Social Responsibility in the Partnership

the Partnership

L ast autumn, John Lewis published its firstever Social and Environmental PerformanceReport, and Waitrose its second. In so doing

the Partnership joined a small yet increasingnumber of UK companies willing to publicly andvoluntarily report on their social andenvironmental performance.

These publications are freely available and givea thorough account of our corporate policies andprinciples, describe how we go about managingthese issues and report on our progress andperformance. The purpose of this booklet is tosummarise the work of both divisions and tofocus on those issues we believe to be of mostinterest to our customers and Partners – asopposed to technical information relevant tocampaign groups and government bodies.

A company’s success is no longer judged juston its financial performance but is also basedupon how well it respects the interests of all its

stakeholder groups. In our case this involvesPartners, suppliers, customers and the localcommunities in which we operate. While thisconcept, known as Corporate Social Responsibility(CSR) is new to many organisations, ourConstitution has set out our views on these issuessince the Partnership’s foundation in 1929. TheConstitution is as relevant today as ever and hasprovided us with a unique reference point fromwhich to develop our social and environmentalimprovement programmes.

Through the Partnership’s CSR committee,chaired by the Partnership’s Deputy ChairmanDavid Felwick, we have identified four key areason which to focus:

● In the community – our commitment toimprove the well-being of our local communities● Responsible sourcing – our work with suppliersto ensure the highest standards in product quality,

C O N T E N T S

4. In the Community

6. Product Integrity

8. Supplier Assurance

10. Environmental Performance

12. The Partnership and Partners

14. How You Can Help

16. Useful Contacts

IN

TR

OD

UC

TI

ON

2 3ON

TH

E CO

VER

: TH

E EN

GLI

SH A

PPLE

SEA

SON

AT

WAI

TRO

SE’S

LEC

KFO

RD

EST

ATE.

PIC

TUR

E: M

ARK

MAC

KEN

ZIE

appropriate working conditions and respect forworkers’ rights ● Environmental performance – initiatives to save energy, minimise waste and manage ourenvironmental impact ● The Partnership and Partners – the benefits of belonging to the UK’s oldest co-ownershiporganisation

Our achievements to date are a result of thehard work of Partners working in all areas of ourbusiness, and I hope that our shared commitmentwill enable us to maintain these high standardsthroughout 2003 and beyond.

Nick Monger-Godfrey, Head of Environmental Management, John Lewis & Waitrose

IN

T

HE

C

OM

MU

NI

TY ‘The Partnership aims

to follow the spirit aswell as the letter of thelaw, and to contributeto the well-being of the communities in which it operates’CONSTITUTION OF THE JOHN LEWIS PARTNERSHIP

BRENT CROSSCHARITIESCOMMITTEE,CHARITY OF THE YEARBy its own initiativeJohn Lewis BrentCross CharitiesCommittee decided tonominate a Charity ofthe Year, the first ofwhich was St Joseph’sPastoral Centre foradults with learningdifficulties. The charitywas involved with theconversion of an oldschool and ourcontribution helpedrefurbish two rooms.Local Partners helpedwith DIY and thecommittee suppliedfunds for furnishing,curtains, beds andlighting. Sarah Bourne,Charities Secretary,comments: “It was apleasure to offerfurnishings andtogether with localPartners helptransform an unusedbuilding into careraccommodation.”

GOLDEN JUBILEE SECONDMENT,WILDFOWL AND WETLANDS TRUST, ARUNDELPeter Saker, Supermarket Assistant,Waitrose, Burgess Hill, was seconded tothe Wildfowl and Wetlands Trust aseducation assistant.

Internal funds were no longer availabledue to the expense of restoration workfollowing serious flooding, and the postwould have gone unfilled had not theGolden Jubilee Trust enabled Peter to takeup the job on a voluntary basis.

