Primark Sustainability and Ethics Progress Report 2022 23

PRIMARK
SUSTAINABILITY
AND ETHICS
PROGRESS REPORT
2022/23
Overview Product Planet People Our people Appendix Primark Sustainability and Ethics Report 2022/23
ABOUT
OUR REPORTING
This Sustainability and Ethics Progress Report was • Percentage change carbon emissions across our value chain
published in November 2023 and, unless otherwise against Y18/19 baseline
indicated, the information and data recorded relates • Scope 3 emissions
to the period from 1 August 2022 to 31 July 2023. • Total emissions (Scope 1, 2 and 3)
• Number of countries of operation
The below metrics have been independently assured by Ernst &
Young (EY) against the International Federation of Accountants’
In line with the UK Modern Slavery Act, we publish a Modern
International Standard on Assurance Engagements Other than
Slavery Statement annually. This sets out the measures we have
Audits or Reviews of Historical Financial Information – known as
taken during the past year to mitigate against the risks of modern
ISAE 3000 (Revised). These are highlighted in this report with the
day slavery and human trafficking in our supply chain or within
symbol ∆.
our operations.
Basis of reporting information for the metrics listed below can be
Our website also provides details of our approach and is regularly
found here.
updated to highlight any new initiatives. We also regularly report
through partner and third-party benchmarks. More information on
• Percentage of Primark’s clothes containing cotton that is
our reporting can be found here.
organic, recycled or sourced from the Primark Sustainable
Cotton Programme (PSCP)
.
• Percentage of Primark’s clothing unit sales containing recycled
or more sustainably sourced materials
• Number of farmers trained in the Primark Sustainable Cotton
Programme (PSCP)
As a division of Associated British Foods plc (ABF), we contribute

to the ABF Annual Report and Responsibility Report. We also
contribute to the ABF Carbon Disclosure Project (CDP) and Task
Force on Climate-related Financial Disclosures (TCFD)
submission. Our greenhouse gas emissions reduction target has
been assessed and validated by the Science Based Targets
initiative (SBTi), highlighting that our target is supported by the
latest climate science criteria and recommendations. More
information can be found later in the report here.
Reporting methodology information for our carbon reporting can

be found on pages 92 – 93 of the ABF Responsibility
Report 2023.
Overview Product Planet People Our people Appendix Primark Sustainability and Ethics Report 2022/23 1
CONTENTS
OVERVIEW
About Primark 2
2022/23 Highlights at a glance 3
Introduction from Paul Marchant, Primark’s
Chief Executive 4
A Message from Lynne Walker, Director of
Primark Cares 5
Sustainability and Ethics governance 6
Our Primark Cares commitments 7
BUILDING GLOBAL PARTNERSHIPS 11
CELEBRATING 10 YEARS OF THE PRIMARK

SUSTAINABLE COTTON PROGRAMME 12
PRODUCT 16
Giving clothes a longer life 17
PLANET 23
Protecting life on the planet 24
PEOPLE 33
Improving people’s lives 34
OUR PEOPLE 50
Promoting wellbeing and inclusion for our colleagues 51
APPENDIX
EY Assurance statement 54
Glossary 59
ABOUT PRIMARK
Primark is an international retailer employing 76,000 colleagues prices possible. This approach also extends across our operating ABOUT ASSOCIATED BRITISH FOODS PLC
across 16∆ countries in Europe and the US. Founded in Ireland in model. We work hard to minimise the steps between the factory
1969 under the Penneys brand, Primark aims to provide and shop floor and we use very little, expensive air freight. Our Our parent company ABF, which founded Primark in 1969, was
affordable choices for everyone, from great quality everyday labels and packaging are minimal to keep our packaging costs, established in 1935 as a bakery business. Since then, it has
essentials to stand-out style across: womenswear, menswear and and therefore customer prices, down. All of this is underpinned by grown and diversified to become an international food,
kidswear, as well as beauty, homeware and accessories. With a our commitment to responsible business practices towards the ingredients and retail group, which employs over 133,000 people
focus on creating great retail experiences, Primark has 432 stores suppliers we work with, the workers who make our clothes and in 55 countries. We share ABF’s belief that acting responsibly
internationally and continues to expand across new and existing the colleagues who operate our stores. We succeed by staying and with integrity is the only way to build and manage a business
markets with the aim of reaching 530 stores by the end of 2026. close to our customers, through our retail colleagues, improved over the long term. We share a rigorous commitment to ethical
customer website and social media followers. We’re currently conduct and responsible business practices towards people and
Primark has a unique business model, one that has been honed trialling a Click and Collect service in select stores in the UK, the planet. We also strive to be a good neighbour and to
and refined over the past 50 years. Affordability for our customers where products are available to collect in-store. While this offers contribute positively to the communities in which we operate,
sits at the heart of this. Supported by our retail footprint, Primark customers more choice, in particular across some of our smaller while recognising our wider obligations to society as a whole.
is designed to be lean and simple. We have one centralised stores, the approach doesn’t have the complexity, costs or
Product function, so customers will find the same ranges – carbon footprint of a home delivery model.
adapted for local preferences – across all 16∆ markets where our
stores are located. We buy at scale which helps make our lower
£9,008m1
2023 Revenue
£735m1
2023 Adjusted operating profit
76,0001
Number of colleagues
16 1 ∆
Countries where
4321
Stores
we have stores
222
Sourcing markets
2,3602
Number of ethical trade social audits
631,0362
Total approx. workers
883
Colleagues focused on sustainability and
in tier 1 factories supplying Primark4 ethics in Head Office
40 34
1. Data as per ABF’s financial year end of 16 September 2023.
2. Figures based on our Global Sourcing Map, updated in November 2023: https://globalsourcingmap.primark.com/
3. Number of colleagues based on head offices in the UK and Republic of Ireland, September 2023.
External partnerships supporting Social impact programmes supporting 4. Tier 1 factories are factories manufacturing finished goods in our supply chain.
workers in our supply chain workers in our supply chain
For more information, please refer to the ABF Responsibility Report 2023, page 99.
2022/23 HIGHLIGHTS AT A GLANCE

PRODUCT PLANET PEOPLE OUR PEOPLE
55%Δ 46%Δ Our near-term

greenhouse gas
Since 2019, we estimate
we have removed and/
This year, the Sudokkho skills development
programme has been run in 17 factories in
We gathered feedback from over
of our clothing units of our cotton clothing
emissions target was or avoided over Bangladesh. These factories represent 50,000 colleagues
sold contained units sold contained on their experience at Primark through our
approved by the
recycled or more cotton that was 1 billion units 29,224 female workers bi-annual Your Voice survey
sustainably sourced organic, recycled or Science of single-use plastic
materials. sourced from our
Primark Sustainable Based Targets (SUP) from our
business
Cotton Programme initiative
We launched our new We’ve scaled up our
extended durability
We created a We marked We’re using the We made
We donated
Circular wash testing to cover biodiversity 10 years Fair Labor Association’s Fair 2,657 £150,000
Product 39% of all monitoring of our Primark
Sustainable Cotton
Compensation Toolkit promotions to support ILGA
World in its efforts to
Standard our clothing framework Programme and
to collect wage data in factories across Bangladesh,
Cambodia, India and Turkey
across the business
this year advance equity and
and circular design and began piloting the have trained equality for LGBTQI+
and 57% of denim
training to colleagues methodology in
tested met the
selected farms at our 299,388Δ5 This year, My Life India We have six
people everywhere
highest level under
our enhanced
Primark Sustainable
Cotton Programme
farmers has helped vulnerable
workers understand
initiatives supporting
effective grievance
wash framework through the
more about their rights mechanisms across
programme
in 7 factories.
These factories 91 factories,
represent over representing 187,657
We rolled out our
Approximately 70% 4,000
and 30% of workers
across our finished
We launched a new
traceability and compliance of our stores are now powered by renewable or

workers goods supply chain three-year partnership with
low-carbon electricity and
platform, TrusTrace, to help gather data from the
WorkEqual
full supply chain of the product, from raw materials
to finished product
141 stores to support them in their goal to remove barriers
have switched to energy-efficient lighting to career progression for women in Ireland
5. Farmers trained includes farmers that are already being trained and those that have completed training under the programme.
INTRODUCTION FROM PAUL MARCHANT,

