DOCSLIB.ORG

BTA Modern Slavery A4 Presentation 3.Indd

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
BTA Modern Slavery A4 Presentation 3.Indd SUSTAINABILITY AT BROWN THOMAS AND ARNOTTS BROWN THOMAS ARNOTTS MODERN SLAVERY STATEMENT FOR FINANCIAL YEAR ENDING 31 JANUARY 2020 1.0 INTRODUCTION FROM BROWN THOMAS ARNOTTS MANAGING DIRECTOR As part of Selfridges Group, a family-owned, values-led business, modern slavery in all its forms goes against everything we stand for. We do not tolerate modern slavery in our business and supply chains. We expect our supply chain (whether direct suppliers or those that directly or indirectly supply our direct suppliers) to share the same values. As such we have made zero tolerance on modern slavery a requirement of our Ethical Trading Regulations which forms part of the Terms and Conditions of doing business with us. We understand that this is our legal obligation CONTENTS for our business under Criminal Law (Human Trafficking) Act 2008, as amended by the Criminal Law (Human Trafficking) (Amendment) Act 2013. The Company acknowledges responsibility to the Modern Slavery Act 2015 and will ensure transparency within our organisation and with our suppliers of goods and services. 2 1.0 INTRODUCTION FROM BROWN THOMAS This is our first Modern Slavery Statement which sets out the steps we are taking to help prevent ARNOTTS MANAGING DIRECTOR modern slavery from occurring in our businesses and supply chains within Brown Thomas Arnotts. It outlines the steps we have taken over the last year (ending 31 Jan 2020) and plans for this year (ending 31 Jan 2021). 3 2.0 WHO WE ARE We have an approach embedded across our business to help tackle modern slavery. This sits within our sustainability and human resources programmes. Our approach focuses on ensuring 4 3.0 PRINCIPLES AND APPROACH OVERVIEW appropriate governance mechanisms, policies and procedures are in place, setting clear expectations for team members and suppliers, and engaging key groups on the issue. We 6 4.0 DUE DILIGENCE PROCESSES know collaboration is key to tackling modern slavery and enabling root cause solutions. We are committed to working collectively across our businesses, with our brand partners and suppliers, as part of the retail industry and wider business community, and with experts. 7 5.0 MONITORING AND REPORTING As a multi-brand retailer, we know our supply chains, which we have limited direct control over and 8 6.0 TRAINING AND COMMUNICATIONS visibility of, are our area of greatest risk. This is why collaboration with our suppliers is so crucial, to help tackle modern slavery together. We remain committed to helping ensure everyone who works for or with us as an employee, on our sites or in our supply chain is respected, protected 8 7.0 COLLABORATION and is able to access support should they need it. We know there is more we can do and we will continue to develop our approach to help tackle modern slavery and protect everyone who works with us. MD Brown Thomas Arnotts, 31/08/2020 SUSTAINABILITY AT BROWN THOMAS AND ARNOTTS 2.0 WHO WE ARE Brown Thomas & Co Limited T/A Brown Thomas and Arnotts Limited T/A Arnotts are part of Selfridges Group of retailers. SHEL Holdings Europe Limited (UK registered) is the ultimate shareholder of the companies which are the shareholders of Brown Thomas & Co Limited T/A Brown Thomas and Arnotts Limited T/A Arnotts. KEY DEVELOPMENTS in Financial Year 2019/2020 We updated our Ethical Trading Regulations (ETR) to be more explicit on our modern slavery and wider sustainability requirements for suppliers. We formalised a Responsible Sourcing system for engaging, capacity building and risk assessing our suppliers on modern slavery and wider sustainability issues. We set targets and KPIs to implement and monitor this. The highlights of what we did are: • We assessed our processes for