Looking back on his summer 2002secondment, Peter says: “My thanks go to the Trust for enabling me to complete a highly rewarding project in such awonderful setting.”

our staff are trained to provide a sensitive,helpful service. Working with consultantsAccess Matters, both divisions are auditingbranch accessibility to identify where and howimprovements can be made. Although someparts of older buildings remain inaccessible towheelchair users, we do make a difference byassisting with shopping, packing and carryingto car. In addition, John Lewis offers free localhome delivery, while Waitrose provideswheelchairs and adapted trolleys and isevaluating hearing loops on service counters.

For blind or visually impaired customers and Partners we produce our promotionalpublications such as Waitrose Seasons in large print and on audio tape.

LEARNING BY LISTENINGNaturally we can only improve standards bylistening to our customers, and both divisionsemploy focus groups to gather customerfeedback. Monitoring customer complaints andappreciations helps us measure customersatisfaction. Last year we achieved our goal ofreceiving more appreciations than complaintsin 15 of our 26 John Lewis stores. Overall atJohn Lewis the number of customercomplaints fell seven per cent in 2002/3 tojust one complaint for every 7,000 customertransactions – a figure we are all proud of.

CHARITABLE GIVINGWe recognise that organisations can makedifferences to charities in ways that individualscannot. Last year the Partnership donatedaround £1.5 million to charity, equivalent to1.1 per cent of the Partnership’s profit.However, what really sets us apart is the roleour Partners play. More than 60 per cent ofour total contribution last year was donatedthrough our charities committees, meaningthat elected Partners, not management, areable to choose which charities to support.

We are pleased to be associated with projects that benefit thecommunity, and encourage

close links with the schools, institutions,charities and local authorities in the areas in which we trade.

IN THE HEART OF TOWNMany of our branches focus their business intown centres, which helps to make themenvironmentally sound and socially beneficial.Our attractive and pleasing stores fit in withlocal architecture and contribute to the qualityof life in the towns we serve. WaitroseBelgravia (pictured right), which opened on 1 April this year, is a Grade II-listed buildingwhere shelves are curved to accommodate the original 1830s staircase.

At Peter Jones – another listed building – we worked closely with planners and heritageorganisations to modernise the store whileretaining original features such as the groundfloor pendant lighting and bronze hand rails.

ACCESS MATTERSTreating our customers as individuals underliesour approach to customers with disabilities: all

SUPPORTING VOLUNTARY ACTIONThe £5 million Golden Jubilee Trust,established to celebrate the 50th anniversaryof the Partnership’s Second Settlement in2000, seconds Partners to registered charitiesso that they can put specific vocational andpersonal skills to good use. To allow a Partnerto be seconded the trust will supportvolunteers for up to six months.

Since the scheme’s inauguration, more than 100 Partners have taken part, with over37,000 hours invested in community projects.Beneficiaries include charities that care for sick and elderly people and welfare andcounselling organisations.

4 5

PR

OD

UC

T

IN

TE

GR

IT

Y ‘Our produce comes from two food productionsystems: organic and conventional. Waitrose supports bothmethods and sets highstandards to ensureresponsible practices’WAITROSE ENVIRONMENT REPORT

consignment is free of GM organisms, and fruitand vegetable produce is regularly screened forpesticide and insecticide residues.

CONVENTIONAL FARMINGEqually high standards are extended toconventional farmed produce. Waitrose sourcesconventional crops grown from Integrated CropManagement Systems (ICMS) using besthorticultural practices, site selection andchemical controls. The Assured Producescheme regulates all our UK produce to ICMSstandards and these audits are being extendedworldwide. For livestock, strict Farm Assuredprotocols ensure that animals are reared in the

most natural conditions possible and free rangeproduce is offered where our animals haveaccess to open space.

500,000 PRODUCTS, ONE SHOPWith so many products it is difficult to knowfor certain that all come from sustainablesources. Our department stores focus onaddressing product areas where we suspectthat standards may be below acceptable levels.For example, we have become increasinglyaware of international concerns about illegallogging and unsustainable forestry practices.Working with Proforest, we are developing ourown sustainable timber assessment criteria.

