DOCSLIB.ORG

Real Estate Climate Risk Report 2017 Welcome

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Real Estate Climate Risk Report 2017 Welcome Real Estate Climate Risk Report 2017 Welcome Willis Towers Watson and Hillbreak have brought together some of their clients and colleagues to discuss one of the most critical issues, not just for business but society at large: climate risk. Our collaboration with British Land, the Grantham Institute, Hermes Investment Management, John Lewis Partnership, Land Securities, Lend Lease, NatWest and Blackstock Consulting, pools insight from some of the major players in the listed real estate, retail, debt and investment spheres. The exclusive research produced by DealX, a data analytics company, sets out for the first time the true challenge that lies ahead in greening the UK’s commercial building stock. Our report incudes expert opinion from each of the major corporations named above and sets out some recommendations and signposts as policy makers and industry groups look to navigate the road ahead. We are extremely grateful to the report’s contributors and look forward to continuing to debate these issues. Paul Chetwynd-Talbot Managing Director, Real Estate Practice Willis Towers Watson With thanks to this report’s contributors: Table of contents 1.0 Introduction ...................................................4 1.1 Foreword .................................................................................................................................................5 1.2 Introduction: The $35tr question ..........................................................................................6 1.3 Executive summary .......................................................................................................................8 2.0 The climate challenge .............................12 2.1 The climate challenge we face - and what we need to do .............................13 3.0 The finance challenge .............................18 3.1 Where do investors go following the Paris Agreement ....................................19 3.2 The Paris Agreement .................................................................................................................22 3.3 Are current stress testing standards for climate risk fit for purpose? ...23 3.4 Taking account of risks: a lending perspective .......................................................26 3.5 DealX mapping of EPC ratings ...........................................................................................28 4.0 The real estate challenge ......................34 4.1 There’s plenty of profit to be found in sustainability .............................................35 4.2 How can construction make the aims of Paris happen ...................................37 4.3 Building climate resilience into homes is easy – if we decide it’s a priority ...........................................................................................................39 4.4 Are science based targets a way forward? ..............................................................42 4.5 Science based targets and sectoral decarbonisation .....................................44 4.6 Tech has worked wonders for energy management ........................................45 4.7 An international view: what does active management mean? ................. 48 5.0 Conclusion ..................................................50 5.1 Translating sustainability into risk .......................................................................................51 5.2 The last word ....................................................................................................................................52 Real Estate Climate Risk Report 2017 3 1. Introduction 4 willistowerswatson.com Introduction 1 1.1 Foreword By Melanie Leech, Chief Executive, British Property Federation As discussion of the significance of climate risk resurfaces on the global stage, we welcome Willis Towers Watson’s initiative to provide our industry with a platform to assess real estate’s contribution to both the problem and solution. The international community’s statement of intent at the 2015 COP21 Conference in Paris, and subsequent deals to unite governments and business represent a step change in addressing climate risk – an issue that transcends borders and requires a unified approach if we wish to give ourselves the best chance of reversing the harmful effects of climate change. Understanding building and real estate portfolio inefficiencies is fundamental to the success of the sector. Major players in the industry use the latest best practice to instil efficiency, and work with government and local authorities to ensure sustainability is a priority for the built environment, related industries and the wider general public. There is, of course, always more that can be done. Best practice is not universal across the sector, and the science and our ability to devise innovative solutions is constantly evolving. We would like to encourage those who are at the forefront of innovation to continue profiling their strategies and case studies, not only to demonstrate the positive impact on society and the environment, but on competitive advantage and investment returns. It’s a true win/win – good for business and good for the planet. Real Estate Climate Risk Report 2017 5 Introduction: The $35tr question 1.2 As Donald Trump’s presidency gets underway and Britain begins its painful divorce from the EU, it would be all too easy for major corporations to focus solely on navigating political volatility. But a 2015 report from the University of Cambridge’s Institute of Sustainability Leadership highlighted a risk that puts even the biggest political developments of our generation in the shade. In putting a price on how much value Minimum Energy Efficiency Standards Grail. The Kyoto Protocol in the 1990s global investment portfolios could (MEES), which stops investors was hamstrung by the withdrawal lose from short-term market shifts in transacting poor performing buildings. of the United States under the Bush response to climate risks, the institute Above all though, it covers the most administration. The public failure of has come up with a figure so high as tangible impact of climate risk: extreme the 2009 COP15 climate change to be unreal. It calculated the potential weather events and natural disasters conference in Copenhagen was a cost as 45% of the value of all global and the damage caused to buildings stall. But 2015’s COP21 conference investment portfolios or $35.4tn, and impact on footfall, which is itself a in Paris finally saw a deal that united equivalent to the entire GDP of the key driver of income. governments and business around solid European Union. commitments and strategies for limiting The Global Risk Institute estimates global temperature increases to less Real estate is responsible for around half those losses are unhedgeable than 2 degrees. 