PRIMARK’S CHIEF EXECUTIVE
given us a new set of strategic considerations and priorities for While in Bangladesh earlier this year, I visited Phulki, our local
our leaders within the business, which are intertwined with our NGO partner supporting the Amader Kotha grievance
continued growth and expansion ambitions. Underpinning all this mechanism hotline where I was able to see, first hand, the
is our continued commitment to drive value for our customers valuable work of the helpline operators to support workers in our
while maintaining our price leadership to ensure they don’t pay supply chain. This is just one programme that I had the chance to
any more as we adapt. experience but we now support 34 social impact programmes in
our sourcing markets. One of the key areas of progress this year
We continue to aim to bring customers with us on our change has been developing our social impact measurement framework,
journey, being transparent about where, and how, our products which will enable us to better understand and determine the
are made. Our partnerships and collaborations are what make us impact of these programmes in our supply chain.
different as a brand and we challenged ourselves this year to
ensure Primark Cares sits central to those key partnerships. Given the amount of change that the business has faced this
Primark x Rita Ora, which launched this September, is our year, our people have been at the front of my mind. Primark is
biggest ever collaboration and I’m proud that two thirds of the perhaps best known for its products, but as a business we’re
ladies clothing in the range contains recycled or more sustainable powered by our people. Through times of change, listening and
materials. Rita also spent time getting to understand more about learning from our colleagues has never been more important and
our supply chain and visited Primark’s Sustainable Cotton we must continue to put this, and them, first. Our bi-annual
Programme in India to meet with the female farmers. colleague survey, Your Voice, has been central in enabling this,
alongside the roll-out of initiatives such as our wellbeing
I am very conscious of the scale of the Primark business and the programme Spark, and our Diversity and Inclusion colleague
difference we can make by adapting. However, I am also acutely networks, both of which are actively shaping our culture and
aware that true systemic change requires collaboration. Looking driving greater inclusion. Change is challenging, but I remain
Paul has been at the helm for almost 15 years. Under his externally, the fashion industry continues to adapt and evolve. It’s encouraged by our ongoing progress and am proud of our
leadership Primark has built its ethical and sustainable not just customers to whom environmental and social concerns colleagues, partners and suppliers who share our vision and are
foundations and capabilities, from the development of its are becoming increasingly front of mind; stakeholders, investors changing with us for the future and for the better.
Ethical Trade and Environmental Sustainability and legislators are all looking at our industry as well. For Primark,
Programme, through to the launch of its Primark Cares this year, we’ve been reflecting on our role within this. We’re PAUL MARCHANT
commitments in 2021. continuing to push ourselves to collaborate more and build upon Chief Executive
our existing partnerships. Our relationships with our suppliers
The second year of our Primark Cares strategy has been focused remains at the heart of this and will be key to our commitments,
on embedding and scaling up pilot programmes and projects, and and driving wider change. I visited Bangladesh twice this year to
taking on our early learnings to understand where we can have meet with key suppliers and industry bodies. They told me that
impact and drive change. As we’ve turned up the dial this year, my recent years have been challenging for them, with COVID-19 and
focus has been leading the business through what is a significant global supply chain issues. Despite these, they also recognise
transformation for Primark. Meeting our commitments requires us the need for change and are committed to adapt to support our
to change how we source and make our clothes, in addition to commitments.
evolving how we work with our suppliers. Primark Cares has also
A MESSAGE FROM LYNNE WALKER,

DIRECTOR OF PRIMARK CARES
Whether it’s through our collaboration with Rita Ora, our Our repair programme remains a project very close to my heart,
expanding license ranges, The Edit collection, or our everyday and it’s a great example of one small, innovative idea that has
value essential ranges, I am proud that customers now have a built into a movement within communities and our stores. This
much broader choice under our Primark Cares label. However, idea came from a Primark customer and has now grown to a
it’s not just about changing how we design and make our clothes. programme offering over 1,600 free places to customers and
We continue to push forward to develop and implement new ways colleagues across four markets. We know it’s only a small step in
to display and package our products too, for example how they our wider ambition to become a more circular business, but we
show up in store and how they continue to surprise and delight believe giving our customers life-long skills that encourage them
our customers. to take care of and love their clothes for longer will help shift
mindsets in high-street fashion.
An important element of this is how we bring our customers along
with us on our change journey and how we are transparent We’ve really started to see wider industry collaboration gather
around where and how our clothes are made. We firmly believe pace this year. I see real opportunity for suppliers, brands and
we must continue to inform our customers about the changes we partners to learn from each other’s experiences and share ideas
are making and what it means for them, helping them understand for change. Our continued collaboration with our key partners
the issues and what role the fashion industry can play in this such as the Ellen MacArthur Foundation and WRAP has been
change. When it comes to transparency, this report is central to fundamental to our work in circularity and durability, core areas of
our approach, giving us a moment to reflect, pause and celebrate our progress this year. But we’ve also brought new partners into
success (and any challenges). If we want to drive meaningful the fold such as the British Asian Trust and WorkEqual and
change, we must inspire collective action, and that starts with continue to work with existing partners such as Biodiversify.
Lynne is responsible for leading the delivery of Primark sharing the progress we are making – and most importantly the We look forward to further collaboration with our partners in the
Cares, Primark’s sustainability strategy, across the lessons we are learning – along the way. There has been lots of future and are grateful for the wide breadth of expertise these
business and more widely through our supply chain. discussion about ‘greenhushing’ this year. We believe there is a partnerships give to us as a business.
risk that this may hinder industry progress. Of course, the flipside
It’s been two years since we launched our Primark Cares is that progress will also be hindered if companies and brands Overall, this year we’ve seen a step change in the environment
commitments and I am encouraged and inspired by the aren’t honest about the challenges they face, or if they overstress within which we operate, as well as from customers, governments
momentum behind the strategy, both across the business and the progress made, without emphasising the work still to be done. and regulatory bodies who are raising the bar on sustainable and
among our partners. While there have been plenty of lessons We recognise our responsibility in this sense and always strive to ethical fashion requirements. We welcome this as it will help drive
learnt this year, we continue to remain focused on ensuring put honesty at the heart of our communications. widespread change and will make it easier for customers to make
sustainability and ethics are central to our business approach and better choices when shopping. Our challenge will be to continue
strategy. There is no doubt that we have a responsibility to learn Transformation continues to be central to our Primark Cares to accelerate our Primark Cares commitments to meet the pace
how to integrate sustainability as a core part of our business, not strategy. Whether through material innovation and/or changing of change required, across our business and with our suppliers.
on the periphery. production methods, innovation is helping to create new However, we’re excited and remain committed to driving change.
possibilities for us as a business and for the wider industry.
My background is in buying, so I am particularly heartened Our hope is that it continues to evolve at pace to help us LYNNE WALKER
to see our Primark Cares product pillar commitments being keep moving forward. Director of Primark Cares
embedded across all categories within our business.
SUSTAINABILITY
AND ETHICS PRIMARK CARES
EXECUTIVE STEERING COMMITTEE
POLICY AND
COMPLIANCE
AD HOC STEERING
COMMITTEE (FOR
GOVERNANCE Frequency: Quarterly
This Committee reviews progress of Primark Cares

commitments, in addition to risks and opportunities
FORUM
Frequency: Every six weeks
This forum discusses

