People’s working lives are more precarious than ever. Local communities feel out of control. Home ownership is at 1980s levels, while the number of households renting property is on the rise. At the same time executive pay is spiralling and the opportunities opened up by the globalised economy are not benefiting everyone. A growing split between the have and have nots is dividing Britain. It’s time to reimagine the economy. It’s time to co-operate.
There is a solution to the inequalities that are driving the UK apart.
Co-ops are organisations that give people ownership and control over the things that matter to them. They allow farmers to strengthen their position in the market by working together. They enable people to get a foot on the housing ladder by making home ownership more affordable. They provide a way for local people to save vital services or assets. They allow people to have a say over the business they work for and use.
Our latest figures show that the co-operative sector continues to show resilience and growth. The turnover of the sector has been consistent over the last five years, with an increase of £700 million in that time. A small number of individual businesses have scaled back their operations during this period, but these changes have been compensated by organic growth across a whole range of different industry sectors and business, demonstrating the underlying health of the co-operative sector.
The number of active members of the UK’s co-ops has increased significantly over recent years. The renewed membership offer and drive from the UK’s largest customer owned high street retailer, the Co-op, and burgeoning membership figures for credit unions, housing co-ops and community owned co-ops are contributory factors.
With the UK’s 6,815 co-ops employing 226,000 people, the co-operative sector employs 0.7% of the UK’s workforce, making it a significant player in the economy.22. ONS, May 2017
Whether it’s a high street retailer, a group of dairy farmers or a local community owned pub, co-ops are successful businesses. What makes co-operatives unique is that they are owned and run by people like you and me – customers, employees, residents, farmers, artists, taxi drivers... It is these people, the members, who decide together on what the business does and how its profits are used.
They range from multi-billion pound businesses to small community enterprises. They work in everything from healthcare to housing, renewables to retail, sports to social care. They operate across the country. And they offer a solution to the growing sense of powerlessness people feel over the economy and their lives.
What do farmers in Perthshire, taxi drivers in London and bouncers in Newcastle have in common? Answer: they all maintain their livelihoods through co-ops.
Often associated with high street retail, co-operative businesses span the economy. They work in high tech industries, they offer affordable and secure housing, they allow people to save valuable local assets, they enable small businesses to club together and save money. The co-operative way of organising – which allows people to pool resources and decide together how a business is run – works in almost every sector.
In financial terms, co-operatives are strongest in retail, where they turned over £25 billion last year – a consequence of the two giants of the co-operative sector The Co-op and John Lewis, along with some of the other most successful and longstanding independent co-operative retailers. In sheer numbers, co-operatives are most prominent in sports and social sector. A reflection of the fact that many of the most-loved clubs up and down the UK – from major sports bodies like Lancashire Cricket Club to local working men’s and social clubs – have been formed by ordinary people wanting to create organisations that work for them and their local area.
Cartrefi Cymru Co-operative used to be a very good but fairly typical, top-down, charitable provider of social care in rural Wales. But they saw that the values and principles of co-operation were hugely relevant to the provision of sustainable, high quality support and over the last year have converted to a co-op.
Cartrefi Cymru Co-operative, with a turnover of £21 million and 1,250 employees, is now a co-op owned by the stakeholders that are involved with the organisation - the people it supports, employees, and family supporters. They have the opportunity to become voting members who can stand for the board and have a democratic voice in decisions.
The co-operative structure, which was developed with support from the Wales Co-operative Centre, offers a way to hard-wire user involvement and accountability into the organisation’s governance, meaning that can reassure it’s users that it is committed to the highest standards of social care and employment practice, and has effective channels in place to listen to their needs.
Recognising the role that reciprocity and well-being play in sustaining effective social care, Cartrefi Cymru has also put a new focus on bringing users, families and employee together to strengthen their communities by using local member forums to make decisions democratically and as equals.
“Our brilliant teams are embracing new, co-productive and co-operative ways of working” says Adrian Roper, Cartrefi Cymru’s Chief Executive. “And despite all the challenges we are doing what matters to the people we support.”
Whether it’s a local pub in Brighton run by the locals or oyster farmers around the Shetlands marketing their produce together, co-ops are thriving.
A mix of higher than average levels of understanding of co-ops, government support for co-op start-ups and a culture of co-operation, Scotland has always been a heartland of co-operative activity. Scotland’s largest co-op, Scotmid, has had another successful year of retailing growth while worker owned businesses like Edinburgh Bicycle Co-op continues to perform well and the local buyout of Portpatrick harbour are proving that co-ops are an effective way for people to take control of the things that matter to them.
Co-ops, of course, are not immune from changing markets. One or two significant losses have had a big impact on the overall turnover of co-operatives in Scotland, most notably paper manufacturer Tullis Russell which closed down the majority of its operation due to global pressures in the industry.
