Marks and Spencer: Jill McDonald new Managing Director, Clothing, Home & Beauty to start on 2nd October 2017

London, 2017-Sep-19 — /EPR Retail News/ — Further to the announcement made on 3rd May 2017, and in accordance with paragraph 9.6.12 of the Listing Rules, Marks and Spencer Group plc today (13 Sep 2017) confirms that Jill McDonald will take up the new position of Managing Director, Clothing, Home & Beauty on 2nd October 2017.

As previously announced, CEO Steve Rowe, will relinquish his Clothing, Home & Beauty accountabilities to Jill on her arrival, and CFO Helen Weir, will hand over responsibility for the Clothing, Home & Beauty Supply Chain & Logistics.

For further information, please contact: 
Corporate Press Office
020 8718 1919

Source: Marks and Spencer

Plan A 2025: Marks & Spencer to launch new major community transformation programme

London, 2017-Jun-02 — /EPR Retail News/ — Marks & Spencer today (01 Jun 2017) announces a major community transformation programme as part of Plan A 2025 – its new plan to support 1,000 communities, help 10 million people live happier, healthier lives and convert M&S into a zero-waste business.

The pioneering programme will see M&S work with local councils and charity partners to support communities to deliver positive, measurable change. It is launching on ‘Make it Matter Day’ – when M&S is encouraging the UK to make every decision count* and #SpenditWell.

It will initially be piloted in ten communities over the next two years, when M&S will trial a range of actions designed to tackle the issues that matter most to communities – such as unemployment, skill shortages, loneliness, poverty, and mental health and wellbeing. Successful initiatives will be rolled out to a further 100 locations by 2023 and learnings will be shared with 1,000 locations by 2025.

Steve Rowe, Chief Executive of Marks & Spencer said: “Marks & Spencer has been at the forefront of social change for 133 years and we’re determined to play a leading role in the years ahead by taking positive action to enable customers and communities to live happier, healthier lifestyles.

“Through our UK-wide store network we are seeing more and more evidence that communities need support from partners, like M&S, to positively deliver change.

“We’ve looked at what matters to communities, which are issues like access to work-place skills, social inclusion, support for mental health problems and believe we can play a key role and make a real difference to community life. We’re starting with ten so that we can learn, adapt and develop an agile approach that will allow us to support 1,000 communities by 2025.”

The ten communities M&S is currently in discussions with are Birmingham (focusing on Handsworth and Handsworth Wood), Bradford, Glasgow (focusing on Easterhouse), Liverpool (focusing on Toxteth and Dingle), Derry~Londonderry, Merthyr Tydfil, Middlesbrough, London Borough of Newham, Norwich and Rochdale.

In these communities, M&S will trial a series of locally tailored initiatives that will aim to improve the social wellbeing and happiness of residents by working with The Social Innovation Partnership to track how residents feel about their community – how positive they are, if they are connected to others and whether they feel part of the community.

To deliver the initiatives M&S will work with local councils and partners including Business In The Community, Royal Voluntary Service, The Silver Line, Power to Change, Frazzled Cafe and Neighbourly. Each of the 10 locations will have a programme of activities that is expected to include some or all of the following, as well as bespoke initiatives:

  • Support for children starting school, including 10,000 pairs of plimsolls;
  • Careers advice, CV and interview support and work experience for school leavers;
  • A plan to create the biggest friendship group in the area to tackle loneliness and exclusion by bringing together customers, colleagues and local people through events at M&S stores such as tea parties and walking clubs and a network of volunteer phone buddies;
  • Hosting Frazzled Cafes for those feeling stressed or in need of support;
  • Support for up to 100 start-up community businesses that are led by and for the benefit of local people in the seven communities in England by partnering with Power to Change to combine grants of up to £50,000 and access to skills and advice on topics such as business planning, supply chains, digital development and customer research. A similar programme with different partners will be developed for the three communities in Scotland, Wales and Northern Ireland;
  • Investment in outdoor spaces that can be enjoyed by everyone. Proposals include urban gardens, high street flowerbeds, city tree planting and green walls that have the potential to benefit over 150,000 people in the 10 communities;
  • Grants to support food surplus charities to fund fridges and cool bags to ensure they can redistribute fresh food and providing volunteers to host special events throughout the year – every year our stores will provide an estimated 30,000 meals to the homeless and people living in poverty in the 10 locations;
  • Employee volunteering – kicking off this week with over 7,000 M&S colleagues from 650 stores and offices donating time to over 700 local community projects all over the UK over the next ten days.

Amanda MacKenzie, Chief Executive of Business in the Community, said: “Healthy, prosperous communities need business as much as businesses need resilient, thriving communities. Business in the Community is delighted to be supporting M&S. They are leading The Prince’s Responsible Business Network with this exemplar programme bringing support into areas of greatest need across the UK. We very much look forward to working with them to engage many others and together, achieve the greatest impact possible, which is the foundation of Business in the Community.”

Vidhya Alakeson, Chief Executive of Power to Change, said: “We are extremely proud to team up with M&S and invest in making communities even stronger and more resilient. This is about realising that we can all achieve much more by working together. None of us have all the answers on our own. The social sector and the private sector can come together with local people to help them change the places where they live. Community businesses are already helping local people and local economies all over the country, and we look forward to joining forces with M&S to support the movement even more.”

David McCullough, Chief Executive of Royal Voluntary Service said: “This programme is exactly in line with our belief that, by working together in partnerships, we can provide more of the practical help and contact that we all will need as we get older.”

More detail on the pilot community programme can be found here.

As well as supporting 1,000 communities, Plan A 2025 also aims to make M&S a zero-waste business and to help 10 million people live happier, healthier lives. New commitments include –

  • Supporting M&S colleagues worldwide to provide one million hours of worktime community volunteering between 2017 and 2025;
  • All M&S packaging to be ‘widely recyclable’ by 2022;
  • Halving food waste by 2025;
  • At least half of global food sales coming from healthier products by 2022;
  • Helping to raise £25 million for charities tackling cancer, heart disease, mental health problems, loneliness and dementia by 2025;
  • All key raw materials M&S uses to come from sustainable sources by 2025;
  • M&S will reduce greenhouse gas emissions by 80% in its own operations by 2030 (compared to 2007 levels) and, during the same period, cut emissions in its supply chain by 13.3m tonnes (approved Science Based Target).

M&S will report on Plan A 2025 progress every year in June and the commitments will be assured by independent auditors and M&S’ own audit team.

A full press release on Plan A 2025 can be found here.

The original Plan A programme launched 10 years ago and has since helped redefine the role of business in society. It has delivered 296 stretching eco and ethical commitments, won 240 awards and saved over £750 million in costs through efficiencies such as using less energy, fewer transport miles and reducing packaging.

More detail on Plan A progress can be found here.

A study conducted on behalf of M&S last month found that 96% of us admit to living life on autopilot, resulting in an epidemic of non-engagement with the world and sub-conscious decision making. As a result, M&S is urging the UK to break out of autopilot and make every decision count as part of its challenge to the nation to #SpenditWell.

Contact:
Beth Andlaw
T +44 (0)20 3861 3812
M +44 (0)7720 497 607

Victoria Mayman
T +44(0)20 3861 3827
M +44(0)7921 353 479
M&SbrandPR@grayling.com

Source: M&S

Marks & Spencer launches new eco and ethical programme – Plan A 2025

New eco and ethical ambition set 10 years after original 100-point five-year plan

London, 2017-Jun-02 — /EPR Retail News/ — Marks & Spencer today (01 Jun 2017) launches a new sustainability plan – Plan A 2025. The eco and ethical programme is an ambitious, customer focused plan that builds on the success of the first 10 years of Plan A and will support 1,000 communities, help 10 million people live happier, healthier lives and convert M&S into a zero-waste business.

The three-pillar plan is designed to tackle the big issues facing retailers, consumer businesses and society today. It spans customer and colleague wellbeing, transforming lives and communities and caring for the planet. Each pillar includes pioneering new commitments, for example:

  • Making all M&S packaging ‘widely recyclable’;
  • Raising £25 million for charities tackling cancer, heart disease, mental health problems, loneliness and dementia;
  • At least half of food sales coming from healthier products;
  • Colleagues completing one million hours of work-time community volunteering;
  • All key raw materials M&S uses coming from sustainable sources;
  • A new 10 community pilot that will see M&S work with local councils and charity partners to support communities to deliver positive, measurable change, the results of which will be rolled out to 100 locations.

