Sainsbury’s launches dedicated Rosé Report to uncork the realities of rosé wine

LONDON, 2016-May-26 — /EPR Retail News/ — As summer approaches, the trend for lighter-coloured ‘posh pink’ – influenced by celeb-endorsed launches from the likes of Brad Pitt, Angelina Jolie and Drew Barrymore – will see rosé wine sales soar, with Sainsbury’s research showing a trend among millenials towards aspirational ‘posh pink’.

Selling around 15 million bottles of rosé every year, Sainsbury’s is launching a dedicated Rosé Report to uncork the realities of rosé wine – who is buying it, when and why?

Elizabeth Newman, Head of Beers, Wines & Spirits at Sainsbury’s, notes: “It’s the perfect time for Sainsbury’s to launch this exciting report. Rosé Uncorked shows that consumer habits are constantly changing in the world of wine. It’s particularly interesting to see that younger consumers are opting for lighter-coloured rosé and I think the glamour, associated with the paler pink ‘celebrity choice’ styles, has certainly boosted this trend”.

Rosé Uncorked is packed full of fascinating insights into the nation’s favourite pink drink:

  • Over 15 million bottles of rosé are sold every year at Sainsbury’s (Nectar*)… enough to fill 8,800 hot tubs
  • 1 in 10 bottles of still wine sold in Sainsbury’s is now a rosé
  • Sainsbury’s sells a range of more than 50 still rosé wines, and this is set to rise
  • One in three people prefer drinking lighter-coloured rosé in the summer (YouGov)
  • More than a quarter of 18-24 year olds stated that they’d be more likely to serve a lighter-coloured rosé wine than a darker one to guests (YouGov)

The report dives into shoppers’ baskets to find out what the nation is buying with rosé wine, revealing some surprising cross-purchases (a pair of shorts with your Californian White Zinfandel, madam?), and wine expert Joe Wadsack blind tastes some of the top sellers and reveals his favourites in the report.

National Rosé Day is celebrated across the UK on 12th June 2016, for more of Sainsbury’s rosé range, visit

*Nectar data based on Sainsbury’s shoppers

For corporate press enquiries please contact or call 020 7695 7295.


Sainsbury’s launches dedicated Rosé Report to uncork the realities of rosé wine

Sainsbury’s launches dedicated Rosé Report to uncork the realities of rosé wine

Sainsbury’s to work with two additional milk processors from July 2017: Tomlinson and Medina

LONDON, 2016-May-26 — /EPR Retail News/ — Sainsbury’s is set to work with two additional processors from July 2017 to help deliver a long-term, sustainable supply of fresh British milk. Through its dedicated group of 270+ farmers, its fresh British milk and cream is currently processed by Arla and Muller Milk & Ingredients. From next year, supply will also be processed through Tomlinson and Medina.

The changes to the milk processors come as part of a supplier tender, which is a standard process across retail to ensure customers are offered the best quality and value.  Whilst changes will be introduced from next year and run until 2020, the retailer will continue to source from the same group of farmers and remains committed to the long-term sustainability of the Sainsbury’s Dairy Development Group.

The two additional processors are family owned businesses. Tomlinson’s Dairies, a processor based in Wrexham, Wales will take on milk distributed to stores in Wales and parts of England and Medina Dairy will supply a number of stores in the South of England.

Sainsbury’s has 270+ dairy farmers in the Sainsbury’s Dairy Development Group (SDDG) which was established in 2007.  Our aim remains to work with our suppliers to ensure sustainable profits for them and a sustainable source of British milk for our customers.  In 2012 our cost of production model (COP) was voted for by the majority of our farmers, this model is unique to the SDDG and is used to set a price for the milk our farmers produce across England, Wales and Scotland.  The price is reviewed every three months to ensure our farmers receive a fair price that builds in a profit and rewards them for environmental and animal welfare standards.

For corporate press enquiries please contact or call 020 7695 7295.


Sainsbury’s to work with two additional milk processors from July 2017: Tomlinson and Medina

Sainsbury’s to work with two additional milk processors from July 2017: Tomlinson and Medina

Research: Quarter of UK households waste £235 worth of food every year due to buying products they already have in the fridge

LONDON, 2016-May-26 — /EPR Retail News/ — Busy Britons could save hundreds of pounds with a simple selfie…. of their fridge. According to research by Sainsbury’s, a quarter of households waste £235 worth of food every year due to buying products they already have in the fridge. Annually, this amounts to a staggering waste bill of £1.5 billion for households in the UK.

  • Busy Brits bin up to £1.5billion worth of food a year due to overbuying
  • Bosch fridge selfie set to help cut down on waste
  • Waste less, Save more families now trialling latest Bosch fridge with camera technology
  • Fruit and veg is the most overstocked food
  • Sainsbury’s launches a guide to help shoppers avoid overbuying

Fruit and veg are the most overbought items with 38% and 35% of shoppers regularly stocking up on more than they need. Milk, cheese and eggs complete the top five products that are most frequently over-bought.

In a bid to avoid overbuying, 70% of Britons have tried to adopt the habit of checking the fridge before a food shop. However, despite their best intentions over 40% admit that they end up forgetting what they need by the time they get to the shop. In addition to this, shoppers are increasingly buying top-up products on their way home from work without checking their fridge first, which often leads to duplication.