QUALITY CONTROLBoth divisions are committed to ensuring everyproduct we sell is safe. Waitrose has operatedthe Hazard Analysis Critical Control Pointssystem for more than ten years. We use thesystem to identify food safety hazards thatcould occur at any stage from production topoint of sale, and to ensure that full measuresare in place to control them.

FOOD FACTS● No Waitrose own-label product containsGM ingredients● All our own-label eggs are free range andLion Quality Assured● One third of all the chickens we sell areorganic or free range● We know every farmer who produces everypint of our milk● All Waitrose lambs are reared on openpasture● We are farmers. We grow our ownmushrooms, apples, wheat and eels on ourown 4,000 acre farm in Hampshire● All fresh pork, beef and poultry is British

SUSTAINABLEFISHINGAll Waitrose fresh codand haddock comefrom the Icelandicfishery, which isconsidered to be one ofthe most well-managedfisheries in theNorthern Hemisphere.It is our policy to buyfrom well-run fisheriesthat practisesustainable methods.Due to concerns aboutdeclining stocks, we no longer sell shark,bluefin tuna, blackmarlin, whitebait,Atlantic skate,Patagonian toothfish or caviar. Our tuna and swordfish are line-caught to preventmammals such asdolphins being caughtin error.

DAIRY TALESWaitrose has set up demonstration farms inco-operation with our suppliers.

Waitrose Select Farm Milk is the result ofa partnership with a group of farmerschosen for their outstanding levels ofanimal welfare, feed and hygiene.

Last year we began selling Le Poulet d’Orcorn-fed free range chickens, with some ofthe birds coming from our own Leckfordestate in Hampshire.

The birds, exclusive to Waitrose, live inpurpose-built, solar-and-wind-poweredhouses, demonstrating that renewableenergy sources have a place on the farm.

6 7

The Partnership has spent considerabletime and resources to provide ourcustomers with the assurance that all

our food produce is safe and of the highestquality. Our high standards extend across allproduction methods.

THE ORGANIC DIFFERENCEOrganic foods have been available across awide range of produce, from bread and wine to baby food, since 1983. Standards differ byfood group, for example for organic crops theuse of synthetic fertilisers is limited, whereasfor livestock, organic feed and outdoor rearingare encouraged and restrictions on growthpromoters imposed.

Waitrose currently accounts for ten per centof the organic market with more than 1,200organic lines. Our supermarkets were the firstto offer flowers grown organically in Holland;we also work with two organic bananaproducers from the Dominican Republic whosupply their produce exclusively to Waitrose.Crop suppliers to Waitrose operate an‘authenticity’ programme to certify that each

SU

PP

LI

ER

AS

SU

RA

NC

E ‘For many years wehave recognised ourresponsibility for our suppliers and their employees. Weseek to build lastingrelationships with thembased on trust and aclear understanding of mutual rights’JOHN LEWIS RESPONSIBLE SOURCING PRINCIPLES

The Partnership understands thatcustomers have concerns about thesources of our products, especially

regarding the treatment of workers, thewelfare of animals and the environment. Our Responsible Sourcing Code sets out ourexpectations for suppliers in these areas.

OUR SOURCING CODE COVERS:● Pay● Working Hours● Working Conditions● Health & Safety● Employment of Children● Forced Labour● Employee Representation● Equality of Treatment● The Environment● Animal Welfare

SUPPLIER AUDITINGWe are aware that it is not enough just to have

such a code, but we must also ensure it isbeing followed. At Waitrose all our own labelsuppliers undergo a detailed assessmentprogramme, based on current best practice. Asa condition of trade, each supplier must self-assess their compliance with our code and isencouraged to submit their responses via apurpose-built website. All supplier responsesare then independently audited by expertsBureau Veritas Quality International.

John Lewis works with more than 8,000suppliers from 45 countries. Our initial DS

audit programme has been based in the FarEast – where we believe there is a greater riskof workplace standards falling belowacceptable levels – and we have madesignificant progress in auditing our supplierbase there. In a typical year this involves 200site inspections; last year we terminatedbusiness with two suppliers who were unableor unwilling to comply with our code. Oursuppliers are in no doubt that if they are notprepared to follow our guidelines they will loseour business.

