InternetRetailing https://internetretailing.net/ portal and research source for European ecommerce and multichannel retail Mon, 18 Mar 2024 09:24:19 +0000 en-GB hourly 1 https://wordpress.org/?v=6.4.3 https://internetretailing.net/wp-content/uploads/2022/03/cropped-logo-02-32x32.png InternetRetailing https://internetretailing.net/ 32 32 SPEAKER Q&A: Avon’s Natalie Deacon: “Our women live on this planet, and our vision is a better world for all” https://internetretailing.net/speaker-qa-avons-natalie-deacon-our-women-live-on-this-planet-and-our-vision-is-a-better-world-for-all/ Mon, 18 Mar 2024 09:05:00 +0000 https://internetretailing.net/?p=63941 A special panel at SustainabilityX, held 14 May 2024, will look at the business case for eco-friendly products and ethical practices. Ahead of the event, Katie Searles sat down with Natalie Deacon, head of purpose and sustainability at Avon International, to find out how the retailer is doing the right thing by the women in […]

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A special panel at SustainabilityX, held 14 May 2024, will look at the business case for eco-friendly products and ethical practices. Ahead of the event, Katie Searles sat down with Natalie Deacon, head of purpose and sustainability at Avon International, to find out how the retailer is doing the right thing by the women in its supply chain; the women who sell its products; and the women who use them.

Natalie Deacon, head of purpose and sustainability at Avon International

Q: As a beauty retailer, is it challenging when moving towards more sustainable formulations?
There are really exciting opportunities to improve the sustainability of both formulation and packaging. 

From a formula perspective, our work there is really focusing on how we can make material switches or ingredient switches that are kinder to people and planet, and where performance isn’t impacted, or performance is even better.

For example if we can switch to organic materials or upcycled or recycled materials, they have a lower carbon footprint, and you’re keeping materials in circulation longer, so they have a lower total life cycle impact. There’s a lot of work that goes into investigating and then making those switches. It’s a key part of our sustainable materials strategy. 

We’re also looking there at how it is not only the right thing by the planet, but also by people. We’re doing a lot of work to make sure we’re maintaining human rights through the supply chain. Looking at something like palm oil – which the beauty industry only uses in small quantities – it’s not just the deforestation and biodiversity loss, but there are also risks around human rights. By moving to traceable and certified palm we can improve visibility and raise standards.  We’re also working with other organisations to tackle challenges such gender based violence in those communities. 

Q: And how does packaging fit into your sustainability efforts? 
Packaging is a really big area of focus for us. We’ve got stretch targets on recycled plastic content – over the whole portfolio we are aiming for 50% by 2030. And 100% of our products will be in packaging that is reusable, recyclable or compostable by 2030. 

One of the things we’re doing this year is taking all of the cello wrap off our products. Consumer behaviour and perceptions are changing: in the past it was deemed that you needed that cello wrap to protect the package.. This year we are moving to a tamper-evident label – just a little sticky thing, top and bottom so people know it is in prime condition.

We’re trying to do away with as much packaging as we can and we are trying to raise awareness of the need to recycle.  People are pretty good at putting household waste in the recycling, but once something that goes in a bathroom, it’s less likely to be recycled – because people haven’t got a recycling bin in the bathroom. Depending on which piece of research you read, we’re still only seeing like 10 – 20% of bathroom waste going into the recycling.

The other area that’s important for us is making sure that we’re connecting with our core mission. Avon’s core purpose is to create a better world for women which is a better world for all.  The core of our brand and business is focused on progress for women – through providing opportunities to earn and learn, through championing the causes that matter.  As part of our broader sustainability journey we’re looking for ways to benefit women and their world.  The project we’re undertaking to tackle gender-based violence in palm oil sourcing is a good example. Avon is a member of Action for Sustainable Derivatives (ASD), a collaboration that tackles environmental and social issues relating to palm and palm derivative supply chains. The Respect in Palm project supports women palm workers in Indonesia, who may face gender-based violence. 

We’re also working with female leaders and women-led organisations on more sustainable solutions. For example in the Philippines, where plastic waste is a really big problem, we have worked with a co-operative with a high number of female workers who collect in plastic waste and convert it into lumber bricks that are then used for shelters. It’s that kind of connection that’s really important.