Wales has always had a strong co-operative economy, with well-supported credit unions and customer owned retailers, and effective farmer owned co-ops like South Caernarvon Creameries supporting livelihoods and enterprise in the large rural economy. Wales is also home to Cartrefi Cymru Co-operative, a social care charity with over 1,250 employees which converted to a co-op this year in order to give its users and employees a say in what the organisation does.
Co-ops can be found right across the UK with new clusters beginning to emerge this year. Liverpool is seeing the growth of a new generation of co-ops and new kinds of co-operation, inspired by the Naked Lunch Café, a new community owned and run café on Smithdown Road. Leeds is seeing a housing co-op revolution, with Leeds Community Homes joining Lilac housing and new upstarts Chapeltown Co-housing, with aspirations to create community owned affordable housing across the city. In London, a new community of creative and tech workers are forming a network of co-ops. Co-tech is creating decent work for young people and aspires to support 100,000 jobs in tech co-ops by 2030. Edinburgh Student Housing Co-op is having a ripple effect, with tenants graduating from university and the co-op, and going on to form a host of new co-ops across the city. Student housing co-ops are now proving to be incubators for co-op entrepreneurs.
Hotspot! Liverpool is seeing the growth of a new generation of co-ops and new kinds of co-operation, inspired by the Naked Lunch Café, a new community owned and run café on Smithdown Road.
Hotspot! Leeds is seeing a housing co-op revolution, with Leeds Community Homes joining Lilac housing and new upstarts Chapeltown Co-housing, with aspirations to create community owned affordable housing across the city.
Hotspot! In London, a new community of creative and tech workers are forming a network of co-ops that are creating decent work for young people and aspiring to support 100,000 jobs in tech co-ops by 2030.
Forty years ago this year, a handful of bike nuts got together to start a worker co-operative in Scotland’s capital. They didn’t have any grand plans at the time, but knew that they loved cycling, that they wanted to help others get out on bikes, and that they wanted to work on their own terms.
Today, the Edinburgh Bicycle Co-operative employs over 100 people in Edinburgh, Aberdeen, Newcastle and Leeds, from bicycle mechanics to marketers, and from warehouse staff to web developers. All staff are invited after one year to become fully-fledged co-operative members, giving them an equal share in the business, a vote at the AGM, and an equal share of any profits.
Since the mountain-biking boom era of the late 90s and early 2000s, when bicycles flew off the shelves, the climate has been more challenging. But the Bike Co-op continues to fight for its corner of the market, focusing more recently on streamlining the business and protecting the jobs of its members.
“By far my favourite thing about working for the Bike Co-op is you know that everyone’s in it together,” says co-op Member and Digital Marketer, Simon.
“We’re not interested in ripping off customers or in cut-throat profiteering at the expense of people’s jobs, and you can see that at every level of the business. The Bike Co-op is one of those places that feels like it has real integrity.”
With 67% of people feeling they have no influence over the economy, people viewing conventional businesses as dishonest, and tax transparency the public’s number one concern about businesses, it is certainly time to reimagine business. In her first six months of leadership, Theresa May’s government sought to introduce corporate governance reforms that would push businesses to be more responsible and established an ‘inclusive economy’ unit to do just that.
There is no doubt that government and the business community can learn from co-ops. The largest part of the UK co-operative sector, retail, turned over £25 billion last year – a growth of £580 million or 2.5%, despite operating primarily in the difficult food market. The Co-op, after a tough two years, is fully on track once again, with a brand that has become a fashion icon already; a clear membership offer that has seen 600,000 new members join over the last year; and new commitments to quality, local and Fairtrade products.
Alongside the commercial success of customer owned retailers is their community impact. Because they are owned by and operate for the benefit of their customers, they reinvest their profits in the community causes that those people want. Whether it’s funding defibrillators, donating money to local charities, or investing in local infrastructure, the profits are kept locally.“It’s testament to the strength and relevance of the co-operative model that we see such a positive report on our sector, especially when set against the background of a climate of economic and political uncertainty.
Co-operatives do social responsibility differently. It is not simply window dressing. The co-operative values and principles are enshrined in everything they do, including a commitment to their communities, their members, the environment and ethical practices. Talk can be cheap, but organisations like Central England Co-operative put their money where their mouth is.
With more than 250 food stores and over 100 funeral homes Central England is one of the largest independent retailers in the UK. It is big, but its impact is bigger. Since 2007 more than £2m has been handed out through its Community Dividend Fund. That’s 1% of trading profit going directly to local community groups for projects such as improving school playgrounds, restoring church halls and buying special needs equipment.
And it is not all about money. Central England has reduced its carbon footprint by 26% per cent since 2010 – and became the first retailer to gain all four Carbon Trust standards in 2016. It donated nine tonnes of food that would otherwise have gone to waste in the same year, with Central England employees spending more than 900 hours supporting local people and organisations through the co-op’s volunteer programme.
