J Sainsbury Plc · LSE:SBRY
J Sainsbury — FY2022/23 Earnings Presentation
81 slides from J Sainsbury's earnings presentation, 2023
Slide 1: Preliminary Results 2022/23
Slide 2: Simon Roberts, Chief Executive
Slide 3: Progress against priorities
Progress against priorities 02 Financial highlights 03 Strategic progress JSainsbury ple Preliminary Results 2022/23 3
Slide 4: Our priorities
Progress against priorities Our priorities Food Ox Brands that Cd First ae Deliver * Better value and innovation * Customer and profit focus * Structurally lower operating * Underpinned by buying * Supporting the core food costs to fuel investment in benefits and lower cost business the core to serv
Slide 5: We've delivered fundamental changes to strengthen our business
Progress against priorities We’ve delivered fundamental changes to strengthen our business Doubling the run rate Retail SG&A Brands that Deliver Net (debt) / funds of cost savings to Sales Profitability: excluding leases Cost savings, £bn % £m £m x2 (97)bps +£145m J FY22/23 3 years 3 years FY19/20 F
Slide 6: We've reinvested the benefits in our Food business
Progress against priorities We’ve reinvested the benefits in our Food business Price index vs Aldi Improved 1,610bps! January January January 2021 2022 2023 Price index vs Tesco Improved 160bps! January January January 2021 2022 2023 1 Source: Value Reality, March 2023 vs November 2020; Edge by Asce
Slide 7: Investment in food driving volume market share performance
Progress against priorities Investment in food driving volume market share performance Significantly improved volume share trend . Outperforming other full choice grocers under Food First strategy P 9 g Grocery volume share’ Grocery volume growth: — FY22/23 vs FY19/20? 12.0% —_— 118% . ; ‘ || || Asd
Slide 8: Argos is a more profitable and resilient business
Progress against priorities Argos is a more profitable and resilient business Optimising the store estate, maintaining 1,100+ points of presence Standalone stores 570 Collection eae Points Argos stores in Sainsbury’s MB Arg0s Operating Profit — Sales inc VAT ual. Lower costs have driven significant
Slide 9: We've made record investments in colleague pay
Progress against priorities We’ve made record investments in colleague pay Increase in pay for frontline, hourly paid retail colleagues — +53% Base Rate Hourly Pay? Increase +44y, over seven £11.00 Increase years over seven years £10.00 Sainsbury’s £9.00 £8.00 National Living Wage £7.00 £6.00 2016 2
Slide 10: Improving our productivity in Sainsbury's
Progress against priorities ... Whilst also improving our productivity in Sainsbury’s Cost savings driving productivity improvement Sainsbury’s £11.00 labour costs/sales % £10.50 £10.00 Sainsbury’s hourly paid retail rate? £9.50 50bps improvement! £9.00 Qi Q2 Q3 4 qu Q2 Q3 4 2021/22 2022/23 1 Reduct
Slide 11: And in Argos
Progress against priorities .. and in Argos Argos transformation driving productivity improvements Argos £11.00 labour costs/sales % £10.50 £10.00 Argos hourly paid retail rate* £9.50 125bps improvement? £9.00 Qi Q2 Q3 4 qu Q2 Q3 4 2021/22 2022/23 1 Reduction in Labour cost/sales % - Q4 22/23 vs QL2
Slide 12: Higher colleague engagement and customer satisfaction scores
Progress against priorities ..and driving higher colleague engagement and customer satisfaction scores Colleague Helpful’ Speed’ Friendly’ Engagement’ — — — 2021 © ©2022,-—S 2023 19/20 22/23 19/20 22/23 19/20 22/23 1 Source: March 2023 eSAT score vs February 2022eSAT score vs April 2021eSAT baseline
Slide 13: Deliberate, balanced choices in 22/23