But, a revolutionary new kitchen appliance could put an end to this costly problem. In a UK first, Bosch has launched a new fridge that uses cameras to snap the contents of shelves and the door.  A picture is uploaded to the shopper’s smartphone to view as they browse the aisles. The Bosch fridge is the latest innovation to be put to the test by households in the town of Swadlincote as part of Sainsbury’s Waste less, Save more initiative.

Paul Crewe, Head of Sustainability at Sainsbury’s said: “Our customers tell us that despite best intentions, they often find it difficult to remember what is in their fridge which can lead to them over-buying. With 4.2million tonnes of food wasted each year in the UK we’re on a mission to help households plan their shopping better and reduce the amount of food they throw away. With our focus on finding innovative solutions we have teamed up with Bosch to trial their unique camera fridge which will give shoppers an instant view of the contents of their fridge whilst shopping – triggering a reminder to prevent buying more than they need.”

Charlotte Moran, Group Marketing Manager for Bosch said: “The Bosch fridge is very versatile when it comes to assisting with our hectic daily lives, and with the latest camera technology it can help save on overbuying – which is why we’ve partnered with Sainsbury’s on its Waste less, Save more initiative. Not only does the fridge take pictures which link up with our Home Connect app, you can also control the temperature of the fridge and freezer remotely. Our VitaFresh technology will also enable you to keep food up to three times longer. Little things like stacking your fridge properly can be a huge benefit!”

Organising the fridge can also help shoppers to remember what they have at home. Findings revealed that over 40% of people go as far as separating their meat and veg to help them avoid overbuying, but only 9% arrange items by their ‘use-by date’ to ensure that foods going off soon are at the front.

To help shoppers, Sainsbury’s has developed an infographic, which includes handy hacks to help prevent overbuying, as well as advice on where to store different products in the fridge. Tips include:

  • Appoint a fridge boss
  • Organise items by sell by date, put products due to go off sooner at the front
  • Take a snap of the interior of your fridge on your phone to consult when you’re shopping
  • Keep a note pad and pen on the fridge and note down items as they run out
  • If you make a hot drink in the morning, write a post-it note on the kettle that reminds you to check the fridge
  • Set a recurring alarm on your phone to remind you to check the fridge and make a list to help you remember the required items
  • Store essential items such as milk in regular spots in the fridge so it’s easy to recognise when they are finished

Interestingly the report by For corporate press enquiries please contact or call 020 7695 7295. also revealed that women are responsible for filling the fridge in most households, except for Northern Ireland where men take charge. While women tend to overbuy fruit and eggs, it’s milk and condiments for men.

The Bosch technology being put to the test by households in Swadlincote as part of Sainsbury’s Waste less, Save more initiative. The retailer is investing £1m in making Swadlincote the official test-bed of ideas to dramatically cut food waste by 50% over 12 months.

For corporate press enquiries please contact or call 020 7695 7295.


Research: Quarter of UK households waste £235 worth of food every year due to buying products they already have in the fridge

Research: Quarter of UK households waste £235 worth of food every year due to buying products they already have in the fridge

LVMH Houses shine during Cannes festival

PARIS, 2016-May-26 — /EPR Retail News/ — Cannes, the world’s most glamorous film festival, was once again the scene this year for star-studded festivities, premieres and press conferences. The movie industry’s top talents and celebrities ascended the storied red-carpet steps, providing a perfect occasion for LVMH Houses to shine during the festival and display their most stunning creations.

The elegance of Dior silhouettes repeatedly lit up the red carpet. Dior dressed actors and actresses attending the projection of Julieta, directed by Pedro Almodovar, in which the character of Bea, played by Michelle Jenner, appears in different Dior designs. For the film’s premiere, Adriana Ugarte, the actress who plays the young Julieta, wore an embroidered dress in ecru silk gazar by Dior Haute Couture. Daniel Grao, another of the film’s actors, wore a midnight blue tuxedo by Dior Homme.

Dior muse Marion Cotillard paid tribute to Dior’s exquisite couture know-how by wearing a gold lamé dress for the premiere of Mal de Pierres, directed by Nicole Garcia.

At the festival’s opening ceremony, Liu Yifei wore an embroidered bustier-dress in pink wool, embellished by jewels from the Dior Joaillerie Bagatelle and Rose des Vents collections.

Louis Vuitton
Louis Vuitton celebrated Juste la Fin du Monde, a film directed by Xavier Dolan, who is also one of the House’s masculine faces. Winner of the Grand Prix du Jury, Dolan wore a Louis Vuitton suit for the occasion. For the film’s premiere, Louis Vuitton muse and actress Léa Seydoux walked the red carpet in a Louis Vuitton made-to-measure dress and sandals.

Adèle Exarchopoulos, who regularly chooses Louis Vuitton for her appearances on the red carpet, was also wearing a made-to-measure dress, sandals, and carrying a Louis Vuitton Petite-Malle, for the premiere of Sean Penn’s film The Last Face.

For the premiere of Pedro Almodovar’s film Julieta, Karlie Kloss climbed the steps in a shimmering Louis Vuitton dress, carrying a Petite-Malle.

