Crowdsourced

Green Mondays:
Sainsburys
An expert crowds review of
Sainsburys 20 x 20 Sustainability Plan

TM

Contents
1 An introduction
2 The crowds verdict
3 Ten actions for Sainsburys
In depth:
4 Identifying and embedding materiality
6 Target setting
8 Reporting
10 Supply chain
12 Engaging employees
14 Engaging communities
16 Engaging customers
18 Carbon and energy
20 Waste
22 Fish
24 Thank you
25 About us

The crowdsourcing approach

Crowdsourcing is about solving challenges
by harnessing the collective insights, thoughts
and ideas of a crowd. It is increasingly being
used by companies to access innovation,
particularly in disrupted sectors where new
business models are evolving. In this instance,
the Green Mondays community of business
and sustainability experts from across the
FTSE350 were asked to give their opinion
on the sustainability strategy of Sainsburys,
the 3rd largest retailer in the UK.
This was the first time that a major company
has laid bare its sustainability strategy before
a crowd. Whilst parts of the process have been
enabled by online technology, this pioneering
use of crowdsourcing may owe more to the

The amount of knowledge and talent dispersed

among the human race has always outstripped our
capacity to harness it. Crowdsourcing corrects that.

rise of sustainability up the corporate agenda

and the evolution towards a more open era
of business.
The crowd of 220 people expressed their
views through an online appraisal completed
between the 17th and 23rd of September,
the Green Mondays panel debate on the
1st October and the subsequent roundtables
focused on 10 key areas.
This document draws on the myriad of views
expressed in the initial Appraisal and
Roundtable write-ups. The background
documents that the Wisdom of the Crowd
draws from can be found at:
www.greenmondays.com/sainsappraisal
www.greenmondays.com/sainsroundtables

An introduction
A year on from the launch of its 20 x 20
Sustainability Plan, Sainsburys laid bare
its strategy to a crowd of 220 business and
sustainability experts for comment and
critique. This report captures the wisdom
of that crowd: their verdict on the plan and
what Sainsburys can do to improve it.

From Justin King, CEO of J Sainsbury plc

I had never heard the word crowdsource
before but as our 20 x 20 Sustainability Plan
is all about leadership we were happy to be
the first to open our minds to the possibility
and give it a go.
The Green Mondays team got together a
great crowd and as a result weve lots of
ideas about how to cement and grow our
leadership.

From Jim Woods, CEO of Green Mondays

The idea that a company would put its
strategy up for appraisal by a crowd that
includes its competitors is still an anathema
for most companies in 2012. By being the
first company to embrace our going naked
format, Sainsburys is demonstrating its
commitment to lead in sustainability and
may be setting a standard for other sectors.
The process of extracting the crowds
wisdom has been fascinating. The 684
comments from the appraisal told us that
the crowd wanted to collaborate, and

Back in 2004, shortly after I joined

Sainsburys, we wrote to 1 million customers
and asked them to help shape our plans to
Make Sainsburys Great Again. It worked!
Im confident that by continuing to listen we
will better deliver our 2020 commitments
and truly help our customers to Live Well
For Less.

when we added the gap analysis and

roundtable outputs we found a distinct
and valuable voice.
We are grateful to Sainsburys for
approaching the format with such a positive
and open attitude; to the crowd for engaging
wholeheartedly in the format; and to Fishburn
Hedges Group for their help in developing the
format and this document. We hope the value
goes beyond all sectors, as a menu for
sustainable business models.

The crowds
verdict
Materiality

Target setting

The crowd thinks:

How well Sainsburys
is doing
1. Materiality
See page 4

Reporting

Sustainable
supply chain

Engaging
employees

10. Fish
See page 22

Materiality

Engaging communities
and society

6.4

Materiality

4.5

4.0

Waste

3.5

Materiality
Engaging communities
and society

Waste
Materiality

Engaging
employees
Materiality

Carbon

8. Carbon
& energy
and energyReporting
See page 18

Target setting

Waste

8.3
Sustainable
supply chain

Engaging communities
and society

Engaging communities
and society

Fish

7. Engaging
customers
See page 16

6.5

Target setting
Fish

Reporting

Sustainable
supply chain

Engaging
employees

9.1

Target setting

Materiality

6.6

Reporting
Sustainable
Engaging communities supply chain
and society

7.9Reporting

Target setting

Engaging
employees

Fish

Carbon
& energy

Waste

Engaging
employees
Sustainable

chain
4.supply
Building
a
sustainable
supply chain
See page 10

Carbon
& energy
Engaging
employees

Fish

Engaging communities
and society

Fish

5. Engaging
employees
See page 12

6. Engaging
communities
See page 14

About this chart

For the ratings, the crowd was asked
to select from six options ranging from
Significantly ahead to Significantly
behind equating to a score of 10 to 10.
For assessing importance, the crowd was
given four options from Critical to Not
important equating to a score of 10 to 0.

Engaging
employees

4.1

5.8

stainable
pply chain

Sustainable
supply chain

Ca
&e

4.6
3.5

Carbon
& energy

Engaging
employees

Fish

7.6

Engaging
employees

Sustainable
supply chain

4.8

4.2

Sustainable
supply chain

How important it should

be to Sainsburys

Reporting
3. Reporting
See page 8

Target setting

Engaging communities
and society

7.2
Carbon
& energy

Reporting

7.8
6.6

Engaging
employees

Waste

2. Target setting
See page 6

Target setting

7.4

Fish

9. Waste
See page 20

Carbon
& energy

Having been presented with Sainsburys

strategy, the crowd was asked to rate it in
10 key areas relative to major comparable
companies, particularly those in its sector,
and to assess the importance of each area
to the success of their sustainability strategy.

The crowd identified Sainsburys as the

leader in two of the 10 key areas: waste
and packaging strategy, and engaging
communities and society. Marks & Spencer
was identified as the leader in seven areas,
and Tescos in the remaining one area.

The crowd rated Sainsburys as ahead

in all 10 key areas, suggesting a remarkable
breadth of strategy. The most highly rated
areas were sustainable fish and engaging
communities and society, and the average
score across all areas equated with a rating
of marginally ahead.

By comparing the two sets of results, two

areas stand out for having the greatest deficit
and therefore the biggest opportunities
for improvement. These are building a
sustainable supply chain, and engaging
customers on sustainability.

Waste

Carbon
& energy

Ten actions for

Sainsburys
The crowd commends Sainsburys 20 x 20
Sustainability Plan for its breadth, the 8-year
time frames and much of the ambition behind the
targets. But it wants to help Sainsburys move from
marginally ahead overall to being an undisputed
leader in sustainability, by identifying areas of
commercial and social opportunity. The following
10 recommendations are a summation of the voice
of the crowd, from the 59-page appraisal document
and the 25-page Roundtable notes.

