Our Corporate Social Responsibility Report
Index
1 Chief Executive’s introduction
2 Managing Corporate Social Responsibility
4 Progress and highlights
4
Environment
4 Reducing our Carbon Footprint
8 Preventing waste
10 Source responsibly
13
Society
13 Being an employer of choice
15 Being neighbourly
16 Helping to encourage
a better standard of living
18
Business
18 Product stewardship
18 Supply chain integrity
19 Satisfaction to all our stakeholders
We are the
UK’s fourth largest
food retailer
with 368 stores and 10.5m square feet of
selling space. Our business is mainly food
and grocery – the weekly shop. Uniquely,
we source and process most of the fresh
food that we sell through our own
manufacturing facilities, giving us close
control over provenance and quality.
Some
9m customers
a week pass through our doors, and our
colleagues across the business work hard
each day to deliver great service to them. Our
service promise is recognised, by our industry,
as the best in the business.
Morrisons corporate social responsibility report 2007 1
Introduction from the
Chief Executive
We are determined to make a real difference and be a force
for good, creating value for all our stakeholders
Welcome to our first full Corporate Social Responsibility (CSR) Report, which outlines our commitment to taking
good care environmentally, socially and in our business.
Our Group is underpinned by a proud heritage and driven by strong principles, with quality, value and integrity at
the heart of our business strategy. We have a clear vision to be “the food specialist for everyone” and in acknowledging
our wider social and environmental responsibilities, our goal is to be recognised for building a sustainable business
based on trust, loyalty and shared-value attributes.
How we go about our business is very important to us. We invest in our people, our offer and our customer
relationship and experience, aiming to be a well-run company that grows and thrives; and contributes to prosperity
over the long-term.
Sustainability makes sense environmentally, socially and in our business. By ‘doing the right thing’ we can help protect
and nurture the valuable resources on which we all depend, making our business more efficient and effective, whilst
also recognising the opportunity to meet the growing demand for sustainable products and services.
In line with our commercial objectives and our vision for the future, we have laid out our roadmap for CSR. We are
reducing our Carbon Footprint, saving energy and increasing our transport efficiency; preventing waste and
recycling more. We are also continuing to invest in more local and sustainable sourcing and enabling our customers
to eat healthily, whilst ensuring a wide choice of quality, fresh, affordable foods.
Combating climate change is a huge task, which we must all embrace. We recognise that we have both a responsibility
and an opportunity to be part of the solution. In doing our bit to address this unique challenge, we will also involve
our customers and our suppliers and support them as they try to do their bit too. We do not claim to have all the
answers. There is a lot of hard work to be done and some changes may take time but through positive engagement
and by taking good care in all we do, we are determined to make a real difference and be a force for good, creating
value for all our stakeholders.
We view sustainable development as integral to the way we do business and as such, it is our ‘licence to operate’.
Marc Bolland
Chief Executive
2 Morrisons corporate social responsibility report 2007
Managing corporate social responsibility
Responsibility for CSR starts with our Board of Directors.
Reporting into the Board is a cross-functional steering
group of senior executives from the key business areas,
which provides leadership and puts ownership of CSR
strategy with management at an operational level. This
group meets a minimum of six times a year and its terms
of reference are to:
> Oversee and implement the Group’s strategy and
approach to CSR matters and embed commitments
into the day to day operation of the business.
> Identify and consider emerging issues and legislative
developments. Recognise and assess opportunities
to assist business planning and address stakeholder
requirements or concerns.
> Manage CSR risk and address the various issues arising in
a practical and commercial way and always with integrity.
> Provide recommendations on policies, procedures and
processes in line with Group values, CSR commitments
and sustainable development opportunities.
> Report to the Board, ensuring that the appropriate
management, evaluation and verification systems are
integrated into the core business functions to monitor
delivery against targets by means of Key Performance
Indicators.
> Implement procedures to report publicly on progress
and the extent of compliance with company policies,
procedures and commitments.
Stakeholder engagement We listen to and talk with
employees, customers, investors, regulators, suppliers,
Non-governmental organisations (NGOs) and community
representatives, which helps us to identify and tackle our
key issues and ensure that we are dealing with what matters
most to our business and those involved with it.
In the past year we asked lots of people to talk to us about
their experiences and views of Morrisons. Some of the
feedback came through structured, formal market research
covering over 3,000 customers and 8,000 colleagues. Some
came from talking to people – customers, colleagues and
suppliers around the country – and hearing their views.
We gained a clear picture of the things we do well, what
we should concentrate on and the issues we face. We found
real strength in Morrisons. Our customers appreciate the
value we offer, our high standards of product availability
and our industry-leading in-store service. They recognise our
unique features such as our in-store butchery, fishmongery
and bakery skills, our popular cafes and the fact that we
control key parts of the fresh food supply chain through our
manufacturing businesses. They are interested in great food,
which is also great value; and these are our great strengths.
We also found interest in the provenance, quality and
health aspects of food and in the impact of big business
on the environment. We have some more work to do, in
some cases, to communicate better the many good things
we already do. This report marks the start of sharing more
information on CSR matters and the progress we are making
in our programme towards our targets for achievement.
On-going work is co-ordinated through our CSR programme
team, with delivery of activities undertaken through line
management in each of the business divisions and driven
through various multi-stakeholder working groups.
Our CSR strategy
During what has been a period of strategic review for the business under the leadership of our new Chief Executive,
Marc Bolland, and after consultation with a number of key stakeholders, we re-considered our CSR priorities and further
structured our approach around three principal areas.
Environment
Taking good care of our planet.
Climate change, waste, sustainability
Society
Taking good care of our shoppers, our colleagues and their communities.
Work, neighbours, living
Business
Taking good care as we go about our business.
Sourcing, supply, engagement
From this we have established a CSR programme that is integrated with our Company’s vision to be “the food specialist
for everyone” and aligned to delivering our brand values of freshness, service and value. This programme outlines our
priorities to the end of 2010 and the targets we aim to achieve.
