Will Day appointed as the first Chair of the newly formed Sainsbury’s Foundation Advisory Board

Will Day appointed as the first Chair of the newly formed Sainsbury’s Foundation Advisory Board

 

London, 2017-Nov-27 — /EPR Retail News/ — Sainsbury’s has appointed Will Day as the first Chair of the newly formed Sainsbury’s Foundation Advisory Board, which will provide expert guidance to the Sainsbury’s Fairly Traded tea pilot.

Will comes to Sainsbury’s with a wealth of experience in sustainability and not-for-profit enterprise leadership, and is a Fellow of the University of Cambridge Institute for Sustainability Leadership (CISL).  Other current roles include Chairman of Water and Sanitation for the Urban Poor (WSUP), membership of the Council of Ambassadors of WWF (UK), a Board member of SDGLead, Chairman of On Purpose, a Member of the P&G Sustainability Advisory Board plus Sustainability Advisor to PwC UK.

The Sainsbury’s Fairly Traded programme will work under the banner of the Sainsbury’s Foundation.   Launched in May 2017, the Sainsbury’s Fairly Traded pilot is trialling a new approach to working with tea farmers in eastern and southern Africa, ensuring they receive a fair price for their crops, long-term contracts and commitments on volumes of tea that will be purchased plus greater levels of support to help them build businesses that are fit for the future.

Mike Coupe, Chief Executive, Sainsbury’s Group said:  “Will Day brings a wealth of experience and a long history of leading not-for-profit organisations as well as driving sustainability within large corporates, so we are delighted to welcome him to the role.  Our founder, John James Sainsbury, put sustainability at the heart of his business in 1869, and we continue to do this today through our Fairly Traded initiatives.  Sourcing our products in the right way and supporting our communities matters to our customers and it matters to our colleagues.”

Will Day said:  “As independent Chair, I am looking forward to helping create, and work with, a Board of external experts and Sainsbury’s colleagues to oversee the work under the Sainsbury’s Foundation banner. I believe a more sustainable world needs retailers, and its customers, to better understand the impact of what they purchase on people and the planet and I am delighted that, through the Fairly Traded pilot, and the establishment of the Advisory Board, Sainsbury’s is showing real leadership.’

Previously Will was Chair of the Sustainable Development Commission as well as being involved in the establishment and early years of Comic Relief including the role of first Grants Director for Africa. Will has also been Chairman of the BBC Children in Need Appeal, and Special Advisor to the United Nations Development Programme (UNDP) between 2004 and 2009. For twelve years he was a Trustee, and latterly Chairman, of the Overseas Development Institute (ODI). Until December 2016 he was co-Chair of the Kent Nature Partnership.

Media contact:
press_office@sainsburys.co.uk
0207 695 7295

Source: Sainsbury’s

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Sainsbury’s kicks off Argos Click & Collect service in convenience stores nationwide

Sainsbury’s kicks off Argos Click & Collect service in convenience stores nationwide

 

London, 2017-Aug-30 — /EPR Retail News/ — Customers will be able to pick up their Argos and Tu orders from over 100 Sainsbury’s Local stores by the end of 2017. One year after the acquisition of Argos, this furthers Sainsbury’s strategy of serving customers whenever and wherever they want to shop. 100th Argos digital store in a Sainsbury’s supermarket opened in Barnstaple, North Devon on 19 August.

Sainsbury’s today (29 August 2017) announced it is launching the popular Argos Click & Collect service in 100 Sainsbury’s Local convenience stores nationwide.  The initiative will enable customers to order Argos products and Tu clothing online and collect their purchases closer to where they live or work.  The launch follows a successful three month trial in six Sainsbury’s Local stores.

Announcing the launch, Sainsbury’s Group CEO, Mike Coupe, said:
“As customer shopping habits change, people increasingly want flexibility, speed and choice. More customers than ever are ordering online and choosing to collect from a store, which makes their lives easier and frees up their valuable time.  Offering the Argos Click & Collect service in Sainsbury’s Local stores makes it even more convenient for our customers to buy our products.”

He added, “Argos’ leading digital capability is an important differentiator for Sainsbury’s and is key to our future strategy. Over half of all Argos sales originate online and around 80 per cent of customers then opt to collect their purchases from one of our stores, that day or the next.”

The launch of the Argos Click & Collect service to 100 Sainsbury’s convenience stores is due to be complete by the end of 2017.

The acquisition of Home Retail Group in September last year enabled Sainsbury’s to accelerate its strategy to be a multi-product, multi-channel retailer, serving customers quickly and conveniently whenever and wherever they want to shop.  Less than one year on from the  acquisition, Sainsbury’s opened its 100th Argos digital store in a Sainsbury’s supermarket in Barnstaple, North Devon and the plan to open 250 Argos digital stores in Sainsbury’s supermarkets is on track for March 2019, six months ahead of the original schedule.

Source: Sainsbury’s

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Sainsbury’s launches new pilot project – Fairly Traded

Sainsbury’s launches new pilot project – Fairly Traded

 

London, 2017-May-26 — /EPR Retail News/ — Sainsbury’s has today (23 May 2017) launched an innovative pilot project – Fairly Traded – on key lines of bySainsbury’s tea. This new approach to sourcing will guarantee a minimum price and social premium while also, crucially, making farmers’ businesses more resilient against the mounting challenges of the 21st Century.

  • Sainsbury’s unveils ambitious pilot – Fairly Traded – that will strengthen sustainability standards and secure future supply of the UK’s favourite product – the great British cuppa.
  • Pilot marks new approach to sourcing, guaranteeing a minimum price and social premium – while also supporting farmers in the developing world to meet the challenges of the 21st Century.
  • Scheme will be underpinned by a new set of world-class Sustainability Standards and overseen by a new expert advisory board.

Fact Sheet: Sainsbury’s Sustainability Standards

Fact Sheet: Fairly Traded Pilot

Farmers and producers in the developing world are facing increasingly complex issues – from climate change, drought and diseases, to volatile prices, global competition and wider political instability. By guaranteeing a minimum price and a social premium, and enhancing this funding with long-term relationships, advanced data and individually-tailored practical advice, Fairly Traded aims to boost tea farmers’ resilience and ability to adapt to these challenges.

At the same time, the new sourcing model secures a sustainable supply chain of the UK’s favourite drink for the future.

Sainsbury’s Group Chief Executive, Mike Coupe said: “I’m immensely proud to be launching the Fairly Traded pilot today, alongside the new Sustainability Standards and advisory board. Ethical and sustainable sourcing are at the heart of our business and as the world changes we cannot stand still. That’s why this innovative pilot will build on our existing work and relationships and we’re aiming to deliver significant benefits for our farmers, our business and our customers.

“The business case is clear. Our farmers and growers can expect financial security through long-term relationships and a greater level of support to help them plan for their futures. At the same time we safeguard the future quality and availability of the great British cuppa for our customers.”

The Fairly Traded pilot project will be launched in conjunction with:

  • A new advisory board, composed of experts who will lead sustainable sourcing work and develop the support projects, called the Sainsbury’s Foundation programmes, to support farmers and growers. Advisory board members will include independent specialists from charities, academics and NGOs and will be set-up and run by Sainsbury’s.
  • A new Sainsbury’s Sustainability Standards programme across key crops and ingredients. Using farm data and modelling, the programme will provide a framework for farmers and producers to help advance understanding of their strengths and vulnerabilities, and to jointly develop responsive strategic action plans.

Mike Coupe, added: “We cannot ignore that the 21st Century presents complex problems for our suppliers. We most certainly don’t pretend to have all the answers – far from it –and that’s why this project is about testing and developing new approaches, collaborating with expert partners and listening to our farmers and producers – finding out what works, and what can be taken to scale and adopted to secure a sustainable supply chain that benefits both our suppliers and our customers.”

Austin Changazi, General Manager, Sukambizi Association Trust, Malawi (a Sainsbury’s tea producer), said, “We wholeheartedly welcome the idea of working with Sainsbury’s on the Fairly Traded initiative.”

Sainsbury’s Fairly Traded Red Label Tea will hit the shelves in stores across the country from June.

Contact:

press_office@sainsburys.co.uk
020 7695 7295

Source: Sainsbury

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Sainsbury’s to boost support for hundreds of thousands of farmers and workers

Sainsbury’s to boost support for hundreds of thousands of farmers and workers

 

London, 2017-May-26 — /EPR Retail News/ — Sainsbury’s has today (23 May 2017) announced an ambitious new approach to the way it sources key crops and ingredients, from tea and prawns to coffee and bananas. It will empower its farmers to build more resilient businesses and improve the quality of life of their communities in the face of increasing environmental and economic challenges – thereby securing their long-term future and the supply of great quality products on the supermarket’s shelves.

  • Sainsbury’s will boost support for hundreds of thousands of farmers and workers – helping them to become more resilient in the face of escalating challenges from climate change to global competition, health and geo-political tensions
  • Plan includes the roll-out of new Sainsbury’s Sustainability Standards across key crops and ingredients, the pilot of a new sustainable sourcing approach for tea farmers and the set-up of an expert advisory board
  • The tea pilot will empower farmers by providing a minimum price and social premium, in addition to the guarantee of a long-term relationship, the provision of expert advice, training and bespoke information to help secure their future livelihoods
  • The plan will be underpinned by close collaboration with expert advisors, and its progress monitored through independent audits

Fact Sheet: Sainsbury’s Sustainability Standards

Fact Sheet: Fairly Traded Pilot

At its heart is cutting-edge data and insight, linked to the UN Sustainable Development Goals, delivered in part through the launch of a new Sainsbury’s Sustainability Standards programme – a brand new management framework to support farmers of its 35 key crops and ingredients in meeting the highest sustainability standards. Farmers will, for the first time, be able to identify their strengths and weaknesses via robust data collection across the breadth of social, economic and environmental metrics and have visibility of best practice amongst peers. The insight will enable farmers to develop strategic action plans to improve their business performance and the well-being of their workers.

The Sainsbury’s Sustainability Standards, which build on and recognise existing certifications, have been co-authored with specialist advisors and peer-reviewed by 50 independent experts and will be independently audited. They have been piloted on prawns in Thailand and Belize and will now be piloted on other key crops such as tea, wheat, potatoes, sugar and bananas.

One of their imminent applications is with tea farmers in Africa as part of a pilot on key lines of bySainsbury’s tea, called Sainsbury’s Fairly Traded – a new way of working that will enable tea farmers in Africa to strengthen their businesses and communities as they tackle ever growing challenges, such as the impact of climate change and associated droughts, soil erosion and crop diseases.

The pilot provides tea farmers with a guaranteed minimum price for their crop along with a social premium, with the additional opportunity to build long-term relationships with Sainsbury’s and receive tailored strategic advice, data and practical support to help them respond to their specific challenges.

Practical support programmes, called Sainsbury’s Foundation programmes, will be funded through the Social Premium, and be directly linked to farmers strategic action plans, informed by insight from their Sainsbury’s Sustainability Standards and their own specific needs, as well as country-specific information linked to the UN Sustainable Development Goals. Example programmes could include training in the latest agricultural techniques, to advice on reducing energy costs to improved health and education facilities for farming communities. Where required, support will be delivered on the ground by best-in-class experts, chosen for their capability in addressing specific issues.

The support programmes and the application of the Social Premium funds will be independently audited by a ‘Big 4’ auditor, and frequently evaluated by Sainsbury’s to ensure effectiveness. One of the first newly-labelled tea to arrive on shelves will be Red Label Tea in June 2017.

Sainsbury’s Group Chief Executive, Mike Coupe, said: “Sourcing with integrity has always been at the heart of Sainsbury’s business – offering customers high quality products with a provenance they can trust. As our farmers and their communities face mounting challenges, we want to advance the way we work with them over the long-term – so that we can secure their businesses, providing them and their communities with a better quality of life and in so doing secure the future supply of great products our customers love for many years to come.

“We have gained a lot of experience empowering our farmers to build resilient businesses and strengthen communities over the last decade – both internationally through our work with the Fair Development Fund and Comic Relief, and in the UK via our Farm Development Groups, such as dairy. We have learned what works and what is of real value to farmers. Starting with tea, we are taking this knowledge to make a further step-change to our sourcing approach by introducing new ways to utilise data and insight to help farmers improve their business performance and the well-being of their workers.

“The business case for the tea pilot is clear. Our farmers will receive a minimum price for their tea and the Social Premium, with added support, skills and resource tailored to their needs and delivered by experts as well as the security of a long-term relationship with us. All underpinned by the highest levels of data, independent audit and evaluation.

“Customers can drink our tea with the peace of mind that comes from knowing it has been sourced to the highest sustainability standards and know that they are helping farmers and communities prosper for many years to come.”

The Fairly Traded pilot and the associated Sainsbury’s Foundation support programmes, will be overseen by a new advisory body which will bring together independent specialists with senior Sainsbury’s colleagues. Independent advisory board members will include leading charities, academic institutions and NGO’s and be independently chaired.

Sainsbury’s will seek to attract further funding from external sources, including existing multi-stakeholder programmes, to extend reach and impact.

Mike Coupe, added: “We don’t pretend to have all the answers – far from it – and that’s why these pilots are about testing and developing new approaches, collaborating with expert partners and listening to our farmers. In this way we can find out what works, and what can be taken to scale and adopted elsewhere, be it internationally or here in the UK, to secure sustainable supply chains that benefit our farmers and their communities and our customers too.”

Austin Changazi, General Manager, Sukambizi Association Trust, Malawi (a Sainsbury’s tea producer), said, “Sainsbury’s has been our friend in need for the past eight years. Their development work with us, through the Fair Development Fund, has improved our product quality and yield and helped us achieve higher incomes. As a result, this has improved our lives – we can now build decent houses, send children to school and buy motorcycles. We wholeheartedly welcome the idea of working with Sainsbury’s on the Fairly Traded initiative.”