1 Capture the imagination. Whilst strong

in its breadth, the 20 x 20 Sustainability
Plan needs an additional, more striking,
ambition that would help all stakeholders
get behind it.

6 Build external confidence. Improve the

credibility of published progress against
sustainability objectives by completing
base line data, more interim targets and
third party assurance.

2 Focus on the supply chain. Supply

chain is the most critical area of
Sainsburys sustainability strategy, and to
claim outright leadership it needs to take
a more revolutionary approach. Could
this be the area to become famous for?

7 Strengthen the link between

sustainability and financial value.
Sainsburys appears to view
sustainability as contributing financial
benefit by not publishing the value it
risks putting out a message of conflict
between the two.

3 Transfer learning from a muchadmired fish strategy. What are the

principles that Sainsburys can transfer
to other areas of its supply chain?
4 Tell the sustainability story better.
Sainsburys needs to communicate its
20 x 20 Sustainability Plan more boldly.
Stakeholders are unaware of much of
the great work being done, but more
importantly Sainsburys is part of a
system that needs to change customer
behaviour and attitudes.
5 Draw inspiration from successful
community and social engagement
programmes. The Million Meals Appeal,
sponsorship of the Paralympics and
global Fairtrade leadership are outstanding
can this confidence on social issues be
transferred to environmental issues?

8 Collaborate more. The crowd is

impressed by the openness Sainsburys
has shown in this process. The more
that areas such as carbon are seen as a
pre-competitive issue, the easier it will be
to share and learn from others through
open innovation.
9 Connect sustainability with risk.
In an era of rising commodity prices,
particularly driven by water scarcity,
organisations with unsustainable supply
chains today may emerge as those with
the lowest margins tomorrow.
10 Keep the crowd updated on progress
it is willing to help.

In depth: Identifying and

embedding materiality
In context
How Sainsburys determines its material sustainability
issues, and engages the organisation, has a major
impact on the shape of its sustainability strategy.
Materiality

core values underpin

Sainsburys strategy

Target setting
Identifying materiality
Sainsburys strategy begins with five
values that it believes will ensure we run our
business in an honest, ethical and sustainable
way, and are what makes Sainsburys
different. These are:

Reporting
Embedding materiality
Sainsburys embeds these material issues
into its decision-making structure through
the following:

A CR Steering Group, with each of the five

values represented by a main Board or an
Operating Board member. Chaired by
Best for food and health.
Sourcing with integrity.
Justin King, this group meets quarterly.
The CR Steering Group reports into the CR
Respect for our environment.
Making a positive difference to our
Committee, a subcommittee of Sainsburys
commitments to
PLC Board.
community.
achieve by 2020
A great place to work.
The 20 x 20 commitments are reflected in
the Directors personal objectives, with each
Sainsburys consulted widely with stakeholder
commitment having a key delivery goal,
groups to turn these values into a sustainability
KPIs and timelines.
plan: with employees, customers, suppliers,
government, researchers, community groups,
Recognition
NGOs and industry experts.
Dow Jones Sustainability Index: Recently
announced as the retail sector leader for
Business in the Community, The Ethical
the 6th year running.
Trading Initiative, The Roundtable on
FTSE4Good: Highest performer relative
Sustainable Palm Oil and the World Wildlife
to its sector.
Fund are singled out for their input.
Business in the Community CR Index:
Engaging communities
FishPlan has
The resulting 20 x 20 Sustainability
Platinum Plus status.
20 commitments to be achieved by 2020.

Investors in People: Gold (since 2010).
and society
Won Most Sustainable Retailer of the Year
at the Retail Industry Awards, September
2012.

20

This is an excellent procedure and process for

embedding it into the business. The Directors
personal objectives should ensure buy-in throughout
the operation and a values-based strategy relates
well to a business strategy and it sits well with a
growth strategy.

What the crowd says

Sainsburys is clearly ahead and the values approach
is commended, but is the strategy different enough?

How important is it?

(on a scale of 1 to 10)

How well are they doing?

24%

7.4

Significantly ahead

43%
28%

In line

2%

Marginally behind

1%

Significantly behind

2%

Who are the leaders?

(number of votes)

M&S (47)
Unilever (14)
Co-op Group (9)

Roundtable recommendations
Heres what the expert roundtable discussing
materiality thinks Sainsburys should do now:
1 There is a feeling that some of the
targets are too achievable a year in,
can Sainsburys review the stretch in
all targets?
2 There seems to be a difference between
the importance of the five values in the
20 x 20 Sustainability Plan and the
positioning of the strategy to
shareholders. Try to narrow down
those gaps.
3 Wed like to see Sainsburys be more
explicit on their commitments to
sustainability on non-food items.

Marginally ahead

No opinion

The analysis
With 67% of the crowd seeing Sainsburys
as ahead of comparable organisations, it
has performed well in an area that has
ramifications throughout its sustainability
strategy. It is commended for the simplicity
and relevance of its five values, the wide
consultation process with stakeholders and
the assignment of values to the Operating
Board members.
The crowd identifies opportunities in non-food,
a clearer alignment between sustainability
and the wider business strategy, and a better
articulation of why this isnt just business as
usual for Sainsburys. Whilst many like the
values-based approach, some suggest that it
may lend itself to limited ambition does it
drive transformational change?
Many question how these material issues
are reflected in Directors bonuses, an issue
that many companies are grappling with at
the moment.

The areas of focus make sense for their business.

How does this tie-in with their financial objectives?
For me the sustainability strategy HAS to be
explicitly linked to this long-term strategy and
I think there is plenty of scope for it to do this.

In depth:
Target setting
In context
Being one year into an 8-year 20 x 20 Sustainability Plan,
this is a good time for Sainsburys to review its targets.
Target setting

1bn

target for sales of fairly

traded products

Reporting
Overview
Sainsburys regard their sustainability targets
as bold, designed to change how we do
things relating to the most important issues
facing our business. It has 20 core targets.

target for sales of lighter

alcohol wine

Supply chain: by 2020

1. The top 30 raw materials and commodities,
most of Sainsburys volume will be
sustainably sourced to an independent
standard up from the current 12%. Target
covers its own brand products around half
of product sales.

50%

2. Own brand products wont contribute to

global deforestation: through buying from
sustainable sources and planting trees.
Measurement method not disclosed.

x2

own brand supplier

carbon reduction target
(relative reduction)

Fish

20m

number of children
Sainsburys will
encourage to enjoy
physical activity

3. All fish will be independently certified as

sustainable. Straightforward to measure.
4. Sales of fairly traded products will reach
1bn, up from 280m in 2010.
5. The volume of British food sold will double.
Baseline volume not disclosed.
6. Meat, poultry, eggs, game and dairy will
be sourced from suppliers who adhere to
independent welfare standards. Current
percentage not disclosed.
7. Its suppliers will be leaders in meeting
or exceeding social and environmental
standards, defined through Sainsburys
scorecards target covers all meat, poultry,
eggs, and dairy products including other
brands.
Food and health: by 2020
8. It will reduce salt, saturated fat and sugar
in own brand products and provide clear
nutritional information. Measurement
method not disclosed.
9. Sales of lighter alcohol wine will double,
and average alcohol content of own brand
wine and beers will be reduced.