Progress against priorities We’ve navigated 22/23 by making deliberate, balanced choices Customers Colleagues Suppliers Shareholders * Invested in keeping prices low * Raised colleague pay three * Consistently inflated behind tahini competitors + First major supermarket to pay Living Wage across the
Slide 14: Bláthnaid Bergin, Chief Financial Officer
Slide 15: Retail sales growth by category
Retail sales growth by category Grocery sales growth? (2.4)% 1 Excl. Fuel Financials General Merchandise sales growth (11.2)% Clothing sales growth (0.2)% Q3 (10.1)% Total Retail sales growth* (4.5)% Excl.Fuel Fuel Inc. Fuel sales sales growth growth JSainsbury ple Preliminary Results 2022/23 15
Slide 16: Group performance overview
Financials Group performance overview Retail underlying Financial Services operating profit operating profit’ down 7% YoY up 21% YoY 1,001 46 926 38 Fy 21/22 FY 22/23 Fy 21/22 FY 22/23 All figures £m 1 Underlying Financial Services operating profit Underlying profit before tax down 5% YoY 730 690 FY
Slide 17: Underlying profit before tax
Financials Underlying profit before tax UPBT YoY movement £m 8 75 — t ) Financial Retail Finance Services costs FY 21/22 FY 22/23 UPBT Yo3Y movement £m up 18% 690 586 FY 19/20 FY 22/23 JSainsbury ple Preliminary Results 2022/23 17
Slide 18: Retail underlying operating margin
Financials Retail underlying operating margin Retail underlying operating margin YoY movement Retail underlying operating margin Yo3Y movement 14bps Dt 3.40% SecA ES to sales Gross margin reduction and other FY 21/22 128)bps SG&A (228)bp 9) to sales Gross margin x reduction and other aes FY 22/23 FY
Slide 19: Strategic cost reduction plan
Financials Strategic cost reduction plan £900m+ savings delivered over two years Retail operating cost savings, SG&A/sales ee fee, eee eee, . ee 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 22/23 vs 19/20 base: 97bps reduction delivered @ M& Costsavings,fm — SG&A/sales, % JSainsbury ple Prelimina
Slide 20: Financial Services
Financials Financial Services FY FY UPBT YoY movement £m 2022/23 2021/22 n0_ — Underlying revenue £531m £432m interes Dennnariatentinenimiinerientiinencencs ss mmo s secs Income Impairment Underlying operating profit £46m £38m Net interest margin’ 5.1% 45% Sa Cost/income ratio 66% 74% Cost: Income o
Slide 21: Items excluded from underlying results
Financials Items excluded from underlying results FY FY £m 2022/23 2021/22 Restructuring programmes (106) (103) Impairment charges i (281) — Income recognised in relation to legal disputes 30 182 Software as a service accounting adjustment - (21) IAS 19 pension income oe 58 ; ; 1 Property, finance a
Slide 22: Net debt and Retail free cash flow
Financials Net debt and Retail free cash flow FY FY Highbury and Dragon £m 2022/23 2021/22 Store Portfolio Acquisition Net cash from operating activities 1,810 1,594 * FY21/22: Exercised option to acquire 21 stores of which working capital movements 174 (185) — Increased lease additions of which pen
Slide 23: Balance sheet metrics
Financials Balance sheet metrics Net debt Net (debt)/funds Net debt / EBITDA’ Return on capital including leases excluding leases employed £m £m FY FY 8.4% 21/22 22/23 7.6% FY FY FY FY 21/22 22/23 21/22 22/23 1 Net debt including leases of £6,344 million divided by Group underlying EBITDA of £2,139
Slide 24: Balance sheet metrics
Financials Balance sheet metrics Retail Free Cash Flow Working Capital Earnings per Share’ Dividend per Share movement £m — £m 645 FY FY 21/22 22/23 FY FY 21/22 22/23 21/22 22/23 1 £50m dividend from Sainsbury's Bank 2 Underlying basic earnings per share . _. JSainsbury ple Preliminary Results 2022/
Slide 25: Capital allocation framework
