J Sainsbury Plc · LSE:SBRY
J Sainsbury — FY2021/22 Earnings Presentation
83 slides from J Sainsbury's earnings presentation, 2022
Slide 1: Preliminary Results 2021/22
Preliminary Results 2021 / 22
Slide 2: Simon Roberts, Chief Executive Officer
Simon Roberts Chief Executive Officer
Slide 3: Agenda
Agenda 01 02 03 Progress against priorities Financial highlights Strategic highlights 3 J Sainsbury plc Preliminary Results 2021/22
Slide 4: Responding to a year of unprecedented change
Progress against priorities Financials Strategic highlights Responding to a year of unprecedented change Customers and Industry impact At our most colleagues first and change competitive • Market leading safety scores • Leveraged strong supplier • Volume market performance • Over £100m wage rate rel
Slide 5: Pace of change driving Food First momentum
Progress against priorities Financials Strategic highlights Pace of change driving Food First momentum Strengthening of Food business, funded through Volume growth ahead of other Big 4 1 ambitious cost plan: Yo2Y • Market share performance ahead of key Sainsbury’s competitors 4.3% 4.2% Tesco • Radic
Slide 6: We are delivering on our priorities
Progress against priorities Financials Strategic highlights We are delivering on our priorities • 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
Slide 7: 8 key metrics
Progress against priorities Financials Strategic highlights 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 Mainta
Slide 8: One year into our plan, good progress on operational metrics
Progress against priorities Financials Strategic highlights One year into our plan, we’re making good progress on our metrics Operational Grocery market share Strong customer Maintain strong Deliver our ‘Plan for performance satisfaction scores colleague engagement Better’ commitment Volume growth a
Slide 9: One year into our plan, good progress on financial metrics
Progress against priorities Financials Strategic highlights One year into our plan, we’re making good progress on our metrics Financial UPBT 200bps+ reduction in Retail free cash flow: Increase Return on Growth retail SG&A to sales £500m+ pa average Capital Employed On track Average FCF +25% (83)bps
Slide 10: We've made significant investments in 21/22
Progress against priorities Financials Strategic highlights We’ve made significant investments in 21/22 Improving Product Technology Leading pay Supporting Value innovation and space and benefits our communities • Inflated behind • Nearly 2,000 new • Nectar Prices on • Over £100m wage • Supporting t
Slide 11: We have momentum and are in a strong position to navigate 22/23
Progress against priorities Financials Strategic highlights We have momentum and are in a strong position to navigate 22/23 Sustain Drive Invest Strong In stores, strengthen Further Trade Up Value position customer service Build on Deliver General Embed Cost Savings target Merchandise Plan for Bette
Slide 12: Kevin O'Byrne, Chief Financial Officer
Kevin O’Byrne Chief Financial Officer
Slide 13: Retail sales growth by category
Progress against priorities Financials Strategic highlights Retail sales growth by category Grocery General Merchandise Clothing Total Retail 1 +7.6% YoY Yo2Y +12.7% 4.6% FY FY 21/22 21/22 FY YoY 21/22 (4.6)% FY Yo2Y 21/22 FY FY 3.1% 21/22 21/22 (2.6)% FY FY 21/22 21/22 (0.2)% (11.9)% 60.0% YoY Yo2Y
Slide 14: Group performance overview
Progress against priorities Financials Strategic highlights Group performance overview Retail underlying Financial Services Underlying profit Statutory profit/ operating profit 1 operating profit 2 before tax 1 loss before tax 1 up 7% Yo2Y down 21% Yo2Y up 25% Yo2Y up 207% Yo2Y up 37 % YoY up £59 m
Slide 15: Group performance overview
Progress against priorities Financials Strategic highlights Group performance overview Retail free Working capital Net debt Earnings Dividend cash flow movement1 excluding leases per share1,2 per share Average £633m 452 25.4p 13.1p 784 FY FY 20/21 21/22 19.8p 10.6p 10.6p 611 (141) 503 FY 11.7p 20/21
Slide 16: Underlying profit before tax
Progress against priorities Financials Strategic highlights Underlying profit before tax UPBT Yo2Y movement £m Interest 37 (10) Retail Financial 54 Non-lease 730 63 Services Lease interest interest 586 FY 19/20 FY 21/22 UPBT UPBT 16 J Sainsbury plc Preliminary Results 2021/22
Slide 17: Retail underlying operating margin
Progress against priorities Financials Strategic highlights Retail underlying operating margin Retail underlying operating margin Yo2Y movement £m 83bps (73)bps SG&A to Gross Margin 3.40% 3.30% and Other sales reduction FY 19/20 FY 21/22 UPBT UPBT 17 J Sainsbury plc Preliminary Results 2021/22
Slide 18: Strategic cost reduction plan on track
Progress against priorities Financials Strategic highlights Strategic cost reduction plan on track Reduce retail operating costs/ sales % by 200bps+ £m 21/22 vs 19/20 base: 83bps reduction delivered 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Cost savings, £m Op. costs/ sales, % 18 J Sai
Slide 19: Financial Services
Progress against priorities Financials Strategic highlights Financial Services UPBT Yo2Y movement £50m dividend to Group £m Customer Assets Cost £bn 48 action 38 7.4 Funding costs Provision 1.9 release 5.4 5.1 FY20 Travel FY22 0.9 1.3 Mortgages 0.8 UPBT Money UPBT 0.8 Store cards and ATMs 2.0 0.8 1.
