greggs business model case study

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Greggs: an agile approach to strategy & business model thinking

John Gregg founded his bakery business in 1939, selling eggs and yeast from his bicycle in Newcastle. The business grew, and his son Ian joined his father and mother, selling pies from his van to miners’ wives. They opened their first shop in Gosforth in 1951.

When John died in 1964, the bakery was taken over by Ian, and major expansion began, including the acquisitions of other bakeries such as the Bakers Oven chain from Allied Bakeries in 1994.

Greggs grew to be the largest bakery chain in the UK, home of the bacon sandwich and a coffee for two quid special offer which, disappointingly, is now £2.10 (a friend told me, honestly), famous for pies and pasties and everything you firmly resolved on December 31 would never touch your lips again.

A couple of years ago, Greggs fell victim to adverse PR about its product range and customer base. Oh how the Prêt crowd sniggered into their avocado and crayfish salads. Yet plucky old Greggs just got its head down and kept growing. ‘It’s a northern thing’ no longer serves as an explanation. The patronising notion that Greggs’s popularity is inversely proportional to the nation’s economic fortunes also fails to explain its steady expansion.

Today Greggs generate £1m a week from sales of coffee. It has repositioned the brand from an ordinary bakery-to-take-home to a high growth food-on-the-go entity, meeting changing customer demands and evolving food culture.

A new strategy was introduced in 2013 under CEO Roger Whitehouse, formerly Head of M&S Food, which focused on four pillars: Great tasting freshly prepared food; best customer experience; competitive supply chain; first class support teams.

Whitehouse introduced a ‘restless dissatisfaction’ approach to compliment the traditional business values, ensuring the business would never stand still after recovering from a period of stagnation. He implemented some radical changes, including closing the in-store bakeries, and introducing the ‘Balanced Choice’ range of products with less than four hundred calories, healthier options to the traditional product range.

And it’s worked. Having launched the first vegan sausage roll in January, last week the company announced a 50% rise in profits to £40.6m in the first half of 2019. The business is handing shareholders a £35m special dividend after total sales rose 14.7% to £546m.

In 2016, Greggs weren’t in the takeaway breakfast market but now only McDonalds sells more takeaway breakfasts. With a Fairtrade Expresso, it has overtaken Starbucks to become the third-largest takeaway coffee seller, behind Costa and McDonalds, while only Tesco sells more sandwiches.

So what are the lessons from the success of Greggs changing its business strategy and model that we take into our startup thinking?

1. Be agile in how you connect with customers

Greggs expects to pass 2,000 outlets this year, 65% are on high streets, with the remaining 35% located in retail and office parks and in travel locations such as railway stations and petrol forecourts. The aim is to change the emphasis of the business so that it is 60% non-high street by the time it has 2,500 shops.

Part of this is having many of its stores open earlier and close later, in order to target those going to and coming back from work, expanding its breakfast menu to suit, and with ‘Greggs à la carte’ stores to open late to 9pm to lure evening takeaway diners.

As well as its new drive-through locations, the company is trialing a click-and-collect service, as well home and office delivery by Just Eat and Deliveroo. They aim to integrate click-and-collect and delivery services with the company’s Greggs Rewards app, which offers free drinks and birthday treats.

Greggs has previously failed with new ideas such as Greggs Moment , a coffee shop-style outlet with seating, and the Greggs Delivered service, which is only available in Newcastle and Manchester city centres, three years after it launched. However, the business is now at a scale where it can experiment without too much risk.

Takeaway: Greggs route to market strategy is to based on expanding their reach to enhance customer convenience, a ‘fish where they swim’ strategy, reducing the barriers between themselves and their customers, uplifting the customer experience and making the ability to connect and purchase convenient.

2. Build your brand to face your market

Greggs has in recent years persistently bucked the wider trend on UK high streets, where most retailers are struggling to compete as sales shift online and the cost of running stores rises.

In 2013, Greggs began to transition out of the bakery market with the reasoning that it couldn’t compete with supermarkets, switching to focusing solely on the ‘food on the go’ market after discovering that 80% of its business was with that market. They stopped selling bread in 2015.

Greggs has worked hard at getting consumers to think about it as a food-on-the-go chain, developing ideas such as online ordering for collection and home delivery, developing strategic partnerships with their supply chain to focus on the four key pillars of their strategy.

They are more in touch with where the customers are today. It has managed to cater to new markets without being overly ambitious. The builder can still come off the building site and get a hot pasty, but there are also salads. The decor is still recognisable even if it has been upgraded and the older traditional customers still feel comfortable.

Takeaway: Many businesses want profit as their objective. But if you only focus on short-term wins and results, you get distracted from doing the work required to build the skills you need to grow and scale, and it’s the ability to scale that matters. The process is more important than the outcome at early stages of a change of strategy. Focus on getting good before you worry about getting big.

3. Look forwards, not backwards with your product offering

Greggs sells 1.5 million sausage rolls a week but created the new vegan option due to public demand after an online petition signed by 20,000 people. In recent years Greggs has been innovating within its product range to appeal to a broader range of customers. Its ‘Balanced Choice’ healthy eating range, introduced in 2014, offers options including wraps and salads, all below 400 calories. It also sells gluten-free and several vegan lines.

The company also believes it can take advantage of rising demand for food ‘customisation’, driven by allergies and ‘food avoidance’ preferences, and its stores now make sandwiches to request.

One in eight new customers have bought a vegan sausage roll in 2019, which has overtaken doughnuts and other pastries to become a bestseller. The traditional sausage rolls remain at number one – with its 96 layers of light, crisp puff pastry – but there are more vegan products in development, including a vegan doughnut. It’s worked, such that Ginsters released their own vegan product for the first time in its 52-year history.

Takeaway: Greggs has been bold in its response to the adverse publicity on its offering and changing food culture. Aligning your product strategy with a focused brand image and route to market is core to any business model.

4. Be clear about your marketing message & tone of voice

Before the Greggs vegan sausage rolls went on sale, TV presenter Piers Morgan sent out a tweet: Nobody was waiting for a vegan bloody sausage, you PC-ravaged clowns. The tone of the company’s response: Oh hello Piers, we’ve been expecting you – friendly but with a slight edge, was perfectly attuned to the ironic, self-confident marketing Greggs has adopted, a James Bond-inspired, droll putdown that was the perfect riposte.

Their hilariously portentous launch video – part of a build-up that parodied the release of a new iPhone model with journalists sent vegan rolls in mock iPhone packaging and stores sold sausage roll phone cases – meant that for days Twitter was engulfed with people talking about a £1 bakery product.

The vegan sausage roll campaign, officially launched to support the Veganuary campaign that encouraged people to give up animal products for a month, followed other memorable promotions include a Valentine’s Day campaign offering ‘romantic’ £15 candlelit dinners in Greggs shops, and a spoof ‘Gregory and Gregory’ event, and one faux pas: a 2017 advent calendar tableau of a sausage roll in a manger. After complaints Greggs apologised and reprinted with a different scene featuring Christmas muffins.

Takeaway: Greggs found its distinctive marketing style in 2012, when it saw off then-chancellor George Osborne’s proposed ‘pasty tax’ on hot takeaway food. Since then it has been consistent in its purposeful, structured and memorable content driven communication strategy, making the brand relevant to its target audience and differentiating its offering in an increasingly competitive market to reposition the brand.

5. Don’t let your business model become stale

Innovation can be about efficiency. Look at Ikea, and The Billy bookcase. It’s a bare-bones, functional bookshelf if that is all you want from it. The Billy isn’t innovative in the way that the iPhone is innovative. The Billy innovations are about working within the limits of production and logistics, finding tiny ways to shave more off the cost, all while producing something that does the job. It demonstrates that innovation in the modern economy is not just about snazzy new technologies, but also boringly efficient systems.

The Greggs shop environment has been improved and significant investments made in logistics and delivery systems to make them more efficient and scalable. In-store ordering moved to a centralised forecast and replenishment system rather than relying on shop teams filling in manual order forms, which resulted in order accuracy and improved availability for customers.

All shops are on a refurbishment programme (every seven years) to ensure they stay looking bright and welcoming. In-store point of sale and window displays remain key to Greggs’ marketing strategy, however, a loyalty app was also introduced.

Takeaway: innovation in Greggs is about efficiency, economy and effectiveness, searching for ways to make their products even better and affordable for their target market. A ‘back to basics’ focus on the business model reflects the culture and humility of the brand. Combined with brave decision making to implement change and execution in a consistent, simple and continuous manner has delivered the results.

6. Ensure your folks keep clear heads

Amidst the hullaballoo and the fury of the frantic activity in the coming and going of customers at busy times, staff have to keep a clear head. In the heat of the moment, they cannot get caught up in the intensity and frenzy. Resilience in times of peak demand is needed to keep the customer experience as fresh and stimulating as the steak bakes.

