TRANSFORMATION UNDERWAY - PLAN A REPORT 2018 - Marks and Spencer corporate
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TRANSFORMATION
UNDERWAY
PL AN A REPORT
2018
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 01
INTRODUCTION
Our customers’ world is changing fast.
They are living through a period of great political,
social and technological change.
THEY’RE LOOKING FOR ORGANISATIONS THEY CAN TRUST TO OFFER LEADERSHIP, NOW AND IN THE FUTURE.
MARKS & SPENCER HAS BEEN AT THE FOREFRONT OF SOCIAL CHANGE FOR 134 YEARS, AND WE’RE DETERMINED
TO PLAY A LEADING ROLE IN THE YEARS AHEAD.
OVERVIEW PILLAR 3: PLANET GROUP PERFORMANCE
01
Introduction 24 Introduction
81,000
01 Group performance 25 - 26
Inspiring our customers GROUP REVENUE KPI EMPLOYEES WORLDWIDE
02
Chief Executive’s introduction
PLAN A
27 M&S greenhouse gas emissions
28 - 29
Energy consumption and sourcing
£10.7bn
29 - 30
Refrigeration +0.7%
03 - 05 Introducing Plan A 2025
30 Store climate adaptation
06 - 07 Helping to make M&S special again GROUP PROFIT BEFORE TAX EMPLOYEE ENGAGEMENT SCORE
30 Supply chain greenhouse gas emissions KPI
£66.8m 82%
08 How we create value
31 Zero waste in M&S operations
09 - 10 Our commitment to human rights
32 Water consumption
11 Performance summary -62.1% +2% on LY
32 - 34
Supply chain raw materials
PILLAR 1: WELLBEING 34 Suppliers
GROUP PROFIT BEFORE TAX KPI NUMBER OF SUPPLIERS GLOBALLY CO2e EMISSIONS NET
2,100 Zero
12 Introduction ABOUT PLAN A AND ADJUSTED ITEMS
13 Healthy food products
14
Clothing & Home products
35 - 36
37
Understanding this report
Stakeholder relationships
£580.9m tonnes
14
How we sell -5.4%
38 - 39
Governance
15
Colleague wellbeing CO2e GROSS
40 Jonathon Porritt’s letter
430,000
15
Supply chain wellbeing
40 Human Rights Stakeholder Advisory
Group tonnes
PILLAR 2: COMMUNITY
16 Introduction
41 Independent recognition -10%
17 - 18
Connecting with communities FRAMEWORKS AND ASSURANCE PER 1,000 SQ FT
23
18 - 19
Skills and employment 42 - 43
UN SDGs, GRI and Global Compact
19 - 21
Inclusive business 44 - 45
Independent assurance statement tonnes
21 - 23
Human rights
-4%
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 02
CHIEF EXECUTIVE’S INTRODUCTION
WE ARE LISTENING TO OUR CUSTOMERS
THE FIRST YEAR OF PLAN A 2025
WHAT CUSTOMERS HAVE TOLD US
Every aspect of the retail sector is being disrupted. So when we updated Plan A in June 2017, we We also engaged directly with our employees, with
The shift to online shopping, the focus on price, shaped it around three bold goals to be achieved our stores getting stuck into new community – How customers define themselves
the growing importance of services rather than by 2025: to help 10 million people live happier projects. More than 90% of our colleagues who Customers now define themselves more
physical products, the rising use of automation and healthier lives; to help transform 1,000 took part in these projects told us this made them in terms of attitude than age. We can
and robotics, the personalisation of products – communities; to become a zero-waste business. feel more engaged with the business. help them get the most out of life,
no shortage of challenges. One year on from launch, these goals seem even no matter how young or old they are.
No illusions here: we’re a very down to earth
more relevant, and we’ve made steady progress
And that means we have to keep on transforming retailer, and I would describe these achievements – Meaningful connections
towards them.
business, in a timely and cost-effective way, even as no more than small steps along the road. But Customers want more meaningful
as we put the highest priority on our strong social, But for me, success is about more than the they’ve given us some real momentum around connections with other people and
ethical and environmental values. Plan A 2025 is at number of commitments we’ve met. It’s about engagement. We’ve known for a long time that we with the world around them.
the very heart of what we’re doing here. It’s helping the bigger picture – engaging our customers had to do better in addressing these challenges,
us to stay relevant with our customers as they seek – Making a difference
and integrating Plan A 2025 into how we do without putting all our energy into technical
greater value, quality and ethical performance Customers want us to make it easier for
business. And on both these strategic fronts delivery, internal target-setting and so on.
from retailers. them to do the right thing and make
we’ve also made progress, though I’m the first
The past year has been incredibly fluid – politically, a difference.
to acknowledge that things do not always move
We’re proud of the fact that Plan A is regarded so economically, socially, technologically and
as fast as we would like. – Tackling injustice
highly by our external stakeholders – which keeps environmentally. And I think we can pretty much
They’re increasingly aware of injustice,
the pressure on us to keep on raising our game! In June 2017, we launched a major customer guarantee that it’s going to stay that way for the
particularly at a local level, and these
But it also matters enormously to me that our engagement programme to share our Plan A story foreseeable future.
issues are the ones customers also feel
people, throughout the company, have come to in-store, via our digital retail channels and social
But one thing is clearer now than ever before: in empowered to tackle.
recognise Plan A as a critical part of our purpose, media. The response from our customers was
this turbulent and volatile world, Plan A 2025
vital to the way we’re seen by our customers. hugely encouraging – for example, we achieved – Scrutinising businesses
provides the deep social purpose we need to
our highest ever ‘open’ rate for an email telling the Customers expect that businesses will
And vital too for our shareholders, enabling us to ‘anchor’ the M&S brand for customers and
story of what our stores are doing in their local be highly scrutinised to ensure they do
redefine our cost base, driving out waste in all its colleagues alike, giving practical expression to
communities. This was sent to six million Sparks the right thing – but also hope that
forms from our operations and supply chains. the enduring values that underpin everything
card customers. retailers will use their power to promote
It’s also future-proofing our business model in this company does.
wider changes for good in society.
anticipation of rapid shifts in social expectations,
regulation, investors’ appetite for risk, market – The quality of products
competition – and even changing weather Our customers value quality – they really
patterns. care about how products are made.
