FINANCE
The mayor of Redcar , Cllr Carole Morgan , opens the new Redcar branch flanked by DBS chief executive Andrew Craddock and non-executive director
Kate McIntyre .
Changing with the times
Darlington Building Society has skilfully negotiated the pandemic and emerged in robust shape , but it refuses to stand still . Chief operating officer Chris Hunter talks to Peter Barron about a year of change ahead …
B y all accounts , Darlington Building Society has had one of the proudest years in its history .
Despite global economic turmoil , the
165-year-old society not only emerged from the pandemic with robust financial results , but was named by Best Companies as one of the UK ’ s top 100 mid-sized businesses to work for .
And yet , as the senior executive charged with driving through a “ change agenda ” over the next 12 months , chief operating officer Chris Hunter insists there can be no resting on laurels .
“ This will be the springboard for Darlington Building Society securing its future for the next 165 years ,” he says .
The agenda features a host of investments in new technology and systems aimed at improving the member experience and , as someone with a wealth of experience in financial services , Chris is excited about what lies ahead for the society .
“ We have just surpassed the size of the balance sheet we had before the financial crash in 2007 , and we have shown great resilience throughout the Covid crisis , and now this is a real statement of intent ,” he says .
Chris joined Darlington Building Society as chief risk officer but moved over to become chief operating officer in 2019 . His remit is to drive the transformation of the business under the society ’ s five “ pillars ” strategy , which are :
> Staff : The recognition that employees are the society ’ s biggest asset .
> Members : Providing the best possible service for the society ’ s members and brokers .
> Community : Reinvesting a proportion of profits into local Chris Hunter – chief good causes . operating officer at
> Simplicity : Investing in the Darlington Building Society . business to ensure the focus is always on members ’ needs and improving efficiency .
> Financial resilience : Optimising profit , rather than maximising profit , for the benefit of members and local communities .
Those key principles remain at the heart of the “ change agenda ” as the society prepares for a more digitally focused future , while also continuing to invest in the branch network and maintaining a reputation for friendly , personal service .
“ It ’ s about remaining relevant and giving our members the options they need ,” says Chris .
“ Most of our members have told us they prefer to access the society by mobile , so we have to adapt . There will always be the branches but people will also be able to go online to open an account or check their balance .”
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