Q: Avon also set a target to reduce your water use – 40% by 2020 and then a further 5% next year. How are you going about that? What’s been successful? What have you learnt? 
We’re in the second phase of our environmental sustainability goals. When we first started to set, monitor and track goals, we were very much focused on our scope one and two carbon footprint, as well as water and waste from our operations. We started a lot of great work on that from the 2010s onwards. 

That’s really built into business as usual now. It starts in the factories, moving to renewable energy sources and making sure we are maximising efficiencies, so we haven’t got any leaking pipes and we’re not wasting energy.  For example through greater efficiency during production and cleaning, we significantly reduced our water use in our Poland factory last year. 

We’re proud to have zero waste to landfill across our operations.  One way we’ve done this is to keep material in circulation for longer. For example the leftover wastewater sludge from some of our production is used as soil fertiliser for planting along local highways. 

Q: As Avon have been working on this since the 2010s, was that driven by consumers looking for cleaner and greener products? Or did you forecast that there were going to be regulations coming down the line? Or even for those pre-mentioned efficiency gains?
It’s really a mix of things. Avon was founded 138 years ago on the premise of providing earnings opportunities for women. Our women live on this planet, and our sustainability vision is a better world for women and for all. 

A sustainability strategy starts with a materiality assessment. This is to work out what matters to us, what matters to the people that matter to us.  That then shapes our priorities.

Our earlier sustainability strategy was very much focused on paper, waste, water and carbon from our emissions. 

Now when we look at our materiality today, it’s very different to what it was back then. We have a much greater understanding of not just what the impact of we’re doing in our operations, but the end-to-end life cycle of our products and their use.

Q: Coming back to paper then, how have you changed the iconic Avon brochure and how much paper Avon uses now?
That’s been a really interesting journey. About 20 years ago, we asked – “Is this volume of paper sustainable?” Initially, it wasn’t necessarily about reducing paper usage, but it was about making sure that it was sustainable sourced. We did that. But now we’re on the next phase to digitise as part of Avon’s transformation journey.

This is a really good example of where customer expectations, representative expectations, commercial aims, and sustainability aims all come together. Our representatives – the women selling Avon products – tend to be more productive when they’re digitally enabled. We work on digital inclusion and digital skills with them.  They tend to run more cost effective, efficient businesses and be more productive and make more money for themselves. 

The brochures that we use are about 10% of our total carbon footprint. By accelerating that move to digitisation, we’re supporting our commercial aims and supporting environmental needs. 

It’s about moving people to digital – it’s about producing fewer brochures, with fewer pages in – but also recognising, as other retailers have seen, that we need to be careful about how we take people on that journey. People often still want something to look at, they want to sit down in the evening with a glass of wine and look through the brochure, so it’s making sure we’re just getting that balance right.

It has to be about this omni-channel experience, and recognising that a customer isn’t digital, or paper, or even retail. They mix and will bounce around multiple touch points as part of their experience.

Registration for Deacon’s panel, Embrace Sustainability. Empower Retail: Understanding the business case for sustainability, is open now. For more information about SustainabilityX, held on 14 May 2024 at 133 Houndsditch, click here

SustainabilityX is part of RetailX Event’s Spring Festival, the full agenda will be released in the coming weeks.

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Currys introduces web-app to enhance in-store accessibility https://internetretailing.net/currys-introduces-web-app-to-enhance-in-store-accessibility/ Mon, 18 Mar 2024 09:03:00 +0000 https://internetretailing.net/?p=63979 Currys is the first tech retailer to partner with WelcoMe, a platform designed to improve the shopping experience for customers with disabilities. A purpose-built web-app works by allowing shoppers with a disability to register online for an in-person store visit. By filling out a form indicating any specific disability related needs or information, and an estimated […]

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Currys is the first tech retailer to partner with WelcoMe, a platform designed to improve the shopping experience for customers with disabilities.

A purpose-built web-app works by allowing shoppers with a disability to register online for an in-person store visit. By filling out a form indicating any specific disability related needs or information, and an estimated date/time of arrival, stores are then notified of the upcoming visit giving them the opportunity to prepare for and accommodate any requirements.

The tool also gives retail partners access to useful pointers and best practice techniques to help accommodate anybody, specific to certain disabilities. It launches in conjunction with Neurodiversity Celebration Week, which aims to bring about worldwide neurodiversity acceptance, equality and inclusion.