Sustainable
supply
chain
Environment:
by 2020

10. All waste will be used positively no waste

to landfill, all food waste going to charity or
anaerobic digestion.
11. Packaging for own branded products
will be reduced by half. Current value not
disclosed, but 12m kilos reduced in past year.
12. Absolute and relative CO2 emissions from
own operations to fall by 30% and 65%,
respectively.
13. Its supply chain will be sustainable in
areas of water vulnerability, mapping water
use for its top 30 commodities.
14. Own brand suppliers will reduce CO2
emission by 50% on a relative basis. Base
figure not disclosed.
Community and society: by 2020
15. Sainsburys will have encouraged
20m children to enjoy physical activity.
16. Donations to charitable causes will exceed
400m. Figure to date not disclosed.
17. Create 50,000 new jobs between 2011 and
2020 (6,000 in 2011/12).
18. 20,000 employees will have reached 20
years service. Current figure not disclosed.
19. 25% more employees will participate in the
profit-related bonus scheme in 2011, 124,000
of the 150,000 employees were eligible.
20. 30,000 people from disadvantaged groups
will have been given work opportunities.

What the crowd says

There is lots to be proud of but extending targets to
non-own brands would win over more of the crowd.

How important is it?

(on a scale of 1 to 10)

How well are they doing?

24%

7.8
Who are the leaders?
(number of votes)

M&S (32)
Unilever (18)
IKEA (3)

Significantly ahead

53%
18%

Marginally ahead
In line

2%

Marginally behind

2%

Significantly behind

2%

No opinion

Roundtable recommendations
Heres what the expert roundtable discussing
target setting thinks Sainsburys should do
now:
1 Whilst comprehensive, Sainsburys
targets dont significantly differentiate
it from other retailers. It needs to decide
which areas it wants to be defined by,
and add boldness in those areas.
2 The transparency of Sainsburys
progress would be improved by having
complete base line data, interim targets
prior to 2020 and third party assurance
of their progress.
3 The targets are meaningful to
sustainability experts, but the crowd
would like to see Sainsburys find
a common language for all of its
stakeholders, which would allow
it to communicate its progress.

The analysis
There is plenty that the crowd likes about
Sainsburys target setting, particularly the
audacity of some of the targets, and the
suitability of the eight year time horizon. But
how does Sainsburys move from a majority
rating of marginally ahead to significantly
ahead, closing down the perceived gap that
clearly exists with M&S?
The crowd suggests that Sainsburys spice
up a particular area of its targets, creating a
defining feature of the programme that it can
become famous for. Many call for the extension
of sustainability targets to non-own brands, a
highly challenging area could this be it?
Most of the other points seem to come down
to improving its accountability baseline
data, intermediate milestones, third party
assurance, avoiding vague wording etc.
The crowd is clear that it wants Sainsburys
to build on, rather than rethink, its targets.

Brilliant on their own brand products but Id like

to see them do more to encourage changes down
the supply chain. They have the ability to influence
[suppliers] to change their products and shift
which ones they promote to customers.

In depth:
Reporting
In context
Sustainability reporting is getting increasingly complex,
involving communication with customers, employees,
shareholders and society.
Reporting

out of 124 pages of the

Sainsburys annual
report reference
sustainability issues

1bn

Sainsburys investment
in its sustainability plan
by 2020

Sustainable
supply chain

Overview
The way that Sainsburys reports its progress
to different stakeholder groups speaks for its
willingness to be held to account.

Engaging
employees
While embracing
integrated reporting,

Sainsburys maintains a belief in the

importance of dedicated sustainability
reporting. This includes;

Strategy
The 20 x 20 Sustainability Plan, an
explanation of Sainsburys sustainability
Sainsburys has participated with the Prince
targets.
of Wales Accounting for Sustainability project
since 2008, aimed at integrating non-financial An annual CR report, covering its progress
measures with key financial targets.
against Sainsburys sustainability targets.
Quarterly CR updates, electronic updates
The annual report mentions Sainsburys
on Sainsburys progress against its
sustainability work throughout:
sustainability targets.
The 20 x 20 Sustainability Plan is discussed 20 x 20 web page lists Sainsburys progress
in both the CEO and Chairman opening
against its targets and is regularly updated.
statements.
Putting a value on sustainability
The Chairman writes we believe our
Sainsburys has outlined that the 20 x 20
20 x 20 targets are key to the long-term
Sustainability Plan will involve a 1bn
sustainability of our business and can bring
investment from Sainsburys by 2020, but it
increased sales, deeper customer loyalty
does not publish a breakdown of the different
and greater efficiency.
investment areas. Given the intangible nature
On the Key Performance Indicator page,
of the benefits, it prefers to publish the actions
equal space is devoted to financial KPIs
as opposed to the investments.
and progress against the 20 x 20 goals.
Sustainability is convincingly referenced
throughout the report 9 of 124 pages are
devoted to sustainability issues.

The M&S and BT approach, of valuing the contribution

to profit of the sustainability programme, is effective
at winning investor interest.

What the crowd says

Reporting is not the highest priority, but Sainsburys could
focus more on the value created through sustainability
and pinning down some of the intangibles.
How important is it?
(on a scale of 1 to 10)

How well are they doing?

16%

6.5

Significantly ahead

40%
34%

M&S (18)
Unilever (10)
Puma (7)

In line

4%

Marginally behind

1%

Significantly behind

5%

Who are the leaders?

(number of votes)

Marginally ahead

Roundtable recommendations
Heres what the expert roundtable discussing
reporting thinks Sainsburys should do now:
1 Sainsburys can do more to increase
the credibility of its reporting through
independent verification and reporting
bad news as well as good.
2 Sainsburys should make more effort
to report the financial value of its
sustainability programme, which is
currently absent.
3 More clarity of how the 20 x 20
Sustainability Plan integrates into the
broader business strategy would add
to the credibility of the programme.

No opinion

The analysis
Reporting got the second lowest
performance rating of the 10 areas, but it was
also rated the second least important area in
Sainsburys sustainability strategy. The crowd
commended Sainsburys for its commitment
to integrated reporting, and its inclusion of
sustainability KPIs in the annual report, but
called for Sainsburys to think more deeply
about how it reports sustainability.
The crowd wants Sainsburys to do more to
attribute financial value to its sustainability
programme, perhaps drawing inspiration
from M&Ss measurement to the contribution
to profit, or Pumas Environmental Profit &
Loss accounting. At the moment, the
published numbers are all costs, such as
a 4m premium paid annually for Fairtrade
bananas, which may imply to some that being
sustainable equates with being less profitable.
The crowd acknowledges this is a tricky area,
full of intangibles. But success here could
play a significant role in credibly integrating
the 20 x 20 Sustainability Plan into
Sainsburys core business strategy.