40% of all global emissions, which without co-ordinated, system-wide means real estate investment action on climate change. And with The election of Trump last November trusts (REITS), fund managers the International Energy Association could have been a terminal body blow and institutional investors have a projecting that almost two thirds of to the Paris Agreement, in light of his commercial imperative to act now. global emissions reductions must come pledge to pull the United States out Each takes a long-term view around the from buildings, the message is clear: of the deal and claims that climate assets they buy, manage and invest in. it’s time for real estate to get real about change is a hoax. But his election climate change. galvanised nations and businesses to The huge potential risk noted by take an even firmer stance on their Cambridge is all encompassing. It Paris commitments at the COP22 From Kyoto to Paris to covers the consequences of losing conference in Marrakesh. In the words Marrakesh natural resources, hits to food supply of the US special envoy on climate chains and penalties for breaching A comprehensive global deal on change Dr Jonathan Pershing: “Heads climate legislation, such as the new climate change has long been the Holy of state can and will change, but I am 6 willistowerswatson.com confident we can and we will sustain a managers talk with some wonder at The price may be high, but it certainly durable international effort to counter how active management systems and cannot be higher than the cost of living climate change”. In short, what was solar panels in cities such as Hull on an increasingly uninhabitable planet. achieved in Paris is, at least for now, seen not typically renowned for sunlight After all, to take the words of one of as bigger than any one single nation. have generated tens of thousands of our contributors, it would be wrong pounds in energy savings. and all too easy to view climate change The reason for that is there is no in terms of risk. The goal is shifting alternative. Unless we limit global our mindset towards opportunity: Small businesses pose the temperature growth to less than the opportunity for a cheaper, more biggest challenge 2 degrees, we face unimaginable efficient low-carbon economy that pressure on the world’s food and water As our report highlights, many of leads to a higher quality of living for all. supplies and an acute increase in the our most well known companies are For long-term investors, there can be frequency of extreme weather events. playing their part and taking action. no greater prize. Property owners in areas like Somerset To some degree, it is far easier to do can bear testament to
Load more

Recommended publications
  • Directing Democracy:The Case of the John Lewis Partnership
    DIRECTING DEMOCRACY: THE CASE OF THE JOHN LEWIS PARTNERSHIP Thesis submitted for the degree of Doctor of Philosophy at the University of Leicester by Abigail Cathcart BA (Hons) (Newcastle), MSc (Dist) (Northumbria) School of Management University of Leicester September 2009 Contents ABSTRACT .......................................................................................................................... 1 ACKNOWLEDGEMENTS ...................................................................................................... 2 CHAPTER 1: INTRODUCTION .............................................................................................. 3 BACKGROUND AND RESEARCH GAP .............................................................................. 4 CHAPTER OUTLINE ......................................................................................................... 7 CHAPTER 2: TOWARDS ORGANISATIONAL DEMOCRACY ................................................ 11 INTRODUCTION ............................................................................................................ 11 INDUSTRIAL DEMOCRACY, PARTICIPATION AND EMPLOYEE INVOLVEMENT ............. 12 THE AIMS OF ORGANISATIONAL DEMOCRACY ............................................................ 29 POWER ......................................................................................................................... 39 CONCLUSIONS .............................................................................................................. 49 CHAPTER 3:
    [Show full text]
  • John Lewis Partnership
    SUBISSION FROM JOHN LEWIS PARTNERSHIP Overview 1. The John Lewis Partnership welcomes the opportunity to submit written evidence to the Economy, Energy and Tourism Committee’s inquiry into innovation and productivity in social enterprises and employee owned businesses. 2. The Partnership is the largest employee-owned business in the UK. All 88,700 permanent staff are Partners who own 46 John Lewis shops across the UK, 346 Waitrose supermarkets, an online and catalogue business, waitrose.com, johnlewis.com, a production unit, a farm and a financial services arm. The business has annual gross sales of over £10bn. In Scotland the Partnership operates 3 John Lewis shops, 7 Waitrose supermarkets and a contact centre. 3. John Spedan Lewis, son of our Founder, John Lewis, was inspired by the desire to innovate and improve the capitalist system. In 1914 he had the opportunity to put his principles into practice when his father gave him control of Peter Jones, a small shop trading on Sloane Square in London. The young Spedan promised his staff that when the shop became profitable they would share in these profits, the first step in his long- term plan to turn his employees into Partners. He fulfilled this promise just 5 years later when every member of staff received the equivalent of 5 weeks of extra pay. Ten years later, he created a trust to take over the assets of the company and run it as a Partnership thus creating our modern co owned business in 1929. Spedan created a second irrevocable trust in 1950 when complete ownership was transferred to Partners working in the business.