Contact:

press_office@sainsburys.co.uk
020 7695 7295

Source: Sainsbury

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Sainsbury’s created 64 new local jobs with the opening of its 100th store in Scotland

Sainsbury’s created 64 new local jobs with the opening of its 100th store in Scotland

 

London, 2017-May-12 — /EPR Retail News/ — Sainsbury’s has opened its 100th store in Scotland, creating 64 new local jobs. The 6,800 sq. ft store on Gordon Street in Glasgow was opened today by Keith Brown MSP (Cabinet Secretary for Economy, Jobs and Fair Work) and Mike Coupe (Chief Executive, Sainsbury’s) and represents over 30 years of continuous investment and growth in the country.

The retailer has been serving Scottish customers since 1984 when it opened its first supermarket at Cameron Toll in Edinburgh.

Sainsbury’s now has over 1.5 million customers a week shopping at 35 supermarkets and 65 convenience stores in Scotland and employs over 9,000 people. Over £650 million of Scottish produce is sold across the retailer’s UK stores every year through 86 local suppliers.

It employs a further 1,000 people at its Sainsbury’s Bank headquarters in Edinburgh and also recently acquired Argos and Habitat, accelerating its strategy to be a multi-channel food, general merchandise, clothing and financial services retailer.

It will be opening new Argos shops at Hawick, Blackhall (Edinburgh), Hamilton and Dundee in the next few months and 10 standalone Argos stores will be transformed to the new digital format, helping customers benefit from a better and faster in-store experience.

Argos digital collection points are also available to customers in nine Sainsbury’s stores for customers to Click & Collect Argos parcels.

Sainsbury’s is also investing in its existing supermarkets to provide a greater choice of food, clothing and homeware products and will look to open six new convenience stores in Scotland over the next 18 months.

Mike Coupe, Chief Executive at Sainsbury’s said: “We’re delighted to reach this milestone. Our business in Scotland is diverse and growing and we are continuing to innovate so we can offer our customers greater convenience, flexibility, speed and choice to shop with us whenever and wherever they want. We’re looking forward to building on the success of the last three decades.”

Cabinet Secretary for Economy, Jobs and Fair Work Keith Brown said: “Congratulations to Sainsbury’s for opening its 100th store in Scotland. The Scottish Government recognises that a vibrant and successful retail industry is crucial for our economy to thrive. We will continue to work with Sainsbury’s and all of the retail sector to create the right environment to encourage investment, create jobs and inspire innovation in products and services.”

Contact:

press_office@sainsburys.co.uk
020 7695 7295

Source: Sainsbury’s

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J Sainsbury plc announces the appointment of Phil Jordan as Group Chief Information Officer

J Sainsbury plc announces the appointment of Phil Jordan as Group Chief Information Officer

 

London, 2017-May-10 — /EPR Retail News/ — J Sainsbury plc today (05 May 2017) announces the appointment of Phil Jordan as Group Chief Information Officer (Group CIO). He will join the business in January 2018 and will be a member of Sainsbury’s Operating Board, reporting to Group Chief Executive, Mike Coupe.

Phil Jordan joins from Telefonica where he was Global CIO and previously European CIO. Prior to that, Phil spent a number of years in senior roles at Vodafone, including as CIO UK & Ireland.

Mike Coupe said: “I am pleased to announce that Phil Jordan will be joining us in the role of Group CIO of Sainsbury’s Group. His appointment recognises the strategic importance of digital and information technology as an enabler for our future success and sets us up to deliver excellence in this area across the business.”

Phil Jordan added: “I’m delighted to be joining Sainsbury’s as Group CIO. The role of the Digital & Technology function in the retail sector has never been greater as the pace of change accelerates. Technology and digital services extend to every part of Sainsbury’s and, following its recent expansion, this is a very exciting time to join the Group.”

Phil will be supported in this new role by the D&T business leaders, Richard Newsome (Sainsbury’s), George Goley (Sainsbury’s Argos) and Alan Hyndman (Sainsbury’s Bank).

Contact:

press_office@sainsburys.co.uk
020 7695 7295

Source: Sainsbury’s

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Sainsbury’s predicts Friday 23rd December to be its busiest day as shoppers stock up for Christmas

Sainsbury’s predicts Friday 23rd December to be its busiest day as shoppers stock up for Christmas

 

London, 2016-Dec-22 — /EPR Retail News/ — A bumper trading day is predicted this Friday, as shoppers head in-store to stock up on Christmas essentials – in particular, sparkling wine. On what the retailer is dubbing “Fizz Friday”, Sainsbury’s expects to sell over half a million bottles as customers get set for celebrations, with one in four planning to enjoy bubbly with their breakfast on Christmas Day.

  • Friday 23rd December predicted to be Sainsbury’s busiest day, particularly for sparkling wines
  • Sainsbury’s fresh turkeys the best value by 39p/kilo
  • Customers spreading the ‘big Christmas shop’ across different days, weeks and even months
  • Luxurious ingredients are on the rise, with lobster, truffle and Champagne on the menu

Sainsbury’s customers are set to get the best value birds this Christmas, with the retailer’s fresh turkeys 39p/kilo less than the cheapest on the market. Sainsbury’s turkeys start at just £9 for a bird weighing up to 2.99kg, priced at £3.50/kil [1], which is enough to serve four to six people. In fact, the supermarket has never been more competitive on price: customers can expect to pay 14% less for their Christmas shop this year than two years ago.[2]

Sainsbury’s has also noticed a trend this year in customers staggering their shop, with some spreading their shop across the days, weeks and months leading up to the big event. One third of customers stock up on mince pies and Christmas pudding from as early as September to spread the cost of their Christmas treats.

Sainsbury’s has again invested in the quality of its food range and this Christmas, 25% of the retailer’s products are new or improved. Luxurious ingredients from lobster to truffle are proving popular this year, with customers choosing to treat themselves and their guests to premium products from Sainsbury’s Taste the Difference Truffled Macaroni and Cheese Bites to an 18-month matured Christmas pudding, laced with cognac.

Convenience and flexibility has never been more important for customers and a record number will choose to order part of their Christmas shop online for home delivery – particularly the heavier items, like sparkling wine.  But even the most devoted online shoppers like to head in-store to choose their own Christmas centrepiece to wow their guests – Sainsbury’s Taste the Difference Noel Belgian Chocolate Tiffin has proved particularly popular so far.

Mike Coupe, Chief Executive of Sainsbury’s Group said: “Christmas is that time of year when people want to treat themselves and their friends and family and feel really proud of the food they are serving.

We’re giving our customers a truly luxurious experience this year, with premium ingredients like lobster and truffle making an appearance across our Christmas range. But, like me, lots of people like the old classics too and focus on buying the best quality turkeys – and we’re offering them at the best value.  Thanks to the dedication of our colleagues we’re well-prepared for the final week of Christmas. Our shelves are stocked with turkeys and trimmings and we’re all set for sparkling sales of wines and champagne on Friday.”

Christmas Eve is traditionally the biggest day for the retailer’s convenience stores and this year will be no exception. The most popular lines on Christmas Eve in convenience stores tend to be breakfast items, with customers forgetting the most important meal of the day until the last minute. Croissants sales are set to soar by 300%[3] with customers treating themselves to a luxury breakfast to go with their glass of Buck’s Fizz on Christmas Day.

[1] Based on midpoint of weight band. Full breakdown of turkey prices in Notes to Editors

[2] Based on Sainsbury’s internal data

[3] Sales of croissants on Christmas Eve in 2015 were three times that of the same day the previous week

Press Enquiries:
press_office@sainsburys.co.uk
020 7695 7295.

Source: Sainsbury

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J Sainsbury plc welcomes new CFO Kevin O’Byrne

J Sainsbury plc welcomes new CFO Kevin O’Byrne
J Sainsbury plc welcomes new CFO Kevin O’Byrne

 

London, 2016-Nov-08 — /EPR Retail News/ — J Sainsbury plc today (07 November 2016) announces the appointment of Kevin O’Byrne as Chief Financial Officer. This follows the move of John Rogers from being CFO of J Sainsbury plc to CEO of Sainsbury’s Argos, following Sainsbury’s successful acquisition of Home Retail Group plc on 2 September 2016. Kevin will join the business on 9 January 2017 and will be a member of the J Sainsbury plc Board and the business’s Operating Board.

Kevin O’Byrne is currently CEO of Poundland Group.  Kevin previously held executive roles at Kingfisher plc from 2008 to 2015, including CEO of B&Q UK & Ireland and Group Finance Director. Prior to this, Kevin was Group Finance Director of Dixons Retail plc. Kevin is a Non-Executive Director and Chairman of the Audit Committee of Land Securities Group PLC.

Mike Coupe, Group Chief Executive of J Sainsbury plc, said: “I am delighted to announce the appointment of Kevin as Chief Financial Officer of Sainsbury’s. We are two years into the delivery of our strategy and this is an important time as we integrate the Argos and Habitat businesses into the group. Kevin brings a wealth of retail and finance experience and a track record in growing businesses. I very much look forward to welcoming him to the team.”

Kevin O’Byrne said: “Sainsbury’s is a strong business with a clear strategy and I am really excited about joining at this important point in Sainsbury’s journey. I look forward to working with Mike and the team from the New Year.”

Ed Barker will continue as Interim Chief Financial Officer until Kevin joins the business and will continue to have a leading role in the business.

No further information is required to be disclosed under LR9.6.13 of the UK Listing Rules.

Press Enquiries:
press_office@sainsburys.co.uk
020 7695 7295.

Source: Sainsbury

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Sainsbury’s announces the appointment of Simon Roberts as Retail & Operations Director

Sainsbury’s announces the appointment of Simon Roberts as Retail & Operations Director
Sainsbury’s announces the appointment of Simon Roberts as Retail & Operations Director

 

London, 2016-Oct-03 — /EPR Retail News/ — Sainsbury’s today (30 September 2016) announces the appointment of Simon Roberts as Retail & Operations Director. Simon will report to Chief Executive Mike Coupe and be a member of Sainsbury’s Operating Board.

Most recently Simon was Executive Vice President of Walgreens Boots Alliance and President of Boots in the UK & Ireland.  Prior to this Simon was Managing Director of Boots UK, where he was responsible for leading retail and pharmacy activities in over 2,500 stores across the UK & Ireland.

Simon joined Boots as Regional Director in 2003 from Marks & Spencer, where for 14 years he held roles in Marks & Spencer’s stores and operations. Simon will join Sainsbury’s by July 2017.

Mike Coupe, Chief Executive of J Sainsbury Plc, said: “I am delighted to welcome Simon to Sainsbury’s. Simon is a very strong leader who is passionate about customers and colleagues.  He has extensive stores experience, is customer-centric in everything he does and I am confident he will make a fantastic contribution to Sainsbury’s and the Operating Board.”

Simon Roberts said: “I am thrilled to be joining Sainsbury’s, a brand I have admired and respected for many years, and particularly at such an exciting time for the business following its acquisition of Home Retail Group. I am really looking forward to joining Mike and the team and working with the 165,000 colleagues across Sainsbury’s stores and operations to help customers live well for less.”

Press Enquiries please contact:
press_office@sainsburys.co.uk
020 7695 7295.

Source: Sainsbury

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Sainsbury’s to open 200 Click & Collect points by the end of the year

Sainsbury’s to open 200 Click & Collect points by the end of the year
Sainsbury’s to open 200 Click & Collect points by the end of the year

 

London, 2016-Sep-10 — /EPR Retail News/ — Following its recent acquisition of Home Retail Group plc, owner of Argos and Habitat, Sainsbury’s today ( 09 September 2016) unveiled plans for customers to shop whenever and wherever they like, by launching up to 200 newly-designed digital Click & Collect points in stores across the UK.

• Building on Argos’s exclusive Click & Collect partnership with eBay, following Sainsbury’s successful acquisition of Home Retail Group plc
• Customers can collect Tu clothing, eBay purchases and DPD parcels under one roof
• Customers can also collect online Argos orders in 30 of the 200 Sainsbury’s stores

Customers are increasingly choosing Click & Collect as a delivery option and Click & Collect points serve as a one-stop destination for customers wanting to collect online orders while doing the rest of their shopping.

Up to 200 Click & Collect points will be open in Sainsbury’s stores by the end of the year, enabling customers to order online and collect locally. New digital collection points for Argos’s exclusive Click & Collect partnership with global e-commerce leader eBay will launch in Sainsbury’s Click & Collect stores. Customers will be able to pick up their Tu clothing, eBay and DPD parcel deliveries from a Sainsbury’s store near them, making their lives easier and freeing up valuable time. 30 Sainsbury’s Click & Collect points will also offer Argos online collection.

Tablets will be available in all the new Click & Collect points to enable customers to ‘check in’ digitally, which will significantly speed up the time it takes from arriving in store to receiving parcels for collection.

Mike Coupe, Chief Executive of J Sainsbury plc, said: “Our vision in bringing these two successful retail businesses together is to combine Sainsbury’s leadership in food retailing with Argos’s digital strength and non-food capability. We are excited about the potential of this combination and today’s announcement is a clear demonstration of how this ambition will benefit customers, bringing them a broader range of quality goods and services whenever and wherever they want.”

John Rogers, Chief Executive of Sainsbury’s Argos, said: “It’s an exciting time in retail. As customer shopping habits change, people increasingly want flexibility, speed and choice both online and in-store. We are pleased to be bringing Argos’s products and services to Sainsbury’s customers via the new digital collection points, which are a demonstration of both businesses working closely together to bring benefits to customers at pace.”

Tanya Lawler, UK Vice President, eBay, said: “We know that shoppers love to Click and Collect. Building upon our exclusive Click and Collect partnership with Argos, by establishing 200 further collection points in Sainsbury’s stores, means even greater choice and convenience for shoppers.”

Press Enquiries please contact: press_office@sainsburys.co.uk or call 020 7695 7295.

