Because there is 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 factories20,000 farms 1,700,000 workers ENGAGING 75,000 employees and 21m customers each week 1000s of raw materials

1930s1960s1980s Sustainability Time Employee welfare Philanthropy Community Investment CSR Plan A How we do Business Sustainable Business

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 Shoppers The UK population Not my problem 26% Not my problem 19% 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 CO 2 e  Supply chain (raw materials and manufacture) = 4,000kt CO 2 e  Customers (using clothing and food) = 1,800kt CO 2 e  TOTAL = 6,300 kt CO 2 e, approx 1% of UK emissions

Waste Plan A

Raw materials Plan A

High scarcity Medium scarcity Some scarcity Low scarcity No data Water Scarcity - Fruit and vegetable sourcing

Fair partner Plan A

Health Plan A

Because there is no Plan B Plan A

Ten lessons we’ve learnt  Definition of trust evolves  Need to manage whole value chain environmental/social impacts  Consumers want leadership but don’t get too far ahead  Create a brand to link the strands  Business case evolves but leadership is firm  Culture change is more important than technical change  Need new partnerships with 3 rd parties  Life is lived in a ‘Goldfish bowl’, be honest and transparent  Practical demonstration helps  Sometimes you’ll compete and sometimes you’ll collaborate

1930s1960s1980s Sustainability Time Employee welfare Philanthropy Community Investment CSR Plan A How we do Business Sustainable Business

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 – T rue 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 there is no Plan B Plan A