Integrated reporting is progressive, but a company

that would be significantly ahead would monitor
progress against original targets, including successes
and failures.

10

In depth:
Supply chain
In context
Decisions that Sainsburys makes on issues such as
choice editing, sharing best practice and setting targets
has a major impact on the sustainability of its supply chains.
Sustainable
supply chain

30,000
plus
products on Sainsburys
shelves

40m
invested since 2006 in
farmer and grower
development groups

4,500
British farmers and
growers working with
Sainsburys

Engaging
Overview employees

Sainsburys strategy differs by product line,

but can be summarised as:
1. Measuring impacts
For own brand products (around half of its
sales), Sainsburys has identified the top
30 raw materials and is reviewing its
sourcing plans.
Its top 160 suppliers for its own brands
complete environmental score cards.
It is mapping the water use of its top
30 commodities used in its own brands.
2. Setting targets for its supply chain
Own brands: The top 30 raw materials and
commodities, which make up most of
their volume, will be sustainably sourced
to an independent standard up from
the current 12%.
Other brands: Sainsburys is using
scorecards to measure sustainability, with
plans to deselect suppliers who dont meet
standards over the long term.

Carbon
energy
3. Identifying&and
sharing best practice
Nine farmer and grower development
groups: Sainsburys has invested 40m
since 2006 and has achieved a saving of
20.8m for its farmers.
Development groups share information
such as data recording and best practice.
Working with consultancy AB Sustain, it
has developed a unique carbon assessment
tool, with 96,000 tonnes of CO2 savings
achieved across all development groups
since 2007.
Its Farmer for the future conference in 2011
attracted over 1,000 attendees.
4. Promoting local sourcing
Working with over 3,000 British farmers
and growers.
The largest retailer of British apples and
pears for the third season running.
100% British sourcing of fresh chicken,
eggs and milk all year round.
5. Ethical sourcing
First supermarket to implement a voluntary
code of conduct beyond Supermarkets Code
of Practice (COP).

There is a real opportunity to collaborate with other

businesses and organisations in this area. Farming
links could be made to many other companies who
have programmes in this area. Sainsburys could play
a lead role in encouraging this collaborative effort.

11

What the crowd says

This is the priority issue for Sainsburys and there
is some room for improvement.

How important is it?

(on a scale of 1 to 10)

How well are they doing?

26%

9.1

Significantly ahead

34%
23%

In line

4%

Marginally behind

1%

Significantly behind

12%

Who are the leaders?

(number of votes)

M&S (12)
Unilever (9)
Co-op Group (6)

Marginally ahead

Roundtable recommendations
Heres what the expert roundtable discussing
supply chain thinks Sainsburys should
do now:
1 Has a rigorous process been undertaken
to identify the priority areas in the supply
chain? The top 30 commodities may not
have the greatest impacts.
2 More collaboration and partnerships,
more sharing of best practice in the
supply chain.
3 Can Sainsburys do more in its nonbranded products? Companies such as
PepsiCo, Mars and CCE are doing great
things, and could be collaboration
partners.

No opinion

The analysis
Building a sustainable supply chain emerged
as the most important area for Sainsburys
sustainability strategy, with 73% rating it as
critical. Sainsburys got its 6th highest rating
in this area, so there is a clear opportunity in
closing the gap.
How should they do it? Sainsburys can identify
transferable learnings from its sustainable fish
strategy, which is much admired (see page 22).
But setting independent standards where
available and setting targets will only get some
of the way there. Greater boldness around its
other brands is the real challenge.
Many companies, such as Walmart, are seeing
their sustainable supply chain strategy as
critical from a risk and an ethical perspective.
If Sainsburys were to decide that it wanted to
set a world standard in sustainable supply
chains, the crowd would likely applaud.
And it would probably be willing to help.

Supply chain is key as this is where Sainsburys has

its biggest impact. I like the focus on own brands,
but is this because it is easier to manage?
What about all its other suppliers?

12

In depth:
Engaging employees
In context
The way a company engages its employees in its
sustainability strategy is key to widespread delivery,
as well as the generation of new ideas.

150,
000

Sainsburys employees

food colleges opened

in 2011/12

530

new colleagues with

disabilities taken on in
2010/11

Overview
In 2011, Sainsburys recruited over 3,286
Sainsburys is one of the top 10 biggest
people through Job Centre Plus and the
employers in the UK, with an aim of being a
London Employer Accord.
great place to work for its 150,000 employees. Took on over 530 new colleagues with
It sees its sustainability programme as a key
disabilities in 2010/11.
way of aligning employee values with the
5. Engaging employees in the journey
values of the company.
Rolling out Carbon Academy to colleagues.
Strategy
6. Improving the sustainability of employee
There are six main strands of Sainsburys
lives
employee engagement strategy.
1. Engaging the staff in decision-making
on sustainability issues
Each store is allowed to choose a local
people-based charity to support each year
through fundraising and promotion.
2. Raising awareness of sustainability issues
The monthly briefing DVD that is shown to
all employees contains examples of how its
values make it different.
3. Investment in skills
In 2011/12, Sainsburys opened six food
colleges across the UK, training in meat,
fish, hot food counters and cafs.

Green Travel Plans introduced in every

new store and refurbished stores.
Encourages the uptake of alternative
transport.
Sainsburys paid to have extra Boris Bikes
next to Holborn Store Support Centre.
Recognition
First food retailer to be awarded a gold
accreditation from Investors in People. In
2010, its You Can received an outstanding
rating from OFSTED. Won Best Retail
Graduate Recruiter 2011 (Archant National
Graduate Recruitment awards).

4. Getting unemployed people back to work

You Can is Sainsburys brand for developing
employee skills and recruiting from socially
important groups such as the long-term
unemployed.

I wonder how successful the 20 x 20 Sustainability

Plan is at aligning the employee values with that of
the company. Would it be possible to measure issues
such as ease of hiring, retention and morale?

13

What the crowd says

This is an opportunity area for Sainsburys and the
volume of communication on environment could be
turned up.
How important is it?
(on a scale of 1 to 10)

How well are they doing?

22%

7.9

Significantly ahead

37%
28%
6%

M&S (8)
Waitrose/
John Lewis
Partnership (6)
Unilever (4)

In line
Marginally behind

0%

Significantly behind

8%

Who are the leaders?

(number of votes)

Marginally ahead

Roundtable recommendations
Heres what the expert roundtable discussing
engaging employees thinks Sainsburys
should do now:
1 Find and share great sustainability
stories use digital and social media to
get colleagues to tell great stories and
spread them.