Morrisons corporate social responsibility report 2007 3
Commitments
KPIs
Targets 2007 to end 2010
Energy efficiency and performance
•
•
•
•
•
Refrigeration management
• Replace Hydrochloroflurocarbons (HCFCs) with Hydroflurocarbons (HFCs) by 2010
• Trial CO2 system
Environment
Reduce our Carbon
Footprint
Prevent waste
Reduce Carbon Footprint cumulatively by 36% by 2010 (based on 2005 emissions)
Reduce Group energy use by 8% per square metre (sqm) by 2010 (based on 2005 emissions)
10% of energy from renewable sources by 2010
Air-freighted produce to be labelled for customer choice/information
Carbon labelling to be explored
Water conservation
• 15% reduction in Group water use by 2010
Transport efficiency
• Plan to save 8% of our haulage CO2 emissions by 2010 (based on 2005 emissions) through
mileage reductions and increased efficiencies
• Reduce road miles travelled per pallet of stock by 6% by 2010 and achieve an 8% reduction
of total empty road miles travelled
• Enhance transport planning systems to achieve a 10% increase in trailer utilisation by 2010
• Introduce cleaner Euro5 engines to 15% of fleet by end 2007 and 80% of fleet by 2010.
• Extend availability of BioEthanol E85 fuel on forecourts
Optimisation
• Volume of waste to landfill reduced by 50% by 2010
Reduction
• Use 15% less own brand packaging by 2010
• Reduce environmental impact of standard plastic carrier bag use by 25% by end 2008
Reuse
• Extend returnable tray trips by 14m by 2008. Grow future use in line with sales
Recycling
•
•
•
•
•
Responsible sourcing
principles/policies
• Use only timber which is recycled or certified as coming from a sustainable source by 2010,
including 100% of wood derived marketing materials.
• 100% of own brand tissue paper lines to be certified by the Forest Stewardship Council (FSC)
by end 2007
• 100% of own brand fish to comply with sustainable sourcing policy by 2010
• 100% of own brand shell eggs to be free range by 2010
Good choice of organic, Fair Trade,
local and in-season food
• Increase the range of organic foods available by 40% by end 2007
• Label all produce with country/place of origin
• Foster responsible methods of agriculture and biodiversity
Be an employer
of choice
Happy and engaged workforce
• Continue to increase colleague stability, focusing on engagement and involvement, including
a regular colleague survey
• Continue to focus on training, development and promotion to further improve retention
Be neighbourly
Community relations and
supporting good causes
• Support communities by giving to good causes that reflect local need
• Choose and support a Charity of the Year for national fundraising, aiming for at least
£1m donated each year
Help encourage
a better standard
of living
Quality, choice and value for all
•
•
•
•
•
Providing clear, easy to understand
information for our customers’ informed choice
• All own brand foods to carry front of pack Guideline Daily Amount (GDA) labelling by March 2008
• 100% of own brand products with ‘Big 8’ back of pack labelling where space allows
Nutritional policies and advice
•
•
•
•
•
•
Product
stewardship
Specification and traceability
systems implementation
Food safety/quality standards
Assurance/accreditation
Responsible sourcing guidelines
• Invest in a new data system to improve the efficiency of accessing information about
our products
• Ensure consistently high standards of food quality and safety
• 100% fresh produce suppliers: Assured Produce/EUREPGAP
• 100% of fresh meat from farm assured sources and produced to high welfare standards
Supply chain
integrity
Fair and ethical trading standards
• Seek to implement our Ethical Trading Code in respect of non-food suppliers in Asia,
farmers in Africa and wine suppliers in South America by end 2007
• Seek to implement fair working conditions auditing initiative in China by end 2007
Being a decent and loyal
customer to our suppliers
• Adhere to the ‘Supermarkets Code of Practice’
• Build long-term partnerships with suppliers
• Observe the Morrisons ‘Buyers Charter’
Stakeholder engagement
Delivering our promises
• Engage positively with all stakeholders, responding to them swiftly and efficiently
Source
responsibly
Increase the proportion of recycled available store waste from 72% to 80% by 2010
Extend compostable packaging to 200 lines by end 2007
Increase the opportunities for customers to recycle at and through our stores
Start to introduce symbols on our packaging to make it easier for customers to recycle
Increase recycled content of standard plastic carrier bags to 25% by end 2008 and 50% by 2010
Society
Be “The food specialist for everyone”
Deliver great food, which is also great value for every day
Be famous for special offers
Be renowned for preparing and selling great fresh foods
Make the most of our in-house fresh food manufacturing and processing facilities and produce
packhouses, to deliver food specialist credentials.
• Provide industry-leading standard of customer service
Increase our healthy ‘Eat Smart’ range by 70% by end 2007
Increase ‘Free From’ range by 30% by end 2007
Meet the Food Standards Agency’s 2010 salt reduction targets early, by end 2008
Remove hydrogenated fats from own brand products by end 2007
Continue to implement the ‘Task 21’ scheme as part of our approach to responsible drinking
Provide information to customers about healthy eating in our stores and through our web site
Business
Satisfaction for
all stakeholders
4 Morrisons corporate social responsibility report 2007
Progress and highlights
Environment
Reducing our Carbon Footprint Working with the
Carbon Trust, we have determined the Group’s Carbon
Footprint, which is established from the emissions of carbon
dioxide from sources including energy usage, transport
and waste.
Morrisons Carbon Footprint covers our stores, depots, all
transport (Group-owned and third party haulage) and also
our in-house supply chain of manufacturing, processing and
packing facilities. It is being used as a measure of our carbon
emissions for the Group and taking 2005 as the baseline,
we aim to reduce our Carbon Footprint cumulatively by
36% by 2010. In the past 12 months we have achieved a
6.6% reduction in our total Carbon Footprint of 90,874 tonnes.
1,283,050
1,373,924
2005
0.35m
0.70m
Total CO2 equivalent
emissions from energy
(electricity & gas) used
by the Group
764,221
20061
tonnes CO2/£m
63.1 718,318
57.4
(Calculated using Department for Environment Food and Rural Affairs
(DEFRA) reporting guidelines.)
(1Our reporting method was changed in 2006 to start from the beginning
of the calendar year).
This has been achieved by:
> Using the Group’s energy management and monitoring
system, Optima, which facilitates targeting areas of
high energy use.
> As part of the on-going monitoring process, 15 sites
Morrisons Carbon Footprint*
2006
2005/06
tonnes CO2/£m
1.05m
1.4m
Tonne of CO2
*Calculated by the Carbon Trust
identified with unusual or fluctuating energy consumption
levels have been separately audited to assess their gas,
electricity and water usage, with average savings of 5%
having already been made as a result.
> Implementing our ‘Energy Eye’ system of monthly
measurement and targeting of energy consumption
at our sites, monitored by a designated ‘Energy
Engineering Group’.