SPECIFIC TOPICS
AND ISSUES)
Frequency: As required
related to the strategy delivery. This helps ensure emerging policy, Matters related to
Primark Cares is embedded in wider key business assurance human rights due
strategies, initiatives and functions. requirements, their diligence in our supply
impacts and chain that require
It is chaired by the Director of Primark Cares and implementation. It also ongoing, cross-
members include the Primark CEO, the Primark supports discussion on functional discussions
Leadership Team, the Director of Legal Services and product compliance, are raised through our
Company Secretary at ABF and other Director-level including Primark Steering Committee
stakeholders. Cares products, to governance structure.
enable efficient These are set up as
decisions. It is chaired and when required.
by the Director of The Committee gives
We have a comprehensive governance system to oversee Product Sustainability guidance and proposes
PRIMARK CARES STEERING GROUP
sustainability and ethics at Primark, including the delivery of our and Quality and appropriate actions,
Frequency: Every eight weeks
commitments related to Primark Cares. Our CEO and Primark’s members include that are subsequently
Executive Committee are responsible for and central to all This forum supports the Primark Cares Executive subject matter experts reviewed by the
decision-making and implementation. In addition, relevant topics Steering Committee, signing off project milestones and from across the Primark CEO and
are fed into the wider business governance strategy as and when providing strategic direction to the Working Group. It business. Any outputs Primark Executive
needed. For example, retail operational decisions are taken at the also acts as an escalation point for delivery risks and from this forum are Team. Solutions are
Operational Forum. This year we discussed the expansion of our issues. It is chaired by the Director of Primark Cares cascaded across also discussed with the
Textile Takeback scheme into the Netherlands6 in this forum. and members include cross-functional leaders relevant teams in the ABF Group CEO and
(Director-level and Head of Level) from the teams business. Board when necessary.
Our parent company ABF adds a layer of general oversight. involved in delivering Primark Cares. For example, this year
Relevant topics related to ethics and sustainability, which are Primark held regular
material at the ABF level, are discussed with the ABF Group CEO Myanmar Steering
and Board both annually and when appropriate. Committee meetings to
PRIMARK CARES WORKING GROUP discuss our responsible
Frequency: Every four weeks
exit from the country.
This group is responsible for the day-to-day delivery of

the Primark Cares commitments as well as supporting
key functions to implement changes and new
approaches. Sub-working groups are created for pillar
6. The expansion of the textile take back scheme into the Netherlands
teams as required.
was rolled out in Sept 23.
OUR PRIMARK CARES COMMITMENTS

Primark Cares is our commitment to doing better as a business.
This means making more sustainable clothes everyone can afford,
s Halv
reducing our impact on the planet, and supporting the livelihoods of lothe carbo e our
the people who make our clothes. a ble c last n fo
d o
for ed t ot p
Af sign rin
t
Our Primark Cares strategy builds on the work of our Ethical Trade de
and Environmental Sustainability (ETES) team, started over 15 years
SE
ago. Launched in 2021, under Primark Cares, we’ve set out a number
16
EP
of public commitments which will accelerate our ambitions in this
no
GE
d
r e c t ha t
n-
space. This means changing how we design and make our clothes, to
AG
le
E l th i n
PA
cl o
yc
im
the materials we use, how we work with our suppliers, and how our
E2
can othes
in a w a s t
SEE
products are packaged and shipped.
3
be
te
g
fe Pro
l
r li te c
C
With a focus on three areas, Product, Planet and People, Primark e tin
ng
CT
o
PL
Cares commitments stretch until 2030 and are underpinned by four
e
g
DU
l
AN
lif
key elements:
sa
P RO
eo
ET
G iv in g cl oth e
n th
• Our commitment to ethics and human rights through
our Supplier Code of Conduct and Supply Chain Human
e pla n et
Rights Policy;
made of
Clo cled fibres
biodivers
• Our Environmental Policy, which sits within our Supplier
R e st o r
Code of Conduct;
• How we collaborate and engage with our suppliers,
thes
e
re c y
stakeholders and partners; and
ity
• Traceability and transparency.
Im PEOPL E s
p r ov i iv e
We’re closely tracking the changing legislative environment in which ng people’s l
we operate. We recognise these changes may shift how we and our
suppliers make and source products. New legislation will also require
in th
greater transparency within the fashion industry. We welcome these fin
Cr
he
al
g
ia eat
an
changes as they will require the entire industry to adapt and evolve e be
lr e v
c
o ell
and should lead to a level playing field. This will drive greater change, es pr
ilie Im d w
but will also ensure consistency in standards which will be helpful to nc an
e
consumers who are trying to make better and more informed choices. Promote equal
We remain committed to the delivery of Primark Cares under this oppo
rtunities for women
changing landscape.
SE E P A GE 33
OUR COMMITMENT TO PEOPLE