Slide 20: Items excluded from underlying results
Progress against priorities Financials Strategic highlights Items excluded from underlying results FY FY £m 2021/22 2020/211 Guidance Restructuring, impairment and integration one-off Restructuring programmes (103) (345) costs of £900m-£1bn from FY20/21, with the majority by March 2024 (c. £300m cas
Slide 21: Net debt and Retail free cash flow
Progress against priorities Financials Strategic highlights Net debt and Retail free cash flow FY FY • Working capital reversal from strong FY2020/21 £m 2021/22 2020/21 position Net cash from operating activities 1,594 1,809 • Net debt exc. lease liabilities down £499m from FY 2020/21 of which worki
Slide 22: Net debt movement
Progress against priorities Financials Strategic highlights Net debt movement Movement in Net Debt inc. Leases £m FY20/21 FY21/22 Non- (141) Non-lease net debt lease net debt Reduction (640) of £499m Other Dividends Impact of paid Convertible Inc. lease net debt Bond Free Cash Flow Increase in Lease
Slide 23: Significant Free Cash Flow generation over the last 5 years
Progress against priorities Financials Strategic highlights Significant Free Cash Flow generation over the last 5 years Free Cash Flow driving debt paydown and stable dividends Leverage reduction: £bn, Cumulative 17/18 to 21/22 Net debt to EBITDA 3.6x 3.1x Ordinary 5 years to 21/22: 0.9 0.1 Non-leas
Slide 24: Updated capital allocation framework
Progress against priorities Financials Strategic highlights Updated capital allocation framework Invest in the business to support Capex to remain in range of £700m-£750m, continue 1 our strategy to generate FCF of £500m+ per year A solid investment grade 2 balance sheet Target leverage of 3.0x-2.4x
Slide 25: Summary and Outlook
Progress against priorities Financials Strategic highlights Summary and Outlook Strong performance Outlook • Grocery sales up on a two year basis reflecting tailwinds from sustained in-home consumption and investments made in the food offer • At this early stage of the financial year, we expect UPBT
Slide 26: Simon Roberts, Chief Executive Officer
Simon Roberts Chief Executive Officer
Slide 27: We are delivering on our priorities
Progress against priorities Financials Strategic highlights We are delivering on our priorities • 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
Slide 28: Better value and innovation
Progress against priorities Financials Strategic highlights • Improve real and perceived value • Deliver Plan for Better commitment for money • Tailor price, proposition and operations • Increase innovation pace to catchments and local customers • Better value and innovation • Grow Online capacity a
Slide 29: Volume market share
Progress against priorities Financials Strategic highlights Volume market share: Growing ahead of Tesco, Asda and Morrisons on a one-year and two-year basis Grocery volume growth 1 21/22 vs 19/20 and 20/21 25% Total grocers Sainsbury’s Tesco Asda Morrisons Aldi Lidl 20% 15% 10% 5% YoY 0% Yo2Y -5% -1
Slide 30: Customer behaviour continues to normalise
Progress against priorities Financials Strategic highlights Customer behaviour continues to normalise Supermarket transactions & basket size Convenience sales by cluster Sales +9% YoY Basket size, £ 140 Less urban 120 100 80 More urban 60 Food on the Move Transactions, m 40 20 FY 19/20 FY 20/21 FY 2
Slide 31: Digital participation significantly ahead of pre-pandemic
Progress against priorities Financials Strategic highlights Digital participation significantly ahead of pre-pandemic Total Digital Groceries Online Argos Digital SmartShop 42% 19% 89% 39% 30% 17% 80% 15 % 16% 27% 63% 23% 9% 14% FY FY FY FY H1 H2 H1 H2 FY FY FY FY FY FY 19/20 20/21 21/22 19/20 20/21
Slide 32: Supermarket customer satisfaction ahead of competitors
Progress against priorities Financials Strategic highlights Supermarket customer satisfaction ahead of competitors Supermarkets Online Customer satisfaction index 1 Customer satisfaction index 1 Sainsbury’s Tesco Sainsbury’s Morrisons Tesco Asda Asda Morrisons Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
Slide 33: Focus on key customer satisfaction metrics
Progress against priorities Financials Strategic highlights Focus on key customer satisfaction metrics Recovery in Availability CSAT - supermarkets Yo2Y Customer satisfaction index 1 improvement 2 Availability of Staff +6.7% Speed of Checkout +14.7% Sainsbury’s Ease of Finding Items +9.0% Tesco Qual