Steve Rowe, Chief Executive of Marks & Spencer’s said: “Marks & Spencer has been at the forefront of social change for 133 years and we’re determined to play a leading role in the years ahead. Plan A 2025 will help us build a sustainable future by helping our customers live healthier lives, supporting the communities they live in and we source from and looking after the planet we all share. We believe we can engage all of our 32 million customers, 85,000 colleagues and 200,000 shareholders in the plan that becomes a mass voice for sustainable change.”

Jonathon Porritt, Chair of the Plan A Advisory Board, said: “It’s so important that M&S, one of the world’s most trusted and well-loved companies, keeps raising the bar on what it means to be a sustainable retailer.  On all the big challenges – supply chain, climate, food waste, living wage, human rights, packaging, community investment and so on – the pressure is intensifying and expectations rising.  It’s great to see M&S leading the way here.”

Plan A 2025 

Wellbeing
Plan A 2025 is designed to help inspire customers to be the best they can be and play a role in helping society tackle the wellbeing challenge. New commitments include:

  • At least half of global food sales coming from healthier products by 2022;
  • Helping to raise £25 million for charities tackling cancer, heart disease, mental health problems, loneliness and dementia by 2025;
  • By 2025, 20% of all M&S clothing will have a Plan A health or wellbeing attribute;
  • By 2019 M&S will incentivise and reward customers for making healthy choices;
  • By the end of 2018 all single portion snacks, confectionery and ice cream will be less than 250 calories.

Transforming lives and communities
Plan A 2025 aims to help play a transformative role in communities by enabling local economies to thrive, helping to build socially connected communities and improving local environments. New commitments include:

  • By 2020, in 10 locations M&S will complete programmes that aim to secure meaningful economic, social and environmental benefits in the communities around M&S stores and beyond. M&S will build on insights and roll out programmes in 100 further locations in the UK?and internationally by 2023, then share learnings with 1,000 locations by 2025;
  • Making space available for community use in 50% of Clothing, Home and Food stores by 2025;
  • Between 2017 and 2025, supporting M&S colleagues worldwide to provide one million hours of worktime community volunteering;
  • M&S will enter into a new collaboration with Oxfam over three years focusing on the UK and India to develop a deeper understanding of the connection between sourcing practices and human rights impacts. Oxfam will report the findings independently, whilst M&S will develop a programme of actions and report annually on progress from 2018;
  • Over the next seven years the M&S Global Community Programme will help a million people in M&S’ supply chain communities to help build livelihoods and protect the environment.

Caring for the planet
Plan A has helped make substantial improvements to M&S’ environmental footprint. Plan A 2025 will do even more with M&S aiming to make its entire business model zero waste – not just its own operations but also its supply chains and products. M&S has also set its first ever approved science-based target*. New commitments include:

  • All M&S packaging to be ‘widely recyclable’ by 2022;
  • Halving food waste by 2025;
  • By 2025 all key raw materials M&S uses will come from sustainable sources, including all cotton by 2019;
  • By 2025 at least ¼ of all M&S Clothing and Home products will be made using 25% recycled material;
  • M&S will reduce greenhouse gas emissions by 80% in its own operations by 2030 (compared to 2007 levels) and, during the same period, cut emissions in its supply chain by 13.3m tonnes (approved science-based target).

Mike Barry, Director of Plan A at Marks & Spencer said: “The first 10 years of Plan A have given us the confidence to embrace a sustainable future. Plan A 2025 is now our plan for a future in which a truly sustainable M&S can, in partnership with our customers and stakeholders, have a positive impact in all we do. It will force us to address questions for which we don’t have all the answers to yet and collaborate with others to drive true change across consumer goods industries.”

Plan A 2025 will be backed by a marketing campaign that includes M&S’ first ever Plan A store take-over with every single M&S window featuring a Plan A message and M&S’ 70 biggest stores hosting a welcome zone that details what the store is doing to support its local community. It is part of M&S’ new Spend It Well brand campaign and includes radio support as well as a digital push which includes a new Plan A hub at www.marksandspencer.com/s/make-it-matter and promoted content on social media.

M&S will report on Plan A 2025 progress every year in June and the commitments will be assured by independent auditors and M&S’ own audit team.

10 years of Plan A
Plan A launched 10 years ago and has since helped redefine the role of business in society. It has delivered 296 stretching eco and ethical commitments, won 240 awards and saved over £750 million in costs through efficiencies such as using less energy, fewer transport miles and reducing packaging. A decade of achievements includes:

  • Over 27 million items of clothing Shwopped (since 2008);
  • One billion coat hangers saved;
  • Making M&S the world’s first and only carbon neutral major retailer;
  • 17,000 people helped from disadvantaged parts of the community through M&S employability schemes – over 50% going on to find work;
  • Carrier bag usage reduced by 80%, saving 4 billion carrier bags since 2008;
  • Raising £25m for Breast Cancer Now (since 2001) and £10m for Macmillan;
  • Improving UK and Ireland energy efficiency by 39%;
  • Converting 100% of the palm oil used in M&S products to RSPO certified;
  • Converting 49% of M&S cotton, 99% of the wood in M&S products, stores and marketing materials and 27% of M&S leather to more sustainable sources;
  • 890,000 people in the M&S supply chain benefitted from training on subjects such as employee rights, health care, numeracy and literacy.

Aron Cramer, President and CEO of BSR (Business for Social Responsibility) said: “This edition of Plan A reflects the ambition that has been the hallmark of M&S’ efforts since this framework was launched a decade ago. Crucially, M&S has met the moment by updating Plan A to address the urgency of business action to address climate, the need to make sustainability relevant and actionable for its customers, and the changing nature of retail in our fast-changing world.”

More detail on Plan A progress can be found here.

The Science Based Targets initiative champions science-based target setting as a powerful way of boosting companies’ competitive advantage in the transition to the low-carbon economy. It is a collaboration between CDP, World Resources Institute (WRI), the World Wide Fund for Nature (WWF), and the United Nations Global Compact (UNGC) and one of the We Mean Business Coalition commitments. The initiative defines and promotes best practice in science-based target setting, offers resources and guidance to reduce barriers to adoption, and independently assesses and approves companies’ targets.

www.sciencebasedtargets.org  @sciencetargets

For further information, please contact:

Beth Andlaw
T +44 (0)20 3861 3812
M +44 (0)7720 497 607

Victoria Mayman
T +44(0)20 3861 3827
M +44(0)7921 353 479
M&SbrandPR@grayling.com

Source: M&S

Marks & Spencer: New study reveals average Brit makes 15 decisions on autopilot a day

Average Brit says ‘yes’ to FOUR things they should say ’no’ to every day because they live in fear of letting others down

London, 2017-May-12 — /EPR Retail News/ — The UK is an ‘autopilot’ nation in danger of sleep-walking through the choices we make, according to a new cultural report released today (11 May 2017). The average person in Britain makes 15 decisions on autopilot a day – that’s more than 250,000 autopilot decisions in a lifetime – without truly thinking about them.

The ‘Autopilot Britain’ study was conducted on behalf of Marks & Spencer with a panel of leading experts as part of its new #SpenditWell campaign, and explores the decision-making behaviour of over 3,000 adults.Ninety-six per cent admit to living life on autopilot, resulting in an epidemic of non-engagement with the world and sub-conscious decision making. These autopilot decisions range from what to wear in the morning to what to have for lunch or dinner – and even extend to what to do at the weekend.  As a result, M&S is urging the UK to break out of autopilot and make every decision count on 1 June 2017, as the nation comes together for Make it Matter Day to focus on finding the time for the everyday things that really matter in life.

The research findings show that our autopilot reflex is triggering negative habits, with the majority of people allowing routine to dictate their decisions, defaulting to ‘yes’ mode when – if they gave themselves more time to make the right choices – their natural instinct would be to say ‘no’. cording to the research, we say ‘yes’ four times a day when we wish we hadn’t, resulting in 70,000 moments of being untrue to ourselves and drowning out our inner voice over the course of a lifetime.  Almost half of adults (47 per cent) admit this is because they don’t want to let people down and over a third (37 per cent) believe it’s simply easier to say ‘yes’ than ‘no’ to others.