    [Show full text]
  • Shopping at John Lewis Oxford Street
    ground floor from Audio and TV. and Audio from floor ground collections point when it suits you. This is accessible on the the on accessible is This you. suits it when point collections ensure they’re ready for you to pick up at our Customer Customer our at up pick to you for ready they’re ensure boxes at any till, either in bulk or as you shop, and we’ll we’ll and shop, you as or bulk in either till, any at boxes up when you’re ready to go. Simply drop off your bags ad ad bags your off drop Simply go. to ready you’re when up them pick then us, with purchases Lewis John your Leave Too much to carry? to much Too any unwanted packaging and recycle responsibly. recycle and packaging unwanted any service every time you visit. After all, it’s our business. our it’s all, After visit. you time every service we can deliver to the room of your choice and we’ll remove remove we’ll and choice your of room the to deliver can we in the company, so we’re motivated to offer you the best best the you offer to motivated we’re so company, the in suit you. Our delivery service doesn’t stop at the front door; door; front the at stop doesn’t service delivery Our you. suit and desserts. and Partner a is stores Waitrose and Lewis John our both in staff and next day delivery, as well as delivery on a specific day to to day specific a on delivery as well as delivery, day next and salads as well as beef, Piedmont from made hamburgers permanent of member Every partnership.
    [Show full text]
  • Appendix A: List of Stakeholders That Responded to the ULEZ Consultation
    Appendix B (2) Appendix A: List of stakeholders that responded to the ULEZ consultation Air Quality Brentford Coulsdon & Purley Road User Alliance of British Drivers Forum Arriva Cross River Partnership Balfour Beatty Disabled Motoring UK Bambos Charalambous MP Federation of British Historic Barking and Dagenham and Vehicle Clubs Havering Green Party Federation of Small Businesses Barnet Green Party Forest Hill Society Better Streets for Enfield Freight Transport Association Bloomsbury Air Friends of the Earth Brentford Chamber of Gipsy Hill Green Party Commerce Greenpeace Brentford Community Council Greenwich Conservatives Brewery Logistics Group Heart of London Business British Heart Foundation Alliance British Lung Foundation Herne Hill Green Party British Motorcyclists Federation Hertfordshire County Council British Vehicle Rental and Hounslow and Brentford Leasing Association (BVRLA) Friends of the Earth Builders Merchants Federation Islington Green Party Campaign for Better Transport Joanne McCartney AM Campaign for Better Transport John Lewis Partnership (London Group) Kingston Environment Forum Campaign to Protect Rural Lambeth for a Cool Planet England Lambeth Green Party Caroline Pidgeon AM LEVC Caroline Russell AM Lewisham Cyclists Chartered Institute of Lewisham Liberal Democrats Environmental Health Licensed Taxi Drivers' Chiswick Liberal Democrats Association (LTDA) Church of England (Diocese of Living Streets Chelmsford) London Assembly Environment City of London Committee
    [Show full text]
  • CAMDEN STREET NAMES and Their Origins
    CAMDEN STREET NAMES and their origins © David A. Hayes and Camden History Society, 2020 Introduction Listed alphabetically are In 1853, in London as a whole, there were o all present-day street names in, or partly 25 Albert Streets, 25 Victoria, 37 King, 27 Queen, within, the London Borough of Camden 22 Princes, 17 Duke, 34 York and 23 Gloucester (created in 1965); Streets; not to mention the countless similarly named Places, Roads, Squares, Terraces, Lanes, o abolished names of streets, terraces, Walks, Courts, Alleys, Mews, Yards, Rents, Rows, alleyways, courts, yards and mews, which Gardens and Buildings. have existed since c.1800 in the former boroughs of Hampstead, Holborn and St Encouraged by the General Post Office, a street Pancras (formed in 1900) or the civil renaming scheme was started in 1857 by the parishes they replaced; newly-formed Metropolitan Board of Works o some named footpaths. (MBW), and administered by its ‘Street Nomenclature Office’. The project was continued Under each heading, extant street names are after 1889 under its successor body, the London itemised first, in bold face. These are followed, in County Council (LCC), with a final spate of name normal type, by names superseded through changes in 1936-39. renaming, and those of wholly vanished streets. Key to symbols used: The naming of streets → renamed as …, with the new name ← renamed from …, with the old Early street names would be chosen by the name and year of renaming if known developer or builder, or the owner of the land. Since the mid-19th century, names have required Many roads were initially lined by individually local-authority approval, initially from parish named Terraces, Rows or Places, with houses Vestries, and then from the Metropolitan Board of numbered within them.
