BATA AGM 2026 - Questions to the Board

Several questions were asked by members under the ‘Any other business’ section of the agenda and some further questions, which the Board would like to answer, have been raised in correspondence by two members following the meeting. These questions and answers can be found below.

Question 1.

As a small family farming partnership, we have been members of BATA for over 50 years and are currently farming as a third-generation business, with an average age of 35. Throughout this time, we have faithfully trusted the Board to make decisions and to direct the business on our behalf.

The current Board was selected following a turbulent period in BATA’s history. It has a wide portfolio of experience across many sectors of industry, not solely agriculture, which no doubt contributes to lively discussion and strong direction in decision-making.

With the average age of farmers now being over 60, and the current Board having an average age of 62, please could the Board advise how it intends to ensure that the recruitment, retention, and training of new Board members is both transparent and relevant to the agricultural industry, in order to remain a forward-thinking business with long-term longevity.

In addition, how does the Board intend to encourage greater involvement from younger generations working within agriculture, and actively promote interest, awareness, and aspiration among them to consider future Board membership?

The recruitment of younger Board members, guided by experienced members while in office, would help provide greater longevity, consistency, and stability for both BATA staff and its membership in an ever-evolving industry, and help ensure that the three-year rotation introduces new Board members in a timely and effective manner.

Answer from director Judy Richmond, Chair of the Governance, Nomination and Remuneration Committee; this is a sub-committee of the main board, to whom we make recommendations.  The role of the Committee is to ensure the Board is of an appropriate size, with a balance of knowledge, skills and experience, and to consider succession to the Board.  We also review skills and training needs and oversee remuneration policies.  The Committee includes independent members who are not members of the Board.

As you rightly point out, the Board comprises experienced but mature individuals and the GNR Committee recognises that we will, in the foreseeable future, need to recruit new Board members and have started to develop the recruitment process.  We also recognise that an overlap would be useful.  Vacancies on the Board will be advertised to the membership (being a member is a condition of becoming a Board member) and applications invited.  We would particularly welcome applications from younger individuals.  If anyone would like to have an informal chat about what is involved, please have a word with any of the Directors. 

We as a Board are keen to encourage greater involvement from members, including young members.  As well as the GNR Committee, we have established a Membership Committee, chaired by my fellow Board member Johnathan Bulmer, specifically to look at engagement with members and improve this.  This Committee is still in its infancy, but I am sure Johnathan would welcome hearing your thoughts, as would Colin and other members of the Board and Executive Team.  In the meantime, we are building links with younger members for the farming community, though, for example, our support of the local Young Farmers Clubs.

Questions 2, 3 and 4.

Question 2: You will know from my many years attending the society’s meetings that I am a passionate believer and proponent of the cooperative society model and ethos. In the foreword of the annual report, you state there are 21 new members of the society in the financial year.

Firstly, can you explain to members the steps you are taking to encourage new membership and encourage active participation in the business of the society, and how you are preventing the exclusion of groups from participation such as those who do not wish to sign up to receive communication solely by email.

Question 3: I am concerned at the number of senior managers who have recently been employed by the society coming from a “for profit” background, who may not share the cooperative ethos.

I would like to propose that board consider amending the society rules to include a requirement to publish in the annual report, the number of senior managers who hold membership of the society. Publishing this figure would allow members to evaluate how truly invested the leadership team is in the long-term success and future of the society.

Question 4: Can you confirm if new employees of the society are given information about membership and encouraged to participate as part of their induction process, and can you state for the record that all employees are allowed to join as ordinary members with full voting rights whilst in employment of the society.

Combined answer to questions 2,3 and 4

CEO - Our priority is to engage with our current membership; we are about to send out a survey to help with this. We will continue to use mail for some communications but inevitably there will be more communication electronically.

BATA must remain profitable to survive and thrive, we are looking for staff membership across the business and the Membership Committee, a subcommittee of the board, are looking at this.

Question 5.

Is there a possibility of presenting the Thompsons of York results in the Annual Report?