tackling modern slavery in our •Weengagedandcommencedriskassessmentsofourtop10brands recruitment of direct employees and procurement of goods and andconcessionsbysalesvaluetothebusiness(over180organisations). services. •WeconductedtrainingbywebinarandonetoonewithGNFR,brands •Wemappedalloursuppliersofproductsandservicesandidentified and concessions and provided a supplier pack to support capacity those with the highest potential risk of modern slavery. building. • We engaged and risk assessed all GNFR product and service •Wetrainedourbuyingteamsandprovideda“BetterBuying”Guideand suppliers. packforeachofourproductcategories–fashion,beauty,home,food, restaurant. 3 Modern Slavery Statement, 31/08/2020 SUSTAINABILITY AT BROWN THOMAS AND ARNOTTS 3.0 PRINCIPLES AND APPROACH – OVERVIEW Wetakeariskbasedapproachtotacklingmodernslavery.Itstartswithmappingthepeopleinourbusinessandsupplychain.Thiscovers: • Team members directly employed by us • Team members working for a supplier but are based on our sites • People who work for a supplier elsewhere MAPPING THE PEOPLE IN OUR BUSINESS AND SUPPLY CHAINS OUR BUSINESS OUR PEOPLE WHO WORK ON OUR SITES OUR SUPPLY CHAIN OUR CUSTOMERS 7 Stores Directly employed by us: types of role and seasonality. Direct Suppliers: Over8millioncustomers from around the world •Arnotts,HenrySt,Dublin 1300–1900teammembers Forexample,roleswitha -Over35GoodsNotforResale: •BrownThomas,GraftonSt,Dublin potential higher risk of modern Suppliersthatprovidegoodsor visitedourstoresin2019. •BrownThomas,WilliamSt,Galway Work for a supplier: 3100– slavery can include seasonal services that we use within our •BrownThomas,O’ConnellSt, 4000peopleworkingwithus recruitstodistributioncentres, businessanddonotsell -6privatelabelsuppliers Limerick viaagencies,concessions, contractorsincleaning, •BrownThomas,StPatricksSt,Cork servicesuppliers,contractors security,shopfit/construction/ Indirect suppliers: •BT2,DundrumTownCentre and consultants facilities supports and restaurants. We work with our -Over1,300ownboughtsuppliers: •BT2,BlanchardstownShopping Duetotheseasonaland suppliers of these roles and Brandpartnerswhowebuy Centre flexiblenatureoftheretail any agencies to support them product from to sell in our stores or business,thenumberof mitigate these risks. Regarding on our digital platform. 1 Distribution Centre and people we employ does employmentagencies, -Over350concessionsand Warehouse operatedbyDHL change.Ouraveragenumber weworkbothdirectlyand consignmentbrands:Brand ofdirectemployeesis1300 indirectly with 6 recruitment partners who sell their products in Office, Anne’s Lane, Dublin andpeaksduringNov–Dec agencies to assist in the our stores or on our digital platform. to1900.Wetakearisk hiringofourteammembers Online Digital Platform basedapproachtoidentifying and those of our concession modernslaverybasedonthe partners. 4 Modern Slavery Statement, 31/08/2020 Ourhumanresourceprogrammeincorporatesthemeasureswetaketomitigatemodernslaveryrisk ELEMENTS IN OUR RESPONSIBLE toemployees.Oursustainabilityprogrammeincorporatesmeasurestotacklemodernslaveryrisk SOURCING APPROACH associatedwithoursuppliersandsupplychain.Theapproachesfortheseareoutlinedbelow. Sustainability POLICY HR POLICIES AND PROCESSES GOVERNANCE -Responsiblesourcingisakey element OurCodesofConduct,HRpoliciesand Ourorganisationalandgovernancestructureembedssustainabilityfromthetop GOODS & Services PROCURED processessetoutourexpectationsof,andour andinallkeybusinessfunctions.Wehaveadedicatedsustainabilityteamofthree -Privatelabel,own-boughtand responsibilitiestowards,ourteammembers. toleadourprogrammewithoversightfromourSustainabilityExecutiveGroup. concessions Theseincludespecifyingrecruitmentfeesshould OurSustainabilityExecutiveGroupincludesallexecutivefunctions,ischaired -Servicesandnon-saleGNFR neverbeincurredbyanindividualandsalary products