When you go to a Greggs, the staff are so engaged in what they do its untrue, they are like whirling octopus serving customers, and they do it with good humour, bantering with regulars, enjoying the success of seeing returning customers, before going again.

With 10% of profits going to the Greggs Foundation to help fund Breakfast Clubs for children and over £1m raised annually for Children in Need, the vegan pastry has helped change the perception of Greggs, but fundamentally it’s a people business, about delivering service, experience and the community it operates.

Takeaway: So, focused on a simple, core value proposition – reasonable quality food at reasonable prices, consistently produced and scaled – but the fundamental premise is to make customer experience the brand differentiator.

Many takeout food companies are head-on competition to Greggs, but due to its focused marketing strategies highlighting choice, quality, nutrition & easy access, the company is able to create sustainable advantage.

Changing lifestyles, changing eating habits and increasing health awareness factors are affecting the growth of the companies in this industry. Greggs has set its strategy from a customer’s point of view and with customer-based insights, to ensure the business model is as robust as it can be.

Adopt Greggs’ agile approach to strategy and business model thinking, to focus on the horizon and hold your vision. Do something everyday to move your business forward, and that makes you stand out from the crowd. A sheep has never stood out from another sheep, so don’t follow the herd blindly. People will take notice.

Ian Brookes

John Gregg founded his bakery business in 1939, selling eggs and yeast from his bicycle in Newcastle. The business grew,…

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Greggs SWOT Analysis

Before we dive deep into the SWOT analysis, let’s get the business overview of Greggs. Greggs is a well-known British bakery chain specializing in savory and sweet products, including pastries, sandwiches, and drinks. Here’s a brief overview of the business:

Greggs was founded by John Gregg as a single bakery in Gosforth, Newcastle upon Tyne, in 1939. It has since grown to become the largest bakery chain in the UK.
Greggs is best known for its pastries, especially the sausage roll, which has become an iconic product for the brand.
The product range includes sandwiches, salads, soups, sweets, drinks, and more.
In recent years, Greggs has tried diversifying its product range to cater to a broader audience, including introducing vegetarian and vegan products like the Vegan Sausage Roll and Vegan Steak Bake.
As of 2022, Greggs operates over 2,000 shops across the UK.
Greggs’ outlets can be found on high streets, shopping centers, retail parks, airports, train stations, and other transport hubs.
Financial Performance : Total sales grew to £1,513 million in 2022 (2021: £1,230 million), a 23.0% increase on the level seen in 2021. Pre-tax profit for the year increased to £148.3 million (2021: £145.6 million), reflecting strong sales growth in the face of significant cost inflation and the removal of Government pandemic support.

Here is the SWOT analysis for Greggs

A SWOT analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats of a business, project, or individual. It involves identifying the internal and external factors that can affect a venture’s success or failure and analyzing them to develop a strategic plan. In this article, we do a SWOT Analysis of Greggs.

SWOT Analysis: Meaning, Importance, and Examples

Strong Brand Recognition: Greggs is one of the UK’s most recognized and beloved bakery brands. Its substantial brand equity means customers trust and are loyal to the brand.
Diverse Product Range: While initially known for pastries, Greggs offers various products, from sandwiches to salads and drinks. This diversity caters to a broad spectrum of customer tastes and preferences.
Adaptability to Consumer Trends: Greggs has demonstrated an ability to adapt to emerging consumer trends. Notable examples include the introduction of healthier food options and the successful launch of vegan products like the Vegan Sausage Roll.
Expansive Retail Network: With over 2,000 outlets across the UK, Greggs has a wide-reaching presence, ensuring it’s easily accessible to a large population segment.
Competitive Pricing: Greggs is known for offering quality products at competitive prices, making it an attractive option for value-seeking customers.
Effective Marketing and Public Relations: Greggs has made headlines with innovative marketing campaigns like the Vegan Sausage Roll launch. These campaigns not only boost sales but also enhance brand visibility and engagement.
Innovation in Service Delivery: Greggs has embraced technology by introducing its app with loyalty programs and mobile payment options. The company expanded its delivery partnerships to cater to changing consumer habits, especially during the pandemic.

Dependence on the UK Market: Greggs operates predominantly in the UK, making it susceptible to market-specific risks, such as economic downturns or changes in UK regulations.
Limited Global Presence: Unlike some competitors who have expanded internationally, Greggs has little presence outside the UK. This limits their growth potential in global markets.
Perceived as Less Healthy: Greggs has historically been associated with pastries and baked goods, which aren’t always considered healthy options. While they’ve introduced healthier choices, overcoming this perception can be challenging.
Vulnerability to Commodity Price Fluctuations: As a food retailer, Greggs is exposed to fluctuations in commodity prices (e.g., wheat, dairy). Significant price hikes can impact profitability if not managed efficiently.
High Street Presence: Many Greggs outlets are situated on high streets. With changing retail trends and a shift towards online shopping, high street footfall has decreased in certain areas, posing challenges.
Reliance on Physical Stores: Greggs’ business model heavily relies on physical store sales. This can be a limiting factor in an era of increasing digitalization and delivery services.
Menu Complexity: With an expanding product range to cater to various customer needs, there’s a risk of menu complexity, which can strain operations and confuse customers.

Opportunities

International Expansion: With a strong brand presence in the UK, Greggs could explore expanding into international markets, tapping into new customer bases and diversifying its revenue streams.
Enhanced Digital Presence: Greggs can further invest in its digital platforms, introducing online ordering, expanding delivery options, or even exploring subscription models.
Product Diversification: There’s scope for Greggs to expand its product range further, venturing into categories like evening meals, niche diet-based products (keto, gluten-free), or even branching into beverages more significantly.
Sustainable Initiatives: With growing consumer emphasis on sustainability, Greggs can introduce more eco-friendly packaging, sustainable sourcing, and further its commitment to reducing carbon footprints, which can resonate positively with consumers.
Partnerships and Collaborations: Greggs can explore partnerships with brands, celebrities, or influencers to launch exclusive products, enhancing its brand visibility and appeal.
Expansion of Delivery and Drive-Thru: Building on its existing delivery partnerships, Greggs can further expand these services or even consider setting up more drive-thru outlets, catering to the on-the-go consumer.
Loyalty and Subscription Programs: While Greggs already has a loyalty program through its app, there’s an opportunity to enhance this further, possibly exploring subscription models for regular customers.
Health-Conscious Offerings: Building on its introduction of vegan and healthier options, Greggs can further tap into the health-conscious consumer market with more varied health-focused products.
Pop-Up Stores and Experiential Retail: To boost its brand and reach out to newer audiences, Greggs can set up temporary pop-up stores in various locations or create experiential retail spaces that offer more than just food.
Intense Competition: The food retail market in the UK is highly competitive, with many brands, both big and small, vying for consumer attention. The rise of artisanal bakeries and niche food outlets also poses a threat.
Changing Consumer Preferences: The rapidly evolving food industry means consumer tastes and preferences can shift quickly. An increased focus on health, new dietary trends, or emerging cuisines can influence consumer choices.
Economic Factors: Economic downturns or recessions can impact consumer spending, reducing sales, especially for discretionary items.
Supply Chain Disruptions: Global events, such as pandemics, geopolitical tensions, or natural disasters, can disrupt supply chains, leading to increased costs or product shortages.
Regulatory Changes: Changes in food regulations, health and safety standards, or employment laws can impose additional costs or operational challenges.
Digital Disruption: The continuous growth of online food delivery platforms and meal kit services could divert consumers from traditional bakery outlets like Greggs.
Rising Costs: Fluctuations in commodity prices, increased wages, or rent hikes can escalate operational costs, squeezing margins.
Health and Nutritional Concerns: Growing awareness of health and nutrition means products high in sugar, salt, or fats could face criticism, leading to potential sales decline of certain items.
Physical Retail Decline: The broader trend of declining footfall in traditional high street stores, in favor of online shopping or out-of-town retail parks, can pose challenges for Greggs’ store-based model.

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What has contributed to Greggs’ high street success?

We recently included Greggs in a listicle of 18 brands with brilliant digital strategies.

With this month seeing annual sales pass the £1bn mark, the high street bakery chain is clearly doing something right – especially in the context of Britain’s flailing high streets.

So, what exactly has contributed to Greggs’ continued run of success? Here’s a run down of its winning strategy and what we can learn from it.

Re-positioning of brand

Greggs is the largest bakery chain in the UK, now with nearly 2,000 stores nationwide. This year, it saw sales climb nearly 10% in the seven weeks to 16 February, spurred on by press coverage related to its vegan sausage roll (more of that later).