    [Show full text]
  • John Lewis Shops to Close Temporarily
    John Lewis plc makes the following announcement for John Lewis Partnership plc, the ultimate holding company of John Lewis plc News release 21 March 2020 JOHN LEWIS SHOPS TO CLOSE TEMPORARILY The John Lewis Partnership has taken the difficult decision to temporarily close all of its 50 John Lewis shops at close of business on Monday 23 March as a result of the impact of Coronavirus. Johnlewis.com will continue to operate as normal, alongside Waitrose shops and waitrose.com. This will be the first time in the 155-year history1 of the business that it will not open its shop doors for customers. As a consequence, Waitrose food offers within department stores at Watford, Southampton and Bluewater will also close but johnlewis.com - which generates half the brand’s business - will continue to operate as normal, alongside waitrose.com. Customers can choose to have orders delivered to their home, or to Click & Collect from their local Waitrose. The food halls within John Lewis Oxford Street and Waitrose shops which share premises with John Lewis space at Kingston, Ipswich, Stratford, Horsham, Basingstoke and Canary Wharf will remain open, along with all other Waitrose branches and Waitrose.com grocery deliveries. Chairman Sharon White, said: “The welfare of our customers, communities and Partners is always our absolute priority. While it is with a heavy heart that we temporarily close our John Lewis shops, our Partners will, where possible, be taking on important roles in supporting their fellow Partners, providing critical services in Waitrose shops and ensuring our customers can get what they need through johnlewis.com, which is seeing extremely strong demand.
    [Show full text]
  • JOHN LEWIS PLC ANNUAL REPORT and ACCOUNTS 2014 John Lewis Plc Annual Report and Accounts 2014
    JOHN LEWIS P L C ANNU A L REPO R T A In the hands ND ACCOUNTS 2014 Partners ofJOHN LEWIS PourLC ANNUAL REPO RT AND ACCOUNTS 2014 John Lewis plc Annual Report and Accounts 2014 CONTENTS THE JOHN LEWIS PARTNERSHIP GOVERNANCE 46 Introduction 1 Directors and Company Secretary 47 At a glance 2 Directors’ Report 48 Our story 4 FINANCIAL STATEMENTS 50 How we create value 6 Consolidated income statement 51 Our strategy 8 Consolidated statement of comprehensive expense 51 Our Partners 10 Consolidated balance sheet 52 Our sustainability highlights 14 Consolidated statement of changes in equity 53 The bigger picture 16 Consolidated statement of cash flows 54 OUR PERFORMANCE 18 Notes to the consolidated financial statements 55 Chairman’s statement 19 Company financial statements 87 Highlights and challenges 21 Notes to the company financial statements 90 Key performance indicators 22 Statement of Directors’ responsibilities 109 Group performance 26 Independent auditors’ report 110 Waitrose performance 28 Retail branches 112 John Lewis performance 32 Notice of AGM 114 Partnership Services and Corporate performance 36 General information 115 Factors affecting future performance 37 Notes 116 Principal risks and uncertainties 42 Key Group risks and mitigations 44 The Group Strategic Report runs from pages 1 to 45. You can see our Sustainability Review 2014 online www.johnlewispartnership.co.uk Tell us what you think Our Annual Report and Accounts is all about our Partners. And we’d like your feedback on it. www.johnlewispartnership.co.uk/meta/contact-us.html JO John Lewis plc HN L Annual Report and Accounts 2014 1 EWIS PLC This is the Annual Report and Accounts for John Lewis plc (‘the Group’ or ‘the Company’).
