Worker
co-ops
41 Back to the chalk
board
42-43 Marketing
Co-operation
44-45 New ways of
storytelling
46-47 Marketing share
offers
AUGUST 2018 | 33

HOW DO WE DOUBLE
THE SIZE OF THE UK’S
CO-OPERATIVE ECONOMY?
By Miles Hadfield
Co-operative ownership models can provide an alternative to the
UK’s “broken” neo-liberal economy, says a new report – but a “hostile”
economic and legislative environment is holding this back.
Co-operatives Unleashed – an independent report from the New
Economics Foundation (NEF) – calls for a radical new framework to
remedy the situation. This includes a Co-operative Economy Act,
a co-op development agency for England and Northern Ireland, and
a “John Lewis law” compelling larger private companies to transfer a
proportion of profits into a worker- or wider stakeholder-owned trust.
The report, commissioned by the Co-operative Party to look at how
a Labour government could meet its manifesto commitment to double
the size of the UK’s co-op sector, warns that since the economic crash
of 2008, the UK has struggled with weak growth, stagnant wages and
productivity, low investment and rising inequality.
“The broken economy has lumbered on zombie-like, leading to
greater inequality and a growing political tension between a relatively
narrow, elite group of winners and those whose living standards have
stagnated,” it says.
Meanwhile, there are rising challenges brought by new technology,
an ageing population, changing patterns of work and environmental
problems. Co-ops offer solutions to this, the report says, because they
are purpose-driven, democratic, accountable and have proven more
resilient and productive than conventional businesses.
Speaking at the launch of the report at Parliament on 3 July, Co-op
Party general secretary Claire McCarthy said she hoped it would be a
“real resource” for the movement and would “fire the starting gun” for a
transformation of the economy.
In the report, authors Mathew Lawrence, Andrew Pendleton and
Sara Mahmoud call not just for a doubling of co-op turnover, but for a
“profound transformation in business ownership”.
Below: The report looks at ways to grow the co-op sector
They warn that co-ops are being held back
by “an absence of legislation and policy,
institutional support, advice, incentive
and promotion.
“With an economy that does nothing to help
co-ops thrive and everything to create a hostile
environment for models of co-operation, it
is unsurprising that the UK has one of the
smallest sectors of any country,” they add.
The report suggests five interlocking steps to
remedy the situation:
• A new legal
framework for
co-operatives
• Finance that serves
the co-operative
agenda
• Deepening co-op
capabilities
through a
Co-operative
Development
Agency
• Transforming
business ownership
• Accelerating
community wealth
building initiatives
34 | AUGUST 2018

Above: Shadow chancellor John McDonnell
“Growth in co-operation and the
democratisation of business will likely stall
unless we transform the hostile economic
environment into one that is conducive,” says
the report. “To this end, we also recommend
a ‘heartbeat’ policy we call an Inclusive
Ownership Fund.”
Under this proposal, “all shareholder- or
larger privately owned businesses would
transfer a small amount of profit each year
in the form of equity into a worker or wider
stakeholder-owned trust. Once there, these
shares would not be available for further sale.
“Partnership stakes carry with them
democratic control rights over the
management and direction of the business. In
many respects, our proposal for an Inclusive
Ownership Fund can be thought of as a John
Lewis law.”
Other recommendations include a
Co-operative Economy Act which would
include a right-to-own measure, supporting
employee buy-outs in business transitions. At
the launch, Mathew Lawrence said that, with
a generation of baby-boomer business owners
approaching retirement age, a “tsunami of
business successions” was on the way, offering
a vital way to grow the movement.
The report also wants a national investment
bank that includes a mandate for patient
risk capital specific to the co-op, mutual
and social enterprise sector; legislation
similar to that existing in Europe for the
creation of mutual guarantee societies;
co-operative enterprise grants for the
unemployed; and a stronger framework for the
Preston model of local procurement.
Mr Lawrence said the co-op model was
powerful because it addresses one of the core
problems of the UK economy, the imbalance of
ownership.
“It’s really no coincidence that in the last 70-80 years there were two
deep transformations of economy, under Attlee and under Thatcher,”
he said. Both were to do with ownership – through nationalisation and
privatisation – and now, he said, the country is due a third “much-needed
transformation”, this time to democratise ownership.
Labour’s shadow chancellor John McDonnell echoed this
view, adding that the pledge to double the co-op economy was
“pretty timid as a commitment ... I think we can do much better
than that”.
He said the report would help a Labour government meet its commitment
to democratising the economy. “This is a really exciting period where
we’re developing the ideas and commissioning expert resources,” he said,
adding that he wanted to put the ideas in the NEF report into Labour’s
first Queen’s speech.
“We’re taking the promises from the last manifesto and new ideas. Just
in case this government does collapse, we’re trying to transfer policies
into an implementation manual,” he said.
Mr McDonnell believes the ideas in the report would help Labour take
over the Conservatives’ mantle as the party of business, at a time when
the government was falling out with business leaders over Brexit.
He said he wanted to democratise the decision-making process, with
opportunities for “a renaissance in local government” and scope to use
ideas such as the commons and trust model to change land ownership.
But – while some in the Co-op Party have argued for mutual models for
transport and utilities – he said: “We will use the traditional mechanism
that Attlee developed” of full nationalisation for rail, water, the
Royal Mail and energy.
Below: Sara Mahmoud and Mathew Lawrence from NEF at the report launch with
Labour/Co-op MP Jim McMahon
Read the New Economics
Foundation report at
s.coop/29e2t
AUGUST 2018 | 35

