interim results 17/18/media/files/s/... · 2020. 4. 30. · property strategy. gnfr procurement....

Preliminary Results2019/20

Kevin O’ByrneChief Financial Officer

3 Preliminary Results 2019/20 - April 2020

Agenda

Financial highlights01

19/20 performance02

COVID-19 update03


Group performance overview

Underlying results1

Group sales (inc VAT)Retail operating profitFinancial Services operating profitUnderlying profit before taxUnderlying basic EPSRetail free cash flowNet debt2

Non-lease net debt2

Statutory resultsItems excluded from underlying resultsProfit for the financial period before taxBasic EPS

Change2019/20 2018/19£m

0%4%

55%2%4%

34%5%

23%

17%26%24%

32,394 938

48 586

19.8p611

(6,947)(1,179)

(331)255 5.8p

32,412 981

31 601

20.7p456

(7,346)(1,522)

(399)202 7.6p 1 Full breakdown of definitions available in the

Alternative Performance Measures2 Including perpetual securities


Retail sales

Expect to open around 2 new Sainsbury's supermarkets and around 15 convenience stores

Expect to close around 8 supermarkets and around 14 convenience stores, as part of announced property closure programme

Expect to open 35-40 Argos in Sainsbury’s and close around 50 Argos standalone stores

2020/21 FY Guidance3

LFL sales growth1

(0.6)%

Sales from net new space1

0.2%

Total sales growth1

0.4%Grocery

(0.4)%

Categories

(2.9)%GeneralMerchandise

1.2%Clothing

(0.1)%Supermarkets2

Channels

1.3%Convenience

7.6%GroceriesOnline

2 Supermarket sales include Argos stores in Sainsbury’s sales3 Guidance on openings and closures is subject to potential disruption from COVID-19

1 Sales including VAT, excluding fuel


-4.5%

3.3%4.4%

2.5%

-0.5%

0.6%0.4%

2.0%

Grocery: Total sales growth

Q1

Q2 Q3 Q4

Sales Momentum

Argos(inc. Habitat)

JS GM

Q1 Q2 Q3 Q4

General Merchandise: Total sales growth

Clothing: Total sales growth

Q1Q2 Q3 Q4

Total GM

0%

-5%

-10%


Sales performance versus market

Q119/20

TescoAsda

Morrisons

Sainsbury’s

Totalgrocers

Q219/20

Q319/20

Q419/20 Argos YoY

BRC YoY(excluding Argos)

FY 2019/20

Argos: Value growth v BRC2

Clothing: Value Growth (%YOY)3

Sainsbury’s

Total market

8 Mar 19 9 Mar 20

Grocery: Volume growth1

1 Kantar unit growth YoY. Q1: 11 Mar - 30 Jun 2019, Q2: 1 Jul - 22 Sep, Q3: 23 Sep - 5 Jan, Q4: 6 Jan - 8 Mar 20202 Argos vs BRC non-food non-clothing market, 52 weeks to 7 March 20203 Kantar world panel 52 weeks to 8 March 2020

0%

0%

4%

0%

-5%


Underlying profit before tax

601

17

19586(43)

(8)

279

238

322348

18/19 19/20 19/2018/19

H1 H2

H1/ H2 UPBTUPBT Waterfall (£m)

18/19 UBPT 19/20 UBPT

Retail Financial Services

InterestJVs

-15%

+8%


2019/20 2018/19

Items excluded from underlying results

Retail restructuring programmeFinancial Services transition and otherArgos integration costsAsda transaction costsDefined benefit pension expensesOtherTotal ex. Property strategy Property strategy programmeTotal

(32)(29)

--

19 7

(35)(296)(331)

(81)(70)(40)(46)

(118)(44)

(399)-

(399)

£m

126

368

126

Property Strategy Programme

Impairment charges

Store closure write-downs

Other closure costs – non-cash

Other closure costs – cash


37

27

714

2434

Financial services

2018/19 2019/20

Bank

AFS (recognised in Financial Services)

AFS (recognised in Retail)

Feb 19 Feb 20

1.9

2.0

2.9

0.9

2.6

1.7

0.8

1.4

+10%

6875

Financial Services UPBT (£m) Customer Assets (£bn)

+6%

7.07.4

Personalloans

Credit cards

Mortgages

Store cards

2018/19 2019/20

£6.0bn£6.3bn

Deposits

+5%


Financial Services Costs

No. of registered customers to AFS mobile App

2018/19 2019/20

Costs1 (£m)

286 300

Colleaguecosts

Otherexpenses

Depreciation

2018/19 2019/20

1.2m

1.7m

+39%

Feb 19 Feb 20

2,535

2,226

Headcount

1 Group contribution basis

+5% -12%


Retail capital expenditure

Retail capital expenditure is expected to be around £550m-£600m per annum over the medium term

Update on 2020/21 to be given at Interim Results in November

2020/21 FY Guidance

Retail capital expenditure

MaintenanceGrowthEfficiency Argos integration

£544m2018/19

£599m2019/20

2.6

0.5

1.8

0.7

0.9

1.6

5 yearsto 14/15

5 yearsto 19/20

Core retail capital expenditure (£bn)

