Greggs plc (GRG.L) Bundle
From its humble beginnings in 1939 to a national presence of over 2,600 stores, Greggs plc has built a recognisable brand by sticking to a clear mission-to make freshly prepared, great-tasting food accessible to everyone-and a focused vision to be customers' favourite for food-on-the-go; this customer-first strategy is underpinned by core values of being friendly, inclusive, honest, respectful, hardworking and appreciative, and is matched by ambition on sustainability through The Greggs Pledge, a five-year programme launched in 2021 that sets out ten commitments across building stronger communities, making the planet safer and becoming a better business, with notable progress reported as of December 2025 as Greggs expands its store network, diversifies its menu and strengthens digital channels to meet modern, convenience-driven lifestyles.
Greggs plc (GRG.L) - Intro
Greggs plc is a UK-based bakery chain renowned for freshly prepared food offerings, including its iconic Sausage Roll. Established in 1939, Greggs has grown into a national retail food business focused on accessible, affordable food and convenience for a broad customer base. The company operates an extensive estate of shops, integrates vertically with manufacturing and distribution, and has placed sustainability and community impact at the centre of its corporate strategy.- Founded: 1939
- Retail estate: c. 2,600+ shops across the UK (urban, high street, retail parks, transport hubs)
- Employees: c. 26,000 (including full‑ and part‑time, bakery and shop teams)
- Primary products: savory bakes (Sausage Roll), sandwiches, breakfasts, hot drinks, sandwiches, sweet bakes
- Distribution: national hub-and-spoke bakery and delivery network supplying shops and wholesale customers
- Mission: provide high‑quality, affordable, freshly prepared food at scale to communities across the UK, ensuring accessibility regardless of location or budget.
- Value proposition: convenience, consistent product quality, competitive price points and rapid roll‑out of new products aligned to customer trends.
- Target customers: mass market - commuters, working families, students and convenience shoppers.
- Launch: 2021 (five‑year plan, ten commitments; delivery target 2025)
- Three focus areas:
- Building stronger, healthier communities
- Making the planet safer
- Becoming a better business
- Example commitments: reduce food waste, increase sustainable sourcing, reduce operational carbon, expand community food programmes, improve packaging recyclability, deliver living wage practices across supply chain elements.
| Metric | Most recent annual figure (FY / latest) | Notes / 2025 progress |
|---|---|---|
| Total sales (retail & wholesale) | ~£1.5 billion (annualised recent year) | Strong like‑for‑like growth through menu innovation and shop openings; digital and grab‑and‑go channels expanded. |
| Number of shops | c. 2,600+ | Continued cautious roll‑out with focus on high‑footfall and transport locations; refits improving average ticket. |
| Employees | c. 26,000 | Investment in training, pay progression and apprenticeship programmes aligned to Pledge commitments. |
| Pre‑tax profit | £120-180m (range based on recent trading years) | Margins supported by direct manufacturing, cost control and menu mix; impacted historically by cost inflation years. |
| Carbon / emissions | Scope 1 & 2 reduction target: single‑digit to mid‑double‑digit % by 2025 vs baseline | Energy efficiency measures, LED refits and refrigeration upgrades deployed; some progress reported toward 2025 targets. |
| Food waste | Reduction target: set within Pledge (ambition to halve waste intensity) | Operational changes and redistribution/charity partnerships reduced avoidable waste; progress ongoing into Dec 2025. |
| Community support | Millions of meals / £m value donated (accumulated over multi‑year period) | Expanded community meals and partnerships with local charities; employee volunteering programmes increased. |
| Packaging | Target: increase recyclable/compostable packaging % by 2025 | Switch to mono‑materials and elimination of problematic plastics in core packaging lines reported. |
- Customer first - everyday convenience and value for money.
- Quality & consistency - freshly prepared standards maintained through central manufacturing and shop processes.
- Care for people & communities - active community programmes, charitable partnerships and employee support.
- Environmental responsibility - measurable targets for waste, packaging and emissions through The Greggs Pledge.
- Commercial rigour - disciplined expansion, menu innovation and tight cost control to protect margins and reinvest in the business.
- Retail footprint: growth focused on convenience locations, travel hubs and neighbourhood sites, preserving affordability and accessibility.
- Product strategy: core hero products (Sausage Roll) combined with seasonal innovation and health‑led alternatives to broaden appeal.
- Supply chain: vertical integration in manufacturing and distribution to retain control over quality, costs and sustainability compliance.
- Community programmes: targeted food redistribution, charity partnerships and local engagement driven by Pledge commitments.
- Governance & reporting: increased transparency around ESG metrics and linking executive incentives to sustainability outcomes.
Greggs plc (GRG.L) Overview
Mission Statement Greggs' mission is to make great-tasting and freshly prepared food accessible to everyone, no matter where they live or how much is in their wallet. This mission underpins strategy, operations and product development across the business.- Affordability: core pricing strategy aimed at broad accessibility across income segments.
- Freshness and quality: in-store preparation and central supply-chain standards to maintain consistent product quality.
- Inclusivity and reach: menu and channel decisions designed to serve diverse customer demographics across the UK.
- Customer focus - simple, affordable menus and fast service designed for convenience and repeat visits.
- Operational excellence - efficient supply chain, baking capability and store operations to protect margins while scaling.
- People and community - investment in colleagues, local employment and charitable initiatives (e.g., social bakery and community programmes).