Despite the scale of the problem, the majority (81 per cent) said if they could simply change one small thing every day, it would give them greater clarity of thought and help release them from the autopilot epidemic.

When it comes to the top three situations where Brits are most likely to say ‘yes’ when they really wish they’d said ‘no’, more than a quarter (26 per cent) highlighted agreeing to work late, closely followed by saying ‘yes’ to a social event they know they won’t attend, and visiting people they don’t get on with.

Commenting on the research, Steve Rowe, CEO, M&S said: “Our in-depth customer study has shown that living life on autopilot is a direct consequence of us being so hectic and means that we don’t always get the most out of life. However, for most people one small change a day can make a huge difference. That’s why we are calling on the nation to stop saying yes to things that don’t matter and start making more conscious decisions.  Starting on Make it Matter Day on 1 June, we want our customers to share with us just how they are making decisions that count.”

Make it Matter Day will see M&S call on the nation to turn their four daily autopilot decisions into more enriching, empowered choices, to say ‘no’ instead of defaulting to ‘yes’, and to share these everyday triumphs to help inspire others.

The study also found that being too busy to notice what decisions we make, the dominance of technology and spending too much time comparing ourselves unfavourably to others, means Britons are trapped in autopilot mode with 61 per cent sticking to the same, familiar patterns.

“Autopilot is a growing problem,” said Dr Mark Williamson, Director of Action for Happiness and contributor to the study.  “It has gone from being an evolutionary protection mechanism that stopped our brains overloading, to our default mode of operating whereby we sleep-walk into our choices.  It has seeped into more and more areas of our lives and relationships making us feel out of control.

“We are always on.  If you pause, you risk letting yourself or others down. When you stand still, it’s perceived that you’re going backwards. As we look around us, it seems like other people are living successful, perfect lives.  Autopilot makes it harder for us to make instinctively good choices so we feel trapped, and that we’re living some-one else’s life.”

The autopilot epidemic means:

  • Over a third (39 per cent) say their autopilot is switched on while relaxing at home – exactly when they should be engaging with the people who matter most, while a quarter of people admit to being on autopilot while at work
  • Seventy-six per cent of people feel they are not spending their time well, with one in five admitting to not properly listening to others when in autopilot mode
  • Over two fifths of adults (44 per cent) have forgotten something whilst on autopilot including birthdays, paying an important bill, locking the front door and even picking the children up from school

“We’re forgetting that when we are at home, one of the most important things is to interact with our family members without being constantly distracted,” says Professor Renata Salecl, author of ‘Tyranny of Choice’, and another expert involved in the Autopilot Britain study.

What kind of ‘autopilot’ are you?
According to the study, acting on autopilot doesn’t affect everyone in the same way and people need to be aware of their own personal autopilots and how they impact on daily life. “The first step is really recognising what is going on and encouraging people to notice what their autopilot behaviours are because then you’ve started the journey to changing that,” says Dr Mark Williamson.

“It is within our grasp to liberate ourselves from life on autopilot if we notice what’s going on and purposefully create more positive habits. By understanding the problem, we can identify better everyday solutions,” said Dr Mark Williamson, Director of Action for Happiness.

The study has identified a set of useful archetypes in order to help people recognise their own versions of autopilot:

Pleasers
Problem: They find it so hard to say anything other than yes that obligations pile up and the internal voice pleading them to say “no” gets drowned out.  By trying to please everyone they end up resentful of their to-do list and not focussing on what matters.

Solution: Start with a calendar cull.  Review your diary every Sunday evening and identify and cancel any engagements which aren’t necessary or you said yes to under pressure. And in the everyday, buy yourself time to say no by needing to ‘check and see.’

Pacers
Problem: On a mission to always find “what’s next”, the Pacers are so caught up in the pace of modern life that they pack as much as possible into their days – relentlessly busy “doing” rather than “being”.

Solution: Live in the now, start to list the things that matter, think around pockets of time and how to use them, and pause to look around and see how small changes can improve your pace of life around what matters. The average phone is unlocked 80 times a day for example – finding tech downtime for conversation, listening and appreciating others might be a valuable starting point.

Passengers
Problem: Overwhelmed with choice and information, like a rabbit caught in the headlights they sometimes struggle through life allowing the world around them to dictate their choices, and following the crowd too often.

Solution:  Pay less attention to the perception of others ideal lives, stop worrying about keeping up with what others might showcase as the norm, and start to make decisions on what spending it well looks like just for you. Maybe change your commute pattern, download a podcast that reinvigorates your walk, or break the mould and choose to use your best ‘things’ every day, rather than keep them for a special occasion.

The Autopilot Britain research has been commissioned as part of #SpenditWell, a new campaign from M&S to inspire the nation to make the most out of every moment.

Notes to Editors
M&S’s Autopilot Britain research surveyed 3,000 adults across the UK aged 18-60+ with Opinium.  The cultural intelligence report has been conducted with cross-disciplinary experts including Dr Mark Williamson, Director, Action for Happiness and Professor Renata Salecl, Birbeck College, University of London.

The top ten things we say ‘yes’ to when we want to say ‘no’:
1 Working late
2 To a social event we know we won’t go to
3 Visiting people we don’t get on with
4 Going for after work drinks
5 Giving into the kids for an easy life
6 Offering to look after someone else’s kids…or pets
7 Team-building days
8 Agreeing to give a speech
9 Going to a partner’s work event
10 Going on holiday with extended family or friends

The top ten times we slip into autopilot mode:
1 When choosing what to watch on TV
2 The commute
3 Choosing what we wear
4 Replying to emails
5 Choosing what we want for lunch or dinner
6 In our down time
7 When choosing from a restaurant menu
8 Weekend planning
9 Choosing where to meet friends
10 Planning school lunchboxes

The top ten things we forget when on autopilot:
1 Someone’s name
2 Returning calls
3 Packing something vital for a trip
4 Saying thank you
5 Smiling
6 To turn up to places when you say you will
7 Waiting for your change in a shop
8 Personal grooming
9 Paying a bill
10 Saying I love you

For further information, please contact:<
Libby Rowley
07902 679 121 / 020 3861 3866

Suzannah Brown
07850 532 600 / 020 3861 3876
M&S brandPR@grayling.com

Source: Marks & Spencer

Meet The New Managing Director For Marks And Spencer’s Clothing, Home & Beauty.

LONDON, 2017-May-08 — /EPR Retail News/ — Marks & Spencer announces that Jill McDonald, currently CEO at Halfords, has been appointed to the new role of Managing Director, Clothing, Home & Beauty. Jill’s role will have overall profit and loss accountability for all aspects of the M&S non-Food business, from design and sourcing through to supply chain and logistics, and will report directly in to  M&S’s CEO, Steve Rowe.

Jill will join M&S in the autumn, on a date to be confirmed, and will be part of the M&S Operating Committee, the team accountable for the day-to-day running of the business and the development and execution of strategy.

As a result of this appointment, M&S is also announcing a change of responsibility for CEO Steve Rowe, who will relinquish his Clothing, Home & Beauty accountabilities to Jill on her arrival, and for CFO Helen Weir, who will hand over responsibility for the Clothing, Home & Beauty Supply Chain & Logistics.

Steve Rowe, M&S CEO, said: “I am pleased with the progress we have made in Clothing & Home over the last year and the time is now right for this appointment.

“Jill is an excellent addition to the M&S senior leadership team and we are delighted that she is joining us. Jill’s first-class customer knowledge and great experience in running dynamic, high achieving teams make her exactly the right person to lead this all-important part of our business from recovery in to growth.”

Jill McDonald said: “M&S has a unique, special relationship with its customers and I am very motivated by working closely with customers to drive and shape results. I have long been an M&S customer and professional fan, so working with the brand was a career opportunity that I just couldn’t turn down. I am looking forward to joining Steve and the team later this year to build on the plans that are already underway.”

M&S also announces today that, on Jill’s arrival, Jo Jenkins will move to the new role of Clothing & Beauty Director, reporting into Jill, and with expanded accountabilities for all clothing across womenswear, menswear and kidswear.

