Simplifying governance in Food

Who are we

The Governance & Assurance team are part of the Transformation function in the Retail Support Centre. We look after the governance landscape across Food for the change portfolio – programmes (big, multiple initiatives) and projects (single initiatives) that are in progress and the new ones that come out the Strategic Planning Cycle

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Image credit: flickr.com/duaneschoon

We’ve been listening

From your feedback, we’ve heard that there are plenty of opportunities in how we run governance across Food. At its heart, governance is about making the right decisions for the business in an efficient and effective way. Unfortunately, and partly due to our business’ complexity, we’ve found that:

  1. It’s not always clear how to get stuff done – the landscape can be daunting and often doesn’t have a clear route to decision/roll out.
  2. Governance groups can have conflicting interests and priorities – leading to colleagues becoming stuck in a governance ‘carousel’.
  3. Even when we agree that we want to do something, it can take a long time to get through the mechanics of governance – which risks expected benefits and can test the resilience of project teams!

All of these issues have come about from people trying to do the right thing for our colleagues, members and customers, but it does slow us down. We’ve looked at some examples like ‘Top Shelves’ within the Leading the Way programme. A simple project to fit some extra shelving in our stores, which helps colleagues with product availability for our members & customers. Despite it being something our competitors do and the business has endorsed, we had a series of governance and decision delays which meant rather than finishing the project to plan at the end of July, we’re a couple of months behind with nearly 600 stores completed so far.

What we’re going to do

Our role is to make governance effective. If designed and used well, governance is invaluable and can help speed up the change we want to do, and ensure it lands well.

Whilst all of our current processes are important and protect the Co-op, there’s too many or too much duplication, which adds time, effort and money to the delivery of our change plans. We’ll therefore be doing a sprint over the next 5 weeks to simplify and strengthen the governance process, as well as laying the foundations for best practice.

What our new landscape will look like

Keyword – simple! With defined roadmaps or even motorways, traffic lights, signs – a set destination, we’ll know when we’ll get there and there’s a clear view of progress along the way. We’ll do this by…

  • Mapping out the current decision-making landscape so we can identify common pinch points and opportunities for simplification.
  • Making sure the right people are in the room and we’re making the most effective use of our time – so we do what’s best for our Co-op and we spend members’ money like it’s our own.
  • Developing a compelling narrative, with insight from colleagues, members and customers, suppliers and partners. Helping stakeholders better understand a particular initiative, so they can make informed decisions at the right time.
  • Moving towards one simple set of templates to avoid the effort that goes into the multitude of decks and packs we create.
  • Updating on progress, with clear visibility of the risks involved, so stakeholders can apply rigour and keep us safe & legal.

 

How can I get involved?

The Exec have put forward functional partners to work with and we’re engaging across the business to gather inputs. We’ll be sharing plans and ‘how tos’ as part of an easy to use Governance portal after we’ve shared our ideas with the Exec.

In the meantime, we’re really keen to engage with those colleagues who have experience or an interest in this area, and we’d love to hear from you at retailgovernance@coop.co.uk

In-Store Bakery: How colleagues are shaping change

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We recently launched some great improvements to our ISB production pad. It’s been an interesting journey, and a great example of how colleagues in stores can shape the changes that remove complexity.

The new ISB production Pad is a move away from the old paper based process – our stores now receive their ISB pad via email with all the information they need for the following day’s bakes. The forecast shows the predicted sales for the next day and is generated using 2 year’s worth of sales data, as well as other factors including weather, seasonal events and waste.

Shaped by Colleague Insight

Store colleagues have been crucial in helping us design and launch the new process, and it has been their feedback and insight that has shaped the new tool. We had some great insights from colleagues on the new process (To read about how our West Didsbury store’s experience, click here ). After our initial trial we learned from colleagues that the tool needed some improvements.

Stores told us they’d would like us to change the look, feel and grouping of products – we changed this and have received really positive feedback. Colleagues also told us about the improvements they’d like to see in our forecast. We’ve already increased the forecast across a range of products, and we’re also working on sending out the forecast earlier in the day.  Additionally, we listened to colleague views on changing the AM and PM quantity split to help improve store efficiency and simplicity.  We have now updated this, so there will be more efficient bakes in place.

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We haven’t stopped yet

We want to thank store colleagues for your support in landing the changes, and we will continue to put this insight at the heart of the further ISB Improvements we have planned for later in 2018. We’re looking to remove the current pad completely towards the end of the year, so you’re only using the new and improved automated version – we’ll update you as soon as we can, stay tuned!

 

Listening to colleagues in the Support Centre

Thursday 15 March saw 17 store colleagues gather in Angel Square’s ‘Innovation Centre’, a nerve centre of ideas and future store concepts from the Leading the Way team.

They were there to take part in March’s Store Manager Listening Session arranged by ourselves in Colleague Insight, a day that’s designed to provide an opportunity to hear from teams around the business, offer feedback on existing or upcoming pieces of work, and give us their thoughts and feelings on how things are for them currently.