Shaherazad Umbreen, Head of Customer and Marketing at Central England Co-operative, says: “Being a co-op means we are owned by local people who associate with our values and principles. They want us to share our profits to best effect, to support local communities and the wider environment. They want us to be more than simply a retailer and that’s why we’re proud to uphold our values, to do what we do - and strive to do more.”
The nature of work is changing. Freelancing is on the rise, with 15% of the UK’s workforce now self-employed. While some of these workers are conventional freelancers, many others are entrepreneurs by necessity. Accordingly, the average wage of self-employed workers has dropped from £15,000 to £10,400 a year since 2008.6 With an increasingly global economy, an ongoing digital revolution and the promises of automation, we need to reimagine work. “Work is going to become even more bitty and insecure” predicts William Skidelsky in the Financial Times. “The concept of a ‘job for life’ has seemed outmoded for a while now. In the future, it seems doubtful whether ‘jobs’ as we know them will exist at all.”
Co-ops are already doing this. Whether its bouncers forming a co-op in order to avoid the exploitative practices they experience in their industry, taxi drivers in Essex, like Southend Taxi Co-op, coming together as a co-op in order to secure better working practices than those offered by Uber, or bakers forming Leeds Bread Co-op to create a decent working environment, worker owned businesses offer a way for people to get ownership and control over their livelihoods and create security for themselves.
Co-ops are bubbling up everywhere, and this year saw the start of Co-tech, a consortium of worker co-ops in the digital industry. The co-op already has 25 co-op businesses as members and a turnover of £5.7 million, but ambitions to grow the number of tech workers employed by co-ops to 100,000 by 2030.6Not Alone, Co-operatives UK, 2016. “I love this place, I love this job… there should be more co-ops. I don’t know anyone who speaks as highly of their job as I do. And I eat so much toast!”
If there is one part of the economy that is being hit by change, it’s farming. The uncertainty of Brexit, the increasingly global agricultural industry and the growing need for less carbon intensive practices make it imperative that farmer embrace new approaches to food and farming.
Farming is the second largest industry sector in the co-operative economy. Last year the UK’s 434 farming co-ops, which are owned by 152,000 farmers, turned over £7.4 billion, a slight dip on the previous year. As has been widely reported, the dairy industry in particular has been hit hard by an increase in the global milk supply. There have been some casualties among dairy co-ops, but in fact farmer co-ops have been at the forefront of innovations to ensure dairy farming remains a profitable business.
Organisations like Arla Foods, one of the UK’s largest co-ops, and OMSCo, the country’s leading organic milk provider, add value to the milk their members supply by creating new products, developing strong brands and exporting to international markets. Arla in the UK, for example, exports to 81 countries.10 Both are demonstrating how farmers can benefit from membership of a co-op.
Tomas Pietrangeli, managing director of Arla UK, said: “Despite a tough year, organisations like Arla are working hard to innovate and ensure a positive return for their owners. In our case, this has meant developing a portfolio of new and exciting dairy products, including vitamin-boosted milk and skimmed milk that tastes like semi-skimmed. “While we are doing what we can to weather some challenging times, we also look to government to support our sector – and other co-operatives – in its Brexit negotiation and eventual transitional agreements, to provide continuity across trade, labour and food regulation in particular. This way, we will be better-placed to take advantage of the opportunities of Brexit to the benefit of our farmer owners.”
Other parts of the farming sector have been performing well too. In horticulture, for example, Berry Garden Growers, a co-op of berry and cherry producers, grew by 14% last year, with its turnover exceeding £300m for the first time, at £319 million. The Chair of Berry Garden Growers, Alistair Brooks, says: “Our continued success and double digit growth illustrates that our strategy of supplying the best varieties underpinned by our co-operative structure is a winning formula. As a co-operative our policy is to return surpluses to our grower owners, which enables them to invest in the most up to date production techniques.”
As Britain begins its Brexit negotiations and develops a new agricultural policy, the role of co-operatives in making, producing, marketing and distributing their outputs will become more important than ever.“Farmers co-operate to gain scale advantages not available to an individual farmer – be that buying, selling, or taking a stake or ownership in other parts of the supply chain. The more concentrated supply chains become, the more necessary it is for farmers to strengthen their position to satisfy markets and retain some negotiating leverage. The more volatile the world market becomes, the more farmers need to act to increase their resilience.”
The Organic Milk Suppliers Co-operative was established in 1994 by five like-minded farmers. Today the successful co-op is a 100% organic, famer run, farmer owned, dairy co-operative with 270 members and a turnover of £100m. It manages 65% of the UK’s organic milk, and is the largest organic dairy supplier in the UK, the largest dedicated organic dairy co-operative in Europe, and the second largest dedicated organic milk cooperative in the world.
Due to a highly successful export market diversification strategy, OMSCo continues to achieve year-on-year growth, despite a relatively static UK market.
According to the 2017 organic milk market report, produced by OMSCo, UK organic dairy growth is behind other key international markets, growing at a rate of just 2.2%. This is compared to the USA market which is growing 10% year-on-year and European markets, such as Germany and France, which are also witnessing significant growth.