Slide 34: Value: our strongest relative price position in years
Progress against priorities Financials Strategic highlights Value: our strongest relative price position in years Price Lock Core, high volume Sainsbury’s Quality, investment Aldi Price Match + + • Increased investment: high volume lines • Fresh focus: Nearly 90% volume in • Biggest campaign of key
Slide 35: Continuing to inflate behind the market
Progress against priorities Financials Strategic highlights Continuing to inflate behind the market ASP Inflation of Top 100 products 1 Volume growth from secondary customers ahead of the other Big 4 2 Discounters Asda Sainsbury’s Morrisons Tesco Tesco 0 Asda Sainsbury’s Mar Apr May Jun Jul Aug Sep
Slide 36: Food Innovation: highest number of new products in a decade
Progress against priorities Financials Strategic highlights Food Innovation: highest number of new products in a decade Achieved target to Taste The Difference: strong growth Inspired To Cook brand launch triple innovation +15% 1,950 Sales growth Yo2Y 300+ 600 New lines in 21/22 FY FY 19/20 21/22 +4
Slide 37: Food Innovation: Helping Everyone Eat Better
Progress against priorities Financials Strategic highlights Food Innovation: Helping Everyone Eat Better Inspiring Customers Growing Plant Higher Welfare Food Pioneers Products Redistribution • 100% ASC1 certified fresh Scottish salmon +119% Increase YoY3 70+ • Improved welfare chicken New lines by
Slide 38: Significant investment to improve our stores
Progress against priorities Financials Strategic highlights Significant investment to improve our stores ALL HFSS landing October 2022 England stores 4 Clothing & GM 1 Fresh • Produce >200 • Habitat –creating new merchandising stores a destination 4 2 Home and 25 Clothing Food stores • Bakery 1 Fres
Slide 39: Improvements across our food halls
Progress against priorities Financials Strategic highlights Improvements across our food halls Produce World Foods • Highest market share • Material space increase: category ambient, chilled and frozen • First impression of store • Significant sales opportunity • Sales uplift in trials • Inclusivity
Slide 40: Food Service transformation underway
Progress against priorities Financials Strategic highlights Food Service transformation underway Transform eat-in and takeaway proposition in 250 stores 250 Starbucks Boparan 200 100 100 150 80 100 150 130 50 Carluccio 30 80 image 0 30 22/23 23/24 24/25 25/26 40 J Sainsbury plc Preliminary Results 2
Slide 41: Online: market share winner
Progress against priorities Financials Strategic highlights Online: market share winner Online weekly orders1 Market share gains, market #2 2 900,000 125 Share of top 5 competitors Online weekly 120 800,000 6.1% Morrisons Online orders 115 10.0% 700,000 110 18.7% 14.9% Ocado 600,000 105 100 20.6% 19
Slide 42: Online: productivity gains
Progress against priorities Financials Strategic highlights Online: productivity gains Profit contribution margin Basket size IPH Drops per hour +54% up up up 3% 3% 11% Yo2Y Yo2Y Yo2Y FY FY 19/20 21/22 Same day delivery Delivery Pass holders and C&C relaunched ‘000s Online profit contribution Number
Slide 43: Convenience recovery and On Demand growth
Progress against priorities Financials Strategic highlights Convenience recovery and On Demand growth Convenience + On Demand sales Yo2Y Convenience movement by cluster £m +3% Yo2Y 3,000 On Demand +15% 19/20 21/22 +4% Yo2Y Yo2Y 2,500 Convenience (1)% Yo2Y 2,000 (28)% Yo2Y 1,500 1,000 19/20 20/21 21/
Slide 44: Customer and profit focus; supporting the core food business
Progress against priorities Financials Strategic highlights • Customer and profit focus • Supporting the core food business Focus on food, coalition Reduce cost to serve Simplify and and data monetisation Improve profit delivery strengthen 44 J Sainsbury plc Preliminary Results 2021/22
Slide 45: Nectar: growing digital customer base, advancing personalisation
Progress against priorities Financials Strategic highlights Nectar: growing digital customer base, advancing personalisation Digital Nectar My Nectar Prices 10m+ 9.3m ambition Steady growth in customer digital engagement collectors Over 1 million customers benefiting from My Nectar Prices Uplift in
Slide 46: Nectar360 Profit Growth: strong performance across services