No opinion

The analysis
The crowd argues that there is a gap to
be closed in how Sainsburys engages its
employees in its 20 x 20 Sustainability Plan.
It is deemed to be the 3rd most important
area for a successful strategy, but it gets
the 7th highest rating for performance.

Sainsburys is comfortable communicating

societal issues with employees, such as
2 Develop the Personal Plan A bring the
supporting awareness of disability and
personal and organisational engagement
empowering employees to support local
in sustainability together.
charities. But when it comes to environmental
3 Reward participation awards, ask for
issues the communication is much quieter,
ideas, and consider putting sustainability similar to the way it engages customers and
in Directors bonus and remuneration.
shareholders.
The crowd have given Sainsburys a number
of practical steps that would help to engage its
employees, but probably the most important
message that needs to come across clearly
and consistently from management is that
engagement in the 20 x 20 Sustainability Plan
will help to progress a career at Sainsburys.

Looks pretty good in terms of education and

engagement, but do employees see sustainability
as a route to delivering better performance for the
company and for themselves?

14

In depth:
Engaging communities
In context
Being the third biggest supermarket in the UK,
Sainsburys plays an active role in society: from
promoting issues to creating jobs to paying tax.

120m
plus
of equipment donated to
schools, nurseries and
sports clubs since 2006

10m
committed to the
Sainsburys School
Games competition
over the next four years

600,
000

store cupboard items

donated by customers
and matched by
Sainsburys, delivered
1.2 million meals for
disadvantaged families

Strategy overview
Initiatives such as the Million Meal Appeal
demonstrate the potential for major retailers to
channel substantial funding towards causes
while engaging their staff. Sainsburys sees
commercial benefits to these activities through
customer loyalty and staff engagement.
Strategy
There are four main areas of focus for
Sainsburys:
1. Youth: target to encourage over 20m
children to enjoy physical activity in the
decade to 2020
Donated over 120m in equipment to
schools, nurseries and sports clubs
since 2006.
Committed 10m to the Sainsburys School
Games competition over the next four years.
Sainsburys 2012 School Games: a multisport event for 1,600 elite young athletes.

3. Local causes
Local charity of the year: launched in 2008,
employees and customers choose a local
charity to support each year through
fundraising and promotion 2m raised
to date.
Local Hero scheme: a matched funding
scheme for employee initiatives up to 250.
The Million Meals Appeal generated over
2m meals for disadvantaged families in
October 2012, with Sainsburys matching
the >1m meals donated by its customers.
This was an increase from the 1.2m meals
donated in 2011.
4. Societal causes
Sainsburys has raised nearly 60 million
for Comic Relief since 1999, and is Comic
Reliefs largest corporate partner.

2. Supporting the local economy

Sainsburys sees job creation as a tool for
tackling youth unemployment, and has a
2020 target of creating 50,000 new job
opportunities.
It expects to create 6,000 new jobs in 2012
at 21 new stores and 47 new convenience
stores.
It has a 2020 pledge to double the amount
of British-sourced products sold.

All of this is good. Sainsburys sponsorship of the

Paralympic Games was very good. But more could
be done to use Sainsburys supply chain influence
to impact communities. Could more be done to
commit to even more local procurement?

15

What the crowd says

Sainsburys is seen as a leader on engaging communities,
particularly on social issues, but could it do more on the
environment?
How important is it?
(on a scale of 1 to 10)

How well are they doing?

40%

6.6

31%

Marginally ahead

19%

In line

2%

Marginally behind

1%

Significantly behind

6%

Who are the leaders?

(number of votes)

Sainsburys (5)
Waitrose/
John Lewis
Partnership (3)

Roundtable recommendations
Heres what the expert roundtable discussing
engaging communities thinks Sainsburys
should do now:
1 Wed like to see Sainsburys work more
to make local communities become more
sustainable: shared heat and electricity,
integration into local transport
infrastructure.
2 More engagement with local suppliers
to provide sustainable products and
show a clear commitment to their local
communities.
3 More narrative from Sainsburys on
why sustainable products are better
for customers, colleagues and society.

Significantly ahead

No opinion

The analysis
The crowd rated Sainsburys engagement
of communities the second highest of the
10 areas, with 40% considering Sainsburys
to be significantly ahead. This is one of two
areas where Sainsburys was rated as the
leader by the crowd.
Many commented in the appraisal that
Sainsburys sponsorship of the Paralympic
games a decision made three years before
the games illustrated how Sainsburys uses
its position to have a positive impact on
society. Its global leadership in Fairtrade
demonstrates a commitment to support
communities overseas, and its support of
fair prices for dairy farmers is a positive
community commitment in the UK.
With much of the praise being on the social
side of sustainability, most of the comments
are around the environmental issues and how
it is communicated. As one participant put it,
the crowd would like to see a joining up and
talking up of Sainsburys community story.

Very strong on community engagement. It would

be great to see Sainsburys engaging more on
the environmental agenda with its communities
and society.

16

In depth:
Engaging customers
In context
With 22m customers per week and a highly tuned customerfacing business, Sainsburys relationship with its customers
has a big impact on the 20 x 20 Sustainability Plan.

100%
Fairtrade on own brand
bananas, sugar, tea,
ground coffee

8,000

own brand products to

display nutritional
labelling

Overview
Sainsburys position customer engagement at
the heart of their 20 x 20 Sustainability Plan:
We want to help to shift our customers
everyday behaviour in favour of sustainability,
but still provide the value and quality they
have come to expect.

4. Making it easier for customers to live

sustainable lives

Strategy
1. Making decisions on behalf of their
customers

Giving Nectar points for customers who

recycle bags, which increased by 18%
in 2011.

Paying a 3.85m social premium for

Fairtrade bananas in 2010/11.
Using technology innovation to reduce
water used by customers in home laundry.

6. Changing attitudes to issues

2. Removing unsustainable choices

270

in-store pharmacists,
who will provide 150,000
health consultations in
2012

Only selling Fairtrade products for own

brand for bananas, sugar, tea, ground coffee
etc.
Not selling fish that is red in its traffic light
sustainability rating.
Decreasing the proportion of own brand
products with red nutritional ratings.
3. Providing information to enable sustainable
choices

Battery recycling facilities, which collect

50% of the batteries sold by Sainsburys.
Light bulb recycling facilities in 250 stores.
5. Gamification

Trying to make Fairtrade part of the

nations buying habits.
Changing attitudes toward disability
through sponsorship of the Paralympic
Games.
7. Encouraging healthier lives
270 in-store pharmacists, who will provide
150,000 health consultations in 2012.
The Wells Challenge: working with 10
randomly-selected families with the
surname of Wells, and monitoring the
effect of its healthier living services.

8. Nudging behaviour change

The first supermarket to launch front of pack
Switch the fish campaign to broaden fish
traffic light labelling.
demand beyond the big five.
Nutritional labelling on 8,000 own brand
products.
The first supermarket to identify palm oil
rather than vegetable oil on food labels.

