This is why we have committed to develop and deliver healthy, sustainable diets for all. We want to help make eating well affordable, easy and tasty, to support having a positive impact on health and the health of the planet. We are implementing a programme of change, focusing on reducing carbon emissions, food waste, plastic packaging and water usage and increasing recycling, biodiversity and healthy and sustainable eating.
We want to reduce the environmental impact of our business and work with farmers, growers and suppliers throughout our supply chain to help them reduce theirs. We are committed to being an inclusive employer where everyone is treated fairly and with respect, and where colleagues love to work and are encouraged to develop their skills and fulfil their potential.
We play an active role in our communities and we want to treat people fairly throughout our business and supply chains. We are refocusing the role of our portfolio brands to ensure that they contribute positively in their own right. Offering delicious, great quality food at competitive prices has been at the heart of what we do since John James and Mary Ann Sainsbury opened our first store in We opened the first self-service store in Croydon which revolutionsied the way we shop, with customers browsing aisles and picking their own products.
With stores all over the nation, each one has its own unique history. They are: Living healthier lives, Sourcing with integrity, Respect for our environment, Making a positive difference to our community and A great place to work. Our values strengthen our relationships with customers, suppliers, colleagues and they make commercial sense. They make sure that we do right by our suppliers and by our planet and take responsibility for the communities on our doorstep.
Our Sustainability Plan focuses on where we can make the most positive impact. We also have over digital collection points and seven mini Habitats. Home About us Our business strategy. Our business strategy. About our business strategy. View the full diagram. We know our customers better than anyone else. Colleagues making the difference. Great products and services at fair prices. Our values make us different.
There for our customers. What does this mean? Why does it matter? The first self-service branch opened in Croydon in It expanded more cautiously than Tesco, shunning acquisitions, and it never offered trading stamps.
Until the company went public on 12 July , as J Sainsbury plc, the company was wholly owned by the Sainsbury family. It was at the time the largest ever flotation on theLondon Stock Exchange; the company rewarded the smaller bids for shares in order to create as many shareholders as possible. A million shares were set aside for staff, which led to many staff members buying shares that shot up in value. The company benefited, too, from a consistency of management stemming from family ownership and control.
The last counter service branch closed inPeckham in The first SavaCentre store was opened inWashington, Tyne and Wear, in ; nearly half the space, amounting to some 35, sq ft 3, m 2 , was devoted to textiles, electrical goods and hardware.
This is in direct contrast to rival firms Tesco and Asda, which have been rapidly expanding their Tesco Extra and Asda Wal-Mart Supercentre hypermarket formats in recent years. The plan was to open a DIY store with a supermarket-style layout.
Homebase was tripled in size in with the acquisition of the rival Texas Homecare from the Ladbroke Group plc. There was, however, diversification outside the UK. The success of the Merry Hill store, combined with the onset of the recession resulted in a fall in trade at the nearby store in Halesowen, which closed in Between December and December the company opened seven stores.
Two others at Sprucefield, Lisburn and Holywood Exchange, Belfast would not open until due to protracted legal challenges. At the end of it announced price cuts on of its most popular own-label lines. Significantly, this came three months after Tesco had launched its Tesco Value line. These were small supermarkets which enabled large villages to get their weekly shopping without travelling to large out of town stores.
Potential sites were identified and finally stores were opened in Attleborough and Chipping Ongar Essex towards the end of In the company reported its first fall in profits for 22 years. David Sainsbury announced management changes, involving the appointment of two chief executives, one in charge of UK supermarkets Dino Adriano and the other responsible for Homebase and the US David Bremner. Finally, in , David Sainsbury himself resigned from the company to pursue a career in politics.
He was succeeded as non-executive chairman by George Bull, who had been chairman of Diageo,and Adriano was promoted to be Group Chief Executive. While the Interstate font was used almost exclusively for many years, the company introduced another informal font in which is used in a wide range of advertising and literature.
However poor profitability led to the sale of this share in David Bremner became head of the UK supermarkets. In his first two years he exceeded profit targets, although by the group had suffered a decline in performance relative to its competitors and was demoted to third in the UK grocery market.
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