    [Show full text]
  • John Lewis Partnership Plc Annual Report and Accounts 2013
    226630 JLP R+A 2012 cover Q8 26/04/2013 06:59 Page 1 John Lewis Partnership plc John Lewis Partnership plc annual report and accounts annual report and accounts 2013 2013 This report is printed on Satimat green. The paper consists of 25% FSC® virgin fibre and a minimum of 75% recycled fibre which is reclaimed mainly from office waste with approximately 25% from the UK market. The mills are ISO 9001, ISO 14001 and FSC certificated. This product has been awarded the NAPM 75% Recycled Mark. 226630 JLPart ifc ibc 26/04/2013 07:07 Page 1 Contents 1 The John Lewis Partnership 2 Chairman’s statement 3 Business review 29 Directors and advisers 32 Directors’ Report 36 Governance Report 44 Audit and Risk Committee Report 47 Remuneration Report 52 Consolidated income statement 52 Consolidated statement of comprehensive expense 53 Consolidated balance sheet 54 Balance sheet of the company 55 Consolidated and company statements of changes in equity 56 Statement of consolidated cash flows 57 Notes to the accounts 91 Statement of directors’ responsibilities 92 Independent auditors’ report 94 Retail branches 96 Notice of AGM John Lewis Partnership, 171 Victoria Street, London SW1E 5NN www.johnlewispartnership.co.uk Printed by Perivan 226630 226630 JLPartnership 01-06 25/04/2013 12:44 Page 1 John Lewis Partnership plc annual report and accounts 2013 The John Lewis Partnership The John Lewis Partnership is one of the UK’s leading retail businesses with 30 John Lewis department stores, 9 John Lewis at home stores, johnlewis.com, 255 Waitrose supermarkets, 35 Waitrose convenience stores, waitrose.com and business to business contracts in the UK and abroad.
    [Show full text]
  • Bibliography Retrofittingsoho
    BIBLIOGRAPHY RETROFITTINGSOHO Bibliography (Note: All websites viewed between 1 October and 24 November 2008) AEA Energy & Environment. 2008. Review of the Carbon Limited. Carbon Trust micro CHP report is finally Potential Impact on Air Quality from Increased Wood out. <carbonlimited.org/2007/11/27/carbon-trust-micro- Fuelled Biomass Use in London. London: London chp-interim-report-finally-out/>. Councils Transport & Environment Committee. Available Carlsen. J. 2008. Sustainable design and construction from: UK city update – London. 29 April 2008, Presentation. <www.londoncouncils.gov.uk/London%20Councils/Tran sport/Transport%20Publications/Item18ThePotentialImp Chamra, L.M. 2007. Propane-Fuelled Combined Heat actonAirQualityfromIncreased.doc>. and Power (CHP) Systems for Residential Applications, Mississippi State University. Available from: ARUP. Geotechnics- Embodied Energy and Embodied <www.propane.tx.gov/research/documents/06ChamraR Carbon. esidentialCHPSystems.pdf>. <www.arup.com/geotechnics/feature.cfm?pageid=1092 9>. Chazan, D. 2008. ‘Office block warmed by body heat’. BBC News, 7 February. BCIS. 2006. How long do building components last? <news.bbc.co.uk/1/hi/sci/tech/7233123.stm>; New report provides answers to the most difficult <www.jernhusen.se/templates/Page.aspx?id=944>. question in whole life costing, Press release 19 October. Available from: CityWest Homes. The History of PDHU. <www.bcis.co.uk/NR/rdonlyres/42D4A542-83B9-4A70- <www.cwh.org.uk/main.asp?page=494>. 90D0-DA57A077190B/0/LifeExpectancyPR2006.doc>. Clark, P. 2007. Beyond Ground source Heat Pumps. BERR. Low Carbon Buildings Programme, Department Building, 9 October. for Business Enterprise & Regulatory Reform. <http://www.building.co.uk/sustain_story.asp?sectionco <www.lowcarbonbuildings.org.uk/>. de=747&storycode=3097129&c=3>.