RESPECTING CULTURAL NORMSIn parts of rural India, making hand-madecarpets provides much-needed extraincome for many families. Many of the rugs we stock at John Lewis are producedby families in their own homes.

Recognising the special relationship wehave with local families in Ghosia, India,we were delighted to be asked by oursupplier to contribute to funding a schoolfor their children and others locally. Thenew school is extending opportunity forgirls up to 15, who are not traditionally themain beneficiaries of education.

FAIRTRADE At Waitrosewe haveincreasedour

Fairtrade range. In ourbranches you will nowfind Cafédirect andTeadirect, DivineChocolate and Green &Black’s Maya, EqualExchange OrganicCocoa and Fairtradebananas. Buying theseproducts providesdirect, additionalbenefit to workers inthe developingcountries where theyare produced andassists marginalproducers by givingthem access tomarkets they wouldnot otherwise have. However we alsosupport non-Fairtradeproducers. Whentropical storm Lilidevastated 80 per centof banana suppliers’crops in the WindwardIslands last year, ourfinancial supporthelped farmersreplant.

8 9

The Partnership’s aim is to work withsuppliers to improve conditions where they fall below standard. In May 2003,Waitrose hosted the Blue Mountain SupplierConference, inviting hundreds of suppliers to contribute to the week-long event. The aim was to refresh supplier knowledge of our principles and audit programme, whileenabling them to give feedback and share best practice.

Waitrose has also been instrumental inencouraging greater female participation onworkers’ councils in Central and SouthernAfrica. We have identified the need for morecreche facilities and helped fund the VaaldriftCreche at Kakamas, South Africa.

EN

VI

RO

NM

EN

TA

L

PE

RF

OR

MA

NC

E ‘The Partnership musttake all reasonablesteps to minimise anydetrimental effect ouroperations may haveon the environment,and to promote good environmentalpractice’CONSTITUTION OF THE JOHN LEWIS PARTNERSHIP

The single biggest environmentalconcern today is global warming. Overthe past three years the Partnership

has calculated its ‘carbon footprint’ toidentify the source and volume of ouremissions of carbon dioxide – the gas mostdamaging to the environment.

MORE MILES, LESS FUELDespite driving more miles – some 27 millionlast year – a number of projects are helping usreduce fuel use and consequently emissions ofcarbon dioxide. Computerised route planningminimises vehicle movements, whilescheduling deliveries for off-peak hoursimproves the rate of miles per gallon.

We have made additional progress inreducing mileage by using emptied vehicles tocollect stock from suppliers (known asbackhauling) and by centralising deliveries intolarger but less frequent loads. In 2002/3Waitrose drivers made almost 10,000 backhauljourneys, which saved 1.3 million miles.

At John Lewis more than 50 per cent of

delivery trailers use hydraulics to raise asecond internal floor. This increases loadcapacity by 80 per cent and saved anestimated four million miles last year.

We are committed to running the least-polluting fleet possible. Since mid-2001 wehave fitted our commercial vehicles with Euro3engines, which use the latest technology tocontain emissions. We also fit exhaust filtersknown as Continuously Regenerating Traps toour commercial vehicles to reduce harmfulemissions even further – in some cases asmuch as 90 per cent. More than 50 per centof our fleet are now fitted and we aim to havethe entire commercial fleet using CRTtechnology by 2005.

In 2002 we were delighted to receive theTransport Action Cleanup Green Fleet Award inrecognition of our commitment to minimisingvehicle impact on the environment.

ENERGY EFFICIENCYLast year the Partnership spent over £18million on energy. Sixty per cent of Waitroseuse is for refrigeration, while John Lewis usesa similar proportion for cooling and heating,lighting and ventilation. Although we are usingmore energy, we are taking steps to becomemore efficient. Last year Waitrose improvedenergy efficiency by five per cent for electricityand nine per cent for gas, and a similar trendis being followed at John Lewis. Helping usachieve our targets are sophisticated BuildingEnergy Management Systems whichcontinuously monitor and adjust refrigerationand ambient temperatures.