WORKING IN OUR SUPPLY CHAIN
Primark’s Supply Chain Human Rights Policy outlines our OUR SOCIAL AUDIT MONITORING PROGRAMME
commitment to human rights due diligence (HRDD) in our supply
chain, the foundation of which is underpinned by the United Like most other clothing brands, we don’t own the factories where
Nations Guiding Principles on Business and Human Rights our products are made. Our social audit monitoring programme is
(UNGPs). Central to our approach to HRDD is our Supplier Code central to the implementation of HRDD in our suppliers’ factories
of Conduct, which underpins our ETES programme and is based and any tier 1 factory7 is approved to make products for Primark
on international standards drawn from the International Labour is subject to an audit at least once a year. These audits are
Organization (ILO) core conventions and the Organisation for managed by our local ETES teams who are trained in social
Economic Co-operation and Development (OECD) guidelines. It auditing and are experts in understanding local regulations, in
covers areas of workers’ rights such as payment of wages, health addition to themes and issues impacting workers. They are our
and safety, freedom of association, in addition to discrimination ‘eyes and ears’ on the ground, helping to identify risk, while also
and forced labour. working closely with suppliers and factory management, in
addition to third party experts, to drive improvements in the
Primark’s ETES team has over 130 people based in our 12 key workplace environments for factory workers.
sourcing markets who are responsible for managing various
aspects of HRDD through our supply chain. We take a risk- Our ETES team also helps us understand trends that are
based, worker-centric approach to HRDD that makes use of developing across regions. Their insights, as well as the results of
multiple channels of information to set our priorities. This includes the audit programme, guide us in planning future work to support
desk-based research, social audits, direct engagement with our supplier factories. We carry the full cost of these audits which
workers and their representatives, as well as engagement in local includes rigorous checks for health and safety management, in
and international forums. We greatly value our engagement with addition to human rights and labour rights issues. These audits
a global network of local and international stakeholders (unions, are based on a full on-site review of health and safety.
governments and civil society organisations) whose support and
Any new factories proposed by our buyers to make products for
feedback are essential to our progress.
Primark must go through a rigorous onboarding process,
including a social audit from our ETES team. No orders are
130 people We conducted placed in a supplier factory until they are approved to make
Primark products. Once onboarded, every Primark-approved tier
based in 12 of our key 2,360 audits 1 factory is audited at least once a year. This is across every
sourcing markets acting during 2022 country from where we source. We conducted 2,360 audits
as our ‘eyes and ears’ on
during 2022, most of which were unannounced. Primark carries
the ground
the full cost of these audits.
7. Tier 1 factories are factories manufacturing finished goods in our supply chain.
Our social audit monitoring programme checks that suppliers and The relationships we have with our suppliers are central to our
their factories meet the requirements in our Supplier Code of business. Our longest-standing supplier has worked with us for
Conduct. Following the audit, supplier factories are issued with a over 24 years, with the majority supplying Primark for over seven
corrective action plan (CAP) that outlines any areas for years. Supplier engagement sits across several departments
improvement. In cases where we have identified high or salient within Primark including our Buying, Merchandising, Quality,
risk to workers, we implement additional due diligence activities Sourcing, Product Sustainability and ETES teams. All our teams
beyond our social audit monitoring programme. The Primark meet regularly with our suppliers, including in-country market
Structural Integrity Programme is an example of this additional visits. Strategic supplier relationships are led by our Sourcing
due diligence. We established the programme in 2013 in team who engage regularly with suppliers to collaborate and help
Bangladesh to help assess the safety of the buildings of our manage local issues, should they arise.
supplier factories against international standards. More details on
this programme can be found here. More broadly, our long-term ambition is to build stronger strategic
supplier relationships to help drive progress in our Primark Cares
In other situations, where our team identifies more systemic commitments. We are also developing key performance
issues, our Social Impact team works to put in place longer-term indicators (KPIs) that will reward suppliers for their efforts towards
solutions and projects to help address these issues. Many of Primark Cares.
these programmes are discussed in the People section of
this report. The social audit programme is currently being
expanded to cover more of Primark’s suppliers such as service SUPPLIER AND FACTORY EXITS
providers and logistics.
We work hard to maintain our existing supplier relationships.
More detail about our approach to HRDD can be found in our However, should we need to stop working with a factory or
Modern Slavery Statement. supplier, exits are managed by our Sourcing and ETES teams in
line with the expectations of responsible business conduct laid
out by the OECD and as set out in our Supply Chain Human
Rights Policy, in addition through our active membership of
COLLABORATING WITH SUPPLIERS
Action, Collaboration and Transformation (ACT).
Our global product supply chain is large and diverse, spanning
22 countries. As is typical with large clothing retailers, we don’t
manufacture our products, but work in partnership with our WORKER ENGAGEMENT AND
suppliers that contract or work with factories who make
our products. GRIEVANCE MECHANISMS
Direct engagement with workers is fundamental to supporting our
commitment to decent and safe workplaces for workers in our
supply chain. Our local teams speak directly with workers during
Our global supply Our longest-standing audits and though our social impact programmes in factories.
chain is large and supplier has worked with us This enables us to better understand their needs and priorities
diverse, spanning for over and how they experience their workplace, which also helps us
drive improvements in our programmes.
22 countries 24 years
Primark takes a layered approach to making effective and
accessible grievance mechanisms available to all of our
colleagues and people in our supply chain. More information
on our approach to grievance mechanisms can be found in
the People section of this report here and in our Modern
Slavery Statement.
TRANSPARENCY IN OUR SUPPLY CHAIN

We’re focused on improving transparency across our end-to-end
product supply chain. For the past six years, we’ve published our “We’ve been using TrusTrace for nearly a year now.
Global Sourcing Map, which includes all tier 1 factories that make It’s had positive impact on our business by
our products, in addition to the number and gender of workers at enhancing visibility and quality control, improving
each site. risk mitigation and decision-making, in addition to
supporting more responsible business practices.
The size and complexity of our product supply chain makes Collecting accurate and comprehensive data
traceability a challenge but it’s something we continue to focus throughout the supply chain can be challenging. It
on. This year, we established a Transparency and Traceability requires collaboration and coordination among
team, now seven strong, within the Sourcing team to help multiple stakeholders, including suppliers,
implement a new traceability programme, initially piloting with 11 manufacturers, ginners and farms. Ensuring data
key suppliers. Over the last two years, we’ve been building a consistency, reliability, and standardisation across
partnership with a market-leading platform for supply chain different systems and formats can be a complex
traceability and compliance, TrusTrace. This traceability platform task. However, this technology enables us to
allows us to gather data from the full supply chain of a product, identify and visualise each step in the process,
enabling us to see where our inputs are coming
from its raw materials all the way through to finished product.
from, how they move through the supply chain and
We’ll use the information to better understand and manage our
where potential bottlenecks may exist.
supply chain.
PRIMARK SUPPLIER
Starting with cotton, as it’s our most frequently used fibre, we
USING TRUSTRACE
rolled out a pilot to map our supply chain with some key suppliers
based in China, Pakistan, Bangladesh and India. This year we
expanded the programme to include more suppliers, fibres and
products. We’ve taken lots of learnings from the initial phases of
TRACEABILITY OF THE COTTON FROM OUR
the roll-out, such as how to effectively engage suppliers, PRIMARK SUSTAINABLE COTTON PROGRAMME
understanding suppliers challenges and how we can improve the (PSCP)
training we deliver. We are also continuing to work with suppliers
We work closely with our suppliers to make sure the cotton from
to validate the data and help embed this process further.
our PSCP is segregated and traceable. We use CottonConnect’s
To drive accuracy of this data, we need the full engagement and digital traceability platform called TraceBale to track the cotton
support of our suppliers. Last year, we ran training for all tier 1 from farmers in the PSCP through our supply chain, from ginners
suppliers on how legislation and supply chain due diligence are to spinners. Given the complexity of the cotton supply chain, we
driving traceability requirements, and the challenges we’ll need to wanted to go further in terms of verification, and we were one of
work through together to ensure compliance. the first high street retailers to partner with Oritain, a specialist
scientific verification firm. While TraceBale gives us more visibility
over the journey of the cotton from our PSCP to ginners and
spinners in our supply chain, Oritain uses forensic science
techniques to help identify the origin of our PSCP cotton. We
combine the verification from Oritain with the TraceBale database
to help verify the traceability of the cotton from our PSCP.
BUILDING GLOBAL PARTNERSHIPS

Customers
OUR APPROACH We’re committed to following the guidance outlined in the
Industry UNGPs, as well as the OECD Due Diligence Guidance for
partners
Colleagues We often work with trusted partners to help us deliver greater Responsible Business Conduct. Engaging and partnering with
impact within our business, supply chain or local relevant stakeholders helps us to increase our leverage and build
communities. These include partners from a range of further understanding of the risks in our business and supply
organisations – including membership groups, charity chain, in addition to how to address them. This includes engaging
Media
and key opinion
Suppliers organisations, local and international NGOs, and unilateral with policymakers, worker rights organisations and civil society
and workers
leaders and multi-stakeholder initiatives. groups. We also actively participate in multi-stakeholder and
OUR We’re signatories to major industry initiatives who provide
industry initiatives at both a national and international level.
STAKEHOLDERS guidance and support as we embed more sustainable

sourcing and manufacturing practices in our business. More
Engagement with policymakers is increasingly important with
Trade Governments
increased ESG regulation, in addition to changes to local
unions and regulators
information on our partners can be found here and in our legislation in our sourcing markets. We welcome regulation that
Modern Slavery Statement. seeks to benefit workers, the environment or society, and which
will help to level the playing field.
Charities, Industry
NGOs and civil and trade
society associations
Investors
As a high street retailer, our local communities are the

lifeblood of our business. We aim to make a positive ILGA
difference in the areas where we live and work as part of our World
responsibility to give back to our colleagues and customers.
Over the past year we have strengthened our partnerships

with charities such as Irish Cancer Society, Breast Cancer
Now, The International Lesbian, Gay, Bisexual, Trans and
Intersex Association (ILGA World) and UNICEF as well as
placing renewed focus on community impact and
engagement. We also look forward to embedding new
partnerships, such as that with WorkEqual, who help remove
barriers to career progression for women in Ireland.
CELEBRATING 10 YEARS OF THE