New store developmentExtensions and refurbishments

Supply chain and IT


Net debt and retail free cash flow

2 Includes dividends received from JVs, net of JV capital injections3 Includes initial direct costs on right-of-use assets

1 Excludes Argos integration capital expenditure in 18/19

4 Net debt definition excludes derivatives not linked to borrowings, and includes perpetual securities as debt

2020/21 FY Guidance

5 FY18/19 Net Debt exc. Leases of £1,522m compares to the previously reported Net Debt of £1,636m less £(122)m of finance leases, plus £8m other (predominantly derivatives no longer reported within net debt)

No capital injections into the Bank are expected

Expect underlying retail depreciation and amortisation of around £1.2bn, including c.£500m right of use asset depreciation

Net finance costs of between £370m-£380m, including c.£310m lease interest in 2020/21, following the introduction of IFRS 16

2019/20 2018/19

Net cash from operating activitiesCapital expenditure1

Disposal proceeds2

Bank capital injectionsLease repayments3

Retail free cash flowDividends paid on ordinary sharesOtherMovement in net debtOpening net debt4

Closing net debt4

Of which:Lease liabilitiesNet debt excluding lease liabilities5

1,453 (599)

224 (35)

(432)611

(247)35

399 (7,346)(6,947)

(5,768)(1,179)

1,437 (508)

78 (110)(441)456

(224)(3)

229 (7,575)(7,346)

(5,824)(1,522)

£m – Restated for IFRS 16

(343)


1 Net debt definition now excludes derivatives not linked to borrowings, and includes perpetual securities as debt2 Net debt (inc. perpetual securities) on a post-IFRS 16 basis divided by Group underlying EBITDAR. We previously disclosed adjusted Net debt/ EBITDAR, but net debt on a post-IFRS 16 basis now

includes lease liabilities3 FY18/19 Net Debt exc. Leases of £1,522m compares to the previously reported Net Debt of £1,636m less £(122)m of finance leases, plus £8m other (predominantly derivatives no longer reported within net debt)

Balance sheet targets

• Non-lease net debt reduction of at least £750m over the three years from 18/19 to 21/22

• Medium leverage reduction targets

- Net debt/EBITDAR2 less than 3x

FY18/19

FY15/16

2,125

1,5223

FY21/22

FY2019/20

FY2018/19

Net debtOf which lease liabilitiesNet debt exc. leases1

(6,947) (5,768) (1,179)

(7,346) (5,824) (1,522)3

£m

FY19/20

(603)

(343)

Target

(750)+

Net debt exc. Lease liabilities1 (£m)

1,1793


Summary

• Strong customer response to changes in our Grocery business

• General Merchandise remained tough

• Good progress on Financial Services

• H2 profit growth

• Strong free cash flow, net debt reduction in line with guidance

Mike CoupeChief Executive Officer

Performance


Distinctive products and

categories

Fast, friendly and convenient

Personalised and seamless physical and

digital

Net Zero by 2040

Drive efficiencyto reinvest

Be a place where we all love to work

Our priorities

Our purpose – To help our customers live well for less

Be competitive on price


Be competitive

on price

1

Improved grocery value

1 Sainsbury’s value index, based on Edge by Ascential SKU matching data, to March 2020

Cheapest Supermarket for Branded Groceries

in 2019Which? Awards 2019

14/15 18/19 19/2018/19 19/20

-390bps

-30bps

-60bps

Commodity Value Index1 Base Price Index1


Fast, friendly and

convenient

4

Major growth initiatives delivered in FY19/20

Beauty 124 Rapid Exit & SmartShop 118Tu features 110 Food Partners & Concessions 93Wellness 42GM rebalance 40

12,500Investments

Food to go 210 Ambient 250

Digital 256Argos in Sainsbury’s 25

451supermarkets

Invested in

362convenience

Invested in

398Argos stores

Invested in

More than 1,000 major store projects

£164mInvested in 19/20


Fast, friendly and

convenient

4

Improving customer satisfaction rankingAll supermarket measures improved year on year

CSAT scores %1

19/20 + 20/21 to date

18/19

2019 2020Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr

1 Lettuce Know in-store programme, combined Food Business


Fast, friendly and

convenient

4

Channels: Convenience

On the Go Neighbourhood hub

Woodhall SpaMansion House


Fast, friendly and

convenient

4

Channels: Groceries Online

FY18/19 FY19/20FY17/18

+14%

+13%

+10%

0.8

1.0

1.2

1.4

1.6

1.8

15/16 16/17 17/18 18/19 19/20

Items picked per hour improvement Sales (£bn) and YOY growth rates

+7.6%

+6.9%

+6.8%+8.2%



digital

3

Financial Services Priorities

• Focus on:- Operational resilience- Conduct- Capital efficiency

• Build core competency in:- Customer experience - Digital- Data and analytics - Credit/ operational risk - Partnerships

