My five priorities for re-election to the Co-op National Members’ Council
1. Prices, products and service
Affordable prices, high quality products, excellent customer service
Britain’s grocery market is one of the most competitive on the planet. Co-op must continue to be relevant, competitive, and offer the best convenience shopping experience. Building on recent innovations such as opening franchise stores on university campuses and exciting new products such as the meat-free GRO range, I want the Co-op National Members’ Council to take the lead in asking members and shoppers what they think Co-op should be doing next to stay relevant, keep ahead of the pack, and how we should be trading in the ‘new normal’ we will all face due to Covid-19.
As a Member-owned consumer co-operative, it’s our business – and as the saying goes, the customer knows best!
2. Fair trade, responsible retailing, action against climate change
Continued leadership on the issues that matter most to Co-op members
Co-op pioneered fair trade, and from cruelty-free products to supporting clean water projects it’s vital that the Co-op National Members’ Council continues to champion our ethical leadership. With climate change now the biggest threat we face, I think Council should look at how Co-op will do even more to lead the way in this critical fight.
As a Co-op, like our founders we’re in the business of changing the world – not just selling tins of beans.
3. Putting our co-operative values and principles into practice
Making a real, co-operative difference
It’s the Co-op National Members’ Council’s job to ensure that Co-op lives up to our values and principles. One important area relates to what Co-op does with the profits we make as a business – our surplus. When the Covid-19 crisis is over and as we plan for the future, I want the Council to reach agreement with the Board on a new Co-op dividend policy, to be open and honest with Co-op Members about what this means and how we should invest the surplus Co-op makes.
It’s Co-op Members who have the final say on what happens to the profits we make as a business. Let’s make sure this happens.
4. Making Members matter and meeting community needs
Putting Co-op Members in the driving seat
Co-op’s response to the Coronavirus crisis has demonstrated the power of co-operation and Member ownership. The new Co-operate platform that promotes co-operation in the local community and enabling Members to donate their 5% reward to help those suffering from Covid-19 is just one example of what Co-op can do to involve Members in the business they own.
Without Members, there would be no Co-op. Building on its recent Join In work and the new Co-operate platform, Co-op can do more to bring Members together, both online and face to face in our communities.
5. Investing in employee safety and wellbeing
Safety First, and Fair rewards
Co-op has done great work in campaigning to improve the safety of the people who work in our stores and Funeral homes – particularly given the current very challenging circumstances. To better support the health and happiness of all of our employees, the Co-op National Members’ Council should oversee a review of a range of employment issues, from health and safety at work to staff pay and conditions.
Our workforce are Co-op’s greatest asset. With Co-op employees often going above and beyond to provide excellent customer service in very difficult conditions, it’s only fair that the Co-op National Members’ Council is confident they are being treated equitably.