Marks & Spencer makes this announcement in accordance with LR9.6.11R(3)&(4).

For further information, please contact:

M&S Corporate Press Office
0208 718 1919

Source: M&S

Marks & Spencer appoints Jill McDonald to the new role of Managing Director, Clothing, Home & Beauty

LONDON, 2017-May-03 — /EPR Retail News/ — Marks & Spencer announces that Jill McDonald, currently CEO at Halfords, has been appointed to the new role of Managing Director, Clothing, Home & Beauty. Jill’s role will have overall profit and loss accountability for all aspects of the M&S non-Food business, from design and sourcing through to supply chain and logistics, and will report directly in to  M&S’s CEO, Steve Rowe.

Jill will join M&S in the autumn, on a date to be confirmed, and will be part of the M&S Operating Committee, the team accountable for the day-to-day running of the business and the development and execution of strategy.

As a result of this appointment, M&S is also announcing a change of responsibility for CEO Steve Rowe, who will relinquish his Clothing, Home & Beauty accountabilities to Jill on her arrival, and for CFO Helen Weir, who will hand over responsibility for the Clothing, Home & Beauty Supply Chain & Logistics.

Steve Rowe, M&S CEO, said: “I am pleased with the progress we have made in Clothing & Home over the last year and the time is now right for this appointment.

“Jill is an excellent addition to the M&S senior leadership team and we are delighted that she is joining us. Jill’s first-class customer knowledge and great experience in running dynamic, high achieving teams make her exactly the right person to lead this all-important part of our business from recovery in to growth.”

Jill McDonald said: “M&S has a unique, special relationship with its customers and I am very motivated by working closely with customers to drive and shape results. I have long been an M&S customer and professional fan, so working with the brand was a career opportunity that I just couldn’t turn down. I am looking forward to joining Steve and the team later this year to build on the plans that are already underway.”

M&S also announces today that, on Jill’s arrival, Jo Jenkins will move to the new role of Clothing & Beauty Director, reporting into Jill, and with expanded accountabilities for all clothing across womenswear, menswear and kidswear.

Marks & Spencer makes this announcement in accordance with LR9.6.11R(3)&(4).

For further information, please contact:

M&S Corporate Press Office
0208 718 1919

Source: Marks & Spencer

Marks & Spencer updates on its five-year programme to improve its UK store estate

  • 36 new stores to open in next six months
  • Over 1,400 new jobs created
  • Proposal to close six stores
  • All colleagues in affected stores guaranteed redeployment in near-by stores

LONDON, 2017-Apr-21 — /EPR Retail News/ — Marks & Spencer (M&S) today updates on its five-year programme to improve its UK store estate to better meet the changing needs of customers.

34 new Food stores* and two Clothing, Home and Food stores are planned to open in the next six months. The new stores include new Foodhalls in Bishopsgate (London, near Liverpool Street), Huntingdon, Aylesbury, Spinningfields (central Manchester) and Strood (Kent) and brand new locations for M&S with Clothing, Home and Food stores opening in Bracknell and Rushden in July.

Over 1,400 new customer assistant and management jobs will be created by the new shops.

Two Clothing, Home and Food stores will relocate this Summer in Crewe (from Market Street to the Grand Junction Retail Park) and Greenock (from Oak Mall to the Port Glasgow Retail Park).

M&S is also consulting with colleagues and their representatives over the proposed closure of six stores in Monks Cross (Simply Food store), Portsmouth, Slough, Warrington, Wokingham and Worksop (Simply Food store).

If the proposals go ahead, all 380 colleagues in the affected stores would be guaranteed redeployment at a near-by store.

Steve Rowe, Chief Executive of Marks & Spencer, said: “M&S stores will always be an integral part of our customer offer, working seamlessly alongside our website, M&S.com, to deliver great products and service to our customers. However, our customers’ shopping habits are changing. Picking up food for now or tonight rather than doing one big shop or browsing and shopping online and collecting in store are great examples of this and we are committed to adapting our business so that we stay in tune with our customers.

“This means there will be more M&S colleagues working in an increased number of convenient locations, serving more customers. It also means that we will open new stores, some will reduce in size, some will move, some will close and others will convert to Food-only. Each proposal we make will be very carefully considered with our colleagues and customers firmly front of mind. It is our intention that nobody leaves M&S and we will work as hard as possible to ensure that we can deliver against this promise.”

M&S announced its five-year UK store estate programme in November after a full review of its UK store portfolio. The plans will improve the M&S store estate to better meet customer needs and include opening 200 new Food-only stores and selling Clothing and Home from 60 fewer locations. The result will be more, conveniently located M&S stores but fewer, more inspirational Clothing and Home stores that offer customers better ranging and availability.

M&S currently has 959 UK stores – 304 full line stores, 615 Food-only stores and 40 Outlets.

Ends

Further information and new store images

Marks & Spencer Press Office, 0208 718 1919

corporate.press@marks-and-spencer.com

Notes to editors

* includes owned stores branded ‘M&S Foodhall’ and ‘M&S Simply Food’ and franchise stores branded ‘M&S Simply Food’ and ‘M&S Food To Go’. These stores are part of the previously announced 200 new stores opening by the end of 18/19.

Further detail on proposed closures

Store

Store type and location

Near-by stores

Monks Cross

Simply Food store located on Monks Cross Shopping Park

Clothing, Home and Food store on the Vangarde Retail Park (500 metres away)

Portsmouth

Clothing, Home and Food store located on the High Street

Gunwharf Quays (Outlet store less than a mile away), Havant (Clothing, Home and Food store seven-and-a-half miles away) and new planned Foodhall in Portsmouth’s Ocean Retail Park (two miles away) set to open early next year

Slough

Clothing, Home and Food store on the High Street

Bath Road (Simply Food store two-and-a-half miles away) and Windsor (Clothing, Home and Food store four miles away)

Warrington

Clothing, Home and Food store located in the Golden Square Shopping Centre

Gemini (Clothing, Home and Food store less than four miles away) and Stockton Heath (Foodhall less than two miles away)

Wokingham

Clothing, Home and Food store located on Peach Street

New Clothing, Home and Food store opening in Bracknell in July (four miles away)

Worksop

Simply Food store in The Priory Shopping Centre

New planned Foodhall opening in Retford next year (nine miles away)

SOURCE: Marks and Spencer plc

Marks and Spencer Group Plc announces Quarter 3 2016/17 trading statement

LONDON, 2017-Feb-14 — /EPR Retail News/ —

Marks and Spencer Group Plc
Quarter 3 2016/17 Trading Statement
13 Weeks to 31 December 2016*

Third quarter sales   Total Like-for-like1
Food 5.6% 0.6%
Clothing & Home 3.1% 2.3%
Total UK 4.5% 1.3%
International (reported) 18.9%
International (constant currency) 2.9%
Group (reported) 5.9%
Group (constant currency) 4.3%
M&S.com (constant currency, memo only) 9.4%

*Third quarter sales are for 13 weeks to 31 December 2016 compared with 13 weeks to 26 December 2015, owing to last year’s 53 week financial year.  We estimate this had a positive effect of c.1.5% on Clothing & Home sales and c.0.3% on Food sales

Steve Rowe, Chief Executive, said:

“I am pleased with the customer response we have seen to the changes we are making in line with our plan for the business.  I would like to thank the whole team for their hard work over this busy period.

“In Clothing & Home, better ranges, better availability and better prices helped to improve our performance in a difficult marketplace. We also continued to substantially reduce discounting, including over Black Friday.

“Our Food business continues to grow market share with customers recognising our product as special and different.  Our Simply Food store pipeline remains strong.

“As we look forward, our Q4 reported numbers will be adversely affected by sale timing and a later Easter.  Against the background of uncertain consumer confidence the business remains focused on delivering the strategic actions announced last year.”

Group sales were up 5.9% on a reported basis in the 13 weeks to 31 December.

Clothing & Home sales rose by 3.1% of which c.1.5% was due to the shift in reporting period, which led to the inclusion of five additional days of the December sale.  Clothing & Home LFL sales were up by 2.3%.  We substantially reduced sales on promotion in the period, with many fewer category promotions particularly over Black Friday.  Stock into sale during the quarter declined by c.7% with one fewer clearance event than last year.  As a result of these actions, we saw a further improvement in full price sales.