To achieve reductions in our emissions, we are continuing
to implement a carbon and energy strategy for the business
based on:
> Measurement and targeting of refrigeration, with
>
>
>
>
> Climate Change Agreements in operation at 202 stores
measuring and monitoring energy consumption
implementing ‘good housekeeping’ policies
introducing additional energy saving technologies
sourcing and generating renewable energy
Our target is to reduce Group energy use by 8% per sqm by
2010, based on 2005 emissions. We are primarily focused on
where we can make the biggest impact, which is on reducing
energy used at our sites, most notably for refrigeration.
However, across the Group, we have achieved a reduction
in CO2 equivalent emissions from energy (electricity and
gas) of 9% over the past year.
fixed and locked set points for improved efficiency
and re-commissioning of all refrigeration systems.
and 9 manufacturing sites, aimed at reducing the energy
used in food production.
> Introducing an ‘Energy Awareness’ campaign involving
the training of over 100,000 colleagues throughout the
business.
> Issuing a ‘Good Housekeeping’ guide and a supporting
policies document.
We have achieved accreditation for energy efficiency
under the Carbon Trust’s Energy Efficiency Accreditation
Scheme, which is managed by the National Energy
Foundation. The awarding body is the Energy Institute
which recognises good practice in energy management.
Morrisons corporate social responsibility report 2007 5
“Switching On to Switching Off ”
On the basis that energy saving starts with some
simple, practical measures, last year’s introduction of
the ‘Good Housekeeping Guide’ marked Phase 1 of our
Energy Awareness strategy. Phase 2 saw the launch in
October 2006 of a major ‘Energy Awareness Campaign’
throughout the business. Over 100,000 colleagues have
been trained in “Switching On to Switching Off”, which
promotes a series of common sense initiatives enabling
everyone to contribute to saving energy. Performance
is monitored through designated ‘Energy Champions’
at every location and measured centrally.
Each month, stores receive a graph showing their
energy consumption performance compared to last
year to encourage them in making further progress.
Average energy savings of 4.7% were achieved across
our stores over the first two months of the campaign.
The initiative continues and it has recently been
extended to include our manufacturing sites. In addition,
our energy group (which reports into the CSR Steering
Group) is looking at ways of further increasing energy
savings across the business. This working group meets
on a monthly basis and consists of senior managers
from across the business to enable our energy strategy
to apply across the whole Group.
Energy saving technology We specify that contractors for
any of our new-build projects must purchase equipment
from a government approved ‘energy technology product
list’. Everything on this list, from heating and refrigeration
equipment to lighting, is designed to significantly reduce
or eliminate the production of carbon dioxide. In 2006
we invested £10m in energy-saving technology.
Renewable energy We are trialling a micro wind turbine
for generating electricity at our Leominster store. Installed
on the roof of the store, it is being used to run part of
the refrigeration plant.
The test was highly commended in The Cooling Industry
Awards 2006 and we are planning to install the same
technology at a number of other sites. Feasibility trials
for a larger wind-generated electricity system are also
underway at our Regional Distribution Centres.
Other initiatives for low carbon energy being explored
include Combined Heat & Power (CHP), for generating
electricity in supermarkets and re-using more heat including
from the refrigeration system in stores. Further projects for
renewable energy are being investigated in conjunction with
the Carbon Trust.
Leominster store wind-turbine.
6 Morrisons corporate social responsibility report 2007
Environment continued
Saving Water Our target is to achieve a 15% reduction
in group water use by 2010. We are taking steps to reduce
water consumption. Measures include the installation of
“Opti-flush” water control devices in cisterns and the use
of push taps on wash hand basins.
In March 2006 we moved into our new, purpose built
Head Office, Hilmore House, in Bradford, which features
some of the most efficient and environmentally aware
building control systems. These include collecting rain
water, which is recycled and re-used, for example in the
washrooms. To date we have achieved a peak of 40%
of the water used in the building being supplied
from rainwater.
In addition, the lighting system is sensor controlled
and thermal conditions are balanced between solar gain
coming from a central glass atrium and free-cooling at
night. Analysis has shown that compared to a similar
building housing 1,400 people, the new Hilmore House
uses 33% less energy.
We are currently working with Yorkshire Water, auditing six
sites as a pilot scheme to identify further ways of saving
water. It is expected that this pilot will lead to a benchmark
for the most efficient water use in stores, which will be
referenced across the estate to achieve savings. We are also
working with Waterscan to identify and fix leaks promptly
and to audit stores.
BioEthanol E85 fuel
On March 15th 2006, Morrisons opened the UK’s first
BioEthanol E85 fuel filling pump at Norwich, tying in
with the first deliveries of the Saab 9-5 Bio Power flexfuel car. The fuel is branded as Harvest BioEthanol E85,
with the environmentally friendly pumps featuring
a butterfly logo. It is now available at 14 sites and
is being introduced to all new store filling stations.
We intend to further increase availability as demand
increases, believing that E85 offers an effective way to
rapidly increase the percentage of renewable fuel used
in motor vehicles, delivering a significant contribution
to reducing CO2 emissions.
BioEthanol E85 is produced from a wide variety of
agricultural produce, including forest residue, sugar
cane, sugar beet, and grain, making it a totally
renewable and sustainable fuel source.
Refrigeration
A variety of proven energy saving technologies and
methods covering engineering
design, controls and equipment specification are
used to reduce consumption. We are replacing HCFCs
with HFCs and our target is to complete this process by
2010, in line with European Union regulations. We have
used secondary refrigerants since 1995 and we will be
trialling a CO2 system as an alternative to HFC.
Transport efficiency We plan to save 8% of our haulage
CO2 emissions by 2010 (based on 2005 emissions) through
mileage reductions and increased efficiencies; and to reduce
road miles travelled per pallet of stock by 6% by 2010.
We will also be improving the space utilisation of our
vehicles and increasing back-haul pallet volumes.
We are introducing vehicles with cleaner Euro5 engines
into our fleet, rather than the currently required Euro4
and well ahead of these engines becoming a requirement
in 2009. These are more efficient and cleaner engines,
which will help to reduce emissions.
Rigorous maintenance schedules, new engineering
developments and fuel efficiency programmes, as well
as driver training, are also aimed at helping to reduce
the environmental impact of our transport fleet. For
example, our new fleet vehicles will have long-drain oils
giving 100,000km between drain intervals, which will save
around 14,000 litres of oil per year. In addition, we remould
9,000 tyres per year saving over 675 tonnes of rubber.