PRIMARK SUSTAINABLE COTTON PROGRAMME
FROM PILOT TO SCALE: A DECADE ON PROMOTING RESILIENCE AMONG WOMEN FARMERS
We launched our PSCP as a pilot with 1,251 farmers in India in
AND THEIR COMMUNITIES
2013. Working in collaboration with agronomic experts Around 90% of the farmers in our PSCP are smallholders8 and
CottonConnect and the Self Employed Women’s Association 80% of the farmers in the programme are women. Building
(SEWA), our objective was to understand and reduce the resilience among farming communities is at the centre of our
environmental impact of our cotton, support the livelihoods of PSCP. Since 2019, almost 12,000 women in Pakistan and
cotton farmers and explore how we could change the way we Bangladesh have received training to support improvement
sourced cotton. in their financial literacy, and access to healthcare,
including family planning and menstrual hygiene.
We have since expanded our PSCP to other countries and work Participants are also educated about women’s rights.
with local partners Myrada in India, in addition to SEWA; the
Rural Education & Economic Development Society (REEDS) in
REFLECTIONS AND LEARNING FROM THE LAST 10 YEARS
Pakistan; and Thengamara Mohila Sabuj Sangha (TMSS) in
Bangladesh. This year, we have taken our PSCP to Turkey, where Earlier this year, Primark and SEWA met with over 70 farmers
we’re running a pilot. involved in the programme from the beginning. We heard how,
since participating in our PSCP, they continue to actively share
10 years on, our PSCP has evolved into the largest of its kind learnings and skills on more sustainable cotton farming methods
for a single fashion retailer. This year marks the beginning of 10 years on. They have also re-invested their improved cotton
a new decade in which the programme will continue to support incomes into their farms and homes, and in the education of
the livelihoods of farmers in the context of a changing climate. their children.
As of the end of July 2023, 299,388Δ farmers have received
training in the Primark Sustainable Cotton Programme; They said our PSCP training increased their confidence, and they
surpassing our target of 275,000 farmers by the end of 2023. felt more respected. They highlighted how, as members of
SEWA, they have been able to rely on continued support and
The programme is helping to support our commitment advice as they have needed it, far beyond the completion of the
that 100% of the cotton in our clothes will be organic, training through our PSCP.
recycled or sourced from our PSCP by 2027.
ABOUT THE PROGRAMME

Cotton farmers are trained to reduce their use of water and “I HAVE GROWN ONE ACRE OF COTTON.
chemical fertilisers and pesticides, in addition to learning new
As of the end of July 2023,
90% I HAVE ALSO PRACTISED INTER-
skills relating to seed selection, land preparation, sowing, crop
management and harvesting. The training is aligned to
299,388Δ9 are smallholders8 and
CROPPING, CULTIVATING CROPS LIKE
CottonConnect’s REEL Code. The farmers use their new skills to
farmers have received training 80% MOONG, GUAR, AND VARIOUS
in our PSCP are women
reduce the costs of growing cotton, boost their cotton output
(yield) and therefore their profits.
VEGETABLES INCLUDING TOMATOES.”
ZALA MINABA, PSCP FARMER, GUJURAT, INDIA
8. Based on a definition from ISEAL, a smallholder farm in the developing world is typically a family-owned enterprise that produces crops or livestock on
two or less hectares.
9. Farmers trained includes farmers that are already being trained and those that have completed training under the programme.
CELEBRATING 10 YEARS OF THE PRIMARK SUSTAINABLE COTTON PROGRAMME
10 YEARS
OF IMPACT
GROWTH IN THE
NUMBER OF FARMERS
PSCP LOCATIONS
299,388∆
26%
10
PAKISTAN
Partnering with
CottonConnect BANGLADESH REDUCTION IN USE OF
252,800
and REEDS Partnering with PESTICIDES AND
CottonConnect
35% 8%
and TMSS 10 10
INDIA DECLINE IN CHEMICAL INCREASE IN COTTON

Partnering with FERTILISERS AMONG YIELDS AMONG PSCP
CottonConnect, PSCP FARMERS FARMERS
SEWA and
146,069
Myrada
132,771
53,689
29,293
46% ∆
OF OUR COTTON CLOTHING UNITS SOLD CONTAIN COTTON
THAT IS ORGANIC, RECYCLED OR SOURCED FROM OUR
2018
2019
2020
2021
2022
2023
PSCP, UP FROM 40% LAST YEAR.
10. In comparison to a control group of farmers located across PSCP regions but not belonging to the programme, measured from 2019-2022.
SUPPORTING FARMERS IN THE FACE OF

CLIMATE CHANGE
All PSCP farmers in Pakistan were affected to varying degrees
by the floods in June 2022 which caused widespread and
devastating damage to crops, livestock, houses and community
infrastructure. We worked closely with CottonConnect and
REEDS to assess the damage in Pakistan, to establish what
support was needed for the farmers and their communities, and
to set up the Primark Flood Relief Project. As part of this project
20 mobile medical and veterinary camps were set up, providing
medical support to 2,000 people and 3,000 livestock. 250 families
also received goats and hens and 130 hand pumps and 130
community toilets damaged in the floods were also repaired and
rebuilt. This is the stark reality of the evolving work needed to
support some PSCP farmers in the face of climate change.
One of the PSCP farmers, Kubra Mai, lost her crop, and her
home was damaged by the flood. She had no access to clean
water, which left her family dealing with fever and severe skin
conditions. Kubra received medical support funded by our PSCP.
Kubra and her children have recovered and, using the knowledge
gained from the programme, she has successfully cultivated
cotton on her one-acre farm this year following the effects of
the flood.
“THE DOCTOR CHECKED ME AND MY CHILD