Food sales rose by 5.6%, with LFL sales up by 0.6%. The quarter was characterised by a slightly later build to peak, as a result of Christmas Day falling on a Sunday.  We continue to grow market share, with customers appreciating the quality, innovation and newness that distinguish our food.  New Simply Food stores continue to perform well.

International sales were up 2.9% at constant currency benefiting from earlier shipments of spring ranges to our franchise partners.

Full year guidance remains unchanged. We continue to manage the business for the uncertain consumer outlook.

We will report our Full Year 2016/17 results on 24 May 2017.

1Like-for-like is the movement in sales from stores which have been trading, or where there has been no significant change in footage, for at least 52 weeks; includes online sales

Statements made in this announcement that look forward in time or that express management’s beliefs, expectations or estimates regarding future occurrences and prospects are “forward-looking statements” within the meaning of the United States federal securities laws. These forward-looking statements reflect Marks & Spencer’s current expectations concerning future events and actual results may differ materially from current expectations or historical results. Any such forward-looking statements are subject to various risks and uncertainties, including failure by Marks & Spencer to predict accurately customer preferences; decline in the demand for products offered by Marks & Spencer; competitive influences; changes in levels of store traffic or consumer spending habits; effectiveness of Marks & Spencer’s brand awareness and marketing programmes; general economic conditions or a downturn in the retail or financial services industries; acts of war or terrorism worldwide; work stoppages, slowdowns or strikes; and changes in financial and equity markets.

Investors & Analysts Conference Call:

The call will be hosted by Steve Rowe and Helen Weir at 8.15 am on Thursday 12 January 2017:

Dial in number: +44 (0)330 336 9411

Confirmation Code: 6848912

A recording of this call will be available until 22 January 2017:

Dial in number: +44 (0)20 7984 7568

For further information, please contact: 

Investor Relations:
Fraser Ramzan
+44 (0)20 8718 4625

Helen Cox
+44 (0)20 8718 8491

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

Out of hours calls:
+44 (0)20 8718 2000

Source: Marks and Spencer Group Plc

M&S Chairman Robert Swannell intends to retire in 2017

LONDON, 2016-Dec-13 — /EPR Retail News/ — Marks and Spencer Group plc (“M&S”) announces that, after serving six years as Chairman, Robert Swannell has informed the M&S Board that he intends to retire in 2017. Senior Independent Director Vindi Banga will now lead a process to identify and appoint the next M&S Chairman and Robert Swannell will continue in his role until this process is complete.

Robert Swannell, Chairman said: “A year ago we chose Steve Rowe as our Chief Executive. Steve completed a thorough analysis of the business and developed a detailed plan to build a simpler and more relevant M&S.

“This plan is now underway and I feel that it is the right time for the business to look for a new Chairman. It is a real privilege to chair this iconic company and I will continue to do so until my successor is in place.”

For further information, please contact:

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

Source: Marks and Spencer Group

M&S Executive Director Multi-Channel Laura Wade-Gery to leave the company

LONDON, 2016-Sep-13 — /EPR Retail News/ — M&S today (12 Sep 2016) announces that it has agreed with Laura Wade-Gery that, following her maternity leave, Laura will not be returning to her position as Executive Director, Multi-Channel, and will be leaving the company at the end of September. Laura will step down from the Board with immediate effect. There are no further changes to the previously announced responsibilities covering her maternity.

Commenting on the announcement, Robert Swannell, Chairman of Marks and Spencer Group plc, said: “On behalf of the Board, I would like to thank Laura very much for the significant contribution she has made in her five years at M&S.  Laura has been a valued member of the Board and instrumental in the improvement and modernization of our e-commerce and multi-channel capabilities. We wish her all the very best for the future.”

Steve Rowe, Chief Executive, said: “Laura has been a great colleague and has achieved much in her role heading our multi-channel business.  I am grateful to Laura for her contribution and she leaves M&S with my personal thanks and best wishes.”

Laura Wade-Gery said: “I have had five very happy years at M&S. I’ve been away from the business for a year now, and that time has seen some significant changes in both my personal life and in the business. I concluded that the time was right to move on from M&S. I wish Steve and all my colleagues and friends every success”.

Remuneration:
The following information is provided in accordance with section 430(2B) of the Companies Act 2006:

  • Laura Wade-Gery’s remuneration terms will be in line with the key provisions for contract termination as per Marks and Spencer Group plc’s Executive Remuneration Policy approved by shareholders in 2014.
  • Laura will receive monthly payments of up to a maximum of eight months’ salary and benefits, subject to mitigation.
  • Any unvested nil-cost options awarded to Laura Wade-Gery under the Deferred Share Bonus Plan will vest in full on termination and may then be exercised in accordance with the Plan rules.
  • Any unvested nil-cost options awarded under the Performance Share Plan will be time pro-rated and will vest, subject to performance conditions on a wait and see basis at the normal vesting date and may then be exercised in accordance with the Plan rules.
  • Laura Wade-Gery will not be eligible to participate in the Annual Bonus or Performance Share Plan awards for 2016/17.
  • Further details of the operation of the Deferred Share Award and Performance Share Plan are set out in the Directors’ Remuneration Report in our Annual Report and Financial Statements 2016. Full disclosure of these remuneration arrangements will be provided in our Directors’ Remuneration Report in 2017.

For further information, please contact:
Corporate Press Office: +44 (0)20 8718 1919
Out of hours calls: +44 (0)20 8718 2000

Investor Relations:
Fraser Ramzan: +44 (0)20 8718 4625
Helen Cox: +44 (0)20 8718 8491

Source: M&S

Marks & Spencer announces proposals to make significant changes to its UK Head Office structure

London, 2016-Sep-06 — /EPR Retail News/ — Marks & Spencer announces today (05 Sep 2016) that it will be entering in to consultation with its employees with regards to proposals to make significant changes to its UK Head Office structure. The proposals have been developed by M&S following a detailed review of the organization and an analysis of its processes and do not impact on M&S store employees.

The proposals are centred on plans to reshape and redefine the organisation by reducing the number of Head Office roles by a net reduction of c.525 roles and also reduce the number of roles permanently based in central London by c.400, across IT and Logistics, as part of the retailer’s strategy to work more simply and more efficiently. The net reduction would be achieved through a combination of fewer contractors, natural attrition and redundancies for M&S employees.

Should the proposals go ahead they would deliver significant cost savings. It is expected that annualized operating cost savings would be c.1% of the UK cost base. Cost growth guidance for the current year remains unchanged at c.3.5%. There would be a non-underlying cost of c.£15 m which includes the changes to the senior management team that have already taken place.

Steve Rowe, M&S CEO, said: “M&S has to become a simpler and more effective organisation if we are to deliver our plans to recover and grow our business.

“It is never easy to propose changes that impact on our people, but I believe that the proposals outlined today are absolutely necessary and will help us build a different type of M&S – one that can take bolder, pacier decisions, be more profitable and ultimately better serve our customers.”

“We remain committed to investing in store staffing and improving our customer experience and therefore our store colleagues are not affected by this proposal.”

The review highlighted that M&S has become too complex and inefficient and today’s proposals aim to address this by removing duplication, driving accountability and establishing clear, consistent processes; which in turn will strip out unnecessary costs. M&S has used the basis of the review to reshape and redefine the organisational structure in line with its strategy.

M&S will be entering in to collective consultation with its employees with regards to these proposals via its network of independently elected employee representatives, the National Business Involvement Group, which will give careful consideration to any alternative proposals.

Notes to Editors: 

  • The proposed reduction in roles would comprise existing vacancies, c.260 M&S roles and c.200 contractors
  • M&S employs over 3,500 people working across its seven UK Head Offices
  • M&S employs over 71,000 people in its UK stores and supporting customer service functions. These roles are not affected by the proposed changes.