However, Greggs’ popularity is certainly not down to ‘trending’ on Twitter; the chain had already cemented itself as a staple on the high street in the years prior to this.

Much of its success in recent years has been due to Roger Whiteside – who was appointed Chief Executive of Greggs in 2013 – and his repositioning of Greggs as a ‘food-to-go’ chain rather than a than a take-home bakery. So, instead of looking at the likes of Sainsbury’s and Tesco as competitors, Greggs has taken on the likes of Starbucks and Costa Coffee to target coffee drinkers and pastry fans. The premise is affordable and accessible food, at all times of day.

As well as expanding its hot drinks and breakfast offerings, Greggs has also generated favour with its ‘balanced choice’ range, which includes salads and other healthier choices. Alongside a very affordable price point, this has helped the chain to shake off its outdated and ‘stodgy’ image, and carve a new reputation as a rival to modern and desirable coffee brands.

Making the Balanced Choice… #staystrong pic.twitter.com/HMH6tIv0Cd — Greggs (@GreggsOfficial) January 15, 2018

Finding demand

Due to changing consumer habits and increasingly high costs, British retailers are struggling. Interestingly, Greggs is one of the brands to buck this trend, instead seeing increased share investment and strong turnover.

One of the reasons for this is how the bakery meets consumer demand. Instead of opening further branches in towns and high streets (where it already has a significant presence), it has placed more stores in airports, train stations, and other places where people want to grab-and-go. This is similar to M&S’ Food, which has targeted a boost from travel hubs.

The Financial Times reports that, in 2018, Greggs opened 146 shops and closed 50 . Furthermore, out of the 100 or more it expects to open this year, most are set to be in out-of-town retail sites and train stations rather than the high street.

A PR machine

Last year, an online petition by Peta was signed by 20,000 people, calling on Greggs to produce a vegan version of its bestselling sausage roll. As well as this growing demand for vegan options on the high street, Greggs also spotted a good opportunity for publicity, using the item’s launch to generate awareness and further sales.

Conveniently for Greggs, this was also enhanced by unwarranted publicity, partly stemming from Piers Morgan calling out the bakery for unnecessarily jumping on the ‘vegan’ bandwagon. He tweeted: “Nobody was waiting for a vegan bloody sausage, you PC-ravaged clowns.” However, as well as users and press picking up on the insult, a shrewd response from Greggs also ensured further attention.

Oh hello Piers, we've been expecting you — Greggs (@GreggsOfficial) January 2, 2019

This was not the first time that Greggs has turned around negative publicity; PR has been key to its marketing efforts over the years. In 2014, an offensive logo appeared on Google search results for the brand, alongside the slogan: “Providing s*** to scum for over 70 years”.

Instead of sidelining the embarrassment, Greggs quickly retorted, creating an amusing and smart conversation with Google on Twitter.

Hey @GoogleUK , fix it and they're yours!!! #FixGreggs pic.twitter.com/d5Ub7qtrLG — Greggs (@GreggsOfficial) August 19, 2014

This kind of publicity is not always accidental, however, with Greggs also launching deliberately controversial and silly campaigns off its own back. In 2017, it launched a limited edition advent calendar containing tokens for menu items behind each window. The fact that baby Jesus was replaced by a partially eaten sausage roll naturally drew attention from both consumers and the press . In 2018, Greggs also created a tongue-in-cheek campaign to launch its new summer menu, going undercover at a London food festival with the name ‘ Gregory and Gregory ’.

Going back to its vegan sausage roll then – in light of its other marketing stunts – the reaction was likely well planned for. The bakery also produced a launch campaign that emulated high tech (including sending journalists a sample in a box reminiscent of the iPhone).

Today doesn't just mark our first day back in the studio after the festive break, but also the launch of @GreggsOfficial 's vegan sausage roll! Does their PR campaign remind you of any brand in particular…?! https://t.co/I6LVMRtoYG #Greggs #Vegan #SausageRoll #Apple #Campaign pic.twitter.com/5uyokNdYCB — Firefly (@fireflycreate) January 3, 2019

Technology and innovation

Of course, PR isn’t the only thing that sells sausage rolls. Greggs certainly also works hard to prove its value for customers with a focus on technology and experience in-store. Free Wi-Fi in its cafes is a simple but hugely valuable feature, again allowing it to compete with the likes of Starbucks and Cafe Nero.

While Greggs might not be the kind of place to stay and linger, it does encourage customers to dine in certain branches. The company even employs bouncers to watch over late night crowds at weekends.

Further to this, the bakery has focused on refurbishing many of its branches in recent years. It reportedly revamped around 100 shops in 2018, as well as opening a number of brand new shops and introducing drive-thrus. These refurbishments involved a more modern and streamline design, emphasising its ‘on-the-go’ aspect.

Last year, Greggs also rolled out click-and-collect breakfasts in three of its Manchester branches. Though a tad gimmicky, the scheme does align with its ‘food on the go’ promise, helping to create even more convenience for consumers during the busy morning rush hour. Similarly, Greggs has also trialled with food delivery apps including Deliveroo, meaning that people don’t even have to leave their sofa to get a Greggs.

Elsewhere online, Greggs’ social media presence generates continuous levels of engagement, with the brand demonstrating a humorous and decidedly British tone of voice. This is especially the case on Twitter, where it focuses on a fun and engaging style of content.

Things I was supposed to do this weekend: 1. Join a gym 2. Drink more water 3. Update my CV Things I did this weekend: 1. Ate Steak Bakes in bed — Greggs (@GreggsOfficial) January 21, 2019

What’s next for Greggs?

Greggs’ vegan sausage roll proved to be so popular that it sold out in several branches across the UK.

But was it just a case of hype or has Greggs actually won over a new audience?

A bit of both, perhaps, as it is hard to ignore the growing demand for vegan and healthy options. However, with Greggs’ track record of tongue-in-cheek marketing, it seems that most consumers don’t really mind either way – especially when it (apparently) tastes as good as the real thing.

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Information Age

Insight and Analysis for the CTO

Food on the go: Greggs bakes in digital transformation

As the largest bakery chain in the UK, with more than 1,700 shops, Greggs is a staple of the British high street. Starting as a single bakery in Newcastle upon Tyne in 1951, it has grown to a nationwide business with a turnover of £894 million.

But in search of further growth, Greggs is keen to shake off its humble bakery heritage as part of a mission to gain market share in the fast-moving food-on-the-go industry. Doing so has required a vast business transformation.

Unlike most food-on-the-go retailers, Greggs has traditionally been a vertically integrated business, with its own manufacturing facilities as well as its own shops. In 2013, its executive team embarked on a technology-enabled change programme that moved Greggs away from its origins as a centralised bakery business, harmonised processes and provided the foundations for growth.

‘We were stretched at the seams,’ says Tony Taylor, IT and business change director at Greggs. ‘You get to the point where your current infrastructure can’t support you anymore. You know that you’re going to have to make some form of a change. The programme has all been about changing the look of the 1,700 shops. We had a variety of different formats, looks and feels but very much a bakery heritage and decided to go with this food-on-the-go journey.’

Simplifying operations

To become a decentralised business, Greggs selected SAP’s business suite on HANA as the ERP basis of its programme to transform, simplify and standardise its operations. Systems integrator Keytree was engaged to oversee and implement multiple deployments over the past three years.

This has included a complete finance systems implementation, new procurement capabilities, the implementation of a customer interaction centre, cloud-based HR application SuccessFactors, source-to-contract requirements using Ariba solutions and, more recently, SAP’s forecast and replenishment solution.

In 2015, Greggs commenced the implementation of the latest release of SAP IS-Retail technology to improve stock forecasting and replenishment, including a completely redesigned shop user interface.

>See also: Digital skills gap: How to prepare a generation for the modern workplace

The latest phase of the transformation programme has involved extensive engagement of both shop and regional management teams at Greggs. The project has aimed to help maximise the efficiency and profitability of the Greggs shop network in order to reduce wastage and improve product availability.

More than 1,500 shops have converted to the new technology, with training delivered to more than 16,000 staff through the SuccessFactors learning management system.

‘We have made huge progress as we transform and centralise the business,’ says Roger Whiteside, Greggs’ chief executive. ‘We are investing over £25 million in processes and systems that will enable us to compete more effectively in the fast-moving food-on-the-go market. We have already seen substantial change throughout our estate as we simplify operations to deliver great-tasting food and a great retail experience.’

Rising to the challenge

Taylor attributes Whiteside’s championing of the transformation, along with others in the operating board, as a key factor in its success and a huge enabler in gaining acceptance for the programme across the organisation.

Such buy-in from the top of the business says to everyone that the executive team is paying attention. ‘If somebody wants to make a change that’s not standard, they have to tell people why because it will go to that operating board as something that will potentially impact us in the future,’ says Taylor.

