2013, and debt stood at £1.4 billion at the end of 2013. In May 2014, a special member's meeting agreed to restructure the way members elected the board, largely along the lines suggested in a governance report by Lord Myners. The Myners Review was very critical of the co-operative movement's (and especially the Group's) lack of response to the 1958 commission report and for the failure of the Group's governance since the merger of CWS and CRS in 2000. The review also underlined the requirement to focus on making and retaining annual profits which can be invested in the long-term future of the business and to avoid the risks of over-expansion and 'empire-building' as had nearly destroyed the business in 2013. During 2014, the group sold a series of businesses to reduce debt. The Co-operative Pharmacy was sold for £620 million to the Bestway Group, Co-operative Farms was sold for £249 million to the Wellcome Trust, and Sunwin (the group's cash transportation business) was sold for £41.5 million to Cardtronics. Rebuilding the Co-op (2015–present) Having scaled back their operations to their core food, funeral, insurance, electrical and legal businesses in the preceding years, the business set about modernising these businesses in order to create a stable and profitable base for the future. In April 2015, The Co-operative Group announced that it had reduced its debt levels by approximately 40% (to £808M) and had made a small profit during 2014, but would not pay a dividend to members until 2018. When The Co-operative Group released its annual report in 2016, it showed that its food business was growing faster than the overall grocery market (by 3.2 percentage points) and that like-for-like sales were up 3.8% in its core convenience estate. This reflected the significant growth in the convenience sector in the UK following a shift in consumer habits towards shopping little and often. Owing to their strength in the market, the food business chose to focus on their estate of approximately 2,500 convenience stores, selling over 100 of their larger supermarkets and opening 300 new convenience stores during 2014, 2015 and 2016, particularly in London and the South East of England. The business also sold 298 of its smallest stores to McColl's in 2016 with the aim of providing a more consistent shopping experience by focusing on stores primarily in the 2000–4000 square foot bracket where a greater range of own