Financials Capital allocation framework Invest in the business to support our strategy 1 2 A solid investment grade balance sheet 3 Deliver strong dividends for shareholders Selectively invest in projects to grow or strengthen the business 4 iy Return surplus cash to shareholders Capex to remain in
Slide 26: Summary and Outlook
Financials Summary and Outlook Strong performance * Sales growth strengthening through the year — Inflation and improved market share performance * Underlying profit before tax down 5% against Covid-boosted comparative — 18% higher than pre pandemic levels — Strong cost savings progress; 14bps reduc
Slide 27: Simon Roberts, Chief Executive
Slide 28: Food First, Brands that Deliver, Save to Invest
Strategic progress a [| |) Food Brands that Save to First Deliver Invest ‘Connected to rae aun Food + Improve real and perceived value * Deliver Plan for Better commitment QO First for mone WJ * Tailor price, proposition and operations * Increase innovation pace to catchments and local customers * B
Slide 29: Delivering great value for customers
; ; Strategic progress a Delivering great value for customers Unique combination of lower prices and personalised offers nectar prices * High volume, fresh * 8-week price lock * 70+ million unique * Discounts for every lines that customers buy commitment on Own Brand personalised offers generated Ne
Slide 30: Launched Nectar Prices instore and online
Strategic progress Launched Nectar Prices instore and online Ea 4g Saver! are here. Scan or swipe Nectar instore or online to save on 100s of products*. Sainsbury's as JSainsbury ple Preliminary Results 2022/23 30
Slide 31: Consistently inflating behind key competitors
Strategic progress ESI Consistently inflating behind key competitors Year on Year ASP Inflation of Top 100 products’ Tesco Lidl Aldi Asda Sainsbury’s Morrisons — Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2022 2023 1 Source: Nielsen panel data, Total FMCG excl. Kiosk and Tobacco. Top 100 SK
Slide 32: Invested more than £560m in value over two years
Strategic progress Fives Invested more than £560m in value over two years Price index vs Aldi Price index vs Tesco Price index vs Lidl Improved 1,610bps! Improved 160bps! Improved 1,180 January January January January January January January January January 2021 2022 2023 2021 2022 2023 2021 2022 20
Slide 33: Innovation is powering our market outperformance in key events
Strategic progress oe . ta Innovation is powering our market outperformance in key events Exceeded Strong growth in Customers consistently choosing Sainsbury’s innovation target Taste the Difference to help them celebrate 1,380+ up 16% Yo3y Market outperformance YoY’ 600 15% ahead of 22/23 target Ju
Slide 34: Strong progress reducing plastic and tackling food waste
Strategic progress Plan for Better: vet, | | Better Strong progress reducing plastic and tackling food waste Leading on innovation in plastic packaging Continued progress in reducing food waste * 1st UK retailer to vacuum pack all beef mince saving * Introduced ‘Taste Me, Don’t Waste Me’ fruit & veg
Slide 35: Building long-term partnerships with suppliers
Strategic progress Building long-term partnerships with suppliers ‘se Improved welfare chicken, with the same great value * Long term contract with Moy Park for ‘by Sainsbury's’ chicken * 20% more space than industry standard * Removing plastic trays from whole chicken range, estimated to save 140 t
Slide 36: Leading customer satisfaction
Strategic progress Leading customer satisfaction Supermarkets Availability” ‘ faynit a Customer satisfaction index’ Sainsbury’s Morrisons Asda Sainsbury's . Quality’ Tesco P Sainsbury’s Asda Morrisons Tesco Morrisons Asda Q4 Qu Q2 Q3 Q4 Qi 21/22 22/23 22/23 22/23 22/23 23/24 todate 1 Source: Competi