Actress Julianne Moore appeared on the red carpet in an impressive sequined cobra dress by Givenchy Haute Couture for the opening ceremony and premiere of Woody Allen’s latest film Café Society,

For the amfAR Cinema Against AIDS gala, which takes place each year on the Croisette, model Lara Stone wore a transparent long black gown by Givenchy Haute Couture.

At the press conference for The Last Face by Sean Penn, actress Charlize Theron wore a light pink dress from Givenchy’s Fall/Winter 2016 collection.

Attending the premiere of Sean Penn’s The Last Face, Brazilian model Alessandra Ambrosio climbed the steps wearing a necklace and two rings from the Serpenti fine jewelry collection.

For the premiere of Money Monster, directed by Jodie Foster, actress Naomi Watts gave the world premiere to a pair of Serpenti earrings fromMediterranean Eden, the new fine jewelry collection inspired by the brand’s emblematic snakeskin motif.

Indian actress Sonam Kapoor was seen at the Hôtel Martinez carrying the silver Serpenti Forever bag, and wearing matching “cat eye” glasses from the same accessory collection.

Adriana Ugarte, the actress from Almodovar’s film Julieta, wore earrings and a ring in grey gold, diamonds, blue sapphires and white chalcedony from the Hortensia collection by Chaumet.

Rebecca Hall also chose jewels from the Hortensia collection. For the premiere of Steven Spielberg’s The Big Friendly Giant, she wore earrings in grey gold, diamonds, blue sapphires and lapis-lazuli as well as one the brand’s exceptional designs, a cuff-bracelet.

For the closing ceremony, French actress Alice Isaaz elegantly donned earrings and a ring in platinum and diamonds from Chaumet’s Joséphine collection.


LVMH Houses shine during Cannes festival

Premiere of “Juste la fin du monde”, a film by Xavier Dolan © Clemens Bilan © Getty Images

LVMH group’s 2015 Annual Report illustrated by the year’s most iconic photographs

PARIS, 2016-May-26 — /EPR Retail News/ — You can relive the high points of 2015 for the LVMH group and its Maisons with the digital edition of the Annual Report.


The LVMH group is giving you a motion control camera’s eye view to explore its 2015 Annual Report, illustrated by the year’s most iconic photographs.

This novel, resolutely digital approach also offers access to enriched interactive content, providing a unique window into the Annual Report.

To get the best experience, we recommend that you view it in full-screen mode.


LVMH group's 2015 Annual Report illustrated by the year’s most iconic photographs

LVMH group’s 2015 Annual Report illustrated by the year’s most iconic photographs

EROSKI resultado operativo de su actividad de distribución mejora un 15% y alcanza los 107,4 millones de euros

  • El resultado operativo de su actividad de distribución mejora un 15% y alcanza los 107,4 millones de euros
  • Condicionado todavía por las dotaciones extraordinarias en activos materiales, inmateriales e inmobiliarios, el resultado negativo del ejercicio se limita a 61 millones de euros
  • La facturación se mantiene en los 6.058 millones de euros, impulsada por las remodelaciones de las tiendas, el éxito del programa EROSKI Club y la expansión de las tiendas franquiciadas
  • Durante 2015, EROSKI ha amortizado deuda por valor de 86 millones de euros

ELORRIO, España, 2016-May-26 — /EPR Retail News/ — Grupo EROSKI cerró sus cuentas, a 31 de enero de 2016, con una mejora del 78% que limita su resultado a 61 millones de euros negativos, menos de una cuarta parte del resultado negativo del pasado año. 2015 es un ejercicio en el que EROSKI da por concluidas sus operaciones de saneamiento tras realizar dotaciones por deterioros extraordinarios en activos materiales, inmateriales e inmobiliarios por valor de 242 millones de euros que sitúan a la compañía en la senda de los beneficios para los próximos años.

El resultado operativo de su actividad de distribución en el perímetro de futuro del Grupo mejora un 15% y alcanza los 107 millones de euros, mejorando su ratio sobre ventas en 0,28 puntos hasta el 2,03%, lo que ratifica el éxito del modelo comercial “contigo” impulsado por la compañía y la mejora de eficiencia en su cadena de valor.

La facturación se mantiene en los 6.058 millones de euros, en un ejercicio de crecimiento inapreciable en el mercado de alimentación y de fuerte deflación en la venta de combustible. La estabilidad de las ventas se debe al impacto positivo de las remodelaciones de tiendas que aumentan sus ventas un 7% de media, la excelente acogida de los consumidores del programa EROSKI Club y la fuerte expansión de la red de tiendas franquiciadas.

La apuesta global del Grupo por el desarrollo de programas de vinculación con el cliente ha elevado la transferencia de ahorro al consumidor hasta los 212 millones de euros a través de ofertas y promociones, cada vez más personalizadas a través de las tarjetas EROSKI, CAPRABO, IF y FORUM SPORT.

La generación de ebitda fue de 240 millones de euros, un 2% superior al ejercicio anterior, muestra de la solidez de la actividad comercial del Grupo EROSKI. Durante el ejercicio, EROSKI amortizó deuda financiera por 86 millones de euros.