AND GAVE US MEDICINE. THIS MEDICAL
CAMP WAS VERY HELPFUL FOR ME DURING
“THERE HAVE BEEN CHANGES WITHIN ME AS WELL. I NOW HOLD A POSITION OF RESPECT THIS VERY DIFFICULT TIME. WE HAD NO
BOTH AT HOME AND IN SOCIETY, BECAUSE WE TRAIN THE WOMEN IN A WAY THAT BRINGS COURAGE OR MONEY FOR OUR TREATMENT
CHANGES TO THEIR LIVES.” AFTER THE RAIN.”
LALITA MAKWANA, PSCP TRAINER, GUJARAT,INDIA KUBRA, PSCP FARMER, PAKISTAN
MOVING TOWARDS A MORE REGENERATIVE We’re also working with CottonConnect to develop the
methodology for assessing farmers’ adoption of the more
APPROACH TO FARMING regenerative agriculture practices so that we can start reporting
As we look to the future, we’re working to train PSCP farmers in against our public commitment in this area.
more regenerative farming practices. Our aim is to promote
farming methods that go further to support biodiversity and This year, we provided an additional year of training as part of our
strengthen local ecosystems to the benefit of both the farmers PSCP, which ensures that farmers who had already completed
and their environment. Regenerative farming practices aim to training benefit from the recently added regenerative elements of
work in sync with nature. They restore soil health as well as the revised training programme. Over 130,000 farmers completed
protecting biodiversity and water resources needed to this additional training year in 2023.
grow crops.
As we look to introduce more regenerative farming practices THE EVOLUTION OF OUR PSCP
within our PSCP, farmers will follow CottonConnect’s REEL
Impact results from our PSCP, in addition to our conversations
Regenerative Code which includes techniques to help
with farmers, enable us to measure and understand the positive
farmers mitigate and adapt to the impacts of climate change
impact of the programme. However, challenges remain. Female
and conserve agro-biodiversity. One of our targets is for
farmers still struggle for equality across many aspects of their
farmers in our PSCP to use more regenerative agricultural
working lives. This is compounded by the real impacts of climate
practices by 2030.
change. We must continue to adapt and grow our PSCP to
As progress towards our commitment, approximately 3,000 focus support where it is needed most. We hope to be able to use
PSCP farmers are participating in a three year pilot on our learning and experience to drive industry change and amplify
regenerative farming practices in India, Bangladesh and the voice of smallholder farmers in the global transition to more
Pakistan. These farmers are now in their third and final year sustainable and more regenerative farming practices.
where they’ve been receiving specific training on how to help
In the past year we have signed partnerships with two expert
improve biodiversity and soil health. Our aim was to use the
organisations to help us on this journey. Harper Adams University
learnings from this pilot to tailor our approach to farmer training
will advise us on how to develop the regenerative programme so
and support across the programme. For example, we’ve learnt
that we can help farmers pivot to more regenerative agriculture.
about the importance of localised approaches to trainings and
The second is with International Institute for Environment and
knowledge building. Training farmers on practices like
“WE’VE LEARNED A LOT FROM THIS biopesticide production and non-chemical fertilisers which
Development (IIED), who are helping us understand insurance
and how PSCP farmers in India access it. We know that
PROGRAMME AND THE WOMEN HAVE require easily accessible local resources also helps to
insurance plays a role in building resilience to climate change
engage farmers.
GAINED A LOT OF BENEFITS. IT’S NOT and other shocks that are increasingly part of farmers’ daily lives.
JUST ABOUT RECEIVING EDUCATION AND
LEAVING – IT’S CONTINUOUS EDUCATION
Approximately We provided
FOR THREE YEARS.”
HEENA DAVE, PSCP TRAINER AND SENIOR COORDINATOR,
3,000 farmers 130,000 farmers
are now in the 3rd and with one more year of
SEWA, GUJARAT, INDIA
final year of a pilot on training on regenerative
more regenerative farming practices
farming practices
SCALE
WE’VE EXPANDED OUR
REPAIR WORKSHOPS EMBED
LEARN
ACROSS OUR STORES,
HAVING OFFERED OVER
1,600 FREE PLACES 55%Δ OF OUR CLOTHING UNITS SOLD
TO CUSTOMERS CONTAINED RECYCLED OR MORE
WE LAUNCHED OUR CIRCULAR AND COLLEAGUES SUSTAINABLY SOURCED MATERIALS,
PRODUCT STANDARD AND A SINCE 2021 UP FROM 45% LAST YEAR
NEW COLLECTION BASED ON
THIS FRAMEWORK, WITH
OVER 3 MILLION UNITS OF
PRODUCT
CIRCULAR CLOTHING SOLD
THROUGH THIS COLLECTION
GIVING CLOTHES A LONGER LIFE

We often get asked how we’re changing the way we make and source our clothes. Primark Cares
includes three commitments that address different stages of the product life cycle to help us
become a more sustainable and circular business. This includes improving the durability of our
clothes and making clothes that our customers can recycle at their end of life.
OUR THREE PRODUCT COMMITMENTS

Clothes made from recycled fibres – all our clothes
CLOTHES MADE FROM RECYCLED
will be made from recycled or more sustainably
sourced materials by 2030.
OR MORE SUSTAINABLE FIBRES
OUR APPROACH Organic Content Standard (OCS), Global
Affordable clothes designed to last – we will Organic Textile Standard (GOTS), Recycled
strengthen the durability of our clothes by 2025. Our Primark Cares label was created in 2018. It
Content Standard (RCS) and Global Recycled
aims to give customers the confidence that the
Standard (GRS). We work with certification
clothes and products within the label meet our
Clothes that can be recycled – our clothes will be bodies, who undergo an accreditation process
strict approved materials and protocols, including
recyclable by design by 2027. authorised by Textile Exchange, to certify and
minimum content levels of more sustainable or
validate claims we make on individual materials
recycled materials. We continue to challenge
relevant to these standards.
ourselves to raise the bar for what meets our
Primark Cares label criteria. We’ve committed These materials must be signed off
that all our clothes will be made from recycled or against these protocols by our Product
more sustainably sourced materials by 2030. Sustainability team. This team works closely
Currently, 55%Δ of our clothing units sold with our Product and Sourcing teams, in addition
contained recycled or more sustainably sourced to our suppliers and other partners, to adapt
materials, up from 45% in 2022. products to incorporate recycled and more
sustainable materials.
Currently, there is no industry minimum content
standard that covers all material types, which is We also work hard to ensure that all
one of the challenges in this space. Our Primark Cares products containing recycled
minimum content protocols vary by material fibre content meet Primark’s quality
type and have been set to ensure alignment testing requirements. Read more in our
with industry recognised standards such as: glossary here.
Percentage of clothing units sold containing recycled or more

sustainably sourced materials
2023 55∆
2022 45
2021 25
2020 16
2019 7
CLOTHES MADE FROM RECYCLED OR MORE SUSTAINABLE FIBRES
SCALING UP OUR USE OF RECYCLED OR MORE EDUCATING ON RECYCLED OR MORE