Slide 37: Strong relative volume performance
Strategic progress . & Strong relative volume performance Grocery volume change YoY °%' Quarterly? 22/23 vs 21/22 Market Sainsbury’s Market Sainsbury’s Market Sainsbury’s Market Sainsbury’s | oe Q2 Q3 Q4 Qi 1 Source: Nielsen panel volume growth YoY. Tatal FMCG excl. Kiosk & Tabacco, 52 weeks to 4 Ma
Slide 38: Supermarkets and Convenience strong as online normalises
Strategic progress ; ; ; a Supermarkets and Convenience strong as online normalises Channel sales growth YoY FY 2022/23 10% Groceries 5% Supermarketsinc Convenience Total Sainsbury's Argos SiS + OnDemand inc Argos SiS (13)% JSainsbury ple Preliminary Results 2022/2338
Slide 39: Strong Convenience performance
Strategic progress Strong Convenience performance £3bn Convenience + On Demand sales £m +9% Yo3Y ’ 3,000 — OnDemand 2,500 — Convenience 2,000 1,500 1,000 19/20 20/21 21/22 22/23 On Demand = Chop Chop + Deliveroo + Uber Eats + Just Eat YoY Convenience sales growth by cluster 29% 10% Less Urban 40% of
Slide 40: Online productivity gains
Strategic progress Online productivity gains Online weekly orders'and YoY sales growth anaes Items Picked per Hour 800,000 700,000 600,000 500,000 Online weekly 400,000 orders (LHS) sna sora 200,000 100,000 ontine%eor FY 19/20 FY 20/21 FY 21/22 FY 22/23 Grocery Sales 8% 17% 17% 14% 1 Average weekly
Slide 41: Brands that Deliver
Strategic progress e Le] First | Deli Invest QDeisiomers sare? Better Cy40 Brands that , , 385 Deliver = Sainsburys Bank * Customer and profit focus ° a * Supporting the core food habitat business Focus on food, coalition Reduce cost to serve Simplify and and data monetisation Improve profit deliver
Slide 42: We've transformed Nectar since the 2018 acquisition
Strategic progress We’ve transformed Nectar since the 2018 acquisition Balver nectar prices “4 ee April 2023 February 2018 dvaiable in store Sainsbury's T A R september 2020 donli acquires November 2018 3.6 © Nectar rolled out HSE: and online Nectar Nectar systems in Argos September 2021 integrated
Slide 43: Unique combination of lower prices and personalised discounts
Strategic progress . er . a8 Unique combination of lower prices and extra personalised discounts eo eo Your Nectar Prices 7 Nectar Prices sur et Personalised om Big savings discounts NERS available to tailored to you ee, everyone * >2 million SmartShop betel Wace! * >18 million Nectar customers coe
Slide 44: Increasing Nectar participation fuels our Nectar360 business
Strategic progress Increasing Nectar participation fuels our Nectar360 business On track to deliver additional profit contribution +£90m additional profit by March 2026 \E a a a 21/22 22/23 23/24 24/25 This chart is not to scale Loyalty, insights and marketing business — Loyalty: retained long-term
Slide 45: Our Retail Media Network
Strategic progress Our Retail Media Network Baer is driving significant incremental growth Onsite Advertising Offsite Advertising , sainsburys.co.uk Digital Trading Platform and argos.co.uk Example: leading ice cream brand gy 4 3.2 million SUNMER A FOOTBALL , Impressions served 17.5% Conversion to b
Slide 46: Strengthening the Argos customer proposition
Strengthening the Argos customer proposition Strategic progress Growing Argos range and Improved CSAT assortment up 2.0% pts YoY" = DYSON Emma’ Improved same day The sloop comoany availability mamas pas up 4.5% pts YoY’ Pap CuddleC Accessibility Wy essesmeg WoodWick around 85% of UK households withi
Slide 47: Significant improvement in operating efficiency