• Stop mortgage origination

• Develop AFS proposition

• Improve margins

• Improve card and insurance momentum

• Right size the cost base

• Rationalise product offering

• Review vendor/supplier arrangements

• Optimise cross-business synergies

Reshapethe balance sheet

Simplifythe organisation

Strengthenthe business



digital

3

Nectar

Digital Nectar Coalition strengthened Nectar 360

4.5m+ digitalcollectors

Oct Nov Dec Jan Feb Mar2019 2020



digital

3

Digital Sales SmartShop Single Search

Digital

Universaldiscovery

Seamlessfinancialservices

Singlebasket

14/15 19/20

£1.1bn

£6.3bn • Rolled out to all supermarkets

• Sales participation in handset stores: 18%


Drive efficiency to

reinvest

5

Strategic cost transformation: 5 year planAll programmes largely in execution

Converge Tackle fixed cost

End to end reviews

Retail Operations, Marketing and Commercial Operations

Other central support

Logistics and Supply Chain

Project A

Project C

Project D

Shared Services/ Business Process Optimisation

Property strategy

Project BGNFR procurement

Capital prioritisation

Technology, Digital and Corporate Services

£250-£350m

£150-£250m

£400-£600mExecution underway In planningWell progressed


Net Zero by 2040

7

We will use science based targets and report progress against these every six months

Healthy sustainable

diets

Reduce carbon

emissions

Minimiseuse of water

Reduceuse of plastic

packaging

Reduce food

waste

Increase recycling

Net positive for

biodiversity

Seven key areas of focusWe will invest £1bn over the next 20 years

COVID-19


Product purchasing

limits

Closedcafes; meat,

fish and pizza counters

Closedstandalone

Argos stores

12 weeks full pay for extremely

vulnerable colleagues /

shielding

Donated £3m to Fareshare

Donated over £4mto Comic Relief’s

‘Big Night In’

800,000 vulnerable customers contacted

and prioritised for online

COVID-19: Sainsbury’s Timeline

March 15 17 19 20 22 23 23 8 10 273April

14 days full pay for self-isolating

colleagues

Priority shopping for elderly, vulnerable,

NHS & social care workers

Strict social distancing measures

for stores, including safety screens

Contacted450,000 vulnerable

customers and prioritised

for online c.50% increase in online slots

24 25

Thank you payment

for store, DC and Careline

colleagues on hours worked

Immediate payment termsfor at least 1,500 small suppliers

Keeping our customers and colleagues safeFeeding the nation Supporting our communities


Initial Impact: Sales Shape

51 52 1 2 3 4 5 6 7

51 52 1 2 3 4 5 6 7

51 52 1 2 3 4 5 6 7

Grocery

Clothing

40%

20%

0%

(20)%Week

Week 51 52 1 2 3 4 5 6 7

20%

0%

(20)%

(40)%

(60)%

Fuel

(80)%Week

Week

20%

0%

(20)%

Total General Merchandise

40%

20%

0%

(20)%

(40)%

(60)%

(80)%

Sales figures have been seasonally adjusted


Initial Impact: Groceries Online

Click & Collect

Home Delivery

Groceries Online Sales

452 1 2 3 5 6 7Week51


Initial Impact: SmartShop

15%

20%

25%

30%

35%Sales Participation1

1 Average sales participation of handset stores

452 1 2 3 5 6 7Week51


Initial Impact: Argos

0

20

40

60

80

100

Q4 19/20 Since Argos store closures

+86%

+32%

Average weekly sales by fulfilment channel (£m)

Click & Collect

Home DeliveryWalk-in


Sales Outlook

Key assumptions - sales

• Q1: Lockdown

• Q2: Continued disruption

• H2: Normalisation but a weaker economy

Net FY impact

• Grocery positive

• General merchandise, clothing and fuel volumes negative

Base case

H1H1 H1 H1

H2H2H2H2

Grocery

General Merchandise Clothing Fuel

Sales Growth Assumptions (%)


Profit OutlookBase case

Sales weakness

• General Merchandise

• Clothing

• Fuel

Financial Services

• Travel Money

• ATMs

• Reduced consumer spend

• Impairments

• Colleague absence

• Costs

£500m+profit impact

Higher Retail Costs

• Materially higher operating expenses

• Stock clearance – clothing and seasonal

• Reduced tenant and concession income


Profit Outlook

• Material COVID-19 related costs• GM, clothing and fuel sales• Stock write-downs• Financial services

Base case

Year on Year Profit Impact

• Grocery sales• £450m business

rates relief

£500m+ £500m+

Net impactunchanged


LiquiditySignificant financing headroom

Significant headroom – cash and committed funding:• £1.45bn RCF undrawn at March year end

- £500m now drawn down for prudence• Capex H2 weighted

Financial Services balance sheet is strong• Regulatory capital surplus, significant excess liquidity• Confident that business will not require capital from Group

Financial resilience stress testing


Dividend

Prudent approach• Wide range of potential outcomes• Visibility on full impact of COVID-19 will be

greater later in the year

Dividend decision deferred


Summary

Results

• Good momentum in our Grocery business

• Coming together as one multi brand, multi channel business

• Strong cash generation

COVID-19 Response

• Great response across the business to COVID-19; supporting customers, colleagues, communities and suppliers