An extra bonus of the day was an hour’s chat with our Retail Chief Executive, Jo Whitfield. The chance for an hour’s conversation with the boss is a rare one, and Jo was very willing to hear a “warts and all” view of the challenges our store colleagues are facing at the moment. You can read more about this on the Colleague Insight intranet pages.

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Jo Whitfield speaks to store colleagues during our Listening Session

 

As well as hearing from them, Jo was able to give an update on how things looked from her perspective and gave some pointers about what was to come up for Food in the rest of the year.

She left the group with 3 key messages to take back to their colleagues in store;

  1. Believe in the plan
  2. Put the customer first
  3. Look after our colleagues

As well as Jo, several business areas from around the Support Centre were able to sit and talk through their world with the colleagues present, asking for the current feelings on how things work at the store level.

Among the topics discussed were store KPIs, the communications cascade and the top shelves project, where the comments and experiences of the colleagues were extremely useful in deciding what we do in the future.

They also had the chance to talk to a project manager from the wider Co-op team who discussed the very early stages of a new training project.

The learnings from a day like this feed into our quarterly hackathons, and help us keep the voice of the colleague front and centre in the minds of all in the Retail Support Centre.

By the time you’re reading this we’ll have just finished Quarter 1’s Hackathon, an event where we gather 50+ colleagues in a big room and, as well as hearing about current projects, we get them involved in shaping future projects, working out solutions to the things that they’re facing.

If you’d like to be involved in either type of session in the future (and they’re not all held in Manchester), then email the team at colleagueinsight@coop.co.uk and we’ll be in touch telling you when the next session is.

How we’re simplifying crime reporting

In their recently published annual crime survey, The British Retail Consortium (BRC) reported that retail crime is at an all-time high having risen by 6% against 2016 to a staggering £700m.  The number of violent incidents has also seen a huge increase and reflects a growing concern in society around the challenges facing the retail industry in the UK.

When crime and security incidents occur in our stores it’s really important that every incident is logged. This enables our Retail Support Centre teams to monitor and analyse crime data and ultimately drive the actions and changes that help to keep our colleagues safe. The safety of our colleagues is always a priority, and we’ve listened to store colleague’s feedback on the existing reporting process – one of the biggest concerns our colleagues have raised is how time consuming it is for stores to report security incidents. Unfortunately this often leads to only a small number of incidents being reported, especially if it is relatively low value theft.

A Mobile Solution

Kingdom 1We’ve listened hard and based on this feedback we have been working with Kingdom to develop an app that will make this much easier for store teams to log minor security incidents. It’s stressful enough for our colleagues when they have to deal with incidents in store, so anything that can simplify the crime reporting process for our colleagues is hugely beneficial for our coop.

We recently released Kingdom Konnect – an app that give stores an easy and simple way to log incidents on their mobile devices. So after an incident, instead of having to go back into the office and log on to the PC, colleagues can now complete security incident reports on the go – whether it’s on the shop floor, at the kiosk, or in the warehouse. The app gives our colleagues a quick and easy way to log minor shoplifting and anti-social behaviour incidents – and it takes less than a minute to do. Many colleagues are already using the app, and we’ve heard some great feedback so far

“This is amazing! It’s easy to use and no excuse not to report crime….”

Liam, Cambridge

“It’s really brilliant to use – Everyone is using it. Logging incidents is much quicker than before. The ease of it is that it’s in your pocket so you can use it as soon as an incident happens”

Ian, Dunscroft

“It’s so much easier than logging it on the back office”

Hannah, Somerton

The information logged via the app is vital, as it allows us to gather greater insight and understanding of crime in our stores. Having access to this information in turn helps support centre teams make the right decisions for colleague safety and allows us to react with resource where needed.

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Jamaal, our Guard at Butcher Hill has been using the new App

All stores will be given access when store tablets launch later this year, however we know from listening to colleagues that they welcome the opportunity to use their own devices in the meantime. So, if colleagues choose to, they can download and access from personal devices (Colleagues should see week 9’s Bulletin for info) . We’ve seen a fantastic number of colleagues starting to use it already. This is a great step forward in simplifying crime reporting for our stores, but we haven’t finished yet. Later in 2018, we have plans to introduce an all-encompassing Health and Safety system that will be accessible from our store mobile devices which will bring further improvements to help us support the safety of our colleagues in store.

Simplifying Fresh Reductions

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Removing complexity is one of the most important ways the Retail Support Centre can help our store colleagues. One of the most common issues we’ve heard from colleagues is that our fresh reduction process wasn’t working.

Colleagues told us our reductions matrix was too complicated and the timing was not right. Having different processes for long life and short life products adds complexity and can lead to products being missed and ‘out of code’ products being left. We were reducing too many products which is time consuming and damages customer perception about the quality of our food.