PLATFORM 6:
HELPING THE MOVEMENT
SEIZE ITS MOMENT
By Susan Press
It is something of a paradox that at a time when
the co-operative movement is in pole position
to transform our economy, the number
of co-op development agencies and
bodies offering support to new start-ups
has significantly fallen. But all that could
change, thanks to an online initiative to
consolidate knowledge and expertise using the
latest technology.
Platform 6 Co-operative is headed by Dr
Mark Simmonds, who for the past six years has
been helping people start and grow co-ops via
Co-op Culture, a consortium of members and
associates with wide experience of supporting
co-operatives. It conducts research, and offers
advice on everything from feasibility studies
and finance to drafting community share
offers, grant and loan finance, governance
and structures, and delivering training and
workshops. So far it has helped clients in fields
including agriculture, energy,. housing and
food co-ops.
Dr Simmonds has a long association with
Co-operatives UK and currently occupies
the co-operative development seat on its
board. He agrees that recent years have
not been easy for traditional co-operative
development agencies (CDAs) and co-op
development bodies (CDBs) – but says their
decline started much earlier.
“The main problem is the lack of funding
streams which are available for development,”
he says. “CDAs were doing well until Margaret
Thatcher pulled the funding plug from central
government in the 1980s and over the years
most of them have fallen by the wayside
– although there are about half a dozen
left in places like Coventry, Warwickshire
and Lincolnshire.
“The CDB Forum, hosted by Co-operatives
UK, is still up and running and there are still
about 25 CDBs but they have really struggled
for a variety of reasons including overheads
and the fact there is now more paid work with
social enterprise rather than co-operatives.”
He adds: “At Co-op Culture we realised we
had a lot of expertise within co-ops we had
supported over the years – and lots of them
were already doing development work. But it wasn’t paid and it was under
the radar. The only thing there purely for co-ops is the Hive, funded by the
Co-operative Bank and run by Co-operatives UK. However this is limited
and very competitive.
“Power To Change has lots of Lottery money in trust but it is tied to
community businesses and many co-ops are not eligible. We knew we
could get lots of work supporting community stuff but not worker co-ops
who are the people we want to work with. There is huge demand out there
but it is under-resourced.
“We thought could we create a fund for the whole co-op movement
which would allow people to put money in. That’s where the idea for
Platform 6 came from.”
Platform 6 aims to grow the co-operative economy through the peerto-peer
provision of high-quality expertise, services and funding using a
co-operatively owned and controlled digital platform.
It was incorporated as a co-operative just a month ago and its founder
members are planning a comprehensive network of co-operative
expertise and shared resources. They hope this will generate funds for
co-operative development and broker relationships to deliver formal cooperative
business support to new and existing co-operatives.
If all goes to plan, the network will be developed by the members
through Loomio, a platform which allows online discussion and
structured decision-making by members supporting each other through
peer-to-peer advice. The idea is that the platform will fund payment for
co-operative development consultancy work as well as events training,
workshops and pretty much anything else members want to fund.
Above: Platform 6 has worked in areas including agriculture
36 | AUGUST 2018

Above: Mark Simmonds of Platform 6
“Platform 6 was incorporated
as a co-operative about a month
ago,” says Dr Simmonds, “and there are now
50 people in our working group which will
explore the platform and how it operates. We
are opening up membership so anyone can
become a member who subscribes a minimum
amount of £1 a week.
“The other thing we want to do is improve
knowledge of resources, which is currently
quite poor. We are creating an online database
of all UK co-operative development resources.
It will be a bit like Wikipedia, anyone can go
on and edit it and the co-op movement will
have a shared resource. We are asking people
to sign up, join our e-mail list and support
us financially.”
The development of Platform 6 follows a
report released in January by Co-op Culture
which identified lack of finance and startup
support as the key issues affecting the
ability of worker co-operatives to get off the
ground. They supported the idea of Barefoot
Co-operative Development Practitioners,
working with Co-operatives UK to develop
training courses to help new and developing
co-ops. It is also hoped that retail co-operative
societies will opt to put more money into
co-operative development as Platform
6 evolves.
The initiative arrives on the heels
of Co-operatives Unleashed – an independent
report from the New Economics
Foundation into how Labour could deliver
its 2017 manifesto commitment to double the size of the co-op
economy and build an alternative to austerity and neo-liberalism
(see pages 34-35.)
It calls for a radical new framework with many exciting proposals including a
Co-operative Economy Act, a co-op development agency for England
and Northern Ireland, and a “John Lewis law” compelling larger private
companies to transfer a proportion of profits into a worker- or wider
stakeholder-owned trust.
Dr Simmonds agrees the potential for the co-operative movement to
grow is enormous. ”If we are to double the size of the co-op movement
then we need to double the size of co-op development,” he says. “There is
a massive opportunity here.”
Last week, founder members of Platform 6 took part in Open 2018,
a conference which drew more than 400 co-operators, academics and
politicians to explore the potential of platform co-operatives to harness
the latest technology and bring the movement together.
“We are entering very interesting and exciting times with a lot
of challenges around resources and energy constraints,” says Dr
Simmonds. “The economy is going to have to change radically and co-ops
are very well placed to help that.
“Horizons will contract and we are going to have to relocalise trade
because of things like fuel shortages. There is a new wave of co-operation
coming from the new economics and a growing commitment to solidarity
and equity via local problem-solving economies.”
He adds: “The last time we had such a massive explosion of cooperatives
was during the early expansion of capitalism into large urban
centres. The Rochdale Pioneers led the first Transition Town. Every
community can be a community of co-operative enterprise operating on
a human scale.
“The problem we are addressing is the underfunding of co-ops
– so we are building lifeboats rather than ocean liners and making sure
they are ready to float. We are looking forward to developing an active
and engaged community of practice and opening up co-op development
to everybody with a huge amount of expertise.”
u More information at platform6.coop
“If we are to double
the size of the co-op
movement then we need
to double the size of
co-op development.
There is a massive
opportunity here ...”
AUGUST 2018 | 37