En millones de euros 31/01/2016  ev
VENTAS NETAS (sin IVA) 5.279,3 -0.99

*Antes de deterioros de Fondos de Comercio y Activos No Corrientes y del resultado de ventas de Inmovilizado

Por su parte, la sociedad EROSKI S.Coop. presentó una mejora del resultado de su actividad ordinaria del 1,6% hasta alcanzar los 86,9 millones de euros. Fruto de las fuertes dotaciones en las inversiones financieras en el Grupo, la cooperativa contabilizó un resultado negativo de 158 millones de euros, un 27% mejor que el año anterior. La cooperativa concluye 2015 con un patrimonio neto de 756 millones de euros.



  • A lo largo de 2015 se ha procedido progresivamente a la ejecución del acuerdo de venta de un lote de supermercados en la zona centro-sur. Su actividad desarrollada durante el año ha sido aislada del dato consolidado.
  • Las cuentas anuales del 2015 se han presentado teniendo en consideración la firma a principios de 2016 de un acuerdo de venta de un lote de hipermercados. Aunque esta operación está aún sujeta al dictamen de la Comisión Nacional de Mercados y Competencia (CNMC), en el balance ya han sido recogidos como activos disponibles para la venta.

Datos de contacto con el Departamento de Comunicación:
944 158 642


EROSKI resultado operativo de su actividad de distribución mejora un 15% y alcanza los 107,4 millones de euros

EROSKI resultado operativo de su actividad de distribución mejora un 15% y alcanza los 107,4 millones de euros

Marks and Spencer Group plc 2015/16 results: Continued strong growth in Food

LONDON, 2016-May-26 — /EPR Retail News/ —


53 weeks to 2 April 16
change on LY
52 weeks to
26 March 16
change on LY
Group revenue
Underlying profit before tax1
Non-underlying items
Profit before tax
Underlying basic earnings per share1
Basic earnings per share
Free cash flow
Net debt
Dividend per share

1 Underlying results are consistent with how business performance is measured internally. Non underlying items principally include: the mis-selling provision for M&S Bank; one-off impairments within International; UK store review costs and asset write-offs of IT.

Review of 2015/16:

  • Continued strong growth in Food as we outperformed a competitive market.  We opened 75 new Simply Food stores which are performing ahead of expectations.
  • Clothing & Home gross margin up 245bps; sales performance unsatisfactory but actions under way.
  • Continued difficult trading conditions in International – operating profit down 39.6% to £55.8m.
  • Tight control over cost and capital – free cash flow pre-shareholder returns of £539.3m and operating costs +1.8%.
  • £451.7m returned to shareholders including: £301.7m dividend and £150m buy back. In addition a special dividend of 4.6p per share (or £75m) announced for the first half of 2016/17.

Strategic update summary:

  • Focus on putting customers at the heart of M&S and driving sales growth.
  • Implementing actions to recover and grow Clothing & Home:

– Re-establish style authority: focus on product, quality and fit
– Restore price position: lowering prices and reduced promotional stance
– Enhanced customer experience: sharper ranges, better availability and investment in store staffing

  • Continuing to grow the Food business:

-Build on strengths: focus on innovation, quality and choice
-Commitment to value credentials: competitive pricing while maintaining margin
-Improved convenience: extending Simply Food store opening programme

  • Driving profitability for shareholders:

-Continued tight control of costs and cash
-Focus on shareholder returns

  • Additional strategic questions, including International, UK store estate and organisation to be addressed in the autumn.

Steve Rowe, Chief Executive, said:

“M&S is a great business with a strong customer base and loyal employees and we have much to be proud of.  We also know that we have lots of opportunities to improve and be better for our customers, our employees and our shareholders. We are putting customers right at the heart of our business.

“Our results last year were mixed. We continued to outperform on Food but we underperformed on Clothing & Home sales. This is not satisfactory and today we are outlining our initial plans to address the issues and to position Marks & Spencer to deliver profitable sales growth.

“We are clear on the actions needed to recover and grow Clothing & Home, which is our top priority; to continue to grow our Food business; and to focus on driving profitability. We are investing to re-establish our price position by sharpening prices and to enhance service by putting more employees into our stores.

“These actions, combined with the difficult trading conditions, will have an adverse effect on profit in the short term. We are, however, confident that our commitment to delivering the right product, price and service will help return Clothing & Home sales to growth.  This, together with continued momentum in Food, will provide us with a solid base from which to build a long term sustainable business.

Robert Swannell, M&S Chairman, said:
“Steve Rowe is today setting out his priorities as our new Chief Executive. His number one priority is to restore our Clothing & Home business to profitable growth, while maintaining the pace of growth and success of our market leading Food business.

“Today we announce a proposed final dividend for 2015/16 of 11.9p resulting in a full year dividend of 18.7p, up 3.9% on last year and broadly in line with underlying profit growth. As part of our ongoing programme of enhanced returns, we are also announcing a special dividend of 4.6p per share (c.£75 million) for the first half of the 2016/17 year. This will be paid to shareholders in July at the same time as the final dividend. We will update on further capital returns at our Interim results in November.”

Business and financial review starts from page 10. 


Over the last six weeks we have undertaken a forensic review of M&S in order to build an honest picture of our business today.