STEVE ROWE CHIEF EXECUTIVE
We remain committed to the Principles of the UN Global Compact
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 03
SUSTAINABLE BUSINESS DIRECTOR’S OVERVIEW
INTRODUCING PLAN A 2025
“Plan A 2025 moves us on another step towards WHY PLAN A 2025 AND WHY NOW?
becoming a sustainable business.” We launched Plan A 2025 in June last year.
Our Plan A 2020 commitments were coming to
Many communities will take this transformation
in their stride, but for some, losing the traditional
MIKE BARRY SUSTAINABLE BUSINESS DIRECTOR their conclusion and we were clear that our future high street shops that have anchored the community
activities needed more ambition, a faster pace for decades presents a significant social challenge.
and greater scale. It was important for us to put
Transparency, once a matter of choice for some
our customers at the heart of our thinking and
businesses, is increasingly becoming a basic social
so we designed Plan A 2025 to meet their future
expectation, prompting greater public debate
THE THREE PILLARS OF PLAN A 2025 needs. We recognised that after 10 years of
and accelerating action on issues such as the
incremental change, we needed to become more
gender pay gap and modern slavery. An equally
disruptive and transformative; that we needed
vociferous national debate has been sparked by
NOURISHING TRANSFORMING CARING FOR to imagine the world in 2025 and change our
Sir David Attenborough’s Blue Planet II documentary
business accordingly, rather than focusing on
OUR WELLBEING LIVES AND THE PLANET the next two or three years.
series, which highlighted man-made threats to the
COMMUNITIES WE ALL SHARE world’s oceans, such as overfishing, acidification,
After extensive consultation during 2016 and 2017, and most significantly, our use of plastic.
We believe that taking care of We believe we can achieve We believe we should leave we crystallised the latest version of Plan A under
If all these issues were not enough to deal with, the
ourselves is the first step to more together than we can the planet better than we three pillars, supporting three main goals: helping
retail industry is also experiencing rapid change
helping the people around us. on our own. found it. 10 million people live happier, healthier lives;
and M&S has embarked on a new transformational
transforming 1,000 communities; and becoming
business strategy. Launched in November 2017,
a zero-waste business (see left).
this focuses on taking three steps: restore the
The past year has shown that the future social and basics; shape the future; and (within the next four
environmental issues we anticipated and set out years) make M&S special again. You can read more
to address in Plan A, are now playing out in our about how Plan A will support each of these steps
customers’ lives, in government regulation and on pages 6 and 7. We are accelerating our plans
in business. to make M&S special again through sustainable,
profitable growth as a business that makes a
2017 saw the introduction of a new sugar tax,
positive impact on our customers’ wellbeing,
heightened media focus on the NHS, and a
communities and the planet. Plan A has always
growing incidence of mental illness – all of which
OUR GOAL OUR GOAL OUR GOAL provided a bridge between our customers’
show how the debate about caring for a growing,
lives and M&S. Through Plan A we anticipate and
Our goal is to help Our goal is to help Our goal is to become ageing population is fast becoming part of
respond to the shifting forces that shape our
10 million people live transform 1,000 a zero-waste business. our customers’ lives. Similarly, the widely
customers’ lives: we spot and reduce emerging
happier, healthier lives. communities. reported demise of traditional high street
risks; we find new ways to satisfy their needs and
retail, points towards a very different future
support their aspirations. The insights we’ve gained
for local communities.
have inspired Plan A 2025.
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 04
SUSTAINABLE BUSINESS DIRECTOR’S OVERVIEW CONTINUED
WHAT STAKEHOLDERS HAVE TOLD US WHAT’S DIFFERENT ABOUT PLAN A 2025?
The aims of Plan A 2025 are to: Achieve a science-based target to accelerate By 2025, every factory producing products for us
– How we can impact people’s lifestyles our shift to a low carbon business will be systemically improving its environmental
Be the world’s leading retailer on engaging
M&S can play a bigger role in enabling more The new plan includes a bold new (approved) and ethical performance.
and supporting customers in sustainable living
sustainable, healthy lifestyles. science-based target to further improve the
Our customers want us to help them live more Ensure our 50 key raw materials (80% by
– Our focus efficiency of our own operations as well as cutting
sustainably and we’ve made good progress over volume of what we use) come from a
Plan A 2025 must focus on our customers 13.3m tonnes of CO2e from our wider value chain.
the past 10 years. However, there is much more sustainable source
and be integrated into our brand purpose. We will also continue to invest in carbon offsets
we can do and Plan A 2025 will see us fully Many of the raw materials we use today come
– Future areas of interest
for our own operations in order to remain
integrate sustainability into our brand and from more sustainable sources. With Plan A 2025,
There are big opportunities to be explored in carbon neutral.
deliver a step change in the way we engage we are extending our commitment to a much
the circular and sharing economies. and support our customers. Champion human rights by taking a lead on greater range of the raw materials we use. We are
– The importance of sustainability addressing in-work poverty, modern day slavery setting a goal that 100% of the key raw materials
Help 10 million people live happier and
We must continue to focus on incorporating and an inclusive society we sell will come from sources respecting people,
sustainability in our supply chain. Key issues healthier lives
Plan A 2025 sees a decisive step change on social communities, planet and animal welfare.
include living wage, conserving water and We will extend the work we’ve done on our food
issues. We have worked hard to manage ethical
improving communities. We should also products to our clothing, home and beauty Be a circular business generating zero waste
compliance over the last decade, but now we’re
focus on more sustainable packaging. offers too. We will have a particular focus on Since 2012, we have been zero waste to landfill
setting more aspirational goals to respect and
– The importance of local communities addressing issues of mental wellbeing, ensuring across our own operations in the UK and Republic
positively impact individual human rights in all
We should use our significant physical retail people are connected and happy as well as of Ireland. Plan A 2025 sets a bold new goal to be a
that we do.
presence to play a greater role in connecting physically healthier. We will also work hard to zero-waste business across all that we do – our
initiatives at a local level. ensure we support our customers and colleagues Ensure 100% of our products address 100% of operations, our supply chains and of course when
– How we can improve our communication with cancer, heart disease, dementia and mental their material social and environmental impacts our customers come to remove packaging and
We should increase collaborations, health issues. We have an existing commitment that every one use our products. This includes designing our
partnerships and advocacy to ensure the of the 3 billion food, clothing, home and beauty products and packaging to underpin the creation
Help transform 1,000 communities
M&S voice is heard more clearly. products we sell every year has at least one Plan A of a circular economy in the markets we serve.