For further information, please contact: 

Investor Relations:

Fraser Ramzan: +44 (0)20 8718 4625

Helen Cox: +44 (0)20 8718 8491

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

Out of hours calls: +44 (0)20 8718 2000

Source: Marks & Spencer

Eco and Ethical Programme: Marks & Spencer releases its 2016 Plan A Report

2015/16 Plan A highlights

  • Charity donations help reduce food waste by 9%
  • Plastic microbeads removed to help protect marine life
  • Clothing and food suppliers detailed on interactive supply chain map
  • Only certified sustainable palm oil used in M&S products
  • Nearly three quarters of M&S products have an eco or ethical quality
  • 90% of Sparks card holders have chosen a charity to support and donations set to pass £1 million mark
  • Store and warehouse energy use down 39%, water use down 31%
  • First M&S Human Rights Report published

LONDON, 2016-Jun-09 — /EPR Retail News/ — Marks & Spencer today reports more good progress on Plan A, its eco and ethical programme, in its 2016 Plan A Report. A further 22 commitments were achieved in 2015/16 and good progress was made in engaging its 32 million customers in Plan A.

The first report under new CEO Steve Rowe pledges to go even further on customer engagement by putting the customer at the heart of the plan.

Steve Rowe, Marks & Spencer’s Chief Executive said: “We are putting customers right at the heart of our business. That includes Plan A as much as any other part of our business and that’s why Plan A is now part of our customer and marketing team. It is a crucial part of how we engage with our customers, gain their trust and make every moment special for them. We know that Plan A is a win-win approach – a simpler, more efficient, less wasteful business is better for the planet and our bottom line – so we’ll chase that even harder.”

Highlights from the new report include nearly three quarters (73%) of all M&S products now have an eco or ethical quality (up from 64% last year) notable progress on improving UK and Ireland store and warehouse energy efficiency (energy use down 39%) and water efficiency (water use down 31%) and several firsts including the launch of an interactive supply chain map and the publication of the M&S Human Rights report.

Mike Barry, Director of Sustainable Business at Marks & Spencer, said: “2015 was an important year for sustainable business and Plan A. Yet again we’ve achieved tough and stretching targets. The successful Paris Climate negotiations and the launch of the UN’s 17 Sustainable Development Goals have created a long-term direction of travel for the global economy and companies need a bold vision and comprehensive plan to make sure they are aligned with these important agreements. Under Steve’s leadership we’ll continue to play our part and crucially put the customer at the heart of everything we do, nurturing the strong trust they have in us and inspiring them with new and innovative solutions to more sustainable living that feels personal and local to them.”

2015/16 Plan A highlights in more detail

Charity donations help reduce food waste by 9%

Food waste reduced by 9% per 1,000 sq ft of food selling space, achieved through improved systems leading to better sales estimation and the nationwide roll out of an unsold food redistribution scheme with social network Neighbourly.com. The scheme has seen M&S owned stores work with 500 charities such as food banks and community cafes.

Plastic microbeads removed to help protect marine life

Plastic microbeads from wash-off personal care products were removed in April 2015, almost a year ahead of the 2016 Plan A target. Plastic microbeads are harmful to marine life and end up in our oceans when washed into the water system.

Clothing and food suppliers detailed on interactive supply chain map

Customers and stakeholders can now see where M&S clothing and home products are made and food products are produced on the M&S supply chain interactive map.  690 clothing and home and 540 Food suppliers are listed.

Only certified sustainable palm oil used in M&S products

All palm oil used in M&S products in 2015/16 was Roundtable on Sustainable Palm Oil (RSPO) certified. 99% was a mix of segregated and mass balance (last year 82%), with the remaining one per cent covered by the purchase of GreenPalm certificates to encourage the transition to sustainable supplies (last year 18%).

Nearly three quarters of M&S products have an eco or ethical quality

73% of M&S products sold (based on volume) had at least one Plan A quality above and beyond the market norm in 2015/16 (64% in 2014/15). Examples include the UNICEF shopping bag made from up-cycled hotel linen, the Limited London clothing collection made from sustainable fabrics in eco factories and the launch of Active Health – cholesterol lowering prepared meals.

90% of Sparks card holders have chosen a charity to support and donations set to pass £1 million mark 

90% of customers that hold a Sparks membership card have chosen one of nine charities to support. M&S donates a penny to the customer’s chosen charity every time they shop at M&S and donations are set to pass the £1 million mark next week (week commencing 13th June). Charities benefitting include Macmillan Cancer Support, Great Ormond Street and Shelter.

Store and warehouse energy use down 39%, water use down 31%

Total energy use across UK and Ireland stores, warehouses and offices was down 39% and water use was down 31% (both figures against a 2006/07 baseline) as continued investment in technology and people engagement paid dividend.

First M&S Human Rights Report published 

In recognition of the growing, global focus on Human Rights and the role business plays in protecting them, M&S has joined the UN Global Compact and today published its first ever Human Rights Report. The report outlines M&S’ approach to respecting human rights both within its own business operations and throughout its supply chain.

Plan A in numbers

Plan A in numbers

For the full report please visit – http://corporate.marksandspencer.com/

– Ends –

Further information
Corporate media enquiries
Daniel Himsworth, Marks & Spencer Press Office, 0208 718 1618
daniel.himsworth@marks-and-spencer.com 

###

Plan A Ambassador Joanna Lumley with Sparks card

Plan A Ambassador Joanna Lumley with Sparks card

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

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

 

53 weeks to 2 April 16
change on LY
52 weeks to
26 March 16
change on LY
Group revenue
 £10.6bn
 +2.4%
£10.4bn
+0.8%
Underlying profit before tax1
 £689.6m
 +4.3%
£684.1m
+3.5%
Non-underlying items
 (£200.8m)
 n/a
(£200.8m)
n/a
Profit before tax
 £488.8m
 -18.5%
£483.3m
-19.5%
Underlying basic earnings per share1
 35.0p
 +5.7%
34.8p
+5.1%
Basic earnings per share
 24.9p
 -16.2%
24.6p
-17.2%
Free cash flow
 £539.3m
 +2.9%
Net debt
 £2.14bn
-£84.9m
Dividend per share
 18.7p
3.9%

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

Review of 2015/16:

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

Strategic update summary:

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

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

  • Continuing to grow the Food business:

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

  • Driving profitability for shareholders:

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

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

Steve Rowe, Chief Executive, said:

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

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

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

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

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

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

Business and financial review starts from page 10. 

STRATEGIC UPDATE

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

OUTLOOK AND GUIDANCE FOR FINANCIAL YEAR 2016/17
Market conditions continue to be challenging and we are managing our business accordingly

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

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

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

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

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

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

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

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

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

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

download full year results press release PDF

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

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

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

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

Marks & Spencer announces new management structure and changes to responsibilities of the Executive Directors

LONDON, 2016-May-12 — /EPR Retail News/ — Marks & Spencer today announces a series of changes designed to simplify its management structure in order to drive speedier decision making and move the business closer to its customers.

As part of this there have been some changes to responsibilities of the Executive Directors.
 
Patrick Bousquet-Chavanne becomes Executive Director of Customer, Marketing & M&S.com, and assumes new responsibilities for M&S.com and Plan A. Consequently, the International business now reports to the CEO, Steve Rowe.
 
Helen Weir, Chief Finance Officer, assumes responsibility for Strategy Implementation.
 
As already stated, Laura Wade-Gery will be on maternity leave until September. We look forward to welcoming her back and will update on her responsibilities on her return.
 
Operating Committee
M&S is also establishing a new Operating Committee that will be accountable for the day-to-day running of the business as well as for the development and execution of strategy.
 
On the Operating Committee, the Executive Directors will be joined by the Directors of Food (Andy Adcock); Womenswear, Lingerie & Beauty (Jo Jenkins); Retail (Sacha Berendji); International (Paul Friston); Communications & Investor Relations (Dominic Fry); Human Resources (Simmone Haywood); and the Group Secretary & Head of Corporate Governance (Amanda Mellor).
 
Steve Rowe, M&S CEO, said: “On my first day as CEO, I committed to putting M&S customers at the heart of everything we do. These changes reflect this; a simpler management structure with a smaller, more focused team running M&S will lead to more efficient decision making and move us closer to our customers.
 
“The new Operating Committee will be working together to improve M&S, starting with fixing our Clothing & Home offer for our customers, our employees and our shareholders.”
 
