Purpose – The British retailer Marks & Spencer aspires to be the world's most
sustainable major global retailer by 2015. This paper seeks to examine how the
company is embedding sustainability. Design/methodology/approach – The paper is
written as part of an ongoing investigation into how businesses do this. It is
based on direct dialogue with corporate sustainability specialists inside and
outside the company; participation in company stakeholders' briefings held
regularly since the launch of Marks & Spencer's Plan A for sustainability in
January 2007; and analysis by the company's own corporate sustainability
specialists about how they are embedding. Findings – This case demonstrates
that, in order to speed their journey, Marks & Spencer have aligned
sustainability with core strategy. Top leadership is driving the strategy, which
is overseen by the board. M&S have made a very public commitment: Plan A with
measurable targets, timescales and accountabilities. The strategy is being
integrated into every business function and strategic business unit; and
involves suppliers, employees and increasingly customers. To enable
implementation, the company is developing its knowledge-management and training;
engaging with wider stakeholders including investors; building partnerships and
collaborations; and has evolved its specialist sustainability team into an
internal change-management consultancy and coach/catalyst for continuous
improvement. Originality/value – The value of the case study is that it provides
an analysis of how one company, which has been active in progressing corporate
sustainability, has evolved its approach in rece
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