Supermarkets and Sainsbury’s Bank
Their business is now focused very much on Sainsbury’s Supermarkets and Sainsbury’s Bank following the sale of Shaw’s and JS Developments during the year. Three key priorities and six goals were developed in 1998. These are based on those environmental impacts that are considered the most significant for the business. No change to priorities or goals has been seen to be necessary as the business has not altered since the priorities and goals were formulated.
Priorities: Reduce the environmental impact of products. Reduce CO2 emissions. Reduce waste. Goals: Environmental Management System: Manage the significant environmental effects over which we have direct control and seek to influence those of our customers and suppliers who reduce the impact our organisation has on the environment. Own-Brand Products and Suppliers: Influence our suppliers to reduce their direct environmental impacts and improve the environmental quality of own-brand products through more sustainable sourcing.
Transport: Increase the efficiency of transporting our products, and address employee and customer travel, with the aim of reducing CO2 emissions while achieving customer satisfaction and business growth. Energy: In our own operations, reduce CO2 emissions from energy for building services through responsible energy sourcing, minimising demand and efficient consumption. Waste: Reduce the waste we produce from our operations, recover as much as is practical, ensuring the remainder is disposed of responsibly. Encourage our customers to recycle where appropriate.
Property and store operations: Develop, design and operate our stores and distribution centres to reduce their environmental impact whilst achieving customer satisfaction and business growth. These goals guide the business in implementing its policy to reduce the impact of our own organisation through a programme of continuous improvement.
4. Financial considerations Environmental targets are incorporated into the existing cost savings programme within the business. From the above goals, each operating company develops targets that not only take into account environmental issues but also any cost benefits, which may arise, in the short or long term from meeting those goals. Where appropriate cost benefit targets are attached to each environmental target and these contribute to the achievement of overall corporate financial targets. Progress on the targets is formally reviewed on a regular basis within the operating companies from both a financial and an environmental viewpoint. Cost savings may also be used to improve environmental controls within the business.
Some of the examples of projects that have shown cost savings and environmental benefits in the last year are: Energy savings projects have saved approximately 11/4 million in the last year and are projected to save3.2 million in the current year. The reduction in distance travelled, thanks to the efficiency improvements in Sainsbury’s supply chain in the last year, has delivered a saving of approximately 71/2 million as well as nearly 4,800 tonnes of CO2 by Sainsbury’s HGV fleet.