We have a long tradition of our stores, offices
– The example we need to set
attribute by 2020. An attribute being, for example,
and warehouses supporting their neighbouring
We’re expected to be transparent and are Fairtrade certified tea or coffee or FSC certified
communities. In Plan A 2025, we are going to bring
encouraged to talk even more frankly about timber in furniture. We believe it’s vital that Plan A
together these many individual activities to
the challenges we face and our failures. should apply to everything we sell and not be a
ensure that our stores are able to help play a
niche ‘ethical range’ in the corner of a store.
– How Plan A will need to adapt transformative role in the communities we serve,
Plan A 2025 must set a consistent direction of many of which face enormous challenges. Ensure 100% of factories are on a sustainability
travel – towards becoming a truly sustainable ladder with 50% of our products coming from
retailer, for example – but will also need to Be a leader on transparency
our highest Gold Standard
evolve in response to a changing world. Over the past two years, we have published digital
Currently, every factory that supplies M&S food
– The role of responsible businesses transparency maps identifying all the factories
is on a Bronze/Silver/Gold sustainability ladder to
Responsible companies should develop social that produce food, clothing, home and beauty
drive measurable improvements in its social and
and environmental targets that support products for us. With Plan A 2025, we’ll add
environmental performance. We are now making
the overall aims of the UN Sustainable information on the raw material sources we use
the same commitment for factories producing
Development Goals. and also translate this into ‘on product’ information
our clothing, home and beauty products as well
to help guide our customers’ decision making.
as factories and suppliers to our Property Division.
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 05
SUSTAINABLE BUSINESS DIRECTOR’S OVERVIEW CONTINUED
Read more about the Plan A Committee on page 39
LOOKING BACK OVER THE FIRST YEAR OF PLAN A 2025
Key highlights We’re making good progress with our community Plan A 2025 progress so far In 2017, we launched a new internal Governance
In June 2017, we celebrated 10 years of Plan A transformation programme. Having listened closely Since we launched Plan A 2025 in June 2017, we’ve process for Plan A, which centres on a single
under the banner of Making Every Moment Special to the needs of the 10 pilot communities, we now made steady progress, but clearly, an eight-year Plan A Committee in place of the previous
in the Community. Thousands of M&S colleagues have detailed action plans and a measurement transformation plan for a business of our scale two-tier approach. This new Committee reports
across the UK and ROI volunteered to help system in place focused on the areas of education and complexity was never going to deliver into the overall Operating Committee (see page 39
hundreds of community projects. Throughout & employability and social wellbeing. We are also immediate results. Out of our 100 commitments, for further details). Throughout the year, we’ve
the year our stores raised over £1m for local playing an active role with the Business in the we’ve achieved two (on International Marks & worked closely with our Governance and Internal
charities of the year, we distributed over a million Community Place leadership team. This activity Start and Franchise Reward Forums) and 48 are Audit colleagues to improve our governance
meals to local organisations near our stores, is shaping the way we’ll deliver a number of our satisfactorily On plan. Thirty-seven are shown as process, including the sign-off procedures for
and 130,000 customers voted for 25 community other people and communities commitments Not started because they don’t yet have a defined this report.
energy schemes to receive funding from – on inclusion, wellbeing, employability and delivery plan, but in many cases the groundwork
The year ahead for Plan A
M&S Energy. volunteering. For our commitments on sustainable is underway. Thirteen commitments are reported
The first stage of restoring the basics will be
sourcing, we’ve been working with others as Behind plan. Some of these, such as UK & ROI
In August, our Clothing & Home colleagues delivered by the time we report next year.
and are encouraged to see that more than energy efficiency and Clothing & Home fleet
launched a range of Sustainable selvedge These include key actions to inform our customers
60 companies have joined us by signing up to the efficiency, are being affected by the way our
denim jeans. Like much of our cotton, these jeans about Plan A product attributes and on rewarding
statement of support for the Cerrado Manifesto, business is growing. More energy intensive food
support the Better Cotton Initiative but also score choices of healthier food.
calling for sustainable soy production. footage is disguising progress on energy efficiency
21 using the Jeanologia Environmental Impact
and the shift to online sales is slowing Clothing We’ll also be within touching distance of achieving
Measurement, which classifies low impact as being Action on plastic
& Home fleet efficiency figures. Others that our longer-running commitments on Product
anything under a score of 33. These are probably In April 2018, we became a founding member of
are Behind plan are dependent on us finding Plan A attributes, energy efficiency, food waste
the most sustainable items of clothing that M&S the UK Plastics Pact to ‘transform the UK plastic
innovative, cost-effective ways to implement and zero deforestation, which are all due for
has ever sold. packaging sector’ and in addition to our Plan A
them. Overall, we’re where we planned to be at completion in 2020.
2025 commitments we announced plans to
In September, we announced that M&S is the first this stage, but have a lot more work to do over
replace 75 million items of plastic cutlery and Finally, we’ll need to stay alert to new and
major food retailer to have all its milk producing the next 12 months.
2 million plastic straws and remove plastic from developing issues and to track how changes in
dairy farms assured by the RSPCA for animal
450 million tea bags. Governance the wider retail marketplace impact on our plans.
welfare. Milk was the first of our raw materials
Plan A 2025 was co-created by colleagues and
to feature on our interactive supplier map.
leaders from across M&S, who collectively signed
The theme of Plan A 2025 is transformation up to our ambitious targets. In addition, we
and a number of specific commitments are identified the need to simplify and strengthen
disproportionately important for us in Plan A governance, taking into account the impact
understanding how we achieve greater of our business-wide transformative plan and new
scale and impact. leaders joining the business. MIKE BARRY SUSTAINABLE BUSINESS DIRECTOR
To engage our customers we’re putting Plan A We invested time in anchoring the foundations of
at the heart of our Food and Clothing & Home Plan A 2025, to ensure clear accountability and
brand strategies for the next three years, while responsibility for every commitment – only then
also testing many different approaches to local did we proceed to the delivery phase.
engagement and the use of digital tools to
connect with customers.
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 06
PLAN A 2025 & OUR STRATEGY
HELPING TO MAKE M&S SPECIAL AGAIN
TRANSFORMATION TIMEFRAME
STARTING AFRESH STEP ONE
In November 2017, we launched a new plan to accelerate
the transformation of our business with the aim of
RESTORING THE BASICS 1
making M&S special again through sustainable, profitable
growth that delivers value for customers, colleagues, Over the next 12-18 months we want to build on CUSTOMERS
shareholders, communities and planet alike. the legacy of over 10 years of Plan A progress.