Additionally, the project builds on Currys’ one-year-old ‘Quiet Hour’, whereby stores reduce noise, keep lights low, and make sure there are no flashing screens in store, every Monday to Friday until 11am.

Ainsley Sykes, head of commercial initiatives, retail design and technology at Currys, said: “We have enjoyed a lot of success with our Quiet Hour initiative, which Currys leads the way operating every weekday, yet we wanted to do more.”

“We became aware that 60% of disabled customers could not find the information they wanted to about a product online, so giving disabled customers access to our stores to see, feel and try the product and speak to our expert colleagues is even more important. The WelcoMe platform will really support us in our promise to ‘help everyone enjoy amazing technology’.”

WelcoMe will initially be piloted in 20 Currys stores around the Birmingham region, including: Birmingham Castle Vale, Birmingham Highgate, Birmingham Selly Oak, Burton, Cannock, Kidderminster, Leicester Fosse, Leicester St Georges, Loughborough, Merry Hill Retail Park, Shrewsbury, Solihull, Stafford, Stoke Festival Park, Stoke Longton, Sutton Coldfield, Tamworth, Telford, Wednesbury J9 and Wolverhampton.

The tech retailer stressed its teams are briefed and ready to start welcoming customers who use the tool as of this week.


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Survey finds 85% of shoppers had poor online experiences last year https://internetretailing.net/survey-finds-85-of-shoppers-had-poor-online-experiences-last-year/ Mon, 18 Mar 2024 09:00:00 +0000 https://internetretailing.net/?p=63950 Online retailers are struggling to meet rising consumer expectations, according to an independent survey by Celigo, an integration platform as a service (iPaaS) provider. The 2024 Online Retail Trends Report surveyed over 1,500 US and UK consumers about their recent online shopping experiences, as well as preferences, habits and purchasing plans for 2024. Some, 85% […]

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Online retailers are struggling to meet rising consumer expectations, according to an independent survey by Celigo, an integration platform as a service (iPaaS) provider.

The 2024 Online Retail Trends Report surveyed over 1,500 US and UK consumers about their recent online shopping experiences, as well as preferences, habits and purchasing plans for 2024. Some, 85% of UK shoppers said that online retailers failed to meet their expectations at least once in the past year, citing increased pricing, late deliveries and excessive shipping costs as their primary frustrations.

Inflation and higher prices remained the number one concern for consumers, with almost half (44%) of UK respondents planning to shop less online because they need to tighten their budgets.

“Shoppers expect more from online retailers, demanding free guaranteed on-time shipping and deeper price deals and discounts – or else they will purchase elsewhere,” said Mark Simon, vice president of strategy at Celigo.

“To fulfil these raised expectations, online retailers must improve ecommerce operations, back-office integration and omnichannel selling strategies.”

The report also highlighted a difference in online shopping sentiment across generations. While one-third of Baby Boomers reported flawless online shopping experiences in 2023, Gen Z, which will hold more than a quarter of global income by 2030 and emerge as the most dominant shopping demographic, reported the greatest dissatisfaction with online shopping.

Over half (52%) of Baby Boomers said online retailers were flawless in delivering on their expectations in the past year, while 85% of Gen Z said retailers failed them at least once in the last year. Interestingly, 34% of Baby Boomers said they buy their products in physical retail stores compared to 8% of Gen Z.

While every demographic spends time researching the best product and personalised deal opportunity before making their purchase, the shift from traditional methods is well underway. While UK Baby Boomers and Gen X conduct their research primarily on search engines, marketplaces, and in physical stores, Millennials and Gen Z seek out information on social media in much greater numbers.

The majority (93%) of UK Gen Z respondents said they research products on social media, including 43% turning to TikTok as their primary means of insight. While, 75% of Millennials leverage search engines for product information, but 62% open their preferred social media app before using Google or a marketplace.


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VIDEO Freemans introduces first credit offering in 13 years https://internetretailing.net/video-freemans-introduces-first-credit-offering-in-13-years/ Fri, 15 Mar 2024 17:10:22 +0000 https://internetretailing.net/?p=63983 Former catalogue retailer Freemans has introduction a new customer credit offer, Flexi3, its first in 13 years. As part of its Spring Summer campaign, which can be viewed below, Freemans launched Flexi3. It gives customers the option to split payments over three months, with no interest or spread the cost over a longer term. This […]

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Former catalogue retailer Freemans has introduction a new customer credit offer, Flexi3, its first in 13 years.