• Strength and flexibility of the multi brand multi channel platform

• Balance sheet strength helping support suppliers, tenants and concessions

Outlook

• Significant incremental costs associated with COVID-19 response

• Business rates relief and uplifts in grocery sales likely to broadly offset incremental costs and weaker general merchandise, clothing and financial services contributions

• Balance sheet strong, liquidity good, prudent deferral of dividend decision

Preliminary Results 2019/20 - April 2020

Appendices


Guidance for 2020/21

Space• Expect to open 2 new Sainsbury’s supermarkets and around 15 convenience stores• Expect to close around 8 supermarkets and around 14 convenience stores, as part of

announced property closure programme• Expect to open 35-40 Argos in Sainsbury’s, and close around 50 Argos standalone stores

Financial Services• We expect the financial services business to make a loss• No capital injections into the Bank are expected

Depreciation and amortisation• Expect depreciation and amortisation of around £1.2bn, including

c.£500m right of use asset depreciation

Finance costs• Net finance costs of between £370m-£380m,

including around £310m lease interest, following the introduction of IFRS 16

One-off items• Property strategy programme one off costs announced in 19/20 expected to be

£330m-£350m in total (£296m in 2019/20). Since the initial announcement at the Capital Markets Day in September the programme has been revisited and this has resulted in additional planned closures. Total cash costs of c.£50m (£8m in 19/20)

Capital expenditure• Retail capital expenditure is expected to be around

£550m-£600m per annum over the medium term• Update on 2020/21 to be given at Interim Results in November

Net debt• Expect non-lease net debt to reduce by at least £750m over

the three years from 2018/19 to 2021/22• Update on 2020/21 net debt outturn to be given at Interim

Results in November

Tax rate• Expect an underlying tax rate of around 25 per cent

11APPENDIX


Financial services

ChangeFY

2019/20FY

2018/19£m1%

55%6%5% 5%5%

0 bps 40 bps 50 bps40 bps30 bps

12%

43931

£7.0bn£6.0bn2.01m2.14m

71%3.8%1.6%

13.7%16.7%2,535

Total income1

Underlying operating profitCustomer lending2

Customer depositsActive customers - BankActive customers - Argos FS3

Cost/income ratioNet interest margin4

Bad debt as a percentage of lending5

CET 1 ratio6

Total capital ratio7

Total Resource8

44448

£7.4bn£6.3bn

2.12m2.24m

71%3.4%1.1%

14.1%17.0%2,226

3 Prior year restated

4 Net interest receivable / average interest-bearing assets 5 Bad debt expense / average net lending

1 Net interest, net commission and other operating income

6 Common equity tier 1 capital / risk-weighted assets2 Amounts due from customers at the Balance Sheet date in respect

of loans, mortgages, credit cards and store cards net of provisions

7 Total capital / risk-weighted assets8 FTE and Contractors

2APPENDIX


Price Quality Framework helps us fund investment

Improved Value Indexmore competitive

More distinctive range more reasons to shop at Sainsbury’s

Reduced SKU countoperational efficiencies

Cash gross profit +3.4%

Increased sales/volume intensityoperational efficiencies

PQF implemented (cumulative)

49Range reviews

63%Total volume

3APPENDIX


Property Strategy on track

What we said at CMD Progress to date

Openings over 5 years:c.10 supermarketsc. 80 Argos in Sainsbury’sc. 110 convenience stores

Net receipts of £150-£200m by 2024 On track to deliver

Closures over 2 years:10-15 supermarkets60-70 Argos stores30-40 convenience stores

Growth:New Space

Value Creation:MUDs

Efficiency:Store Closures

19/202 supermarkets27 Argos stores27 convenience stores

19/202 supermarkets25 Argos in Sainsbury’s13 convenience stores

20/21*2 supermarkets35-40 Argos in Sainsbury’sc. 15 convenience stores

Good progress made

20/21*c. 8 supermarketsc. 50 Argos storesc. 14 convenience stores

Progress to come

* 20/21 openings and closures programme is subject to COVID-19 disruption

4APPENDIX


Sainsbury’s sales area and store numbersAs at 7 March 2020

Opening figures 2019/20New storesClosuresReplacement storesExtensionsRefurbishments / downsizesSpace optimisationClosing figures FY 2019/20

Area(‘000 sq ft) Number

21,210 54

(43)---

(54)21,167

608 2

(2)----

608

Supermarkets Convenience



1,934 35

(74)3 ---

1,898

820 13

(27)1 ---

807


Total


23,144 89

(117)3 --

(54)23,065

1,428 15

(29)1 ---

1,415

5APPENDIX


Sainsbury’s store estateAs at 7 March 2020

Sq ftsales area

80745

852

40,001 to60,000

20,001 to40,000

10,000 to20,000

Under10,000 Total

Over60,000

0123123

0197197

0177177

06666

807608

1,415

Argos storesArgos in Sainsbury’sArgos in HomebaseOtherArgos total store numbers

Habitat1

Collection points

594281

8-

883

16317

As at7 March 2020

Disposals/closures

Newstores

As at9 March 2019

125--

26

-6

(25)-

(2)-

(27)

