Peter Roffey
Peter Roffey
I served on the board of the CICS previously during some its most successful years. I stepped down 8 years ago to allow the board to refresh itself, in line with a rule I helped to introduce myself. Now, after a lengthy break, and having retired from politics, I have the time to really throw myself into helping our mutual society to navigate some of the significant challenges it faces over the next few years.
I’m passionate about consumer co-ops in general, but in particularly about the Channel Island’s Co-op, and the role it plays in our community. I find the idea of a business being owned by its customers, and existing to serve them, rather than just maximising profits on behalf of large, faceless shareholders a very attractive one.
Of course none of that means that co-ops can afford to act in a non-commercial manner. If they do they will fail. But it does mean they can temper that imperative with a deep concern for the communities they serve, the environment, and consumer rights. It also means that co-ops can afford to think rather longer term in building value for their member/owners in ways which also benefit the wider community. And, while consumer co-ops are different to workers’ co-ops, they only truly thrive when they care about and invest in their colleagues. Our co-op’s colleagues are by far its greatest asset.
I hope I proved my skills in delivering such “co-operative benefits” during my previous incarnation on the board. I know I also proved my ability to be a part of a team which delivered very significant financial success. I would love too be able to contribute again as our mutual business seeks to recover from what could best be described as “a wobble” - both in terms of financial outcomes and co-operative governance.
While I don’t doubt that things have moved on over the past 8 years my deep knowledge of the Channel Islands’ retail industry and how it works will help me to hit the ground running. It is not the board’s role to manage our co-op, but it is their job to provide strategic direction and vision to the executive. That can only really be done if the you understand the market place within which the CICS is operating ,and therefore the likely impacts of those strategic decisions. I have that vital knowledge built up over long years of service.
I also have a lot of experience of the wider co-operative movement in the UK. For a number of years I was a member of the “performance management committee” within the Co-op Group’s membership council. I regularly travelled to meetings in Manchester to fulfil these duties. Why is that relevant to the CICS? Because one of the challenges that it faces over the years ahead is being a member of a buying group which is far more focussed on convenience shopping than on merchandising larger stores. That disconnect needs to be managed very carefully and I believe my experience within the wider co-operative movement will be a significant benefit in this respect.
My wider life experience also brings skills to the board that will be really useful. Many years as a senior journalist means I can help support the vital messaging our business puts out. Plus a great deal of experience in leading big organisations which require budgetary discipline, careful change management, and leadership skills.
But I have another reason for wanting to rejoin the board after a long absence. I mentioned previously that our mutual business had suffered a “wobble” both in its financial results and its co-operative governance. Not to put too fine a point on its I believe some previous incarnations of our board moved a long way away from co-operative principles. Ironically if they thought they were acting in a more “businesslike way” it certainly did anything but yield up better results.
They even attempted to change our rules in ways which would have made our co-operative far less of a genuine co-op. I was delighted that our membership was having none of it. I don’t blame the current board - the culprits have all gone - but I do believe that my experience and deep knowledge of co-ops in general, and the CICS in particular, could help contribute to a much needed “re-set”.
So in summery. I will never forget that the customers own the business and therefore are our top stakeholder. I will always remember and our colleagues are our greatest asset and should be fostered. And I will never, ever forget that the CICS is a co-op and must always be run in accordance with co-operative principles. If you want a proven track record on both commercial results and respecting the co-operative difference I would be honoured to serve.
Proposer – Yvonne Burford
Seconder – Caroline McManus
