1. It’s time to


There’s a point at which we need to say that enough is enough.

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.

The UK economy. At a tipping point?

tipping point left tipping point right
1. YouGov polling for Co-operatives UK, May 2017

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.2

2. ONS, May 2017

UK economy 17

What is a co-op?

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 is a co-op

“We should learn from co-ops. If we do, we can reshape our economy, reshape globalisation and who we and our children are. We can construct a world where the economy performs better for all.”

Nobel Prize winning economist, Professor Joseph Stiglitz

2. Across the economy

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.

Co-ops across the economy

Sectors key
Sports and Leisure
Arts and Culture
Digital, Media and Communication
Energy& Environment
Food and Pubs
Health and Care
Legal Services

In focus: Cartrefi Cymru Co-operative

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 you’re in music or farming, a co-operative can safeguard your business in difficult times and give people a sense of ownership.”

The Telegraph

3. Across the country

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.

Co-ops across the country

UK map
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.
Hotspot! 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 proving to be incubators of co-op entrepreneurs.

1Hotspot! 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. 2Hotspot! 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. 3Hotspot! 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. 4Hotspot! 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 proving to be incubators of co-op entrepreneurs.

In focus: Edinburgh Bicycle Co-operative

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.”

4. Reimagine business

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.
“The Co-op difference is something we know our members increasingly see as being relevant, both in their communities and to themselves, but also in addressing issues that our country faces today, such as Modern Slavery and loneliness and isolation. Co-ops are about making society a better place to be. That’s been our role since we were founded, and it’s our responsibility to carry that forward for the co-operators of tomorrow.”

Steve Murrells, Chief Executive, the Co-op Group

Reimagine business

Reimagine Business
11Community Impact Index, Co-operative News, November 2016.

In focus: Central England Co-operative

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 world doesn’t feel in great shape right now and the very idea of the Co-op – an idea that my mum and my gran grew up with in Nottingham – feels dead right and more relevant than ever.”

Bafta award winning film-maker Shane Meadows

5. Reimagine work

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!”

Rosie Wilkinson, worker owner, Leeds Bread Co-op

In focus: Leeds Bread Co-op

6. Reimagine farming

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.”

James Graham, Scottish Agricultural Organisation Society
In focus: Organic Milk Suppliers Co-op
co-op farm

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.”

Simon Ward, Economist, The Policy Group

Farmer owned co-ops in the UK

Reimagine Farming

The co-ops behind the brands



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.

Birdseye Peas

Birdseye Peas

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.

Anchor / Arla


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.

Jubilee Strawberries

Jubilee Strawberries

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.

Colman’s Mustard

Colman’s Mustard

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.

7. Reimagine community

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.

Reimagine community

Reimagine community
3Retail and Leisure Report, Full Year 2016. Local Data Company. March 2017.
4YouGov polling for Co-operatives UK, May 2017

In focus: Leeds Community Homes
Leeds Community Homes

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.”

8. Co-operation: it’s time

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.

9. Co-operative top 100

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
Read more
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
Berryworld Ltd £233,639,000 31.12.15 17
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
GrainCo Limited £153,145,018 30.6.16 24
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
Scottish Woodlands £70,358,000 30.9.16 38
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
Trivallis Limited £48,337,000 31.3.15 50
Aquascot Limited £45,876,324 31.1.16 51
Clynderwen and Cardiganshire Farmers Limited £44,538,465 30.9.15 52
Greenfields Community Housing Limited £42,861,000 31.3.16 53
Suma Wholefoods £41,896,862 30.9.15 54
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
Mockbeggar Limited £21,918,803 31.12.15 75
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
Dulas Ltd £11,817,096 31.12.15 114
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
Your Leisure £9,772,369 31.3.16 132
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
Elphicks Limited £4,606,300 31.1.14 198
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
Westwood College £4,470,400 31.12.10 202
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
Share Scotland £3,549,771 31.3.15 228
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