As part of its Spring Summer campaign, which can be viewed below, Freemans launched Flexi3. It gives customers the option to split payments over three months, with no interest or spread the cost over a longer term. This is in addition to paying nothing for the first five weeks.

Stuart Daniels, chief credit officer, Freemans, said: “We know that shoppers often find credit confusing, so we deliberately designed Flexi3, with a great deal of customer research, to be as straightforward and easy to understand.”

The new campaign, voiced by comedian and writer Katherine Ryan, marries the new credit offering with Freemans latest fashions on models of different ages, genders and sizes.

“Over the past few years, we have evolved the way we communicate our offer positioning ourselves as a vibrant digital department store, showcasing the very best of product, enticing new customers to shop with Freemans as our transformational journey continues at pace,” noted Richard Cristofoli, chief customer officer, Freemans.

“Choice has always been an integral part and this has now been extended further to include newer more flexible ways to pay with the launch of Flexi3. We know that for many customers offering new alternative payment methods represents a key part of our value proposition. It’s why we have decided to launch a brand-new credit offer.”


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Sainsbury’s latest emission reduction targets validated by SBTi https://internetretailing.net/sainsburys-latest-emission-reduction-targets-validated-by-sbti/ Fri, 15 Mar 2024 15:52:49 +0000 https://internetretailing.net/?p=63977 Sainsbury’s new targets for decreasing its greenhouse gas (GHG) emissions have been verified by the Science Based Targets initiative (SBTi), the global body that sets requirements for and approves emission reduction targets. In 2020, Sainsbury’s was one of the first UK retailers to set SBTi validated targets. The retailer had previously committed to reducing its […]

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Sainsbury’s new targets for decreasing its greenhouse gas (GHG) emissions have been verified by the Science Based Targets initiative (SBTi), the global body that sets requirements for and approves emission reduction targets.

In 2020, Sainsbury’s was one of the first UK retailers to set SBTi validated targets. The retailer had previously committed to reducing its absolute scope 1 and 2 emissions by 50% by 2030, but has now pledged a 68% reduction within the same time frame.

Sainsbury’s scope 3 emission reduction target of 30% by 2030 has now been turned into two separate commitments. It’s operational target, which includes areas such as transport, energy use and manufacturing sites, has been increased to 50.4%.

Then for the first time, following new requirements outlined by the SBTi, Sainsbury’s has validated targets which focus on scope 3 GHG emissions that come from forests, land and agriculture (FLAG). The retailer has pledged to reduce its FLAG emissions by 36.4% by 2030.

Sainsbury’s new targets are part of its work towards becoming net zero in its own operations by 2035, and in its value chain by 2050, in line with its commitment to the Paris Agreement of limiting global warming by 1.5°C.

Furthermore, along with other signatories of the WWF Retailer Commitment for Nature Sainsbury’s has asked its suppliers that are responsible for a high proportion of its scope 3 emissions to get approved science-based targets by the end of 2025.

The retailer has also continued to work collaboratively with WRAP and other signatories to identify the biggest opportunities for collective action on emission reduction.

Ruth Cranston, director of corporate responsibility and sustainability at Sainsbury’s, said: “Getting our updated targets validated by the SBTi is an important step forward. The effects of climate change are already very real so it’s vital that we act now to reduce emissions and protect and restore nature to help us build a resilient future for all.

“Our ambition to achieve net zero by 2050 will require transformation across our whole business, supply chains, as well as how we help our customers to make more informed choices. We can’t do this alone, so collaboration as an industry will be critical to drive the required change.”

The supermarket has joined the likes of Dunelm, John Lewis Partnership and Tesco in becoming SBTi certified. Food-box subscription firm Hello Fresh also committed to science-based emission targets last year.


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Bensons returns to profitability despite uncertain market conditions https://internetretailing.net/bensons-returns-to-profitability-despite-uncertain-market-conditions/ Fri, 15 Mar 2024 09:16:36 +0000 https://internetretailing.net/?p=63972 UK bed retailer Bensons for Beds has reported a return to profitability over the past year, in the midst of a challenging economic environment and suppressed consumer sentiment. Its latest results showed that turnover for the 53 weeks to 30 September grew by 7.5% to £257.5mn from £239.4mn in 2022. It also reported EBITDA profit […]

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UK bed retailer Bensons for Beds has reported a return to profitability over the past year, in the midst of a challenging economic environment and suppressed consumer sentiment.