Morrisons corporate social responsibility report 2007 7
Energy efficiency in-store: Cardiff
We consider the environmental aspects of all new-build
stores. Each is designed individually, creating buildings
with style and character that are sympathetic to their
locations and which meet the needs of the community
they serve.
Our policy is to cut the carbon emissions from the
energy used for building services through responsible
energy sourcing, by using state of the art technologies
and energy efficient practices and in our specification
for construction, installation, maintenance and
monitoring of plant.
Our new store at Grangetown, Cardiff, which opened on
6th November 2006, is built on a nine acre brown-field
site that was formerly a domestic refuse tip. Around 80%
of the materials used in constructing the framework of
the store, including aluminium and clay blocks, can be
recycled. We have a history of using and re-using such
building materials where they are available.
Integral to the store’s design is an eight metre high
glazed wall enabling natural light to spill through the
building, eliminating the need for artificial light. A nine
metre deep canopy over the checkout mall provides
shade, minimises solar glare and prevents heat gain,
reducing the need for air conditioning/climate control
while the heating system recognises natural warmth
and runs at maximum efficiency by matching heat
output to the building’s actual needs at a given time.
The warehouse has overhead radiant tube heating
that keeps colleagues warm while preventing the
unnecessary heating of large air volumes arising from
Cardiff Store.
open loading doors. It switches off automatically if the
loading doors are left open for more than 15 minutes.
Lighting in the staff canteen is programmed to switch
off when there is sufficient natural daylight, while
infra-red light movement sensors in other recreational
and work areas ensure lights switch off automatically
when the space is unoccupied. The automatic lighting
control system in operation at the petrol filling station
has reduced the amount of artificial light used outside
of trading hours.
Energy savings equivalent to a 10% reduction in
carbon emissions are anticipated from the technology
specification in refrigeration and plant design.
Refrigeration systems are assessed using Total Equivalent
Warming Impact and are monitored remotely to run
at peak efficiency. Large surface air condensers are
fitted with electronically commutated fans and motors
for lower power consumption and noise impact.
Night blinds on refrigerated display cases descend
automatically, initiated by the store’s master time clock
and insulated curtain strips are installed to the doors
of chilled and frozen food store rooms. These measures
reduce cool air loss and increase energy efficiency.
‘Smart’ equipment specification is another feature.
The bakery ovens are specified to be energy efficient
and feature an automatic ‘shut-off’ facility when
un-used for a pre-set period of time.
Measures have also been taken to reduce water
consumption, such as the installation of ‘Opti-flush’
water control devices in cisterns and the use of push
taps on wash hand basins.
8 Morrisons corporate social responsibility report 2007
Environment continued
Preventing waste We aim to prevent waste through
a sustainable waste management strategy that focuses on
optimisation, reduction, reuse and recycling. Where disposal
is the only practical option available, we use appropriately
licensed waste management facilities in accordance
with legislation.
All of our stores have the capability to recover cardboard
and polythene, which are the largest contributors to waste
produced in store.
Currently 72% of all store generated waste is recovered
for recycling.
Store Waste analysis
Total Store Waste Generated
Recycled Material
2006/07
198,500
Tonnes
%
Cardboard/paper
119,000
60
13,000
7
Plastics
Other recovered
Recycled Total
Waste to landfill
10,000
5
142,000
72
56,500
28
Reducing packaging Our target is to cut own brand
packaging by 15% by 2010. Our objectives are to use
less packaging and to avoid packaging waste being
sent to landfill, wherever possible.
We are actively addressing packaging waste by aiming
to ensure that we use no more packaging material than
is necessary to protect and transport the products safely,
whilst maintaining the necessary levels of safety, hygiene,
quality and consumer acceptance of the packed product.
By 2010, we aim through a number of initiatives to recycle,
recover or re-direct 50% of the current waste stream away
from landfill against the 2005/06 baseline.
Management initiatives in our stores have seen the recovered
tonnage for recycling increase by some 27% this year.
Recycling Data
Tonnes
Per
Store
Recycling In addition to recovering back-door waste
for recycling, wherever possible we aim to offer our
customers the chance to recycle materials including paper,
aluminium, glass, clothing, shoes, books, CDs and plastics.
Other initiatives have included mobile phone recycling
in aid of our Charity of the Year (last year Breast Cancer
Campaign, this year Asthma UK), Christmas card recycling
in partnership with the Salvation Army and offering inkjet
cartridge recycling through the Woodland Trust, which
has so far enabled 900 trees to be planted. All our stores
also provide facilities for carrier bag recycling.
Year
No.
Total
Stores
Tonnage Recycled
Year on
Year %
change
2004/05
144,000
579
249
**
2005/06
128,000
423
303
22%
2006/07
142,000
368
386
27%
**No accurate date available for the integration of the Morrisons and
Safeway estate.
We have an extensive system of returnable baskets for
both internal and external stock movements, which are
continually reused through our distribution network and
between suppliers. These replace cardboard and other
packaging used to transport and display products and are
most prevalent in our fresh food areas. In the past year
the number of basket trips has increased by over 9% to
144 million, which is estimated to have saved approximately
65,000 tonnes of cardboard. Our use of returnable baskets
is expected to continue to grow at least in line with sales.
We use a range of packaging types and formats that are
designed to be efficient throughout a product’s entire
lifecycle. When designing packaging we aim to ensure
it serves its purpose well, aiming to minimise weight
and volume and following the principles of reduce,
reuse and recycle.
Some form of packaging is often essential. It protects,
meaning products can travel and arrive without damage.
It keeps foods safe, fresh and in good condition and it
carries essential information such as lists of ingredients,
nutrition and cooking instructions. However, we will be
reducing packaging wherever we can and looking for
more sustainable and recyclable sources.
We are making changes and to help us with our decisionmaking, we are implementing ‘Packaging Guidelines’ across
the business, which are based on consideration of the
following principles:
•
•
•
•
•
Optimisation
Recycled content
Materials’ recyclability
Materials’ sustainability
Minimising use of non-renewable resources
used in packaging
Morrisons corporate social responsibility report 2007 9
Compostable packaging
Compostable packaging has been introduced to our
Organic fresh produce range, saving 27 tonnes of plastic
packaging and 4.5 tonnes of moulded fibre from going
to landfill this year; figures that are set to increase as
the packaging is extended to more lines.
GM-free corn starch. These materials naturally break
down in a compost heap over a period of between
6 and 24 months.
The packaging is highlighted with a seedling logo and
compostability accreditation standard; and includes
clear instructions for pack disposal.