With regard to the change management aspect in the shops themselves, Taylor says Greggs has taken ‘a fundamentally different approach’ to other transformation programmes in the retail industry.

‘Lots of programmes struggle because you tackle the big things and you can’t see the tangible benefits early, so people become sceptical. Through procurement, we were actually able to start to bring some tangible benefits.’

To get to thousands of people in an easy way, Taylor knew his team needed e-learning solutions that weren’t about ‘going to a location and getting killed by a PowerPoint presentation’ or just getting an email saying this is what’s happening.

Through SuccessFactors, the programme team could engage, measure and deliver training to people when they wanted it. The 17,000 employees in shops were able to complete training on computers in their back office at a time that suited their individual shop.

Taylor’s team also attempted to illuminate the visibility of the transformation programme wherever they could, including through the CEO’s speech at the annual conference, briefing sessions or through dedicated ‘change champions’.

>See also: What does the government’s Digital Strategy mean for the UK tech industry?

‘We built momentum on both training and communication, telling people this is what’s coming and this is what it’s all about,’ says Taylor. ‘When the CEO stands up at our annual conference and talks about the programme, directors mention it in their weekly or bi-weekly briefing notes and it’s mentioned in our annual report, people get used to it and get comfortable with it.’

James Holmes, programme manager for SAP transformation at Greggs, adds, ‘This project has always been ambitious, with so many outlets to be brought onto the system, at a rate of around 100 shops every week. Hitting the 1,500-shop landmark is a real achievement for us.

‘Despite the scope and size of this transformation, we have already seen encouraging results across the programme, and this gives us great confidence to continue working with Keytree on the deployment of the next phase of the programme, looking at production and warehousing in our supply chain.’

Foundation blocks

The main modular aspect of the transformation programme will be completed next year, although it will take a little longer to physically role out the changes.

That’s certainly not the end of Greggs’ transformation to a food-on-the-go retailer, however. This programme, which has grown Greggs’ IT team from 50 to 70 staff, provides the foundation blocks for the company’s continued evolution.

‘Across the country, we need to be able to create the opportunities to grow further,’ says Taylor. ‘We are looking at other opportunities. We opened our first drive-thru in June, and we are piloting click-and-deliver across the country. So we’re exploring a number of other initiatives to put our customers first and to be flexible, but it’s got to be relevant to Greggs as a food-on-the-go operator, not just because the competition are doing it.

‘So the transformation programme has been a foundation that will allow us to explore a number of different growth opportunities. But bedding it in is the most important thing first – rushing off to chase new technologies is not what the desire is here.’

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Ben was Vitesse Media's editorial director, leading content creation and editorial strategy across all Vitesse products, including its market-leading B2B and consumer magazines, websites, research and... More by Ben Rossi

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Greggs: Solid Results Underline Strength Of Business Model

Greggs continues to experience substantial growth opportunities and has a proven business model.
The company's 2023 preliminary results showed strong growth, with like-for-like sales increasing by 8.2% in the first nine weeks of the year.
GGGSF's finances are attractive, with net cash and cash equivalents of £195.3m and a pre-tax profit margin of 10.4%.

Carl Court/Getty Images News

U.K. bakery chain Greggs ( OTCPK:GGGSF ) continues to power ahead and has substantial growth opportunities left to it.

My last piece on Greggs was my October buy note. Since then, the London-listed shares have moved up 14%.

A Recap on the Investment Case

Greggs is one of those culturally specific businesses that it helps to have seen in person to understand the appeal. That said, it is a pretty basic formula. The bakery chain enjoys economies of scale thanks to its large footprint in the U.K. It has expanded in multiple ways over the past decade or so beyond merely the store network: breakfast is now a bigger part of the offering (and it is now the U.K. market leader for to-go breakfasts), hot drinks have gained prominence and an app has likely helped the company boost sales.

Greggs' food tastes fine to me: I see it as more healthy than fast food from the likes of McDonald's ( MCD ), for example. Perhaps more importantly I also regard it as more filling. A steak bake sates my hunger for longer than a hamburger.

In fact, having written the above and then decided to compare the actual nutritional value (in absolute not pro rata weight terms) of a common item from both companies, Greggs does better on some things but McDonalds on others. Still, I think a lot of British consumers have less negative health connotations with Greggs than with many hot fast foods.


Energy kJ	1382	1768
Energy kcal	329	423
Fat (G)	22	23
of which Saturates	12	8.3
Carbohydrate (G)	24	28
of which Sugars	0	3.2
Fibre (G)	unlisted	2.2
Protein (G)	9.4	25
Salt (G)	1.6	1.8

Table compiled by author using data from company websites

Another important part of the value proposition here is convenience. Greggs has a large number of town and city centre locations. I can go in, order, pay in cash and often be out the door quickly (not obvious from the above picture, I grant).

For builders buying breakfast on the way to a construction site, for example, I think this is a significant benefit. McDonald's overly complicated instore screen-based ordering system and wait time can lead to less convenience in such situations.

So the Greggs model is basic but is proven, it works well and I think it has a long growth runway. Not only do I see ongoing growth opportunities in the U.K. but I think the model could be rolled out almost without significant change in Ireland, the Netherlands, Belgium (perhaps), Poland, parts of eastern Europe, Australia, New Zealand and South Africa.

Business Continues to Build Momentum

This month the company released its 2023 prelim results and they were strong.

Company prelim results announcement

It added that like-for-like sales in company-owned shops grew 8.2% in the first nine weeks of the current year.

What was behind the growth?

Basically Greggs just keeps rolling out a proven formula. 145 net new stores mean the estate ended 2023 at 2,473 shops - and I expect that to keep growing. The company is targetting 140-160 net openings this year and says there is a "clear opportunity" for significantly more than 3,000 U.K. shops over the longer term. That in itself could add around 25% to revenues in my view.

Evening trade has been growing, with 1,200 sites open till seven o'clock or later. Greggs' historic heartland was lunch, it then grew its breakfast offering and is now extending to dinnertimes. That should allow it to use the same existing infrastructure to support more sales.

It is expanding its logistics capacity with two new sites due to come onstream this year and has installed a fourth line at its main centralised production facility.

In the absence of an unforeseen event like a lockdown hurting demand, I expect Greggs to continue growing strongly in the next several years.

Finances are Attractive

The company ended last year with net cash and cash equivalents of £195.3m. Its financing needs are to a significant extent driven by its own choices about how fast to expand and it has managed that successfully for a long time: I expect that should remain the case.

Earnings per share grew last year and the company declared a special dividend.

The pre-tax profit margin last year was 10.4%. Compare that to 33.6% at McDonalds. While Greggs has moved to a model of both company-owned and franchised shops, at its heart the business model here is a commodity food production business vertically integrated with a branded retail offering. In business model terms that is significantly less financially attractive than the sort of licensing and franchising operations common to large U.S. fast food operators like McDonald's.

Still, I like Gregg's balance sheet, profitability and proven business model. Operating cashflows were £310m but net free cash flow was only £3.7m. Dividends (and a small number of share buybacks) contributed to outflows, but the other two main drivers were capex and repaying principal on lease liabilities, both of which I see as positive for the long-term investment case.

The declaration of a special dividend to distribute excess cash to shareholders further underlined the company's current robust financial position.

Valuation Looks Fair

Using post-tax earnings, Greggs now sells on a price-to-earnings ratio of 20.

For a solid company with strong growth prospects, I think that is fair but I do not think it is cheap. I do like the long-term outlook for the business, so I maintain my "buy" rating.

Editor's Note: This article discusses one or more securities that do not trade on a major U.S. exchange. Please be aware of the risks associated with these stocks.

This article was written by

Analyst’s Disclosure: I/we have no stock, option or similar derivative position in any of the companies mentioned, and no plans to initiate any such positions within the next 72 hours. I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

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Greggs: an agile approach to strategy & business model thinking

Posted on: August 7, 2019 in Strategy, growth & innovation

When John died in 1964, the bakery was taken over by Ian, and major expansion began, including the acquisitions of other bakeries such as the Bakers Oven chain from Allied Bakeries in 1994.

So what are the lessons from the success of Greggs changing its business strategy and model that we take into our startup thinking?

1. Be agile in how you connect with customers

2. Build your brand to face your market

Greggs has in recent years persistently bucked the wider trend on UK high streets, where most retailers are struggling to compete as sales shift online and the cost of running stores rises.

3. Look forwards, not backwards with your product offering

The company also believes it can take advantage of rising demand for food ‘customisation’, driven by allergies and ‘food avoidance’ preferences, and its stores now make sandwiches to request.