For me [customer engagement] should be the

highest priority strand for the 20 x 20 Sustainability
Plan. Sainsburys enjoys a huge footfall every week.
This is a major opportunity to shape and drive
consumer behaviour.

17

What the crowd says

Sainsburys is underplaying its achievements and
needs to make sustainability more visible in-store.

How important is it?

(on a scale of 1 to 10)

How well are they doing?

18%

8.3

Significantly ahead

36%
33%
6%

M&S (22)
Co-op Group (4)
Unilever (4)

In line
Marginally behind

1%

Significantly behind

7%

Who are the leaders?

(number of votes)

Marginally ahead

Roundtable recommendations
Heres what the expert roundtable discussing
engaging customers thinks Sainsburys
should do now:
1 Turn up the volume Sainsburys needs
to actively engage its customers in the
20 x 20 Sustainability Plan, as they
are largely unaware of the progress
being made.
2 The crowd makes a link back with the
engagement of employees messaging
needs to be reinforced by the way
colleagues interact with customers
(see B&Q for an example of this).
3 Sainsburys use of Nectar points to
positively encourage the reuse of plastic
bags got the crowds interest can this
principle be extended to other areas?

No opinion

The analysis
The Million Meal Appeal, repeated on the
6th/7th October 2012 when it generated over
2m meals for those in need, demonstrates
the extraordinary power of Sainsburys to
collaborate with its customers on social issues.
But Justin King said in his speech at Green
Mondays that it doesnt pay to get too far
ahead of the customer. With most customers
prioritising other issues when it comes to
purchasing decisions, this can lead a retailer
down a road of silent sustainability,
especially on environmental issues.
The crowd finds Sainsburys in a world of
silent sustainability. It favours the removal
of unsustainable choices or rewarding
sustainable behaviour through its Nectar
system. Despite being the biggest vendor of
Fairtrade products globally, and its admiration
for its fish strategy, the crowds collective view
was that Sainsburys is marginally ahead.
Sainsburys will need to actively engage its
customers if it is to move to the significantly
ahead rating that the crowd would give M&S.

With my customer hat on, this is the first time

I have come across this as a campaign of activities.
Suggest that more needs to be done to promote this,
or give it some edge.

18

In depth:
Carbon and energy
In context
For most companies, this is the area where the returns
are shortest and most measurable, and therefore where
strategies are most evolved.
Carbon
& energy

1/2

operational CO2 on an
absolute basis by 2030

100%

natural gas refrigeration

by 2030

Zero

carbon heat by 2030

Waste

Targets and achievements

1. Carbon reduction
Reduce absolute operational CO2 by 30%,
2005-20; by 50% by 2030.
Reduce operational CO2 by 65% on a relative
basis 2005-20.
31% relative reduction achieved by March
2012, vs. interim target of 25%.
Reduced CO2 by 2% in 2010/11 while
opening new stores.
New stores use 41% less energy than
equivalent stores designed in 2005/06.
Retrofitted stores use 17-20% less.
First supermarket globally to pilot a smart
grid 51% CO2 reduction.
2. Aim to achieve 100% natural gas
refrigeration by 2030
100 stores completed, 250 stores by 2014.
3. Zero carbon heat by 2030
20% of energy to come from directly
purchased renewable PPA agreements by
2020: Currently accounts for 6.5% of energy,
12.5% by end 2012.
Elements of strategy
1. Switching to natural refrigeration, which
accounts for 30% of its operational CO2.
2. Reducing carbon heat
Ground source heat pumps, solar thermal,
and biomass boilers (installed 20 since 2008).
Better buildings: air tightness, build quality
and better u values.

3. Energy and carbon efficiency

Retrofitting to reduce energy demand.
Installing smart grid systems in new stores.
4. Renewable energy
Solar: 16 MW across 169 UK stores.
Biomass: 46 sites have biomass generation.
Geothermal heat pumps: in 6 stores, rolling
out another 100, generating 30% of Crayford
stores energy.
Anaerobic digestion (AD): largest UK user
of AD.
2% of energy currently comes from on-site
renewable sources.
5. Logistics
17-18% absolute reduction in logistics/
transport CO2 since 2006.
Plans to use double-deck trailers for store
deliveries and switch to rail.
6. Launched Carbon Academy in 2011,
to train 20,000 people by 2020.
Context
Winner, Energy category, Guardian
Sustainable Business Awards, 2011.
Co-operative Group: reduced operational
GHGs by 40% since 2006.
Tesco: cut emissions from existing stores
and distribution centres by 26% since
2006/07.
M&S: reduced relative CO2 emissions by
28% since 2006/07.

Looks good. But I would want to see some of this

information assured by an independent third party
and more detail behind whether this relates to scope
1, 2 and 3 emissions, and which conversion factors
are being used.

19

What the crowd says

The strategy is clear with some good examples of
innovation, but Sainsburys could now extend this
to its supply chain and look to collaborate with peers.
How important is it?
(on a scale of 1 to 10)

How well are they doing?

21%

7.6

Significantly ahead

34%
30%
2%

Tesco (6)
M&S (5)
BT (3)

In line
Marginally behind

0%

Significantly behind

13%

Who are the leaders?

(number of votes)

Marginally ahead

Roundtable recommendations
Heres what the expert roundtable discussing
carbon and energy thinks Sainsburys should
do now:
1 Communicate the story better. If the
crowd of experts has been pleasantly
surprised to learn of Sainsburys
achievements, how will customers feel?
2 Explore community energy using
integrated approaches to collaborate
with your communities, e.g. sharing
grids, electricity, leasing roof space to
community interest groups.
3 More open innovation and sharing best
practice, particularly with the supply
chain and local businesses.

No opinion

The analysis
An effective carbon and energy strategy
is becoming table stakes in the world of
sustainability strategy it is assumed
that companies are effective in this area.
Sainsburys 31% reduction in relative energy
use in six years would have been outstanding
in 2007, but today keeps it with the pack of
other major retailers. Only 21% put Sainsburys
as significantly ahead in this area, ranking its
performance 6th highest of the 10 areas rated.
To achieve significantly ahead, the crowd
would like to see Sainsburys do more to
extend its operational success into its supply
chain, and to report on its achievements in this
area. And judging by dairy farmer Ben Jacks
comments at Green Mondays, it can expect some
initial push back followed by gratitude for
assistance in building a more efficient business.
Sharing and communicating emerge as major
themes in the appraisal results and roundtable
discussion. If Sainsburys can see carbon
as a pre-competitive issue, it could achieve
leadership through open innovation.

This looks like a comprehensive strategy. The

only gaps are in supply chain (targets are needed
for both own brand and other suppliers), and a
lobbying strategy (direct to government and
through forums such as CGF).

