1. Paul Cowley Head of Corporate Affairs A.F. Blakemore & Son Ltd

2. Agenda 1. Introducing A.F. Blakemore & Son Ltd 2. The Blakemore Way 3. Living our Values through Corporate Responsibility 4. Future Plans and Aspirations

3. Introducing A.F. Blakemore & Son Ltd A family owned food & drink retailer, wholesaler and distributor Founded in 1917 Current Managing Director - Peter Blakemore Group turnover £1.2 billion 7,600 staff

4. The Blakemore Heritage Founded in 1917 by Arthur and Harriet Blakemore in Wolverhampton Bought first wholesale distribution warehouse in the 1930s Opened some of the first cash and carry depots in the UK in the 1960s Joined SPAR in 1975

5. The Blakemore Heritage – Sales Growth 1982 Purchase Morgan Edwards - Sales £29m 1993 Purchase Watson & Philips – Sales £247m 1994 Purchase Tates multiple of 71 stores 1998 Sales £446m 2011 Purchase of Capper - Sales £1.1 billion

6. Our Divisions

7. The Blakemore Way A.F. Blakemore success built upon a distinct culture moulded by Blakemore family Positive and friendly relations with staff, customers and local communities Rapidly expanding business with continual investment in future growth Blakemore Way developed in 2007 Defined values will drive sustainable growth & maintain cultural identity

8. Our Purpose To grow a family business in ways that are profitable and sustainable for the benefit of our staff, customers and community

9. Our Values Maximise staff potential and their contribution to the company’s success Give great service to all our customers and add value to trade partners Make a significant, positive contribution to the community Attain excellence in everything we do Behave with honesty and integrity in all our relationships

10. Living our Values through Corporate Responsibility The Role of Corporate Responsibility at A.F. Blakemore Corporate Responsibility is the key means by which we measure, promote and live the company’s values – The Blakemore Way Underpins business strategy to grow sustainably and responsibly Allows us to monitor our progress and continually improve

11. Living our Values through Corporate Responsibility History of our Corporate Responsibility Programme CR Strategy reviewed and formalised across Group in 2009 Strategy built around themes of Blakemore Way Annual targets agreed and monitored by Senior Corporate Responsibility Committee Targets implemented via cross-functional working groups

12. Living our Values through Corporate Responsibility

13. Making a Significant Contribution to the Community Blakemore Foundation Represents 2% of pre-tax profits Aimed at supporting smaller local good causes 2012/13 number of donations = 1,999 (228 in 2006/07) Employee Volunteering Commitment of working hours to community Professional and practical support Team working and development opportunities 2012/13 volunteering hours = 4,287 (2,143 in 2008/09)

14. Linking & Living our Values Community engagement promotes how we maximise staff potential: o Boosting pride & morale o Team building o Performance reviews o Retention

15. Maximising Staff Potential Via Community Engagement Community activity helps engage colleagues: o Average staff turnover across the AFB Group = 30% o Turnover of employee volunteers = 7% Colleague Satisfaction Feedback: o I enjoyed this volunteering activity = 95% o I am proud to work for a company that supports the community = 93% o This activity has helped me develop workplace skills = 83%

16. Maximising Staff Potential Via Community Engagement Number of People Team Building678 Practical Skills614 Time Management416 Team Leading407 Communication568 Organisational Skills519 Confidence442 Knowledge of business281

17. Maximising Staff Potential Via Community Engagement Internal ILM Team Leading Training Programme Aim to develop first line management capability Each module built around a Blakemore Way Value Practical & written assessment based upon team leading a community event 2011/12 = 8 delegates

18. Maximising Staff Potential Via Community Engagement 2012/13 = 36 delegates Selected from across three divisions Invited to choose a community partner close to their heart Opportunity to practically apply their leadership skills Brings Blakemore Way Values to life

19. Future Plans & Aspirations Developing a world-class business Becoming a £2-billion to £3-billion business “Leading the Blakemore Way” culture Driving high-level employee engagement Differentiating our employee brand and position in the marketplace Living our values through corporate responsibility