paymentsmustnotgointobankaccountsin byourM.D.andmeetsmonthly.AcrossSelfridgesGroupandalloursister retailers,therearesimilarsustainabilityteams.Theseteamsworktogetherand someoneelse’snamemorethanonceand Organisation without written authorisation from the team have a group wide call monthly to track progress and share learnings. -ManagingDirector member.Thesepoliciesarehighlightedtoall Weworkcloselywithourbrands,concessionsandsupplypartnerson -PeopleDirector newteammembersjoiningourbusiness,and managingsustainabilityrisksandunlockingopportunities.Weengagewith -BuyingDirectors areavailabletoviewatanytimeviathe our suppliers and require them to nominate a senior manager to undertake -HeadofSustainability& ResponsibleSourcingCoordinator BrownThomasArnottsinternalcommunications responsibilityforcompliancewithourEthicalTradingRegulations.Thisisthe platformBASE. daytodaycontactforourResponsibleSourcingteamforcommunicationsin ETHICAL TRADING Regulation bothdirectionsasrequired. -ResponsibleSourcingCodeof Conduct SUSTAINABILITY DUE DILIGENCE -Mappingandriskassessmentof existingsupplierstoKPIs Wearededicatedtooursustainability communities.Todeliverouraim,our haveaResponsibleSourcingsystemto -SustainabilitySupplier commitments,fromworking,buying sustainabilityprogrammehasthree support us manage the environmental Questionnaire andsellingresponsiblytosupporting pillarsofaction–Workresponsibly, andethicalimpactsacrossourbusiness - New supplier assessment ourcommunities.Oursustainability Buy&SellResponsiblyandSupport andsupplychain.Responsiblesourcing procedure visionistoachievePositiveChange Communitythroughcharityand ofproducts,packagingandservices -Monitor andsupportourcustomerstoBuy volunteering.OurSustainabilityPolicy, isakeyelementofoursustainability -Database Better.WeseethisasDoingtheRight annualTargetsandprogrammeto policy,targetsandprogramme. Thing,oneofourcorebusinessvalues. drive continuous improvement are Thisincorporatesmodernslavery TRAINING We’reatanearlystage,butcommitted
Load more

Recommended publications
  • SHEL Holdings Europe Limited ANNUAL REPORT AND
    SHEL Holdings Europe Limited ANNUAL REPORT AND FINANCIAL STATEMENTS For the period ended 28 January 2017 Pag© CONTENDS Strategic report Directors' report 5 Statement of directors' responsibilities 6 Independent auditors' report to the members of SHEL Holdings Europe Limited g Consolidated income statement and other comprehensive income 10 Consolidated balance sheet 12 Consolidated statement of changes In equity 13 Consolidated cash flow statement 14 Notes to the financial statements 51 Company balance sheet 52 Company statement of changes in equity 53 Company cash flow statement 54 Notes to the company financial statements COMPANY SECRETARY AND REGISTERED OFFICE S Hemsley, 400 Oxford Street, London \A/1 A1AB INDEPENDENT AUDITORS PricewaterhouseCoopers LLP, Chartered Accountants and Statutory Auditors, The Atrium, 1 Harefield Road, Oxbridge, UBB1EX COMPANY'S REGISTERED NUMBER The Company's registered number is 07826605. SHEL Holdings Europe Limited Strategic report for the period ended 28 January 2017 The directors present their strategic report and the audited financial statements of the Company and the Group for the period ended 28 January 2017. Review of the business Principal activities The principal activity of the Company is as a holding Company for Group activities which are department store arid online retailing. Results The financial statements reflect the results of SHEL Holdings Europe Limited and Its subsidiary undertakings. Turnover for the 52 weeks to 28 January 2017 was £1,205.7 million (52 weeks ended 30 January 2016; £1,032.8 million). Group profit on ordinary activities before taxation was £105.2 million (2016: £81.1 million). The profit after taxation for the financial period of £78.5 million (2016: £64.3 million) has been transferred to reserves.
