AMM 2024 – questions and answers

Q: How did the £0.50 dividend bonus get passed without a members vote?

A: Like in previous years, we have made a dividend payment to members ahead of the AMM. The society rules allow the board to pay an interim dividend as they believe is justified by the profits of the society in a given year. No dividend can exceed the amount that is ultimately recommended by the board.

Q: Should there be leaflets available that colleagues can offer people if they say they don’t have a dividend card?

A: We’re currently asking colleagues who are in store to ask people to pay with cashback or cashback bonus. At other times of year, our colleagues should be asking ‘If you’re not a member would you like to be one?’ and they should have cards and leaflets to give out. However, sometimes they do need to consider queues so they do need to use their discretion and judgement.

Q: Would you describe how the Co-op has remained true to its founding principles?

A: Co-ops are formed for their members’ benefit, and most look beyond membership and into their communities. This is a principle that we were founded with and continue to deliver upon.

We believe in purpose beyond profit; our purpose is to bring together energy, ideas and resources to make life better in our community.

Additionally, we have patient capital, meaning that unlike other retailers, we will invest without expectation of rapid return. This enables us to invest where others may not. For example, we operate 35 post offices, despite the associated financial challenges, resulting from a decline in funding over recent years. However, we understand that this is an important service to our members, believe that a better deal for post offices will come, and patient capital means that we have been able to maintain the service.

Q: You don't seem to be doing vouchers this December for 10X. This is disappointing. Why has this decision been made?

Member benefits such as the cashback bonus and 10% vouchers are ways we can share our trading surplus with members, based on how profitable we are. Trading surplus has dropped and is forecast to be reduced again next year. Therefore we are having to make some difficult choices regarding how much we can share with members. Our Purpose Beyond Profit 2030 plan is designed to invest in growth and improved our profitability and members will share in future successes.

Q: Why are offers in Lincoln area different to Mablethorpe Co-op are they not part of the same organisation?

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Q: I see adverts for Co-op pricing for members all the time but when I ask in my store they say that’s the national co-op?

A: Lincolnshire Co-op does not operate a food store in Mablethorpe and is a separate organisation from the Co-op Group. As independent co-ops, we are asked to compete and we all set our own range and pricing. We do have a number of promotional deals and multi buys, which we've introduced more recently; including deals on freezer fillers, cooking sauces, groceries, and wines. We also offer 1% cashback to members on all products (with a small number of exceptions), which is different to other co-ops that offer member pricing on selected products.

Q: Unlike other co-ops there’s no member price for the deals, why is that?

As well as introducing new pricing offers, we give ongoing cashback, which we offer on all products. We did run a survey last spring, which just under 6,000 members took part in. The results showed that 57% of our members preferred the cash back on all products versus member pricing on just the selected products. This is something we're keeping under review, and there may be further surveys in the future, but currently our members are asking for cashback on all products.

Q: How can the online experience be improved at the AMM so that we can also meet the directors rather than have to vote in the elections not really knowing who we are voting for?

The election process is separate from the AMM and the Society needs to be fair to all candidates standing in the board election – new candidates as well as those directors re-standing.

Q: Regarding the members and driving increase in members - why isn't there a refer a friend scheme, I've got 18 people to sign up since I joined and another I've been chatting to tonight about me being on this meeting - first thing she asked was "Can you refer me for the dividend card?" We have both looked on www.lincolnshire.coop and can't find any scheme. Thank you

A: Thank you for the suggestion, it’s an interesting idea. We hope that membership of Lincolnshire Co-op is an attractive proposition and encourage our customers to become members to have a say in their local Co-op, support the community and enjoy the member benefits on offer without a joining or referral incentive being required. We will give this some thought though, thank you.

Q: I often forget my dividend card. Would it be possible to ensure staff ask customers if they would like their receipt to claim the points back later. I have missed out on so much dividend because I've either not been given a receipt or one that I can't claim my points on and it's extremely frustrating

A: We do ask our colleagues to ask customers if they have a dividend card, and if they would like to save their cashback if they don’t have their card with them. We can’t promise that this happens 100% of the time though, so please ask a colleague if you want a receipt to save your cashback to claim later. We’d also advise that you download our dividend card app, so you don’t need to worry about remembering your dividend card.

Q: When can we expect to see improved functionality in the Lincolnshire Co-op App?