Progress against priorities Financials Strategic highlights Nectar360 Profit Growth: strong performance across services Ahead of plan on profit contribution Loyalty Shopper Marketing Retained long-term Advertising in and around Nectar partnerships store +£60-70m Argos redemptions Driving profit addi
Slide 47: General Merchandise and Clothing: structural profit improvement
Progress against priorities Financials Strategic highlights General Merchandise and Clothing: structural profit improvement A structurally more profitable business Argos sales JS GM&C sales Down 3% Down 6% 19/20 21/22 19/20 21/22 Argos SG&A to sales Total GM&C Gross Margin 19/20 21/22 19/20 21/22 47
Slide 48: Strategic choices on promotions and focus categories
Progress against priorities Financials Strategic highlights Strategic choices on promotions and focus categories General Merchandise and Clothing Total GM&C Category performance on a 2-year basis Promotional days Category size 250 Clothing 15% 200 Home and Furniture 19% 150 Household, Seasonal and 2
Slide 49: Encouraging Argos trajectory
Progress against priorities Financials Strategic highlights Encouraging Argos trajectory Argos Yo2Y sales by quarter Improving Argos CSAT Perceived availability1 +2.4 ppt 6.7% Q2 Q3 Q4 Q1 (2.4)% (4.7)% (9.1)% Jul 21 – Dec 21 – Nov 21 Apr 22 20/21 21/22 1 Uplift in Overall Argos “Availability of item
Slide 50: Clothing: a stronger, more profitable business
Progress against priorities Financials Strategic highlights Clothing: a stronger, more profitable business Online sales Growing full price sales participation +49% Yo2Y 89% 13% 81% 65% 9% Over £1bn FY 19/20 FY 21/22 FY 19/20 FY 20/21 FY 21/22 Sales Online participation Full price sales participation
Slide 51: Financial Services
Progress against priorities Financials Strategic highlights Financial Services Material short term COVID-19 impact but focused on delivering strategic commitments 1 2 3 4 5 6 Stop putting Improve Financial Transform the Reduce risk Focus on cash into returns services cash cost base profile to group
Slide 52: Strong Financial Services platform
Progress against priorities Financials Strategic highlights Strong Financial Services platform Sainsbury’s Bank: New & improved digital Around 80% Strong and improving Savings & Loans Bank customers have customer NPS application journey a nectar card Up 7 points from last year Argos Financial Servic
Slide 53: Structural change to accelerate cost reduction
Progress against priorities Financials Strategic highlights Structural change to accelerate cost reduction • Reduce operating costs to fuel investment in the core • Transform our approach to costs and radically simplify our organisation • Structurally lower operating costs to fuel investment in • Re
Slide 54: Cost reductions creating headroom to invest
Progress against priorities Financials Strategic highlights Cost reductions creating headroom to invest Reduce retail operating costs/sales % by 200bps+ £m 21/22 vs 19/20 base: 83bps reduction delivered 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Cost savings, £m Op. costs/ sales, % 54 J
Slide 55: Key Cost Saving Programmes
Progress against priorities Financials Strategic highlights Key Cost Saving Programmes To come Delivered £70m - £100m £125m - £150m £50m Centrals & Organisation Food Services Groceries online • Office Space reduction • Counters closures • Online Operating Model: • New Ways of Working • Cafes closure
Slide 56: Environmental and social sustainability at our core
Progress against priorities Financials Strategic highlights • Driving progress against our targets through the commercial integration of our Plan for Better • Continued focus on our commitment to help everyone eat better • Committed to working as an industry to identify the key issues we Environment
Slide 57: Plan for Better: bold commitments to drive positive change
Progress against priorities Financials Strategic highlights Plan for Better: bold commitments to drive positive change Healthy & sustainable diets At least 83% healthy and better for you sales tonnage by 2025 Reduction in Reduction in Reduction in Sustainable sourcing Carbon emissions Food waste pla
Slide 58: Plan for Better: progress against our priority pillars
Progress against priorities Financials Strategic highlights Plan for Better: progress against our priority pillars Healthy & Reduction in Reduction in Reduction in An inclusive place sustainable diets Carbon emissions Food waste plastic packaging to work and shop At least 83% healthy and Reduce Scop
Slide 59: Plan for Better: deforestation free supply chains by 2025