4. Be clear about your marketing message & tone of voice

5. Don’t let your business model become stale

6. Ensure your folks keep clear heads

get in touch today

Greggs: The Strategic Issues Analysis Case Study

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Introduction

Strategic issue diagnosis, external analysis, internal analysis, works cited.

Greggs is a popular business in the United Kingdom since it provides customers with high-quality food. The business has a rich history explaining how the company overcame various challenges. The current environment also offers many issues that should be properly managed. That is why the given report assesses strategic issues of Greggs and focuses on the internal and external conditions that determine how the organization develops.

Business Issues

The given company represents the UK food-on-the-go industry, and it is reasonable to consider its life cycle. The field has a vast history and was experiencing a dramatic increase pre-pandemic. For example, the UK market was worth £18.9 billion in 2019, but the crisis led to its estimated value of £15.6 billion in 2021 (Heath par. 2). That is why the industry is currently facing an economic downturn resulting in financial losses for individual businesses.

The life cycle of the selected organization also deserves attention. The company emerged 80 years ago when John Gregg started delivering fresh eggs and yeast by pushbike (Greggs, “Our History” par. 1). The first shop was opened ten years later, and it gave rise to a large system, including almost 2,000 stores today (Greggs, “Our History” par. 4). Throughout its history, Greggs attempted to satisfy customers’ needs and expectations, which explains the development of a vegetarian menu, free Wi-Fi, and so on (Greggs, “Our History” par. 2-3). This information demonstrates that the organization is ready to make strategic decisions to promote growth.

Cultural Issues

The cultural web is a helpful tool that relies on numerous elements to assess Greggs culture. Firstly, the Stories component reveals that the organization positions itself as a major employer and a provider of healthy food, while ordinary citizens appreciate it. Secondly, Greggs relies on many symbols to establish and distribute its cultural values. In particular, the company uses unique stores interior and exterior design, customized packages, and specific gift cards. The organization invests in marketing, meaning that Greggs advertisements appear at cars and on streets. Thirdly, routines and rituals represent the accepted norms and practices governing the workforce. The company has regular meetings for the board of directors, while rituals are developed for ordinary employees (Greggs, “People” par. 3-8). For instance, the business provides individual workers with a rewarding system, training and growth opportunities, and an equal environment.

Fourthly, the organization relies on a specific control system to ensure that employees correctly perform their duties. Greggs provides its workers with competitive salaries and shares a part of the overall profits with them (“People” par. 5). Fifthly, the company’s power structure is represented by the board of directors, including eight highly skilled and experienced professionals. Finally, the business’s organizational structure consists of a few departments, each of which is responsible for a particular business area. This information concludes that Greggs is an example of task culture. The rationale behind this statement is that the organization is divided into departments, i.e., teams, and each of them is expected to solve issues within its responsibility area. All the teams and their members join their efforts to contribute to the business development.

Political/Governance Issues

Greggs has two groups of stakeholders, including internal and external ones. Internal stakeholders are employees and executives, while customers and suppliers represent outside ones. A mapping activity allows for identifying the meaning of these groups and how the business should address them. Executives have high interest and power, meaning that they should receive the most attention. Suppliers have low interest and power, and the company should monitor them. Low interest and high power characterize customers, and Greggs should keep them satisfied. Finally, employees feature high interest and low power, denoting that the organization should keep them informed.

A principal-agent issue emerges when it is necessary to hire new employees. Since managers cannot have exhaustive information about candidates’ performance, their hiring involves risks that can affect the entire organization. The organization tries to minimize these hazards and ensure all the employees effectively engage in performing their obligations. Competitive salaries and additional bonuses serve as an effective motivation for workers.

In addition to that, Greggs draws significant attention to corporate social responsibility. In 2021, it announced “The Greggs Pledge,” highlighting the objectives and positive changes that the business wants to achieve. In particular, the company advocates for stronger and healthier communities, promises to establish a carbon-neutral and zero-waste business, promotes diversity, and establishes sustainable operations (Greggs, “The Greggs Pledge” 4). These goals demonstrate that the organization understands its social responsibility and does its best to improve the world.

Macro Level Issues

The PEST analysis is helpful since it can reveal what specific political, economic, social, and technological forces affect the business. Firstly, the UK government is serious about food safety, meaning that Greggs should satisfy such standards to operate within this environment. Secondly, economic conditions significantly deteriorated when the COVID-19 pandemic shocked the world. The organization lost a significant part of its revenues and is currently struggling to reach pre-crisis levels. Thirdly, social forces are positive for Greggs because the organization has high brand awareness, and customers positively assess it. Fourthly, the company benefits from technological achievements because free Wi-Fi and online marketing tools attract more customers. Macro-level scenarios imply that the organization should use its internal and external strengths to mitigate adverse impacts of political and economic issues.

Market and Industry Analysis

Greggs relates to the strategic group of fast-food restaurants, meaning that the business should prioritize specific values. For instance, they are timely service, an efficient supply chain, and a professional workforce. Greggs offers products for the middle class, including representatives of all races, genders, and ethnicities. Simultaneously, the Five Forces analysis demonstrates that the organization’s position in the industry is challenging. The threat of new entrants is not high, but Greggs still has to invest in innovation and growth to have an advantage over new players. The bargaining power of suppliers is medium, and the organization should diversify its supply chain and cooperate with multiple partners to mitigate risks. Buyers have a significant force in the market, and Greggs should continue increasing its customer base to protect long-term development. The threat of substitutes is rather high, and the company should offer high-quality services and products to address it. Finally, Greggs should differentiate its brand to compete with numerous rivals.

Environment-Organization Fit

The selected company does its best to ensure that it positively affects the environment. Greggs scans for its impact on nature and develops specific goals to minimize this harm. In particular, the business announced that it would use less packaging, reduce carbon emissions, and decrease the amount of waste (Greggs, “The Greggs Pledge” 4). However, the company does not mention that it relied on Big Data and analytics to address the issues.

SBU Analysis

The organization consists of a few strategic business units, and thye join their efforts to create a value chain. In particular, there are three committees, including the audit, remuneration, and nominations ones (Greggs, “Board Committees”). Simultaneously, the Chief Executive Officer presides over the operating board with its responsibilities. The given value system implies that these bodies are responsible for different activities that are performed to ensure that Greggs can adequately offer service and products to customers.

Organizational Architecture

The previous section has already commented on what committees are involved in Greggs management. However, it is now reasonable to comment on what relationships exist among individual bodies. Horizontal links have occurred among the committees that are subordinate to the board of directors (see fig. 1). The synergy among all these establishments results in the fact that the business has a rather effective and clear organizational architecture.

Financial Resources

Financial analysis of the business reveals mixed results that deserve attention. On the one hand, the company’s financial report demonstrates that the 2021 total sales increased to £1,229.7 million from £811.3 million in 2020 (Greggs, “Annual Reports” 1). However, the price-to-earnings ratio is 20.82, which is significantly lower compared to the average industry value (Investing.com). These findings reveal that both positive and negative features can be found.

Integrative Internal Analysis

Greggs has a few generic strengths that allow it to withstand the crisis. Drawing attention to workforce training and development is one of them. Since the company has a skillful workforce, it can easily overcome different challenges. In addition to that, this characteristic feature provides the organization with numerous capabilities to develop and grow. Consequently, Greggs should invest more resources to attract and retain experienced employees.

The report has presented an analysis of Greggs as well as its external and internal environments. The COVID-19 pandemic brought many challenges, and the company was forced to deal with versatile consequences. However, the findings reveal that the organization has sufficient resources to mitigate the challenges. In particular, social and technological conditions, as well as an experienced workforce, provide Greggs with effective resources to keep developing.

Greggs. “Annual Reports and Accounts 2021.” Web.

“Board Committees.” Web.

“Our History.” Web.

“People.” Web.

“The Greggs Pledge.” Web.

Heath, Kim. “Will the UK Food-To-Go Market Get Back to Growth Post Pandemic?” AHDB, 2022.

Investing.com. “Greggs PLC.” 2022.

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IvyPanda. (2023, July 17). Greggs: The Strategic Issues Analysis. https://ivypanda.com/essays/greggs-the-strategic-issues-analysis/

"Greggs: The Strategic Issues Analysis." IvyPanda , 17 July 2023, ivypanda.com/essays/greggs-the-strategic-issues-analysis/.

IvyPanda . (2023) 'Greggs: The Strategic Issues Analysis'. 17 July.

IvyPanda . 2023. "Greggs: The Strategic Issues Analysis." July 17, 2023. https://ivypanda.com/essays/greggs-the-strategic-issues-analysis/.

1. IvyPanda . "Greggs: The Strategic Issues Analysis." July 17, 2023. https://ivypanda.com/essays/greggs-the-strategic-issues-analysis/.