Source: Sainsbury

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Sainsbury’s report identifies four ‘bin-fluences’ contributing to Britain’s food waste cycle

Sainsbury’s report identifies four ‘bin-fluences’ contributing to Britain’s food waste cycle
Sainsbury’s report identifies four ‘bin-fluences’ contributing to Britain’s food waste cycle

 

London, 2016-Sep-07 — /EPR Retail News/ — A new report by Sainsbury’s, studying the food waste patterns of 5,000 people, has identified the four ‘bin-fluences’ contributing to Britain’s food waste cycle. This report identifies the behaviours that lead to UK households wasting seven million tonnes of food each year.

  • Brits make a conscious effort to save money with 74% turning off lights – but we’re still in the dark about the real cost of food waste
  • Despite the increased prominence of food waste as an issue, only 3% feel there’s a stigma attached to binning food
  • Findings emerge as Sainsbury’s prepares to hand out one million free fridge thermometers in a bid to help the nation Waste less, Save more

Of this 7 M tonnes of waste, 4.2 million tonnes are completely avoidable, meaning households could save money while saving the environment. But while food waste has a direct impact on household expenditure, the report finds that people want to change their habits, but fail to see the value of saving food compared to other money-saving habits that have become the norm.

Click here to view the full report

Three quarters (74%) of us now actively turn lights off when we leave a room to save money and over half (55%) admit to turning down the heating. A third (32%) have even changed energy suppliers to keep the household bills down. Collectively though, these changes would save £305 a year, less than half of the £700 spent on wasted food by a typical family each year.

The report also reveals that, despite the growing profile of the issue, only 3% of people feel there is a social stigma attached to wasting food.

Reflecting on Sainsbury’s biggest ever report into household food waste, Sainsbury’s CEO, Mike Coupe, comments: “We know our customers are concerned about food waste in their own homes, which is why we’ve committed £10 million to help tackle the issue as part of our Waste less, Save more programme. Wasting food has become so normal there is now no stigma attached to throwing food away. This report identifies the four behaviours that drive household food waste and, now we know these, we can focus our efforts on helping people actually change their behaviour.

“The report also shows that people are cost-conscious and making concerted efforts to turn off lights and minimize energy use. However, people are still overlooking the much bigger savings that could be delivered by simply throwing away less food, and hopefully our campaign will help people waste less food and save more money.”

The four behaviours identified in the report that drive household waste are:

BIN-FLUENCE 1: AWARENESS

The report finds that people are not aware of the potential savings they would make with simple behaviour changes such as meal-planning or writing a shopping list. 70% of us don’t believe that list-writing could save us money, and yet those who do write a list spend £145 less on food annually.

In addition, the majority of Britain’s shoppers believe that only 10% of their monthly food budget will be spent on avoidable food waste, which equates to £400 per year. However, in reality this figure is £700 for the average family.

BIN-FLUENCE 2: BEHAVIOUR

When it comes to food waste in the UK, people think they know what they’re doing. However, the report found a disconnect between the knowledge people claim to have and their actual behaviour.

95% of people claimed to be confident in freezing food, while 74% believe they are confident cooking meals from leftovers. And yet, nearly two fifths (37%) of people admit to not using their leftovers, despite those who do saving £260 per year.

Meanwhile, other money-saving habits have become the norm, with 74% of people turning the lights off when they leave a room, promising a potential saving of just £15 per year. A third of us have even changed energy supplier, saving an average of £200 a year, which is three and half times less than the annual cost of a family binning food.

BIN-FLUENCE 3: ROLE MODELS

Despite the prevalence of food bloggers, chefs and foodie social media stars, when it comes to food waste we are lacking high-profile role models. Four in ten (40%) people admitted they do not know who to look to for guidance on how to reduce their food waste.

What’s more, this figure grows steadily as it moves to younger generations; while only 12% of over 65s wish they knew more about managing and cooking food, nearly half (47%) of those aged 18-24 admit a lack of knowledge in the kitchen, demonstrating a need to inspire younger people when it comes to reducing food waste.

BIN-FLUENCE 4: SOCIETY

Over the years, food has become more accessible, and more experimental.  This cultural shift is much more prominent in those under 35, with more than half (55%) of Millennials identified as ‘living-to-eat’ rather than ‘eating-to-live’. This falls to a third (33%) amongst those over 35.

But desire to explore the latest foodie trends is also contributing to food waste. 86% of us admit to buying ingredients for one specific recipe, knowing they will struggle to use it elsewhere.

Sainsbury’s CEO, Mike Coupe, continues: “In January this year, we launched Waste less, Save more with a year-long trial to uncover the best ways of helping communities cut food waste. While we’re still only half way through this, we’re delighted with the progress so far and have already learnt some important lessons. So this weekend we’ll be giving away one million free fridge thermometers to help our customers keep their food fresher for longer, cutting waste and saving money. This is the first of what I hope will be a number of practical solutions we’ll be delivering, working closely customers and their communities, to help them make the most of their shop and ultimately save money.”

Richard Swannell, Director at WRAP, comments: “It’s great that people are switching off lights, I hope these new insights from Sainsbury’s helps switch more people on to the issue of reducing food waste. Wasting food costs £700 a year for the average family, that’s money that could be spent on everyday essentials. Both Sainsbury’s and WRAP, through its Love Food Hate Waste campaign, want to change the current status quo and help people see the benefits in shopping smarter, and making the most of their food”.

The report on household food waste comes as Sainsbury’s prepares to roll out learnings fromWaste less, Save more, an ambitious £10 million initiative designed to help tackle food waste in the home. After a nationwide search, the market town of Swadlincote in South Derbyshire was selected as a trial town, where Sainsbury’s pledged a £1 million investment to test a range of pioneering initiatives in a bid to cut the town’s food waste by 50%.

From Wednesday 7th September, Sainsbury’s will also launch its first ever Waste less, Save more advertising campaign, designed to help homes across the country save and store food more efficiently. As part of the campaign, one million fridge thermometers will be given out to ensure family’s fridges are at the right temperate to prolong the life of fresh food.

Press Enquiries please contact: press_office@sainsburys.co.uk or call 020 7695 7295.

Source: Sainsbury

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J Sainsbury plc successfully completed acquisition of Argos and Habitat owner, Home Retail Group plc

London, 2016-Sep-05 — /EPR Retail News/ — J Sainsbury plc today (02 September 2016) announces that is has successfully completed its acquisition of Home Retail Group plc – the owner of Argos and Habitat.

Mike Coupe, Chief Executive of Sainsbury’s, said: “We are delighted our acquisition of Home Retail Group is now complete. The combination of Sainsbury’s and Home Retail Group creates one of the UK’s largest food and non–food retailers, offering customers over 90,000 products in over 2,000 stores and across market leading digital channels, employing 195,000 colleagues across the UK and Ireland. We look forward to welcoming our new colleagues and customers from Monday and our focus, as always, is on delivering excellent customer service.”

John Rogers, Chief Executive of Sainsbury’s Argos, added: “The way people shop is changing – customers expect choice, convenience, flexibility, fast delivery and to shop whenever and wherever they want. I am excited about leading the newly formed Sainsburys Argos management team. Our customers will benefit from great quality products and services and fast delivery networks, so whether customers want home delivery, Click & Collect or to visit our stores, we will make it easy and convenient for them.”

Press Enquiries please contact: press_office@sainsburys.co.uk or call 020 7695 7295.

Source: Sainsbury

Sainsbury’s Chief Executive Mike Coupe: We have traded well during the festive period in a highly competitive market

LONDON, 2016-01-13 — /EPR Retail News/ — Good sales performance with like-for-like volume and transaction growth

  • Total Retail sales for third quarter up 0.8 per cent (excl fuel), down 0.7 per cent (inc fuel)
  • Like-for-like Retail sales for third quarter down 0.4 per cent (excl fuel), down 1.8 per cent (inc fuel)
  • Over 30 million customer transactions in the seven days before Christmas (up 2.6 per cent year-on-year)

Mike Coupe, Chief Executive, said: “We have traded well during the festive period in a highly competitive market. Our stores delivered excellent levels of service and availability and we launched several new seasonal products and range improvements. As a result we have seen our market share grow in the quarter.

Customers continued to enjoy our Christmas classics. We sold over 17,000 Golden Bow Rich Fruit Cakes and over 550,000 Cognac Laced Christmas Puddings. Both of these centrepieces won Good Housekeeping taste tests. Customers also embraced our innovative products such as our Salted Maple & Pecan Pudding and our new sparkling alternative to Prosecco – Pignoletto. We launched our new Taste the Difference wines in time for Christmas which were well received and contributed to sales growth of over 18 per cent across the range. Our programme to invest in the quality of over 3,000 products remains on track.

We reduced our levels of vouchering and promotional participation year-on-year. We also reduced the number of multi-buys in favour of lower regular prices, continuing our commitment to simplify prices and promotions. Our continued investment in quality, price and service drove like-for-like transaction and volume growth year-on-year.

Our colleagues continue to deliver brilliant customer service. During the quarter we won seven out of 12 weeks of the Grocer 33 Service & Availability award. This reflects a fantastic effort by our colleagues, particularly over the Christmas trading period where stores are at their busiest.

We opened 16 convenience stores in the quarter and had our biggest ever day for convenience sales on 24 December. Groceries online sales grew at nearly ten per cent and orders by 15 per cent.  We had a record week in the quarter, delivering over 289,000 online orders. We now have 101 Click and Collect sites nationwide.

General Merchandise achieved good sales growth of five per cent in the quarter and clothing nearly six per cent, despite the unseasonal weather impact. Sainsbury’s Bank also delivered good performance with 11 per cent volume growth in loans and 29 per cent growth in travel money transactions.

Our Christmas advertising campaign Mog’s Christmas Calamity was a huge success, with nearly 37 million online views and the exclusive Mog’s Christmas Calamity book topping the UK bestselling book charts for four consecutive weeks. The charitable donation from the sales of the Mog’s Christmas Calamity book and soft toy, on behalf of Sainsbury’s, Judith Kerr and HarperCollins Children’s Books totalled more than £1.5m and will be donated to support Save the Children’s work to improve child literacy in the UK.

Given our good performance in this quarter, we now expect our like-for-like sales in the second half of the year to be better than the first. Food deflation and pressures on pricing will ensure that the market remains challenging for the foreseeable future. We will continue to remain competitive on price and our performance this quarter provides further evidence that our strategy is working.”

Notes to editors

1. All sales figures contained in this trading statement are stated including VAT and in accordance with IFRIC 13

2. Like-for-like sales include the impact of extensions as follows

Q1 Q2 H1 Q3
Retail sales growth excluding fuel
Total (0.6)% 0.3% (0.1)% 0.8%
Like-for-like (2.1)% (1.1)% (1.6)% (0.4)%
Retail sales growth including fuel (%)
Total (2.3)% (1.8)% (2.0)% (0.7)%
Like-for-like (3.7)% (3.3)% (3.5)% (1.8)%
Included in like-for-like sales (%)
Net contribution from extensions 0.1% 0.1% 0.1% 0.0%

3. Store investment programme 2015/16:

Q1 Q2 H1 Q3
Supermarkets
New 1 1 2 1
Replacements 1 1 2
Extensions
Refurbishments 4 4 2
Closures (1) (1) (2)
Convenience
New 10 27 37 16
Closures (3) (3)
Refurbishments 4 4

At the end of the quarter, we had 600 supermarkets and 757 convenience stores.

4. Certain statements made in this announcement are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future events or results referred to in these forward-looking statements. Unless otherwise required by applicable law, regulation or accounting standard, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise.

5. Sainsbury’s also released today its Third Quarter Corporate Responsibility update. This is avaliable at: www.j-sainsbury.co.uk/investor-centre/results-and-presentations/

6. A conference call will take place at 8:30am.  To listen to the audio webcast we recommend that you register in advance.  To do so please visit www.j-sainsbury.co.uk prior to the event and follow the on-screen instructions.  To view the transcript of the conference call go to www.j-sainsbury.co.uk and follow the on-screen instructions in the third quarter trading statement section

7. On 5 January 2016 the company released an RNS in relation to a possible offer for Home Retail Group Plc. A presentation outlining an overview of the strategic rationale for the combination can be found at: http://www.j-sainsbury.co.uk/investor-centre/home-retail-offer/

8. Sainsbury’s will announce its Fourth Quarter Trading Statement on 15 March 2016

SOURCE: J Sainsbury plc

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Sainsbury’s Chief Executive Mike Coupe: We have traded well during the festive period in a highly competitive market

Sainsbury’s Chief Executive Mike Coupe: We have traded well during the festive period in a highly competitive market

Sainsbury’s Chief Executive Mike Coupe: We approached the half-way point in our 20×20 Sustainability Plan

LONDON, 2016-01-13 — /EPR Retail News/ — We’ve updated our sustainability strategy and we’re helping Swadlincote make food waste history.

  • Lucy Bronze, one of the stars of the England Women’s Football World Cup squad, was named as an ambassador for Sainsbury’s Active Kids. Lucy will join existing ambassadors Daniel Sturridge, Ellie Simmonds and Jonnie Peacock to help inspire more children to be active and stay healthy.
  • We extended our British lamb season for our 950 sheep farmers until at least the end of January 2016, making it five weeks longer than the 2014/15 season.
  • Swadlincote, South Derbyshire was named as the winner of our Waste less, Save moretown challenge and will receive £1 million to help the community reduce their food waste, with the best ideas shared to make a difference on a national scale.
  • We launched our 2015 Christmas campaign featuring Mog’s Christmas Calamity. The profits from the exclusive Mog’s Christmas Calamity book and toy totalled more than £1.5m. On behalf of Sainsbury’s, Judith Kerr and HarperCollins children’s books the profits from these sales will be donated to support Save the Children’s work to improve child literacy in the UK.
  • Launched a new initiative where each manager at Sainsbury’s will become a mentor in 2016 for at least one up-and-coming female colleague who has the potential and desire to progress her career.

Mike Coupe, Chief Executive, said: “Our annual Corporate Responsibility update is always an important time for us as we reflect on the progress we’ve made against each of our sustainability commitments. With the launch of our new business strategy in 2014, and as we approached the half-way point in our 20×20 Sustainability Plan, we took the opportunity to review our plans. Our updated Sainsbury’s Sustainability Plan reflects the world we’re living in today and we’ve amended some commitments, removed those that are no longer relevant and added new ones to make sure we continue to challenge ourselves to have the most positive impact.