WHAT HAS CAUSED THE
NUMBER OF U.S. WORKER
CO-OPS TO NEARLY DOUBLE?
By Rebecca Harvey
Ten years ago, there were around 350 worker co-ops in the USA. Now there are nearly 600, largely thanks to a perfect storm
of economic and social change. This has been witnessed by the United States Federation of Worker Cooperatives (USFWC), the
national grassroots membership organisation for worker co-ops, whose mission is to ‘build a thriving co-operative movement
of stable, empowering jobs through worker-ownership’.
Executive director of the organisation
is Esteban Kelly, who came to co-ops
through student housing co-operatives
in Berkeley, California, before organising
co-ops across Canada and the US with the
North American Students of Cooperation
(NASCO). He has since served on numerous
boards including the USFWC, the US
Solidarity Economy Network, the National
Cooperative Business Association (NCBA-
CLUSA) and the Cooperative Development
Foundation (CDF), and is a co-founder of the
cross-sector Philadelphia Area Cooperative
Alliance (PACA).
“My work day-to-day is weird,” he says.
“We’re national and it’s a big country! We’re
at the beginning of this major growth curve
of worker ownership and worker co-ops
becoming much more mainstream. I’m doing
my best to figure out what I need to do at any
given moment to tap into the right interests,
resources and energy.”
USFWC has around 200 members – some
are co-op developers or local networks, but
most are individual businesses that are worker
co-ops or democratic workplaces. “A few are
start-ups, and we also have a new category
for businesses that recently converted to
becoming worker co-operatives. They have
been operational in running their business for
a while, but are really young and new to the
idea of doing this in a co-operative way.”
A PERFECT STORM
Over the last decade or so, he has witnessed
the number of worker co-ops in the USA grow
exponentially. What has caused this?
“It’s not easy to put my finger on, so here
are some of my own hunches,” says Esteban.
“I think it’s one of these right timing / perfect
There are now 80 co-ops in New York, up from around 12
38 | AUGUST 2018

the very start. “Even at our founding conference, we were clear that our
leadership was multiracial and that we were disproportionately supporting
the leadership of people of colour, low income people, immigrants,
women – and so we had this blended leadership at the beginning.
“Our national conferences [which are now held every other year] have
always had this very intentional, very aspirational, very forward looking
sense. We got out of the mindset that the work we were doing was to
just to serve who we currently are. That mattered a lot as it meant that
we had this bigger promise – our mandate is helping to bring about the
vision that we know is possible for everyone who is using this model,
at the same time as supporting and grounding the leadership of the
existing co-operatives.”
Demographically, white worker owners are only the second-largest
group within USFWC membership, at about 40%. “It’s 42-43% Latino
and the other 20% or so is other people of colour, mostly black, and then
maybe 5-6% Asian, including South Asia or Middle Eastern.”
A DIFFERENT WAY TO DO THINGS
Esteban Kelly, executive director, USFWC
storm kind of things. There was an alignment
of enough weird things that sparked at a
certain point.”
One of these things was a shift at USFWC
itself. Founded in 2004, the organisation’s
traditional power base was long-established
worker co-ops which tended to be “more
middle / upper middle class”, involving people
who saw co-operatives “as an alternative,
an opportunity to opt out of the traditional
economy”.
“Within a few years of USFWC being formed,
we saw the power of the co-op model to
address all of the social, racial and economic
issues that were motivating the beliefs, values
and politics of our own different communities
– but everyone was doing that outside of the
co-operative sector,” he says.
“Then researchers who weren’t in co-ops
but were part of our ecosystem, lenders who
were starting their shift towards socially
responsible impact investing, and community
economic developers that were looking at
different kinds of community, all started coming
together with worker co-ops saying: ‘this
[co-op model] seems to have served white people
really well. What about bringing some of this
wealth and success to communities of colour,
to immigrant communities, black and brown
workers?’ So at some point, our culture started
evolving and shifting around that.”
But diversity was at the core of USFWC from
The 2008 financial crisis was a big catalyst, too, says Esteban.
“When the collapse happened, there was suddenly a hunger for another
way to do things. We started having people who were in thought
leadership and positions of power saying ‘OK, let’s take a closer look at
this co-op thing – and especially this worker co-op thing’.”
Around the same time, filmmaker Michael Moore produced the
documentary Capitalism: A Love Story (2009) which profiled worker co-ops,
including some of USFWC’s members. And then in 2011 Occupy Wall Street
happened. “People were literally in encampments all over the world saying
‘Capitalism, that’s the problem. But what are the solutions?’ and sitting
down, telling each other about co-operatives. And then the International
year of Co-operatives happened in 2012. All of these things just built
on each other.”
Throughout all of this, USFWC had begun to build its co-operative
development wing, a nonprofit called the Democracy at Work Institute,
to ensure that worker co-operative development in economically and
socially marginalised communities was adequately supported, effective,
and strategically directed. “This was able to capture philanthropic grants,
and plug this into the engine of expertise and networks,” he says. “We
were able to use that to run training institutes, and to build up a field of
co-operative development that we realised was missing in our ecosystem.
We needed more experts, more co-operative lawyers, more community
organisers to understand this model - more people embedded in nonprofits,
to train them about the co-operative business model so they
could become partners with us.”
There was local growth, too. In 2014, Bill de Blasio was elected mayor
of New York City under a mandate of left-wing populism. “Newly
appointed staff, some of whom were friends of friends of friends of
USFWC, were saying ‘I’m in a position of power, what can I do that would
be helpful?’”
That was a game changer as more funding avenues opened up, with
dollars flowing into an ecosystem that supports, incubates, trains and
further develops worker co-ops. “We’re getting $3.8m this financial year,”
says Esteban. “Our local chapter in New York has a bigger budget than
we do because they’re able to tap into that funding, so they’re able to
do a lot of programming and also raise the profile of worker co-ops. Now
we believe there are about 80 co-ops in NYC alone. When this all started
there were about 12.”
AUGUST 2018 | 39