– Bringing Plan A product attributes to life
We want our customers to choose M&S products Showcasing the M&S difference of how we
We have always recognised that our sustainability
and services because they’re informed about source our products.
activities have to be central to how we do business.
We have to make sure that Plan A 2025 is aligned the healthier and more sustainable options
– A bigger role for Plan A in communication
with our Business Transformation Plan. We are in the we offer.
Both in how we market our brands and
process of ensuring that Plan A is aligned with this We need our colleagues to be fully involved in drive innovation to meet the needs of
new corporate strategy. developing and promoting the business. our customers.
And we need to find ways for our operations and – Building trust
supply chains to become even more efficient. Reducing risks through robust governance,
systems, compliance and partnerships.
COLLEAGUES
– Using Plan A for even greater engagement
To build our relationships with the
communities around us and contribute to
the development of an inclusive business
able to attract the best talent.
EFFICIENCY
STEP THREE – Driving down costs by cutting waste
Through focusing on energy and food waste.
STEP TWO
MAKING
– Reducing risks and increasing productivity
M&S SPECIAL
STEP ONE SHAPING By working with suppliers to address the
challenges of plastic waste, packaging
RESTORING THE FUTURE and climate change.
THE BASICS
2017 2021
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 07
HELPING TO MAKE M&S SPECIAL AGAIN CONTINUED
STEP TWO STEP THREE
3
SHAPING THE FUTURE 2
MAKING M&S SPECIAL
These are actions which we’re already CUSTOMERS By 2022, our Plan A 2025 commitments will CUSTOMERS
piloting and testing today, ready to roll out be a platform of excellence, providing an M&S
– Plan A attracts new customers – Plan A allows us to move into new markets
in 2-3 years’ time. difference to all our products and services.
By providing evidence of a contemporary New products and services meeting the social
Together, they will represent the next step to and ethical brand, appealing to a wide range This will inspire the development of new and environmental needs of our customers.
a more digital, technology-enabled business of new and existing customers. products and services.
– Engagement
that reflects and values customers’ lifestyles.
– Transparency As well as addressing today’s risks, we want Engaged customers, clear about the steps
This will be a phase where we take newly Demonstration of our ethical and to evolve an approach which automatically they can take to make a positive difference.
founded innovations, efficiencies and environmental standards in action, visible responds to any new emerging social and
loyalties to create a business for the future. to all. environmental challenges. COLLEAGUES
– An employer of choice
COLLEAGUES
Regarded for our values, skills and innovation.
– An engaged, skilled and inclusive workforce
Scaling-up our activities on transforming EFFICIENCY
communities and meeting new benchmarks
– Zero waste, carbon neutral supply chains
of equality in the workplace.
Suppliers and business partners adopt
M&S’s zero waste, carbon neutral culture.
EFFICIENCY
– Sustainable products
– Leaner supply chains and franchises
Products that exceed customers’
Supplier Sustainability Scorecards being
expectations while also creating a fairer
extended to all supply chains and efficiency
and sustainable world.
benchmarks to key franchises.
– Sustainably designed products
Designed to give the best customer
experience and with the least social and
environmental impact.
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 08
OUR RESOURCES AND RELATIONSHIPS
HOW WE CREATE VALUE
The M&S difference is a way
FINANCIAL
of doing business that creates A
COMMITMENTS ON
MARKETING M&S PLAN A
WASTE TO LANDFILL
Generating returns for – Plan A marketing
value for us and our investors,
tonnes
ZERO
PRODUCT QUALITIES
our stakeholders through – Zero waste and efficiency
and across all the resources
and relationships on which
effective management
of our financial resources. 3
we depend. PRODUCTS & CHANNELS A
FOOD FROM SILVER LEVEL CLOTHING & HOME
Maintaining our channels – Sustainable Food suppliers SUSTAINABILITY FACTORIES FACTORY PLAN A
63%
COMMITMENTS
We aim to create long-term value through and supply chain infrastructure – Sustainable Clothing & +7%
the effective management of resources and
relationships. We manage these in line with
our core values of Inspiration, Innovation,
to meet customer demand. Home suppliers
3
Integrity and being In touch. INTELLECTUAL CAPITAL A
PLAN A 2025 HEALTHIER FOOD
These values run through everything we do trengthening our brand
S – Plan A activities COMMITMENTS SALES % TO TOTAL
100 43%
– they help us make the M&S difference of through creation and protection – Healthier food
making M&S special through the products of our intellectual property.
and services we offer our customers in the
UK and internationally.
PEOPLE A
UK NON-DEMOGRAPHIC PEOPLE HELPED BY
eveloping our employees
D – Inclusion and diversity PAY GAP MARKS & START THIS YEAR
1.5% 3,600
and their knowledge. – Training and development
– Marks & Start work experience
STAKEHOLDERS A
DONATED OR RAISED FOR HOURS OF COMMUNITY
uilding and nurturing
B – Sustainable Retail Advisory Board COMMUNITY PROGRAMMES VOLUNTEERING
£25.7m 30,500
relationships with our customers – Community partners and projects
and suppliers, and in the – Supplier Exchange best practice
communities in which we operate. programme
NATURAL RESOURCES A
RESPONSIBLY SOURCED RESPONSIBLY SOURCED
Sourcing responsibly – Carbon neutral operations COTTON PALM OIL
77% 100%
and using natural resources – Zero waste +28%
efficiently. – Responsibly sourced raw materials
OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 09
FOCUS ON: HUMAN RIGHTS
OUR COMMITMENT TO HUMAN RIGHTS
HOW IMPORTANT (SALIENT) HUMAN RIGHTS ISSUES CONNECT TO OUR ACTIVITIES OUR APPROACH EMBEDDING HUMAN RIGHTS INTO
HOW WE DO BUSINESS
At M&S, we have a long history of respecting
human rights in the UK and standing up for those In 2016 and 2017, we published two separate
values internationally. Our commitment to human human rights reports which described our
rights is reinforced in our Human Rights Policy approach in detail and explained how it connected
FOST E
R ING and Code of Ethics and Behaviours and for all to our seven salient issues and to a further
IN suppliers and business partners in our Global four on which we’ve adopted a watching-brief.
