Sainsbury’s proposes changes to cut 1,500 roles

Sainsbury’s is proposing to cut 1.500 roles as it looks to adapt its business as part of its Next Level Sainsbury’s strategy.

The plans include simplifying its store support centre structure, creating more efficient contact centre operations, consolidating its general merchandise fulfilment network and improving its bakery offering and availability in some shops.

While plans for the job cuts are subject to consultation, the savings created will be invested back into the business.

Sainsbury’s is looking to simplify the structure for some teams at its store support centre. This will include streamlining some senior leadership structures by making changes to retail, transformation, HR, supply chain and logistics teams.

In addition, the supermarket has been considering how it can work more effectively with third-party partners. This has resulted in a proposal to staff at its Widnes contact centre that its Careline service is run through an existing partner, with the majority of affected colleagues being transferred to that business.

Sainsbury’s has also started to move stores to a more efficient way of baking products in-store, which will lead to it conducting a consultancy process with bakers in the stores.

Meanwhile, the supermarket is speaking to staff in its general merchandise distribution network about potential changes to how and where it moves stock in some locations. These will include more investment in technology and automation which means there will be a need for fewer local fulfilment centres. Sainsburys said this will impact a very small proportion of colleagues who will be redeployed to other roles where possible.

Simon Roberts, chief executive of Sainsbury’s said: “Our Next Level Sainsbury’s strategy is about giving customers more of what they come to Sainsbury’s for – outstanding value, unbeatable quality food and great service. One of the ways we’re going to deliver on this promise is through our Save and Invest to Win programme.

“As we move into the next phase of our strategy, we are making some difficult, but necessary decisions. The proposals we’ve been talking to teams about today are important to ensure we’re better set up to focus on the things that create a real impact for our customers, delivering good food for all of us and building a platform for growth.”