Woolworths Ltd Doing the Right Thing

11796 Words Aug 5th, 2013 48 Pages
Doing the right thing | Sustainability Strategy 2007–2015

Doing the right thing. Contents 2 3 4 7 8 9 0 1 2 1 8 1 0 2 2 2 4 2 6 2 8 2 Foreword What sustainability means to Woolworths Limited Our major commitments and targets Who is Woolworths Limited? Our external engagement Engaging our people Our sustainability priorities Climate change Water Sourcing Packaging Waste Green Stores Implementation and reporting

All of us, every day.

Foreword
Welcome to the Woolworths Limited Sustainability Strategy 007–015. Woolworths has been around for over 80 years. We’re proud of our history and reputation as a successful business. And we know that the world is changing. We recognise that
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In recent years, environmental sustainability has risen to become an everyday concern. The impact of the current drought and extreme weather events such as Cyclone Larry on Australian fresh produce supplies has brought into focus the effects that climate change will have on our business. Paying attention to sustainability is about future-proofing our business.

It’s about leadership.
We recognise that Woolworths can take a more prominent role in the debates around sustainability. It is fair to say that Australian and New Zealand retailers have lagged behind companies in the United Kingdom and Europe. So we are committed not just to contributing to the debate but to taking specific, measurable actions to improve our performance. By virtue of our size, scale, and the complexity of our business, Woolworths is a significant player in the Australian and New Zealand economies. With that profile comes not only a responsibility to understand and manage our impacts, but also a tremendous opportunity to achieve lasting and beneficial change that extends beyond our own operations. We aim to move to a leadership position on sustainability.

It’s about listening.
As our knowledge of the way in which human societies impact on the natural world develops, society’s expectations of corporate conduct have evolved. Quite rightly, our stakeholders expect us to consider the broader, long-term implications of our operations as a part of our decision-making processes.

It
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