20

In depth:
Waste
In context
Sainsburys controls and influences levels of waste
in key areas of packaging, food and wood, and is an
influential agent in the resource system.
Waste

2.3m
plus
of edible food waste
donated to charities

50%
goal

reduction in own brand

product packaging
by 2015

18%

rise in recycled bags by

rewarding Nectar points

Targets and achievements

1. Waste from own operations
Supermarkets and Sainsburys locals
achieved zero waste to landfill in 2010.
All edible food waste beyond its best before
date is given to charity, representing a value
to the charities of 2,368,227 in 2010/11.
Remaining food waste used to create
energy through anaerobic digestion (AD).
Achieved 100% recycling for paper, plastic
packaging, wood and food.
2. Packaging
Goal to reduce own product packaging
by 50% by 2020 from 2005 levels.
Interim goal: a 33% reduction by 2015.
Achieved an 11% reduction in packaging
from own brand products over the past
two years.
First major UK retailer to offer milk in
bags, reducing packaging by 75%.
Has introduced netted bags on British
apples, pears, potatoes and onions.
Removed the boxes for fresh pizzas,
reducing the amount of packaging by 75%.

3. Helping customers to reduce their waste

Battery and light bulb recycling at every
store, along with general recycling facilities.
First supermarket to change its labels to
encourage freezing up to the use by date.
Nectar points for recycling bags, an increase
of 18% in 2011.
Introducing comprehensive recycling
facilities to make it easier for customers
to recycle.
4. Reducing waste in the supply chain
Sainsburys packaging team works
with suppliers to reduce packaging.
Sainsburys took a minority shareholding
investment in Tamar, a 100 MW AD plant,
which it is encouraging its suppliers to use.
5. Industry collaboration
Sainsburys was the first signatory to the
Courtauld agreement, and is currently
working with WRAP towards Courtauld III.
Helped design the on-pack recycling label
(OPRL) with WRAP and the British Retail
Consortium.
Sainsburys waste reductions have been
achieved through paybacks of four years
or less, with many significantly shorter.
Context
Winner of the categories of Cartonboard
Pack of the Year and Flexible Plastic Pack
at the UK Packaging Awards, 2011.

Waste strategy doesnt have any clear aims

on reducing total supply chain waste, only in
reducing packaging.

21

What the crowd says

Sainsburys topped the leaders list for waste, but
there is an opportunity for greater collaboration
with customers and suppliers.
How important is it?
(on a scale of 1 to 10)

How well are they doing?

21%

7.2

Significantly ahead

34%
31%
2%

Sainsburys (6)
M&S (4)
P&G (2)

In line
Marginally behind

1%

Significantly behind

11%

Who are the leaders?

(number of votes)

Marginally ahead

No opinion

The analysis
Interestingly, the crowd seemed less confident
in judging Sainsburys waste strategy than
in other areas. It identifies Sainsburys
as the leader in waste, but from a pool of
1 Pressurising supply chain to improve
20 nominations the lowest number of
packaging and waste reduction by
nominations for the 10 areas. With the
getting more suppliers to join the
majority saying Sainsburys waste strategy
Courtauld agreement and standardising
is in line or marginally ahead, one can
secondary and tertiary packaging/reward
conclude that the crowd finds waste a difficult
innovation.
area to rate.
2 Educate the consumer to stimulate
The crowd commends Sainsburys for many
behaviour change, normalising through
initiatives: industry firsts (milk in a bag),
celebrity involvement and challenging
strong partnerships (FareShare, WRAP, British
perceptions through radical redesign in
Retail Consortium), and its commitment to
packaging.
reduction before donations to charity and
3 Customer food waste: be more aggressive anaerobic digestion.
on post-consumer waste, through portion
It asks for more in taking an industry-leading
control, demand management, storage,
role in standard setting: in tackling supply
consumption, cooking economy and
chain waste; encouraging consumers and
composting animal feed leftovers.
shoppers to recycle more; and collaboration
Challenge the delivery of waste to landfill.
with its competitors to change consumer
behaviour.

Roundtable recommendations
Where does Sainsburys go from here? Heres
what the expert roundtable discussing waste
thinks Sainsburys should do now:

I like the ambition of eliminating waste from the

supply chain as well as their own operations.
Excellent on the food waste now how do they
tackle consumers wasting so much food? The
packaging target seems too unambitious.

22

In depth:
Fish
In context
Sainsburys fish strategy is included as it is a growing
society concern, and typifies a tragedy of the commons
sustainability issue.

100%

of fish to be
independently certified
as sustainable by 2020

100%

pole and line caught fish

for its own brand canned
tuna

100%

cod and haddock will be

certified as sustainable
by the end of 2012

Overview
Sainsburys is the second biggest fish buyer
in the UK, and believes it will have a robust
sustainable fish supply chain within five
years.
Strategy
1. Its goal is to reach a position where all of its
fish is independently certified as sustainable
a 2020 target. It is likely to achieve 90% by
2016, but there will be longer-term challenges
due to climate change etc. The main initiatives
are as follows:
Where it is available, and where quality
meets its specifications, Sainsburys only
buys Marine Stewardship Council (MSC)
Certified fish which Sainsburys regards as
the most robust certification. By the end of
2012, 78% of its wild fish (which accounts
for 50% of total fish sales) will carry the
MSC eco-label. All cod and haddock will be
certified as sustainable by the end of 2012.
For wild fish not covered by MSC, it applies
a traffic light system developed with the
Marine Conservation Society and other
stakeholders, where it only buys green or
amber rated fish. It uses the Sustainable
Fisheries Partnership for independent
analysis of individual fisheries stock, and
uses the data to derive fisheries ratings.
Around 50% of Sainsburys fish is farmed.
Sainsburys recognises three independent
certification schemes for farmed fish, and
currently 80% of farmed fish sales are
certified against one of these standards.

2. Like other areas where Sainsburys edits the

customer offer, such as Fairtrade bananas, it
does not charge its customers a premium for
sustainable fish.
3. Through its Switch the Fish initiative it is
seeking to broaden the customers interest to
alternative fish such as coley, pollack, pouting
and dab.
4. It works with legislators to improve policy
for example it has teamed up with the WWF
and other industry players on Common
Fisheries Policy reform.
Recognition
2010 Seafood Retailer of the Year at the
Retail Industry Awards for responsible
sourcing.
Rated number one by Greenpeace for the
responsible sourcing of tinned tuna in
September 2012.
Hughs Fish Fight campaign targeted Tesco
to switch to 100% pole and line caught fish
for its own brand canned tuna in 2011,
recognising Sainsburys had already
achieved it.
Aquaculture Retailer of the Year, Scottish
Marine Aquaculture Awards, 2011.

This is an area where Sainsburys excels. The

targets are exceptional, and set standards for the
rest of the industry. As a consumer, many of its
fish campaigns actively encouraged me to shop at
Sainsburys they should be communicated more.