Further reductions are being achieved througha lighting refurbishment programme in 18 DSbranches where halogen display lamps arebeing replaced with ceramic metal halide with a60 per cent decrease in energy consumption.

WASTE NOT, WANT NOT We recognise the Partnership’s duty tominimise the amount of waste we produce andto recycle as much as possible.

Packaging materials account for aconsiderable proportion of the waste that weproduce, so we encourage a returnable cratesystem that transports as many goods aspossible without the need for packaging.

Last year, more than 19 million trips weremade using this system in Waitrose alone,which helped avoid 9,500 tons of wastecardboard. In addition, around 18,000 tons ofcardboard are recycled each year.

The Waitrose Bag For Life scheme is anotherkey environment initiative. Sold for only 10p,the bag is reusable many times, replaced forfree and then recycled, thus saving manywasteful free carrier bags. Waste bags aremade into plaswood garden furniture which we frequently donate to schools and charities.

HOW WE RATEOUR DRIVERSMichael Ure, aPartner at John LewisNewcastle, retired at the end of March

as the Partnership’s top driver. With animpressive 35 years of accident-free drivingunder his belt, Mr Ure received specialrecognition from the Royal Society for thePrevention of Accidents (ROSPA).

All our commercial drivers attend trainingcourses in economical and defensivedriving, which means that fuel consumptionis reduced and the accident rate lowered.Over 1,000 Partnership drivers aremembers of ROSPA. We have also deviseda risk rating system which helps us gradedrivers by accident frequency and severity.

GO GREENAs a Partnership, the management ofenvironmental issuesinvolves everybody. We actively pursue theuse of alternative fuelsin our company carfleet: if our Partnersuse a company car,they can choose dieselor liquefied petroleumgas (LPG) as analternative to petrol.We now have over 75 Partnership LPGvehicles, which helpedus avoid emitting 125tons of carbon dioxidelast year.

In recognition of our commitment toalternative fuels in our car fleet, CentralTransport was awardedGreenfleet’s Innovationin Transport Award for 2003.

10 11

TH

E

PA

RT

NE

RS

HI

P

AN

D

PA

RT

NE

RS ‘The Partnership’s

ultimate purpose is the happiness of all its members, through their worthwhile and satisfyingemployment in asuccessful business’CONSTITUTION OF THE JOHN LEWIS PARTNERSHIP

Abusiness can be judged by the welfareof its employees. Partners in the UK’slargest and longest surviving co-

ownership company have a say in how ourbusiness is run, and benefit from the spirit of democracy and fairness on which thePartnership is based.

ENCOURAGING COMMUNICATIONThe best way for Partners to express views onhow we can improve the business is to join abranch Committee for Communication (C4C).These elected bodies meet regularly to discussany branch issue and, most importantly, areable to speak freely as the minutes are non-attributable. There is a direct link with theChairman through his representatives whochair the meetings.

SUPPORT WHEN YOU NEED IT MOSTThe Partnership is differentiated by its supportnetwork, the first line of which is our registrarswho provide all Partners with confidentialadvice and act as mediators in businessdisputes. Partners who fall upon unexpected

hardship can seek support from ourdemocratically elected Committees for Claims –an extension of John Spedan Lewis’s beliefthat any decent family would rally round tohelp when needed. In 2001/2 the committeesgave £624,000 in Partner support.

DEMOCRACY AND FAIRNESSOur aim is to build a fulfilling workenvironment for every Partner based onopportunity, variety, fairness and Dignity atWork, and we are heartened by our highretention rates. More than one in four DSemployees have over ten years’ service, and in2002 over 200 Partners achieved 25 years’service, qualifying for a period of long leave.

We take pains to represent male and female

Partners equally at all levels. While we areaware that Partners from ethnic backgroundsare under-represented at management level,we are pleased that female staff hold a goodproportion of managerial positions. At JohnLewis female staff represent 61 per cent of ourPartners, 54 per cent of managers, 27 percent of branch Managing Directors and 40 percent of DS Management Board directors.