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Q: Can we have a dividend card that goes in our Apple wallet?

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Q: Why can’t there be just one App for all Co-ops?

A: We hope to relaunch our membership app in 2025 with improved functionality including being able to store in Apple Wallet. A number of societies got together last year to scope the possibility of launching one app for all retail co-ops, but this is currently challenging with every Society running very different member benefit schemes.

Q: Would be great to know how many people are present in the room and also taking part online. It’s hard to get a sense of the size of the community of fellow co-operators taking part from home.

A: We had 812 members join us online, and while our in-person event reached capacity on prebooking, we did see lower numbers than anticipated due to multiple unforeseen road closures in the area. Regardless, we were proud to welcome an additional 363 members in-person; totalling an incredible 1,175 members!

Q: Why isn't there a bus from Newark to the AMM?

A: We currently run a coach service from Lincoln, which is free of charge for all members wishing to attend our AMM. This is a cost for the society, and unfortunately, we have seen a low uptake; at this AMM, only 12 members chose to take the coach. For this reason, we will not be looking to expand the service further and will continue to review the existing provisions in place.

Q: Is there something you can do to improve the website for people with visual impairments please? People with Tritanopia have difficulty seeing the blue spectrum and the websites confirm and accept functions are mainly blue.

A: Ensuring that our services and communications are accessible is very important to us, and we encourage anyone who experiences any issues with our website to report this to accessibility@lincolnshire.coop

Click here to read our accessibility statement.

Q: Can I suggest Co-op cards which are more easily read by partially sighted. E.g., my card number is black numbers on dark blue and it's hard to read.

A: Thank you for your feedback, your comment will be passed onto our membership team.

Q: Please can you confirm that the dairy products on offer from the Co-op will not contain Bovear, which is being used as a supplement for cattle feed to allegedly reduce the methane produced by the cattle?

A: We sell Co-op Group own brand milk, which is supplied by Muller. Co-op Group is not involved in the Arla trial, which involves feeding a methane-reducing additive to cattle, and has received lots of attention in the media.

Food safety is our priority, and Co-op Group are very clear that all elements of our supply chain are fully compliant with all UK and EU food safety standards.

Co-op Group continue to work with dairy farmers to improve their on-farm performance to reduce emissions, focussed on improving their use of home-grown grass and winter feed as the main sustainability strategy.

Q: Could you stock more of a particular product or range in your food stores?
Examples given by members included vegetarian products, gluten and dairy free products, a wider selection of fruit and veg (pineapples, papaya, pak choi, aubergines, red cabbage) and sweet wines.

A: Most of our shops are around 3,000 sq ft, which is a convenience-sized store, and whilst we try to provide as wide a range as possible, inevitably we have to make decisions based on products with the highest demand. We are introducing more sophisticated stock ordering systems which can tailor our ranges to customer demand at an individual store level, improving this process. Customers will hopefully see the benefits of this once launched.

Q: Given the evidence that intensive animal agriculture is a major contributor to greenhouse gas emissions and switching to a plant-based diet can help fight climate change, are there any plans to expand the promotion of home-cooked plant-based meals by offering regular discounts on lentils, chickpeas, beans and vegetables?

A: Thank you for the suggestion, we will consider this in the future.

Q: On your Gadsby’s Bakery, what proportion of sales are though the Lincs Coop vs what you sell wholesale? And what scope is there to grow that wholesale business? Is that a focus?

A: Our wholesale % to total is very low and is an area we are currently reviewing to see what opportunities exist to grow sales.

We have a new leader of the Gadsby’s team who is reviewing the strategic direction and identifying opportunities (including this one) to grow sales.

Q: With the price of fuel now levelled out, why have the prices for milk not dropped?

A: Our milk comes from our Co-op buying group and we ensure our pricing remains in line with the buying group. This means our milk prices reflect broader market trends, ensuring we are competitive while maintaining sustainability.

Though fuel prices have come down, the wheat grain dairy cows are fed on has become both shorter in supply, due to the impact of extreme weather, and more expensive. This is contributing to milk prices. High energy and labour costs are further influencing the market.

Q: Why have you stopped listing basic dog biscuits - from the Coop mini bone biscuits to Bonios? We can't all afford, nor our dogs like, the premium style products you are now stocking.

A: Unfortunately, both products have been discontinued by our buying group.