TELLING STORIES
So how can the stories of all these hugely diverse businesses be told?
Esteban believes that any kind of marketing has to be organic “in the
sense that we can’t mimic what other businesses do, who focus on just
one thing. We’re multifaceted. We’re in every sector. We’re organised in
different ways, whether that’s worker-owned, or farmer-owned, etc, so
we can’t be lazy like that. I think it means we need to be much more
adaptive to audiences.”
He adds: “If you’re talking about worker co-ops and you’re targeting
a millennial audience, maybe that story is about how co-operatives
could be a better solution to the crisis of building a career, because of
the dismantling of the traditional workplace. There’s a whole angle there
of entrepreneurship and value alignment that speaks to the ‘millennial
demographic’. So that’s one story – but it’s not the same story you’re
going to tell to a baby boomer.
“We’re dealing with a very diverse sector. We’ve got everyone from
engineers that are making car parts for Tesla, to immigrant workers
who are cleaning homes, or driving taxis or landscaping. And of course
everything in between, it really runs the full gamut. So how do you tell that
story? Well, the answer is that it’s not one story.
“It’s about being able to find ways of being specific, highlighting people
rather than the model, getting the stories of entrepreneurs or worker
owners to build the empathetic hook.”
He gives the example of a brew pub: “People are interested in beer –
that’s the hook. It’s sexy, they’re excited. We can say: ‘Here’s a brew pub
that everyone’s excited about’. And because they are already excited, then
we can talk about it being worker-owned and about it being empowering.”
It’s also about “sneaking co-operation into other places” instead of
co-ops just telling their own stories, says Esteban. “We have started talking
“Opportunity Threads is one of many worker-co-op success stories in the USA.
It’s an immigrant-owned cut and sew textile factory in North Carolina, set up in a
traditional textile region that has seen factories were dismantled and jobs shipped
overseas. The co-op has around 60-80 worker-owners, almost all immigrants, who
are connected to a whole value chain: they’ll source the cotton from an employeeowned
cotton place, do the cut and sew and ship it to another worker co-op that
does silk screening. Then they’ll sell the bags for a consumer co-op grocery store,
or the USFWC conference T-shirts. We’ve helped them connect to markets and
opportunities, and also helped connect these immigrant workers and their families
to formal healthcare for the first time.” - Esteban Kelly
about how do we get people in Hollywood who
are writers on shows to include background
characters or sub-plots where someone is
involved in a co-operative, or somebody sells
their business to the workers, or something. It’s
in science fiction too – Kim Stanley Robinson
writes about that stuff all the time, as did
Ursula K Le Guin.”
USFWC has also found some success and
breakthroughs telling stories about what
are traditionally thought of as conservative
small business.
“[There’s a] myth that co-operatives are all
alternative, leftist and progressive – sure they
might be, and many of them certainly are – but
they’re also not exclusively that,” he says.
“It’s important to also share the stories
of co-ops which, for example, manage to
stabilise rural communities that have fewer
economic opportunities, like where some guy
sells his hardware store to the workers and
it becomes a worker co-op – now you have a
rural co-operative in a conservative area where
you have worker owners who feel empowered.
They’re excited about it, so they tell the
story themselves.”
He highlights the importance of telling
“stories which aren’t just ‘we’re all progressive’
or ‘we’re all well-educated white radicals’ – but
which also say ‘we’re black-run businesses’,
and ‘we’re immigrant-run businesses’”.
It’s also important to “be able to include a
counter-narrative,” he says. “So when people
say ‘oh, all you do is in the caring economy -
childcare and homecare - we can say ‘no, no, no,
we also actually do this other thing’. Or they say
‘oh, you only do service-sector low-wage jobs’,
we can say ‘actually we have high-end jobs too’.
“I think we need that nimbleness
to help people expand the frame
of what they think of as co-operatives.”
40 | AUGUST 2018

