1

Annual General Meeting

Wednesday 4th June 2014

2

Apologies for Absence

3

Minutes of the

Annual General Meeting

2013

4

Matters Arising

5

Mark AlexanderNACO President

2013/14

6

Honorary Life Membership

Stefan Szymczak

7

Kevin Yorath Award for Service to NACO

Andrew Beveridge

John Butler

David Strode-Willis

8

Neil Buist

General Secretary’s Report

9

Membership

Year Number Increase/ Percentage

of Members (Decrease)

2008 2,223 58 2.7%

2009 2,120 (103) (4.6%)

2010 1,999 (121) (5.7%)

2011 1,986 (13) (0.6%)

2012 1,866 (120) (6.0%)

2013 1,819 (47) (2.5%)

10

Individual Representation

• 142 new case files opened• 51 one-to-one pre discussions• 283 representation meetings attended• 334 meetings attended in total• 123 cases concluded• £1,951,499 compensation

11

Individual Representation

Reason for Number of Amount of

Representation Cases Compensation

Redundancy 25 £1,790,552

Performance 1 £10,768

Grievance 4 £114,900

Other 2 £35,279

Totals 32 £1,951,499

12

Individual RepresentationEnd of April 2014

• 124 Meetings • 74 individual members• 8 different Societies• 62 one-to-one pre discussions• £872k compensation

13

Structural Change & Rationalisation 2013

• 44 business cases

• Group – 32 business cases

• Societies – 12 business cases

• 2 Mergers

14

National Agreement 2013

• 2.5% Award

• Holiday banking policy framework incorporated into the National Agreement

• Ballot of members – 97.5% voted to accept

• Pay award introduced effective 1st July

15

Co-operative College 2013

• Equitable Pay System

• Overall pay pot equivalent to 2.5% of the College salary bill

• £450 flat increase (pro – rata)

• Plus an increase of 1.25% of salary

• Overall increase of 6.3% for the lowest paid member of the College

16

Channel Islands 2013

• Member of CEA

• Apply differential between mainland RPI and Jersey/Guernsey RPI

• 2013 NODMA = 0.8% below RPI

• Channel Islands average RPI 2.0%

• 2013 award of 1.2%

17

Co-operatives UK 2013

• 2013 agreement reached for a pay pot equivalent to 2.75% of the salary bill

• Variable pay award based on performance• Maximum award of 4.0% • Introduction of an interest free season

ticket loan• Discussions commenced in relation to

maternity/paternity provisions and flexible working

18

Co-operative Group 2013

• 2.5% pay pot

• Variable pay administered centrally

• Maximum award available 5.25%

• Shift allowances excluded in base position calculation

• Role Band 5 Managers flat increase 2.5%

• Role Band 1 Managers subject to market data review in line with performance

19

Co-operative Group 2013

• London Weighting review across all divisions to be undertaken

• Funeralcare – hub managers pay to be minimum of £3,000 in advance of PFD

• Salary ranges unadjusted due to market data

• One off payment for above scale members at outstanding, excellent & good

20

Co-operative Banking Group 2013

• 2.5% pay pot• Variable pay awarding up to 5.5%• One off payment to those over maximum of

range• An equal pay audit to be undertaken• Review of policies on use of mediation• Carry over of 35 hours holiday (pro – rata for

part time) to next holiday year

21

2014 Updates

• NODMA – agreement reached for 2.5% effective 1st July 2014

• Channel Islands – average RPI for the Islands matched the mainland so 2.5% agreed effective 1st July 2014

• College – agreement reached for a pay pot of 1.0% with 70% of the pot used as a flat rate and 30% on percentage of salary

• Co-operatives UK – pay freeze for 2014 commitment in 2015 and 2016 budgets for increases

22

2014 Updates

• Bank Separation

• Project Orion

• Target Operating Model

• Management Agreement Review

• Group Chief Executive

• Democratic Structures

• Co-operative Values & Principles

23

Lynne Higginbottom

Financial Statements

Year ended

31st December 2013

24

Revenue Account

2013 2012

Membership Subscriptions 373,268 394,433Net Conference Income 1,064 16,218Other Income 17,654 33,835Profit/(Loss) on Sale of Investments 64,612 36,797Profit/(Loss) on Sale of Fixed Assets 1,006 (2,188)

457,604 479,095

25

Revenue Account

2013 2012

Operating Expenses (495,304) (522,930)