Q: Why are prices in your stores high? Can you stock more own brand to help people on a lower budget?

A: We are doing a lot of work across the commercial team, looking at our price position and our value proposition. In addition to that, we are looking to stock more of the Co-op own label range, particularly the Honest Value range, to make sure we are serving all our customers’ needs from a price proposition perspective.

We are moving towards digital shelf labels to ensure we really highlight the great opportunities and prices we have.

Q: Why do offers and prices differ between your stores?

A: Various factors go into deciding prices and offers in each store. One consideration is the cost of running that particular outlet – that’s why you’ll see a difference in cost between certain stores. Some questions have also mentioned Co-op Group outlets, Co-op Group are a separate society and have their own pricing and rewards structures. We will be continuing to evaluate our pricing over the next year.

Q: May I ask one of your team to make an unannounced visit to Holbeach to look at two points, please:1. The dreadful refurb which has put the customer queue down the last isle - totally hidden from staff and therefore queues build up before a colleague is requested to open another till. 2. To look at the free standing displays placed in the queuing isle and therefore making it extremely difficult for wheelchairs and buggies to get down the isle.

A: Thank you for the feedback. We will arrange for one of the operations team to visit the store unannounced to review the points you have raised.

I live in Heckington and Quite often everyday items are not available like oranges, marzipan, Lincolnshire eggs, honey and caster sugar. Why is this?

Thank you for the feedback and apologies for any inconvenience caused. The regional manager will visit the store to review the in-store availability.

Q: Why when reducing goods with the red and yellow labels why do you not cover the original bar codes to stop the chance of mistakes thus speeding up till operations and increasing accuracy?

A: Stores are instructed to cover the barcode when reducing items instore – we will re-iterate to stores that this is the agreed process. Apologies for any inconvenience caused.

Q: I have seen shop checkout staff often cough into their hands before handling purchases. Has any hygiene training been given and if not it may be a good idea?

A: Our food store colleagues are given thorough training around hygiene and hand washing specifically, which is refreshed annually. If your query relates to a specific incident or store, please get in touch by emailing customer.care@lincolnshire.coop

Q: Can we get better carrier bags please?

A: We've removed single-use carrier bags from our stores and replaced them with our compostable bags. They're designed to biodegrade faster, which will reduce our impact on the environment. These carriers also make great liners for kitchen compost caddies, they're broken down alongside the organic material, meaning they can be deposited directly into your outside compost bin.

Proceeds from carrier bag sales continue to go towards good causes through our Community Champions scheme. If you have a specific issue with the bags provided, please contact customer.care@lincolnshire.coop

Q: What is your policy on staffed tills and self-service checkouts?

A: We've recently done a big piece of work, making sure that the salary investment in each of our stores is right. This includes store forecasting, ensuring there's the right colleagues in store at the right time to make sure that payment is quick and easy. We've had to rebalance and invest a lot more in some stores to make sure we've got that right.

Equally, not many stores have got self-checkout. Our provider has been under review, and we are looking to do more for self-checkout, but that would be in addition to manned tills, rather than instead of. This is in attempt to give more choice to customers, but we'll be always there to give the friendly personal service that we've become famous for.

Q: Do you have any plans to alter the parking at Welton?

A: We’re aware the car park at Welton can be busy, however we’re restricted in what we can do to extend or improve car parking within the boundaries of our property.

Q: What plans, if any, are there for the future of the Coniston Avenue Store in Grimsby?

A: We recently opened a new store in Scartho, which is nearby our Coniston Avenue and Waltham food stores. Scartho’s been performing extremely well, and the plan is to keep all three stores trading successfully alongside one another. Each store offers their own set of services, products and ranges; for example, there’s a post office in Coniston Avenue.

We're working to make sure that we meet the needs of customers and give them an opportunity to shop in both Coniston Avenue and Scartho, by offering complementary and different ranges. We're looking to build; although we have lost a little bit of business in Coniston, this is not net across the three stores, and we are trading well.

Moving forward, the opportunity is for us to bring in items and ranges in a Coniston Avenue that you wouldn't be able to get in the other stores and broaden our breadth and range.

Q: Are body cams a deterrent against robbery?

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Q: In relation to the recent incident in Wragby, how do you support your staff to help them move forward from a significant event such as a robbery?