-(42)

570306

6-

882

16281

ConvenienceSupermarketsTotal stores

Number of stores

Sq ftsales area

1,898350

2,248

40,001 to60,000

20,001 to40,000

10,000 to20,000

Under10,000 Total

Over60,000

-1,8511,851

-5,7895,789

-8,5938,593

-4,5844,584

1,89821,167

23,065

ConvenienceSupermarketsTotal stores

Space by store size (‘000 sq ft)

Argos and Habitat store numbers

1 5 Habitat stores, 11 Habitat stores in Sainsbury's

6APPENDIX


Sainsbury’s investment programme2019/20

Supermarkets ConvenienceNew storesMilton Keynes, Brooklands District CentBromley High StLeeds, Wike Ridge LaneSalford, Harbour CityCanterbury High StAylesbury, Berryfields Local CentreBishopton , Dargavel VillageDundee, Perth RoadOxford, Park End StreetBristol, Lyde GreenWoodhall Spa, Tattershall RoadHarmondsworth, Speedbird WayBattersea Park Station

ReplacementMayfair, Stratton St

Q1Q1Q1Q2Q2Q3Q3Q3Q3Q3Q3Q4Q4

Q2

New storesSouth Woodham FerrersOlney

ClosuresBitterne WestBracknell

Q3Q3

Q1Q4

ClosuresMayfairWarren StreetGreenwood AveGateford RdBradford Keighley RoadMerrion CentreBricknell AveBrockenhurst, Brookley RoadGlasgow, Sauchiehall StSelkirkPortsmouth, London RoadBiggar High StGloucester CresLeicester, Narborough Road WealdstoneGerrards Cross, Packhorse Road

Q1Q2Q3Q2Q3Q3Q3Q3Q3Q3Q3Q3Q3Q3Q3Q3

Spring BankHessle RoadNewingtonEdgehill RoadWeston StreetEdinburgh, Whitehouse RdAberdeen, Union StreetCrescent RoadThe ForgeLinthorpe RoadNuthall Rd

Q3Q3Q3Q3Q3Q3Q3Q4Q4Q4Q4

7APPENDIX


Retail margin

Retail sales (inc VAT, inc fuel)(exc VAT, inc fuel)

Retail underlying EBITDAR1

Retail underlying EBITDAR margin %2

at constant fuel pricesRetail underlying operating profit3

Retail underlying operating margin %4

at constant fuel prices

31,82528,424

2,1257.487.48938

3.303.30

31,87128,466

2,1527.567.56981

3.453.45

0.1%0.1%1.3%8 bps8 bps4.4%

15 bps15 bps

1 Retail underlying operating profit before net rental income of £10 million and underlying depreciation and amortisation of £1,197 million2 Retail underlying EBITDAR divided by underlying retail sales excluding VAT3 Retail underlying earnings before interest, tax and Sainsbury’s underlying share of post-tax profit from joint ventures4 Retail underlying operating profit divided by underlying retail sales excluding VAT

£m FY2019/20

FY2018/19

Change

8APPENDIX


FY2019/20

FY2018/19

Financial ratios

Return on capital employed %1

Net debt to EBITDAR (times)2

Fixed charge cover (times)3

Underlying tax rate %Core retail capex / sales4

7.43.22.7

25.41.9

7.43.32.6

24.51.6

£m

1 ROCE: Return is defined as a 52 week rolling underlying profit before interest and tax. Capital employed is defined as group net assets excluding the pension deficit/surplus and excluding net debt. The average is calculated on a 14 point basis.

2 Net debt of £6,947 million includes lease obligations under IFRS 16 and perpetual securities treated as debt, divided by Group underlying EBITDAR of £2,203 million.3 Group underlying EBITDAR divided by rent (both capital and interest) and net underlying finance costs, where interest on perpetual securities is treated as an underlying finance cost.4 Includes retail sales inc vat inc fuel

9APPENDIX


Plc Board

Kevin O’ByrneChief Financial Officer

Mike Coupe Chief Executive

Dame Susan Rice Senior Independent Director

Matt BrittinNon-Executive Director

Jo HarlowNon-Executive Director

Brian CassinNon-Executive Director

David KeensNon-Executive Director

Jean Tomlin Non-Executive Director

Martin Scicluna Chairman

Simon RobertsChief Executive from 1 June 2020

10APPENDIX


Plc Board

Mike Coupe Chief Executive Officer

Skills and experienceMike has vast retail industry experience in trading, strategy, marketing, digital and online functions, as well as multi-site store experience. He has applied this knowledge to manage the business and to implement the strategy and policies approved by the Board.

Appointment to the Board: 1 August 2007Mike has served as an Executive Director since 1 August 2007 and as Chief Executive Officer since 9 July 2014.