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IvyPanda . "Greggs: The Strategic Issues Analysis." July 17, 2023. https://ivypanda.com/essays/greggs-the-strategic-issues-analysis/.

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Edexcel A2 Business Unit 4a - Greggs Case Study Analysis

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Greggs uses Paragon’s route optimisation software to support business transformation

With the food-on-the-go sector rapidly expanding in the UK, specialists such as Greggs are facing growing pressure on their supply chains to meet changing customer demands.

Greggs has undertaken an ambitious £100 million investment to reshape its supply chain, supporting the transformation from a decentralised traditional bakery business into a centrally-run, food-on-the-go brand that can meet the choice and availability customers demand. The retailer has also expanded beyond its traditional place on the high street to new locations on retail and industrial parks, motorway service stations and travel hubs.

As a result of all these changes, distribution planning has become progressively more complex. Greggs’ team of transport planners uses Paragon’s route optimisation software extensively to simplify the planning process, target efficiency savings and maintain service standards.

Greggs uses Paragon's routing and scheduling software to support business transformation

Quick facts:

UK's leading bakery food-on-the-go retailer
1,800 shops serving more than six million customers every day
3,500 stores deliveries every day
250 temperature-controlled rigid vehicles driven by a team of 600 drivers working across two shifts
25 tractor units used for trunking between regional distribution centres
Time-sensitive access restrictions and strict delivery windows

Benefits reported:

Simplified the planning process
Supported business transformation
Removed almost 900 miles a week from local plans
Reduced CO2 emissions by around 35 tonnes per year

Related products

Multi depot.

Route optimisation software for operations which have vehicles and drivers at multiple locations and want to simplify their planning process.

Street Level Mapping

Complementary module for operations planning deliveries in dense urban areas and requiring greater precision.

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Greggs Plc - Strategy, SWOT and Corporate Finance Report

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Table of Contents
Description
Related Reports
Detailed information on Greggs Plc required for business and competitor intelligence needs
A study of the major internal and external factors affecting Greggs Plc in the form of a SWOT analysis
An in-depth view of the business model of Greggs Plc including a breakdown and examination of key business segments
Intelligence on Greggs Plc's mergers and acquisitions (MandA), strategic partnerships and alliances, capital raising, private equity transactions, and financial and legal advisors
News about Greggs Plc, such as business expansion, restructuring, and contract wins
Large number of easy-to-grasp charts and graphs that present important data and key trends
Gain understanding of Greggs Plc and the factors that influence its strategies.
Track strategic initiatives of the company and latest corporate news and actions.
Assess Greggs Plc as a prospective partner, vendor or supplier.
Support sales activities by understanding your customers' businesses better.
Stay up to date on Greggs Plc's business structure, strategy and prospects.

Company Snapshot Greggs Plc: Company Overview Greggs Plc: Overview and Key Facts Greggs Plc: Overview Greggs Plc: Key Facts Greggs Plc: Key Employees Greggs Plc: Key Employee Biographies Greggs Plc: Major Products and Services Greggs Plc: Company History Greggs Plc: Management Statement Greggs Plc: Locations and Subsidiaries Greggs Plc: Key Competitors Greggs Plc: Company Analysis Greggs Plc: Business Description Greggs Plc: SWOT Analysis Greggs Plc: SWOT Overview Greggs Plc: Strengths Greggs Plc: Weaknesses Greggs Plc: Opportunities Greggs Plc: Threats Greggs Plc: Recent Developments Greggs Plc: News and Events Summary Greggs Plc: Business Expansion Greggs Plc: Strategy and Operations Appendix Contact Us Methodology About MarketLine List of Tables Table 1: Greggs Plc: Key Facts Table 2: Greggs Plc: Key Employees Table 3: Greggs Plc: Company History Table 4: Greggs Plc: Locations and Subsidiaries Table 5: Greggs Plc: Key Competitors Table 6: Greggs Plc: News and Events Summary Table 7: Greggs Plc: Business Expansion Table 8: Greggs Plc: Strategy and Operations

Greggs Plc - Company Profile and SWOT Analysis

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Better business

We pledge to increase the diversity of our workforce, and to use our purchasing power responsibly, with the aim of making things better in our supply chain.

The outside of a Greggs eco store. A woman enters through the door and eco messaging is displayed on signs.

Continuing to raise our game

The corporate world can be a powerful force for good when it is guided by a moral compass..

We have always strived to be a good corporate citizen and to treat everyone – our employees, suppliers, partners, and customers – with fairness, consideration, and respect. As well as continuing to support our communities by paying our taxes and providing thousands of fairly-paid jobs, we are redoubling our efforts to make Greggs a great place to work. We want to be an inclusive employer that our colleagues recommend to their friends. We’re also setting high standards for what we purchase, with the aim of making things better in our supply chain and working collaboratively with our suppliers, so they raise their game too.

Greggs is a great place to work

We know that our people are our most valuable asset, so we make sure that our colleagues are paid fairly, treated well, and given the training and opportunities they deserve. We believe all our people should share in our success every year, 10% of our profits are shared among our colleagues. 

We are embracing diversity

We pride ourselves on our culture, creating an environment which is inclusive of everyone and recognise that difference is good. We want all of our colleagues to feel welcome and able to be themselves at work, whatever their background, preferences, or beliefs.

We source sustainably

We believe in doing business in a way that helps to make both our planet and our communities safer and better. That means having sound social, ethical, and environmental practices and choosing suppliers who share our values.

We care about protecting animal welfare

Farm Animal Welfare is a priority for Greggs: avoiding the abuse or exploitation of animals is consistent with our values as an ethical business. This includes all livestock and seafood species reared or caught for supply to us. We’re working in partnership with our suppliers to continue to raise standards over time.

The Greggs Pledge

Download our 2023 progress report.

In 2021, we launched The Greggs Pledge, setting out ten commitments to help make the world a better place. Read more about our progress in our latest report, published April 2024.

Making sure Greggs is a great place to work

At greggs, we pride ourselves on our culture, creating an environment which is inclusive..

We want everyone to to feel welcome and to be able to be themselves at work, whatever their background, preferences or beliefs. We recognise that difference is good.

We understand that diversity makes our business stronger, it makes us a more welcoming place. If our colleagues are representatives of the communities Greggs serve, we can better understand our customers and make sure they have a great experience when they shop with us.

We don't believe it's enough just to say we're a company for everyone, we like to show it too.

We reward our colleagues and have a great package of benefits

We pay everyone more than the National Living Wage – not just those over the age of 25. Every year, we share ten per cent of our profits with employees.

All well as a company-contributory pension scheme and access to childcare vouchers, we have two share schemes that give our people an opportunity to own part of the business. The Greggs Share Incentive Plan (SIP) lets people reinvest their profit share into Greggs shares, and our annual Save-As-You-Earn (SAYE) share plan allows them to buy Greggs shares at a discount. Everyone who works for us can take advantage of a range of local and national discounts on everything from gym membership and car insurance to mobile phone contracts and restaurant offers. They can also participate in the Cycle2Work scheme, a salary sacrifice initiative that lets them hire a bike from us to help them get to work. And our people also get a 50% discount on Greggs-brand products in our shops.

We are an inclusive employer

A major part of The Greggs Pledge is to ensure that our workforce reflects the communities we serve. That means making our workplaces welcoming to everyone, regardless of gender, ethnicity, sexuality or disability.

We invest in training and developing our people

In addition to our operational training programmes (on-the-job, task-specific training), we run ‘espresso’ training sessions to build knowledge, skills, and behaviours. These interactive 90-minute sessions are designed to kick-start learning – participants are then directed to other learning tools if they want to take it to the next level. Our internal training and development programmes are first class, and if growing a career within Greggs is something our colleagues like to do, we’ll support them every step of the way, helping them be prepared for internal opportunities, whether they’re within retail, manufacturing and logistics or management and support.

If you'd like to learn what it is like to work for us visit careers.greggs.co.uk

Embracing diversity

We want our colleagues to feel welcome and able to be themselves at work, whatever their background, preferences, or beliefs. .

At Greggs, we pride ourselves on our culture, and on creating an environment which is inclusive of everyone. We recognise that difference is good. Not only does greater diversity make our business stronger, it makes us a more welcoming place. And if our colleagues are representative of the communities we serve, we can better understand our customers and make sure they have a great experience when they visit us.

By 2025, our workforce will reflect the communities we serve.

National equality standard.

In May 2022, we were proud to be awarded the National Equality Standard (NES) in recognition of our efforts to improve diversity & inclusion (D&I) across the business.

To achieve NES certification, organisations are independently reviewed via a rigorous assessment against defined set of criteria and best practice standards. Achieving NES accreditation forms a key part of The Greggs Pledge commitment to ‘Embracing Diversity’. Being awarded the standard is an important step in Greggs’ journey to continuously improve in this area, enhance D&I across the business and ensure its colleagues increasingly reflect the communities the company serves.