Trays are made out of sugar cane fibre, flow wrap film
is made from wood pulp and bags are produced using
Packaging reduction projects, such as changes to meat
packaging, sandwich and salad packs and a re-design
of our wine carriers, together with the introduction of
compostable packaging to organic produce lines, are
already saving over 30 tonnes of packaging waste a year.
Our packaging group (which reports into the CSR Steering
Group) is working to further reduce the environmental
impact of our packaging by identifying more ways to design
out packaging waste growth by 2008 and deliver absolute
reductions in packaging waste by the end of March 2010,
to meet the shared objectives of the WRAP (Waste Resources
and Action Programme) Courtauld Commitment, to which
we are signatories. This also includes a commitment to
tackling the amount of food waste consumers throw away,
by the end of 2010.
Carrier bags Being focused on reduce, reuse and
recycle, our standard plastic carrier bags are designed to
offer exceptional performance with a minimum of resources
used in their production and also to be reusable. Our target
is to reduce the environmental impact of standard carrier
bag use by 25% by the end of 2008. To date we have
achieved a 5% reduction in use through an active
management policy at our checkouts.
To achieve further reductions in use, in addition to our
multi-trip ‘Charity Bag’, which is made from 100% recycled
material and is also recyclable, we are introducing a small
and a large size durable woven shopping bag, which can
also be recycled, together with a shopping bag made of
jute, which is a natural fibre that is biodegradable. Smaller
size carrier bags are available for convenience shopping to
prevent the use of the full size bags. Messaging on all our
bags provides customers with information on the further
use and means of disposal.
As stated previously, all of our stores have carrier bag
recycling units for our customers’ use, situated in
prominent positions in main entrance areas.
10 Morrisons corporate social responsibility report 2007
Environment continued
Source responsibly We seek to ensure that own brand
products and the ingredients that go into them are produced
as responsibly as possible.
This means applying responsible sourcing policies to
cover specific raw materials such as timber, palm oil and
soya and addressing issues such as sustainable seafood
sourcing and animal welfare.
Policy information can be found at www.morrisons.co.uk,
in the Corporate Social Responsibility section.
Innovative fresh fish labelling
We actively promote sustainable seafood and in a
move that is a first for fresh fish sold in supermarkets,
in October 2006, we launched a new labelling scheme
nationwide, aimed at giving customers every confidence
that the fish we sell has been sourced responsibly. All
the fish on the counter can now be recognised by both
their common and scientific names, which clearly
distinguishes each species and prevents confusion
where more than one common name is used. The new
labels also give the origin of the fish i.e. the country,
area of water where it was caught or farmed and the
catch method.
Our new labels clearly distinguish each species.
Freedom Food Free
Range Duck
We are the first supermarket to sell
RSPCA Freedom Food labelled Free
Range Duck, which was launched
in November 2006. In addition to introducing The Best
Breckland Duck we also launched Wye Valley Chicken,
extending our range of Freedom Food labelled poultry.
Steven Tait, Head of Freedom Food Sales and Marketing,
commented: “Animal welfare is an increasingly important
consideration for the consumer. The Freedom Food label
provides consumers with the assurance that the product
has come from animals reared on farms assessed to
strict RSPCA welfare standards; the RSPCA being one
of the most respected animal charities in the world.
We are delighted that Morrisons is leading the way in
its commitment to selling poultry from Freedom Food
approved farms, and to improving animal welfare.”
Responsible sourcing also means offering a good choice
of Organic, Fair Trade, British and locally-sourced produce.
Buying British and local We are committed to providing
our customers with the freshest produce possible
throughout the year. We process 80% of the fresh produce
and 90% of the fresh meat we sell through our own facilities.
When the quality, quantity and value are there we will
always source British first. We have consistently sought
to work with the British farming industry to source as
much produce as possible from UK farmers and growers.
For example, when in season we are 100% British for carrots,
broccoli, swede, cauliflower and 90% for onions, mushrooms
and potatoes. Overall, 75% of the vegetables and 90% of the
plants that we sell throughout the year are British. Our fresh
milk, fresh and frozen poultry and in-season lamb and deli
sausage and bacon, are 100% British, and 95% of our fresh
beef and fresh pork is British too.
We buy a large amount of primary produce directly and
have many long-standing relationships with farmers and
growers, with some dating back over 30 years. We work in
collaboration to develop the quality, safety and marketing
of fresh foods and to shorten the food supply chain, by
working closely together.
Morrisons corporate social responsibility report 2007 11
Longley Farm
We have a long-standing working relationship with
Longley Farm spanning 46 years, of which both parties
are proud. We have grown together, learning,
developing and helping each other throughout our
journey to strive for retail success.
In 1948 Joseph and Edgar Dickinson inherited a ‘typical
Pennine farm’ and the two brothers developed a smallholding from a herd of 10 cows, which were milked by
hand. In 1956 they were granted a licence to buy milk
from other farms and began to build up to a modest
daily intake of 200 gallons, selling over a 30 mile area.
They began delivering their famous dairy products to
Morrisons first supermarket back in 1961. Since then,
Longley Farm has grown into one of the largest
independent dairies in the country.
Jim Dickinson, Managing Partner of Longley Farm, said:
“Good relationships are crucial to any business and over
the years we have supplied Morrisons with a traditional,
good quality product – whether it be cream, yoghurts,
cottage cheese or butter – whilst in return they have
given clear communication channels and regular contact
with a stable core of people, to build up both businesses
side by side.”
CM Mercer
The 16 year partnership between Morrisons and family
run potato growers CM Mercer is an example of what
can be achieved with good, open and honest
communication.
The Mercer family relocated from Lancashire to Bowley
Court Farm, Herefordshire, in 1972, where they now
farm potatoes on over 1,000 acres, with the help of
over 40 employees. The farm supplies Morrisons with
a number of potato varieties including bakers such as
Marfona, Maris Peer new potatoes and loose potatoes
such as Estima.
Working closely with CM Mercer we have also been
able to launch a line of new potatoes under The Best
range, which offers premium products of exceptional
flavours and tastes. This further highlights the quality
of their produce, which has seen an increase in sales
to Morrisons by over 90% since the relationship began.
‘Morrisons quality standards are very high and that is
why we only supply them with the freshest potatoes’,
said owner, Jon Mercer. ‘We have an exceptional
relationship with Morrisons and we strive to provide
their customers with the very best potatoes’.