SHARING IN OUR SUCCESSDiscounts, a non-contributory, final-salarypension scheme, access to holiday centres andmembership of clubs and societies are furtheradvantages of belonging to the Partnership.Many of these benefits are extended to ourretired Partners.

WHAT DO PARTNERSREALLY THINK?A Partner survey isbeing introduced thisyear to act as anobjective measure ofjust how well thePartnership is fulfillingits First Principle(quoted opposite).

Laura Whyte,Assistant ChiefRegistrar, Central, isProject Manager forthe survey that shebelieves willsupplement thePartnership’sestablished channelsof communication.

She says: “Wewanted to make thequestions accessibleand interesting soPartners will think it isworthwhile to reply.”Survey questions arebeing distributed withpayslip envelopesthroughout the year;the first survey wasconducted in June.

VOCATIONAL TRAINING Annie Roberts, Sales Assistant, FashionFabrics, Robert Sayle, is in the first yearof a quilting and patchwork course.The course, which is completely subsidisedby the Partnership, covers creative andtechnical aspects of quilting, as well as thecraft’s history. Annie chose to undertakethe training because of a strong personalinterest in this area combined with a wishto pass on her skills to the large customerbase enjoyed by the Cambridge store. Shewill receive a City & Guilds certificate onsuccessful presentation of her work at afinal-year exhibition held in London. LONG LEAVE TRAVELRoy Jackson, Branch Manager, WaitroseMarlow, took long leave last year. Of his backpacking trip abroad he says, “Ihad the opportunity to enjoy many differentcultures and people of the world whentravelling on long leave. Backpackingoverland through Africa, China, Japan,Australia and New Zealand, Argentina,Galapagos Islands and the Inca Trail inPeru afforded a lifetime’s experience.”PERSONNEL COURSEGemma Rayner, Personal Assistant,Robert Sayle, completed a Certificate inPersonnel Practice earlier this year. The training course looked at all stages ofthe recruitment process and staff appraisal,with particular emphasis on the legalaspects of personnel.

Gemma was keen to enrol on thePartnership-subsidised scheme, since as awell-established member of Robert Sayle’spersonnel department, she wanted tomaintain her skills in this area and increaseher knowledge for her own, and for herdepartment’s benefit.

12 13

HO

W

YO

U

CA

N

HE

LP

SAVE ENERGY AND WATER● Switch off all lights and electrical applianceswhen not in use, choose energy-efficientappliances and turn down your thermostat –turning it down by just one degree centigradecan save up to 10 per cent on heating bills. ● Always wait for a full load of laundry beforeusing your washing machine and use coolerwashing cycles. ● Fix dripping taps – they can waste up to 13 litres of water a day.● Install a Hippo Water Saver in your toiletcistern. This can save up to 3.5 litres of watereach time you flush.

RECYCLE● Recycle as much waste as you possibly can.For advice on recycling points in your area orfor a guide to recycled products contactWasteline or visit the Recycle More website.● Use a mug instead of disposable paper orpolystyrene cups and favour products withreuseable containers. ● Send your children to school with flasksinstead of throw-away drink cartons. ● Cut down on junk mail. Email the MailingPreference Service to arrange for your addressto be deleted from around 90 per cent ofmailing lists.

BRANCH OUTAt work, check to see which recyclingfacilities are offered by your branch.

Bins for disposing of paper are readilyavailable – just ask theservice department.

It is important to understand yourbranch procedures forrecycling cardboard.

If recycling bins are supplied by yourbranch Partners’Dining Room, try toremember to use theseplastic cup/aluminiumcan/glass recyclingstations.

14 15

In this booklet we have set out what the Partnership is doing to act as a responsible retailer; reduce our

environmental impact and contribute to the well-being of our Partners, customers,suppliers and the wider community. We hope that we have demonstrated ourcommitment to improve the Partnership’ssocial and environmental performance andalso inspired you to contribute – we are all able to make a difference on an individual level.