– Ends –
 
For further information, please contact: 
Corporate Press Office: +44 (0)20 8718 1919
Out of hours calls: +44 (0)20 8718 2000

Marks & Spencer and Alexa Chung launches new collection Archive by Alexa

LONDON, 2016-Apr-18 — /EPR Retail News/ — Archive by Alexa brings together a modern icon of British style Alexa Chung, and a long standing icon of the British high street, Marks & Spencer.

This is a unique approach to a collaboration. Using the rich and extensive Marks & Spencer Company Archive in Leeds*, Alexa and the M&S design team have embarked on a journey of rediscovery.

The collection includes pieces from the forties through to the noughties. From timeless pieces like the Frances trench coat in luxe olive, taken from an original fifties gabardine trench; to quirky style statements, like the vivid paisley print Eliza dress, a remastered apron from the fifties. Creating a rich and eclectic aesthetic with an air of the nostalgic.

The supporting campaign shot by photographer Tom Craig, sees Alexa herself taking creative ownership of the mood and direction. Alexa uses her unique styling ability and aspirational aesthetic to reproduce these heritage pieces afresh; paving the way for a wholly unique and exciting collaboration.

The 31 piece womenswear collection has been carefully curated and handpicked by Alexa and the M&S design team. Bringing archive pieces back to life for 2016 using Alexa’s unique approach to style. Through introducing modern fabrications and an updated colour palette, a contemporary womenswear collection is defined with a heritage sensibility.

Click here to download pdf press release with collection images.

Alexa Chung comments;

“I have always had an affection for Marks & Spencer. I am thrilled to be part of this special and unique project. There was something very touching about looking back through the British fashion and social history for which M&S is synonymous”.

Belinda Earl, Style Director for Marks & Spencer comments;

“Working closely alongside Alexa on this project was such an exciting way to develop a collection as it was more about rediscovery than design. We were physically able to look back through the decades and redefine the aesthetic of this collection; toying with influences from the forties, sixties, eighties and even the present day; highlighting how timeless and relevant style and quality can be”.

Steve Rowe, CEO for Marks & Spencer comments;

“It was a hugely insightful experience allowing Alexa full access to our Company Archive. Marks & Spencer’s history is vast and quality design has always been paramount; therefore using our expertise and classic designs and Alexa’s unique eye and approach to style, our collaboration was born. A new womenswear collection, curated by Alexa, with heritage firmly at its heart”.

This project is the first of the ‘M&S &’ series**. A sequence of unique, exclusive collections in collaboration with some of today’s most exciting designers, brands & fashion icons.

The 31 piece Archive By Alexa collection is available in 66 selected stores, internationally and online at www.marksandspencer.com

Prices range from £19.50 for the Ruth vest two pack, to £89 for the Frances trench coat.

For more information and imagery please contact:

Jessica Harris, Head of PR, Womenswear & Lingerie
Jessica.Harris@marksandspencer.com

Rachel Reynolds, Senior Press Officer
Rachel.Reynolds@marksandspencer.com

Lauren Jenkins, Press Officer
Lauren.Jenkins@marksandspencer.com

#ARCHIVEBYALEXA

* The M&S Company Archive based at Leeds University is one of the richest retail history collections in the country, the Archive collection charts our journey over more than 130 years, from Penny Bazaar to international multichannel retailer.

The M&S Company Archive was founded in 1984, to mark the 100th year of the company and since then, the archive team has worked to collect, catalogue and make available for use, all kinds of records of Marks & Spencer’s past.

The M&S Company Archive is an asset of over 70,000 historical items and acts to collect, preserve and utilise material relating to all aspects of our history and development as a company.

The diverse collection of items dates from the start of the company in 1884 and includes written records, staff publications, photographs and films, garments and household products, design and advertising material among many other valued artefacts.

** Marks & Spencer. A partnership founded on style & craftsmanship. We’ve always known the power of two. That’s why we’re proud to pair our unique M&S heritage with talented names across the globe, from iconic leaders of fashion to exciting new designers. Their vision & our story. That’s M&S &.

 

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Marks & Spencer and Alexa Chung launches new collection Archive by Alexa

Marks & Spencer and Alexa Chung launches new collection Archive by Alexa

Marks and Spencer Group’s Q4 2015/16: Food sales continue to outperform the market

LONDON, 2016-Apr-07 — /EPR Retail News/ —

Marks and Spencer Group Plc

Quarter 4 2015/16 Trading Statement

13 Weeks to 26 March 2016  

 ‘Another good quarter in Food; more to do in Clothing and Home’

Food sales continue to outperform the market

  • Sales +4.0%; LFL +0.0%; grew market share to 4.3%
  • New store opening programme performing ahead of expectation

Significant increase in Clothing and Home gross margin

  • Gross margin now expected to be between +240 to +250bps
  • Continued improvement in buying margin and some investment in price

Some progress in Clothing and Home sales but more to do

  • Sales -1.9%; LFL -2.7%; reduced proportion of sales on promotional discount
  • M&S.com sales +8.2%; further improvement in customer satisfaction

Strong cash generation 

  • Continued tight management of costs and cash
  • £150m share buyback programme completed

Steve Rowe, Chief Executive, said:

“I am very proud and privileged to be leading M&S.  We are focused on getting even closer to our customers and putting them at the heart of everything we do.

“We had a mixed performance in the final quarter of the year. Our Food business once again outperformed the market by c.3.5% pts.   Although the sales decline in Clothing and Home was lower than last quarter, our performance remains unsatisfactory and there is still more we need to do.

“Turning around our Clothing and Home business by improving our customer offer is our number one priority.  I will update you on my thoughts on the business in May.”

Trading summary

Overall, group sales were +1.9% for the quarter.

The Food business continued to outperform a highly competitive market. In line with our strategy, our store opening programme continues to drive strong sales growth. We opened 80 new stores in the year and as a result we grew our market share to 4.3%. Customers turn to us for special occasions and this quarter was no exception with our biggest ever Mothers’ Day. We continued to invest in our special and different products launching 400 new lines whilst also offering great value for our customers.

In Clothing and Home, we faced a challenging backdrop characterised by price deflation and a flat market. Spring/Summer season launched with significantly higher product availability than last year. We continued to make improvements across range and design, for example, our Autograph sales were up 10%. We also began to reduce the proportion of sales on promotional discount and will continue to do so as we head into the new financial year. However as flagged at quarter three, we had more stock into sale. At the same time, we invested in sharpening our prices on a number of lines, whilst delivering a strong gross margin improvement. Although these actions contributed to the sales run rate improving since the last quarter, we still have a number of areas to address.

M&S.com delivered a good performance with strong improvement in customer satisfaction scores driven by improved website speed and ease of navigation. We ran fewer online only promotions giving customers a more consistent shopping experience across our channels.

Despite improved sales in both our franchise and owned businesses in International, the previously guided currency pressure and challenging trading conditions are still expected to heavily impact the full year profitability.

Fourth quarter sales 13 weeks to
26 March 2016
Group sales1 +1.9%
Food2
–          Like-for-like
+4.0%
+0.0%
Clothing and Home2
–          Like-for-like
 -1.9%
-2.7%
M&S.com sales3 +8.2%
Total UK sales
–          Like-for-like
+1.6%
-1.1%
International sales1 +3.8%

1Stated on ex-VAT and constant currency basis. International sales at actual currency were +4.3% and Group sales were +1.9%. 2Timing of Easter contributed 1.0% to Food and 0.4% to Clothing and Home sales. 3Memo only.

Outlook

We now expect the full year Clothing and Home gross margin to be between +240 to +250bps.  All other trading guidance remains unchanged.

Marks and Spencer Group plc will report its full year results for the 53 weeks ended 2 April 2016 on 25 May 2016.  All of the above guidance is stated on a 52 week basis.

Statements made in this announcement that look forward in time or that express management’s beliefs, expectations or estimates regarding future occurrences and prospects are “forward-looking statements” within the meaning of the United States federal securities laws. These forward-looking statements reflect Marks & Spencer’s current expectations concerning future events and actual results may differ materially from current expectations or historical results. Any such forward-looking statements are subject to various risks and uncertainties, including failure by Marks & Spencer to predict accurately customer preferences; decline in the demand for products offered by Marks & Spencer; competitive influences; changes in levels of store traffic or consumer spending habits; effectiveness of Marks & Spencer’s brand awareness and marketing programmes; general economic conditions or a downturn in the retail or financial services industries; acts of war or terrorism worldwide; work stoppages, slowdowns or strikes; and changes in financial and equity markets.