    [Show full text]
  • Dan Ryan Lessons Learnt and Still Learning from a Life in Retail Life Who Am I? a Retailer from Cork Loud Laugh Retail
    Dan Ryan Lessons learnt and still learning from a life in retail Life Who am I? A Retailer From Cork Loud Laugh Retail My3 Journey Retail My experience . Retailer Manager . Retail Buyer . Retail Merchandiser . Trading Director . Head of Commercial Trading Experience Domestic & International . Ireland . UK . Spain . Netherlands . Canada 5 Penneys/Primark 1985 -1999 Trainee Merchandise Manager Controller How did that happen? Brown Thomas 1999 - 2006 Merchandise Controller From ridiculous prices at Primark To sublime prices at BT From private label at Primark To Global Brands at BT Penneys/Primark 2006 - 2008 Re-joined as Director of Merchandising Why go back? Primark comes to Spain Expanding into new markets . The budget fashion chain opened it’s first store outside the UK & Ireland . 1st store in a new shopping centre in Madrid 2006 . Primark executives say they chose Spain as the launching point for a European expansion because Spanish consumer patterns are similar to those of Ireland. 5/23/2019 ADD A FOOTER Lifestyle Sports 2008 - 2012 Appointed to the Board as Trading Director SPORTS RETAIL Fantastic Combination - love Sports & love Retail 2008 Financial Crash What do we do? . Devised 5 Year Strategy . Restructured Buying and Merchandising Team . What categories are we going to be famous for? . Closed loss making stores/opened new stores . Refurbished existing stores Shop Direct Group, Liverpool 2012 - 2013 From Bricks to Clicks Shop Direct Group . A merger of once bitter rivals Littlewoods and Great Universal Stores . Based in Liverpool . Legacy of home catalogue shopping . Restructured . Now trading online only : Littlewoods , Very 5/23/2019 ADD A FOOTER Selfridges Group 2013 - 2019 Renewing old acquaintances Pastures New – The Netherlands & Canada de Bijenkorf More change .
    [Show full text]
  • Modern Slavery Statement 2016/17 01 Introduction from the Managing Director Modern Slavery Statement 2016/17
    MODERN SLAVERY STATEMENT 2016/17 01 INTRODUCTION FROM THE MANAGING DIRECTOR MODERN SLAVERY STATEMENT 2016/17 02 WHO WE ARE INTRODUCTION FROM THE MANAGING DIRECTOR, ANNE PITCHER 03 ENSURING WE ARE ON TRACK In 1909, our founder Harry Gordon Selfridge said that ‘at the heart of our business philosophy is the human element’. Today, as a family-owned business, our values and 04 OUR RETAIL SUPPLY CHAIN IN NUMBERS our people are at the core of everything we do. Modern slavery and human trafficking goes completely against our belief in respecting 05 OUR DUE DILIGENCE people and their importance to our local and global communities. The increasing number of people trapped in some form of slavery is truly shocking, so we must work collectively to be aware of the 06 OUR PARTNERSHIPS risks, address them and eradicate slavery from our supply chains and our own organisations. At Selfridges, we work with our brand partners and suppliers to mitigate the risk of these 07 OUR PEOPLE issues occurring in our supply chain through our Buying Better, Inspiring Change approach to sustainable business. Put simply, our team members know that they can report any concerns 08 INSPIRING CHANGE: OUR CUSTOMERS and that our management will respond to them. 09 ADDRESSING THE ISSUE: IN FOCUS Our Ethical Trade Requirements underpin our approach to source with quality and deliver with care. We choose our brand partners carefully and require all our suppliers to support our sustainability vision by complying with our Ethical Trade Requirements and collaborating with us to increase transparency across their supply chains.