We have many strengths. 32 million customers choose to shop with us every year because we have a strong brand identity with values rooted in our heritage of quality and innovation, underpinned by our ethical commitments and great partnerships. And the investments we have made in transforming our systems and supply chain, building an inspirational, easy-to-navigate website and taking greater ownership of our product design and sourcing, have helped us to make significant progress. Our employees are loyal and passionate about our brand and are determined for us to succeed.

We have listened to our customers and analysed our results to understand exactly why we have underperformed and identified where we need to take action to improve M&S. We have asked ourselves crucial questions about our business and the answers give us the blueprint to return M&S to growth.

Today, we are setting out the first phase of our strategic plan to recover and grow Clothing & Home and continue to grow Food. We will also be reviewing our cost base with the objective of delivering the first benefits this year. There are a number of other strategic questions which need further consideration, including those relating to our International business, our UK store estate and our organisation, and we will update on these in the autumn.

We are operating in difficult and challenging times – consumer confidence has dipped, the clothing market is flat, online sales have slowed and there’s deflation in the food market. Our customers are changing too as they become increasingly style and health conscious, shop around and expect more.

Analysing the shopping habits and behaviours of the 32 million customers who shop with us has shown that they carry a deep rooted affection for M&S but, for some, M&S is no longer their first choice.  We have been listening to them to understand why and we have heard some common themes. This insight forms the basis of our plans for the business. We believe that M&S is a special brand and we are committed to making every moment special for our customers.

Our Clothing & Home sales performance has been unsatisfactory for a number of years and today we set out the actions we are taking to recover and grow this important part of our business.

Style Authority
We will re-establish our style authority by focusing on wearable, contemporary style and unbeatable wardrobe essentials.

Product is key to this. Our customers look to M&S not for fashion trends but for accessible products they can wear with confidence. This will be complemented by a refocus on stylish everyday essentials, which we will continually refresh to ensure they are current and competitive, and underpinned by standout M&S innovation.

Quality will remain central to our thinking. Whether buying t-shirts or dresses; socks or suits; vests or school uniform, our customers will recognise that M&S has returned to being famous for unrivalled quality delivered through fabric, fit and finish.

Price position 
We will restore our price position by investing in everyday price and reducing the number of promotions and sales. Lowering prices and moving our price architecture towards ‘Good’ will make us more competitive, particularly on opening price points

We have been too reliant on promotions and sales which has eroded our value credentials. We will significantly reduce promotions and have fewer but better clearance sales in order to rebuild trust in our pricing stance. We will be more targeted in our promotions, leveraging data from our Sparks card customers, and offer fewer channel-specific promotions.

We will enhance our customer experience across all channels by delivering clearer ranges and real choice in order to make their purchasing decisions simpler and quicker.

Our customers tell us that product duplication makes shopping with M&S confusing and that navigating through our sub-brands to find what they are looking for requires effort. We also fail to deliver on availability meaning that customers can’t always find the products they want.

We will address this by reducing the number of products we sell in our Autumn/Winter ranges, stripping out duplication and buying with greater depth and authority so that we have a strong offer in all our stores regardless of their size.

We will make our stores easier to shop by reducing the level of co-ordination and help customers by inspiring them with selective and impactful outfit merchandising which will give us more flexibility to trade the seasons and trends.

Underpinning all of this will be an investment in service. Our employees are the lifeblood of M&S and they can be the difference in converting footfall into customers. We will improve standards and offer better service by investing in more employees in our stores and improving our instore facilities. Some basic changes to the environment, coupled with great service, can turn a shopping trip into an experience.

We will also continue to develop and improve our digital channels so that we stay up-to-date and relevant and can respond intuitively online and on mobile.

In summary, recovering our Clothing & Home business won’t happen overnight. It will take time for customers to notice the improvements we are making and change their shopping behaviour, but we are confident that our commitment to delivering the right product, price and service will help return Clothing & Home sales to growth.

We have a strong Food business that is delivering results. We have consistently outperformed the market despite fierce competition and high deflation. We believe that our core strategy on Food is clear and that our focus on quality, innovation and choice is right and will continue to deliver sustainable, profitable growth.

We are delighting our customers in Food where the M&S brand stands for authority on quality and newness.  They come to us for innovation, great taste and convenience and trust us to act with integrity. But there is more that we can do to build on our product strengths, maintain a competitive price position and improve convenience.

Quality, Innovation and Choice
M&S takes product development very seriously, employing the best Food specialists from all corners of the culinary world. As a major own-brand retailer we also have world-leading supplier partnerships which gives us a unique and unrivalled product position. As a result, our customers tell us that M&S Food products are second-to-none in terms of quality, freshness and taste.

We believe that we can build on this in a number of areas for example, healthy eating, which is consistently cited as one of our customers’ key concerns. It means much more than diet ranges and meals; our customers want to eat healthily which plays right to our strengths on fresh produce, meat, fish and convenient recipe dishes.

M&S plays an important role in inspiring customers every day and they want us to help inspire them with recipes and ideas, and wow them with events. So from Wednesday night suppers to Christmas celebrations we will put their needs at the centre of our product innovation.