BACK TO SCHOOL
By Rebecca Harvey
CO-OPERATIVES PROVIDE EDUCATION AND
TRAINING FOR THEIR MEMBERS, ELECTED
REPRESENTATIVES, MANAGERS AND
EMPLOYEES SO THEY CAN CONTRIBUTE
EFFECTIVELY TO THE DEVELOPMENT OF THEIR
CO-OPERATIVE. THEY INFORM THE GENERAL
PUBLIC, PARTICULARLY YOUNG PEOPLE AND
OPINION LEADERS, ABOUT THE NATURE AND
BENEFITS OF CO-OPERATION.
~ The fifth co-operative principle, as published
by the International Co-operative Alliance
The co-op sector can only grow if people know
about the business model in the first place.
And at a time when syllabuses of business
courses rarely mention co-ops, a connection
with education institutions – in particular
schools – is more important than ever.
These connections come in different shapes
and sizes, tailored to suit the capacity of the
co-op and the needs of the school.
Sometimes it takes the form of financial
support. Heart of England Co-op recently
awarded SS Peter & Paul Catholic Primary
School £1,000 towards the purchase of 30
musical instruments, while Tamworth Co-op
has helped a local pre-school purchase pots
and pans for a new outdoor mud kitchen,
as well as small log chairs and dressing-up
clothes. And Midcounties has been working
with schools to help save energy through its
Green Pioneers programme.
Others make this connection through
meaningful work experience placements;
Central England, for example, created a
pioneering initiative giving opportunities to
students with special educational needs (the
SENce to Aspire programme), while Unicorn
Grocery Worker Co-operative in South
Manchester hosts school visits and provides
placements.
Lincolnshire Co-op is doing interesting work
with schools as well, running free education
sessions on Fairtrade, employability skills and
alcohol awareness, among others, tailored to
different key stages.
The Co-op Academies Trust, a charity
controlled by trustees appointed by the Co-op
Group, operates 12 academies across Greater
Manchester, Stoke-on-Trent and West
Yorkshire, with more to come. The Trust’s aim is
that “children and young people and those that
work for the Trust understand the benefits of
co-operation and how a co-operative approach
can make life fairer for all in the modern world,
by applying co-operative and ethical values”.
Recently, Co-op News visited students at the Co-op Academy in Leeds,
where co-ops – and their history – are covered in PSHCE (Personal, Social,
Health and Citizenship Education) lessons.
“The people starting co-ops wanted to change the way businesses and
supermarkets worked as they didn’t think the current system was fair,”
said Salah Doudai, a year 10 pupil. “Co-ops are about communities coming
together for a particular reason, to solve a problem,” adds year 8 student
Lamek Abraha.
But these pupils don’t think that co-ops do enough to tell people what
they are and what they do. “Some people don’t know what you’re on about if
you say ‘co-op’ to them, so I think people need to learn about co-ops more,”
says Fayann Whitney from year 7. They think that worker co-ops are a good
thing, too. “It’s important that everyone is treated equally, in the workplace,
and everyone gets paid what they deserve,” says Salah.
One problem, they all agree, is that TV ads for Co-op Food are the only
time they hear about co-ops outside school. “The adverts don’t talk about
all the other parts of what a co-op is and does,” says Lamek – and young
people “don’t really watch TV any more anyway.”
“Since we have mobile phones, social media, streaming apps, things like
that, the adverts don’t mean anything to us,” says Salah. These students
use YouTube, Instagram and Snapchat, where ads are tailored to the content
they watch – and are largely skippable.
Another problem is that the adverts aren’t relevant to them, says Syeda
Sumayya Ali, from year 8. “We’re more interested in things like social media
and technology. A food advert doesn’t mean anything to us. Maybe everyone
needs an induction day, like you have before high school – an induction to
co-ops to learn about the different types while finding it fun. If people are
interested about it, then they would spread it on.”
The students also think more should be taught about co-ops in schools.
“If you know about co-ops, then when you grow up and know what job
you want to do, you can set up your own co-op rather than just looking for
something,” says Fayann.
Salah adds: “If people get taught about the co-op values and what they
do behind the scenes, people would be more inclined to get involved. Today
a lot of people are all for values like equality and diversity. At the moment
though, too many people aren’t really aware of what co-ops are doing - they
think it’s just another food store.”
AUGUST 2018 | 41

HOW TO MARKET THE
CO-OPERATIVE DIFFERENCE?
Co-operatives are a unique form of business, each with a different story. So what’s the
best way to tell these stories? Nine co-op communication specialists give their top tips.
OLI WATTS, HEAD OF COMMUNICATIONS AND COMMUNITY AT THE EAST
OF ENGLAND CO-OPERATIVE
“The key is to use absolute authenticity to make a lasting, powerful impact.
The truth is there is not one thing that sums up our co-op difference;
it’s all the little things that we do differently every day because we are a
co-op. We call this ‘Small things, big difference’. The abundance of stories
we use to explain this concept are always from real members, customers
and colleagues – and mean we can authentically show what it means to
be a co-operative”.
LEIRE LUENGO, DIRECTOR OF COMMUNICATIONS
AT INTERNATIONAL CO-OPERATIVE ALLIANCE
“Tell how, tell
why, tell who.
Cooptelling”
NICOLA HUCKERBY, MANAGER OF
COMMUNICATIONS, MEMBERSHIP AND
EVENTS AT THE CO-OPERATIVE COUNCILS’
INNOVATION NETWORK AND CO-OPERATIVE
COMMUNICATIONS AMBASSADOR AT
BRANDING.COOP
“Remember that people are looking for ethical
values-based businesses to deal with. You
have to make it easy for them to find you – so
use a .coop domain and the COOP Marque at
every opportunity. Tell everyone you meet that
you are proud to be a co-op. People love facts,
so tell them you are one in 1.2 billion, and that
there are 7,226 co-ops in the UK. It’s a great
conversation starter!”
Evelyn Rutter, Funeral Bereavement Support for East of England Co-op
SARAH CHILTON, HEAD OF CUSTOMER INSIGHT AND MARKETING AT THE
SOUTHERN CO-OPERATIVE
“We market our difference by actually ‘doing,’ this in turn creates the
stories that we are able to tell. At Southern Co-op, we are committed
to working together with our members, customers, colleagues
and others for the benefit of our communities across the south of
England. Our vehicle for doing this is our Love Your Neighbourhood
programme. It is the difference that we make in our communities
which forms a core element of how we talk about Southern
Co-op. After all, advocacy from our customers in the surrounding areas
of our stores is a very powerful marketing tool.”
ANDREW MALLINSON, MARKETING AND
COMMUNICATIONS OFFICER AT THE
CO-OPERATIVE COLLEGE
“The one thing that I’d say is most important to
remember when marketing your co-operative
difference is knowing who your audience is.
What are their interests, what publications
do they read, where do they spend their free
time? Identifying key characteristics allows you
to create audience personas that will help you
target your products or events at people who
will be most interested.”
42 | AUGUST 2018

ASHLEY SELLWOOD, COMMUNICATIONS AND MARKETING OFFICER AT THE PLUNKETT FOUNDATION:
“It is important to promote how your co-op is different to others. This could be that you provide volunteer training, social clubs
for local people or a community café.”
Above: Becky White with Active and In Touch a Co-op Group-supported charity
Plunkett Foundation supporting community pubs
HELEN CARROLL, DIRECTOR OF BRAND AT THE
CO-OP GROUP:
“Co-ops should market themselves by shining
a light on the difference they are making,
rather than just trying to explain that they are
different. Why co-ops exist is not a sell in itself
if our actions are the same as everyone else’s.
Show, don’t tell, should be at the heart of an
effective co-operative marketing approach.”
MIKE ERSKINE, MARKETING OFFICER, WALES CO-OPERATIVE CENTRE:
“What I always try to recommend to our clients who are trying to market
what makes them different is – go digging for those personal stories that
lie deep within your organisation, which reflect your vision, your co-op
values. Can you find an individual who has faced a tough challenge and
has, thanks to the support from your organisation and other partners,
tackled that challenge head on and come out the other side better for
it? It is those human interest stories which have that stick factor and will
make people remember your co-op difference.”
LAURA DUNNE, HEAD OF MARKETING AND MEMBERSHIP AT THE LINCOLNSHIRE
CO-OPERATIVE
“Generally, it’s the purpose of what you’re
doing that’s different because you’re a
co-op, or the approach you take. We focus
on these aspects in our marketing to get
some standout from the crowd who are
often reporting similar outcomes”
AUGUST 2018 | 43

