Marks and Spencer 2007 Annual Report Download - page 12

Management team
We have made some important changes to the leadership of
M&S in the last 12 months to prepare us for the next phase of
growth.
In the autumn, we brought supply chain, sourcing and planning
for our clothing and home businesses together under one director,
Andrew Skinner, in order to get our supply chain fit for the future.
Julian Kilmartin replaced Andrew as our Director of Menswear.
In addition, we have emphasised the importance of e-commerce
and the new director for this area, John Dixon, now reports
directly to me.
We reinforced the strength of the team in April 2007, with two
new appointments and the promotion of key talent.
Steven Esom joined as Director of Food on 1 June 2007 from
Waitrose, where he was Managing Director. Guy Farrant, our
previous Director of Food, was appointed Director of Retail,
replacing Anthony Thompson who has left the business.
Carl Leaver joined on 14 May 2007 as our Director of
International Business and reports to me. He was previously
CEO of De Vere Group plc and will replace Richard Wolff, who
retires later in the year after 36 years with the Company.
Kate Bostock, Director of Womenswear and Girlswear takes
on additional responsibility for lingerie, helping us to ensure a
co-ordinated offer for all of our ranges for women. Matt Hudson,
our previous Director of Lingerie became Director of Trading for
the new, enlarged womenswear, lingerie and girlswear group.
Responsibility for our ongoing store modernisation programme
passed to Ian Dyson, our Group Finance Director, to allow
Steven Sharp to focus on the next generation of store design,
alongside his responsibilities for marketing and M&S Money.
The Executive Committee, which oversees the day-to-day
running of the business, was extended and now includes Kate
Bostock, Steven Esom, Guy Farrant, Andrew Skinner and Carl
Leaver, in addition to the executive board directors.
This executive team in turn forms part of a wider Directors’ Group,
which you can see on pages four and five of this report,
including three new food director roles created in April 2007.
This structure retains the fast decision making which has been
critical in recent years, whilst also ensuring that we have a
joined-up approach to our customer offer.
Plan A
In any company, the temptation can be to focus too narrowly
on short-term business performance. Responsible companies
have to look to the long term.
10 MARKS AND SPENCER GROUP PLC www.marksandspencer.com/annualreport2007
CLIMATE CHANGE
55,000
All our Simply Food stores,
our stores in Scotland and our
London head office are now
powered by ‘renewable’ green
energy – saving 55,000 tonnes
of CO2every year.
PLAN A
Plan A is our five-year, 100-point plan to tackle some of the
biggest challenges facing our business and our world.
Climate Change We aim to make our UK and Republic
of Ireland operations carbon neutral in five years. We will
minimise energy use, maximise the use of renewables and
offset only as a last resort.
Waste We’ll reduce packaging by 25%, find new ways to
recycle and stop sending waste to landfill from our stores,
offices and warehouses.
Sustainable Raw Materials From fish to forests, our goal
is to make sure our key raw materials come from the most
sustainable sources available.
Fair Partner By being a fair partner, we’ll help improve the
lives of hundreds of thousands of people in our worldwide
supply chain and local communities.
Health We’ll help customers and employees choose
healthier lifestyles through healthy food ranges and
clear labelling.
To find out more visit www.marksandspencer.com/PlanA