We are strengthening our competencies

We have signed up to the British Retail Consortium’s Better Job Diversity and Inclusion Charter ( see here ) and the Business in the Community Race at Work Charter and joined the Valuable 500, a global business collective made up of 500 CEOs and their companies, innovating together for disability inclusion. With support from EY, Greggs has been assessed against the National Equality Standard, has recently gained accreditation. Key criteria include having leaders who advocate for diversity and inclusion, supporting people throughout their employment journey and having strategies in place to drive change. We have reviewed our policies to ensure they are inclusive of everyone. Greggs recently introduced a Menopause Policy and a Transitioning at Work Policy.

We are building awareness and understanding

Training is a valuable tool in raising awareness of the importance of diversity. All staff are encouraged to complete an e-learning module about diversity and our managers and supervisors receive training on inclusive leadership and management. We want to make sure they are leading and recruiting in an inclusive way and are conscious of their own bias and how this may impact their decisions.

We recruit for diversity

We have reviewed our recruitment processes and have updated our recruitment paperwork and training. We want to attract diverse candidates and ensure that everybody feels included throughout the candidate journey.

We recognise hidden disabilities

Some disabilities, like autism or chronic pain, can be invisible to the people around you. We have joined the Hidden Disabilities Sunflower Scheme and provided training on non-visible disabilities. Colleagues with a hidden disability are welcome to wear a sunflower badge at work so their colleagues know they face additional challenges.

We have support networks in place

Our three colleague networks provide a brilliant opportunity for colleagues from minority groups and their allies, to get together and share their own personal experiences, offer feedback on the way we do things at Greggs and provide support to one another.

Each network is attended by colleagues from around the business, Operating Board Directors sponsor each network, meaning we have the right people tuning in to help build a truly inclusive workplace which values, acknowledges and empowers our colleagues.

We help people into work

Fresh start .

Our Fresh Start initiative reaches candidates who might not normally apply through our mainstream recruitment processes and encourages people from diverse backgrounds to learn about the great opportunities that Greggs has to offer.

At Greggs we understand that not everybody is always job ready, sometimes things happen which might mean that you haven’t been able to work for a period. We believe that by not overlooking a person because of their past we can support and develop them to their full potential.

Fresh Start’s five year plan has enabled us to reach over 3,400 candidates to date and offer over 2,300 work experience hours with over 175 job offers, and these figures are still growing.

Sourcing sustainability

We believe in doing business in a way that helps to make both our planet and our communities safer and better. .

That means having sound social, ethical and environmental practices and choosing suppliers who share our values. During 2021, we devised a five-year strategic plan to make sure that our approach to sourcing ingredients and packaging is as sustainable as our customers would expect. Our plan builds on the progress that we have made in recent years – particularly in the areas of modern slavery, animal welfare and climate change – as well as setting out clearer targets on the issues of deforestation and packaging pollution.

By 2025, we will have a robust Responsible Sourcing Strategy in place and will report annually on progress towards our targets

We want to tackle modern slavery .

We aim to create safer, better communities. Respecting human rights is one of our core values: we believe that our employees deserve the right to live and work with dignity and respect, and we believe that the people employed by our suppliers and business partners deserve the same. We have zero tolerance for any form of slavery, forced labour or human trafficking in our business or in our supply chain, whether within the UK or overseas. We take steps to ensure that sound social and ethical practices are upheld, as outlined in our Modern Slavery Policy published every year.

We are supporters of Fairtrade

Since 2005, all our coffee beans and fruit have been sourced entirely from Fairtrade accredited suppliers, and over the years we have added apple juice, orange juice, sugar sticks, sugar syrup, hot chocolate, black tea, mint tea, and green tea to our Fairtrade commitments. In 2021, we added chocolate to the list. This allows us to support marginalised producers in developing countries by guaranteeing a minimum price and a Fairtrade premium. This secure income allows producers to plan for a more sustainable future as well as support their local communities through investment in local schools, health care and infrastructure. Between 2005 and 2023, we contributed over £7.6 million in Fairtrade premium.

We are trying to combat deforestation

We know that certain ingredients are associated with a high risk of deforestation due to clearing land to make space to raise livestock or grow crops. We have a role to play in protecting and improving forests and woodland and want to ensure that the products we sell have not led to the degradation or conversion of forests into farmland.

Not only is deforestation a contributor to climate change but it also leads to the loss of biodiversity and is linked to the exploitation of workers, indigenous people and local communities.

We are collaborating with our suppliers, a range of non-profit organisations and technical partners to refine and develop our approach. In 2022, for the first time, we disclosed information to the Carbon Disclosure Project about all the forest-risk commodities we source. These are palm oil, wood or paper, soy, cocoa and beef.

Today, 100% of the palm oil we use is Roundtable on Sustainable Palm Oil (RSPO) certified sustainable, 100% of our coffee is Fairtrade certified, 100% of all direct purchases of soy are certified as sustainable, 100% of direct purchases of chocolate are Fairtrade certified and we are working towards 2025 targets on the other commodities:

Soy: 100% certified sustainable by the end of 2025

Greggs is a member of the UK Roundtable on Sustainable Soya (RTSS), and a signatory of UK Soy Manifesto. We are proud that all the soy we buy directly is now certified as sustainable.

Wood-based products: 100% certified sustainable  

We only procure paper and board for our own brand packaging from certified sustainably managed forests, as confirmed by either the FSC or PEFC schemes.

Palm oil: 100% RSPO certified sustainable

 All declared ingredients which contain palm oil must be RSPO certified. Any liquid or boxed palm oil purchased by Greggs must be fully segregated and RSPO certified. In addition, we are committed members of the Roundtable on Sustainable Palm Oil (RSPO), which looks to minimise the negative impact of palm oil cultivation on the environments and communities in which it’s sourced.

Cocoa: 100% Fairtrade or Rainforest Alliance certified by the end of 2025

By the end of 2025, we want to tell our customers that 100% of the cocoa in our products is Fairtrade certified. We started with chocolate, and by the end of 2022 all our direct purchases contained Fairtrade certified cocoa. By the end of 2023, we want to be able to say the same of all products that contain chocolate as an ingredient too.

Beef: 100% reared on land that is Deforestation and Conversion Free (DCF) by the end of 2025

The brisket that we purchase directly is reared on land in the UK or Europe which has not been deforested or converted and we are investigating similar sources for corned beef too. During 2022, we surveyed all our suppliers of beef, and products that contain beef, to better understand what further work is required to meet our 2025 target.

We work in partnership with our suppliers

We will only work with suppliers who source their goods from farms accredited with these schemes: Red Tractor, GLOBAL G.A.P (Good Agricultural Practice) and Vegaplan. After all, it’s important to us that we’re considerate of our impact on the environment, from farm to fork. We pay our suppliers promptly and offer reduced payment terms of 30 days to our smallest suppliers. We have made all our existing suppliers aware of our Responsible Sourcing Policy and, when we select a new supplier, we evaluate their environmental, social and ethical performance to ensure they can meet our high standards. As we continue to raise our game, we are collaborating with our suppliers to help raise theirs too. To ensure we treat suppliers fairly and do not transfer excessive risks and costs onto them that in turn stifle their innovation and growth, further principles are set out within the Greggs Procurement Code of Conduct . Greggs is listed on the Corporate Ethics Register of the Chartered Institute of Procurement and Supply. This demonstrates that, over the past year, we have taken proactive steps to safeguard against unethical conduct in procurement and supply management.

Promoting animal welfare

Farm animal welfare is a priority for greggs: avoiding the abuse or exploitation of animals is consistent with our values as an ethical business..

We expect all of our meat, fish, dairy products and eggs to come from animals that have been well treated. Our Farm Animal Welfare Strategy sets out our expectations for our suppliers.

Our ambition

We participated in the first Business Benchmark on farm animal welfare in 2012 and have done so ever since. It is the leading global measure for farm animal welfare management, policy commitment, performance and disclosure in food companies. Over the last eight years, we’ve worked with our suppliers to implement the Greggs Farm Animal Welfare Standards to avoid the abuse or exploitation of animals. As a result, we climbed from Tier 5 in the Business Benchmark in 2012 to Tier 2 in 2016 – and have held that standard ever since. Our intention is to take a leadership position on farm animal welfare by improving how we report on welfare measures.

By 2025, we will secure and maintain Tier 1 in the Business Benchmark on farm animal welfare.

Our farm animal welfare standards .