    [Show full text]
  • John Lewis Partnership
    Welcome to Seminar LMG1 “How does leadership, management and governance differ in employee owned organisations? What are the specific challenges and opportunities?” Facilitated by: Richard Elsner - Pivotal Moment Panellists: Peter Holland - OPM Patrick Burns - Prospects Case Study: Simon Fowler - John Lewis Partnership Session LMG1 - Three questions What is different about leadership, management and governance in an EO company? Are distinctive structures, processes and culture required to enable these? What principles (or values) are needed to guide behaviour? The John Lewis Partnership A better way of doing business Simon Fowler John Lewis Partnership Oxford Street, 1864 John Lewis Partnership Peter Jones, 1928 John Lewis Partnership Origins of the John Lewis Partnership John Spedan Lewis, 1929 John Lewis Partnership Our Constitution John Lewis Partnership Our 7 Principles John Lewis Partnership Our Governance Model Partners as co-owners Executive Constitution Owners Partnership Board Chairman Partnership Council Divisional Boards Divisional Councils Senior Managers Regional Forums Managers Local PartnerVoice Partner Opinion is Sovereign John Lewis Partnership Our virtuous circle - Partner > Customer > Profit Give great leadership & empower Partners with the knowledge and desire to provide outstanding service Partner Profit Customer Generate incremental Enable the sales development & profit through of deeper customer greater relationships customer loyalty John Lewis Partnership The advantages of our business model No external No conflict
    [Show full text]
  • Corporate Heritage Brand Identity, Customer Experience and Satisfaction: the Case Study of John Lewis Partnership Ammar Abdellat
    Corporate Heritage Brand Identity, Customer Experience and Satisfaction: The Case Study of John Lewis Partnership A thesis submitted for the degree of Doctor of Philosophy By Ammar Abdellatif Taha Sammour Brunel Business School Brunel University London December 2017 Abstract Purpose: This research studies the relationship between corporate heritage brand identity and customer satisfaction of John Lewis Partnership (JLP) which is one of the most successful British retail heritage brands internationally. It conceptualizes and addresses the key factors of corporate heritage brand identity including brand price, quality, design, and symbol. It examines the corporate heritage brand experience of JLP customers through which corporate heritage brand identity influences customer satisfaction. It also establishes the moderating role of brand innovation, word of mouth and multiple time dimensions on these relationships. Design/methodology/approach: A conceptual framework of corporate heritage brand identity is developed from the literature review. To improve the validity of this study, semi-structured interviews were carried out with JLP managers, senior partners and their loyal customers recommended by JLP. These interviews have verified and advanced the hypotheses informed from the reviewed literature. This study mainly adopts the quantitative survey research method approach to test the conceptual framework. An online questionnaire was sent to JLP customers through social media channels such as Facebook, Twitter, and LinkedIn. Off-line paper-based survey questionnaires were collected from customers in JLP stores located in five cities in the UK (London, Manchester, Liverpool, Leicester and Southampton). In total, a sample of 596 clean questionnaire responses were collected and used for this study to test the developed hypotheses.
    [Show full text]
  • Be Yourself. Always Report 2020 Be Yourself
    BE YOURSELF. ALWAYS REPORT 2020 BE YOURSELF. ALWAYS REPORT 2020 MESSAGE FROM OU R SHARON PURPOSE WHITE AND AMBITION Dear Partner, Our Founder, John Spedan Lewis, established the John Lewis Partnership This ambition is driving our commercial decisions and shaping our to be a force for good in society. He wrote a Constitution that contains employment practices. It influences the services we offer to customers and The past 12 months have been one of the most pivotal years in the Partnership’s history. principles and rules for how we as Partners run our business. It sets out how we work with new commercial partners. It sees us, for instance, taking Amidst the uncertainty and challenges, we have all pulled together in the most extraordinary the role the Partnership has in society and defines our responsibilities to firmer action on pay, working conditions and diversity and inclusion. way and really been there for each other and our customers when they needed us most. Partners, customers, suppliers and the environment. It also states that we Our vision is to be recognised as the UK’s most inclusive business by Of course, there are some things we haven’t got right over the past year and we know we are required to make ‘sufficient’, not ‘maximum’, profit and that’s why we Partners, customers, suppliers and the wider community. We must create aren’t perfect. We have much more work to do and becoming a more diverse and inclusive are focused on reinvesting our profits back into our Partners, our business an inclusive workplace that embraces the diversity of our current and future business is one such example, and an important priority for the Partnership.
    [Show full text]