Its latest results showed that turnover for the 53 weeks to 30 September grew by 7.5% to £257.5mn from £239.4mn in 2022. It also reported EBITDA profit of just over £1.5mn, following a loss of £15.4mn in 2022.

The growth follows the brand’s recovery plan set out in 2022, which has also seen the successful stabilisation of the business.

“There is an old retail saying to the effect that you should focus on the KPIs that you can control. Faced with lacklustre market demand, the Bensons team have done just that – focusing on sales conversion and Average Transaction Value in order to make the most of what demand there was, and on delivering a first-class customer experience both during and after sales were made and products delivered,” the retailer said in the statement.

“That focus proved extremely effective, with all these controllable KPIs moving in the right direction. The ultimate measure of that is in the financial results which follow these pages, which show strong revenue growth and a return to profitability despite the challenging market.”

During the past 12 months, Bensons has made continued investment in its omni channel and digital capability, which has yielded positive results with digital LFL of +22%.  The brand now has 277,000 members within its new “Bedheads” community and is creating valuable customer communication and marketing opportunities.

In February, the bed retailer announced it is working to improve its dropship capabilities and provide a richer shopping experience for its customers by expanding its online product range, as it partners with Virtualstock.

Furthermore, it has increased store conversion with 14 new store openings across the year including Bensons re-entry into markets such as Peterborough and Speke and new catchments including Edinburgh Craigleith and Edrington.

Nick Collard, CEO of Bensons for Beds, said: “Five months into the new financial year and in an external market which remains challenging, we continue to make progress, and our performance remains in line with our expectations. For the remaining months of the financial year we remain focused on those factors in our control; store number growth, investment in colleague training, product innovation and digital capability.”

It also successful acquired eveSleep.co.uk in October 2022. The brand was relaunched three weeks later following a rapid, effective and replicable integration into the existing Bensons systems and operational infrastructure.  The brand has shown strong growth and contributed positive EBITDA since its relaunch.


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JD Williams teams up with Sky Media and Channel 5 for latest campaign https://internetretailing.net/jd-williams-teams-up-with-sky-media-and-channel-5-for-latest-campaign/ Thu, 14 Mar 2024 11:08:18 +0000 https://internetretailing.net/?p=63960 JD Williams has partnered with Sky Media and Channel 5 for a brand new campaign, harnessing the collaboration’s rich data to ensure it reaches the N Brown Group’s retail platform’s target customer -women aged 45 – 65. This data ecosystem will mean Sky Media can tailor campaign messaging to specific customer groups, maximising the relevance […]

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JD Williams has partnered with Sky Media and Channel 5 for a brand new campaign, harnessing the collaboration’s rich data to ensure it reaches the N Brown Group’s retail platform’s target customer -women aged 45 – 65.

This data ecosystem will mean Sky Media can tailor campaign messaging to specific customer groups, maximising the relevance and engagement of the creative.

A series of 10” TV idents, 30” and 60” spots will feature TV personality and comedian Judi Love, and Channel 5 presenter Helen Skelton, being interviewed by fashion guru, Gok Wan. The interviews discuss how their style and fashion confidence has changed in midlife.

From 15 March, JD Williams will also be the exclusive sponsor of Channel 5 content that leans into the theme of Inspired Living; including female-fronted shows such as The Hotel Inspector and Susan Calman’s Great British Cities.

Leveraging Sky’s full ecosystem of content platforms (linear TV, BVOD, Shortform VOD and AdSmart from Sky), a QR will be used to direct viewers to jdwilliams.co.uk, allowing JD Williams the ability to measure and target its campaign further, as well as gain a deeper understanding of a customer’s shopping journey.

Meanwhile, measured activation across Sky Media’s and Channel 5’s digital and social channels, will reinforce the campaign’s message and give viewers even more content to explore.

Live from 14 March, through to 09 of May, the integrated media strategy crafted by the7stars will see the campaign play out across Channel 5 and Sky channels, Global OOH sites, Smooth FM & Heart FM 5, Hearst’s Good Housekeeping and Red Magazines as well as paid and organic social.

