Because thereis no Plan B

Plan A

Contents

The M&S journey over the last 10 years

Drivers for Plan A

Putting Plan A together

Opportunities and challenges

Measuring success

M&S will take action across:35,000 PRODUCT LINES

INVOLVING

2,000 factories 20,000 farms

1,700,000 workers

ENGAGING75,000 employees and 21m customers each week

1000s of raw materials

1930s

1960s

1980s

2000 2007 2012 2015 2025

Sustainability

Time

Employeewelfare

PhilanthropyCommunityInvestment

CSR

Plan A

How we do Business

SustainableBusiness

What is Plan A

All issues (today/tomorrow, good and

less so, marketable and not), across

whole value chain to deliver:

– Differentiation

– Efficiency

– Motivation

– Change

M&

S

Sh

op

pers

Th

e U

K

pop

ula

tion

Not my problem

26%

Not my problem

19%

3%

3%

What’s the point

38%

What’s the point

36%

3%

4%

If it’s easy

28%

If it’s easy

35%

1%

Crusader

8%

Crusader

10%

Climate

Plan A

Total footprint

Operations (stores, lorries, sheds, offices,

business travel, refrigeration leakage) = 515kt

CO2e

Supply chain (raw materials and manufacture)

= 4,000kt CO2e

Customers (using clothing and food)

= 1,800kt CO2e

TOTAL = 6,300 kt CO2e, approx 1% of UK

emissions

Waste

Plan A

Raw materials

Plan A

UK

Israel

Portugal

Spain

Morocco

France

South Africa

Senegal Guatemala

Kenya

Zambia

Chile

Peru

Ecuador

Thailand

USA Turkey

Ireland

New Zealand

Cyprus

Cote D’Ivoire

Brazil

Australia

Argentina

Canada

Iran

Hungary

India

Greece

Ghana

Germany

Egypt

Namibia

Netherlands

Pakistan

Madagascar

Mali Mexico

Lebanon

Italy Slovakia

Sri Lanka

Poland

Puerto Rico

Tunisia

Norway

Uruguay

High scarcity

Medium scarcity

Some scarcity

Low scarcity

No data

Water Scarcity - Fruit and vegetable sourcing

Fair partner

Plan A

Health

Plan A

Because thereis no Plan B

Plan A

Ten lessons we’ve learnt1. Definition of trust evolves

2. Need to manage whole value chain environmental/social

impacts

3. Consumers want leadership but don’t get too far ahead

4. Create a brand to link the strands

5. Business case evolves but leadership is firm

6. Culture change is more important than technical change

7. Need new partnerships with 3rd parties

8. Life is lived in a ‘Goldfish bowl’, be honest and transparent

9. Practical demonstration helps

10. Sometimes you’ll compete and sometimes you’ll collaborate

1930s

1960s

1980s

2000 2007 2012 2015 2025

Sustainability

Time

Employeewelfare

PhilanthropyCommunityInvestment

CSR

Plan A

How we do Business

SustainableBusiness

The Future – 2020?

Reduced impact of selling – Internet/Green

deliveries

Reduced impact of using – Low energy, closed

loop displaces need for virgin materials

Reduced impact of making – True challenge –

Stakeholder agreed production standards; horizontal

linkages across value chains

Underpinned by sound science (Carbon, water,

nutrient cycles; trade-offs) and Governance

Thoughts on Higher Education

Footprint – look across supply chains/students

Best practice – Eti, SEDEX, MayDay Network

People – the training ground for the

Leaders/Innovators /Scientists of the future

Global competition/collaboration – – Strength of global HE networks,

– Plan A for HE across UK

– Management schools emerging

– Competition between HEs grows

Because thereis no Plan B

Plan A