NEW MARKETING STRATEGY
IS WELL VERSED IN THE
CO-OP DIFFERENCE
By Miles Hadfield
A tried and tested way of marketing the co-op difference has been to
“tell the co-op story”.
Whether it’s celebrating the founding principles of the movement,
exploring its ethical role in the community, or demonstrating its flexibility
and resilience as a business model, a narrative offers a simple, engaging
and relatable way to put the message across. It’s also one which chimes
with the people-centric ideals of the co-op model.
So perhaps it is no surprise that, with the recent boom in performance
poetry and other forms of spoken word which tap into centuries-old oral
storytelling traditions, co-ops and mutuals have led the way in adopting
the artform to its marketing strategies.
Examples include the ad campaign for the Nationwide Building Society,
the annual poetry competition run by Divine Chocolate, and the Co-op
Group’s choice of poet Lemn Sissay as the ambassador for its member
pioneers scheme.
For the 2018 Co-operative Fortnight, Co-operatives UK commissioned
a short film to celebrate the movement from Blake House Filmmakers
Co-op, which featured Isaiah Hull, who emerged from Manchester poetry
collective Young Identity.
Simon Ball from Blake House says: “We chose to commission a poem
for this piece as we wanted to change the language used to describe
co-operatives from a jargon-based technical, business-centric approach
to one that captures the essence and spirit of the movement.
Below: Letterpress Collective, taken from Co-operate, the film commissioned by
Co-operatives UK and produced by Blake House Filmmakers Co-operative.
“We didn’t think
of the piece in
marketing terms
as we wanted
to celebrate
the diversity
and richness of
the movement
without even
thinking of a
‘co-op difference’”
“In our experience the co-op movement has
a branding issue in differentiating itself from
the Co-op Group and Bank because of their
use of the name and their prevalence in
society. We wanted to draw attention to
the diversity of co-ops to the wider world,
the great things they can achieve and
the values that they hold. A poem was
the perfect medium to present this in
combination with the other elements present
in the film.”
The spoken word scene is not just a good fit
with the diverse nature of the movement, it also
has a strong grassroots element, drawn from
small, self-organised events in libraries, pubs,
cafés and community centres – which again
mirrors the strong community base of the
co-op movement.
44 | AUGUST 2018

“The grassroots element to production was an important aspect for us
to include,” says Simon. “We don’t see the poem as a separate entity from
the film and vice versa, but as one cohesive piece that works because
each element of the process complements the other.
“Filming with over 70 co-operators, we were able to collaborate with
each featured co-op to show their essence and heart by not using
traditional marketing setups, but a more stylised documentary approach
that was based on the words of the poem. In turn, this methodology
Above: Isaiah Hull, Manchester based-poet. Credit: Cesare De Giglio Photography
was presented to the poet before the commission in anticipation of this
method of filmmaking.”
He adds: “We believe strongly in the positive and transformational
impact co-ops have in the world and this commission was a brilliant
opportunity for us to try to begin articulating this impact. We believe
that focusing on the personal and collective, rather than enterprise,
is essential for co-operatives. This is how we became aware of the
movement and we see it as an integral part of how co-operatives should
speak to the wider world.”
One of the poets to feature in an ad campaign developed by creative
agency VCCP for the Nationwide Building Society, Jo Bell, says its mutual
ethos was one reason behind her decision to join the project.
She tells the News: “I did think about the ethics – I did some homework
on Nationwide and it’s amazing how the people who work at Nationwide
really believe in it. It’s not a bank, its a mutual.
“When I did my first ad, I looked at the history, I talked to people who
looked after the brand and they were genuinely committed to mutualism
and saving safely. I was struck by the idea it was specifically so people
who had been excluded by banks could be given a way in.”
Jo used the narrative aspects of poetry to tell an old and significant cooperative
story – that of Elizabeth and Alfred Idle, who became the first
people to sign a mortgage with the building society in 1884.
“These were genuinely people who wouldn’t have been able to borrow
anywhere else,” she says. “They were doing this to make the lives of their
nine children better.”
Jo was originally asked to write about Alfred but realised that his wife
also played a crucial role in the story. “I realised Elizabeth was working in a
circulating library for working people,” she says.
“She was involved too – so I said, I’m bringing
her in, her name is on it as well.”
Asked why poetry had an appeal to co-op
and mutuals in terms of marketing, she says:
“It’s a short cut to emotion – and perhaps
financial institutions are harder to relate to in
emotional ways. And why mutuals? I suppose
the easy answer is that they’re nicer people.”
She adds: “I felt more comfortable on the
project when I realised they were sincerely
talking about solidarity. People at Nationwide
told me they’ve worked elsewhere in the
financial sector and found Nationwide a much
nicer place to work.”
And it’s not just a one-way street when it
comes to spreading the co-op word: Jo says
people working in the arts can benefit from the
movement and its values.
“We are all living such precarious lives in the
arts. We’re all in the arts because there is one
individual thing we want to express,” she says,
“but what I’d like to see is a bit more solidarity
over things like pay. You have people taking free
gigs and so on, because it’s good for exposure,
and they can end up and feeling isolated. It
would be good if we could get together so
people feel more supported – in that sense
building a community of small players so
people feel part of something bigger.”
u Co-operate, by Blake House Co-op and Isaiah
Hull: s.coop/29yr4
u Mortgage Number One, by Jo Bell: s.coop/29yr7
Below: Poet Jo Bell Credit: Lee Allen Photography
AUGUST 2018 | 45