12 Morrisons corporate social responsibility report 2007
Environment continued
We are keen supporters of regional producers and have many small and local suppliers. We also tailor local products to local
stores. For example, Kelly’s ice cream and Sharpe’s Eden Ale in Cornish stores; apples, plums, cherries and cauliflower, when
in season from Kent are available in our stores in Kent; and Elsdon Goats cheese and Northumbrian Onion & Chive cheese in
our Northumberland stores. There is a full range of regionally sourced cheeses available from every store’s deli counter.
Calon Wen.
South Caernarfon creameries.
Welsh Pantry’s Faggots and Peas
Welsh range
rolls and Welsh cakes, which are supplied to the majority
of our stores in Wales has been extended to include two
premium wholemeal brown sliced loaves, a sliced fruit
loaf and soft white baps.
When you visit a Morrisons store in Wales you’ll find
a selection of over 230 locally sourced fresh and frozen
Welsh products to choose from. Every effort is taken
to ensure that each store’s product offering is tailored to
meet the demand of its customers, reflecting the tastes
and preferences of the local area. Own brand products
produced by Welsh suppliers, such as Morrisons Cheddar
cheese supplied by South Caernarfon Creameries, sit
alongside other Welsh cheese varieties such as Y-Fenni,
Tintern and Cadog and popular local brands.
Wherever possible we have worked with suppliers
to extend the range of Welsh products available to
customers. For example, Braces Bakery’s range of bread
In addition, we aim to forge new relationships with
local suppliers, such as Welsh organic dairy farmers
Calon Wen, who now supply milk to all our Welsh stores
and the Welsh Pantry, which supplies ready meals such
as faggots and peas and Cawl Mamgu (Granny’s Broth).
We also look for opportunities to work closer with the
farming community and offer a full range of Welsh beef
and lamb on the butchers’ counter, as well as loose new
potatoes from Pembroke.
Morrisons corporate social responsibility report 2007 13
Society
Being an employer of choice We employ
117,000 people in stores, factories, depots and offices.
Our comprehensive employment policies cover all aspects
of our colleagues’ careers with us. These include recruitment,
selection, remuneration, training, education, development,
retention, performance appraisal, equality and diversity.
We keep colleagues fully informed about the activities of
the business through internal publications, communications
programmes, notice boards, briefings, consultative committees
and forums. Our special complaints procedure is designed to
protect all employees against any form of abuse and includes
provision for confidential whistle-blowing if appropriate.
We have also implemented what will be a regular
colleague survey, which investigates employees views about
working for Morrisons, highlights what needs to be done
to make the Group an even better place to work and sets
a benchmark against which to monitor and measure change
and improvement. A more detailed understanding of the
findings is obtained through carefully targeted focus groups,
on which a complete follow-up programme will be based.
We have constructive relationships with a number of trade
unions and the largest membership is with USDAW, with
whom we have a partnership agreement. We encourage
involvement in the financial performance of the business
through Profit Share and Share Option schemes.
We have a team of Occupational Health nurses and a full
time Medical Advisor who focus on the health and wellbeing
of all our colleagues.
Training and Development We invest significantly in the
training and development of our people, enabling them to
do their jobs to the very best of their ability and to offer
our customers the very best service. Our own training
department runs an extensive range of programmes,
particularly aimed at retail skills and specialist craft training.
We also partner with educational establishments to offer
a range of recognised qualifications.
Graduate Training Cheryl Henson joined Morrisons
Graduate Training Scheme in September 2005. “The
programme was fast paced and I immediately got
involved in all areas of store operation. I particularly
enjoyed training on Market Street including the Bakery
and Cake Shop, working alongside skilled crafts people.
The immediacy of responsibility encountered and the
short period of time which it takes to reach senior
management positions is both highly stimulating and
challenging” said Cheryl, who is Assistant Deputy
Manager at the Livingston store.
14 Morrisons corporate social responsibility report 2007
Society continued
Company award schemes
Butchery
The Jack Woodhead Award Scheme was established
in memory of a Director of our meat processing facility
in Lancashire. The scheme is designed to recognise
the high level of meat trade skills within our business,
as well as a celebration of the excellence of our
butchery operation.
Robert Sykes of Thornton Cleveleys store was
named Top Butcher, Steve Beard of Fishponds, Bristol,
won Butchery Manager of the Year 2006 and Mark
Thompson of Woodhead Bros received the award for
Trainee Meat Processor of the Year, in the inaugural
awards. Robert has worked for Morrisons for the past
three years and previously worked as a butcher
at the Blackpool store. Steve joined the company four
years ago and transferred to Fishponds from Yate.
Mark has been working at Woodhead Bros for over
three years, following in his father’s footsteps in the
meat processing industry. All three, won their awards
for consistently demonstrating high levels of skill and
customer service.
Age Diversity
We have always promoted a positive attitude towards
age diversity believing that a blend of youth and maturity
benefits both the Company and employees alike.
To support and encourage employees of all ages we:
> Have never imposed a mandatory retirement age
> Provide equal opportunities training for all
management
> Provide ongoing, structured training and career
development programmes
> Proactively encourage older persons to apply
for positions
> Run an established retail graduate scheme to attract
the best people and train them to become the senior
managers of tomorrow
Customer Café
The Customer Café Awards were established in 2005
to acknowledge the outstanding levels of food service
and quality offered in our cafes. Café Manager of the
Year 2005/06 was Thomas McCann at Barrow, Front
of House Team of the Year was Berwick upon Tweed
and Kitchen Team of the Year was Canvey Island.
Fishmongery
Morrisons fishmongers deliver outstanding levels of
service every day and the Fishmonger Awards Scheme
was developed to highlight this expertise. After a
rigorous selection process overseen by Seafish, Bryan
Mason from Plymstock was named Fish Bar Manager
of the Year 2005/06 and Jacqueline Gormal of
Anniesland, Glasgow, Fish Bar Assistant of the Year.
Congratulations to all!
> Nurture relationships with schools and offer work
placements for under 16s
More than 21,000 colleagues are over the age of
50, which equates to over 17% of our entire workforce.
As we have never imposed a mandatory retirement
age, a significant proportion of these are over 60.
Nearly 26,000 colleagues are under the age of 21,
equating to 22% of our entire workforce. Our oldest
member of staff is 90 and the youngest is 16.
Morrisons corporate social responsibility report 2007 15
Being neighbourly We aim to be a consistently
good and considerate neighbour. Our own experienced
management teams influence all new developments and
each store is designed individually, creating buildings with
style and character that are sympathetic to their locations
and environment. Inside and out, the stores are built to
a very high standard that reflects local architecture and
building materials, some of which are reclaimed and reused.