For further information, please contact: 

Investor Relations:

Majda Rainer+44 (0)20 8718 1563
Helen Cox+44 (0)20 8718 8491

Corporate Press Office:+44 (0)20 8718 1919
Out of hours calls:+44 (0)20 8718 2000

Investors & Analysts Conference Call:
The call will be hosted by Steve Rowe and Helen Weir at 8.30am on Thursday 7 April 2016:
Dial in number: +44 (0)20 3427 1907
Access Code: 4274999

A recording of this call will be available until 17 April 2016:

Dial in number: +44 (0)20 3427 0598

– Ends –

Marks and Spencer Group CEO Marc Bollandt to retire in 2016; Steve Rowe to succeed

LONDON, 2016-1-11 — /EPR Retail News/ — Marks and Spencer Group plc today announces that Marc Bolland has informed the Board that, after six years in the role, he wishes to retire as CEO in 2016.

Marc will be succeeded as CEO by Steve Rowe, Executive Director of General Merchandise. Marc Bolland will remain CEO and on the Board until the end of the current financial year on 2 April 2016 when he will hand over to Steve Rowe. Marc will then remain available to Steve and the Board to assist in the transition until 30 June 2016.

In reaching its conclusion to appoint Steve Rowe as the next CEO of Marks and Spencer Group plc, the Nominations Committee set a rigorous assessment, development and selection process, including external benchmarking. The Board is grateful to Marc for his planning, enabling the Nominations Committee to work carefully and systematically on his succession.

Steve Rowe has been with Marks and Spencer Group plc for over 25 years and been a Board Member since 2012. Before joining the Board, Steve worked in a range of senior positions across the business including Director of Retail and E-commerce and various positions in General Merchandise. In 2012 he was appointed by Marc Bolland to the Executive team as Executive Director, Food and was appointed to the Board of Marks and Spencer Group plc. In particularly difficult market conditions Steve led the Food business to produce 12 consecutive quarters of like for like growth, grow its margin and all its key performance metrics, continue its record of outstanding innovation and set out a path for further profitable growth. In July 2015, Steve Rowe was appointed Executive Director, General Merchandise with a mandate to improve the overall performance of that business, building on the improved design and sourcing capabilities.

Robert Swannell, Marks and Spencer Group plc Chairman, said “Over the last six years Marc Bolland has led Marks & Spencer through a period of necessary change. Over this time, the company has made significant investment in enhanced infrastructure and capabilities.

“It is now positioned for a digital age, with its own on-line platform and dedicated e-commerce distribution centre, improved design and sourcing capabilities in General Merchandise and an industry-leading track record of growth and innovation in the Food business.  Marc has put Plan A at the heart of the business and leaves a strong sustainability legacy. The Board is very grateful to Marc for his leadership in this important period of enhancing Marks & Spencer’s competitive position for its future.

“I am delighted that, after the most rigorous succession planning, Marc will be succeeded by Steve Rowe. Steve has a deep knowledge of Marks & Spencer and a proven track record of delivering results in key parts of the business. The Nomination Committee was unanimous in supporting Steve’s appointment in the light of his considerable knowledge of the business and its people, his appetite to continue the process of change, particularly in General Merchandise, his perceptive and effective problem solving, his values and his observed leadership.“

Marc Bolland said “It has been a huge honour to lead one of Britain’s most iconic companies. I am delighted to handover to Steve Rowe as my successor. I have worked closely with Steve for six years and I am convinced that he will be a great leader for Marks & Spencer. I would like to thank all my colleagues and the Board at Marks & Spencer for being so supportive of the drive to prepare M&S for the future. I am proud to leave such a large group of talent behind in the business.”

Steve Rowe said, “It is a great privilege to be appointed CEO of Marks & Spencer and to have the opportunity to lead this unique company and all its people forward.”

Notes to Editors:

Media Conference Call:
This will be hosted by Marc Bolland, Chief Executive Officer at 07.10 on 7th January 2016:
Dial in number: +44 (0) 203 427 1909 Confirmation code: 4047703

A recording of this call will be available until 17th January 2016:
Dial in number: +44 (0)20 3427 0598 Pass code: 4047703

Remuneration:

Steve Rowe:

From 2 April 2016, Steve Rowe will receive a salary of £810,000 on his appointment as Chief Executive Officer. The overall variable incentive opportunity for the Chief Executive role will remain unchanged. All other terms of Steve Rowe’s existing service agreement, including pension allowance, will remain unchanged.

Marc Bolland:

  • The following information is provided in accordance with section 430(2B) of the Companies Act 2006:
  • Marc Bolland’s remuneration terms will be in line with his service agreement and the key provisions for contract termination as per Marks and Spencer Group plc’s Executive Remuneration Policy approved by shareholders in 2014.
  • In line with Marc Bolland’s service agreement, Marc Bolland will receive salary, benefits and pension benefits by way of phased monthly payments (subject to mitigation) up to the end of the notice period of 7 January 2017.
  • Marc Bolland will remain eligible for consideration for payment of an annual bonus for 2015/16, subject to performance.
  • Marc Bolland will not be eligible to participate in the Annual Bonus or Performance Share Plan awards for 2016/17.
  • Any unvested nil-cost options awarded to Marc Bolland under the Deferred Share Bonus Plan will vest in full on termination and may then be exercised in accordance with the Plan rules.
  • Any unvested nil-cost options awarded under the Performance Share Plan will be time pro-rated and will vest, subject to performance conditions on a wait and see basis at the normal vesting date and may then be exercised in accordance with the Plan rules.

Further details of the operation of the Deferred Share Award and Performance Share Plan are set out in the Directors’ Remuneration Report in our Annual Report and Financial Statements 2015. Full disclosure of these remuneration arrangements will be provided in our Directors’ Remuneration Report in 2016.

For further information, please contact:

Investor Relations:
Majda Rainer:+44 (0)20 8718 1563
Helen Cox: +44 (0)20 8718 8491

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

– Ends –

Marks & Spencer announces details of its five point action plan to tackle the industry-wide challenge of reducing levels of Campylobacter in whole chickens

  • Five point action plan rolling out across M&S supply chain
  • M&S plan implemented since September already seeing step change in results

LONDON, 2014-11-21 — /EPR Retail News/ — Marks & Spencer (M&S) today announces details of its five point action plan to tackle the industry-wide challenge of reducing levels of Campylobacter in whole chickens.

The measures, which have been in place for the majority of M&S chickens sold since the end of September, include even clearer front-of-pack labelling and double bagging whole chickens so they can be placed straight into the oven without the need to unwrap and handle the chicken. Action is also underway on M&S farms with bonuses paid to farmers who produce Campylobacter free farms and innovative new safety technology in place on the production line.

Steve Rowe, Executive Director of Food at Marks & Spencer, said: “We take safety extremely seriously and have introduced innovative measures that ensure the highest standards and make it easy for our customers. The plan is working and we are committed to playing a leading role in the efforts to reduce levels of Campylobacter in the poultry industry.”

Steve Wearne, Director of Policy at the Food Standards Agency, said: “I am very pleased to see this impressive initiative by M&S and 2 Sisters. Campylobacter is a serious issue and there is no single solution to the problem. I believe the best way to drive down Campylobacter levels is by adopting the sort of integrated approach along the food chain demonstrated by M&S and 2 Sisters. I look forward to seeing the impact of these interventions in the future results of our ongoing survey into levels of Campylobacter in chicken on retail sale.”

Ranjit Singh, Chief Executive of 2 Sisters Food Group, said: “We are delighted to be leading the way in partnership with Marks & Spencer on campylobacter reduction.”

The M&S five point action plan has been implemented with 2 Sisters Food Group (M&S’ biggest supplier of whole chickens) since the end of September and will be rolled out to the remainder of the M&S supply chain by the end of the year.

– Ends –

For further information, please contact:
Marks & Spencer
M&S press office – 0208 718 1919
corporate.press@marks-and-spencer.com

2 Sisters Food Group
Nick Murray, Head of Communications
M: 07876 577282
Email: nick.murray@2sfg.com