OMSCo has taken advantage of the growing demand for organic dairy, gaining organic accreditation in the US and China. The Somerset based co-operative has built long-term relationships with leading market players on a global manufacturing and distribution scale, and as a result, last financial year exports grew by 58% to 20% of the co-operative’s total revenue.
OMSCo, by increasing its exports, has helped the UK’s organic dairy sector to become a substantial net exporter, at a time when the UK runs a £1bn balance of payments deficit on conventional dairy products. Exports play an important role in balancing UK market fluctuations, and therefore delivering a stable return to UK organic dairy farmers.
“A co-op is a good way of doing business” says Lyndon Edwards, a farmer owner and current Deputy Chair of of OMSCo, who farms 250 organic dairy cows on his family farm near Chepstow. “We’re all working together and everybody shares the benefits. The more money the business produces the more money the farmers get, so it’s a 100% return on your time, effort and investment in the business.”
“All farmers, whether organic or conventional, have a problem making ends meet sometimes - it’s a product of supply and demand in the market. What we gain from being in the co-op is that we have found other markets for our milk – liquid milk, butter, cheese, powders, yoghurts, and there are markets in the UK, Europe and further afield. Having many markets allows us to sell in to different markets rather than oversupply one.”“Food and agriculture has been hit hard by global gluts and political uncertainty. However, change also creates opportunities. Individual farmers can often find it hard to ride economic change, but co-operatives are well placed to identify and understand the opportunities created by changes in tariffs (frequently 50% of the product price) and quality standards. Abetted by the weak pound, co-ops have an unprecedented opportunity to improve member profits.”
Ribena wouldn’t have half the taste were it not for The Blackcurrant Growers’ Association, a co-operative of farmers which together supplies Ribena with most of its blackcurrants.
All the wheat for the best-known brand of British bread is supplied by the agricultural co-op Openfield – it provides 150,000 tonnes a year from 300 wheat farmers.
The Green Pea Company is a co-operative of UK farmers that – you guessed it – provide the peas for one of Britain’s best loved brands.
One of the UK’s best known brands of butter, Achor is produced by farmer owned co-op Arla, which is and owned by 12,000 dairy farmers, 2,500 of which are in the UK.
Always in the ‘best of’ range at any supermarket, Jubilee strawberries are supplied by Berry Garden Growers, a co-operative that markets soft fruits from its farmer members.
Mustard Seed Growers Co-operative is a co-operative of farmers local to the Colman’s factory that supplies the majority of the mustard seeds for Colman’s English Mustard.
The last year laid bare the sense of discontentment people feel with the economy. Whether in the vote to leave the EU, the large number of vacant units on our high streets or in the sense of disconnection many feel with their local area, this feeling of being ‘left behind’ by the global economy is being manifest in different ways.
We need to reimagine our communities - how people relate to their local area and to one another, and crucially the ability of people to retain ownership and wealth at a local level. Co-ops already offer us this opportunity. At a micro-level we have seen a significant growth in the number of organisations raising capital to buy enterprises and assets from the local community, giving those people democratic control. Since 2013 more than 60,000 people have invested over £60 million in 400 enterprises. At a larger level, we see businesses like Lincolnshire Co-operative that reinvest their profits in the local area. This £278 million turnover customer owned retail co-op has partnered with Lincoln University to fund the development of a new science park that will support innovation, create new good quality jobs in the region and ensure there is accountable investment.
Alongside the need for a new community-led approach to economic development is the need for community-led housing. A mix of unaffordable mortgages and sky high rents means that as many people are priced out of home ownership than in the 1980s, with young people the worst hit. While the government and housebuilders procrastinate, people are beginning to take things into their own hands. New community-owned co-ops are emerging to create affordable housing. Community land trusts like Leeds Community Homes are aiming to build and buy affordable homes which can be kept affordable in perpetuity. Students meanwhile have begun to start new housing co-ops – in Edinburgh, Sheffield, Nottingham and Birmingham – in order to provide housing that they rather than private landlords control.
Leeds Community Homes is a new organisation that aims to tackle spiralling property costs by buying and building 1,000 affordable homes in Leeds city centre over the next 10 years. In contrast to large developers, the organisation is owned, run and financed by the local community. It raised an initial round of capital through a ‘community share offer’, with 270 people together investing £360,000 in the organisation and becoming co-owners, allowing it to purpose its first 16 flats.
Half of these will be let as affordable housing to people on Leeds City Council’s housing waiting list. The remainder will be sold at approximately 60% of the market rate to people who can demonstrate that they can afford a mortgage, but whose household income would be insufficient for purchasing the flat at open market value.
Crucially, Leeds Community Homes plans to own any land it purchases through a ‘community land trust’, meaning that the housing will be affordable in perpetuity.
“There has been lots of talk lately about how to tackle the housing crisis,” says Rob Greenland, one of the founders of Leeds Community Homes, “But the solutions are nearly always top-down, not community-led. We plan to create housing ourselves – by buying land, building homes, partnering with developers and renovating empty properties.