HOW TO MARKET
COMMUNITY SHARE ISSUES?
INSIGHT FROM TRIODOS
By Miles Hadfield
Crowdfunding and community share offers
are becoming more important as sources of
finance, fuelled by the rise of social media and
new ideas around the sharing economy.
But these offers do not work unless the
message goes out – which has given rise to
a series of marketing initiatives which range
from widespread social media campaigns to
targeted messages to established investors.
Among the organisations leading the way on
community share offers is sustainable banking
specialist Triodos, which earlier this year
launched a UK crowdfunding platform.
Triodos has also just launched a £4m bond
issue for Burnham and Weston Energy, one of
the largest community-owned solar farms in
the UK.
Whitni Thomas, senior investor relations
manager at Triodos, says the first step to
successfully marketing an offer is to consider
the organisation itself. “We spend from
18 months to two years working with an
organisation – getting to know them and
understanding their business model.”
The first question is whether or not repayable
capital is an appropriate model – and if so, who
are the best investors?
“What we find more and more is that we are able to find offers that
are suitable to ordinary investors,” she says. “We’ve been raising capital
from professional investors, or everyday mainstream investors, for over a
decade now. And at the end of January we have made all our investment
opportunities available through our crowdfunding programme.”
Triodos has worked with some community benefit societies and
community interest companies, and in 2015 helped Chelwood Community
Energy in a multi-million pound fundraiser. It is now experimenting with a
new model for community energy. Instead of structuring as a community
benefit society using withdrawable shares, Triodos suggests structuring
the investment as a long-term bond – which is eligible for an innovative
fi n a n c eI S A .
This can hold peer-to-peer loans and crowdfunded securities, and
allows HMRC and the Treasury to recognise this method of channelling
funds to SMEs. And it enables savers and investors to put the bond in an
ISA, says Whitni. The risks mean the investment would not be suitable for
a traditional stocks and shares ISA.
Such methods make bonds more attractive to investors, an important
consideration when marketing an offer. But for a sustainable bank seeking
ethical investors, there are other considerations.
“For community-owned energy, the project must repay investors but
we also want to make sure a meaningful amount of benefit is derived for
the community,” says Whitni.
In terms of selecting a marketing approach, it depends on how
much a needs to be raised, “Renewable energy tends to be a
multi-million pound proposition and that is why these companies
come to us. They recognise they can’t raise that just through the
Below and right: Bonds are available for the solar farm operated by Burnham and Weston
46 | AUGUST 2018

grassroots approach,” she adds. “You need
a three-pronged approach. There’s the
grassroots channels, you spread the word, and
get early investment from people in the local
community. But we work through our platform
and our community of investors, and find
more sizeable investments from institutional
sources. The last two is what we bring.”
For smaller community projects that only
require £300,000 or £400,000, Whitni says:
“It is easier for those organisations to do it
in a grassroots way, in its community and
the surrounding area.” And in more wealthy
areas, more can be raised, she adds –
another consideration to bear in mind when
presenting an offer.
But “there’s no secret sauce” to the
marketing process: “It’s just doing what we do.
I guess the advantages have with our team is
that we are a bank, with a public relations and
communications team.
“We have a promotions budget but we
don’t need to pay for advertising – we rely on
a community of investors and we spread the
word that way. With every new offer we try
to look for an interesting angle, to spread the
word and generate some interest.”
Triodos does this through the now
tried-and-tested social media platforms such
as Facebook and LinkedIn. “You’re never going
to see us on the side of a bus,” adds Whitni.
“We do it through Facebook posts, it’s quite
low-key, and we don’t tend to really promote or
advertise specific investment offers.
“We just try to build brand awareness of the
bank as a go-to place for where their money
is going.
“What we are finding – which is satisfying –
is that a meaningful percentage of people who
have signed up are new to Triodos Bank.”
“We have a promotions
budget but we don’t
need to pay for
advertising – we rely on a
community of investors
and we spread the word
that way. With every
new offer we try to look
for an interesting angle,
to spread the word and
generate some interest”
WHITNI THOMAS TIPS ON MARKETING A SHARE OFFER
THROUGH SOCIAL MEDIA
1. Be very careful not to lead on financial performance: it’s not
appropriate for social media, where you don’t have enough
space to accurately balance the claims you make in terms of
financial performance with the risk.
2. Lead on impact: The way we do it with tweets and shortform
posts is to focus on what an energy organisation is
going to do, how much energy it’s going to generate. The
impact side is the pull.
3. Tickle someone’s interest: You can’t distil whole offers –
you are trying to direct them to a web page where you can
get the information. So you talk about the organisation, you
say ‘they are raising capital – come and have a look‘
4. Emphasise the community aspect: It’s about being part
of something – a lot of the language we see is ‘join up’, ‘be
part of this’. It’s that sense of belonging that tends to play
on social media.
AUGUST 2018 | 47

