John Boot originally opened a pharmacy shop in Nottingham in 1849. But it was his son, Jesse, who transformed and grew this business into the organisation that is present on every High Street and is known simply as “Boots”. Best known as a Health and Beauty Retailer with over 1400 stores in the UK employing over 65,000 people, they are also a manufacturer of some of their own products.
In total they stock over 55,000 products and have over 650 own-brand suppliers. Jesse Boot was convinced that the social impacts of the business were inseparable from its economic performance and that conviction has been maintained in the business to the present day through its values of Trust, Respect, Understanding, Simplicity and Together (TRUST).
Three initiatives exemplify Boots' approach.
“Change One Thing” is a campaign designed to provide expert solutions to health issues which has helped 500,000 people give up smoking, two million take more vitamins and over 1,000 join their weight loss programme.
In addition 65,000 employees received packs to help them with their personal health goals. A ten year Big Tick winning partnership with Breast Cancer Care enables Boots to generate significant funds and awareness for Breast Cancer Care, to motivate and inspire its staff and to reinforce its core brand message as contributing to the nation’s health. And its Supply Chain verification programme, which won BITC’s 2005 Supply Chain Award, ensures that their suppliers treat their workers fairly and show a responsible attitude towards the environment.
Direct responsibility for CSR rests with the Group Operations Director and full Board member. The whole agenda is overseen by a Board Social Responsibilities Committee, chaired by a non-executive director. Formal approval was obtained at full Board level for the overall strategy and adoption of Boots CSR Management Framework.
For each of the four main CSR areas, community, environment, marketplace and workplace, Boots has an overall aspiration and specific goals to be achieved by 2009. These four areas are broken down into 21 CSR issues each of which has a team responsible for delivery. Their objectives are agreed at the start of each year with the CSR Action Group, and confirmed with the Board. Performance is reviewed quarterly using traffic-light performance indicators which have become know within Boots as, “The Wheel Of Fortune”.
The management system facilitates the various process owners working together. Each now has visibility with their colleagues and an equal share of the CSR voice with teams working together to maximise the benefit of initiatives. For example a scheme to promote healthy living with customers is also packaged specifically for their employees and is linked with their charitable giving activity.