“There’s no end of work that needs doing to fix our broken housing market and people power isn't going to solve all our problems. But, in the spirit of the times, we believe it's important that as citizens we take back control of meeting one of our most basic human needs: shelter.”
The UK co-operative sector offers a model for how we can reimagine our economy by giving people more influence over their work, their housing, their local areas, their care. As well as giving people a greater stake in the economy, co-ops help reduce the inequalities in wealth and power that is dividing Britain. Evidence shows that when 10% of the economy is in co-operative hands, as in parts of Europe, there are lower levels of inequality.
How do we get there? Through a combination of strategic action by the UK’s co-operatives to strengthen and grow the sector, and an enhanced policy framework from government to support more people to start or convert to a co-operative form of business, we can start to see a new, fairer economy emerge.
|Organisation||Turnover||Year end date||Rank|
|John Lewis Partnership PLC||£10,026,200,000||28.1.17||1|
|Co-op Group Limited||£9,472,000,000||31.12.16||2|
|Arla Foods UK||£2,158,000,000||31.12.16||3|
|National Merchant Buying Society Limited||£1,393,830,000||31.12.15||4|
|The Midcounties Co-operative||£979,232,000||28.1.17||5|
|Central England Co-operative Limited||£805,769,000||28.1.17||6|
|Openfield Group Limited||£710,399,000||30.6.16||7|
|Fane Valley Co-operative Society Limited||£476,148,000||30.9.15||8|
|Mole Valley Farmers Limited||£422,119,000||30.9.15||9|
|Dale Farm Co-operative Limited||£421,482,000||31.3.15||10|
|The Southern Co-operative||£393,823,000||28.1.17||11|
|Scottish Midland Co-operative Society Limited||£376,169,000||28.1.17||12|
|East of England Co-operative Society||£347,709,000||28.1.17||13|
|First Milk Limited||£294,232,000||31.3.16||14|
|Berry Garden Growers Limited||£278,913,000||31.12.15||15|
|Lincolnshire Co-operative Limited||£278,330,000||3.9.16||16|
|Anglia Farmers Limited||£230,917,748||31.1.16||18|
|The Housing Finance Corporation Limited||£225,216,000||31.3.16||19|
|Greenwich Leisure Limited||£215,000,000||31.12.15||20|
|Scott Bader Company Limited||£176,217,000||31.12.15||21|
|The Channel Islands Co-operative Society Limited||£172,050,000||8.1.17||22|
|Fram Farmers Limited||£169,506,666||30.6.16||23|
|ANM Group Limited||£124,780,000||31.12.16||25|
|United Oilseed Producers Limited||£110,474,854||30.6.16||26|
|Woldmarsh Producers Limited||£102,213,618||31.12.16||27|
|International Exhibition Co-operative Wine Society Limited||£91,868,000||27.1.17||28|
|United Farmers Limited||£91,804,910||31.12.15||29|
|Organic Milk Suppliers Co-operative Limited||£89,892,000||31.3.16||30|
|LacPatrick Dairies (NI) Limited||£81,461,730||31.12.14||31|
|Brandsby Agricultural Trading Association Limited||£81,118,000||30.9.16||32|
|Agricultural Central Trading Limited||£81,053,301||30.6.16||33|
|G's Growers Ltd.||£79,962,000||7.5.16||34|
|Meadow Quality Limited||£78,042,757||31.12.15||35|
|Farm Fresh PO Limited||£75,315,472||31.12.14||36|
|Chelmsford Star Co-operative Society Limited||£73,268,348||28.1.17||37|
|Heart of England Co-operative Society||£70,033,000||21.1.17||39|
|The Co-operative Academies Trust||£65,323,000||31.8.16||40|
|Grand Union Housing Group Limited||£63,908,000||31.3.16||41|
|Yorkshire Farmers Livestock Marketing Limited||£60,075,108||31.1.16||42|
|Rochdale Boroughwide Housing||£58,315,000||31.3.16||43|
|Tarff Valley Limited||£55,612,362||31.12.15||44|
|Long Clawson Dairy Limited||£54,862,000||31.3.16||45|
|Speciality Produce Limited||£54,693,312||31.12.15||46|
|Scottish Pig Producers Limited||£52,380,310||31.12.15||47|
|Wealden Leisure Limited||£50,090,241||31.3.16||48|
|Scotlean Pigs Limited||£49,988,259||31.5.16||49|
|Clynderwen and Cardiganshire Farmers Limited||£44,538,465||30.9.15||52|
|Greenfields Community Housing Limited||£42,861,000||31.3.16||53|