One of the most exciting developments is our new commitment to invest £10 million over five years to help customers reduce their household waste, through our Waste less, Save more initiative. We know food waste is an important priority for our customers, with the average household throwing away £700 worth of food a year. Our initiative began with 189 towns across the UK applying to receive a £1 million investment in 2016 and we were delighted to announce that Swadlincote in South Derbyshire won the opportunity to be our pilot town.

We’ll spend a year testing a whole range of ideas and innovations in Swadlincote to find out what has the biggest impact on reducing food waste. Then we’ll focus on sharing the best ideas and making a difference on a national scale.”

Other hightlights from the quarter include

1. Living healthier lives

  • Active Kids: Lucy Bronze, one of the stars of the England Women’s Football World Cup squad, was named the new ambassador for Sainsbury’s Active Kids in October 2015. The Manchester City and England defender joins existing ambassadors Daniel Sturridge, Ellie Simmonds and Jonnie Peacock to help inspire more children to be active and stay healthy. 34,000 schools and clubs across the UK benefited from our 2015 scheme, and our 2016 voucher collection period launches on 27th January 2016.
  • Healthier baskets: We’re using new reformulated pepperoni in our fresh thin and crispy pepperoni pizza. We expect that this will remove 3 tonnes of fat over the year (based on previous sales data). This saving has been made by rebalancing the recipe of the pepperoni we use for our fresh pizzas, while still delivering a classic pepperoni flavour.
  • Allergies and intolerances: We’ve continued to work closely with the Allergy Academyby supporting activities including their Kitchen Workshops, with the second 2015 workshop held in December.
    Rachel De Boer, Specialist Paediatric Allergy Dietitian and Allergy Academy Course Director said: “The continued support that Sainsbury’s provides means we can run workshops such as the Allergy Academy Kitchen Workshop, which highlights the day-to-day challenges faced by people with food allergies and their families, and provides practical advice for dietitians to learn how these challenges can be overcome.”

2. Sourcing with integrity

  • Sainsbury’s Sustainability Standard: We have our first Sainsbury’s Sustainability Standard being used to address the environmental, social and economic impact of our key raw materials. Our Farmed Prawn Standard works across our prawn farmers in Thailand, and spans environmental factors including water quality through to social impact, worker welfare and the productivity levels of the businesses.
  • British lamb: For the 2015/16 season, we’ve committed to extend the British lamb season for our 950 sheep farmers until at least January 2016 making it five weeks longer than the 2014/15 season. We’ve worked around when availability and quality for the typical British lamb season would significantly decline. This helps to make the most of the increased availability of stock this season while reassuring our farmers affected by low prices. This adds to the lamb on our meat counter and in our Taste the Difference and Organic ranges, which is 100 per cent British all year around.
  • Agriculture apprentices: We’ve extended our apprenticeship scheme building on our Horticultural programme launched last year. In October, six agriculture apprentices started work within our poultry and livestock supply chains. All 13 apprentices are working towards a City & Guilds Level 2 Diploma.
  • Greenpeace tuna league table: Our tinned tuna appeared as one of the top brands in the annual league table ahead of 8 other retailers and brands. We were awarded a leading position for our 100 per cent pole-and-line caught tuna position and other strong sustainability policies. This adds to our launch of the first Marine Stewardship Council (MSC) certified tuna sandwich in 2014 and being awarded UK Supermarket of the Year 2015 by the MSC for the second year running.

3. Respect for our environment

  • Waste less, Save more: We announced that Swadlincote, South Derbyshire was selected to become our Waste less, Save more town for 2016. Swadlincote will benefit from £1 million investment throughout the year to help us find out what ideas are most effective in reducing household food waste. We’ll be trying and testing many things including technology, school projects and community events and plan to share what we learn with communities across the UK. 
  • Refrigeration: We’re field testing a new natural refrigerant gas, R-452A, in our transport fridges that has 45 per cent less Global Warming Potential (GWP) than our existing refrigerant (R-404A gas). We already know it has the same cooling capacity, fuel efficiency, reliability and refrigerant charge (the replenishment of gases from leaks) as R-404A gas. During the trial it will be in 10 of our refrigerated vehicles, if it proves successful we’ll roll it out across the fleet.

4. Making a positive difference to our community

  • Poppy Appeal: We once again welcomed collectors into our stores across the country for the 2015 Poppy Appeal. We extended our support with a number of exclusives including offering our range of poppy products online as well as in store and delivering stick-on poppies with online orders in return for a donation to this year’s appeal. So far, we have raised over £2 million for the Royal British Legion through a combination of in-store collections and donations from sales of our poppy products.
  • Floods: We’ve released emergency funds to help our stores in the Northwest of England and Yorkshire support their local communities affected by flooding. We linked up with local charities to donate all usable products from our Carlisle and Tadcaster stores in addition to donating over 18,000 items of essential clothing (including men’s, women’s and children’s wellies, t-shirts, hats, gloves and scarves) and cleaning products (including mops, buckets, cloths, rubber gloves, brushes, disinfectant, batteries, torches, towels, storage boxes and cookware). We also worked with our suppliers, Highland Spring, who donated over 7,000 bottles of water and McBrides, who donated more than 5,000 cases of all-purpose cleaner, antibacterial spray and bleach.
  • Christmas campaign: We launched our 2015 Christmas campaign featuring Mog’s Christmas Calamity, the first Mog book since 2002, written and illustrated by Judith Kerr. All profits from the book and companion toy are donated to Save the Children’s literacy campaign Read on, Get on and so far we have raised over £1.5 million. We have also signed the Vision for Literacy Business Pledge 2016, launched by the National Literacy Forum. The pledge calls on the UK business community to join the national literacy campaign and deliver tangible benefits to help close the literacy gap. Low literacy is frequently intergenerational and in some disadvantaged areas of the UK up to 35% of the adult population lack the literacy skills expected of an 11-year-old. This compromises employability, health, confidence and happiness and creates barriers to social mobility.

5. A great place to work

  • Diversity: While over 55 per cent of our colleagues are female, we believe that we can do more to ensure that the make-up of some of our teams reflects the diversity of the customers we serve, particularly at a managerial level. External and internal research shows that mentoring is a great way to support women with their career development. We’ve therefore launched a new initiative that means every manager at Sainsbury’s will become a mentor in 2016 for at least one up-and-coming female colleague who has the potential and desire to progress her career.
  • Talent and performance: We have been awarded two Disability-Smart Awards by the British Disability Forum (BDF). First, for our You Can scheme which helps those who have previously faced significant barriers to finding work, to enter the workplace. The second award, was for our new trolley specially designed for children with disabilities. The BDF awards are given to companies that demonstrate an outstanding commitment to employing and working with individuals with disabilities.
  • Building capability: In October, we launched a new approach to learning called ‘Driving My Development’, which means colleagues can learn at a time, place and in a style that suits them best. Colleagues also have access to Sainsbury’s Business School Online, which provides the latest articles, book reviews, infographics, learning guides, videos and pocket books

SOURCE: J Sainsbury plc

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Sainsbury’s Chief Executive Mike Coupe: We approached the half-way point in our 20x20 Sustainability Plan

Sainsbury’s Chief Executive Mike Coupe: We approached the half-way point in our 20×20 Sustainability Plan

Sainsbury’s trials new supermarket layout and increased range of checkout options to make shopping easier

LONDON, 2015-10-28 — /EPR Retail News/ — Sainsbury’s has today revealed details of the trials it is carrying out at six of its supermarkets across the UK to respond to new and emerging shopping trends. The changes being tested, including a radically different supermarket layout and an increased range of checkout options, are designed to make the stores quicker and easier to shop and to offer customers more choice where they most want it.

  • New ‘mission-based’ store layout.
  • Greater focus on popular own-label clothing and homeware.
  • New till formats and technology enable quicker checkout.

The majority of people still do their food shopping in supermarkets, but are increasingly doing smaller shops, more often. In addition to having a successful and growing convenience store estate, Sainsbury’s is also trialling how it can cater to specific shopping missions in its supermarkets, including a new ‘Food to Go’ section at the front of the store next to the checkouts. The retailer has also moved its fresh bakery products to this section making it more convenient for people wanting to buy fresh products quickly.

Sainsbury’s is also dedicating more space in these stores to its popular Tu clothing range along with kitchen and homeware items. For people who want to spend time browsing, items such as clothing, homeware, mobile phones and tablets are situated along the walls of the store. The amount of space given to non-food in these trial stores has increased by around 30%.

As well as making shopping easier, Sainsbury’s is also trying to help customers check out as quickly as possible and is piloting two new types of checkout in the trial stores, giving customers four different checkout options to choose from. In addition to manned checkouts and self checkouts used for basket shops, Sainsbury’s is offering customers a larger self checkout option for people with small trollies, which is already proving popular with customers. In the two stores that are piloting Sainsbury’s new shopping app, ‘SmartShop’, people can also checkout via the innovative new SmartShop handset.

When fully tested and ready to roll out, SmartShop will enable customers to scan in their shopping lists at home. Once they get to store, the app will show a map locating their chosen items around the store and they will pay via their mobile phone, which will be the quickest checkout option of all.

Launching the project, Mike Coupe, Chief Executive Officer, Sainsbury’s, said: “The majority of people still do most of their shopping in supermarkets and that’s a trend that will continue, but we need to make our supermarkets more convenient for people who visit often to do a smaller shop. This trial is about seeing how far we can go in catering for every shopping mission, whether someone wants to pop in quickly to buy a sandwich for lunch, or whether they have more time and want inspiration for the home, or advice on tech and gadgets. No matter what customers are buying, we know that everyone wants to check out as quickly as possible and giving customers more checkout options to suit them is key to the trial. The pilot stores will act as a barometer for feedback and we’re listening to what customers tell us along the way. This is very much a trial and we know that not everything will work, but certain elements are already proving very popular and we would hope to roll those out more widely where feedback is consistently positive.”

The six stores involved in the trial are: Alperton in London; Devizes in Wiltshire; Emersons Green in Bristol; Harpenden in Hertfordshire; Morecambe in Lancashire and Tamworth in Staffordshire. Different elements are being trialled in each of these stores.

Key elements of the trial:

Layout changes to cater for specific shopping missions

  • The stores have been rearranged to bring all fresh products together in one place, including moving bakery to the front of store and creating a larger ‘Food to Go’ area closer to the checkouts.
  • Moving the frozen aisle closer to fresh to help customers choose between similar products.
  • Revamped counters, with a greater range and more choice including new-look delis, butchers and a bigger selection of hand-finished cakes in the patisserie counter.
  • Where people are shopping for longer-term purchases such as clothing, kitchen and homeware, health and beauty, pharmacy and tech, products are now clearly positioned in the outer aisles of the store for people who have more time to shop.
  • Customer service desks and kiosks are at the front of the store and are no longer next to the ‘Food to Go’ are. This splits the queues for customer service and for customers wanting to pay for small items, which should result in better service for both groups overall.

Changes to space and range

  • Each of the six trial stores has an average of 30% more clothing, kitchen and homeware; this is a growing part of the business and for customers who have said they want a greater selection of these products.
  • More space dedicated to fresh food to give customers more choice where they want it.
  • Simplified ranges in e.g. canned and packaged and household remove duplication while helping customers make decisions more quickly in areas choice matters less to them.

Faster checkout options

  • There are two new types of checkout, giving customers four options to choose from: traditional manned checkouts, basket self checkouts, new trolley self checkouts and SmartShop checkouts, for customers who are comfortable with technology (in testing phase and trialling for customers on handsets in Alperton and Harpenden stores only).
  • Once fully developed, shoppers will be able to build a digital shopping list at home; will see their products on a store map on their phone when they get to their local store; will scan their items on their mobile phones as they go round, with a rolling tally to show how much they are spending and they will then checkout quickly at a dedicated SmartShop checkout.

Convenience store format trial

Sainsbury’s is also trialling a new format convenience store opposite the company’s London Store Support Centre in Holborn. The store, which is just under 1,000 sq ft, is the smallest Sainsbury’s Local to date and is designed to meet the needs of people working in the area who want to buy food for breakfast, lunchtime or get something on the way home for dinner. Sainsbury’s opened 98 convenience stores last year and will open one to two per week this year. Finding the right stores in the right locations is a challenge and this new format will open up more property opportunities if it proves successful.

Sainsbury’s Store Format Milestones:

  • Self-service (1950): Introduced self-service at London Road store in Croydon
  • First supermarket (1954): Opened first supermarket, in Southampton
  • Firstdelicatessen counter (1971):  Opened first deli counter, in Wandsworth
  • Bakery (1973): Opened its first in-store bakery, in Telford
  • First convenience store (1988): Opened first convenience store, in Hammersmith

SOURCE: J Sainsbury plc

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Sainsbury’s trials new supermarket layout and increased range of checkout options to make shopping easier

Sainsbury’s trials new supermarket layout and increased range of checkout options to make shopping easier

Sainsbury’s Q2 Trading Statement for the 16 weeks to 26 September 2015

LONDON, 2015-9-30 — /EPR Retail News/ — Strategy progressing well in a challenging market

  • Total Retail sales for second quarter up 0.3 per cent (excl fuel), down 1.8 per cent (inc fuel)
  • Like-for-like Retail sales for second quarter down 1.1 per cent (excl fuel), down 3.3 per cent (inc fuel)
  • Volume and transactions grow as customers value our lower regular prices
  • Full year underlying profit before tax now expected to be moderately ahead of published consensus

Mike Coupe, Chief Executive, said; “During the quarter we saw an improvement in our key trading metrics. Both volume and transactions grew as the decline in average basket spend in supermarkets continued to stabilise. Whilst the market is clearly still challenging, with food deflation impacting many categories, we are making good progress on delivering our strategy.