CL Sourcing Principles. We strive to be a fair partner We illustrated this relationship with the diagram
K AND E CON US
WOR OM I by paying a fair price to suppliers, supporting you can see on the left-hand side of this page.
E NT IC local communities and ensuring good working
VE
C GR This report provides an update on our progress
DE SALIENT O conditions for everyone working in our business
8:
SO
against the human rights targets published in
and supply chains. We are committed to building
CI
the 2017 Human Rights report and our Plan A
W
G
our employees’ and suppliers’ knowledge and
TH
SD
Y
ET
2025 update.
RT
awareness on human rights, encouraging them
Y
OVE
Freedom of
to speak up about any concerns without fear
association
Forced labour Discrimination
of retribution. Read more on human rights on page 39
IN-WORK P
GOVERNANCE
Central to our approach is a robust governance RAISING AWARENESS –
Health Water &
& safety
Working hours
sanitation
Living wages structure. Directors of each business area, FLAGSHIP INTERNATIONAL HUMAN
supported by a business area Human Rights RIGHTS CONFERENCE
KL ING
WATCHING practitioner, are responsible for ensuring effective
human rights and modern slavery risk assessment In January 2018, we held our first
and due diligence activity. Our Human Rights international Forced Labour and Human
TAC
Practitioner Committee reports to a Human Rights Rights conference in Delhi, with 250 attendees
Customer and Modern Slavery Steering Group, which is also from our sourcing offices, franchise partners,
Child labour Land rights Secure work
security
informed by our independent Human Rights suppliers, business partners and Indian
Advisory Stakeholder Group. retail joint venture. This event set out to help
attendees understand and manage modern
Y
To strengthen our governance, Oxfam is helping slavery risks in their operations and wider
ER
V us to assess the impact of our sourcing practices supply chains. External speakers included
S LA on human rights in our UK food supply base Coca-Cola, BT, Unseen and representatives
R N and footwear supply chains in India. We have also from the Indian, UK and Australian
T AK DE
I NG T MO relaunched our grievance reporting process with governments. At the event we also launched
H E L E AD ON plans to improve how reports are managed and a new International Forced Labour Toolkit
followed-up. for Suppliers and Partners, which we are keen
to develop with stakeholder feedback.
or more information on UN Human Rights Salient issues, see:
F
ungpreporting.org/resources/salient-human-rights-issues/OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 10
OUR COMMITMENT TO HUMAN RIGHTS CONTINUED
TAKING THE LEAD ON MODERN SLAVERY FOSTERING AN INCLUSIVE SOCIETY DECENT WORK
READ MORE
Our 2018 Modern Slavery Statement highlights Our aim is to create a culture of inclusion across All our human rights work is underpinned by our
the ways in which we’ve made improvements. M&S so that people from all backgrounds can join continued commitment to decent work, ensuring
Health & safety p15
These cover policies, risk assessment, due the workforce, reach their potential and feel valued good working conditions for everyone working
diligence and collaborative action on for being themselves. We want to encourage in our business and supply chains. We use many
understanding the prevalence of recruitment fees, suppliers and business partners to do the same. sources of data to inform our human rights
Discrimination p19
increasing demand for responsible recruitment, Consistent research shows that diverse businesses approach, including the ethical audit results shared
identifying responsible recruiters and ensuring the perform better – through innovation, better on the Sedex database (see page 23). We are
voices of victims are heard and the intelligence decision making, and attracting and keeping great currently reviewing the ethical assessment
Freedom of association p22
learnt and acted upon. people. Consequently, they’re likely to be more methodology to make it more sensitive to human
financially successful, to increase market share rights issues. We aim to share our findings in next
TACKLING IN-WORK POVERTY and capture new markets. year’s report. We know that there is a greater need
Forced labour p22
for transparency when human rights stakeholders
This year, we held an in-work poverty roundtable M&S has a long-established track-record for
and campaigners raise concerns about issues in
to define it and understand the likelihood of where diversity and inclusion and we’ve been recognised
our supply chain, both in terms of being open
it occurs. Financial awareness and support were in the Times Top 50 Employers for women for Working hours p22
about the issue raised and making public the
identified as key interventions that M&S could the last eight years. We first introduced our
details of our response and resolution. As of last
make. As a result, we are launching a microsite to Board Diversity Policy in 2012 which includes a
year, our Plan A website summarises the key
increase basic understanding for UK employees commitment to at least 30% female representation. Living wage p22
third-party challenges we’ve received since 2014.
on how to manage finances and where to get We run four employee-led networks on gender,
external expertise if they need it. ethnicity (BAME), sexual orientation (LGBT) and
health conditions. This year, we also held our SECURING SAFE AND DECENT Water and sanitation p33
We’re reviewing ways to expand supply chain WORK IN BANGLADESH
second Diversity and Inclusion festival, engaging
financial literacy training and our regional
thousands of colleagues across M&S. In February Bangladesh is a key sourcing country for
teams have completed some detailed wage
2018, we published our gender pay gap (see M&S Clothing & Home products and we are
investigations. Through the Ethical Trading Initiative
page 21) which is lower than both the UK and committed to ensuring the safety of workers
Bangladesh Social Dialogue programme, we are
retail industry average. This is positive but the in our supply chain there. We were early
supporting the development of better workplace
issues at play are complicated and we’ve signatories to the 2013 Bangladesh Accord
industrial relations by training both management
committed to closing key gaps over the next which has made significant improvements in
and workers’ representatives to communicate more
few years. Gender programmes in our supply building safety and fundamentally changed the
effectively. In our food supply chain, we participate
chains have also been continued. These include: mindset of the Bangladeshi factory owners and
in the Malawi 2020 Tea Coalition which is reducing
Emerging leaders which encourages both women the Employers’ Associations. It has also been
the gap between actual earnings and a living
and men to become confident leaders; and successful in promoting women as training
wage for smallholder growers by improving
programmes with the Indian British High case handlers and providing a leading example
productivity and quality. Around a fifth of these
Commission, Change Alliance and Business for of a strong, effective grievance system. By
smallholder growers have benefited and 65% of
Social responsibilities HerProject, which are November 2017, 90% of original issues had been
them are women.
