Sustainable thinking

What was your first job and what did your responsibilities include?

I started with Brighton Co-op as lift boy, cleaner and dividend stamp shredder — three noble professions.

How much was in your first pay packet and what did you spend it on?

A few pounds which paid for Saturday night.

Describe how you career developed to the present day After university I became a trainee retail manager with Brighton Co-op. More by luck than judgement, my first senior role was in public relations and membership for them and I established a reputation as someone who could communicate the ‘co-operative difference’. I moved to work for the Co-op in London and then on to Oxford, Swindon & Gloucester Co-op for 14 years, helping to make it known for its work on membership and ethical retailing. I had had links with the Plunkett Foundation for many years and the chance to become its chief executive was too good to miss. It helps rural communities save the services that matter to them, such as the village shop or the pub, through community ownership. I deal with some of the world’s smallest co-operatives which make a huge difference to people’s lives.

What are the key responsibilities in your position?

My favourite quote is that the role of the chief executive is to solve more problems than they cause. That means looking beyond the day-to-day to where we need to be in the future, building links, supporting the team and keeping us on an even financial footing.

Describe a typical day The main types are days in London meeting policy formers, other organisations and funders, days in the office meeting with team members, days speaking at events around the UK and Ireland and, the greatest treat of all, days visiting rural communities to see the amazing things they have achieved.

Who/what have been the biggest influences on your career?

The values and principles of the co-operative movement have been the biggest influence of my career as I have seen first hand around the world what it can do for ordinary people. Bob Burlton, the former chief executive of Oxford, Swindon & Gloucester Co-op showed me how those values could be the basis of running a successful business.

What has been your best decision?

Holding a Swiss cheese month at the Co-op in Hangleton, Sussex, which got me noticed by Brighton Co-op’s PR manager who lived above the shop, which led to a PR post which the rest of my career has been built on.

And your worst?

Hiring the Royal Philharmonic Orchestra for a Co-op members’ concert in Brighton. It was not exactly a sell out.

Do you run an apprenticeship scheme and, if so, why We do not — but we do grow our own. Everyone on our senior team started in more junior positions in the organisation.

What is the secret of good management?

Not making the perfect the enemy of the possible Do you have a good work/life balance?

I try and sometimes I succeed.

What are the biggest challenges facing your business today?

So many communities wanting help, but funding becoming ever tighter.

Is there anything in business that really irritates you?

Anyone doing a job they have no passion for.

How do you see your organisation developing over the next five years?

The demands on rural communities to tackle the problems they face through community enterprise can only increase.

I think we will be doing more, across a far wider range of communities in the UK and Ireland and with greater links to sharing knowledge around the world.

What has been your most satisfying moment?

Being at a village shop opening. When you see the look on people’s faces that they have actually managed to save their village shop against all odds, then you know the job is worthwhile.

How much do you use social media and how effective is it?

I use Twitter and find that it is a great way for small organisations to outperform the large. I am on Facebook, but use it far less these days.

What is your attitude to the environment and do you have any green policies in place?

All our work is about creating sustainable communities. You can only do that when you see economic, social and environmental issues as completely interlinked.

What do you do to motivate your workforce?

Our mission so motivates them that my challenge is to stop them burning themselves out.

Is there any other job you would like to have done?

I always fancied writing for a living.

What would you like to do when you retire?

I can honestly say that I have never given it a moment’s thought. There is too much to do before then.

Name: Peter Couchman Age: 52 Job: Chief Executive, Plunkett Foundation Time in job: Three years Contact: 01993 810730 peter.couchman@plunkett.co.uk Web: www.plunkett.co.uk