Capital Markets Day - Mike Coupe
We have created a multi brand, multi channel business
We will help our customers live well for less
Our integrated customer offer
One multi brand, multi channel business
Helping our customers live well for less
Delivering our food proposition - Paul Mills-Hicks
Delivering our food proposition
Product Quality Framework: Our clear, segmented strategy
Reminder of our value opportunity
Developing our EPP "owned brands" offer
Expanding the offer –12 brands launched
Gaining customer spend, limited trade-down impact
Lowered prices in key high volume categories
We continue to be less dependent on promotions
More competitive on price than we have ever been
Switching losses to discounters reversed
Gains from premium competitors
Category tier performance better balanced
PQF framework helps us fund investment
Own brand Value Chain Analysis (VCA)
VCA case study: Spanish fruit
Delivering our food proposition
Delivering service and convenience - Simon Roberts
Delivering service and convenience
Leveraging our advantaged supermarket portfolio
Driving strong online growth through a highly efficient operating platform
Convenience: Delivering sustained growth
Store operating model fit for the future
Smart Store: Improved service, more efficient
Investment in checkout experience
Improving product availability
Improving the appeal of our Supermarkets
Improving supermarket customer satisfaction
Improving customer satisfaction ranking
Improving customer satisfaction ranking
Driving further consistency is a significant opportunity
Delivering service and convenience
Driving value from our estate - Patrick Dunne
An advantaged estate with profitable routes to growth
A flexible leasehold estate
Supermarket pipeline reduced
A growth strategy to deliver £120m+ profit
Mixed Use Development pipeline
Sainsbury’s estate review
Estates review: Financial outcome
An advantaged estate with profitable routes to growth
Cost transformation - Kevin O'Byrne
Delivering annual savings
Delivering annual savings
Strategic cost transformation: 5 year plan
Strategic cost transformation: 5 year plan
Strategic cost transformation: 5 year plan
Unique opportunity to deliver structural cost change
Financial Services strategy - Jim Brown
Introduction to the new team
Transforming our Financial Services Business
Profits have not kept pace with investment
Financial Services supporting core retail propositions
We have a wide range of products and services
Financial Services customers spend more with the Group
Great assets that Financial Services can leverage
Organisational complexity, lack of scale
Vision, Objective and Priorities
These actions will reshape the portfolio
Lower risk and volatility
Deliver value for shareholders
Growing Nectar loyalty services
UK's most respected loyalty scheme
We have transformed Nectar since acquisition
Powerful, profitable partnership model
Understanding our customers
Nectar data underpins decision making across Sainsbury's
Rewarding customers across our brands
We have launched a fully digitised Nectar
A platform for greater personalisation
A strategic growth opportunity
Transforming our shopper marketing and media business
Growing Nectar loyalty services
Digitising the customer journey - Clo Moriarty
Whenever, wherever, however you want
Investing in our base architecture
Customer centric convergence and integration
Digitising the customer journey
Financial summary - Kevin O'Byrne
Consistent cash generation underpins dividend, debt reduction
Funding the right value proposition
Managing inflationary cost pressures
Strategic cost transformation: 5 year plan
Pensions: Agreed long term sustainable and flexible funding plan
We will help our customers live well for less
We will help our customers live well for less