addressing sexual harassment. We have also remediated, 82% of original and new issues were
In our UK logistics supply chains, we’ve identified formed a new partnership with Work Opportunities remediated and our individual progress was Read more on human rights
significant human rights risks associated with courier for Women (WOW) and the UK government’s 93%. We’ve re-signed the Bangladesh Transition
drivers. Over the last 12 months we’ve worked with Department for International Development to Accord to ensure a timely smooth handover
DPD our largest partner and will be sharing this map where women workers are located and of the responsibility of the Accord to a national Read more on the Modern Slavery Act
learning with other courier service providers. support their development. regularity authority after May 2018.OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 11
PLAN A 2025
PERFORMANCE SUMMARY
WELLBEING PAGES 13–15 COMMUNITY PAGES 17–23 PLANET PAGES 25–34
NOT STARTED
NOT ACHIEVED
BEHIND PLAN
ON PLAN
ACHIEVED
NOT STARTED
NOT ACHIEVED
BEHIND PLAN
ON PLAN
ACHIEVED
NOT STARTED
NOT ACHIEVED
BEHIND PLAN
ON PLAN
ACHIEVED
NOT STARTED
NOT ACHIEVED
BEHIND PLAN
ON PLAN
ACHIEVED
CONNECTING WITH
HEALTHY FOOD PRODUCTS COMMUNITIES INSPIRING OUR CUSTOMERS SUPPLY CHAIN GHG EMISSIONS
Improved indulgent food** UK community space** Product Plan A attributes** Science-based target footprint**
Calorie-cap single portion food** Volunteering** Supply chain transparency** Clothing & Home air freight
50% healthier food** Education partnership Sustainable design toolkit Sustainable animal protein
Vegetarian options All food eaten by people** Labelled sustainable products Food supplier climate plans
Destination of choice (food) Supporting local fundraising Reward customers (sustainability)
ZERO WASTE IN M&S OPERATIONS
CLOTHING & HOME PRODUCTS Helping transform communities** Recyclable packaging**
Zero landfill**
Town centre regeneration Clothing reuse and recycling**
Clothing health attributes Food waste (reduction)**
Community entrepreneur award Clothing & Home recycled materials
HOW WE SELL Food waste (halve)**
Food artisan strategy Clothing & Home repair services
Reused shop fit-out
Rewarding customers (health)** Community donations** Clothing & Home circular
Construction waste
Franchise confectionary tillpoints Social dividend economy standards
Wellbeing advice to customers M&S Energy Food waste (digital campaign) SUPPLY CHAIN RAW MATERIALS
£25m for health causes** Food waste (household top 10) Sustainable cotton**
SKILLS AND EMPLOYMENT
COLLEAGUE WELLBEING Skills gap research M&S GREENHOUSE GAS EMISSIONS Zero deforestation**
Colleague wellbeing framework Science-based target emissions** M&S Farming for the Future**
Next generation technologies**
Colleague health assessment** Carbon neutral operations** Soil health
International Marks & Start
Wellbeing in employability Forever Fish**
Marks & Start
Mental health training ENERGY CONSUMPTION AND SOURCING Responsibly sourced raw materials**
INCLUSIVE BUSINESS UK and ROI energy efficiency** Supplier water stewardship
Health and safety data**
Retail accessibility benchmark International energy efficiency** Clothing & Home animal welfare
SUPPLY CHAIN WELLBEING Renewable electricity**
Inclusion Strategy Construction and shop fit
Franchise/supplier wellbeing
Inclusive Design Standards Biomethane** Plan A attributes
Diversity Renewable peak-energy management
SUPPLIERS
Senior management diversity Clothing & Home fuel efficiency**
COMMITMENT PERFORMANCE SUMMARY Sustainable Food factories**
Gender equality programme Food fuel efficiency**
Sustainable Clothing & Home factories
5 Colleague social mobility
REFRIGERATION Sustainable Clothing & Home processing
Colleague gender pay gap**
Store refrigeration (emissions)** Clothing & Home supplier water
Colleague diversity pay gap
Store refrigeration (HFCs)** efficiency**
Supplier gender diversity Sustainable Property suppliers
HUMAN RIGHTS STORE CLIMATE ADAPTATION
1 Oxfam human rights programme** Store climate adaptation
Raising human rights concerns
4 Anti-slavery**
Total Supplier worker representation
commitments Franchise Reward Forums
1 Not started 37 In-work poverty
3 2 Not achieved 0 Supplier worker payments
Living wage
3 Behind plan 13
Global Community Programme**
4 On plan 48 Supplier feedback
5 Achieved 2 Supplier ethical audits
** Assured by DNV GLOVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 12
PILLAR 1 OUR GOAL
IS TO HELP 10 MILLION PEOPLE
WELLBEING
LIVE HAPPIER, HEALTHIER LIVES
HEADLINE TARGETS
– By 2019, we’ll incentivise and reward our
customers for making healthier choices.
– By 2022, 50% of our global Food sales
will come from healthier products.
We believe that taking care of ourselves is the first step to helping the people around us.
As a society, we need to re-balance our diet to eat more healthy food. – By December 2018, M&S single serve
portion sizes of snacks, confectionery
It’s not only obesity that’s a challenge but what comes with it in terms of increased heart
and ice cream will contain no more than
disease and type 2 diabetes. 250 calories.
– Between 2017 and 2025, we’ll help to
make a positive difference to people
TARGET FOR HEALTHIER who are affected by either cancer, heart
FOOD SALES BY 2022 disease, mental health, loneliness or
50%
dementia by helping to raise £25m for
charities that support these causes.
– By 2022, we’ll enable our M&S colleagues
worldwide to complete a health risk
assessment, including health checks,
where appropriate. We’ll use this data
TARGET FOR DONATIONS TO to tailor our interventions/advice and
WELLBEING CAUSES BY 2025
£25m
report annually on progress.