REVIEWS
A new day dawns for the world’s economic system – and
the collaborative model might suit it best
Collaborative
Advantage:
How collaboration
beats competition
as a strategy
for success,
Paul Skinner,
(Robinson, 2018)
£13.99
p Delegates at this year’s Co-operative Congress
If there is a common theme to discussions of the
economy – from local to global level – it is that we
are undergoing a period of huge change.
This has prompted the co-operative movement
to argue that new business models, based on
collaboration rather than competition, are better
suited to the challenges and opportunities
this brings.
It is an idea taken up in a new book from Paul
Skinner, a visiting fellow at Edge Hill University
business school. He is the founder of Agency
of the Future, a collaborative business consultancy,
and Pimp my Cause, which assists charities and
social enterprises.
Modern technology has brought new opportunities
for mass collaboration, he argues – and
collaboration is more effective than competition for
mobilising staff, customers and other stakeholders.
It fosters innovation, allows growth to outstrip
resources, brings a better understanding of
value creation, and brings “a true understanding
of human decision-making”.
But how can businesses take advantage
of this? Skinner argues that a new ways of thinking
are needed to transform business strategy and
marketing. He sets out five steps:
u find a common purpose that ‘sows the seed of a
new story’
u create opportunities by finding ways to engage in
the common purpose
u engage participation by creating defined
roles and customs
u iterate and accelerate by developing a deeper
understanding of early adopters
u build partnerships to help the organisation grow
faster and further.
He builds his argument with a useful study of the
rise and fall of the highly competitive business ethos
of the last 20th century, which has “remained the
dominant metaphor for business and organisational
strategy”. He identifies the flaws in the model,
which can lead to counter-productive goals, and
see organisations understating the importance of
creativity in unlocking value from their teams.
And in an age of rampant business disruptors,
the competitive ethos can leave organisations
with a blind spot when it comes to identifying new
challengers because they are so heavily focused on
established rivals.
It’s also unnatural, he argues, pointing put that
“it is our ability to co-operate in large numbers that
separates us from other species”.
This leads him to his version of co-operation, the
collaborative advantage – an “optimistic concept”
which “recognises that value can also be created
anywhere in the eco-system in which a business
operates ... Organisational success is born out
of fostering an optimal relationship with the entire
external environment that maximises the combined
total value-creating process and generates benefits
for the organisation, further enhancing the
lives of the customers it serves”.
It’s also socially rewarding, he adds, giving the
example of neurological experiments which found
that working collaboratively leads to people using
different parts of the their brains, which in turn
triggers greater empathy.
Skinner concludes with a look at how his ideas
have changed his attitude to his work in marketing
– which, he says: “should be about finding the
optimal way to cultivate the world’s financial,
material and intellectual potential for the greatest
possible good”.
In a world facing challenges such as poverty,
climate change, terrorism and war, it’s vital
that the collaborative ethos is communicated
effectively, he says. As a marketing man, he
frames it as a brand agenda called Surthrival –
“the process of growing stronger in a world of
complex risks” by building new collaborative skills
and technologies.
Ending the book on an optimistic note, he
hopes this ethos will help the world navigate its
way through the challenges to come, by “making
a humanitarian out of everyone”.
48 | AUGUST 2018

AUGUST
The Fall of the Ethical Bank: how a large group
of decision makers believed their own hype
- and got it spectacularly wrong

DIARY
CLOCKWISE FROM FAR LEFT: Greenbelt
Festival includes a space for festivalgoers
to learn more about co-ops;
Woodcraft Folk’s symposium will look at
the organisation’s many histories; The
Co-operative Press 2018 AGM takes place
in Sheffield; and Dai Powell is one of the
keynote speakers at the Social Business
Wales Conference 2018
24 - 27 Aug: The Greenbelt Festival
Celebrating artistry and nurturing
activism, Greenbelt Festival is an act
of the imagination – inspirational,
provocative and fun. This year, Anthony
Collins Solicitors, Co-operatives UK,
Midcounties and New Internationalist are
sponsoring The Exchange, a space where
festival-goers can learn more about what
co-operation has to offer.
WHERE: Boughton House
INFO: greenbelt.org.uk
31 Aug - 2 Sep: UK Society for Co-op
Studies – Conference 2018
The co-op movement has always
wrestled with the diversity of people,
places and organisational variations
that have emerged under the banner
of co-operation. This conference will
consider the issues arising from this
diversity – and how it is contributing to
the co-operative movement.
WHERE: Sheffield Hallam University
INFO: ukscs.coop/node/114
1 Sep: The 2018 Co-operative Press
Annual General Meeting
This year’s annual conference will be
held at Sheffield Hallam University
Business School to coincide with the
UKCS conference. The closing date for
receipt of proposals is Monday 6 August.
WHERE: Sheffield Hallam Business School
INFO: thenews.coop/2018AGM
15 Sep: Education for Social Change:
The many histories of Woodcraft Folk
To mark the transfer of Woodcraft
Folk’s archive to UCL, and working
towards Woodcraft Folk’s 100th
anniversary in 2025, Education for
Social Change examines the
organisation’s longstanding and
innovative engagement with children
and young people.
WHERE: UCL Institute of Education
INFO: s.coop/29jg1
26 Sep: Social Business Wales
Conference 2018
The free annual conference with
inspirational talks, practical workshops
and a celebration of business growth,
featuring speakers Dai Powell (HCT
Group), Guy Watson (Riverford Organic)
and Ken Skates AM. The Social Business
Wales Awards take place the night before.
WHERE: Cardiff City Hall
INFO: s.coop/29xks
12-14 Oct: Co-operative Party Conference
A weekend of inspiring stories, practical
ideas and skills you can use to begin
transforming your communities,
unleashing the power of ideas to build a
fairer, stronger Britain.
WHERE: Mercure Bristol Grand Hotel
INFO: s.coop/cooppartyconf18
2-4 Nov: NASCO’s 50th Anniversary
Cooperative Education and Training
Institute
Over 400 participants will converge on
Ann Arbor, Michigan, to share ideas,
learn new skills, and look at issues
affecting the global co-op movement.
WHERE: Ann Arbor, Michigan
INFO: s.coop/asco50th
22 Nov: Co-operatives UK Practitioners
Forum
The Practitioners Forum offers
professional training for people operating
in key roles in co-operative businesses
large and small. This one-day event is
made up of a series of specialist forums:
communications; finance; governance;
HR and membership.
WHERE: The Studio, Manchester
INFO: s.coop/29xlr
50 | AUGUST 2018

artistry activism belief
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