    [Show full text]
  • BTA Modern Slavery 2021 A4 Presentation.Indd
    SUSTAINABILITY AT BROWN THOMAS AND ARNOTTS BROWN THOMAS ARNOTTS MODERN SLAVERY STATEMENT FOR FINANCIAL YEAR ENDING JANUARY 2021 1.0 INTRODUCTION FROM BROWN THOMAS ARNOTTS MANAGING DIRECTOR I am pleased to share our second Modern Slavery statement for Brown Thomas Arnotts for the financial year ending January 31st 2021. The world is a different place since we prepared our first CONTENTS statement last year. This past year, the pandemic has brought unimaginable challenges to all of us, as individuals and businesses alike. Amidst this ever changing landscape we continue to prioritise the safety and well-being of our people and communities, and to review, improve and strengthen our processes, procedures and commitments as business. We remain committed to conducting 1.0 Page 2 INTRODUCTION FROM BROWN THOMAS business in a way that respects and upholds the rights of all of the people working across our ARNOTTS MANAGING DIRECTOR business and within our supply chain. 2.0 Page 3 WHO WE ARE This year we have began alignment on our due diligence processes and policies with our sister retailers at Selfridges Group, provided training and capacity building forums for our teams and 3.0 Page 4 KEY DEVELOPMENTS IN 2020/2021 suppliers, and set out ambitious materials commitments for 2025 which will have a positive impact on the transparency and sustainability of the products we buy and sell. 4.0 Page 5 OUR APPROACH: POLICIES We have zero tolerance for modern slavery, and this forms part of the Terms and Conditions of doing business with us. We understand that this is our legal obligation for our business 5.0 Page 6 OUR APPROACH: RISK ASSESSMENT AND DUE DILIGENCE under Criminal Law (Human Trafficking) Act 2008, as amended by the Criminal Law (Human Trafficking) (Amendment) Act 2013.
    [Show full text]
  • De Bijenkorf Strengthens Its Strategy with the Owner of Selfridges
    De Bijenkorf strengthens its strategy with the owner of Selfridges Amsterdam, 16 November 2010. Maxeda Retail Group B.V. (‘Maxeda’) today announces it has reached a conditional agreement on the proposed sale of de Bijenkorf to Selfridges Group Limited (‘Selfridges Group’), a subsidiary of Canadian-based Wittington Investments, Limited. The transaction will be subject to a request for advice from the Works Councils and the trade unions being informed. The transaction will require the approval of the relevant competition authorities. Maxeda expects the transaction to be completed in early 2011. The management of both Maxeda and de Bijenkorf are convinced that Selfridges Group as a family-owned operator of luxury department stores such as Selfridges (U.K.), Brown Thomas (Ireland) and Holt Renfrew (Canada), offers the best possible opportunity and expertise to further develop the successful customer experience strategy of de Bijenkorf. De Bijenkorf’s strategy is focused on delivering excellent customer service, which is built around a multi-channel approach via its stores, webshop and customer contact centre and with a strong focus on its loyal card members. De Bijenkorf has strengthened its position as a premium department store with the arrival of new luxury brands. In the coming years, there will be a strong emphasis on strengthening the brand portfolio and de Bijenkorf’s private brands. The strategy also aims at further expansion of some of its existing stores and investment in the webshop, which was successfully launched in March 2009. Selfridges Group has extensive know-how and experience in operating luxury retail stores. Selfridges, Brown Thomas and Holt Renfrew are iconic brands with a long heritage, offering customers a truly extraordinary shopping experience with the most exclusive brands in a world- class environment.
    [Show full text]
  • Ireland Retail Guide
    Cushman & Wakefield Global Cities Retail Guide Ireland has a stable, competitive and secure environment for retailers. It can be considered a modern knowledge economy, with a focus on high tech industries and services. The economy is projected to keep growing robustly, as domestic demand is set to remain solid. As employment and disposable income continues to rise throughout Ireland, retailers have experienced a stable environment for trade. This can mainly be witnessed in the key cities in Ireland, Dublin, Cork, Galway, Limerick and Waterford, with other regional locations experiencing a more tempered growth. Cork, Limerick and Galway are the main attractions for retailers outside of Dublin and they are seeing new retailers expanding into these areas, where space is available; this trend is set to continue. IRELAND OVERVIEW Cushman & Wakefield | Ireland | 2019 1 IRELAND ECONOMIC OVERVIEW ECONOMIC SUMMARY ECONOMIC INDICATORS* 2018 2019F 2020F 2021F 2022F GDP growth 6.8 2.7 2.3 2.2 2.2 Consumer spending 3.0 2.3 2.8 2.9 2.9 Industrial production 0.1 4.5 1.7 1.8 2.0 Investment 7.8 -10.8 4.1 4.5 4.2 Unemployment rate (%) 5.8 5.6 5.6 5.6 5.4 Inflation 0.5 1.5 1.8 1.9 1.9 US$/€ (average) 1.2 1.1 1.2 1.2 1.3 Interest rates 3-month (%) 0.0 0.0 0.2 0.5 0.7 Interest rates 10-year (%) 0.8 0.8 1.0 1.3 1.7 ECONOMIC BREAKDOWN RETAIL SALES GROWTH: % CHANGE ON PREVIOUS YEAR Population 4.9 million (2019F) GDP (nominal) US$381.4 billion (2019F) IRELAND 2018F 2019F 2020F 2021F 2022F Public Sector Balance -0.0% of GDP (2019F) Retail Volume* 4.0 4.2 5.1 3.6 2.9 Public Sector Debt 52.3% of GDP (2019F) Current Account Balance 4.0% of GDP (2019F) Coalition: Fine Gael, Parliament Independents Head Of State Michael D.