Strategic progress Significant improvement in operating efficiency Rebalancing Moving stock Improving profitability the store estate closer to customers — —_ —_ Argos SG&A to sales A Hubs replaced by 4 Reducing our standalone Local Fulfilment store estate Centres (LFCs) + Increasing the number of 18
Slide 48: Transforming Argos digital capability
Strategic progress Transforming Argos digital capability Digital first, omni-channel retailer 0 need oan #3 Up 2.6% YoY online sales participation most visited UK Argos Digital CSAT2 +10%pts vs 19/20 Retail website! Ges ig Strategic partnerships Data optimisation “At the forefront of AI driven * Cus
Slide 49: Tu Clothing
Strategic progress ee Tu Clothing Stronger, more profitable, robust market share’ Higher full-price Online sales Tu.co.uk sales participation _, — up 46% Yo3Y * Single e-commerce platform powering Tu, Argos and Habitat Online participation % * Growing third party brands online 80% 13% 65% 9% FY 19/2
Slide 50: Financial Services: strategic commitments
Strategic progress Financial Services Focused on delivering strategic commitments Providing financial services for Sainsbury’s and Argos customers * Funding over £1.7bn of Sainsbury's and Argos retail spend * Around 80% of Bank customers have a Nectar card * Enhanced digital journeys helping improve
Slide 51: Structural change to accelerate cost reduction
Strategic progress * Structurally lower operating costs to fuel investment in the core * Cutting complexity and increasing pace of execution Structural change to accelerate cost reduction * Reduce operating costs to fuel investment in the core * Transform our approach to costs and radically simplify
Slide 52: Doubling the run rate of cost savings
Strategic progress Delivering cost savings and building further capacity invest We are doubling the run rate of cost savings Cost savings, £bn £1.3bn x2 £0.6bn 3 years to 19/20 3 years to 23/24 Key cost savings £900m+ Total savings delivered over two years Efficiency * Store operations * Groceries O
Slide 53: Logistics Transformation: Strategic progress
Logistics Transformation: Strategic progress Investing £220m to consolidate, simplify and innovate * Connected Network Network integration increasing capacity and efficiency LN ad Innovate & Automate Investing in automation, new technology and Plan for Better transition @ Partnerships Anew model of
Slide 54: Shift towards end-to-end thinking
Strategic progress Shift towards ‘end-to-end thinking’ will allow us to continue generating cost savings 21/22 22/23 23/24 Beyond Save to JSainsbury ple Preliminary Results 2022/23 54
Slide 55: Optimising the end-to-end operating model
Strategic progress Optimising the end-to-end operating model inwest i” om) =a mn Ca £4 e CY) e- 6.6 6." Range Space Product Flow Store Process Getting to Shelf Targeted range Review of in-store Optimising product Simplification and Optimising optimisation space usage to drive flows from our supplier
Slide 56: Managing our energy costs
Strategic progress Managing our energy costs Energy efficient Lower electricity stores consumption Electricity consumption (kWh) Down 27% * 100% LED lighting across our estate * Solar panels * Air-sealed doors * Demand-controlled ventilation * Refrigeration integrated Reduced Scope 1 & 2 emissions N
Slide 57: Plan for Better: progress against priority pillars
Strategic progress Plan for Better: progress against our priority pillars Healthy & Reduction in sustainable diets Carbon emissions lll > Q Better for you Better for the planet 85% healthy and Reduce Scope 1 & 2 better for you sales emissions to tonnage by 2025" Net Zero by 2035 950 462 7 NET ZERO F
Slide 58: Key metrics
