‘Employment’s the best way to stop reoffending’: the boss of ready meals firm Cook on the ‘talent’ in prisons | Ethical business
POssi Brown, Cook President, has never planned to be the CEO. First, she trained as a nurse, then tried her hand in politics; Then banking services. But after she initially struggled to find her position, Brown now leads a ready -to -class company as the best place in the country to work in food and drink, and is looking to help others find their way in the world of work.
Last year, Co-CEO assumed the ethical company Food Business from the coach of the shoe columns of James Timpson as Chairman of the Employment Consultative Board of Directors, a government-backed program that Timpson began working with more than 90 prisons.
She says, “I grew up, believing that it is completely normal to employ people who have barriers in front of employment.”
Brown’s parents were entrepreneurs who worked in two former compressed in their small business and bakeries. So when she joined Cook in 2000, three years after her preparation with one store in Farneham, Sari, by her brother Ed Perry (shared her at CO-CEO) and his chef Dalefold, she wanted to find a similar way to “make an effect” and deal with three local prisons.
“There is a great talent in prison, great people. There are a lot of shocks, difficult backgrounds and a difficult life that prompted people to prison in the first place. Refund rates are very high, and employment is the best way to stop [that]. So it is wonderful for society. It is great for societies. It is great for everyone, if we can do it. “
It wants the government to stimulate more companies to bring former criminals through tax exemptions, such as national insurance contributions to employers (NIC) or the use of industrial disciplinary tax funds to support additional training. “For the moment, the companies that do so, like us, are doing so from our back pocket,” says Brown.
Cook recruited 250 people with a scheme called Raw Talent, which Brown launched a decade ago to help people work after prison, displacement or any other challenges. Planner graduates make up about 5 % of Cook workforce in Cook stores and kitchens in Sittingbourne, Kent, graduates of the chart constitute about 5 % of the Brown workforce.
The assistance of former criminals is just part of the ethical position of the family owned by the family, which also includes identifying all meat in the UK, providing reduced food for societal events, and paying the real living fee (which it has done for a decade), which provides a profit share reward, and even providing access to a vacation house in nearby deals.
Not only is the company’s adoption as B Corp, but Braun’s other-James Perry brother, who is also occupied by Cook-President in establishing the UK movement behind the plan, which requires companies to fulfill ethical and environmental standards.
“We have a very strong independent chain,” says Brown.
Do not sell the group through supermarkets, favoring its chain of about 100 stores. It also puts its own porridge in more than 1,200 independent outlets, sells online, and follows new ideas such as selling machines for hospital workers. It plans for about eight new stores this year and at least 100 other concessions, in addition to expanding the online subscription service, which includes meal boxes for new fathers – a major way to win new fans.
Brown says that the transition to employee ownership has not been excluded one day, but at the present time, “the works are owned primarily and the family runs, and there are no plans to change this.” Although they have a few external shareholders, they not only focus on “submitting this number in the lower right corner of the spreadsheet.”
However, there is a lot that makes it happy on the spreadsheet at the present time. The works flourished during the epidemic, as Cook took advantage of the sudden increase in caring for the delivery that was delivered at home. While other similar companies have struggled since then, Cook has managed to draw a completely new group of customers.
Sales increased by approximately 13 % to about 120 million pounds per year until the end of March 2024, while pre-tax profits jumped to 2.5 million pounds-an increase of approximately 80 % when excluding the huge insurance payments associated with electronic attack in the previous year. The shareholders of the company, half of them Perry and the rest outside the shareholders, pushed themselves at 1.25 million pounds.
Last year, growth with sales continued by about 10 % again, according to Brown. The goal for the next year is to reach revenues of 150 million pounds.
The meals are not especially cheap, with a fish pie for two £ 11.50, just more than Charlie Begham – although you get an additional 125 grams of Cook. The cheapest options include a 7.60 pounds of £ 7.60 or chicken wings in Korean style 4 pounds, and there are deals like 10 % of new fathers. However, the company has put prices in the past two years, with the possibility of increasing this fall.
Brown admits that going is more strict, while increasing costs on employment and components, including an increase in the price of cow meat, which will cost the work 1.1 million pounds this year. The costs also rise for eggs, lamb, cocoa and butter.
Brown says people are right to worry about “British agriculture” and that she “wants to see more government leadership on this issue.”
“I think the food is very essential for a healthy society. So, I would definitely love to see it get more energy and focus,” she says.
She adds that “the advisor made life more strict for business and growth. They said they want to grow, but they put a lot of barriers on his way [it]”
Brown says that Cook will not start in the moral sources of its ingredients or wages of its workers, who raise large ponds of cheese sauce, handflower coils, and ensure each fish pie has a suitable mixture of ingredients. However, the group rises to the challenge of looking at how to use more automation in its kitchens.
“What we will not give up is the hand -made craftsman.
The work has already survived from difficult times, including the “white joint ride” of the epidemic, electronic attack, and the 2008 financial crisis, when sales decreased by 10 %. “We pressed our way through it,” says Brown. “We are really good in managing cash flow.”
“I think it only focuses the mind,” she says about the current pressure of high cost. “We don’t want to transfer everything to customers. We don’t want to take [them] It is empty of it, so we have to be smarter. “
the biography
age 49
family husband; Three children between the ages of 20, 18 and 15. “My father lives with us too.” Two dogs, two cats.
education Moncton Compe School.
The last holiday Ski girls break with cousins.
Pushing “We have a wage of no more than 12 times [higher than] The slightest paid. “
The best advice to have been provided “The great relationships at work require three things: a common goal, clarity about who does something, and appreciate each other’s point of view and contribution.”
The biggest regret “There are people’s issues that I would like to deal with differently now, I am a little larger and more wise.”
The phrase overcame it “Let’s take a look at the Org plans!”
How to rest Walking in dogs, writing magazine, TV and theater, friends and family.