Our programme to enhance the quality of over 3,000 own-brand products is on track. Taste the Difference volume grew by over four per cent in the quarter and was voted the best supermarket range by Good Housekeeping for the third year running. We introduced improvements to the taste and texture of our juice ranges and improved the ripeness and quality of our avocados. We also reduced the amount of sugar in our own-brand yoghurt range, supporting our commitment to be the best retailer for food and health.

As we continue to reduce our promotional activity in favour of lower regular prices, we are improving the accuracy of our demand forecasting. This is driving better availability and lower than expected levels of waste. This also results in even better product freshness which supports our commitment to quality. Our customers are telling us that we are communicating our prices and promotions more clearly which, in combination with the price reductions we have made, has seen an increase in price satisfaction scores.

Sainsbury’s colleagues continue to deliver excellent customer service and we exceeded our internal targets for both service and availability. To recognise the hard work, talent and dedication of our store colleagues, we announced a four per cent pay increase from 30 August, which is the highest annual pay increase for store colleagues in over a decade.

We opened 27 convenience stores in the quarter and, for the sixth year in a row, we were named ‘Convenience Retailer of the Year’ at the Retail Industry Awards. Groceries online orders grew at over 15 per cent and we increased our number of Click and Collect sites to 52. We also launched our Tu clothing website nationwide. The first six weeks of trading significantly exceeded our expectations and the majority of customers are choosing to collect their orders in store.

Clothing grew by nearly 13 per cent in the quarter, with our Back to School campaign proving a great success, selling over 640,000 pairs of boys’ trousers from our school uniform range. We worked with Admiral to launch a new menswear collection with two different ranges, Retro and Gold, which are both available exclusively at Sainsbury’s.

Sainsbury’s Bank opened its 200th Travel Money bureau and saw its best ever month for travel money in July, with a 35 per cent year-on-year increase in transaction volumes.

Year-to-date we have traded well, with both sales and cost savings ahead of expectations. Should current market trends continue, we expect our full year underlying profit before tax to be moderately ahead of our published consensus1.”

1. All sales figures contained in this trading statement include VAT and are in accordance with IFRIC 13

2. Like-for-like sales include the impact of extensions as follows

Q1 Q2 H1
Retail sales growth including fuel (%)
Total (2.3)% (1.8)% (2.0)%
Like-for-like (3.7)% (3.3)% (3.5)%
Retail sales growth excluding fuel (%)
Total (0.6)% 0.3% (0.1)%
Like-for-like (2.1)% (1.1)% (1.6)%
Included in like-for-like sales (%)
Net contribution from extensions 0.1% 0.1% 0.1%

3. Store investment programme 2015/16:

Q1 Q2 H1
Supermarkets
New 1 1 2
Replacements 1 1 2
Extensions
Refurbishments 4 4
Closures (1) (1) (2)
Convenience
New 10 27 37
Closures (3) (3)
Refurbishments 4 4

At the end of the quarter, Sainsbury’s had 599 supermarkets and 741 convenience stores

4. Certain statements made in this announcement are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future events or results referred to in these forward-looking statements. Unless otherwise required by applicable law, regulation or accounting standard, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise

5. Sainsbury’s also released today its Second Quarter Corporate Responsibility & Sustainability update. This is available at www.j-sainsbury.co.uk/investor-centre/results-and-presentations/

6. A conference call will take place at 8:30am.  To listen to the audio webcast we recommend that you register in advance.  To do so please visit www.j-sainsbury.co.uk prior to the event and follow the on-screen instructions.  To view the transcript of the conference call go to www.j-sainsbury.co.uk and follow the on-screen instructions in the second quarter trading statement section

7. Sainsbury’s will announce its Third Quarter Trading Statement on 13 January 2016

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Sainsbury’s Q2 Trading Statement for the 16 weeks to 26 September 2015

Sainsbury’s Q2 Trading Statement for the 16 weeks to 26 September 2015

Sainsbury’s launches £10 million project to tackle household food waste

LONDON, 2015-9-22 — /EPR Retail News/ — Sainsbury’s is launching a £10 million project to tackle household food waste with a bold five year plan that could transform communities across the UK.

  • Committing £10 million over five years to tackle household food waste and more
  • Will spend £1 million transforming one UK town as a test bed for innovation in 2016
  • Will develop and share findings with other communities in subsequent years

The ambitious Waste Less, Save More initiative launches today with a search for one UK town to benefit from £1 million investment and become the test bed for innovation to discover which initiatives are most effective in reducing household food waste.

Findings and recommendations from this trial phase in year one will be developed into a blueprint and made public in subsequent years so that communities across the country can benefit from the results.

Sainsbury’s will then focus on supporting the changes that need to be made to make a long-term difference and measuring the impact of the activity, with the final phases of the project continuing to roll out change and explore opportunities to reduce other forms of waste.

Household food waste is an escalating issue which sees 7 million tonnes of food and drink wasted annually, with the average family throwing away £700 of food per year*. This is just under half of the 15 million tonnes of food wasted in the UK.

Sainsbury’s CEO Mike Coupe, said: “We know that waste – and particularly food waste – is a big challenge for households across the UK and it’s something our customers really care about. Investing significantly in this area clearly demonstrates the scale of our ambition over the next five years and shows just how committed we are to helping our customers make a real difference in this area. We’re confident that the project, which will start with trialling and testing in one UK town, will result in positive change for many more.”

Environment Minister Rory Stewart said: “Everyone has a role to play in reducing food waste and I congratulate Sainsbury’s for looking at innovative solutions to address this nationwide problem. Waste Less, Save More is bringing together a major retailer and communities to generate new ideas to tackle this issue. I looking forward to seeing the successes from this scheme.”

Dr Richard Swannell, Director Sustainable Food Systems WRAP, added: “This is a great initiative by Sainsbury’s to help people reduce food waste at home. We know through our Love Food Hate Waste and Courtauld Commitment work that innovation and collaboration can significantly help reduce waste, delivering much needed cost and environmental savings. We look forward to working closely with Sainsbury’s throughout the project to share our experience and expertise to make a real difference locally and nationally.”

Sainsbury’s is looking for a trial town that has a population of between 15,000 and 300,000 and has a Sainsbury’s store within a five mile radius. The town must also demonstrate a strong sense of community and be keen and willing to work together to tackle food waste. Sainsbury’s will work together with the town to devise a year-long investment plan, that might include:

  • Fridge innovations for the home to track when food is beginning to go off
  • Talking bins that give tips as rubbish is put in them
  • Reward programmes to encourage recycling
  • New packaging to keep products fresher for longer
  • Educational programmes for local schools and community centres

Individuals or community groups that would like to nominate their town to work with Sainsbury’s and benefit from £1 million investment as part of its Waste Less, Save More project can find out more at www.j-sainsbury.co.uk/wasteless The winning town will be announced on 1 December 2015.

* Household food and drink waste in the UK 2012

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Sainsbury’s launches £10 million project to tackle household food waste

Sainsbury’s launches £10 million project to tackle household food waste

Sainsbury’s will award 137,000 colleagues with pay increase of 4%

LONDON, 2015-8-28— /EPR Retail News/ — Sainsbury’s will award 137,000 colleagues working in stores across the country an industry-leading pay increase of 4%, taking Sainsbury’s standard rate of pay to £7.36 per hour, effective from 30 August. This is the highest pay increase for store colleagues the company has awarded in over a decade.

  • Takes pay for store colleagues well above the Government’s new National Living Wage
  • Sainsbury’s store colleagues are among the best rewarded in the retail industry

This compares favourably to the Government’s recently announced National Living Wage of £7.20 per hour for workers over the age of 25 by April 2016.  Sainsbury’s has also decided not to differentiate between over and under 25s, so the new hourly rate of £7.36 will also apply to more than 40,000 colleagues under the age of 25*.

Sainsbury’s colleagues also enjoy a range of valuable benefits over and above hourly pay; for example, Sainsbury’s is one of the few retailers to pay colleagues for the breaks they take during their shifts**.  Other benefits highly valued by colleagues include a pension, life insurance, a discount card and an annual bonus. This year 133,000 colleagues shared a bonus pot of £50m.

Sainsbury’s CEO, Mike Coupe, said: “We’re delighted to announce a 4% pay increase for the colleagues who work in our stores across the country.  We know what a difference they make to our customers each and every day and we’re totally committed to rewarding them well for the great service they provide.  I’ve talked to thousands of colleagues over the past year and they tell me how much they value their package of benefits and the flexibility that we can offer as an employer, as well as hourly pay which has always been well over the minimum wage.  Their hard work, talent and dedication have been central to our success and will remain so in the future.”

Notes to Editors

*Under 18s in store begin on an introductory training rate for the first six months, before moving up to the standard rate of pay

** Sainsbury’s pays colleagues for a 30 minute break during an eight hour shift, and for a 15 minute break during a 4.5 hour shift. The example below clarifies the significance of paid breaks:

  • A full-time Sainsbury’s store colleague works a 39 hour week.  Her new hourly rate is £7.36 and, because sheis paid for her five x 30 minute breaks, she earns £287.04 per week
  • The Tesco hourly rate is £7.39 but their staff are not paid for breaks, so they earn £269.74 for a comparable working week
  • Sainsbury’s basic rate of pay for 137,000 non-management store colleagues will increase from £7.08 to £7.36 from 30August 2015
  • Sainsbury’s employs 161,000 colleagues across its stores, depots and store support centres

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Sainsbury’s will award 137,000 colleagues with pay increase of 4%

Sainsbury’s will award 137,000 colleagues with pay increase of 4%

LloydsPharmacy to acquire Sainsbury’s pharmacy business for £125m

LONDON, 2015-7-31 — /EPR Retail News/ — J Sainsbury Plc (Sainsbury’s) and Celesio AG, owner of Lloyds Pharmacy Ltd (LloydsPharmacy), today announce the formation of a strategic partnership that will see LloydsPharmacy acquire Sainsbury’s pharmacy business for £125m.

In addition, Sainsbury’s will receive commercial annual rent payments from LloydsPharmacy for each location.

Sainsbury’s and LloydsPharmacy customers will benefit from an enhanced pharmacy service delivered from Sainsbury’s stores with all the benefits of accessible parking, flexible opening hours and convenient locations.

Mike Coupe, CEO of Sainsbury’s, said: “Pharmacy services are incredibly popular with Sainsbury’s customers and we are delighted to be teaming up with LloydsPharmacy to develop our offer. Working together with a specialist operator like LloydsPharmacy will enable us to grow and extend our pharmacy services to customers, whilst realising value for shareholders today from the pharmacy business we have grown organically over the last 20 years.”

LloydsPharmacy is the country’s second biggest retail pharmacy operator with more than 1,500 stores across the UK. The company takes a service-led approach to community pharmacy aiming to improve access to healthcare while alleviating pressure on GPs.

Marc Owen, Chairman of the Management Board of Celesio AG, owner of LloydsPharmacy said: “We are extremely pleased to be working with Sainsbury’s and look forward to welcoming our new colleagues to the LloydsPharmacy and Celesio family. This is a very important milestone for us as we continue to invest in LloydsPharmacy and our collaboration with Sainsbury’s will help to improve the health and wellness of our mutual customers.”

Cormac Tobin, Managing Director of LloydsPharmacy and Celesio UK, said: “Sainsbury’s is a fantastic fit for LloydsPharmacy. We are both passionate about excellent customer service and making a positive impact on the communities we serve. Health is our focus and over recent years we have developed a range of services to make it easier for people to manage their health, such as our pain management and skin health services, and we look forward to making these even more accessible via the Sainsbury’s network.”

Under the terms of the transaction, LloydsPharmacy has agreed to acquire 281 pharmacies in total, including 277 in-store pharmacies and four located in hospitals, all of which will be rebranded as LloydsPharmacy.

As part of the Partnership Agreement approximately up to 2,500 Sainsbury’s pharmacy colleagues will transfer to LloydsPharmacy under TUPE.

The deal is expected to complete by the end of February next year, subject to regulatory conditions being satisfied.

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J Sainsbury plc: Chief Financial Officer John Rogers will expand his role to include Business Development

LONDON, 2015-7-1 — /EPR Retail News/ — J Sainsbury plc is today announcing changes to positions on the plc Board and Operating Board.

John Rogers, Chief Financial Officer, will expand his role to include Business Development.  Helen Buck, who previously had responsibility for this area, will be stepping down from the Operating Board on 31 July.

In his expanded role, John will have responsibility for group strategy, Sainsbury’s online, Mobile by Sainsbury’s, Sainsbury’s Energy, Netto and new business in addition to his existing responsibilities of finance, property, procurement, operational efficiency and Sainsbury’s Bank.

Commenting on the changes, David Tyler, Chairman, said: “I am delighted to see John assume a wider role in the business. His contribution since joining the plc Board in 2010 has been invaluable, and it is a natural progression to see John take on expanded operational responsibilities. Mike and John have formed a great partnership and, alongside our wider management team, we think we have the right people in place to drive the business forward over the coming years.”

Mike Coupe, Chief Executive, said: “John is a key member of the executive team and will play a major operational and strategic role in driving forward our business in his expanded role. In particular Sainsbury’s online is a key component of growth in both our food and non-food businesses and I look forward to John’s contribution in this area. I would like to thank Helen for all her hard work since she joined the Operating Board back in 2010 and wish her every success in her new role.”

The changes will come into effect on 31st July 2015.

Notes to Editors:

1. John Rogers was appointed Chief Financial Officer on 19 July 2010. John is also a member of the Board of Sainsbury’s Bank plc. John joined Sainsbury’s in November 2005 as Director of Corporate Finance and then became Director of Group Finance from March 2007 to July 2008. In July 2008, he was appointed to the Operating Board as Property Director. John is co-chair of the Chief Financial Officer Leadership Network, established by the Accounting for Sustainability (A4S) Project founded by HRH The Prince of Wales and is a Non-Executive Director of Travis Perkins plc. John will join the boards of Mobile by Sainsbury’s and i2c as part of his new role. To reflect his increased portfolio, John’s base salary will be increased to £675,000. All other elements of his remuneration package will remain unchanged.