Progress against priorities Financials Strategic highlights Plan for Better: deforestation free supply chains by 2025 A deforestation free soy supply chain UK Soy 60% is a key lever in achieving our Scope 3 Manifesto of biodiversity loss is driven by agriculture 1 75% reduction target founding signa
Slide 60: Moving at pace to change our business
Progress against priorities Financials Strategic highlights Moving at pace to change our business Putting our customers first and doing the right thing for our colleagues, our suppliers and every community we serve Food back at the heart of Sainsbury’s Portfolio brands supporting food, delivering fo
Slide 61: Delivering for shareholders
Progress against priorities Financials Strategic highlights Delivering for shareholders • Strong momentum, good progress against priorities One year in to – Delivering on cost savings our three year – Investing where it matters most to customers and colleagues plan – Improved value position relative
Slide 62: Appendices
Appendices
Slide 63: Guidance for 2022/23
Progress against priorities Financials Strategic highlights Appendix Guidance for 2022/23 Profit Finance costs • At this early stage of the financial year we expect underlying profit before tax in FY • We expect underlying net finance costs of between £315m-£325m, including around 2022/23 will be be
Slide 64: Unique breadth of online grocery options for customers
Progress against priorities Financials Strategic highlights Appendix Unique breadth of online grocery options for customers GOL GOL Chop Chop Deliveroo / Delivery Click & Collect Uber Eats Stores 262 330 81 502 Cities & towns 98% UK population 98% UK population 31 125 Average basket size £95-£100 £9
Slide 65: Argos transformation: lower cost to serve by £105m
Progress against priorities Financials Strategic highlights Appendix Argos transformation: lower cost to serve by £105m Standalone Argos stores Collection Local stores in Sainsbury’s points fulfilment centres 570 450 430 to 400 to 5001 4601 335 32 328 306 281 c.1001 5 FY FY FY FY FY FY FY FY FY FY F
Slide 66: Financial Services
Progress against priorities Financials Strategic highlights Appendix Financial Services FY FY Financial Services UPBT £m, Group Contribution Group contribution basis 2021/22 2020/21 Change Total income 1 £385m £350m 10% 26 AFS (recognised by Argos) Underlying operating profit £64m £(12)m N/A Custome
Slide 67: Financial Services: performance drivers and coverage
Progress against priorities Financials Strategic highlights Appendix Financial Services: performance drivers and coverage Credit Provision Coverage Total Capital Ratio Savings blended rate1 % % Post dividend payment % 1.18 4.9 20.2 4.2 18.1 3.7 17.0 0.44 0.26 FY FY FY FY FY FY FY FY FY 19/20 20/21 2
Slide 68: Sainsbury's sales area and store numbers
Progress against priorities Financials Strategic highlights Appendix Sainsbury’s sales area and store numbers As at 5 March 2022 Supermarkets Convenience Total Area Area Area (‘000 sq ft) Number (‘000 sq ft) Number (‘000 sq ft) Number Opening figures 2021/22 20,822 598 Opening figures 2021/22 1,929
Slide 69: Sainsbury's store estate
Progress against priorities Financials Strategic highlights Appendix Sainsbury’s store estate As at 5 March 2022 Number of stores Argos and Habitat store numbers Sq ft Under 10,000 to 20,001 to 40,001 to Over As at New Disposals/ As at sales area 10,000 20,000 40,000 60,000 60,000 Total 6 March 2021
Slide 70: Sainsbury's investment programme
Progress against priorities Financials Strategic highlights Appendix Sainsbury’s investment programme FY 2021/22 Supermarket Convenience New stores New stores Closures Closures contd. Staplehurst Q1 York - Davygate Q1 Brandon Q1 Penkridge Stone Cross Q4 Colwick Q3 Wembley - Wembley Place Q1 Rugby To
Slide 71: Property: Mixed Use Developments
Progress against priorities Financials Strategic highlights Appendix Property: Mixed Use Developments Number of schemes Status Net receipts 3 Completed pre 2019 £156m 3 Completed or on-site (2019-2022) £45m 4 Well advanced (2022-2025) £55 to £65m 3 Identified and commercial approach £170 to £190m be
Slide 72: Retail margin
Progress against priorities Financials Strategic highlights Appendix Retail margin As of 5 March 2022 Grocery sales performance by channel FY FY FY FY £m 2021/22 2020/211 Change 2021/22 2020/21 Retail sales (inc VAT, inc fuel) 32,924 31,854 3.4% Total Sales fulfilled by Supermarket stores (2.0)% 11.