BUSINESS IN THE COMMUNITYAs we are now a national member company of Business in The Community (BiTC) and itsScottish counterpart (SBC), all our branchescan get involved in local community projectsrun or supported by BiTC/SBC. Ourmembership is not designed to redirect thework our Partners already do in the localcommunity; it aims to complement our existingCorporate Social Responsibility programmes bygiving our branches the opportunity tocontribute in new ways.

The organisation was born out of the inner-city riots in the 1980s when a number ofprominent business figures decided that thebusiness community, as well as politicians,should be responsible for addressing the needs of deprived neighbourhoods.

As a responsible retailer, we are active inseeking ways of contributing to the well-beingof the communities in which we operate.

GETTING STARTEDA typical three-person household buys 5,100items, uses 140GJ of energy and generates620kg of waste each year. Making even smalllifestyle changes can make a huge difference.Here are a few green tips from the WorldWildlife Fund and EthicalConsumer.com to get you started.

● Take waste oil to your local HouseholdWaste Recycling Centre – it is illegal to putwaste oil down sinks or drains.

TRAVELLING● If you drive to work, try to share yourjourney with colleagues who live near to you. ● Walk or cycle instead of using the car forshort journeys.● Turn off your engine if you are going to bestationary for more than two minutes.● Consider changing to an alternative fuels car that produces fewer emissions.

SHOPPING● Be an ethical shopper. Consider Fairtrade,organic and cruelty-free produce and try toavoid battery eggs and GM foods. ● Contact the Soil Association to locate yournearest organic outlet.● Buy fruit and vegetables that are in seasonto help reduce the enormous transport costsresulting from importing produce. Look out for ‘Waitrose Locally Produced’ in oursupermarkets.● Buy recycled or recyclable products such as toilet paper and stationery.● Take your own carrier bag when shopping orconsider investing in a Waitrose Bag For Life.

IN THE GARDEN● Let your grass grow a little longer – it willneed less water.● Start a compost heap or wormery – theserecycle organic waste, including food, andproduce excellent compost. ● Plant a tree. Trees provide shade, filtercarbon dioxide and attract local bird species. ● Avoid the use of household pesticides.● Install a water butt to catch rainwater forgarden feeding.● Use non-toxic organic fuels to light yourbarbeque.

A gazette publication. Edited by Harriet Dennys. Designed by Christine SullivanPhotographs: Anthony Blake Photo Library; Cephas; Getty Images; Mark MacKenzie; Peter Campbell-Saunders; RSPCA; Science Photo Library.

U S E F U L C O N T A C T S● Nigel Brotherton, Chair, Department Stores Corporate Social Responsibility Committee● Nigel Burton, Chair, Waitrose Corporate Social Responsibility Committee● Christian Cull, Head of Press & PR Waitrose● Helen Dickinson, Head of Press & PR Department Stores● David Felwick, Chair, Partnership Corporate Social Responsibility Committee● John Foley, Chair, Waitrose Responsible Sourcing Committee ● Chris Jones, Secretary, Golden Jubilee Trust ● Nick Monger-Godfrey, Head of Environmental Management John Lewis & Waitrose● Frank Moore, Head of Merchandise Standards● Mary Visozo, Head of Food Technology Waitrose

F I N D O U T M O R E● Business in the Community, www.bitc.org● Scottish Business in the Community, www.sbscot.com● The Department of Environment, Food and Rural Affairs, www.defra.gov.uk● Ethical Consumer, www.ethicalconsumer.org● Friends of the Earth, www.foe.co.uk● Greenpeace, www.greenpeace.org● Hippo Water Cisterns, www.hippo-the-watersaver.co.uk● Home Energy Efficiency Advice, www.saveenergy.co.uk● Organic Fuels, www.greenheat.co.uk● Mailing Preference Service, www.mps@dma.org.uk● Soil Association, www.soilassociation.org● Recycle More, www.recycle-more.co.uk● Wasteline, www.wasteline.org

If you would like further information on any of the issues reported in this booklet, please refer to the original divisional reports (available via the Intranet or Internet, or on request from Nick Monger-Godfrey).