We’ve listened to colleagues, and to enable stores to focus on serving our customers at our busy times, we’ve made fresh reductions process a lot simpler. We’ve changed the frequency of the checks, and the exceptions. We’ve also empowered colleagues to choose the best time to complete first reductions for their store, and to override the iRTC system where they may have store-specific challenges which need to be taken into account.

When we trialed the new process, we had some really positive feedback from colleagues. But we also learnt a lot too. We’ve learned that following the new process exactly (as it’s written) is the key to saving time and reducing waste. But how have our colleague found the new process? We spoke to a few of our store colleagues to find out how the new process has impacted their stores….

“The new process is much better as it give us more time to get it right. Because we have until 10am on the product date it allows us to be more flexible.  If something unexpected happens like a late delivery, it means we can pick up the process the following morning. It’s helped eased pressure on the late jobs which has really reduced stress in store”

Gina, Petrol Harrogate Rd

“The new process is really much simpler and easier for us”

Ifte, Southwark Mill street

“It’s working really well, I didn’t think it would as our store previously had high level of waste, but since the new system was introduced our waste has been much better, our split has improved to 80/20…….Its so much simpler now that we use the same rule for both long and short life products, and we’ve found the system is giving a much better price on the first reduction”

Tammy, Alnwick Bondgate

But we aren’t taking our foot off the gas – We’ll continue too look at how the process can be improved – We’ll be using data from the new process to improve the suggested prices generated by iRTC which will help products sell through at the first reduction.  We’ll soon have simpler reporting to help us improve our range and waste, and we’ll be looking at introducing improvements to our ambient reduction process later in 2018.

‘How Do I?’ The Story So Far

I’m Marc and I’ve been with the Co-op now for over 9 years working my way from Customer Team Member to a Team Manager. For the past 6 months I’ve been working on the ‘How Do I?’ site with 5 colleagues from stores – rewriting policies to replace the old CITRUS ones. In November the site launched to all stores, and since then the site has had over 250,000 page views and our store colleagues have shared over 600 pieces of feedback.

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Actioning the feedback

With each piece of feedback we always look at ways we can try and improve the site to make it easier for colleagues to use and understand. Whether that be from making a certain process easier to follow, or adding in links to related content so that it takes less time to find what you’re looking for. We’re continuously fine-tuning things to make it as easy and straightforward to use as possible.

The more feedback we get, the better we can make ‘How Do I’. There is the option on every page to send in feedback including any issues with finding content on the site. So if you search for something and it’s not immediately clear where it is, changes can be to make it easier to find.

Taking the bad with the good

Obviously it’s not always rainbows and butterflies – as much as it’s great to hear how colleagues are really enjoying using the site, it’s great getting feedback on any opportunities or challenges too. We encourage all colleagues to share any feedback, no matter how minor, as even if it’s only a small change, there’s likely to be someone else who might be thinking the same. It’s this feedback that drives the improvements that are continuously being made – such as adding keywords that have been searched and improving the search engines priorities.

What’s next?

The ‘How Do I’ homepage has just been improved, so it’s now clearer to see what policies have been recently updated. You can not only see what the policies are but also a description of what has changed – so there’s no need to search through the page to find the change. This year there are plans to look at making ‘How Do I’ available on own devices so you’ll be able to use the site whenever you need to, not limiting the site to just on a computer. If you haven’t already, why not go and give it a look yourself!

Marc Kurucz

Team Manager, Petrol Marple

 

 

Approaching Risk Collaboratively

Risk Team

For the Food Risk Team, keeping our stores safe for our colleagues and customers is our number one priority, and through 2018 we will be taking a more collaborative approach to look at how we can improve store operations.

A New Approach

The food business has invested a great deal to re-invigorate our approach to risk, and key to this is establishing a dedicated Food Risk team within the Retail Support Centre. For a long time Risk has been a Group function, but we believe that stores deserve a front line risk support team who are in touch and engaged with our food stores, and can act as a first-line support.

Bringing in Experience

The new team brings together experienced risk colleagues into the Food support centre to support stores. Our team of 24 Food Risk Support Officers (FRSOs) will bring with them a huge amount of experience and working within food they will be closely aligned to our stores with one clear objective – to make our stores safer for colleagues and customers.

What Stores will see

From 4th February the FRSOs will be embarking on a series of operational assessments which will run through 2018. But where previous audits have been focused on spot-checks and reactively supporting stores after incidents, our new approach will be more collaborative. For each assessment, the team will be spending around 6 hours in your store – looking at all elements of store operations and operational compliance. We’ll be looking at processes that we have never reviewed before, and by spending more time in stores and speaking first-hand to colleagues and store teams we will have a great opportunity to identify where processes aren’t working, and to speak to colleagues on the front line to get their insight on how things can be improved and simplified.

Benefits for stores

This is also a great opportunity for our store colleagues to speak to the team and give your feedback and insight on how we can improve things. We will be using the data and insight we gather during the assessments to feed in to the Retail Support Centre to drive the changes, improvements and opportunities that will make your stores simpler and safer for colleagues, customers and members.  The Team are really excited about this can’t wait to get out to meet you.