SUSTAINABLE FIBRES SUSTAINABLE FIBRES
55%Δ
of our clothing units sold contained recycled or more
In 2023, we trained 286 of our suppliers on the Primark Cares sustainably sourced materials
RECYCLED COTTON
protocols and standards, helping to support them as they move
While we continue to push ourselves to scale across all the fibres towards recycled or more sustainable fibres to ensure product
falling under Primark Cares, our partnership with Recover™
is helping us expand our use of mechanically recycled cotton and
claims are accurate. We’ve also developed digital training
modules to educate our Product teams on how to integrate more
We’ve educated 286
suppliers on the criteria needed for a product to meet
also harness the latest innovations. Recover™ is a leading of these materials into our products. our Primark Cares fibre requirements
materials science company and global producer of low-impact,
high-quality recycled cotton fibre and cotton fibre blends. The
company transforms textile waste into recycled fibres and blends EDUCATING CUSTOMERS ABOUT OUR
that can be used again to create new clothes. Our partnership
began in 2020 and continues to grow. What started out as a pilot FIBRE CLAIMS
project has now scaled up significantly in just three years. We firmly believe that it’s not enough to change the way we make
and source our clothes. We must also inform our customers
As we work towards using more sustainably sourced materials about the changes we are making and what it means for them.
and recycled fibres in our clothes, we continue to explore the Sustainability and environmental claims are complex, and we
impact on fibre, yarn, fabric and product quality. For example, know they can be confusing for customers, so we’re taking further
using mechanically recycled cotton is relatively new and affects a steps to ensure our customers can make more informed choices
number of processes, from yarn spinning to producing the about the products they buy.
garments. This year our material managers have worked closely
with spinners, fibre producers and suppliers to evolve our use of We’ve launched an expanded online glossary which explains the
recycled cotton and to overcome technical challenges. key terms we use within our commitments and shares information
around the minimum percentage content of recycled and more
MAN-MADE CELLULOSIC FIBRES sustainable fibres within our Primark Cares products. These
minimum content standards are brought to life on the Primark
We rely on wood pulp for a range of fibres like viscose and
Cares products we sell, with our swing tags setting out the
lyocell, known as man-made cellulosic fibres (MMCF). In 2022,
minimum percentage of fibres within the product.
we published our Wood and Wood-Derived Fibre Policy, which
sets out our approach to responsibly sourcing these materials. We also use QR codes in store to help guide and educate
We’ve been a signatory of not-for-profit environmental customers further. Our new website – which has now launched in
organisation Canopy since 2022. We continue to work alongside all the markets where we have our stores – allows customers to
other fashion brands through the CanopyStyle initiative, which read about all the work we do in Primark Cares and browse our
aims to transform fashion supply chains away from using ancient product range, including the products under our Primark Cares
and endangered forest material and bring lower-impact fabric label. We’re committed to continually improving how and what we
alternatives to customers. communicate about our products to our customers.
MAKING AFFORDABLE CLOTHES THAT ARE DESIGNED TO LAST

More than half of everything we sell are everyday essentials like – As the framework is embedded into more product departments in understand what is technically possible. For example, new fibre
hoodies, pyjamas, socks and plain tees – that are designed to be 2023/24, we’ll continue to gather testing data to learn which compositions like those with recycled content may need to have
worn on repeat. Every single item we sell has an impact, so products need further development to reach our target durability specific criteria for durability due to what is technically possible.
whether it’s an item for special occasions or to wear around the levels. With these insights, we aim to learn from products that are Following these pilots, we’re committed to publishing further details
house, we want all of them to last. already performing to new durability expectations. We also want to of our enhanced durability framework in the next year.
Durability refers to the length of time an item of clothing remains

functional and wearable, without requiring much maintenance or
repair after normal wear and washing. Designing and making
This year, we’ve scaled up our extended durability
wash testing to cover
57% 58%
of denim tested passed at of socks tested passed the
clothes that are durable is central to becoming a more
sustainable and circular business. That is why we’ve committed 39% 30 washes first level of our enhanced
wash framework
to further strengthen the durability of our clothes by 2025. of all our clothing
There is currently no recognised standard for durability across

the fashion industry. We want to help change that, so consumers
can be assured that what they buy will last, no matter what they
can afford to spend. To tackle this, Primark is working with SCALING OUR REPAIR WORKSHOP PROGRAMME
WRAP, as a signatory to its Textiles 2030 initiative, which is We’re committed to encouraging our customers to love and In our Manchester store, we ran workshops in collaboration
bringing businesses together to align the thinking in the industry wear their clothes for longer. One of the ways we’re doing with The Fashion School, a community interest company
on durability. that is through our free repair workshops which aim to inspire aimed at empowering young people to love their clothes for
and empower people to mend and stitch. Following a longer through transforming and repurposing their clothes.
successful series of repair workshops in 2022, we’ve now
TESTING DURABILITY ACROSS OUR PRODUCTS expanded the programme across a number of our markets. We’ve also created an online customer hub featuring easy-to-
To date, we’ve run over 100 workshops in stores across the follow repair videos, covering everything from basic stitching to
Last year, as part of the Textiles 2030 collaboration, we sewing on buttons and zips. The tutorials are available across
UK, Republic of Ireland, Netherlands and France and offered
developed a new internal enhanced durability wash framework, our social channels too. You can access the hub here.
1,600 free places to customers and colleagues11. Following on
guided by the WRAP Clothing Longevity Protocol. On our more
from our successful workshops in Rotterdam, we’re now
established product category of denim, where we implemented
launching repair workshops12 in all Primark stores across the
our extended wash and performance testing 18 months ago, 57%
of denim tested passed at 30 washes, the highest level under our
Netherlands over the next two years. We’re also running a
series of pilot workshops12 in our Italian stores.
Over 100
enhanced wash framework. Since testing began in April 2023, workshops in stores
58% of socks tested passed the first level of our enhanced wash Three new tutors have now joined our original designer across the UK,
framework which equates to 31 washes for this category. and lecturer, Lorraine Mitchell, in running the workshops. Republic of Ireland,
The hands-on sessions cover core basic repair skills, from Netherlands and
sewing buttons to adding zips and mending techniques, which France
11. 1600 free places since the repair workshop programme launched
in 2021.
are practical and tangible actions to encourage customers to
keep and wear their clothes for longer. Our tutors also give
1,600
12. Launched in October 2023. free places to
lessons in customisation. customers and
colleagues
MAKING AFFORDABLE CLOTHES