    [Show full text]
  • Holt Renfrew Strikes Back ● Canada’S Homegrown Luxury Retailer Has Been Investing Big to Upgrade and Expand Stores and Strengthen Ties with World-Class Designers
    DAILY EDITION MAY 1, 2019 Report Financial Woes Card Fresh Face Fashion. Beauty. Business. Future NFL-ers Sonia Rykiel enters Hugo names Liam Payne as fumble with receivership as it seeks brand ambassador. their style. a buyer. Page 3 Page 20 Page 2 BUSINESS NMG Mulls Selling Off Mytheresa ● It's been an eventful year for Neiman’s, involving launching a transformation plan, restructuring debt, opening in Hudson Yards and taking a stake in Fashionphile. BY DAVID MOIN The Neiman Marcus Group, in another maneuver to fix its debt-laden capital structure and focus on core businesses, is considering selling Mytheresa, the Munich- based luxury web site purchased by the company four-and-a-half years ago. The company also disclosed Tuesday in a filing that its string of comparable sales gains has been broken. For the company’s third quarter, which ended last Saturday, a 1.3 percent to 1.9 percent decline in comparable revenues is expected to be reported. Yves Saint Laurent 1977 Chloé 1974 Neiman’s also expects to report a decline in adjusted earnings before CONTINUED ON PAGE 13 BUSINESS Celine 2019 Holt Renfrew Strikes Back ● Canada’s homegrown luxury retailer has been investing big to upgrade and expand stores and strengthen ties with world-class designers. BY DAVID MOIN After sitting back and watching competitors enter its territory, Canada’s Holt Renfrew is renovating, modernizing and embracing the creme de la creme of the luxury market. “Catching up is really the way to say it,” Mario Grauso, the president of Holt Renfrew, told WWD.
    [Show full text]
  • COVID 19 - Store Opening Status at IGDS Department Stores in the World by Company 2 June 2021
    COVID 19 - Store Opening Status at IGDS Department Stores in the World by Company 2 June 2021 IGDS Department Stores Country Stores Status Planned reopening date Comments Al Tayer UAE open n/a Attica Greece open n/a Balian Group China open n/a Blue Salon Qatar open n/a Boyner Turkey open with restrictions tbc Shopping centers are closed on Sunday. Brown Thomas Arnotts Ireland open n/a Central Thailand open n/a Coin Italy open n/a David Jones Australia open n/a De Bijenkorf The Netherlands open with restrictions tbc By appointment only. Ermes Cyprus open n/a FEDS Taiwan open n/a Click & Meet: by appointment only, customers have to wear a Galeria Karstadt Kaufhof Germany open with restrictions tbc FFP2 mask and need a negative test (less then 24 hours) or a completed vaccination more than 2 weeks ago. Globus Switzerland open n/a GUM Russia open n/a closed in certain Department Stores in Toronto & Greater Toronto Area are Holt Renfrew Canada tbc regions closed. J Ballantyne New Zealand open n/a In certain regions department stores are required to close on J.Front Retailing Japan open with restrictions tbc weekends. Jamilco Russia open n/a Jelmoli Switzerland open n/a Kastner & Öhler Austria open n/a Kaubamaja Estonia open n/a KL Sogo Malaysia closed tbc 1/2 COVID 19 - Store Opening Status at IGDS Department Stores in the World by Company 2 June 2021 IGDS Department Stores Country Stores Status Planned reopening date Comments Le Bon Marché Rive Gauche France open n/a Liverpool Mexico open n/a Lotte Department Stores South Korea open n/a closed in certain Matahari Indonesia tbc regions Nordstrom USA open n/a Odel Sri Lanka open n/a closed in certain Stores in certain regions are still closed, as well as on Paris Chile tbc regions weekends.