A: Body cameras are a step in the right direction but sadly, given the societal pressures that we and other retailers face currently, it’s not gong to prevent crime – it’s meant to deter it. The issue in Wragby was very serious and we are working with the team involved to make sure that we are doing everything possible to protect our colleagues. We are also looking at whether we need to do anything different procedurally, whilst working with the police to make all our stores as safe as possible. It’s an ongoing challenge that we take very seriously.

Q: To follow your earlier discussion regarding in-store security and body cameras. I think this is a fantastic idea and wonderful that you have implemented these steps, taking the safety of your employees and customers seriously. However, there does need to be a balance in approach to potential shoplifters. I have on several occasions noticed what some might deem ‘staff profiling customers' in your stores. How can you address this?

A: Thank you for your feedback on body cameras. We do advise colleagues to be vigilant about shoplifting and other potential security issues, but this is based on monitoring behaviour rather than profiling customers. Our colleagues also have a lot of operational tasks they need to complete so are often visible in various areas of the shop floor.

Q: When the text service to advise that your prescription is ready for collection to be reinstated at Boots Chemist, attached to the Birchwood Medical Practice that you took over earlier this year?

A: We have recently invested in a central fill system in our pharmacy warehouse. This technology puts together repeat prescriptions, meaning our colleagues have more time in branch to deliver valued services like blood pressure checks or stop smoking support.

Unfortunately, the text message service is not compatible with the central fill technology. We are currently reviewing how we better communicate with our patients.

Q: Given that there are apparent pressures forcing the closure of pharmacies from a range of businesses, what is the co-op strategy / direction to maintain or grow in this area of business?   

A: The impact that NHS funding cuts have had on community pharmacy has been well-publicised.

The NHS has been clear that it wants pharmacies to focusing on service provision rather than prescription fulfilment.  Luckily we have been on the front foot with this and invested in our central fill model, where around half of our pharmacies have repeat prescriptions dispensed from a central point which has released capacity for our teams to provide more services.

We are looking at the non-NHS funded parts of our offer too, such as reviewing the over-the-counter products to ensure what we have better meets the needs of our local communities. And we have launched a number of private services rather than relying on the NHS funded products.

We are committed to our purpose of making life better in our communities and believe that the valued service that pharmacies provide is a key part of that. It’s proved by the fact we have actually subsidised the pharmacy business over the last 12 months.

Developing our role in local healthcare further is also part of our business strategy Purpose Beyond Profit 2030.  

In Birchwood, Lincoln, we are developing plans for a new-style health hub which will be a one stop shop for health and wellbeing and we hope we can use this approach in other locations.  

Q: Do the pharmacies collect unused prescription medications to donate to Inter Care I+ Medical Aid for Africa. If not, would they investigate this opportunity to see if they could support this charity. It is a UK registered charity which collects selected returned patient medicines and, after appropriate quality controls, recycles them free of charge to a network of over one hundred health centres in seven desperately poor countries of sub-Saharan Africa.  

A: Currently, the laws and regulations surrounding medicines wouldn’t allow us to move returned medicines to charities. We also monitor patient demand to ensure we don't have large stocks of unused medication.   

In terms of community work, the teams already support toiletries collections for local charities, including domestic violence groups and food banks. They also support our Community Champions through fundraising.  

Q: Have the Board of Directors been given a near exact figure as to the cost to the Society of the increase in the mandatory National minimum wage, and the % increase in Employers National Insurance contributions, if so how do you propose to deal with this problem? Will it result in redundancies, closures or reduced member services or benefits?

A: The increase in the National Living Wage and the change to National Insurance contributions have broad implications for the whole retail sector, including the potential for rising inflation and interest rates. Business rates also add a disproportionate burden on the retail industry.

A combination of these factors will mean many retail businesses will be seeking out efficiency opportunities.

For Lincolnshire Co-op, there’s no doubt that the rise in National Living Wage and the change to National Insurance contributions will have an impact – costing us an extra £6.5m per year. To put that into context, that’s around 60% of the 2024 trading surplus.

We will need to continuously review our operations, including areas such as member benefits, to protect our financial position over the long term.

However, though this does create a challenge, we do have an agile business with a strong proposition, across varied business areas, and brand that will prosper.

Through our strategy Purpose Beyond Profit 2030, we’re also investing in growth to ensure we are sustainable to deliver member and community benefits in the long-term.