Our customers also want real choice and we will provide this by carefully tailoring our ranges to the location of the store and the mission of the shopper. This will enable us to stock more of our new innovative products in smaller stores, as well as help manage cost of waste.

Value Credentials 
We will continue to invest in price to stay competitive. The food market continues to be deflationary and we will make sure that we offer great value.

We believe we can do this while maintaining our gross margin through ongoing supply chain efficiency programmes that are already delivering improvements with much more to play for. We will continue to reduce the level of promotions, and focus instead on more personalised offers for customers using our Sparks card.

Convenience is essential for our customers when they are increasingly time-poor and need convenient solutions and easy access. Forty percent of all food consumed in the UK is eaten out of the home and convenience is the only segment of food retail predicted to grow over the next few years. This presents us with a great opportunity to respond with conveniently prepared products in convenient stores.

This is why we are accelerating our Simply Food opening programme. The stores that we have opened this year are already delivering ahead of expectations and we believe there is an opportunity to add even more space. In addition to the 250 new Simply Food stores already due to open by March 2017,  we are announcing today that we are extending our opening programme by c.100 stores per year in 2017/18 and 2018/19, making our food offer accessible to even more customers.

In summary, we are going to continue to grow our Food business through delivering quality, innovative products to our customers from great stores in convenient locations.

We have used the introduction of the UK National Living Wage as an opportunity to review how we reward our people to ensure we attract and retain the best talent and continue to provide great service for our customers.  We have announced today proposals for a fairer, simpler and more consistent approach to pay and pensions.

We are proposing a significant base rate increase for Qualified Customer Assistants to £8.50 per hour outside London and £9.65 in Greater London, as well as pay rises for Section Coordinators and Section Managers, with effect from April 2017. We are also proposing to simplify our approach to premium payments

In addition, we are proposing to close our UK defined benefit (DB) pension scheme for future service accrual (it has been closed to new members since 2002) and enrol current defined benefit members in our defined contribution savings plan from April 2017.

We have started a period of consultation with our people on both of these proposals.

We do not expect these changes to have a significant impact on underlying costs in this or next year. However, there will be a non-underlying charge in the current financial year in the range of c.£100m to £150m. This non-underlying charge is largely driven by the DB pension changes because when current active members become deferred members, the annual increase in their pensionable salary is linked to CPI as opposed to being capped at 1%.

Market conditions continue to be challenging and we are managing our business accordingly

We are confident that the actions we are taking to address the Clothing & Home sales performance will deliver results, however it will take time for our customers to notice the improvements and change their shopping behaviour. Given current market conditions, and our decision to invest in price and reduce promotional activity, in order to give our customers everyday better value, we expect to see a similar sales trend to 2015/16.

We will continue to realise buying margin gains in Clothing & Home from ongoing sourcing initiatives. However, as previously guided, currency is a headwind of c.70bps this year.  We expect this, combined with our decision to step up the level of investment in price, to deliver an increase of c.50-100bps in the Clothing & Home gross margin.

In Food, we expect the roll out of our standalone Food stores to continue to drive sales growth, with space forecast to grow by c.5% in the year ahead.

Given ongoing competitive pressure in the Food market, we expect gross margin to remain level on last year, as we continue to re-invest operational efficiencies into price, quality and innovation.

Tight control of costs remains a priority and we will continue to focus on driving efficiencies. Operating costs are expected to increase by c.3.5%. We will invest in store staffing to give our customers great service. In addition, we are facing higher costs as a result of new space and increased depreciation as well as volume growth and inflation.

In our International business, we expect the factors which impacted last year’s profits to persist through this year. We see further pressure from the Euro exchange rate, as well as weak trading conditions in Western Europe. The macro-economic backdrop in most of our franchise markets is not improving, and we will continue to work with our franchise partners to support them through these challenging times.

We are continuing with our focus on cash generation. Capital expenditure is expected to be lower at c.£450m.
The tax rate for the current financial year is expected to be 20%.

Overall, we expect the combination of difficult trading conditions, both in the UK and in our International markets, as well as our decision to invest in price and reduce our promotional activity, to have an adverse impact on profit in the short term. However, we’re confident our actions will provide us with a more solid base from which to build long term sustainable growth

There are many areas of our business that we are still reviewing. In the autumn we will report back on plans for our UK store portfolio, the shape of our International business and our organisation.

We will update on our first quarter sales on 7 July 2016.

download full year results press release PDF

For further information, please contact:
Investor Relations:
Majda Rainer:+44 (0)20 8718 1563
Helen Cox: +44 (0)20 8718 8491

Media enquiries:
Corporate Press Office:+44 (0)20 8718 1919

Investor & Analyst webcast: Investor and analyst presentation will be held at 10am on 25 May 2016. This presentation can be viewed live on the Marks and Spencer Group plc website on

Fixed Income Investor Conference Call:
This will be hosted by Helen Weir, Chief Finance Officer at 2pm on 25 May 2016:
Dial in number: +44 (0)20 3427 1904 Access code: 8600945
A recording of this call will be available until 3 June 2016:
Dial in number: +44 (0)20 3427 0598 Access code: 8600945

Representative Peter Welch D-Vt. and Senator Tim Scott R-S.C. named NRF’s Legislators of the Year

WASHINGTON, 2016-May-26 — /EPR Retail News/ — The National Retail Federation announced today that Representative Peter Welch, D-Vt., and Senator Tim Scott, R-S.C., have been named NRF’s Legislators of the Year. The awards were presented this week during the Retail Advocates Summit, NRF’s annual congressional fly-in.