2. Helen Buck leaves Sainsbury’s on 31st July to join Palmer and Harvey as Chief Operating Officer. John Rogers will assume all of Helen’s responsibilities and there will be no additional changes to the Operating Board as a result of this move.

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J Sainsbury plc: Chief Financial Officer John Rogers will expand his role to include Business Development

J Sainsbury plc: Chief Financial Officer John Rogers will expand his role to include Business Development

Sainsbury’s 20×20 Sustainability Plan: £52 million donated to charities and other good causes in 2014/15

LONDON, 2015-6-10 — /EPR Retail News/ — We have donated £52 million to charitable causes in 2014/15 and we look forward to supporting Carers UK for the fifth year running.

Our values

Sainsbury’s 20×20 Sustainability Plan

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  • Healthier baskets: We have launched a number of products to inspire our customers with new ways to eat fruit and vegetables, including a convenient platter containing five different portions of 5-a-day produce.
  • Supplier training: A group of South African growers came to the UK as part of a training and skills programme to explore the value chain from port to store.
  • Energy efficiency: We are trialling an aerofoil technology on our fridge systems to reduce the amount of cool air that escapes from fridge units and reduce the energy used to keep the fridge units cool.
  • Charitable donations: During 2014/15 we donated a total of £52 million to charities and other good causes both nationally and locally.
  • Mentoring: Our second cohort of colleagues are participating in Race for Opportunity’s cross-organisational Mentoring Circles, which promotes diverse representation and progression in the workplace. We have also provided four mentors for the scheme.

Mike Coupe, Chief Executive, said:

“Back in 2011, we were one of the first FTSE 100 companies to introduce a policy to support our colleagues who juggle their work with caring responsibilities.  It was an important step for us as we estimate that 18,000, or one in nine, of our colleagues are also carers, and we want to make sure these colleagues are fully supported and able to continue working whilst caring.

This is particularly pertinent this year as our partner charity Carers UK celebrates its 50th anniversary and we celebrate five years of working together. To mark these milestones and to show support for this year’s Carers Week (8 to 14 June), many of our stores will work with organisations to host information stands about support services for carers in the local community. A number of colleagues have also been sharing their own experiences of caring on a film which will be launched the same week.

As the population grows and life expectancy continues to increase, it is likely that many people will find themselves carers at some point in their lives.  We’re proud to be leading the way in supporting colleagues through their caring responsibilities.”

Other highlights form the quarter include:
1. Best for food and health

  • Healthier baskets: Our product developers continue to work to inspire our customers with healthy, convenient options. We have extended our prepared salads offer to include a baby leaf green salad, a range of Taste the Difference salads featuring micro-herbs and edible flowers, as well as red kale leaves which can be eaten raw or cooked.
  • 5-a-day: We have also launched a fruit and vegetable platter providing all five 5-a-day portions in one convenient format. Our new My Goodness! tuna and beetroot sandwich also contains one portion of 5-a-day, adding to our My Goodness! chicken and minted pea and My Goodness! smoky ham and piccalilli sandwiches, which all provide a full portion of vegetables or fruit.
  • External collaboration: In March, we invited 14 external stakeholders to an event hosted by Mike Coupe and our non-executive director, Jean Tomlin. We were able to share the progress we have made in reformulating our products to reduce the salt, sugar and fat content as well as discuss how to continue our journey to improve the nutritional profile of our products.

2. Sourcing with integrity

  • Conferences: On 13 March we brought together a total of 400 guests at The Royal Institution in central London for our Research and Development (R&D) conference, and our Ethical conference. This was our second R&D conference which focused on sharing knowledge to address common challenges across the supply chain; while simultaneously the Ethical conference looked at securing sustainable supply chains through transparency and partnerships.
  • Supplier training: Working in partnership with the Department for International Development (DFID) we have funded some of our fresh fruit suppliers to run a training and skills programme for over 160 workers. The training was developed by the Fresh Produce Exporters’ Forum in South Africa. In April, 11 of the participants in the programme were selected to visit the UK and follow the value chain through to our stores, providing a unique opportunity to embed their learning.
  • Agricultural scholars: Seven British farmers have started our first farmers and growers scholarship programme. In partnership with Imperial College London, the next six months offers them a unique opportunity to study, research and analyse soil health.

3. Respect for our environment

  • Energy efficiency: We are trialling an aerofoil technology on our fridge systems to reduce the amount of cool air that escapes from fridge units. The adaptation has been designed and manufactured by Aerofoil Energy Ltd and uses Formula 1 aerodynamics technology developed with Williams’ Advanced Engineering. With less cool air escaping, less energy is used to keep the fridge units cool and less energy is needed to keep the shopping aisles warm.
  • Biodiversity: We have been working with a bee expert to set up, and maintain, a network of Bee Hotels on our store estate and across our supplier network to increase the availability of nesting sites for solitary bees. This spring, we have added 146 Bee Hotels to our stores and depots, taking our total number of Bee Hotels to 258.
  • External Recognition: In April we won the Organisational Behavioural Change category at the Environment and Energy Awards for our internal colleague engagement programme to become the UK’s Greenest Grocer. Our work with Global Action Plan asks colleagues to complete five simple actions as part of their daily routine to help reduce energy use in store by three per cent.

4. Making a positive difference to our community

  • Charitable donations: We are delighted to confirm that during 2014/15 we donated a total of £52 million to charities and other good causes. This included corporate donations to national charities such as Comic Relief and The Royal British Legion, and also funds raised by stores for their Local Charity partners, as well as investment in community programmes such as Active Kids.
  • Carers UK: Stores across the country have made preparations to support the 2015 Carers Week. Arrangements are in place for volunteer groups to come into store to provide information to customers and colleagues throughout the week (8 to 14 June). It is a milestone year for our partnership with Carers UK as the charity celebrates its 50th anniversary and we mark our fifth year of support.
  • Active Kids: This year’s voucher collection finished on 5 May and now over 50,000 schools and clubs are able to redeem their vouchers to order sports and cooking equipment and experiences from our biggest ever catalogue.

5. A great place to work

  • Skills and training: 979 of our colleagues who are responsible for planning, delivering and validating the learning of others, have attended our Bringing Learning To Life workshop to help build their knowledge and insight.
  • Food Colleges: On Wednesday 11 March two members of our Learning and Development team were asked to support an event at the Houses of Parliament organised by Sainsbury’s and Mars UK in partnership with Comic Relief. This was an opportunity for one of our experienced store colleagues, who has been trained at our Bakery College, to demonstrate how we train and develop our colleagues, and to raise awareness of our new Bakery Apprenticeship.
  • Diversity and Inclusion: For the first time, we are supporting the London, Manchester and Brighton Pride events. In addition, ten stores have committed support for ‘Little Pride’ events across the UK, including Leeds and Blackpool. Further information can be found at j-sainsbury.co.uk/blog/2015/05/sarah-warby-proud-to-be-at-pride-2015.
  • Mentoring: We are participating in Race for Opportunity’s cross-organisational Mentoring Circles, which promote diverse representation and progression in the workplace. Mentees learn together, coach and support each other, while being led by a senior level mentor. We have also supplied four mentors for the scheme as well as a member of our Operating Board as a guest mentor.

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Sainsbury’s 20x20 Sustainability Plan: £52 million donated to charities and other good causes in 2014/15

Sainsbury’s 20×20 Sustainability Plan: £52 million donated to charities and other good causes in 2014/15

Sainsbury’s Chief Executive Mike Coupe on Q1 results: Trading conditions are still being impacted by strong levels of food deflation and a highly competitive pricing backdrop

  • Total Retail sales for first quarter down 0.6 per cent (excl fuel), down 2.3 per cent (inc fuel)
  • Like-for-like Retail sales for first quarter down 2.1 per cent (excl fuel), down 3.7 per cent (inc fuel)

LONDON, 2015-6-10 — /EPR Retail News/ — Mike Coupe, Chief Executive, said: “Trading conditions are still being impacted by strong levels of food deflation and a highly competitive pricing backdrop. These pressures, including the effect of our own targeted price investment, have led to a fall in like-for-like sales for the quarter. We outlined in our Strategic Review in November some of the key actions we would be taking to remain competitive in this environment and are encouraged by some of the early trends that we are seeing in our key trading and operational metrics.

Volume and transactions continue to grow as customers are benefiting from our improved value and further investments in quality. We have simplified our promotional offer which has reduced promotional participation further, helping to lower waste and give customers even better levels of availability. We committed to deliver our cost savings programme without impacting the customer experience. This is supported by our internal customer service measures which have never been higher as well as our third consecutive win of the annual Grocer 33 Service and Availability Awards.

We are known for our differentiated offer and, to reinforce our quality credentials, we announced in our Strategic Review that we would invest in the quality of 3,000 own-brand products. During the quarter we introduced new products in several categories, including areas such as produce and speciality bread, focusing on British sourcing wherever possible. We have also improved our seasonal fresh offer in time for summer. For example, our by Sainsbury’s BBQ Smoked Chilli Pulled Pork and by Sainsbury’s BBQ Sweet Chilli Chicken Thighs give customers meat cuts and flavours that are perfect for the barbeque. We are on track to deliver all of our planned quality improvements.

Sainsbury’s Bank opened its 182nd Travel Money Bureau in the quarter and Travel Money grew strongly at over 40 per cent. We were named ‘Best Card Provider (standard rate)’ at the Moneyfacts Awards for the third successive year. Clothing delivered sales growth of over five per cent and we launched our 17th Gok Wan collection which saw its second-best launch week. Our clothing online offer remains popular with our customers and we will roll this out nationwide over the summer. In the quarter we also opened our 300th petrol station, in Livingston, which is our third remotely-manned site offering customers fuel 24 hours a day.

We continue to make it easier for customers to shop with us whenever and wherever they want. We have now opened 20 grocery Click & Collect sites and remain on track to have 100 sites by the end of 2015. Groceries online had a record week in the quarter with 256,000 orders. We have increased the number of delivery slot options to give customers greater flexibility and we won the quarterly Grocer 33 award for online service and availability, reflecting the improvements in our own customer satisfaction scores. We opened three Argos digital stores during the quarter in North Cheam, Nantwich and West Hove and we will have opened ten by the end of the first half. Our convenience business remains in double-digit growth and we have opened ten convenience stores during the quarter.

Despite the challenging market conditions, we are confident that we are building on strong foundations and making good progress with our strategy. We continue to invest in our broad range of products and services and our multiple channels to market. These areas represent strong future growth opportunities and contribute towards our resilience in the current trading environment.”

Notes to editors

1. All sales figures contained in this trading statement are stated including VAT and in accordance with IFRIC 13

2. Like-for-like sales include the impact of extensions as follows:

FY 2014/15 Q1
Sales growth including fuel (%)
Total (2.0)% (2.3)%
Like-for-like (3.6)% (3.7)%
Sales growth excluding fuel (%)
Total (0.2)% (0.6)%
Like-for-like (1.9)% (2.1)%
Included in like-for-like sales (%)
Net contribution from extensions 0.2% 0.1%

3. Store investment programme 2015/16:

Q1
Supermarkets
New 1
Replacements 1
Extensions
Refurbishments
Closures (1)
Convenience
New 10
Closures (3)
Refurbishments 4

At the end of the quarter, Sainsbury’s had 598 supermarkets and 714 convenience stores.

4. Certain statements made in this announcement are forward-looking statements. Such statements are based on     current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future events or results referred to in these forward-looking statements. Unless otherwise required by applicable law, regulation or accounting standard, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise

5. Sainsbury’s also released today its First Quarter Corporate Responsibility & Sustainability update. This is available at www.j-sainsbury.co.uk/investor-centre/results-and-presentations/

6. A conference call will take place at 8:30am.  To listen to the audio webcast we recommend that you register in advance.  To do so please visit www.j-sainsbury.co.uk prior to the event and follow the on-screen instructions.  To view the transcript of the conference call go towww.j-sainsbury.co.uk and follow the on-screen instructions in the first quarter trading statement section

7. Sainsbury’s will announce its Second Quarter Trading Statement on 30 September 2015

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Sainsbury’s Chief Executive Mike Coupe on Q1 results: Trading conditions are still being impacted by strong levels of food deflation and a highly competitive pricing backdrop

Sainsbury’s Chief Executive Mike Coupe on Q1 results: Trading conditions are still being impacted by strong levels of food deflation and a highly competitive pricing backdrop

Sainsbury’s Q4 CSR Update: Commitment to sourcing with integrity reinforced through Dairy Development Group Cost of Production model

LONDON, 2015-3-17 — /EPR Retail News/ — Commitment to sourcing with integrity reinforced through Sainsbury’s Dairy Development Group Cost of Production model

  • Announced on Red Nose Day that our customers, colleagues and suppliers helped to raise £11.5 million for Comic Relief, with further funds still due to be collected.
  • Almost 400 own-brand products made with segregated certified sustainable palm oil. 95% of the palm oil used to make our own-brand products is now certified sustainable.
  • Donating £12,276 to the Forest Stewardship Council UK through the recycling of 88 tonnes of Christmas cards collected from our customers this year.
  • Recognised by Prime Minister David Cameron with a Big Society Award for our Active Kids scheme which encourages children to live healthier and more active lifestyles.
  • 23,900 colleagues have now been helped into work through our You Can programme, working with partners such as Mencap and Remploy.

Mike Coupe, Chief Executive, said: “This January, British dairy farmers were once again in the spot light, as the media highlighted the challenges they face due to declining milk prices.

I am proud to say that our Sainsbury’s Dairy Development Group farmers are paid through a Cost of Production model, which the majority of the Group voted for nearly three years ago. The price they are paid is reviewed every three months based on the main input costs from their farms, which are feed, fuel and fertiliser. The farmers are not only protected against some of the most volatile market prices, they are rewarded for outstanding animal welfare and environmental standards. Data is collected by independent consultants on each farm and these results are presented back to the farmer through a scorecard which identifies areas for improvement and how to implement these. Some have achieved higher yields per cow through more efficient use of feed, or by managing their fertiliser and manure applications differently.