Slide 73: Financial metrics
Progress against priorities Financials Strategic highlights Appendix Financial metrics FY FY 2021/22 2020/211 Return on capital employed 2 8.4% 5.6% Net debt to EBITDA3 3.1x 3.4x Fixed charge cover 4 2.8x 2.2x Underlying tax rate 21.1% 29.4% 1 The prior year results have been restated to reflect the
Slide 74: Plc Board
Progress against priorities Financials Strategic highlights Appendix Plc Board Martin Scicluna Simon Roberts Kevin O’Byrne Brian Cassin Jo Harlow Chairman Chief Executive Chief Financial Officer Non-Executive Director Non-Executive Director Adrian Hennah Tanuj Kapilashrami Dame Susan Rice Keith Weed
Slide 75: Plc Board
Progress against priorities Financials Strategic highlights Appendix Plc Board Martin Scicluna Simon Roberts Chairman Chief Executive Officer Date of Appointment: Date of Appointment: March 2019 (joined the Board November 2018) June 2020 (joined the Operating Board July 2017) Skills and experience S
Slide 76: Plc Board
Progress against priorities Financials Strategic highlights Appendix Plc Board Kevin O’Byrne Brian Cassin Jo Harlow Chief Financial Officer Non-Executive Director Non-Executive Director Date of Appointment: Date of Appointment: Date of Appointment: January 2017 April 2016 September 2017 Skills and e
Slide 77: Plc Board
Progress against priorities Financials Strategic highlights Appendix Plc Board Adrian Hennah Tanuj Kapilashrami Dame Susan Rice Non-Executive Director Non-Executive Director Senior Independent Director Date of Appointment: Date of Appointment: Date of Appointment: Joined the Board June 2013. Senior
Slide 78: Plc Board
Progress against priorities Financials Strategic highlights Appendix Plc Board Keith Weed CBE Jo Bertram Board Changes Non-Executive Director Non-Executive Director Subject to shareholder approval, Jo Date of Appointment: Bertram will be appointed as a Non- Date of Appointment: To be appointed on 7
Slide 79: Operating Board
Progress against priorities Financials Strategic highlights Appendix Operating Board Simon Roberts Kevin O’Byrne Rhian Bartlett Graham Biggart Jim Brown Chief Executive Officer Chief Financial Officer Food Commercial Director Chief Transformation Officer Chief Executive Officer, Sainsbury’s Bank Tim
Slide 80: Operating Board
Progress against priorities Financials Strategic highlights Appendix Operating Board Simon Roberts Rhian Bartlett Graham Biggart Jim Brown Chief Executive Officer Food Commercial Director Chief Transformation Officer Chief Executive Officer, Sainsbury’s Bank See Appendix 13 Date of Appointment: Date
Slide 81: Operating Board
Progress against priorities Financials Strategic highlights Appendix Operating Board Tim Fallowfield OBE Mark Given Phil Jordan Company Secretary and Corporate Services Director Chief Marketing Officer Chief Information Officer Date of Appointment: Date of Appointment: Date of Appointment: September
Slide 82: Operating Board
Progress against priorities Financials Strategic highlights Appendix Operating Board Clodagh Moriarty Paula Nickolds Angie Risley Chief Digital Officer General Merchandise & Group HR Director Clothing Commercial Director Date of Appointment: Date of Appointment: Date of Appointment: June 2018 June 2
Slide 83: Supplementary financial details
Progress against priorities Financials Strategic highlights Appendix Supplementary financial details 1. Weighted average number of shares 2. Dividend 3. Financial calendar FY 2021/22 was 2,271.8m (and 2,351.0m diluted) 2021/22 2020/21 Q1 trading statement 05 July 2022 FY 2020/21 was 2,210.0m (and 2,