CFO - The purpose of the AGM is to present the results for the Society in its entirety, and not for the subsidiary accounts.  The accounts for William Thompson (York) Limited will be made publicly available through Companies House in the usual way, but any members with any specific concerns on this or any other financial matters can ask the CFO directly (hbreese@bataltd.co.uk).

Question 6.

In view of the business rationalisation what redundances have you budgeted for in the next financial year?

Chairman - The Board have made it their policy not to respond to questions of such a sensitive nature in an open forum and would hope that members understand why this should be the case.

Question 7.

71% of members traded with the Group last year - what % did this account for of total sales?

CFO - Member sales accounts for 24% of total sales, highlighting the work that is required to bring more members into the Society and to encourage members to trade harder with the Society.

Question 8.

Why over the last two financial years have the society paid so much less than the Barclays Base rate when you have received substantial funds in deposit accounts?

CFO - The amounts for distribution are determined by the Board annually.  There is no specific policy set out in the Scheme Rules or formalised by the Board.  Whilst it is appropriate to recognise the value of funds invested by members, by paying a modest return on capital, the Board determined that greater emphasis should be placed on the value of trade that the members undertook with the Society.

Question 9.

Who sets the directors remuneration?

CFO - The Directors remuneration is reviewed every year by the Governance, Nomination and Remuneration Committee.  This committee has independent representation who review proposals to ensure that they are in line with market norms.

Question 10.

Why have you sold off the Pocklington site?

CEO – The site was not delivering a core activity for us, it was losing money, it needed investment to improve safety and efficiency, and the capital will be repurposed into our core activities.

Question 11.

Why are you closing Amotherby Mill and transferring production to Murton?

CEO – Health and safety concerns, and commercial competitiveness were the central decision triggers for its closure. Amotherby required millions of pounds of investment to ensure future safe working, the updating of its software, and improvements to the site and facilities; this investment would not have changed the dynamics of its inefficient productivity and process in relation to larger and more up to date mills.  

Question 12.

Can you assure members that production of ruminant feed can be of a reliable standard from Murton?

CEO – Yes, through the development of new quality control and quality assurance procedures, better kit and better systems, we are clear that our ruminant feed from Murton will be better quality than produced by either mill in the past.

Question 13.

What is the thinking behind reducing the number of sales representatives?

CEO – We are building a team of specialists who spend a large proportion of their time on farm giving specific advice. We have specialists in sheep, beef, pigs, poultry, fertiliser, seed, amongst other areas; these are all supported by an office-based team who will cover the ground in terms of contact, ordering taking and account management. Helping customers to plan helps us all.

Question 14.

Are you going to have an improved bagging facility at Murton?

CEO - Yes, we are looking to spend significant money this autumn to update and improve the bagging at Murton.

Question 15.

Why are six long-serving finance team employees leaving the business?

Chairman – The specific individual circumstances surrounding staff departures are covered by confidential agreements and cannot be discussed in detail publicly.

CFO - The business is undergoing significant change, and an independent review found the existing finance team’s skills did not match the future needs of the business. As a result, new finance roles are being created that require different capabilities.

Question 16.

Do you carry out staff appraisals?

CEO – Yes, we do staff appraisals. Six-month appraisals are being actioned for senior staff. Group sessions are being used for teams, and annual appraisals are being rolled out for individual people where this is appropriate.

Question 17.

Are you intending to try and increase ‘non-farmer’ customers in Country Stores and if so, why?

CEO – Yes, we want to welcome all customers to our stores. This is not to dumb down our agricultural offer but to support it, a lot of what farmers need, the public need too. The more we sell, the better we buy, the better we buy the more we can invest in price.

Question 18.

Why are you trying to encourage members and customers to use online platforms?

CEO - We are being told by members and customers that they want to order using our website. We want to have as many channels open for sales as possible.

Question 19.

What proportion of sales are made by customers contacting the office direct – i.e. not through reps?

CEO – By far the biggest proportion of our sales come in this way; our fuel business receives around 98% of orders by phone and email, feed is over 90%, as are our general farm sales. If you want something quickly, the quickest way is to email or ring the relevant team. When members can access their account online this will be similarly quick if not quicker, at the moment our website only accepts payment at the time of order.