“I would like to thank Senator Scott and Representative Welch for their ongoing support of the nation’s largest private-sector employer and for being true advocates for the retail industry,” NRF President and CEO Matthew Shay said. “We need the support of lawmakers like these to help retailers large and small grow their businesses and create jobs in their communities.”

“Retailers throughout South Carolina and across America are a vital part of our economy,” Scott said. “I am committed to finding policy solutions that cut through bureaucratic red tape and allow our small businesses and job creators to do what they do best – innovate and grow. I am pleased to receive the National Retail Federation’s Legislator of the Year award today because I believe that together, we can support pro-growth policies that allow our economy to recover and thrive.”

“As a former small business owner, Senator Scott knows firsthand the damage that government overreach can inflict on American business owners,” Shay said. “Senator Scott has been a champion for education and investing in our workforce through initiatives like his Opportunity Agenda. His legislation to hit the pause button on the Department of Labor’s damaging overtime rules is consistent with his goals to promote job growth and career advancement for workers across the country.”

“From major international retailers to Vermont country stores, the retail industry plays a crucial role in job creation and economic development in Vermont and around the country,” Welch said. “It has been a pleasure to work with the National Retail Federation on solutions that are good for the retail industry and consumers including cutting credit card swipe fees and making sure Main Street small businesses can compete on a level playing field with online retailers.”

“Congressman Welch is a leader on swipe fee reform and has been a longtime advocate for other top-priority policy issues for retailers,” Shay said. “He championed legislation calling for the Federal Reserve to prevent debit card providers from charging out-of-control fees to small businesses, and helped bring transparency to debit interchange costs for merchants.”

Welch was recognized during an awards dinner Tuesday night and Scott was honored at a breakfast this morning.

The NRF Policy Council, which addresses federal legislative and regulatory issues, selected Scott and Welch for the awards.

NRF is the world’s largest retail trade association, representing discount and department stores, home goods and specialty stores, Main Street merchants, grocers, wholesalers, chain restaurants and Internet retailers from the United States and more than 45 countries. Retail is the nation’s largest private sector employer, supporting one in four U.S. jobs – 42 million working Americans. Contributing $2.6 trillion to annual GDP, retail is a daily barometer for the nation’s economy. NRF’s This is Retail campaign highlights the industry’s opportunities for life-long careers, how retailers strengthen communities, and the critical role that retail plays in driving innovation.

Treacy Reynolds
(855) NRF-Press

Gary Cammack named 2016 America’s Retail Champion of the Year

WASHINGTON, 2016-May-26 — /EPR Retail News/ — The National Retail Federation today announced that it has named Gary Cammack, owner of Cammack Ranch Supply in Union Center, S.D., as the 2016 America’s Retail Champion of the Year. The award was presented Tuesday night at NRF’s annual Retail Advocates Summit as small retailers from across the country were honored for their advocacy on behalf of the industry while in Washington to meet with members of Congress on a variety of public policy issues.

“The fact that scores of small retailers have taken crucial time away from running their businesses to come to Washington this week speaks volumes about how important public policy issues are to Main Street merchants,” NRF President and CEO Matthew Shay said.

“Gary is a true grassroots advocate and as a leader in the retail industry, he ensures that retail’s voice is heard in a wide range of policy discussions,” Shay said. “By staying involved with all levels of government, Gary is helping to advance the public policy agenda for retailers, their employees and customers in communities large and small across America.”

Cammack was selected by a committee of small retailers and state retail association executives from a group of five finalists who also included Ricky Bromberg of Bromberg & Co. Inc. in Birmingham, Ala.; Hillary Feder of Hillary’s in Hopkins, Minn.; Jeff Joyce of Mieras Family Shoes in Grand Rapids, Mich., and Gary Novotny of Gary Michael’s Clothiers in Lincoln, Neb.

The America’s Retail Champions program, now in its third year, honors retailers who make their mark on public policy debates affecting the industry. More than 100 retailers, with diversity ranging from small and mid-size store owners to online sellers, were nominated based on engagement in public policy discussions on issues ranging from patent reform and online sales tax to data security and workforce issues.

Participants will meet with members of the House and Senate today on Capitol Hill to discuss the retail industry’s public policy agenda and priorities.

NRF is the world’s largest retail trade association, representing discount and department stores, home goods and specialty stores, Main Street merchants, grocers, wholesalers, chain restaurants and Internet retailers from the United States and more than 45 countries. Retail is the nation’s largest private sector employer, supporting one in four U.S. jobs – 42 million working Americans. Contributing $2.6 trillion to annual GDP, retail is a daily barometer for the nation’s economy. NRF’s This is Retail campaign highlights the industry’s opportunities for life-long careers, how retailers strengthen communities, and the critical role that retail plays in driving innovation.