Sam Walker, director of group marketing and creative at N Brown, commented: “We understand our customers better than anyone,so we’ve worked with Sky Media to ensure that our campaign messages are more targeted across Sky’s platforms and to benefit from the wealth of data that we’ll gain through Sky’s ability to engage with their audience. JD Williams is all about making women feel amazing, and we’re confident that our new campaign will resonate with our customers.”

Discover more about retail media at a brand new event coming to London on 11 June 2024. MediaX explores the experiences of well-established retailers in this space to new entrants and the agencies who are helping make things tick.

The full agenda for the latest RetailX event MediaX is coming soon, but the key themes can be seen here.


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Lush becomes first cosmetics retailer to swap to Prevented Ocean Plastic™ https://internetretailing.net/lush-becomes-first-cosmetics-retailer-to-swap-to-prevented-ocean-plastic/ Thu, 14 Mar 2024 10:45:42 +0000 https://internetretailing.net/?p=63958 Lush has introduced certified recycled Prevented Ocean Plastic™ for its 100ml, 250m and 500ml bottles in its UK stores. Additionally, the Lush Manufacturing sites in Germany and Croatia have also rolled out Prevented Ocean Plastic™ across these sizes, with Lush North America and Japan to follow suit later this year, each working with their local […]

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Lush has introduced certified recycled Prevented Ocean Plastic™ for its 100ml, 250m and 500ml bottles in its UK stores.

Additionally, the Lush Manufacturing sites in Germany and Croatia have also rolled out Prevented Ocean Plastic™ across these sizes, with Lush North America and Japan to follow suit later this year, each working with their local bottle manufacturers.

The 1L bottles are still in transition across all markets, but will be introduced later this year. This will allow Lush to roll Prevented Ocean Plastic™ out globally.

Lush has been using 100% recycled PET for their clear bottles for more than a decade. Now every time a customer takes home a product in a clear plastic bottle marked with the Prevented Ocean Plastic trademark, Lush says, “they’re helping to protect marine ecosystems and the coastal communities who are at the forefront of the effects of ocean plastic pollution.”

The plastic is collected, taken to the collection centres before going through the recyclers, to packaging manufacturers for material distribution to Lush and other retailers for branding and use.

“Seeing how much impact the Prevented Ocean Plastic™ Programme has had on the communities in areas at high risk of plastic pollution, being part of preventing tonnes of plastic from entering the oceans as well as improving transparency of the supply chain is very much fulfilling our Lusher than we found it statement. I feel honoured to have worked with such a passionate and inspirational group of people who care about people and the environment,” said Karolina Michalska, creative buying, Lush.

Customers in 17 markets can ensure that, when they have finished their Lush products, the packaging is returned through the Bring it Back scheme where it is responsibly recycled.

Since launching the Bring it Back recycling scheme in 2021, 2.27 million individual items have been returned and therefore diverted from becoming plastic waste (55.5 tonnes in weight).

Furthermore, the Lush Green Hub in the UK is a building that showcases Lush’s commitment to and investment in finding solutions for materials that could be considered as waste. With six core teams working together at the Green Hub, Lush is creating circular economies, working to close the loop on packaging and water waste, and find solutions to reuse, repurpose, repair and recycle materials from across the business.

Discover how retailers are working to clean up their packaging in the DeliveryX Packaging 2023 report. This digital-first report looks at how the UK Top500 retailers are changing their packaging for the good of the planet; what UK consumers think about oversized packaging, and the waste it generates. It also features an exclusive interview with meal-kit company HelloFresh and case studies on Boohoo, H&M and L’Occitane.


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Waitrose helps John Lewis Partnership return to profit https://internetretailing.net/waitrose-helps-john-lewis-partnership-return-to-profit/ Thu, 14 Mar 2024 09:37:19 +0000 https://internetretailing.net/?p=63953 The John Lewis Partnership has reported its profit before tax has hit £56mn, marking a substantial £290mn improvement year-on-year, with Waitrose’s performance helping drive growth. Overall partnership sales remained stable rising 1% to £12.4bn, but Waitrose witnessed a 5% increase to £7.7bn – driven by record customer numbers. John Lewis sales experienced a slight decline, […]

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The John Lewis Partnership has reported its profit before tax has hit £56mn, marking a substantial £290mn improvement year-on-year, with Waitrose’s performance helping drive growth.