Committee membershipCorporate Responsibility and Sustainability Committee

Kevin O’Byrne Chief Financial Officer

Skills and experienceKevin brings a wealth of retail and finance experience to the Board from his various Chief Executive and Chief Financial Officer roles. His skills and experience in leading Finance and driving performance improvement provide the business with valuable expertise in pursuing its strategy.

Appointment to the Board: 9 January 2017

Skills and experienceMartin is Chairman of RSA Insurance Group plc and was previously Chairman of Great Portland Estates plc. He brings a wealth of past and current experience from over 25 years' service as an executive and non-executive board director in a wide range of companies.

Current directorships/business interests Chairman of RSA Insurance Group plc.

Martin Scicluna Chairman

Appointment to the BoardMartin joined the Board as Chairman Designate and Non-Executive Director on 1 November 2018. He was appointed Chairman of the Board on 10 March 2019.

Committee membershipChair of the Nomination Committee and member of the Corporate Responsibility and Sustainability Committee.

Current directorships/business interests Non-Executive Director and Chairman of the Audit Committee of Centrica plc.

Career experienceMike joined Sainsbury’s from Big Food Group, where he was a board director of Big Food Group PLC and Managing Director of Iceland Food Stores. He previously worked for both Asda and Tesco PLC, where he served in a variety of senior management roles.

Career experiencePrevious roles include Chairman of Great Portland Estates plc, Senior Independent Director and Chair of the Audit Committee of Worldpay Inc., and Non-Executive Director and Chair of the Audit Committee of Lloyds Banking Group plc. He was a partner at Deloitte LLP for 26 years, serving as Chairman from 1995 to 2007, where his clients included Dixons, WH Smith, Alliance Unichem and Cadbury.

Career experienceKevin was previously Chief Executive Officer of PoundlandGroup Limited until December 2016 and held executive roles at Kingfisher plc from 2008 to 2015, including Divisional Director UK, China and Turkey, Chief Executive Officer of B&Q UK & Ireland and Group Finance Director. Prior to this, he was Group Finance Director of Dixons Retail plc and European Finance Director of Quaker Oats. He was a Non-Executive Director of Land Securities Group PLC from 2008 to September 2017, where he was Chairman of the Audit Committee and Senior Independent Director.

11APPENDIX


Plc Board

Dame Susan Rice Senior Independent Director

Skills and experienceSusan has extensive experience as a Non-Executive Director, as well as in retail banking, financial services, leadership and sustainability. Her career in retail banking is particularly relevant to the ownership of Sainsbury’s Bank and Argos Financial Services.

Committee membershipChair of the Remuneration Committee and a member of the Nomination Committee.

Appointment to the Board: 1 June 2013. Susan has been the Senior Independent Director since 6 July 2016.

Current directorships/business interestsChair of Scottish Water and Business Stream, Chair of the Banking Standards Board, Chair of the Scottish Fiscal Commission and Senior Independent Director of the North American Income Trust.

Career experienceSusan has been a member of the Scottish First Minister’s Council of Economic Advisors, a Managing Director of Lloyds Banking Group Scotland and Chief Executive, and then Chairman, of Lloyds TSB Scotland plc. She has also held a range of non-executive directorships, including at the Bank of England and SSE plc.

Jean Tomlin Non-Executive Director

Skills and experienceJean has extensive experience and breadth of skills in human resources and corporate responsibility, enabling her to challenge the Executive Directors constructively and monitor the delivery of the strategy within the risk and control framework set by the Board.


Committee membershipAudit Committee, Corporate Responsibility and Sustainability Committee and Nomination Committee.

Career experienceJean was formerly Director of HR, Workforce and Accreditation for The London Organising Committee of the Olympic and Paralympic Games, where she set the strategic direction to ensure the mobilisation of the combined 200,000-strong workforce including paid staff, volunteers and contractors. This represented the recruitment and mobilisation of the largest peacetime workforce and set the industry standard for volunteering with the highly acclaimed Games. She was previously Group HR Director at Marks and Spencer Group Plc, HR Director and founder member of Egg plc, and Sales & Operations Director of Prudential Direct. Jean is a Fellow of the Chartered Institute of Personnel and Development (FCIPD).

Current directorships/business interestsIndependent Board member of Capri Holdings Limited, Non-Executive Director of Holdingham Group Ltd and Chief Executive Officer of Chanzo Limited.

David Keens Non-Executive Director

Skills and experienceDavid has extensive retail experience and knowledge of consumer-facing businesses, together with core skills in finance.

Appointment to the Board: 29 April 2015

Committee membershipChair of the Audit Committee and a member of the Nomination Committee

Current directorships/business interests Non-Executive Director, Senior Independent Director and Chair of the Audit Committee of Auto Trader Group plc.

Career experienceDavid was formerly Group Finance Director of NEXT plc from 1991 to 2015 and their Group Treasurer from 1986 to 1991. Previous management experience includes nine years in the UK and overseas operations of multinational food manufacturer Nabisco and, prior to that, seven years in the accountancy profession.

