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
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.
The crowds
verdict
Materiality
Target setting
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
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
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
Waste
Carbon
& energy
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:
20
7.4
Significantly ahead
43%
28%
In line
2%
Marginally behind
1%
Significantly behind
2%
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.
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
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.
50%
x2
Fish
20m
number of children
Sainsburys will
encourage to enjoy
physical activity
Sustainable
supply
chain
Environment:
by 2020
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.
In depth:
Reporting
In context
Sustainability reporting is getting increasingly complex,
involving communication with customers, employees,
shareholders and society.
Reporting
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,
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.
6.5
Significantly ahead
40%
34%
M&S (18)
Unilever (10)
Puma (7)
In line
4%
Marginally behind
1%
Significantly behind
5%
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.
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
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).
11
9.1
Significantly ahead
34%
23%
In line
4%
Marginally behind
1%
Significantly behind
12%
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.
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
530
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.
13
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%
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.
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
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.
15
6.6
31%
Marginally ahead
19%
In line
2%
Marginally behind
1%
Significantly behind
6%
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.
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
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.
Strategy
1. Making decisions on behalf of their
customers
270
in-store pharmacists,
who will provide 150,000
health consultations in
2012
17
8.3
Significantly ahead
36%
33%
6%
M&S (22)
Co-op Group (4)
Unilever (4)
In line
Marginally behind
1%
Significantly behind
7%
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.
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%
Zero
Waste
19
7.6
Significantly ahead
34%
30%
2%
Tesco (6)
M&S (5)
BT (3)
In line
Marginally behind
0%
Significantly behind
13%
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.
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
18%
21
7.2
Significantly ahead
34%
31%
2%
Sainsburys (6)
M&S (4)
P&G (2)
In line
Marginally behind
1%
Significantly behind
11%
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:
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%
100%
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.
23
6.4
Significantly ahead
23%
Marginally ahead
16%
In line
0%
Marginally behind
0%
Significantly behind
19%
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.
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
www.greenmondays.com
TM