- Sustainability - targets on sourcing, waste reduction and energy efficiency across manufacturing and retail estate.
| Metric | Figure | Year / Note |
|---|---|---|
| Number of shops | ~2,278 | UK estate (company reporting figure) |
| Employees | ~26,000 | Group headcount |
| Revenue / Total sales | £1.96bn | Most recent reported financial year |
| Adjusted operating profit | £169m | Most recent reported financial year |
| Market capitalisation | ~£3.5bn | Approximate public market value (GRG.L) |
- Menu diversification: broadening breakfast, lunch and healthier options to increase basket size and broaden appeal.
- Estate growth: expansion into high streets, service stations and travel hubs to increase accessibility.
- Value initiatives: targeted price points and promotions to protect affordability for lower-income customers.
- Digital & delivery: investment in app, click-and-collect and third-party delivery to reach customers beyond store footprint.
- Capital allocation: reinvestment of cash flow into new shops and refits while maintaining dividend policy tied to profitability.
- Margin management: balancing wage and input-cost pressures via productivity gains and supplier partnerships.
- Growth metrics: tracking like-for-like sales, new-shop openings and digital penetration as KPIs that flow from the mission.
Greggs plc (GRG.L) Mission Statement
Greggs' mission is to provide delicious, affordable and accessible food-on-the-go every day across the UK. That mission is operationalised through a relentless focus on convenience, product quality, value, and customer experience - underpinned by store network growth, menu innovation and digital engagement.- Core focus: food-on-the-go delivered quickly, affordably and consistently.
- Accessibility: broad high-street, retail park and travel-location footprint to meet customers where they are.
- Value: competitive pricing and promotions to drive repeat visits and frequency.
- Quality & innovation: regular new-product rollout (savories, bakery, vegan options and hot drinks) and improved ingredient sourcing.
- Operational excellence: efficient supply chain, centralised manufacturing and in-store standards to maintain margin and service speed.
- Store growth: expansion into travel hubs, high streets and neighbourhood locations to increase accessibility.
- Digital and loyalty: app and click-and-collect investments to boost convenience and repeat custom.
- Product innovation: new lines (seasonal, healthier and plant-based) to broaden appeal.
- Sustainability & sourcing: commitments to reduce waste, improve packaging and responsible sourcing aligned with customer expectations.
| Metric | FY 2022 | FY 2023 |
|---|---|---|
| Group revenue (approx.) | £1.77 billion | £2.21 billion |
| Operating profit (approx.) | £191 million | £216 million |
| Number of shops (year-end) | ~2,277 | ~2,350 |
| Like-for-like retail sales growth | +6.0% | +8.5% |
| Customers served (weekly, approximate) | ~6.5 million | ~6.8 million |
- Recent initiatives: rollout of new store formats for travel hubs, greater emphasis on click & collect, and expanded vegan ranges that have reported strong trial rates.
- Investment priorities: supply chain resilience, automation in production sites, staff training, and loyalty programme expansion to convert occasional visitors into regular customers.
- Financial discipline: balancing growth (net new shops and refits) with margin protection through efficiencies and category management.
Greggs plc (GRG.L) Vision Statement
Greggs plc's vision centers on being the leading high-street food-on-the-go retailer in the UK by offering affordable, freshly prepared food with exceptional service while operating responsibly and sustainably. This vision is underpinned by measurable ambitions around growth, accessibility, customer satisfaction, and environmental impact.- Make great-quality, value-for-money food available to customers across the UK through a growing multi-channel estate.
- Deliver consistent, friendly service that makes every customer feel welcome and valued.
- Operate ethically with measurable reductions in environmental impact and investment in people and communities.
- Friendly - front-line teams trained to create warm, approachable experiences that drive repeat visits.
- Inclusive - store design, menu choices (including vegan and healthier options), and recruitment practices aimed at broad accessibility.
- Honest - clear ingredient and nutritional information, transparent supply-chain and sourcing practices.
- Respectful - employee welfare, supplier relationships and community engagement are emphasized.
- Hardworking - operational focus on efficiency, innovation in product development and store rollout pace.
- Appreciative - recognition and development programs for colleagues, plus community initiatives supporting local causes.
| Metric | Value |
|---|---|
| Number of shops (approx.) | ~2,200 |
| Total employees (approx.) | ~26,000 |
| Annual revenue (FY recent) | ~£1.92 billion |
| Underlying operating profit (FY recent) | ~£160 million |
| Like-for-like sales growth (most recent year) | ~7-12% |
| Market capitalisation (approx.) | ~£2.5 billion |
| Percentage of menu with plant-based options | Increasing, now >10% of core savoury range |
| Carbon reduction target | Net zero ambition with interim reduction targets and scope 1-2 reporting |
- Recruitment & training: investment in apprenticeship and development schemes to reduce turnover and upskill teams, with targeted colleague engagement scores above sector averages.
- Product innovation: regular roll-out of limited-time ranges and expansion of vegan/healthier lines, contributing to sustained like-for-like growth.
- Community & charity: multi-million pound fundraising and food-donation programmes, with measurable local impact across store communities.
- Sustainability: progressive reductions in energy usage per shop, food waste initiatives and increased sustainable sourcing percentages year-on-year.
- Customer trust (honesty & respect) supports high visit frequency and pricing resilience, reflected in stable gross margins despite inflationary pressures.
- Inclusivity and menu diversity widen addressable market and reduce seasonality impacts.
- Investment in people (appreciation, training) reduces recruitment costs and supports consistent service quality, aiding unit-level profitability.
- Hard work and operational discipline enable efficient store roll-out economics and return on invested capital targets.
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