Strategic progress 8 key metrics Delivering for customers and driving stronger financial outcomes Operational Financial Grocery market share performance UPBT growth Strong customer satisfaction scores 200bps+ reduction in retail operating cost to sales Maintain strong colleague engagement Dependable
Slide 59: Two years into our plan, good progress on metrics
Strategic progress Two years into our plan, we’re making good progress on our metrics Grocery market share performance Ga® Volume growth ahead of full choice grocers Sainsbury’s Market Tesco Morrisons Strong customer satisfaction scores 1@ OO) +40bps Overall CSAT vs 19/20 Ahead of competitors on Sup
Slide 60: Two years into our plan, strong progress on metrics
Strategic progress Two years into our plan, we’re making strong progress on our metrics £m UPBT Growth 586 19/20 22/23 200bps+ reduction in retail SG&A to sales 19/20 21/22 22/23 Retail free cash flow: £500m+ pa average £m Ga® Average FCF £644m 784 503 20/21 645 21/22 22/23 Increase Return on Capita
Slide 61: Build on, Deliver, Sustain
Build on Strong trading momentum Deliver Bold cost savings Sustain Competitive value position Preliminary Results 2022/23
Slide 62: Nectar Prices are here
nectar A Nectar Prices are here Scan your app or swipe your card to save How to join Nectar *Scan QR code to get the ‘app, or *Pick up a card in store today, + Register atnectarcom
Slide 63: Guidance for 2023/24
Appendix Guidance for 2023/24 Profit * We expect underlying profit before tax between £640 million and £700 million in FY 2023/24 * We expect Financial Services profits in FY23/24 to be broadly in line with FY22/23 Finance costs * We expect underlying net finance costs in FY23/24 of between £295 - £
Slide 64: Sales growth by quarter
Appendix Sales growth by quarter Like-for-like sales growth 2021/22 2022/23 YoY Qu a2 Q3 Qa Qu Q2 Q3 Qa FY Like-for-like sales (excl. fuel) 16% (1.4%) (4.5%) (5.6%) (4.0%) 37% 5.9% 78% 2.6% Like-for-like sales (incl. fuel) 84% 3.0% 0.6% 2.7% 29% 7.7% 68% 59% 5.7% Total sales growth 2021/22 2022/23 Y
Slide 65: Unique breadth of online grocery options for customers
Appendix Unique breadth of online grocery options for customers GOL GOL Chop Chop Deliveroo / Delivery Click & Collect Uber Eats / Just Eat Stores 264 321 84 627 Cities & towns 99% UK population 29 195 Average basket size £95-£105 £85-£95 £30-£35 £20-£25 Average weekly orders 540k 45k 118k Appendix3
Slide 66: Argos transformation
Appendix Argos transformation Appendix 4 Standalone stores FY FY FY 19/20 22/23 23/24 Argos stores in Sainsbury’s FY 19/20 FY 22/23 FY 23/24 Collection points FY 19/20 FY 22/23 FY 23/24 J Sainsbury ple Preliminary Results 2022/23
Slide 67: Financial Services
Appendix Financial Services FY FY Group contribution basis 2022/23 2021/22 Change Total income? £456m £385m FS 18% Financial Services UPBT Underlying operating profit £55m 64m Lf (14% £m, Group Contribution Customer lending? £5.3bn £5.lbn 4% Customer deposits £4.7bn £42bn fF = 12% 64 Active customer
Slide 68: Sainsbury's sales area and store numbers
Appendix Sainsbury’s sales area and store numbers As at 4 March 2023 Supermarkets Convenience Total Area Area Area (000sqft) | Number (000 sq ft) Number (000 sq ft) Number Opening figures 22/23 20,803 598 Opening figures 22/23 1,918 809 Opening figures 22/23 22,721 1,407 New stores - - New stores 40
Slide 69: Sainsbury's store estate
Appendix Sainsbury’s store estate As at 4 March 2023 Number of stores Argos and Habitat store numbers Sq ft Under 10,000to 20,001to 40,001to Over Asat New _Disposals/ As at sales area 10,000 20,000 40,000 60,000 60,000 Total 5 March 2022 stores _ closures 4 March 2023 Convenience 814 0 0 0 0 814 Arg