Treacy Reynolds
(855) NRF-Press


Gary Cammack named 2016 America’s Retail Champion of the Year

Gary Cammack named 2016 America’s Retail Champion of the Year

BRC supports the e-commerce proposals from the European Commission

LONDON, 2016-May-26 — /EPR Retail News/ — The BRC represents many e-commerce retailers, including both omni-channel and pure players.

The E-commerce proposals from the European Commission issued today (Geoblocking Regulation; revised Consumer Protection Co-operation – CPC- Regulation; Parcels Delivery Regulation; new Unfair Commercial Practices Directive Guidance) complement those in the Online Contracts Directives that are already being discussed in the Institutions and which the BRC has broadly supported.

The Geoblocking proposal is seen by the Commission as one of the keys for its strategy to expand e-commerce throughout the single market by providing both business and consumers with a better basis for their transactions.
The proposal makes it a requirement that every website should be open to access by consumers everywhere in the EU and that any consumer anywhere in the EU should be able to make a purchase from that website on the same terms and conditions and price as a consumer in the Home State of the retailer for delivery to the normal delivery area of the business.

This should overcome the debate over whether a business is obliged to sell AND deliver to all consumers and the consumer protection law that applies when a business in one Member State sells to a consumer in another Member State without actually targeting consumers in that Member State. The confusion in this area has resulted in uncertainty for businesses and consumers alike.

It also confirms that a product legally on sale in one Member State can legally be sold to a consumer in another Member State.

And it makes clear that access to a website does not imply the trader is actively targeting consumers in another Member State – and thus becoming subject to the rules and regulations of that Member State.
As long as this is legally watertight, this should help all those businesses that have been reluctant to dip a toe in the water.

However, we would wish to emphasise that very many BRC members are already actively selling to consumers not just in the rest of the EU but in many other countries besides. BRC surveys show 66 billion pages of UK retail websites were read in March alone and there was a year on year increase in hits on UK retail websites from all Member States except Estonia with an average of a 52% increase across the whole EU.

This demonstrates that in fact e-commerce is growing year on year and that cross border sales are growing year on year. So while we welcome the Commission initiative, we also stress that the real expansion and growth is happening through the actions of retail entrepreneurs serving the desires of consumers without the need for interference from Europe or the UK.

For media enquiries:
T: +44 (0)207 854 8924

The Gymboree Corporation’s Tender Offer expired at 11:59 p.m., New York City time, on May 23, 2016

San Francisco, Calif., 2016-May-26 — /EPR Retail News/ — The Gymboree Corporation (the “Company”) announced today the expiration, final results and final settlement of its previously announced tender offer (the “Tender Offer”) to purchase the maximum aggregate principal amount of its outstanding 9.125% senior unsecured notes due 2018 (the “Notes,” CUSIP No. 403777AB1) that it can purchase for $40,000,000, excluding accrued interest. The Tender Offer expired at 11:59 p.m., New York City time, on May 23, 2016 (the “Expiration Time”).

The cumulative principal amount of Notes that were validly tendered and not validly withdrawn prior to the Expiration Time, and the cumulative principal amount of Notes that will be accepted for purchase by the Company as of the Final Settlement Date (as defined below), are specified in the table below. These cumulative principal amounts include $52,000 principal amount of Notes that were validly tendered after 5:00 p.m., New York City time, on May 9, 2016 (the “Early Tender Time”) that we expect to purchase on the Final Settlement Date.

The Gymboree Corporation’s Tender Offer expired at 1159 p.m., New York City time, on May 23, 2016


The Tender Offer was made solely pursuant to the terms and conditions set forth in the Offer to Purchase, dated April 26, 2016, and the Supplement to the Offer to Purchase, dated May 3, 2016 (together, the “Offer to Purchase”), and the accompanying Letter of Transmittal. Capitalized terms used in this press release that are not defined herein have the meanings given to them in the Offer to Purchase.

Payments for Notes that are accepted for purchase in the Tender Offer will include accrued and unpaid interest from and including the last interest payment date of the Notes to, but not including, the applicable settlement date. The settlement date for Notes that were validly tendered after the Early Tender Time and prior to the Expiration Time is expected to be May 24, 2016, the first business day following the Expiration Time (the “Final Settlement Date”).

D.F. King & Co., Inc. acted as the Tender Agent and Information Agent for the Tender Offer and can be reached by calling (800) 461-9313 (US toll-free) or by

Goldman, Sachs & Co. acted as the dealer manager for the Tender Offer. Questions regarding the terms of the Tender Offer may be directed to the Liability Management Group of Goldman, Sachs & Co. by calling (800) 828-3182 (US toll-free) or (212) 357-0422 (collect).

Cautionary Statements:

This release contains forward-looking statements, including the principal amount of Notes we expect to accept for purchase and the date we expect to pay for the Notes, which involve risks and uncertainties that could cause actual results to differ materially from expected results. We may decide not to, or be unable to, consummate the Tender Offer on the terms described herein or at all. Accordingly, investors should not rely on forward-looking statements as a prediction of actual future results. All statements in this press release speak only as of the date hereof, and we undertake no obligation to update or revise such statements in light of future developments, except as required by law.

Investor Relations contact:
Tel: 415-278-7933

Media Relations contact:
Tel: 415-278-7493