12APPENDIX


Plc Board

Matt BrittinNon-Executive Director

Skills and experienceMatt has extensive experience of running a high profile, fast moving, innovative digital business and is able to provide first hand guidance to the Board on building and driving digital customer journeys across the business. This knowledge enables him to develop and monitor the delivery of the strategy within the risk and control framework set by the Board.


Committee membershipNomination Committee and Remuneration Committee.

Current directorships/business interestsGoogle’s President – Europe, Middle East and Africa and Director of The Media Trust.

Brian Cassin Non-Executive Director

Skills and experienceBrian brings present day experience of running a FTSE 30 group with knowledge of big data and analytics, both topics of key importance to Sainsbury’s. As CEO of Experian plc, Brian brings with him strong leadership experience and a substantial background in operating within a regulated environment.

Appointment to the Board: 1 April 2016

Committee membershipAudit Committee and Nomination Committee

Current directorships/business interests Chief Executive Officer of Experian plc

Career experienceSince 2015, Matt has been responsible for Google’s business and operations in Europe, the Middle East and Africa; and he has served in leadership roles at Google since 2007. Prior to that, Matt spent much of his career in media and marketing, with particular interest in strategy, commercial development and sales performance. This included commercial and digital leadership roles in UK media.

Career experienceBrian joined Experian plc as Chief Financial Officer in April 2012, a post he held until his appointment as Chief Executive Officer in July 2014. Prior to this, Brian spent his career in investment banking at Greenhill & Co, where he was Managing Director and Partner. Brian has also held various roles at Baring Brothers International and at the London Stock Exchange.

Jo Harlow Non-Executive Director

Skills and experienceJo brings a wealth of experience in consumer-facing businesses and in the telecoms and technology industries, both in the UK and internationally.

Appointment to the Board: 11 September 2017

Committee membershipChair of the Corporate Responsibility and Sustainability Committee and member of the Nomination Committee and Remuneration Committee.

Current directorships/business interests: Jo currently serves as Non-Executive Director and Chair of the Remuneration Committee of InterContinental Hotels Group plc, Non-Executive Director and Chair of the Remuneration Committee of Halma plc, and a Member of the Supervisory Board of Ceconomy AG.

Career experienceJo most recently held the position of Corporate Vice President of the Phones Business Unit at Microsoft Corporation. She was previously Executive Vice President of Smart Devices at Nokia Corporation, following a number of senior management roles at Nokia from 2003. Prior to that, she held marketing, sales and management roles at Reebok International Limited from 1992 to 2003 and at Procter & Gamble Company from 1984 to 1992.

13APPENDIX


Plc Board

Retirements in 2019/20John Rogers retired from the Board on 31 October 2019.

Simon RobertsChief Executive Officer from 1 June 2020

Skills and experienceSimon joined Sainsbury’s and the Operating Board in July 2017 as Retail & Operations Director responsible for Stores, Central Operations and Logistics. He brought a wide range of experience and leadership skills to the Board from previous executive and non-executive roles.

Appointment to the Board: 1 June 2020

Committee membershipCorporate Responsibility and Sustainability Committee.

Current directorships/business interestsNon-Executive Chairman at the Institute of Customer Service.

Career experienceSimon has over 30 years’ experience leading major UK retail brands, having spent 15 years at M&S and 13 years at Boots. Prior to joining Sainsbury’s, Simon was Executive Vice President of Walgreens Boots Alliance and President of Boots UK and Ireland. During his tenure, Simon led Boots UK to achieve growth in sales and transactions, increased retail gross margin and doubled sales online. Before Boots, Simon was at Marks and Spencer Group Plc, where he started his career in stores.

Life PresidentLord Sainsbury of Preston Candover KG

14APPENDIX


Operating Board

Mike Coupe Chief Executive Officer

Tim Fallowfield OBECompany Secretary and Corporate Services Director

Kevin O’Byrne Chief Financial Officer

Jim BrownChief Executive Officer, Sainsbury’s Bank

Paul Mills-HicksCommercial Director

Angie RisleyGroup HR Director

Phil JordanChief Information Officer

Simon RobertsChief Executive Officer from 1 June 2020

Clo MoriartyChief Digital Officer

15APPENDIX


Operating Board

Mike Coupe Chief Executive OfficerSee Appendix page 11

Kevin O’ByrneChief Financial OfficerSee Appendix page 11

Tim Fallowfield OBECompany Secretary and Corporate Services Director

Date of appointment: September 2004

Skills and experienceTim joined Sainsbury’s in 2001 as Company Secretary, having previously held the position of Company Secretary and General Counsel at Exel plc, the global logistics company, now part of DHL. Tim is a qualified solicitor and began his career at the international law firm, Clifford Chance. He joined Sainsbury’s Operating Board in September 2004 and, in addition to his role as Company Secretary, he is responsible for the Corporate Services Division comprising Legal Services, Data Governance and Information Security, Safety, Shareholder Services, Insurance and Central Security. He chairs the Group Safety Committee and the Data Governance Committee. Tim is Chairman of the Disability Confident Business Leaders Group, which works with Government in shaping the disability employment agenda and in raising awareness of the benefits of employing disabled people. He was awarded an OBE for services to disability awareness in the 2020 New Year’s Honours List.