Operating Surplus/(Deficit) (37,700) (42,835)

Interest from Investments 37,668 41,279Change in MV of Investments 107,978 91,828

Surplus/(Deficit) 107,946 90,272

26

Balance Sheet

2013 2012

Investments 1,230,235 1,100,738 Tangible Assets 33,378 59,940 Debtors 33,456 75,769 Prepaid Expenses 13,686 19,597 Cash in Hand 1,406 2,089Cash in Bank 90,201 64,986 Creditors (42,457) (71,160)

NET ASSETS 1,359,905 1,251,959

27

Revenue Account Surplus/(Deficit)

2004 21,372 2005 69,1162006 25,6192007 59,128

2008 (72,050) 2009 98,387 Restated

2010 ( 4,261) 2011 (31,475) 2012 92,272 2013 107,946

28

General Fund Reserves

Registered

Office

Conference

Reserve

Constituent

Association & Reserve

General Fund

2004 895,509 29,061 168,805 1,093,375

2005 986,414 29,061 147,016 1,162,491

2006 996,348 41,397 150,365 1,188,110

2007 1,038,244 35,252 170,742 1,247,238

2008 967,584 36,073 171,531 1,175,188

2009 977,331 52,209 168,883 1,198,423

2010 971,733 40,702 180,727 1,193,162

2011 933,876 40,702 187,109 1,161,687

2012 988,955 40,702 222,302 1,251,959

2013 1,062,164 40,702 257,039 1,359,905

29

Benevolent Fund

Year Value of Number of Income Fund Grants Recipients Balance

£ £ £

2009 3,500 3 6,173 120,391 2010 - - 24,394 143,228 2011 2,300 3 5,773 138,4332012 3,250 3 5,103 157,8602013 1,651 2 38,856 193,741

30

Financial Statements

Year ended

31st December 2013

Any Questions?

31

NACO

Strategic Review

32

Vision and Mission Statement

• Our vision – to be a strong, independent Trade Union focused on meeting members needs and aspirations.

• Our mission – to provide effective professional representation , individually and collectively to an engaged and vibrant membership.

33

Membership

3 Year Plan– Recruit 250-300 new members each year– Increase membership awareness of NACO– Seek regular feedback from members– Review wider co-operative & mutual sectors– Innovative range of services for members– Participate in relative networks to build long

term co-operative partnerships

34

Financial

3 Year Plan– Full Review of equity holdings– Reduce controllable costs– Develop 3 year rolling plan– Maintain appropriate levels of reserves– Maintain a diverse investment portfolio that

achieves a balance of growth and income and meets the ethical and environmental policy

35

Operations

3 Year Plan– Develop an ethical and environmental policy– Clear performance level targets– Create a three year strategic plan and ensure

Executive Council review each November– Review and update Ethical Investment Policy– Effective monitoring by the Executive– Membership development & engagement

36

NACO Mileage

1/5/2011 – 30/4/2012 58,230 miles

1/5/2012 – 30/4/2013 40,945 miles30% Decrease

1/5/2013 – 30/4/2014 39,282 miles4.1% Decrease

37

People

3 Year Plan– Embed a Personal Development Process– Review internal skills and training needs– Develop a succession plan– Improve NACO Executive induction and

support– Create an Executive succession plan– Review all internal NACO policies– Review democratic structures

38

Co-operative Partnerships

39

Appointment of Tellers

Matthew Arrowsmith

Bob Lister

40

Appointment of Auditors

Hurst & Co LLP

41

Appointment of Trustees

Bob Burlton

Jack Devers

Sue Powell

42

Appointment of Appeals Committee

Delma-Rose Yorath

Roger Myddelton

John Butler

43

Emergency Motion

NACO Membership

Rule 4(a)

To add the words:

‘or a subsequent share sale.’

44

NACO Executive

2014 Election Results

45

Co-operative Group Class

Phil Barr

Gary Chappell

Jack Devers

Karen Froggatt

Jonathan Marsh

46

All Others Class

Phil Holmes

Vacancy

Vacancy

47

Any Other Competent Business

48

Induction of

NACO President 2014/15

Darren Leverington

49

Presentation to Retiring President

Mark Alexander

50

President’s Charity

Diabetes UK

51

Thank You

AGM Closed

52

Thank You

Lunch in the Restaurant

Safe Journey Home