Q: How can the Directors engage more with members? How about a ‘back to the floor’ programme - used successfully in many organisations where senior management or directors spend a day actually on the ‘shop floor’ working with those customer facing staff and in customer facing roles. Be it in retail stores, pharmacies, funeral homes, or petrol stations, it would give them a good insight to what both the staff and members experience and require.

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Q: Do the directors or executives visit the stores randomly to see what is going on?

A: Lincolnshire Co-op directors engage with members at our six monthly member events; whether that is at our Half-Yearly meeting, or our Annual Members Meeting. Directors are also available for discussion and questions from colleagues and members alike in the time leading up to and following on from the meeting.

We are also reintroducing our ‘back to the floor’ scheme, encouraging our Support Centre colleagues to spend some time working alongside colleagues in their local food store over the Christmas period. It is an opportunity to build relationships, learn from one another, and provide additional support during one of the busiest times of year. We’re looking to expand it to other areas of the business in the future and will consider how the directors could also get involved.

Aside from this, members of our Executive Leadership Team and Leadership Team regularly make visits to their relevant retail outlets – both announced and unannounced - taking on feedback from colleagues and observing processes in practice.

Q: Can you provide further information regarding the gender pay gap and why this has increased?

A: Nationally, more females work in part-time roles than males, which impacts gender pay results and our data reflects this. The gender pay gap is often confused with equal pay, however the two are not the same. Equal pay is the right for males and females to be paid the same rate when carrying out the same jobs or similar jobs or work of equal value.

The majority of our roles attract a fixed rate of pay, regardless of the gender age of the colleague performing that role. Gender pay is a measure of the difference between male and female average earnings across an organisation. Having a gender pay gap does not mean that there an equal pay issue within an organisation. There can be a number of reasons for this, including a gender imbalance in different levels of roles, or if a particular type of role is dominated by one sex.

There has been significant change in the structure of the business this year with the creation of a range of senior roles across all the trading areas and a corresponding increase in the roles in the upper quartile filled by males. We do have a number of plans in place to strengthen our recruitment practices and also to review talent planning and succession planning initiatives.

Q: Is the Society looking to improve parental policies (maternity, paternity, adoption, carers leave) to support colleagues, families and reduce the gender pay gap?

A: We are in the process of creating of a new People and Culture strategy which will include reviewing the benefits we offer colleagues.

Q: Why do colleagues who leave before the end of the year not paid a part bonus, equal to the time spent in employment for that year?

A: To be eligible to receive a colleague profit share bonus, colleagues have to be a permanent colleague, a dividend card holder and have successfully completed their probationary period in the year to which the bonus refers.

If colleagues have resigned before the colleague profit share payment date, they do not receive the colleague profit share bonus.

Q: What is the percentage of pay rise and bonus of upper management, and what is the percentage for the rest of your organisation? And how do you justify paying the highest earners more and the lowest less?

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Q: The CEO’s total compensation package as publicly shared within the financial report is salary of £420,019, a bonus of £193,855, and benefits amounting to £60,633, This represents a significant investment by the organisation representing leadership and is believed to be aligned within the external market. How is this level of compensation justified? Specifically, how does it align with our organisation’s broader goals, values, and financial priorities.

A: All colleagues across the society received a pay increase of a minimum of 3.75%.

There were higher increases (between 6.56% and 8.62%) awarded to some of the key frontline positions, including travel consultants, pharmacy health champions, food customer service assistants and funeral operators, as well a number of other roles across our business.

This year, as part of our commitment to transparency, we've published a detailed breakdown of the remuneration received by our Executive Leadership Team.

Lincolnshire Co-op is a diverse, multi-million-pound business incorporating multiple trading operations with very different challenges and development strategies.

The people in our senior roles are responsible for the long-term strategic focus of the organisation. This is not about valuing one group over another, but they carry significant accountability for the co-op and we ensure that our remuneration practices reflect that.

The remuneration of the CEO and the Group Secretary and General Counsel are determined by the Board of Directors. The board takes recommendations from the Remuneration Committee and these recommendations are consistent with our remuneration principles and policy. The committee benchmarks salaries against organisations of a similar size and turnover.

Pay of the ELT is delegated to the Chief Executive Officer who discusses approach with the Remuneration Committee.