23

What the crowd says

This is an exemplary strategy combining ambition
and rigour, but could Sainsburys now do more to
leverage its leadership?
How important is it?
(on a scale of 1 to 10)

How well are they doing?

42%

6.4

Significantly ahead

23%

Marginally ahead

16%

In line

0%

Marginally behind

0%

Significantly behind

19%

Who are the leaders?

(number of votes)

M&S (12)
Waitrose (9)
Sainsburys (8)

Roundtable recommendations
Heres what the expert roundtable discussing
the companys role on sustainable fish thinks
Sainsburys should do now:
1 Help consumers better understand the
sustainability message: MSC standards
are complex for consumers.
2 Explain the importance of sustainable
fish as well as the excellent progress that
Sainsburys is making at the point of sale
and in-store messaging.
3 Consider carbon footprinting for
fisheries, similar to the dairy farmer
footprinting through the Farmer
Development Groups.

No opinion

The analysis
The crowd rates Sainsburys fish strategy as
the strongest of the 10 areas examined. The
most popular rating is significantly ahead,
and it is the only area where the rating score
exceeds perceived importance to Sainsburys
strategy (see the diagram on page 3). It can be
concluded that the crowd is not calling for
much change to its strategy.
It singled out many areas for praise, such as
the comprehensive nature of the strategy, the
aggressive targets, choice editing, and not
charging a premium for sustainable fish.
But consistent with other areas of the crowds
commentary, the main deficiency is around
communication. It can leverage its leadership
to do more to educate consumers and reinforce
positive purchasing decisions. Switch the Fish
is an example of a successful campaign in this
area, although the underlying sustainability
message is complex.
Sainsburys has established a strong position
which it can use to broker industry-wide action
and push for stronger policies.

A good opportunity for co-operation/co-opetition with

other major supermarkets. M&S are also leading a charge
on this education programmes could be a good way to
spread the message together.

24

Thank you
The quality of the crowds wisdom comes down to
their collective knowledge, and their willingness
to share that knowledge. We are proud of the
crowd on both counts.

1E
3M
Accenture
Acre Resources
Aimia
Akzo Nobel
AMV
Anglian
Arcadia Group
Ashridge Business
AstraZeneca
Aviva
B&ES
B&Q
Balfour Beatty
Barclays
Barts & the London NHS
Bird & Bird LLP
BP
British American Tobacco
British Gas
British Land
BSkyB
BT Group
Burberry Group
Cable & Wireless Worldwide
Cafe Direct
Capgemini
Capita
Carbon Clear
Carbon Disclosure Project
Centrica
Cisco
Clifford Chance
Coca-Cola
Commercial Group
Context Group
Countryside Properties
Deutsche Bank
Diageo
Dimension
E.ON
Environmental Resources
ERM
Ernst & Young
Everything Everywhere
Fairtrade Foundation

Financial Times
Fishburn Hedges
Forum for the Future
Further
GE
GlaxoSmithKline
GM
Greater London
Green Mondays
Greenergy International
Hampshire County Council
Hewlett Packard
Hilton Worldwide
Home Retail Group
Home Sun
HS1
HSBC
IFFO
Imperial College London
Interserve FM
Iron Mountain
John Lewis Partnership
Johnson Controls
Johnson Matthey
Jupiter Asset Management
KFC UK/ Yum!
Kingfisher
Landmarc Support Services
LBG
Lend Lease
Linklaters LLP
Lloyds Banking Group
London Business School
Marine Stewardship Council
Marks & Spencer
Mars
May Gurney
Microsoft
MITIE
Molson Coors Brewing
Company
Morgan Lovell
Morgan Sindall
Myriad CEG
Nestle
Next

NHS Sustainable
Development Unit
P&G
PE International
PepsiCo
PizzaExpress
Premier Foods
Quintain Estates &
Development
Reed Elsevier
Ricoh Europe
RICS
Rolls-Royce
Sainsburys
SGS
Skanska Construction Uk
Sony Computer
Entertainment Europe
Sustainable Development
Commission
Ted Baker
Telefonica UK
Tesco
The Body Shop
The Co-operative Group
The Crown Estate
The Robertsbridge Group
Toyota
Trucost
Turner & Townsend
UK Sustainable Investment
and Finance Association
University College London
University of Cambridge
University of Greenwich
University of The West
of England
Utilyx
Virgin Atlantic
Virgin Unite
Volans
WHEB Asset Management
LLP
Which?
WPP Group
WWF

25

About us
This bold experiment in crowdsourcing
hasbeen driven by an innovative
partnershipbetween Green Mondays
andFishburn Hedges Group.

Green
Mondays

Fishburn
Hedges
Group

Green Mondays is committed to the

evolution of sustainable business models.
As we see it, business is currently losing the
war with sustainability, evidenced by factors
such as rising global carbon emissions,
declining agricultural yields and high youth
unemployment. In short, the intentions of
business still remain largely disconnected
from society.

Our aim at Green Mondays is to turn these

battles won into a successful war. By
identifying new business models that make
commercial and social sense, and sharing
them within the corporate community, we
aim to reduce the innovation risk associated
with change. We do this through events,
benchmark surveys, crowdsourcing
solutions and more.

But some great battles are being won in

the fringes of the economy. The birth of
the electric vehicle, Sainsburys reducing
its relative energy use by 31% in six years,
artificial meat that uses 1% of the water
of conventionally reared cattle, and O2s
programme to impact the lives of 1m
young people by 2015, all testify to the
ingenuity of the human mind to solve
the problem.

www.greenmondays.com

Fishburn Hedges Group is a dynamic

communications group comprising three
specialist, industry-leading agencies:
full-service corporate communications
firm Fishburn Hedges, branding and design
agency Further and creative consumer
PR consultancy 77PR. We are part of the
worldwide BBDO network and Omnicom
Group. We work with some of the worlds
biggest brands; we are experts in PR, Social
Media, Public Affairs, Corporate Reporting
and Employee Engagement. We work
across issues, across channels and across
disciplines. This means were uniquely
placed when it comes to bringing together
the best people to solve complex
communications challenges that demand
integrated answers. Our approach also

TM

Main Sponsor: Ernst & Young

Major Sponsors: Enablon, MITIE
Specialist Sponsors: B & E.S, Carbon Clear,
Context, ERM, PE International, Trucost, Utilyx
Support Sponsors: 1E, Acre Resources,
Bird & Bird, Myriad CEG, SGS
Crowdsourcing & Reporting Partner:
Fishburn Hedges Group

means we have the advantage when it

comes to communicating sustainability
and corporate responsibility. Whether
engaging specialist stakeholders or general
consumers, promoting leadership or
protecting reputations, devising strategy or
reporting progress, we help clients to create
and shape tomorrows conversations,
globally and in the UK.
www.fishburn-hedges.co.uk
www.furthercreative.co.uk
www.77pr.co.uk