Jim BrownChief Executive Officer, Sainsbury’s Bank

Skills and experienceJim joined Sainsbury’s Bank in June 2019. He has held a number of senior international financial services roles, most recently for RBS in the UK as CEO of Williams and Glyn and, prior to that, as CEO of Ulster Bank in Northern Ireland and the Republic of Ireland. Before moving to Ireland, Jim was based in Hong Kong and was CEO Retail and Commercial Banking, Asia and the Middle East for RBS and ABN AMRO. He has also been a member of the RBS Group Management Committee, ABN AMRO Top Executive Group, ABN AMRO Global Consumer Leadership Team and the RBS/Bank of China Joint Steering Committee. Earlier in his career, he held a number of senior executive roles for Citibank in Asia, Australia and New Zealand. Jim has also held various board positions, including at Ulster Bank, Saudi Hollandi Bank, The Royal Bank of Scotland (China) Co. Ltd and RBS (Pakistan) Ltd. He is a past President of the Institute of Banking in Ireland. He is currently a Certified Bank Director.

Date of appointment: June 2019

Paul Mills-HicksCommercial Director

Skills and experiencePaul joined the Operating Board in May 2014 as Food Commercial Director, having spent over ten years at Sainsbury’s. He was closely involved in the formation and execution of the ‘Making Sainsbury’s Great Again’ strategy and has held a variety of roles in commercial, strategy and finance, most recently as Business Unit Director for Grocery. Prior to Sainsbury’s, Paul was European Controller at Marks and Spencer Group Plc and a Director at UBS Warburg.

Date of appointment: May 2014

Simon RobertsChief Executive Officerfrom 1 June 2020See Appendix page 14

16APPENDIX


Operating Board

Angie RisleyGroup HR Director

Skills and experienceAngie was appointed Group HR Director and member of the Operating Board with responsibility for human resources in January 2013. Before joining Sainsbury’s, Angie was the Group HR Director for Lloyds Banking Group and an Executive Director of Whitbread PLC with responsibility for HR and Corporate Social Responsibility. Prior to her current role as Non-Executive Director and Chair of the Remuneration Committee at Smith & Nephew plc, Angie spent six years as Non-Executive Director and Chair of the Remuneration Committee of Serco plc.

Date of appointment: January 2013

Phil JordanChief Information Officer

Skills and experiencePhil joined the Board in January 2018 and has brought a fresh, global perspective on technology to the Operating Board, in addition to a wealth of experience in digital, data and business transformation. Prior to joining Sainsbury’s, Phil had a long and successful track record in telecommunications. Most recently, he was Global Chief Information Officer at Telefonica, overseeing Digital Transformation and Information Technology and, prior to that, was Chief Information Officer for Vodafone UK/Ireland. Phil has worked as a Non-Executive Adviser on Technology in the investment and retail banking sector and is currently a Non-Executive Director, member of the Audit Committee and Chair of the Cyber-Security Committee of TalkTalkTelecom Group PLC.

Date of appointment: January 2018

Clodagh MoriartyChief Digital Officer

Skills and experienceClodagh was appointed Chief Digital Officer in June 2018, when she also joined the Operating Board. Clodagh is responsible for our e-commerce channels, digital products and digital strategy, ensuring customers experience an integrated and seamless digital experience across Sainsbury’s, Argos, Tu, Sainsbury’s Bank and Nectar. In addition to being the Operating Board sponsor for Wellbeing, she is also a newly appointed member of the Sainsbury’s Bank Board and sits on its Nomination and Remuneration Committees. Prior to this, Clodagh has been Director of Online, Head of Online Trading, Merchandising & Content and Category Manager for the Meal Solutions business. She joined Sainsbury’s as Head of Strategy, following nine years at Bain & Company. Whilst there, she worked across the London, New York and Johannesburg offices in corporate, private equity and not-for-profit sectors across multiple industries.

Date of appointment: June 2018

17APPENDIX


Supplementary financial details

3. Financial calendarQ1 trading statement(16 weeks to 29 June 2020)

Interim results(28 weeks to 21 September 2020)

1 July 2020

5 November 2020

1. Weighted average number of sharesFY 2019/20: 2,207.6m (2,471.0m diluted)

FY 2018/19: 2,197.6m (2,468.7m diluted) InterimFinalTotal

2. Dividend

2019/20

3.3p-

3.3p

3.1p7.9p

11.0p

2018/19

18APPENDIX


Contacts

24

James CollinsHead of Investor RelationsTel: + 44 (0) 20 7695 [email protected]

Susie LynskeyInvestor Relations ManagerTel: + 44 (0) 20 7695 [email protected]

Glyn DaviesInvestor Relations AssistantTel: + 44 (0) 20 7695 [email protected]

www.j-sainsbury.co.ukJ Sainsbury plc, 33 Holborn, London EC1N 2HT

Irene GalvanInvestor Relations AnalystTel: + 44 (0) 20 7695 [email protected]

interim results 17/18/media/files/s/... · 2020. 4. 30. · property strategy. gnfr procurement....

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