Many of our store plans include facilities for the benefit
of the local community and we are also renowned for
commissioning public works of art that reflect local heritage.
Both hard and soft landscaping are used to enhance the
local environment and we frequently carry out improvement
to highways and pathways to provide private and public
transport links, as well as pedestrian access. When building
work is underway we aim to minimise disturbance, including
noise impact, ensuring there is a point of contact for the
neighbourhood during building work.
Through our new stores programme we create local
jobs and provide training opportunities for the long-term
unemployed; we contribute to improved infrastructure
and transport links and bring economic benefits to an area,
including local business development through supply and
service contracts and regeneration.
Charity support Every year since 1991 our
employees have voted to choose a Charity
of the Year to be the focus of our national
fundraising activity. This year we are raising
money for Asthma UK, following a record-breaking campaign
with Breast Cancer Campaign, which raised £1.6 million.
In 2006/07 we also raised £274,000 for Children in
Need and donated £150,000 to the Farepak Fund.
Donations to local and national causes, including through
Morrisons Charitable Trust and excluding gifts in kind
totalled £1.2 million.
Helping thousands to go green
CSV Action Earth environmental volunteering campaign:
March – July 2007
We are giving thousands of people throughout
England and Wales the opportunity to help improve their
local environment by funding the green volunteering
campaign CSV Action Earth. This is the first year we have
supported this national environmental volunteering
campaign run by CSV, the UK’s largest volunteering
charity. Last year over 15,000 people took part in CSV
Action Earth projects in England and Wales, giving nearly
300,000 volunteering hours while planting more than
5,500 trees, collecting nearly 10,000 sacks of litter,
cleaning around 6,000 metres of river bed and overall
improving more than 3,300 acres of land.
Morrisons volunteers conduct the first CSV Action Earth 2007 project at Bradford City Farm.
16 Morrisons corporate social responsibility report 2007
Society continued
Great Scot: Community Champions
For the second year running we
sponsored the Sunday Mail Great Scot
Awards, which recognise ordinary people
or groups of people who have achieved the
extraordinary. As part of our sponsorship
we established a new ‘Community Champions’ award
category, encouraging local communities to nominate
people who have been inspirational with their acts of
kindness, courage, or willingness to go that little bit
further for other people.
The Great Scot Community Champion 2006 was
Ann McCulloch, who set up the ‘Watch us Grow’
garden nursery, which employs people with learning
difficulties. Ann, from Cumbernauld, near Glasgow, left
her job with a coffee firm to set up the garden in 1999.
Volunteers grow plants and vegetables to sell in the
nursery shop, run a wormery and refurbish nursery
equipment. Ann is dedicated to helping them gain
confidence and learn about gardening.
Helping to encourage a better standard of living
Earning and maintaining our customers’ trust in the quality,
safety and integrity of the products we sell is our top
priority. Informative food labelling allows our customers to
make choices that are right for them and we pride ourselves
in delivering industry-leading standards of customer service.
Nutritional Labelling In June 2006 we began introducing
new front of pack nutritional signposting, based on
Guideline Daily Amounts (GDAs).
This now features on over 2,500 own brand foods across
all categories and we are targeting for all own brand foods
to carry GDA labelling by March 2008. To increase
awareness and understanding of GDA labelling among
shoppers, we established a dedicated information area
on our web site to explain GDAs and also promote the new
labelling through leaflets and point of sale materials in-store.
GDA signposting complements our back of pack nutrition
information which, wherever space allows, includes the
‘Big 8’, which are energy (calories), protein, carbohydrates,
sugars, fat, saturates, fibre and sodium, together with the
salt equivalent declaration.
GDA labelling
The Best Smoked Salmon
Inverness-based Strathaird Salmon Ltd and Spey Valley
Smokehouse in Grantown-on-Spey produce a variety
of smoked salmon and smoked salmon products for
Morrisons, using the best ingredients and traditional
processes. Morrisons The Best Speyside Smoked
Scottish Salmon is hand cured, traditionally hung and
smoked using beech dust and oak chips from whisky
barrels that have been used in local distilleries.
Strathaird’s Kevin Gates says: “The Smokehouse has a
history of smoking salmon since 1888 and we take great
care in sourcing local yet unique ingredients to smoke
our fish. Morrisons demand consistently high quality
for all the products we supply to them and we deliver
this by using 100 per cent fresh Scottish salmon.”
Morrisons corporate social responsibility report 2007 17
Other initiatives have included:
• Reducing salt. We have reduced the amounts of salt in
hundreds of our own brand products including cooked
meats, poultry, canned and fresh soups, pizzas, sausages
and ready meals. Our salt reduction programme is
continuing and we are aiming to meet the Food Standards
Agency (FSA) 2010 targets by end 2008.
• Removing hydrogenated fats from over 95% of the
own brand products where present, targeting to achieve
100% of products by the end of 2007.
• Extending the ‘Eat Smart’ range of healthier foods,
aiming to increase the range by 70% by the end of 2007.
• Introducing over 400 new Organic lines including
breakfast cereals, fruit juices, breads and meats, we plan
to further increase the range by 40% by the end of 2007.
• Introducing a new own brand ‘Free From’ range for
consumers with allergies or intolerances, aiming
to increase the range by 30% by the end of 2007.
• Putting ‘5-a-day’ labelling on a range
of fresh produce and foods.
• Supporting and promoting sensible
drinking consumer messages in line
with government and medical advice
and introducing the ‘Task 21’ policy
where customers who do not look 21 are asked
to confirm that they are 18 years or older.
• Voluntarily raising the minimum age for purchase
of tobacco and knives to 18.
Energy saving light bulbs
Having already sold over four million energy saving
light bulbs in just nine months, equating to a cut in
carbon dioxide emissions of over 58,000 tonnes per
year, in October 2006 we became the first supermarket
to launch a new range of bulbs approved by The Energy
Saving Trust.
The Energy Saving Trust’s scheme only accredits
products that meet strict criteria set by an independent
panel on energy efficiency and the whole range features
the ‘energy saving recommended’ logo, which it is hoped
will encourage more customers to replace at least one
ordinary light bulb with an energy saving equivalent.
According to the Energy Saving Trust, UK households
use £1.9 billion worth of electricity every year on
lighting and a 100w light bulb left on for just 30 minutes
creates enough carbon dioxide to fill a party balloon.