|Bron Afon Community Housing Limited||£41,479,000||31.3.15||55|
|Steer Davies Gleave||£37,910,889||31.3.16||56|
|CHS Learning Trust||£35,470,000||31.8.16||57|
|Phoenix Community Housing Association (Bellingham and Downham) Limited||£35,170,000||31.3.16||58|
|South Caernarvon Creameries Limited||£31,713,610||5.4.16||59|
|Tullis Russell Group||£30,936,000||2.4.16||60|
|B A K O (Western) Limited||£30,897,714||29.2.16||61|
|Surrey County Cricket Club Limited||£30,127,000||31.1.16||62|
|Community Gateway Association Limited||£29,766,781||31.3.16||63|
|Watford Community Housing Trust||£29,012,000||31.3.15||64|
|Hafod Care Association Limited||£27,871,000||31.12.15||65|
|HF Holidays Limited||£27,365,000||31.10.15||66|
|Radstock Co-operative Society Limited||£27,282,304||25.2.17||67|
|Local Care Direct Limited||£24,347,608||30.9.15||68|
|Argyll Community Housing Association Limited||£23,840,000||31.3.16||69|
|Anglia Home Furnishings Holdings Ltd||£23,707,608||31.3.16||70|
|Infinity Foods Co-operative Limited||£23,530,751||31.12.15||71|
|Cornwall Farmers Limited||£23,142,010||31.12.15||72|
|UIA (Insurance) Limited||£23,029,000||31.12.15||73|
|Tamworth Co-operative Society Limited||£22,081,000||28.1.17||74|
|Cartrefi Cymru Co-operative Ltd||£20,854,903||31.3.16||76|
|Bedfordshire Growers Limited||£20,420,879||30.4.16||77|
|Society of Growers of Topfruit Limited||£19,303,081||30.6.15||78|
|East of Scotland Farmers Limited||£18,903,029||31.5.15||79|
|Interchange and Consort Hotels Limited||£18,841,059||31.3.16||80|
|Warwickshire County Cricket Club Limited||£18,349,673||30.9.15||81|
|Scottish Shellfish Marketing Group Limited||£18,112,172||31.8.15||82|
|Merthyr Valleys Homes Limited||£17,681,000||31.3.16||83|
|Education And Leadership Trust||£17,411,087||31.8.16||84|
|Leisure in the Community Limited||£17,253,283||30.9.16||85|
|Dengie Crops Limited||£16,761,683||30.4.16||86|
|Essential Trading Co-operative Limited||£16,746,948||31.12.16||87|
|Aspatria Farmers Limited||£16,562,283||30.9.15||88|
|Hay and Brecon Farmers Limited||£16,420,653||31.5.16||89|
|Coastal Grains Marketing Limited||£15,859,603||30.6.16||90|
|St Clere's Co-operative Academy Trust||£15,726,000||31.8.15||91|
|Watmos Community Homes||£15,610,000||31.3.16||92|
|Fresh Growers Ltd||£14,611,425||31.12.15||93|
|South Armagh Farming Enterprises Limited||£14,605,570||31.1.16||94|
|Littleton & Badsey Growers Ltd||£14,296,554||31.12.16||95|
|North East Grains Limited||£14,164,147||30.6.16||96|
|Accent Corporate Services Limited||£14,129,000||31.3.16||97|
|Lancashire County Cricket Club Limited||£13,851,321||31.12.15||98|
|Salford Community Leisure Limited||£13,588,823||31.3.16||99|
|Preston Manor Academy Trust||£13,539,974||31.8.16||100|
|Sandwell Inspired Partnership Services Education Limited||£13,391,859||31.3.16||101|
|Sanctuary Scotland Housing Association Limited||£13,336,000||31.3.15||102|
|St. Ann's Hospice||£12,738,000||31.3.16||103|
|South West Lancashire Farmers Limited||£12,694,430||30.11.14||104|
|Farm Stock (Scotland) Limited||£12,598,353||31.3.16||105|
|Tay Forth Machinery Ring Limited||£12,543,659||31.12.14||106|
|The Phone Co-op||£12,542,840||31.8.16||107|
|Camgrain Stores Limited||£12,519,189||31.7.16||108|
|Association of British Credit Unions Limited||£12,371,195||30.9.15||109|
|Weald Granary Limited||£12,353,923||30.6.16||110|
|Furness and South Cumberland Supply Association Limited||£12,085,898||30.6.16||111|
|Cadwyn Housing Association Limited||£12,039,000||31.3.16||112|
|Home Farm Village||£12,039,000||31.3.16||113|
|East of Scotland Growers Limited||£11,696,213||31.3.16||115|
|Scott & Fyfe||£11,519,000||31.12.15||116|
|Edinburgh Bicycle Co-operative Limited||£11,212,175||30.11.15||117|
|Welsh Bakers Buying Group Limited||£11,179,513||29.2.16||118|
|Leading Lives Limited||£11,145,829||31.3.16||119|
|East Lancashire Medical Services Limited||£11,094,724||31.3.16||120|