IN THIS SECTION
Healthy food products 13
Clothing & Home products 14
How we sell 14
Colleague wellbeing 15
Supply chain wellbeing 15OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 13
PILLAR 1: WELLBEING CONTINUED PROGRESS KEY
1 2 3 4 5
1 Not started
2 Not achieved
3 Behind plan
4 On plan
5 Achieved
HEALTHY FOOD PRODUCTS
IMPROVED INDULGENT FOOD** DESTINATION OF CHOICE (FOOD) 50% HEALTHIER FOOD**
Aim Examples of areas where we have achieved Aim Aim
By 2019, our indulgent M&S Food categories calorie reductions include a 13% reduction in By 2020, we’ll rationalise our number of health By 2022, 50% of our global Food sales will
will have 20% fewer calories, saturated fat single ice creams and a 12% reduction across brands and simplify our on-pack messages in come from healthier products.
and total^ sugar in total compared to 2017. our most popular café cakes. order to maintain M&S Food being the destination
Progress
of choice for healthy food for our customers as
Progress However, we’re still in the process of As of April 2018, 43% of M&S Food sales came
shown by the overall results from nutritional
As of March 2018, we have reduced total developing our plans to reach these ambitious from healthier products. This percentage
benchmarking, number of healthy products
calories by 4%, saturated fat by 7% and total 20% reduction targets by 31 March 2019. excludes non-M&S brands, wine and
within a category and market trends analysis.
sugar by 5% across the top 10 indulgent hospitality lines, but includes any healthy or
categories that contribute most to UK diets. Progress healthier food and drink product, such as
This is based on a progressive measurement TARGET CALORIE REDUCTION IN M&S FOOD This year, we’ve simplified our health brands and those labelled as Eat Well.
rolled-up from October 2016. BY 2019 health offering by bringing them all together
20%
under the Eat Well sunflower logo. Our ‘Count
on Us’ and ‘Balanced For You’ ranges focus on
calorie management; other on-pack labelling
^ Originally published as an ‘added’ in error. highlights specific diet choices, such as
vegetarian, vegan, gluten-free, vitamin D and CALORIE-CAP SINGLE PORTION FOOD**
no added sugar. As a result, we have removed
VEGETARIAN OPTIONS other M&S health brands, such as Active Health
and Guilt Free Snacking. Aim
We continue to benchmark the nutritional By December 2018, M&S single serve portion
Aim sizes of snacks, confectionery and ice cream
By 2020, we’ll have grown a comprehensive content and health qualities of M&S food and
drinks and use this information each time we will contain no more than 250 calories.
range of vegetable-based protein convenient
meal solutions and components for cooking. review a product’s recipe. Progress
82% of M&S Food meets the Department of As of April 2018, 75% of our single serve
Progress portions of snacks, confectionery and
As of April 2018, we have launched a new range Health’s 2017 salt targets and we have improved
the nutritional content of benchmarked lines ice cream have no more than 250 calories
of vegetable-based protein alternatives, per pack. We have launched 15 new portion-
including soya mince, soya chunks, marinated by increasing Eat Well choices and five-a-day
content as well as offering vegetarian, vegan controlled biscuits, cereal bar and chocolate
tofu and a tofu-based salad – none of which lines, all with less than 250 calories, and
were available in our baseline year of 2016. and gluten-free options.
made all our single choc-ices, ice cream
We have also relaunched our vegetarian range We are still developing our plan to define and cones and bars less than 250 calories.
with 12 plant-based meat alternative dishes. measure Destination of Choice.
We are still working with our suppliers and
chefs to expand choice.
** Assured by DNV GLOVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 14
PILLAR 1: WELLBEING CONTINUED PROGRESS KEY
1 2 3 4 5
1 Not started
2 Not achieved
3 Behind plan
4 On plan
5 Achieved
CLOTHING & HOME PRODUCTS HOW WE SELL
CLOTHING HEALTH ATTRIBUTES WELLBEING ADVICE TO CUSTOMERS REWARDING CUSTOMERS (HEALTH)**
Aim Aim Aim Progress
By 2025, 20% of all M&S clothing will have a By 2020, we will extend our health and By 2019, we’ll incentivise and reward our This year, we’ve developed a programme of
special Plan A health or wellbeing attribute wellbeing advice to our customers to help customers for making healthier choices. future in-store and Sparks card activities to
(e.g. SkinKind™ accessories and specialist/ them live happier, healthier lives. help people make healthier choices.
adapted clothing).
Progress
Progress This year, we’ve published more wellbeing
We already have a small number of special advice for customers online, including blogs £25M FOR HEALTH CAUSES**
Plan A health or wellbeing attributes. about: alcohol consumption; the impact of
processed foods; healthy food trends; and
As of April 2018, 8% of the volume of M&S Aim Fundraising activities included Breast Cancer
plant-based diet options.
clothing items sold worldwide had one of Between 2017 and 2025, we’ll help to make a Awareness Month, Fashion Targets Breast
these attributes. We’ve also conducted small trials of face-to- positive difference to people who are affected Cancer for Breast Cancer Now, Sparks Card
face Health MOT interviews in stores. by either cancer, heart disease, mental health, donations and Charity Christmas cards.
loneliness or dementia by helping to raise
For the eighth year running, M&S Cafés, Food
£25m for charities that support these causes.
ee more https://corporate.marksandspencer.
S Halls and Simply Foods stores participated in
PERCENTAGE OF com/blog Progress Macmillan Cancer Support’s World’s Biggest
CLOTHING WITH PLAN A This year we’ve supported a number of charities Coffee Morning, which together with activities
ATTRIBUTE BY 2025 who address cancer, heart disease, mental throughout the year, raised £3.5m. This total
20%
health, loneliness or dementia, raising £7.4m included over £1.5m raised by our colleagues
FRANCHISE CONFECTIONERY towards our £25m target. and Macmillan volunteers in our stores
TILLPOINTS (last year £1.2m).
Aim ANNUAL FUNDRAISING FOR
MACMILLAN CANCER SUPPORT
By 2021, we’ll work with our franchise partners
£3.5m
to remove confectionery from tillpoints
in all key franchise partner operated M&S
stores worldwide (excluding petrol station
forecourts).
** Assured by DNV GLOVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 15
PILLAR 1: WELLBEING CONTINUED PROGRESS KEY
1 2 3 4 5
1 Not started
2 Not achieved
3 Behind plan
4 On plan
5 Achieved
SUPPLY CHAIN WELLBEING
COLLEAGUE WELLBEING (ALSO A SALIENT HUMAN RIGHTS ISSUE) (ALSO A SALIENT HUMAN RIGHTS ISSUE)
COLLEAGUE WELLBEING FRAMEWORK COLLEAGUE HEALTH ASSESSMENT** WELLBEING IN EMPLOYABILITY
Aim Aim Aim
By 2019, we’ll launch an independently By 2022, we’ll enable our M&S colleagues By 2022, health and wellbeing learning
benchmarked retail industry leading health worldwide to complete a health risk assessment, and support will be included in all our
and wellbeing framework, providing support including health checks, where appropriate. employability programmes worldwide.
to M&S colleagues worldwide on physical and We’ll use this data to tailor our interventions/
mental health as well as nutrition and wellbeing. advice and report annually on progress.