Energy saving light bulbs last
on average 12 times as long
as standard bulbs and can
save up to £100 over the
lifetime of the bulb. If
everyone installed one energy
saving light bulb the carbon
dioxide emissions saved
would fill the Royal Albert
Hall nearly 2,000 times.
18 Morrisons corporate social responsibility report 2007
Business
Product Stewardship We really understand food and
we know where it comes from. We make it and pack it in
our factories and we also make it in our stores. In addition,
we have over 1,800 suppliers who each also have their own
supply chains. We encourage all our suppliers to follow
best practice and to maintain consistently high standards.
The Best Wild Tagged Line Caught Cornish
Seabass This fresh fish is available from our stores
within 36 hours of being landed. Caught using small
fishing boats, the fish are given an identification tag
that stays attached to them, giving full traceability
and reassurance on sustainability to the customer.
We ensure that all own brand products meet the highest
standards of safety and quality. From assessing the safety
of products prior to sale, through to auditing our suppliers
and checking that finished products on our shelves are of
great quality, our safety management and quality assurance
processes are designed to give our customers confidence
in all that they buy from us. We are also investing in a new
data system which will improve the efficiency of accessing
information about our products.
Supply chain integrity We are committed to working
in partnership with our suppliers to ensure an outstanding
offer to our customers in terms of quality, value, freshness
and service. A good, positive relationship with our suppliers
is vital to our success and we aim to be a loyal customer
to our suppliers.
Stewarts of Tayside Ltd
This family-run business, which is one of the largest
independent soft fruit growers in the UK, supplies
strawberries and raspberries to Morrisons, within 24
hours of picking. Mary Stewart says: “We grow our fruit
on our farms in Perthshire and have our own packing
line and haulage fleet. This means that we can offer the
freshest produce available. We judge our fruit on
flavour, quality, sugar levels and appearance. Morrisons
quality standards are very high and so are ours, which is
why we work so very well together.”
Keith Stewart, Cattle Farmer, Aberdeenshire
Stock farmer Keith Stewart has been rearing cattle
and sheep since he can remember. “It takes years of
experience to know what you’re looking for”, he says.
“Morrisons pay a fair price for their produce and they
expect the highest possible standards. That makes
suppliers give them the best. It’s great for consumers
as they know when they step inside Morrisons they
are getting top quality.”
Morrisons corporate social responsibility report 2007 19
The Wensleydale Creamery currently supplies
Morrisons stores with 10 different varieties including
traditional, organic and mature, blue and smoked;
and has worked with us to develop some exciting
new cheeses, including Fountains Gold Cheddar that
is made using Jersey and Guernsey milk combined
with cracked black pepper.
Wensleydale Creamery
Morrisons relationship with The Wensleydale Creamery
in Hawes goes back to 1992, when the present company
was established following a management buyout. We
are the only supermarket in the UK to stock only real
Yorkshire Wensleydale cheese within our Wensleydale
cheese range.
Alice Amsden, Director at The Wensleydale Creamery,
said: “Our cheese is of the highest quality and the
only real Yorkshire Wensleydale cheese in the world.
The authentic taste of our cheese range is of utmost
importance. We have always had tremendous support
from Morrisons and have benefited from a strong
relationship with the company, maintaining a good
working practice throughout the growth of both brands.
The staff at Morrisons are always friendly and good to
work with and this is always an important factor when
considering a long-term partnership.”
Lloyd Maunder
Lloyd Maunder is a family run business based in Devon,
which has been supplying Morrisons with fresh chicken
for the last two years, including organic, free range
and Freedom Food-accredited corn-fed ranges.
To achieve total control of quality and traceability,
Lloyd Maunder operate their own breeding farms
and hatchery, offering complete traceability and
Farm Assurance on their product range. This extends
to Morrisons customers being able to trace the origin
of their chicken through the Lloyd Maunder web site.
Our policy is to be fair and honest, being accessible and
straightforward in our dealings; and to always deliver what
we promise. We ensure we operate in accordance with
the ‘Supermarkets’ Code of Practice’ and our trading teams
observe the Morrisons ‘Buyers Charter’ for business dealings.
We expect our suppliers to conform to recognised standards
of ethical trading. We are extending our site assessments
and independent third party audits to monitor compliance
with our requirements. During 2007 we will be seeking to
implement our Ethical Trading Code in respect of non-food
suppliers in Asia, farmers in Africa and wine suppliers in
South America. We will also seek to implement a fair working
conditions auditing initiative in China by the end of the year.
Satisfaction for all our stakeholders We aim to engage
positively with all stakeholders, responding to them swiftly
and efficiently and will be continuing to listen to and talk
with our many stakeholder representatives. If you would
like to find out more about our CSR programme and our
policies, please visit www.morrisons.co.uk or telephone
0845 611 5000 and ask to speak to our CSR team in the
Public Relations Department.
Fair Trade range
Fair Trade and Rainforest Alliance certified fresh
ground coffee is being introduced to 110 customer
cafes nationwide and will be available in all by the
end of 2007. This complements the Fair Trade
tea already on sale in all locations.
In 1994 we were among the
first major retailers to sell fairly
traded products. Our Fair Trade
range includes both branded
and own brand options and
covers a number of categories
including hot beverages,
confectionery, snacks and
fresh fruit and vegetables.
20 Morrisons corporate social responsibility report 2007
Carbon offset This Corporate Social Responsibility Report
has been assessed with the assistance of The Carbon Trust
for the amount of carbon emissions that are generated
in its preparation, printing and delivery. To offset these
carbon emissions a donation has been made to PURE,
The Clean Planet Trust, the first UK registered charity
dedicated to combating climate change by offsetting,
meeting the standards of the proposed UK Government
Code of Best Practice. They contribute to projects around
the world to improve air quality, assisting in the reduction
of the impact of climate change. More information about
PURE can be found on their website www.puretrust.org.uk.
Registered office
Wm Morrison Supermarkets PLC
Hilmore House, Gain Lane
Bradford, BD3 7DL
Telephone 0845 611 5000
www.morrisons.co.uk
Recycled paper This document has been printed by
The Midas Press on recycled paper that is manufactured
in mills with ISO 14001 accreditation from 100%
recycled fibre. It is totally chlorine free and is a NAPM
certified recycled product.
www.morrisons.co.uk
Wm Morrison Supermarkets PLC
www.morrisons.co.uk
Wm Morrison Supermarkets PLC