Slide 70: Sainsbury's store openings and closures
Appendix Sainsbury’s store openings and closures FY 2022/23 Supermarket Convenience Closures New stores Slough Ql Hampstead High Street Qa Stratford - East Village (Replacement store) Q3 Leicester Q3 Woolston Manchester Road Qi Northowramn Bradford Road @B Court House Green 04 Middleton St George Q2
Slide 71: Retail margin
Appendix Retail margin As of 4 March 2023 FY FY 2022/23 2021/22 Change Retail sales (inc VAT, inc fuel) £m 34,626 32,924 F 5.2% Retail sales (excl VAT, incfuel) £m 28,664 28,095 fF 2.0% Retail underlying EBITDA £m* 2,060 2145 LL (4.0)% Retail underlying EBITDA margin %? 6.65 7.28 |(61)bps Retail und
Slide 72: Financial metrics
Appendix Financial metrics FY FY 2022/23 2021/22 Return on capital employed* 7.6% 8.4% Net debt to EBITDA” 3.0x 3.1K Fixed charge cover? a 27K — 28x Underlying tax rate 22.8% 211% ‘1 ROCE: return divided by capital employed. Return is defined as a 52 week rolling underlying profit before interest an
Slide 73: Plc Board
Appendix Plc Board Sh i Martin Scicluna Simon Roberts Blathnaid Bergin Jo Bertram Brian Cassin Chair Chief Executive Chief Financial Officer Non-Executive Director Senior Independent Director Board Changes in 2022/23 Dame Susan Rice retired from the Board on 7 July 2022. Jo Bertram was appointed to
Slide 74: Plc Board: Martin Scicluna
Appendix Plc Board Martin Scicluna Chair Date of Appointment: March 2019 (joined the Board November 2018) Skills and experience Martin joined the Board as Chair Designate and Non- Executive Director on 1 November 2018. He was appointed Chair of the Board on 10 March 2019 and is also Chair of the Nom
Slide 75: Plc Board: Jo Bertram, Brian Cassin
Appendix Plc Board Jo Bertram Non-Executive Director Date of Appointment: July 2022 Skills and experience Jo joined the Board on 7 July 2022 and is amember of the Corporate Responsibility and Sustainability Committee and the Nomination and Governance Committee. Jo is a highly talented strategic busi
Slide 76: Plc Board: Adrian Hennah
Appendix Plc Board Adrian Hennah Non-Executive Director Date of Appointment: April 2021 Skills and experience Adrian joined the Board on 1 April 2021. He is Chair of the Audit Committee and a member of the Remuneration Committee, and the Nomination and Governance Committee. Adrian has significant fi
Slide 77: Operating Board
Appendix Operating Board Simon Roberts Chief Executive Rhian Bartlett Food Commercial Director Blathnaid Bergin Chief Financial Officer - Pe Tim Fallowfield OBE Mark Given Clodagh Moriarty Company Secretary Chief Marketing Officer Chief Retail and and Corporate Technology Officer Services Director A
Slide 78: Operating Board
Operating Board Simon Roberts Chief Executive Rhian Bartlett Food Commercial Director See Appendix 12 Date of Appointment: November 2020 Skills and experience Rhian joined the Operating Board in November 2020, having returned to Sainsbury's in 2019 as Director of Fresh Food. Rhian is responsible for
Slide 79: Operating Board
Operating Board Tim Fallowfield OBE Company Secretary and Corporate Services Director Date of Appointment: September 2004 Skills and experience Tim joined Sainsbury's in 2001 as Company Secretary, having previously held the position of Company Secretary and General Counsel at Exel plc, the global lo
Slide 80: Operating Board
Operating Board Paula Nickolds General Merchandise Commercial Director Date of Appointment: June 2021 Skills and experience Paula joined Sainsbury's and the Operating Board in June 2021. She is responsible for delivering performance across all general merchandise brands at Sainsbury's. Paula has 25
Slide 81: Slide 81