|Shrewsbury Academies Trust||£11,078,692||31.8.15||121|
|Galloway & Macleod Ltd||£11,049,888||31.8.16||122|
|Corelli College Co-operative Academy Trust||£10,947,000||31.8.15||123|
|The Plymtree Village Shop Association Limited||£10,875,413||4.5.16||124|
|The Engage Multi Academy Trust||£10,710,000||31.8.15||125|
|Kent Wool Growers Limited||£10,705,397||31.1.16||126|
|Glamorgan County Cricket Club Limited||£10,652,761||31.12.15||127|
|Cynon Taf Community Housing (2007) Limited||£10,244,434||31.3.16||128|
|British Association for Shooting and Conservation Limited||£10,132,592||31.12.15||129|
|UBH International Ltd||£10,099,762||30.9.15||130|
|Care and Share Associates Unlimited||£10,000,000||30.7.15||131|
|The Passmores Co-operative Learning Community||£9,747,238||31.8.15||133|
|North East Sheffield Trust||£9,465,634||31.8.15||134|
|Aberdeen Grain Storage Limited||£9,423,648||31.7.16||135|
|WFS Border Limited||£9,345,830||31.12.14||136|
|LED Leisure Management Limited||£9,106,062||31.12.15||137|
|Queens Park Community School Academy Trust||£9,092,000||31.8.15||138|
|Wye Fruit Limited||£9,072,251||30.4.16||139|
|Clydebank Co-operative Society Limited||£8,997,976||20.1.15||140|
|Orkney Fishermen's Society Limited||£8,725,824||29.2.16||141|
|Anglo European Academy Trust||£8,617,212||31.8.15||142|
|Nottinghamshire County Cricket Club Limited||£8,432,288||30.9.16||143|
|Yorkshire County Cricket Club Limited||£8,365,713||31.12.15||144|
|Tees Active Limited (TAL)||£8,201,838||31.3.16||145|
|The Asplins Producer Organisation Limited||£8,141,041||31.12.15||146|
|City Learning Trust||£8,035,644||31.8.15||147|
|Lipson Co-operative Academy Trust||£7,981,004||31.8.15||148|
|Reddish Vale Academy Trust||£7,941,989||31.8.15||149|
|King Edward VI Community College||£7,891,122||31.12.10||150|
|Mid Wales Housing Association Limited||£7,847,163||31.3.16||151|
|Highland Grain Limited||£7,698,492||31.3.16||152|
|Fivemiletown & Brookeborough Co-operative Agriculture and Dairy Society Limited||£7,453,233||30.6.16||153|
|Clansman Dynamics Ltd||£7,346,325||31.3.16||154|
|Birsay Farmers Limited||£7,317,738||31.12.15||155|
|Brentwood Community Academies Trust||£7,246,959||31.8.16||156|
|Helston Community College||£7,164,184||31.12.10||157|
|Sir Thomas Wharton Community College Co-operative Academy Trust||£6,906,000||31.8.15||158|
|South East London Doctors Co-operative Limited||£6,827,935||31.3.16||159|
|Unicorn Grocery Limited||£6,781,654||31.12.15||160|
|Balby Carr Community Sports and Science College||£6,678,375||31.12.10||161|
|Hilltown Farmers Attested Sales Limited||£6,664,763||31.3.16||162|
|Caithness Live Stock Breeders Limited||£6,605,822||31.12.15||163|
|Red Rose Farmers Limited||£6,589,223||30.6.16||164|
|Wales Co-operative Development & Training Centre Limited||£6,557,533||31.3.15||165|
|Highland Home Carers Limited||£6,336,211||30.6.15||166|
|Corwen Farmers Limited||£6,323,602||30.9.15||167|
|Reddish Vale Technology College||£6,302,952||31.12.10||168|
|Somerset County Cricket Club Limited||£6,230,158||30.9.16||169|
|The Foster Care Co-operative Limited||£6,014,083||12.12.13||170|
|Co-operative Development Society Limited||£5,939,959||31.3.16||171|
|Pendle Leisure Limited||£5,850,054||31.3.16||172|
|Sussex Cricket Limited||£5,836,995||31.10.15||173|
|Saltire Seed Limited||£5,770,263||30.6.16||174|
|ABB Marketing Limited||£5,674,646||31.12.15||175|
|Scottish Wholefoods Collective Warehouse Limited||£5,673,596||31.10.14||176|
|Oldham Community Leisure Limited||£5,653,817||31.3.16||177|
|Orkney Cheese Company Limited||£5,650,370||31.3.15||178|
|Andrew Marvell Business and Enterprise College||£5,648,641||31.12.10||179|
|Hailsham Community College||£5,474,601||31.12.10||180|
|Broadwood Grain Cooperative Limited||£5,454,284||30.6.14||181|
|Fullhurst Community College||£5,431,013||31.12.10||182|
|Michael Jones Co-operative Limited||£5,409,423||30.9.15||183|
|Essex County Cricket Club Limited||£5,405,566||31.12.15||184|