We and the farmers in the Sainsbury’s Dairy Development Group benefit from a longer term relationship which enables both of us to have the confidence to invest in the future of British farming.

The Dairy Group was the first of our Farmer and Grower groups to be established back in 2007, since then we have worked with farmers that stretch the whole of the British Isles to set up a further nine groups spanning from eggs and cheese through to chicken and veal.”

Other highlights form the quarter include:
1. Best for food and health

  • Active Kids: To mark the launch of the 2015 Voucher Collection programme, ambassadorsDaniel Sturridge and Ellie Simmonds visited an Active Kids school to cook up a healthy meal for a PE class. We also partnered with The Beano for a storyline featuring Dennis The Menace and the Bash Street Kids, to highlight the importance of leading a healthy, active lifestyle in a fun way.
  • Healthier baskets: In January we broadened our range of My Goodness! products in our lunchtime offer to include sandwiches. We also launched a three week ‘healthier swap’ campaign on our groceries online site to encourage customers to swap to a healthier product, which removed more than 1.5 million calories from our customers’ baskets.
    Our spring ‘Love Your Freezer’ campaign encouraged people to use frozen ingredients to create quick, tasty and nutritious family meals, with a focus on using  fish, fruit and vegetables.
  • Product reformulation: As part of our commitment to reduce salt in our own-brand products, we reformulated our instant noodle range, removing 1.2 tonnes of salt annually, whilst expanding the range to include healthier, vegetable-rich lunch options, including pasta pots, grain pots and rice noodle pots.

2. Sourcing with integrity

  • Certified sustainable palm oil: We have almost 400 own-brand products that are made with segregated certified sustainable palm oil, ranging from steak and kidney pie through to hand soap. We are also the first major UK retailer to launch a washing up liquid made using palm oil from a mass balance certified sustainable source. 95% of the palm oil used to make our own-brand products is now certified sustainable.
  • Fairtrade Fortnight: As the world’s largest retailer of Fairtrade products, we supported the Fairtrade Foundation in celebrating their 20 year anniversary. This included featuring in a press advert, as well as tweeting throughout the campaign to highlight how Fairtrade supports farmers and workers to build a better future. In the build up to Fairtrade Fortnight we sold over 84,000 bunches of Fairtrade roses during the week of Valentine’s Day.
  • British milk: Following a majority vote in 2012, our Sainsbury’s Dairy Development Group (SDDG) farmers benefit from a cost of production model. This sets a price that directly reflects their costs on the farm, builds in a profit, as well as rewarding outstanding animal welfare and environmental standards. The current price is 31.60p per litre, this is reviewed every three months to accommodate for the most volatile elements of costs: feed, fuel and fertiliser and ensure a fair deal for the farmers involved.

3. Respect for our environment

  • Positive waste: Our Christmas card recycling scheme continues to form a key part of our seasonal recycling offer. This year we collected 88 tonnes of cards from our customers, which is over 30% more than last year. An output of this activity sees us donate £12,276 to the Forest Stewardship Council UK to support their work promoting responsible management of the world’s forests.
  • Sugar power: Our Portishead store became the first to showcase fridges powered by waste from our sugar beet suppliers. The gas, developed in conjunction with our supplier A-Gas, marked an important step for the industry towards innovative, cleaner refrigeration.
  • Energy efficiency: Our work installing Light Emitting Diodes (LEDs) received the Lighting for Building Performance Award from the Chartered Institute of Building Services Engineers. So far we have installed over 70,000 LEDs, saving 40 million kilo-whatt hours, just one way we are improving the energy efficiency of our stores and depots.

4. Making a positive difference to our community

  • Comic Relief: Customers, colleagues and suppliers really got behind the Red Nose Day 2015 appeal, which was themed: ‘Make your face funny for money’. On Red Nose Day itself we announced we had raised £11.5 million, with further funds still due to be collected.
  • Partnership with British Athletics: Sainsbury’s Birmingham Indoor Grand Prix saw Mo Farah break the two mile world record, and former Sainsbury’s School Games athlete Katarina Johnson-Thompson break the British long jump record. We also held an event withMo Farah at the Queen Elizabeth Olympic Park to mark ticket registration for this summer’s Sainsbury’s Anniversary Games.
  • The Royal British Legion: The total funds raised from our biggest ever Poppy Appeal andour Christmas campaign in partnership with the charity amounted to approximately £7 million, an increase of around £2.5 million since last year.
  • Active Kids: Our voucher collection scheme has been recognised by Prime Minister David Cameron with a prestigious Big Society Award. It was granted for our work encouraging thousands of children across the UK to live healthier and more active lifestyles.

5. A great place to work

  • Helping people into work: We have now helped 23,900 colleagues into work through our You Can programme, working with partners such as Mencap and Remploy to help those who may have faced barriers to employment into the workplace. Since January, we have recruited 189 colleagues through the programme.
  • Training and skills: We trained 4,389 colleagues in food safety workshops accredited by the Royal Society for Public Health during our 2014-15 financial year. In January, we held special workshops for 670 store trainers to equip them to train others in essential retail and teamwork skills.
  • Diversity and inclusion: We celebrated our continued support for the Government’s Disability Confident campaign, with our Head of Talent and Performance Deborah Dorman giving a speech about our work at a Department for Work and Pensions event at the House of Commons.
  • Gender equality: Over 450 women at Sainsbury’s have participated in the ‘Inspiring the Future’ campaign, to help young women with mentoring and career advice. Organised through the chairty, Education and Employers, Sainsbury’s colleagues have dedicated hundreds of hours to talk to young women in schools about the amazing opportunities there are in retail as well as the entry routes into these jobs.

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Sainsbury’s Q4 CSR Update: Commitment to sourcing with integrity reinforced through Dairy Development Group Cost of Production model

Sainsbury’s Q4 CSR Update: Commitment to sourcing with integrity reinforced through Dairy Development Group Cost of Production model

Sainsbury’s: Volume and like-for-like transactions increase across the business as new customers discover our great value

LONDON, 2015-3-17 — /EPR Retail News/ — Positive response to price investment as volume and like-for-like transactions increase

  • Total Retail sales for fourth quarter down 0.3 per cent (excl fuel), down 2.7 per cent (inc fuel)
  • Like-for-like Retail sales for fourth quarter down 1.9 per cent (excl fuel), down 3.9 per cent (inc fuel)
  • Over 1,100 prices reduced since we announced our £150 million price investment
  • Volume increases across the business as new customers discover our great value

Mike Coupe, Chief Executive, said, “The trading environment remains challenging and the decisions we have taken to improve our competitiveness are reflected in our quarterly performance. Since we announced our Strategic Review in November we have lowered the regular prices of over 1,100 products, ensuring our price position relative to our major competitors has never been stronger. In addition, we have absorbed record levels of food deflation in categories where we trade most strongly1 – produce, dairy, fresh ready meals, meat, fish and poultry – allowing customers to continue to Live Well for Less at Sainsbury’s.

During the quarter we have seen volume growth across the food business and an average uplift of over three per cent on the 1,100 products where we have made price reductions.

We have implemented our Value Simplicity programme, which is designed to replace one-off promotions with every day, lower prices. For example our ‘3 for £10’ offer on key meat, fish and poultry lines has been replaced by regular lower prices on each individual product. This has been well received by our customers and allows them to budget and shop more conveniently.

As we have reduced prices and simplified our promotional offer, we have seen like-for-like transactions grow in the quarter as new customers are discovering the great value we represent.

We consistently outperform our major peers on product quality2. To enhance these credentials further, we announced in November our commitment to improve the quality of over 3,000 products. We are making good progress with this programme – we have recently rolled out improvements to our fresh salmon and Taste the Difference crisp ranges – and the rate at which we launch these innovations will increase in the new financial year. Our store operational standards remain high with four Grocer 33wins in the ten weeks and record levels of availability.

Our strategy to deliver a broad range of products and services through our increasingly multi-channel offer is also progressing well. During the quarter our general merchandise and clothing businesses performed strongly, up more than six per cent on last year. Growth in our convenience business remains strong at 14 per cent and in the quarter we opened 23 convenience stores. Our groceries online business saw order numbers increase by 14 per cent, with a record week of 245,000 orders. By the end of 2015 our customers will be able to Click and Collect their online grocery orders from 100 sites. This is yet another way for us to serve our customers whenever and wherever they want. Sainsbury’s Bank grew sales of its loans by 21 per cent and we also announced the opening of Argos digital stores in ten of our supermarkets.

We expect the market to remain challenging for the foreseeable future. Food deflation is likely to persist for the rest of this calendar year, and competitive pressures on price will continue. However, we believe that the great value and quality of our products, combined with a strong focus on developing our multi-channel offer, will enable us to outperform our supermarket peers.”

  1. Nielsen Panel – % Spend Share of Total Grocery (ex T&K & FS) & Index vs Top 4
  2. HPI Brand & Communications Tracker – Per period – Total sample (c.1,000)
  3. All sales figures contained in this trading statement are stated including VAT and in accordance with IFRIC 13
  4. Like-for-like sales include the impact of extensions as follows:

Notes to editors

1. Nielsen Panel – % Spend Share of Total Grocery (ex T&K & FS) & Index vs Top 4

2. HPI Brand & Communications Tracker – Per period – Total sample (c.1,000)

3. All sales figures contained in this trading statement are stated including VAT and in accordance with IFRIC 13

4. Like-for-like sales include the impact of extensions as follows:

Q1 Q2 H1 Q3 Q4 H2 FY
Retail sales growth including fuel (%)
Total (0.3)% (2.3)% (1.4)% (2.5)% (2.7)% (2.6)% (2.0)%
Like-for-like (2.4)% (4.1)% (3.4)% (3.9)% (3.9)% (3.9)% (3.6)%
Retail sales growth excluding fuel (%)
Total 1.0% (0.8)% (0.0)% (0.4)% (0.3)% (0.4)% (0.2)%
Like-for-like (1.1)% (2.8)% (2.1)% (1.7)% (1.9)% (1.8)% (1.9)%
Included in like-for-like sales (%)
Net contribution from extensions 0.2% 0.2% 0.2% 0.2% 0.1% 0.2% 0.2%

5. Store investment programme 2014/15:

Q1 Q2 H1 Q3 Q4 H2 FY
Supermarkets
New 2 2 4 4 6
Replacements 1 1 1 1 2
Extensions 1 3 4 1 1 5
Refurbishments 3 2 5 7 1 8 13
Closures (1) (1) (1) (1) (2) (3)
Convenience
New 27 23 50 25 23 48 98
Closures (1) (1) (1) (1) (2)
Refurbishments 12 10 22 7 14 21 43

At the end of the quarter, Sainsbury’s had 597 supermarkets and 707 convenience stores

6. Certain statements made in this announcement are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future events or results referred to in these forward-looking statements. Unless otherwise required by applicable law, regulation or accounting standard, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise

7. Sainsbury’s also released today its Fourth Quarter Corporate Responsibility & Sustainability update. This is available at www.j-sainsbury.co.uk/investor-centre/results-and-presentations/

8. A conference call will take place at 8:30am.  To listen to the audio webcast we recommend that you register in advance.  To do so please visit www.j-sainsbury.co.uk prior to the event and follow the on-screen instructions.  To view the transcript of the conference call go to www.j-sainsbury.co.uk and follow the on-screen instructions in the fourth quarter trading statement section

9. Sainsbury’s will announce its Preliminary results for 2014/15 on 6 May 2015, and the First Quarter Trading Statement on 10 June 2015

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Sainsbury’s: Volume and like-for-like transactions increase across the business as new customers discover our great value

Sainsbury’s: Volume and like-for-like transactions increase across the business as new customers discover our great value

Argos and Sainsbury’s team to open 10 new Argos digital stores within existing Sainsbury’s supermarkets

LONDON, 2015-1-30 — /EPR Retail News/ — Argos, the UK’s leading general merchandise retailer and Sainsbury’s, the UK’s second largest grocer, have teamed up to open 10 new Argos digital stores within existing Sainsbury’s supermarkets. This will bring extra choice and convenience to Sainsbury’s and Argos’ customers who will have access to the combined ranges in the convenience of a Sainsbury’s supermarket.

These new format Argos digital stores will provide customers with a choice of over 20,000 non-grocery products which they can either buy instantly in store via tablets, or reserve online for easy collection within hours, the same or the following day. An extended range of around 40,000 products can also be ordered in store for home delivery. The Argos digital stores in Sainsbury’s will range in size from around 1,000 to over 5,000 square feet.

The combination of Argos digital stores and Sainsbury’s supermarkets will create a compelling and complementary product offer and provide the convenience that customers are increasingly looking for from their local supermarket. The 10 digital stores will open by summer this year.

Mike Coupe, Chief Executive of Sainsbury’s, said: “These 10 Argos stores will complement our supermarket offer, giving customers the opportunity to shop for an extended range of non-food items. They will bring something new and different to our customers, and fit well with our strategy of making our supermarkets more convenient. As well as looking at carefully selected partners, we continue to roll out our ranges of own brand clothing and general merchandise in our supermarkets to give customers even more choice and value.”

John Walden, Chief Executive of Home Retail Group, said: “Our new distribution model allows us to provide customers in any Argos location with a choice of around 20,000 lines within hours, regardless of the size or stocking capacity of the store. This strategic capability has opened up options for a variety of new Argos stores and formats, and the possibility that we can now cost-effectively reach more customers and neighbourhoods with an Argos presence. I look forward to the results of the 10 store programme with Sainsbury’s and to understanding the full potential of this exciting opportunity.”

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Argos and Sainsbury’s team to open 10 new Argos digital stores within existing Sainsbury’s supermarkets

Argos and Sainsbury’s team to open 10 new Argos digital stores within existing Sainsbury’s supermarkets

Sainsbury’s Q3 total retail sales down 2.5 per cent (inc fuel); 29.5 million customer transactions in the 7 days before Christmas

LONDON, 2015-1-7 — /EPR Retail News/ — Good sales performance in a tough market.