    [Show full text]
  • De Bijenkorf 1
    De Bijenkorf 1 Ruud de Weerd Manager Loss Prevention Safety and Security De Bijenkorf Ruud de Weerd 2 • 1986-1998 Ahold • Coordination drivers board members • Close protection board • 1998-2008 Albert Heijn • Loss prevention consultant • Investigator internal fraud • Security standards & Technique responsible • 2008-2016 Bijenkorf • Loss Prevention manager • Security • Safety Selfridges Group Limited 3 Holt Renfrew (Canada, 1837, 9 stores, since 1986) Selfridges (UK, 1909, 4 stores, since 2003) Brown Thomas (Ireland, 1848, 7 stores since 1971, Arnotts 1 store since 2015) De Bijenkorf (NL, 1870, 7 stores, since 2011) Stores 4 Service 5 Platform for brands 6 Facts 7 . 7 stores, 1 web shop . 1 distribution centre . 101.000 M2 sales area . 2.100 fte. over 3.500 employees . 26.000.000 annual visitors . 8 mil buyers . 450.000 members of Bijenkorf Card . 300.000 products . 850 brands Loss prevention department 8 . Manager . Security . Safety . Stock takes . Internal fraud responsible . Datamining analyses . Investigations . Bijenkorf security in Stores . Functional reporting to LP manager) . Third party security LP department strategy 9 . Shrink . 2008 situation 15 mil. Sales price . 2015 situation 7 mln . Store plans . Target 20 . DM responsible . Support by LP department . Coaching . Mystry Shop Lifting . Support on plans: . Investments to support store plans . Tagging . Access control . Camera’s . Pilots like RFD or Indyme Cosmetics in open sale 10 Maastricht Indyme 11 . Store plan reports issue on cosmetics . All brands, Chanel, Dior Lancome . Action plan made . Counting . Camera’s . Guards . Staffing/training . Indyme . Technique . Training . Reporting . Fine tuning . Results Technique installed 12 . Viber detection . Wifi transmitters . Pagers . Reporting tool . Detection after two touches .
    [Show full text]
  • Selfridges Group Modern Slavery Statement 2020/21
    Selfridges Group Modern Slavery Statement 2020/21 1 Contents 03 | Introduction from the Selfridges Group Managing Director 04 | Who we are 07 | Our approach: Risk assessment 10 | Our approach: Policies 11 | Our approach: Due diligence processes 14 | Our approach: Training and communications 15 | Staying on track 17 | Monitoring the effectiveness of our approach 2 Introduction from Selfridges Group Who we are Managing Director, Anne Pitcher We’re a collection of international department Modern slavery is something we take extremely seriously Despite the pandemic and the difficulties this has posed, we stores that exist to imagine across Selfridges Group. Through this statement, we are have continued to seek ways to align our activities around the and create a sustainable pleased to set out the preventative steps we are taking both prevention of modern slavery across our family of businesses future for our people and in our businesses and through our supply chains in line with from Vancouver to Maastricht. This has included enhancing our customers. We are a family the UK Modern Slavery Act. We also welcome the proposed supplier Ethical Trade Requirements, advancing our risk-based of five brands including amendments by the UK Government to strengthen the Act, thinking, and revising our due diligence approach. Selfridges in the UK, Brown following the consultation on ‘Transparency in Supply Chains’. Thomas Arnotts in Ireland, In the coming year, we will keep building on these initiatives and Holt Renfrew in Canada, We have a clear Purpose at Selfridges Group, which is to working hard to ensure we are taking the right actions to protect and de Bijenkorf in the imagine and create a sustainable future for our customers and all those we work with as we create a sustainable future for retail Netherlands.