Overall partnership sales remained stable rising 1% to £12.4bn, but Waitrose witnessed a 5% increase to £7.7bn – driven by record customer numbers. John Lewis sales experienced a slight decline, down 4% to £4.8bn.

Additionally, the Partnership has also expanded its customer base, with one million new customers bringing the total to 22.6 million.

The department store added its entering a year of significant investment – £542mn planned (over 70% up on the year) – much of which will focus on modernising its technology, refreshing stores and simplifying how it operates.

Sharon White, chairman of the John Lewis Partnership, said: “We have made significant progress in the last year to return the business to profitability and delivered results that allow us to increase investment in our retail businesses; we expect profits to grow further this year.

“This shows our plan is working, while we know there’s much more to do. Our improved performance has been supported by our customers’ love for both brands, with more people choosing to shop with us than ever before, and our Partners’ commitment to delivering excellent customer service. 

“This year we will unashamedly focus on investing back into our retail businesses for our customers, including opening new Waitrose shops and continuing to modernise our brand offering in John Lewis, while prioritising pay for our Partners.” 

John Lewis confirmed that it would invest £116mn for partners pay. This will lead to a 10% increase with minimum wage rising to £12.89 in London and £11.55 per hour nationwide. Staff will not receive a bonus however, for the third time in four years.

Robyn Duffy, senior analyst for consumer markets at RSM UK, reacted: “As an employee-owned business that has failed to pay bonuses for several years, and with competitors seeing strong growth, the pressure is now on for new leadership to bring positive change. New CEO Nish Kankiwala has announced a ‘back-to-basics’ approach and plans to put retail back at the heart of John Lewis. Noise around the proposed housing and financial services plays have quieted for now, both interesting ideas but in a challenging retail environment a return to core values is needed.

“Only a few years ago John Lewis was the go-to retailer for the middle classes as it delivered quality at the best possible price. Returning to core values alongside investment in technology mirrors the fundamentals from other high street success stories and should help the business further improve margin. With 2023’s positive results behind them, John Lewis has the chance to return to the playing field and with the British public loving an underdog, they’ve everything to play for.”


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Hydrogen delivery vehicle trialled by Barker and Stonehouse https://internetretailing.net/hydrogen-delivery-vehicle-trialled-by-barker-and-stonehouse/ Thu, 14 Mar 2024 09:30:00 +0000 https://internetretailing.net/?p=63955 British independent furniture retailer Barker and Stonehouse has introduced a hydrogen-powered home delivery vehicle, after two years of development. The prototype is designed to help Barker and Stonehouse with its wider emissions reduction plans, and could one day replace its current delivery fleet. Based at the retailer’s Lincoln test centre, the zero-emission prototype will enable […]

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British independent furniture retailer Barker and Stonehouse has introduced a hydrogen-powered home delivery vehicle, after two years of development.

The prototype is designed to help Barker and Stonehouse with its wider emissions reduction plans, and could one day replace its current delivery fleet.

Based at the retailer’s Lincoln test centre, the zero-emission prototype will enable delivery drivers to test it for 12 months from July. If found to be viable, Barker and Stonehouse will look to roll the vehicles on a national basis, gradually replacing its delivery fleet.

James Barker, managing director of Barker and Stonehouse, said: “Further exploring the use of hydrogen-powered vehicles forms part of our commitment to environmental responsibility and aligns with our goal of minimising our impact on the planet. We are proud to be pioneers in exploring the possibilities of this exciting potential shift.”

As part of this shift, the furniture retailer is also working to optimise delivery routes for efficiency. It has also invested in renewable energy sources for its stores and warehouses, and sustainable packaging materials where possible.

Barker and Stonehouse became a Carbon Neutral Plus company in April 2021 and was the first UK furniture retailer to receive the certification. 

Learn more about homeware retailers turning to sustainable delivery methods in the RetailX European Homeware report. It highlights how as younger customers become home-makers, speedy delivery, ethical sourcing, sustainable production and delivery are becoming key drivers of the sector.

The full report includes 49 illustrative RetailX figures, charts and graphs, nine company profiles including: Blinds2Go, Displate, Plumbworld, Jardiland and Dunelm and three case studies including: E.Leclerc, Furniturebox and Wayfair.


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The post Hydrogen delivery vehicle trialled by Barker and Stonehouse appeared first on InternetRetailing.

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