  • Total Retail sales for third quarter down 0.4 per cent (excl fuel), down 2.5 per cent (inc fuel)
  • Like-for-like Retail sales for third quarter down 1.7 per cent (excl fuel), down 3.9 per cent (inc fuel)
  • Over 29.5 million customer transactions in the seven days before Christmas
  • Over 1,000 product prices reduced since we announced our £150 million price investment

Mike Coupe, Chief Executive, said: “Sainsbury’s has provided a great Christmas for our customers. Food price deflation and falling fuel prices have enabled our customers to treat themselves over the festive period.

“Customers traded up over Christmas as sales of our Taste the Difference range grew by five per cent year-on-year. As an example, sales of our Taste the Difference Conegliano Prosecco grew by over 30 per cent. We also sold over 57 million mince pies and over 550,000 turkeys, up eight per cent year-on-year.

“Our colleagues continue to provide excellent in-store service, and again did a fantastic job of serving our customers during the busiest time of the year. A record-breaking week before Christmas saw over 29.5 million customer transactions. We continued to help our customersLive Well for Less with the redemption of £124 million worth of Nectar points during the quarter supported by our popular Christmas Double-Up campaign.

“The trend of more frequent and local shopping continues and we saw growth of over 16 per cent in our convenience business in the quarter. As well as over six million convenience customer transactions in the week before Christmas, we also saw our largest ever day for convenience sales on 24th December, taking over £8 million. For our groceries online business, this Christmas was our biggest to date. In the three days to 23rd December, our online team delivered more than 110,000 orders.

“Our clothing and general merchandise businesses traded strongly over the quarter, in particular our clothing business was up nearly ten per cent year-on-year. We sold more than twice the number of Christmas jumpers compared to last year and our ‘snowman’ jumper,designed by one of our colleagues, was our best-seller by volume.

“We opened 25 new convenience stores and refurbished a further seven in the quarter. We also opened four new supermarkets, one extension and one replacement store, and refurbished seven supermarkets.

“In November, we announced our plans to invest £150 million in the prices of some of our most popular products. This week we are lowering prices on over 700 of these, including reductions in our Meat, Fish and Poultry categories. For example, the regular price of our 260g boneless cod fillets has dropped from £4.00 to £3.30 and the regular price of a Sainsbury’s 1.35kg British whole chicken has fallen from £4.50 to £3.50. This now means we have reduced the prices of over 1,000 products since we made our announcement.

“The outlook for the remainder of the financial year is set to remain challenging, with food price deflation likely to continue. Our performance in the third quarter showed an improving trend quarter-on-quarter. However, given the uncertainty in the trading environment, food price deflation and the price reductions we announced this week, we currently expect our fourth quarter like-for-like to be similar to that of our first half. Our prices versus our supermarket peers have never been better and alongside our differentiated quality and service offer, we are confident we will help our customers Live Well for Less throughout 2015.”

Notes to editors

1. All sales figures contained in this trading statement are stated including VAT and in accordance with IFRIC 13

2. Like-for-like sales include the impact of extensions as follows

Q1 Q2 H1 Q3
Sales growth including fuel (%)
Total (0.3)% (2.3)% (1.4)% (2.5)%
Like-for-like (2.4)% (4.1)% (3.4)% (3.9)%
Sales growth excluding fuel (%)
Total 1.0% (0.8)% 0.0% (0.4)%
Like-for-like (1.1)% (2.8)% (2.1)% (1.7)%
Included in like-for-like sales (%)
Net contribution from extensions 0.2% 0.2% 0.2% 0.2%

3. Store investment programme 2014/15:

Q1 Q2 H1 Q3
Supermarkets
New 2 2 4
Replacements 1 1 1
Extensions 1 3 4 1
Refurbishments 3 2 5 7
Closures (1) (1) (1)
Convenience
New 27 23 50 25
Closures (1) (1) (1)
Refurbishments 12 10 22 7

At the end of the quarter, we had 598 supermarkets and 684 convenience stores.

4. Certain statements made in this announcement are forward-looking statements. Such statements are based on current expectations and are subject to a number of risks and uncertainties that could cause actual results to differ materially from any expected future events or results referred to in these forward-looking statements. Unless otherwise required by applicable law, regulation or accounting standard, we do not undertake any obligation to update or revise any forward-looking statements, whether as a result of new information, future developments or otherwise.

5. Sainsbury’s also released today its Third Quarter Corporate Responsibility update

6. A conference call will take place at 8:30am. To listen to the audio webcast we recommend that you register in advance. A transcript of the conference call will be made available later today.

7. Sainsbury’s will announce its Fourth Quarter Trading Statement on Tuesday 17 March 2015.

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Sainsbury’s Q3 total retail sales down 2.5 per cent (inc fuel); 29.5 million customer transactions in the 7 days before Christmas

Sainsbury’s Q3 total retail sales down 2.5 per cent (inc fuel); 29.5 million customer transactions in the 7 days before Christmas

Sainsbury’s Q3 CSR update: Continued progress against our 20×20 Sustainability Plan across all five values

LONDON, 2015-1-7 — /EPR Retail News/ — Sainsbury’s Q3 CSR update: Continued progress against our 20×20 Sustainability Plan across all five values

  • Celebrated 20 years of partnership with The Royal British Legion and ran our biggest ever campaign in support of the Poppy Appeal
  • Reformulated our own-brand lemonade and cola to save 1,310 tonnes of sugar annually from our customers’ baskets equating to 5.2 billion calories
  • First major supermarket to launch Marine Stewardship Council (MSC) certified cod on our in-store café menu
  • Launched seasonal customer recycling programmes, including Poppy and Pumpkin recycling
  • The commemorative chocolate bar featured in our ‘Christmas is for Sharing’ TV advert, raised an additional £500,000 for The Royal British Legion

Mike Coupe, Chief Executive, said: “This quarter we celebrated our 20th year of partnership with The Royal British Legion by staging our biggest ever campaign in support of the annual Poppy Appeal. We welcomed Legion volunteers into our stores across the country, donated all profits from our poppy-inspired merchandise, and invited our customers to round up their bill at checkout to donate the difference. For the first time we ran a TV advert to tell our customers about the different ways they could support the Poppy Appeal at Sainsbury’s.

“Our partnership with the Legion continued into Christmas, as we unveiled our “Christmas is for Sharing” TV advert and a commemorative chocolate bar. We were delighted with the response from our customers, who helped us to raise an additional £500,000 from sales of the bar to support the Legion’s work.

“This quarter also saw an exciting addition to another one of our long-term campaigns – Active Kids – as we announced the appointment of Liverpool striker, Daniel Sturridge as our new ambassador. Alongside Paralympians Ellie Simmonds and Jonnie Peacock, Daniel will support our work to encourage young people to enjoy healthy lifestyles and get into sport.

“All of these are examples of our long-term commitment to causes that are important to our customers and demonstrate how our values make us different.”

Other hightlights from the quarter include

1. Best for food and health

  • Reformulation: We have reformulated our own-brand High Juice squash range to reduce the sugar content, which will remove 946 tonnes of sugar per year. In our own-brand carbonated drinks we have removed a further 1,310 tonnes of sugar per year from our lemonade and cola. Combined these two initiatives remove 8.9 billion calories per year from our customers’ baskets
  • Colleague health: In 2014 we trialled and then established a ‘Health MOT’; an innovative health check that gives our colleagues a personalised health score taking into account health metrics such as Body Mass Index, blood pressure, body fat and hydration levels. In 2014, 84,000 colleagues were offered the opportunity to participate as part of the full store and depot roll out
  • Lighter alcohol: In October we relaunched our Taste the Difference Conegliano Proseccowith the alcohol by volume (ABV) reduced from 11 per cent to 10.5 per cent, which will remove over 1 million units per annum from our customers’ baskets
  • Allergens: As part of our commitment to raising awareness of the needs of customers with allergies and intolerances, we continued our sponsorship of the Allergy Show in Liverpool in October. Attracting 24 per cent more visitors than the previous year, we supported a Cook Zone where we sampled bespoke freefrom recipes to inspire our customers with allergies to Live Well For Less

2. Sourcing with integrity

  • Research and Development: Projects ranging from hen welfare to fruit packaging have been awarded support and expertise to collect and process data. The collection of data will help build more efficient, resilient and secure agriculture supply chains and provide us all with insights and information to help develop successful products, services and innovative farming practices
  • Technical Management Academy: We carried out our first pilot training course on Agency Labour and Prevention of Worker Exploitation. The two-day certified programme was delivered by the Gangmasters Licensing Authority and focused on assisting our suppliers in tackling hidden labour exploitation. It was attended by 12 delegates from across the supply base including meat, fish and fresh produce suppliers
  • Farmer and Grower Groups: Our annual farming conference in December brought together over 650 farmers from our Agricultural Development Groups to share knowledge and inspire innovation, where we announced our investment in the future of British farming through our new scholars programme
  • Sustainable seafood: We are the first major supermarket to launch Marine Stewardship Council (MSC) certified cod on our in-store café menu. As the leading retailer for sustainable seafood, this adds to our range of 150 products that carry the MSC logo and have been sourced from sustainable fisheries

3. Respect for our environment

  • Energy efficiency: Our award winning work to reduce our stores energy consumptioncontinues with 70,000 Light Emitting Diodes (LED) installed to date, saving 40 million kilowatt-hours, equivalent to the annual energy usage of over 4,300 homes. As the clocks went back, our LED promotion for customers provided great value bulbs to help to reduce customers’ energy usage in the home
  • Seasonal recycling: We continued our work to help our customers recycle more, including a pumpkin recycling trial at 10 stores, allowing customers to send their pumpkins to anaerobic digestion following Halloween. Our poppy recycling programme, now in its second year, saw commemorative poppies returned to store to be reused. Finally, in conjunction with 10 water companies we distributed 130,000 fat traps in advance of Christmas, designed to help customers dispose of left over cooking fat without pouring it down the drain

4. Making a positive difference to our community

  • The Royal British Legion: We celebrated 20 years of partnership with The Royal British Legion and ran our biggest ever campaign of support for the Poppy Appeal. Our Christmas advert this year was made in partnership with the Legion and featured a commemorative chocolate bar, which we sold in-store with all profits going to the charity. We made one million bars of chocolate, raising £500,000 for the Legion
  • Active childhoods: England and Liverpool striker Daniel Sturridge was announced as our new ambassador to support campaigns including Active Kids, alongside Paralympians Ellie Simmonds and Jonnie Peacock. Daniel is already proving to be a great role model for young people, through his commitment to sport and his passion for healthy eating
  • Christmas charity engagement: Our stores welcomed their Local Charity partners into store for some festive fundraising, as well as inviting local groups to take part in a weekend of carol singing on 13 and 14 December
  • Food donation: We worked with our supplier, Faccenda, to donate nearly 10,000 turkeys to FareShare in time for Christmas. In partnership with our fresh produce suppliers we also expect to grow our fruit and vegetable donations to 400 tonnes next year, as we continue to help FareShare tackle food poverty in the UK

5. A great place to work

  • Seasonal jobs: We employed over 10,700 temporary colleagues over the Christmas and New Year period to help serve our customers at the busiest time of year, giving many people valuable experience and a stepping stone into the workplace
  • Carers rights: We celebrated another year sponsoring Carers Rights Day and a group of our Diversity Champions attended a reception at the House of Commons to mark the achievements of Carers UK
  • Serving our stores and customers: Over 2,200 of our store support centre colleagues based in offices in London, Manchester, Coventry and Edinburgh pledged over 3,800 days ofsupport in stores over Christmas. This helped us deliver the best possible service to our customers at this busy time of year as well as providing a connection to our stores for our office colleagues
  • Long service: 415 colleagues celebrated their 25 years’ service milestone and 576 colleagues reached 20 years’ service between October and December 2014. This brings the total number of our colleagues to have reached 20 years’ service to over 15,700

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Sainsbury’s Q3 CSR update: Continued progress against our 20x20 Sustainability Plan across all five values

Sainsbury’s Q3 CSR update: Continued progress against our 20×20 Sustainability Plan across all five values

Sainsbury’s announced over 1,000 price cuts on some of its most popular products

LONDON, 2015-1-7 — /EPR Retail News/ — Sainsbury’s has today announced over 1,000 price cuts on some of its most popular products – including British essentials for a Sunday lunch or a full English breakfast.

The retailer is using an annual £150m price investment to cut regular prices on over 1,000 of the most popular items in customers’ baskets – the things customers really buy each week.

Customers will see over 700 new regular prices in supermarkets this week in addition to over 200 put in place following a first round of cuts in November. These are in addition to the thousands of promotions that the supermarket runs each week.

And because it’s Sainsbury’s, responsibly sourced products such as Scottish salmon and British bacon and lamb are among the products that will go down in price.

Sainsbury’s CEO Mike Coupe said: “We are investing £150 million per year for the next three years in some of our customers’ most popular purchases, with a total of 1,000 prices cut since we announced this investment in November. This will come as welcome news to customers who might be feeling the pinch after Christmas.

“These lower everyday prices are a part of our ongoing commitment to offering our customers great quality products at great prices.”

Notes to editors

Further price cuts in details (PDF download)

Full English price cuts* Old New
JS White Sandwich Loaf 800g £1.30 £1.00
JS 8 British pork sausages 454g £1.40 £1.10
JS 12 smoked and unsmoked bacon rashers 2 X 225g £4.00 £3.50
JS salted and unsalted butter 250g £1.10 £0.95
JS Semi-skimmed UHT milk 1L £0.90 £0.70
JS Tomato Ketchup 460g £1.10 £1.00
JS Orange Juice smooth 1L £1.10 £1.00

* Eggs price drop October 2014

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Sainsbury’s announced over 1,000 price cuts on some of its most popular products

Sainsbury’s announced over 1,000 price cuts on some of its most popular products