|Merthyr Tydfil Housing Association Limited||£5,397,739||31.3.15||185|
|NUS Services Limited||£5,363,102||30.6.15||186|
|Scottish Borders Produce Limited||£5,214,992||30.11.14||187|
|Middlesex County Cricket Club Limited||£5,056,000||31.12.14||188|
|Highland Business Services Ring Limited||£5,023,638||31.12.13||189|
|Derwentside Trust For Sport and the Arts||£5,021,155||31.3.16||190|
|Campsmount Community Academy Trust||£4,939,000||31.8.15||191|
|Wilnecote High School Co-operative Academy Trust||£4,840,000||31.8.15||192|
|Kent County Cricket Club Limited||£4,781,842||31.10.14||193|
|Sevenoaks Leisure Limited||£4,728,618||31.12.15||194|
|Bebington High & Sports College||£4,713,771||31.12.10||195|
|Baxi Partnership Limited||£4,675,937||31.12.14||196|
|All Hallows Catholic College||£4,612,343||31.12.10||197|
|Corpus Christi College||£4,565,761||31.12.10||199|
|Apex Co-operative Limited||£4,545,620||30.4.16||200|
|Association of Conservative Clubs||£4,517,010||31.12.15||201|
|Forman Social Club||£4,433,690||31.12.14||203|
|Regents Park Community College||£4,368,400||31.12.10||204|
|Accord Energy Solutions Limited||£4,300,000||30.8.13||205|
|Wrockwardine Wood Arts College||£4,233,403||31.12.10||206|
|Torpoint Community College||£4,219,701||31.12.10||207|
|Worcestershire County Cricket Club Limited||£4,195,923||31.12.15||208|
|Spen Valley Sports College||£4,144,187||31.12.10||209|
|Wellhouse Housing Association Limited||£4,142,091||31.3.16||210|
|Gloucestershire County Cricket Club Limited||£4,140,000||31.1.16||211|
|Pembrokeshire Quality Livestock Limited||£4,135,124||31.12.15||212|
|Welwyn Hatfield Leisure Limited||£4,134,047||31.3.16||213|
|Gravesham Community Leisure Limited||£4,122,283||27.4.15||214|
|Dungannon and District Co-operative Enterprises Limited||£4,080,147||31.1.15||215|
|West Whitlawburn Housing Co-operative Limited||£4,072,760||31.3.16||216|
|St Benet Biscop||£3,947,683||31.12.10||217|
|Thistle Housing Association Limited||£3,936,891||31.3.16||218|
|Campsmount Technology College||£3,933,486||31.12.10||219|
|English Hops Limited||£3,917,733||31.3.16||220|
|Bluecoat Beechdale Academy||£3,877,591||31.12.10||221|
|Orkney Milk Limited||£3,861,601||31.3.16||222|
|Border Farmers (Shropshire) Limited||£3,856,688||31.8.16||223|
|The Green Pea Company Limited||£3,845,134||30.9.15||224|
|Braunton School And Community College Academy Trust||£3,776,295||31.8.15||225|
|Colston Bassett and District Dairy Limited||£3,760,290||31.12.15||226|
|Eggsell Producers Limited||£3,735,675||30.6.15||227|
|Newry Credit Union Limited||£3,539,749||30.9.15||229|
|Maryvale Farmers Limited||£3,516,903||31.8.15||230|
|Rosehill Housing Co-operative Limited||£3,498,613||30.9.15||231|
|Plain Farmers (Cheshire) Limited||£3,475,440||31.8.16||232|
|Tees Bay Pilots Limited||£3,468,030||31.3.16||233|
|Delta-T Devices Limited||£3,462,207||31.12.15||234|
|Pioneer Academies Co-operative Trust (PACT)||£3,410,572||31.8.15||235|
|da Vinci Community College||£3,384,265||31.12.10||236|
|Tandridge Trust, Leisure & Culture Limited||£3,305,023||31.12.14||237|
|Westfield Housing Association Limited||£3,279,000||31.3.16||238|
|Vale Farmers Limited||£3,268,024||31.12.14||239|
|S.A.G. Credit Union Limited||£3,235,950||30.9.13||240|
|Liberation Foods CIC||£3,212,681||31.12.13||241|
|Shared Interest Society Limited||£3,158,000||30.9.16||242|
|Sir Thomas Boughey Co-operative Business College||£3,113,512||31.12.10||243|
|The Maidstone Leisure Trust Limited||£3,074,964||31.3.16||244|
|Belle Isle Tenant Management Organisation Limited||£3,037,985||31.3.15||245|
|Oakwood Academy - Visual Arts, Technology & Sports College||£3,021,070||31.12.10||246|
|Lurgan Credit Union Limited||£3,017,335||30.9.15||247|
|Downpatrick Co-operative Marketing Limited||£3,009,114||31.12.13||248|
|Pineview Housing Association Limited||£3,001,983||31.3.16||249|
|Licensed Taxi Drivers Association Limited||£2,917,208||30.9.15||250|