We also publish a CEO pay ratio, which provides a snapshot of the overall pay gap that exists between the CEO and the average employee in the Society. It is calculated using the single total figure of remuneration which includes total salary, variable pay, pension and taxable benefits. This year’s calculation shows that the CEO pay is 25.5 times that of the median colleague pay, a decrease against the CEO pay ratio for 2023 (27.3 times). The CEO pay ratio is monitored by the Remuneration Committee, which ensures it is appropriately benchmarked with comparable CEO pay ratios in other co-operatives and wider retail organisations.

In terms of bonuses, we have an all-colleague profit share bonus scheme which is a discretionary benefit based on our trading surplus. We’ve been able to maintain a colleague bonus thanks to our solid trading result and in November, we paid every colleague a bonus of 47% of a weekly wage.
There are various additional bonus schemes based on individual performance and KPIs, linked to the overall performance of the society. The percentage paid through these varies. Changes have been made to the leadership bonus scheme this year meaning that challenging financial metrics need to be met, ensuring these bonuses are self-funded.

Q: Do you have plans to move into any other areas of business?

We are currently driving ‘invest to grow’, which means building on the infrastructure of our business and making sure that our existing businesses are performing. Our longer-term ambitions include developing our health and wellbeing business. And we have an effective property business, and there is a big need in terms of housing. So healthcare, wellbeing and housing are areas that we are looking at but we may move into other areas in the future. The whole purpose of what we are trying to do is to look forward to see where there are further opportunities to grow for Lincolnshire Co-op to get stronger.

Q: As a disabled person, can the Board assure Members that your Estates Department is always looking at ease of access onto your premises, and when new builds or refurbs take place the needs of disabled customers and staff are high on the agenda?

A: We’re currently working to embed an Equality Impact Assessment (EIA) into our processes, ensuring that the needs of both customers and colleagues with disabilities are considered at every stage of development.

In the last year, we chose to invest over £250,000 to replace entrance mats in our outlets, ensuring that these are fixed to the floor. This change was implemented to reduce the risk of accidents, especially for customers with mobility issues.

When developing a new build property, we also adhere to Building Regulations around disabled access and have established a cyclical refresh programme for existing trading sites, which includes a review of accessibility as part of the refurbishment.

Lincolnshire Co-op is accredited as a Disability Confident Leader and employer. Colleagues who have long-term health conditions or disabilities will be consulted on which reasonable adjustments can be made to ensure their success at work. Solutions can vary, from providing additional equipment to offering flexible working. Additional support is available through line managers, our Health and Safety team and our People team.

Q: How accessible and open is Lincolnshire Co-op for individual members to approach and to propose business ideas / initiatives for the community working collaboratively?

A: We’re a member owned organisation with a varied programme of community support, so we encourage feedback and ideas from our members and the wider community. Please email feedback@lincolnshire.coop with your suggestions.

Q: Will you be offering any networking with local schools or fundraising opportunities in the future?

A: We have strong connections with many schools in our community. Recently, we raised £300,000 for local breakfast clubs through our Community Champions scheme. This money will support over 200 breakfast clubs across three years, keeping costs low and ensuring that the service they provide remains accessible for busy families. Most of these clubs are ran by local schools.

We continue to support local schools through our Community Champions scheme, too; every 6 months, we alternate between supporting an individual charity or themed cause, such as breakfast clubs, and a mix of local groups and good causes. Schools can apply to be Community Champions during our local groups fundraising, for support on projects like improving playground equipment.

If you’re associated to a local school and would like to speak to our community team, contact your local Community Co-ordinator or email community@lincolnshire.coop

Q: We appreciate the Lincolnshire Co-op gift vouchers issued by the society to those struggling through Citizens Advice. We are aware they cannot be used towards alcohol and cigarettes. Can I ask if this voucher can be used in Lincolnshire Co-op pharmacies towards purchase of multivitamins as well? The pharmacy store we visited were unaware of its use on their till. Thank you

A: Technically, they can be used in our pharmacy branches, however they’re usually issued for use in food stores and therefore our food colleagues are more familiar with them. We are grateful for your feedback, and as a result, we’re reviewing the information and training available to pharmacy colleagues in relation to this.

Q: With the Pennies scheme, will the option to add a donation to your Community Champions at the till be contactless or PIN transactions?

A: We’re hopeful it will be both contactless and chip and pin but we haven’t started the IT scoping yet so we won’t know for definite until that process is complete next year.