    [Show full text]
  • The Strategic Response of Dublin's Traditional Department Stores to Intensifying Competition
    Technological University Dublin ARROW@TU Dublin Articles School of Retail and Services Management 2001-01-01 The Strategic Response of Dublin's Traditional Department Stores to Intensifying Competition Edmund O'Callaghan Technological University Dublin, [email protected] Mary Wilcox Technological University Dublin, [email protected] Follow this and additional works at: https://arrow.tudublin.ie/buschrsmart Part of the Business Administration, Management, and Operations Commons, and the Marketing Commons Recommended Citation O’Callaghan, E., Wilcox, M.: The Strategic Response of Dublin’s Traditional Department Stores to Intensifying Competition. Journal of Retail & Consumer Services, Vol. 8, PP213-225. 2001. This Article is brought to you for free and open access by the School of Retail and Services Management at ARROW@TU Dublin. It has been accepted for inclusion in Articles by an authorized administrator of ARROW@TU Dublin. For more information, please contact [email protected], [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License The Strategic Response of Dublin's Traditional Department Stores to Intensifying Competition ------------------------ Mary Wilcox , School of Retail and Services Management, Dublin Institute of Technology, Mountjoy Square, Dublin 1, Ireland Tel. 00353 1 4024218; Fax 00 353 1 4024296; E-mail [email protected] Edmund O'Callaghan , School of Retail and Services Management, Dublin Institute of Technology, Mountjoy Square, Dublin 1, Ireland Tel. 00 353 1 4024201; Fax 00 353 1 4024296; E-mail EdmundOCallaghan @dit.ie -------------------------------- ABSTRACT In Dublin city competition within the retail sector is intensifying and city-centre department stores, in common with other traders, face many challenges.
    [Show full text]
  • The State of Fashion 2021
    The State of Fashion 2021 3 The State of Fashion 2021 CONTENTS Executive Summary 8—9 ECONOMY Industry Outlook 10—13 GLOBAL GLOBAL ECONOMY 16—33 01: Living with the Virus 17 Jumia: Balancing Speed with Discipline in a Crisis 20 02: Diminished Demand 23 Covid-19 and the New Era of Luxury 29 CONSUMER CONSUMER SHIFTS CONSUMER SHIFTS 34—57 03: Digital Sprint 35 Kering: Fast-Tracking a Digital Upgrade 38 Alibaba: Innovating for China’s Advanced Ecosystem 41 04: Seeking Justice 45 Louis Vuitton: Hardwiring Accountability in a State of Flux 48 05: Travel Interrupted 52 FASHION Selfridges Group: Managing the Pivot to Local Shopping 55 SYSTEM FASHION SYSTEM 58—99 06: Less is More 59 A More Circular Fashion Industry Will Require a Collective Effort 63 07: Opportunistic Investment 67 08: Deeper Partnerships 70 BEAUTY BEAUTY Shahi Exports: Reforming the Fashion Supply Chain 74 2021 Risk, Resilience and Rebalancing in the Apparel Value Chain 77 09: Retail ROI 81 H&M Group: Making Retail More Resilient 85 Mapping the Retail Portfolio of the Future 89 10: Work Revolution 96 THE STATE OF BEAUTY 2021 100—107 MGFI MCKINSEY GLOBAL FASHION INDEX 108—115 Glossary 116 End Notes and Infographics 118 7 CONTRIBUTORS IMRAN AMED ACHIM BERG ANITA BALCHANDANI SASKIA HEDRICH As founder, editor-in-chief Based in Frankfurt, Achim Anita Balchandani is a As global senior expert in and chief executive of The Berg leads McKinsey’s Global Partner in McKinsey’s London McKinsey’s Apparel, Fashion Business of Fashion, Imran Apparel, Fashion & Luxury office, and leads the Apparel, & Luxury group, Saskia Amed is one of the fashion group and is active in all Fashion & Luxury group in Hedrich works with fashion industry’s leading writers, relevant sectors including EMEA.
    [Show full text]