Progress MENTAL HEALTH TRAINING
Since we launched this commitment, further
research has shown that robust, independent
benchmarks for retail industry wellbeing Aim
frameworks are not readily available. These By 2022, we’ll offer training on mental health
could be established, but we believe it’s more to M&S colleagues in our offices, stores and
important to focus our efforts on improving warehouses worldwide.
wellbeing outcomes for our colleagues.
To reflect this change of emphasis and
allow time for delivery, we’ve updated the HEALTH & SAFETY DATA**
wording of this commitment to read:
By 2020, we’ll launch an improved health and
wellbeing framework, providing support to Aim Progress
M&S colleagues worldwide on physical and We will continue to report on our UK and ROI In addition to UK and ROI data below, internal
mental health as well as social wellbeing. health and safety data and extend to owned reporting is also taking place for our
international operations from 2020. International operations in Greece, Czech
Republic and joint venture in India, but is FRANCHISE/SUPPLIER WELLBEING
currently only available in a different format.
2017/18 UK AND ROI HEALTH AND SAFETY** Aim
RIDDOR injury rate per 100,000 employees Fatal Specified Over 3 or 7 days Total By 2019, we’ll define our expectations
M&S UK retail 0 25 130 (7) 155 on nutrition and physical and mental
2016/17 HSE UK retail benchmark 0.11 48 172 (7) 220 wellbeing for our franchise partners and
direct suppliers and by 2022 launch a
M&S NI retail 0 74 148 (3) 222
range of initiatives, including health checks
M&S ROI retail 0 38 193 (3) 231
where appropriate, to enable them to tailor
M&S warehouse 0 52 262 (7) 314 their interventions and advice. We’ll report
2016/17 HSE UK warehouse benchmark 1.42 325 1,252 (7) 1,577 annually on progress.
** Assured by DNV GLOVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 16
PILLAR 2 OUR GOAL
IS TO HELP TRANSFORM
COMMUNITY
1,000 COMMUNITIES
HEADLINE TARGETS
– By 2020, in 10 locations we will have
completed programmes that aim to
secure meaningful economic, social
and environmental benefits in the
We believe we can achieve more together than we can on our own. communities around our stores and
Throughout our 134 year history, we’ve supported our local communities. beyond. We’ll build on our insights and
roll out programmes in 100 further
We know that working with our customers to support vibrant communities
locations in the UK and internationally
is essential for our own future success. by 2023, then share our learnings with
1,000 locations by 2025.
– By 2025, 50% of our full line M&S operated
stores and offices in the UK will have space
available for community groups, charities
TARGET NUMBER OF HOURS
and local interest groups to use.
OF PAID COLLEAGUE COMMUNITY – Between 2017 and 2025, we’ll support
VOLUNTEERING BY 2025
1m
M&S colleagues worldwide to provide one
million hours of work-time community
volunteering.
– By 2025, we want all edible surplus food
from M&S stores, key franchises and direct
M&S Food suppliers worldwide to be
diverted for human consumption.
IN THIS SECTION
Connecting with communities 17
Skills and employment 18
Inclusive business 19
Human rights 21OVERVIEW PLAN A WELLBEING COMMUNITY PLANET ABOUT PLAN A FRAMEWORKS AND ASSURANCE M&S PLAN A REPORT 2018 17
PILLAR 2: COMMUNITY CONTINUED PROGRESS KEY
1 2 3 4 5
1 Not started
2 Not achieved
3 Behind plan
4 On plan
5 Achieved
CONNECTING WITH COMMUNITIES
ALL FOOD EATEN BY PEOPLE** EDUCATION PARTNERSHIP SUPPORTING LOCAL FUNDRAISING
Aim Aim Aim Progress
By 2025, we want all edible surplus food By 2020, we’ll launch an education programme Between 2017 and 2025, we aim for M&S This year, 502 of our stores in the UK and ROI
from M&S stores, key franchises and direct in the UK in partnership with others to promote operated and key franchise stores worldwide have adopted a charity of the year and helped
M&S Food suppliers worldwide to be diverted the importance of wellbeing, employability and to make a positive difference to their local to raise over £1m for local and national charities
for human consumption. sustainability in schools and colleges. community by supporting local charities working in the local community. In addition,
through fundraising, volunteering and 514 stores have donated surplus food to local
Progress Progress
product donations. charities as well as contributing most of the
See the Food waste (reduction) commitment Having commissioned research, in 2018/19 we
30,534 hours of work-time volunteering.
on page 31 for progress at UK M&S stores. plan to develop content focused on selected
aspects of health and wellbeing, employability RAISED FOR CHARITY IN THE UK AND ROI M&S stores in our joint venture in India also
£1.2m
and sustainability. This content will then raised in excess of £40,000 supporting two
VOLUNTEERING** be trialled in schools connected to our main charities of CRY (Child Rights & You)
‘Helping transform communities’ commitment. and OGAAN Cancer Foundation.
If successful we intend to make this content
available to other schools and colleges
Aim
in 2019/20.
Between 2017 and 2025, we’ll support M&S
HELPING TRANSFORM COMMUNITIES**
colleagues worldwide to provide one million
hours of work-time community volunteering.
Progress UK COMMUNITY SPACE** Aim Progress
In 2017/18, we provided at least 30,534 hours By 2020, in 10 locations we will have completed This year, we’ve met representatives from
of work-time volunteering, including our programmes that aim to secure meaningful communities to find out what they want us to
Making Every Moment Special in the Aim economic, social and environmental benefits achieve in their local area. There have been
Community event, which was run across By 2025, 50% of our full line M&S operated in the communities around our stores and differences from one area to another, but it is
the UK and ROI in June 2017. stores and offices in the UK will have space beyond. We’ll build on our insights and roll out clear that ‘education and employability’ and
available for community groups, charities and programmes in 100 further locations in the ‘social wellbeing’ should be our two priorities.
local interest groups to use. UK and internationally by 2023, then share
We’re now planning a series of trials to test
our learnings with 1,000 locations by 2025.
Progress different approaches.
Our aim is that by 2025, around half of our
larger stores in the UK will regularly provide
space for the use of community groups,
charities and local interest groups. We’ve “The kids are bored and they fight for something to do.
started to research the best ways of providing They need something else to focus on.”
this space and the number of M&S stores that
already do so. MEMBER OF THE COMMUNITY LIVERPOOL
** Assured by DNV GLYou can also read