We have eight farm animal welfare standards that we ask our suppliers to meet:

Every animal is stunned before slaughter

No animal is transported for over 8 hours

No animal is kept in close confinement

No pigs are reared using sow stalls

No animals are reared using growth promoting substances

No animals are genetically modified or cloned

No dairy cow is tethered

No dairy cow has its tail docked

These standards are based on our farm animal welfare policies. In some cases, we have already achieved our objectives and are now maintaining them. In others, we’re working with our suppliers to move closer to our goal. We monitor each of these key performance indicators through supplier questionnaires, third party accreditations, site visits, trace audits, and farm animal welfare audits. To read more about these standards, and to see how we are doing on each measure, please read our Farm Animal Welfare Strategy.

Free-range laying hens

Whether we buy them as whole eggs or as a liquid, 100% of the eggs we use come from free-range hens. This means hens that spend their lives free from close confinement such as cages and have more freedom to move around and that are given access to an outside range. They are also able to express their normal behaviour including perching and pecking: chickens like to sit at a height and pecking is one of their basic needs. The benefit of these interventions is seen in both the hens’ mental wellbeing and their behaviour. Measurable outcomes include the hens’ reactions (to humans, novelty, fear and comfort) and the time they spend expressing normal behaviour like pecking, perching, dust bathing and socialising.

Reducing stocking density for broiler chickens

Stocking density is the measure used to calculate how much space and freedom a chicken has to move around in. It is measured in kilos per square metre and, the lower the number, the more space they have.

We have set a maximum stocking density of 38kg per square metre which goes beyond EU and UK legislation. We want to go further and are working with our suppliers to increase the proportion reared at 30kg per square metre or less. We report on this figure annually: in 2023, 65% of our broiler chickens were raised at this stocking density or lower. This was lower than in previous years due to supply chain challenges related to Covid-19 but, by 2026, we hope to reach 100%.

In addition to this, we have demonstrated our commitment to improving the welfare of broiler chickens by signing up to the European Chicken Commitment (ECC).

We also took the decision to create the Greggs Broiler Standard which focuses on the two areas of the ECC which we believe have the greatest impact on chicken welfare: stocking density and mobility and we introduced this in 2024.

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Greggs case study: building back better with new Fairtrade commitments

Greggs are a long-standing and unique partner with Fairtrade in food-on-the-go retail.

Greggs and Fairtrade: a success story on-the-go

The partnership started in 2006 when Greggs introduced Fairtrade coffee. It has since gone from strength to strength.

Read the interview with Malcolm Copland, Greggs’ commercial director.

Greggs’ Fairtrade commitments now include:

Coffee beans
Apple juice
Orange juice
Sugar sticks
Sugar syrup
Hot chocolate

Over the last 17 years, Greggs have generated over £6.1 million in Fairtrade Premium for farmers and workers across their supply chains, from sales of coffee, tea, hot chocolate, fruit juice, sugar, cookies, and bananas. In 2021 alone, Greggs generated £1m in Fairtrade Premium for farmers and workers.

The Greggs Pledge

Greggs’ commitment in 2021 to sourcing its chocolate from Fairtrade forms part of the company’s sustainability plan, The Greggs Pledge. This pledge supports Greggs’ commitment to sourcing sustainably and having a robust Responsible Sourcing Strategy in place by 2025.

Start a conversation. They’re nice people at Fairtrade. Malcolm Copland, Greggs’ Commercial Director

The pledge, launched in February 2021, sets out the company’s 10 commitments to help make the world a better place by 2025. These commitments are aligned with the ambitions of the United Nations Sustainable Development Goals (SDGs).

This has a hugely positive impact for cocoa farmers as it supports improved household income, helps track climate change, and strengthens women’s empowerment.

Interview with Malcolm Copland, Commercial Director at Greggs

Malcolm Copland, Commercial Director at Greggs, spoke to Fairtrade Foundation’s Will Browning, Head of Partnership Development, about the success of the partnership.

Will: Can you tell us how things have been for Greggs during the pandemic and about your decision to go ahead with your commitment despite the bleak environment? Malcolm: When it came to the values of the business, protecting our people was key, but we also wanted to rapidly progress with some of the plans we had in place and the work that we were doing with Fairtrade. It was important for us to accelerate the plans into chocolate. We were delighted to be able to do that for our supplier partners. Will: Why did Greggs first start working with Fairtrade? Malcolm: It was very much about our values, particularly around providing quality products and doing the right thing as a business. At the time, we were entering into the coffee market and we wanted to ensure that we could deliver something back in the supply chain. Because it was an independent certificate, Fairtrade enabled us to demonstrate that we were treating farmers fairly. And that’s why the certification was very important to us; because it reflected the values of the Greggs business, developed 86 years ago.

Through the Greggs Foundation with our breakfast clubs and what we do within the communities where we operate in the United Kingdom, there was a great synergy. Will: What you are most proud of since you first started out on your Fairtrade journey? Malcolm: I’m proud of being Fairtrade’s strategic partner for food-on-the-go when it comes to Fairtrade Fortnight. I’m also proud of working on collaborative marketing campaigns to highlight the benefits of Fairtrade to our customers and communities.

The things that personally have touched me, are that we’ve had farmers coming into Greggs. They have met our retail teams and our Board.

I remember a couple of female farmers talking about what Fairtrade has meant to their communities and to them personally – in terms of the social equity. And how it has transformed their lives and the lives of their families. That was important to us to hear first-hand. And I think has really impacted us very strongly in terms of doing more with Fairtrade across more categories as well.

It makes the hairs at the back of my neck stand up thinking of how impactful it was and how it touched so many people. Malcolm Copland

The second highlight was when our retail team went to meet some of the farmers. We then brought the story back into the Greggs annual conference. Seeing on the big screen the story of the team meeting the farmers and listening to what Fairtrade meant to them. I really don’t think there was a dry eye in the house.

And to this day it makes the hairs at the back of my neck stand up thinking of how impactful it was and how it touched so many people. These things have made such a big difference in terms of making it real for people. These things have made such a big difference in terms of making it real for people. Will: In 2021, Greggs launched The Greggs Pledge, which includes 10 commitments to make the world a better place by 2025 and beyond. Which of these commitments does Greggs’ partnership with Fairtrade contribute to?

Malcolm: The pledge is very much about our commitment to the planet and communities. We publish our progress against our 10 commitments every year. Fairtrade, we think is key to a number of them. We are committed to growing breakfast clubs and supporting our communities.

Equally, on what Fairtrade does – our coffee commitment means farmers are better equipped to put food on the table for their families. The commitment to reducing food waste is another. Working with our partners across the Fairtrade commodities is key for us in terms of efficient supply chains and ensuring that there’s less wastage. Our commitment to carbon neutral is key and we are collaborating with all of our partners on that. And I think that when we look at building shops in the future, we want our customers to be immersed as well. The shops of the future will enable us to communicate more about Fairtrade. Finally, embracing diversity. We talked already about social equity, the work we’re doing with female farmers, on empowerment and education. That for us is very, very important within Greggs and in our supply chain. All of this goes into our commitment on sustainable procurement as well. Will: What would you like to say to farmers in your Fairtrade supply chains? Malcolm: First a thank you. Thank you for the dedication they have to their profession. They’re obviously working very, very hard to develop themselves and to reinvest back into the communities and back into the profession as well.

Higher farmer standards are fantastic, it means a better-quality product for us. And it also means that we have a better understanding of the supply chain in terms of our carbon footprint.

Their hard work is very much appreciated. Will: How would you like to see the partnership with Fairtrade evolve in the future? Malcolm: Both of our strategies are embracing initiatives on specific themes such as climate, social equity, right to livelihood – which can strengthen the brands’ sustainable sourcing goals. Also to continue to develop a wider impact to ensure a just transition to a low carbon society across our complete supply chain. And making sure the farmers and growers associated are involved in carbon reduction and remain resilient to climate change. Will: And finally, what would you like to say to the rest of your industry about Fairtrade and working with Fairtrade? Malcolm: I think that it would be a great thing to start the conversation with Fairtrade. To really understand the certification and the process. And beyond the certification, in terms of the strategy of where Fairtrade is going beyond 2025 and how that that can support them in their journey, and their strategy.

So, start a conversation. They are nice people at Fairtrade.

Article correct as of July 2022.

Sugar grains in yellow bowl on wood slat mat

Tate & Lyle: Fighting child labour with Fairtrade

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What has contributed to Greggs’ high street success?

Re-positioning of brand

Finding demand

A PR machine

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What’s next for Greggs?

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Continuing to raise our game

Greggs is a great place to work

We are embracing diversity

We source sustainably

We care about protecting animal welfare

The Greggs Pledge

Making sure Greggs is a great place to work

We reward our colleagues and have a great package of benefits

We are an inclusive employer

We invest in training and developing our people

Embracing diversity

By 2025, our workforce will reflect the communities we serve.

Wood-based products: 100% certified sustainable  