DESIGNED TO LAST
UNDERSTANDING THE RELATIONSHIP BETWEEN

DURABILITY AND PRICE IN CLOTHING
REDUCING TEXTILE AND CLOTHING WASTE
This year, we worked with environmental charity Hubbub and the Textile waste is generated in our supply chain, predominantly when fibres are produced and fabric is cut into pieces for making clothes,
School of Design at the University of Leeds on a study into the so we’re working with suppliers to understand this issue better. We’ve adopted the Higg Facilities Environmental Module (FEM) and
relationship between price and durability. It assessed clothing invited suppliers that make up over 70% of our turnover to complete the assessment. It’s a standardised, industry-level framework to
performance against a series of industry recognised methods, rank suppliers’ environmental performance, giving a score for a number of areas, including waste management, water, carbon, chemical
such as abrasion, under controlled lab conditions. One of the use and others. We’re also running surveys on textile waste with a number of suppliers in key sourcing regions.
largest studies of its kind, 65 items of clothing ranging in price
from £2 to just under £150 were independently tested, including
denim jeans, hoodies and t-shirts from a range of high-street
brands in womenswear and menswear.
REDUCING TEXTILE WASTE AT SOURCE
WITH THE CIRCULAR FASHION “Unlike other countries, Cambodia lacks formal
The study found that retail price can’t be used to indicate which PARTNERSHIP specific textile waste recyclers, making it
garments are going to last longer than others. For both high and difficult for factories and investors to
low-priced items, durability ranged from excellent to very poor. Waste and recycling infrastructure differs greatly participate in the circular industry.
Furthermore, the research highlighted the need for alignment around the world. This means our suppliers in sourcing Understanding waste at a local level and
within the industry on a recognised durability measure or markets may not have reliable options for recycling their collaborative efforts between government,
standard to allow customers to make more informed choices textiles. The Circular Fashion Partnership (CFP), led by industry stakeholders and international
when shopping. Global Fashion Agenda, is a cross-sectoral initiative to organisations are crucial in supporting the
support the development of effective circular fashion development of circular practices in the
We are now working with Hubbub to research consumer systems in textile, garment and footwear manufacturing country. The Circular Fashion Partnership
attitudes to clothing and examine consumer wearing and washing regions, by capturing and recycling post-industrial demonstrates the shared responsibility by
habits in practice to further understand the factors that impact fashion waste. In 2021, we joined the project to explore facilitating circular commercial collaborations
clothing durability. the Bangladesh textile waste system and in 2022 we between manufacturers, recyclers and fashion
extended our contribution to become a Supporting brands to really drive change and support
Partner of the initiative. Cambodia in moving towards a more
sustainable and circular fashion ecosystem.”
According to the Global Fashion Agenda: as of the end
65 items of April 2023, the manufacturing partners involved in PHOEBE NGUYEN,
ranging in price from £2 to just under £150 were the project had registered an impressive 8,500 tonnes ENVIRONMENTAL MANAGER
independently tested for durability. The study found that of waste on the Reverse Resources platform. Notably, AT PRIMARK
retail price can’t be used to indicate which approximately 40% of this waste has already been FOR SOUTH-EAST ASIA,
garments are going to last longer traced to esteemed high-end recycling companies. BASED IN VIETNAM
than others
As it is crucial to understand waste at a local level, the
project has since expanded to Cambodia, with a
forthcoming initiative planned in Vietnam.
REDUCING TEXTILE AND CLOTHING WASTE
DONATING CLOTHING AND TEXTILES IN STORE The funds raised through our Textile Takeback scheme support
UNICEF in providing better access to education, health, water
We want our clothes to be worn again and again. However, if our and hygiene, as well as life-saving aid to children in need.
customers want to give their pre-loved clothes a new life, we offer
a Textile Takeback scheme in our stores with the help of our We plan to extend our Textile Takeback scheme across other
recycling specialist Yellow Octopus. The scheme allows markets but will only do so when we can be confident our
customers to donate any brand of pre-loved clothing, textiles, programme complies with local regulations and works for
footwear and bags at stores across the UK, Republic of Ireland the infrastructure and customers in that country.
(ROI), Austria and Germany. We also expanded the scheme to all
stores in the Netherlands in September 2023. As a result Textile MANAGING UNSOLD STOCK
Takeback now covers 65% of all Primark Stores internationally.
Each donated item is sorted and graded by Yellow Octopus to be We have an efficient business model, so we minimise excess
re-loved by someone else. If it can’t be given a second life, the stock. Where we do have unsold stock, we work with partners to
clothes or textiles will be recycled. In the UK, we’ve also ensure it is donated, resold or recycled if it can no longer be
partnered with Yellow Octopus to trial its ‘Upcycle Labs’13 worn. In the UK and ROI, we make regular donations of our
technology, which uses textile waste to create new shop fittings unsold items and buying samples to Newlife, a charity supporting
and home products such as soap dishes, vases and candle disabled and terminally ill children across the UK. In the US, we
holders. Like the factories that make products for Primark, Yellow make regular donations of unsold clothing to our charity partner,
Octopus is audited in line with our Supplier Code of Conduct. Delivering Good.
In Europe, our in-store recycling partner Yellow Octopus

manages any unsold stock, sorting it and sending it for reuse or
Through our Textile Takeback scheme to date, to be recycled. Items in good condition are resold through resale
we’ve collected partners authorised by Yellow Octopus.
34714 tonnes of textiles and footwear

donations across all markets
69%14 of these donations

were resold for reuse, with the rest repurposed
or downcycled
13. These products are not sold in Primark.

14. Textile donation in all markets to date July 2023 (ROI, UK, Germany and Austria.): Estimated 346.82 tonnes. Textile donation (%) to date July 2023 (ROI, UK, Germany & Austria.): Estimated 69%.
GIVING CLOTHES A LONGER LIFE
CLOTHES THAT CAN BE RECYCLED

DESIGNING FOR CIRCULARITY THROUGH An important step in learning and embedding the CPS has been today (and non-recyclable) will likely change. Finally, we aim
the launch of our first circular product range. Launching earlier this to make the CPS more specific to the different clothes we sell,
OUR NEW CIRCULAR PRODUCT STANDARD year, this 35-piece collection across womenswear, menswear and but this will be driven by specific research on each of these
Circularity requires a mindset shift, from the way we design, create kidswear was made up of wardrobe staples such as denim and clothing types.
and re-use clothing, to what we do with it once it has reached the jersey. Every piece in the collection was designed and made to be
end of its life. We’ve committed to offering our customers clothes reloved or recycled with a focus on three key parts: more
that are recyclable by design by 2027. sustainably sourced materials, durability and recyclability.
Through this collection, over three million units of circular “Learning to design with a truly circular vision has
This year, we created Primark’s Circular Product Standard (CPS). clothing were sold. been eye-opening. I was involved in the design pilot
Our CPS is a framework for how we intend to design products now last year and seeing the product finally land in store
and in the future and is built on the Ellen MacArthur Foundation’s was such an exciting moment for me and my
(EMF) vision of a circular economy for fashion. We are a Network EMBEDDING AND SCALING CIRCULAR DESIGN colleagues. Customers loved the collection as it was
Partner of EMF, which is an international charity developing and all about essentials that can be paired up with
promoting the circular economy. We also consulted closely with PRINCIPLES WITHIN OUR BUSINESS wardrobe staples time and time again.”
climate action NGO WRAP, circularity think tank Circle Economy Our goal is to scale circular design across all our clothing
and the non-profit sustainability educator Sustainable Fashion categories. To support this, we’re focusing on upskilling within
LAURA LEAHY,
Academy, in addition to colleagues and other industry partners. It our business and amongst our suppliers. So far, 74% of Primark
ASSISTANT BUYER
took over two years to develop and will be used by both our Product colleagues in our Product team15 have taken part in the Foundational
FOR WOMENSWEAR, PRIMARK
teams and suppliers. The CPS builds on our work from 2021 CPS training. Our goal is to have all Product team colleagues
through Primark’s participation in the EMF’s Jeans Redesign trained to the Foundational level by the end of 2024. The training
project (2021-2023). has been co-developed with Circle Economy and the Sustainable
“To address our current take, make, waste, linear
Fashion Academy, with three levels designed to engage
fashion industry, we must transition to a circular
colleagues based on their involvement with products. For example,
economy for fashion, where clothes are used more,
buyers and designers will get involved in ‘Expert’ workshops, made to be made again, and made from safe and
where they will co-create design guidelines in their categories, recycled or renewable inputs. Through their
giving them first-hand experience in applying the CPS.16 The participation in The Jeans Redesign, and
training will be mandatory for new starters in relevant teams. development of their CPS, Primark is taking a step
forward in its long-term circular economy journey.
We also have a dedicated Circular Product team within the Now there is a clear pathway and a need to continue
business, which supports Product teams and suppliers in making driving action, at pace and scale.”
these changes so they can apply circular design in their day-to-
day work.
JULES LENNON,
More broadly, we know the CPS can’t stand still and we intend to FASHION INITIATIVE LEAD,
keep evolving it to ensure it’s in line with or ahead of legislation, as ELLEN MACARTHUR
and when it is introduced in the various markets where we have FOUNDATION
our stores. We also plan to reflect the latest scaled developments
in the world of textile recycling because what’s deemed recyclable
15. Product Team includes colleagues from Buying,Merchandising, Sourcing, Design and Quality.
16. More information on the circular design training framework can be found here (page 19):
PLANET
LEARN SCALE EMBED

WE CREATED A BIODIVERSITY APPROXIMATELY 70% OF OUR OUR NEAR‑TERM GHG
MONITORING FRAMEWORK AND STORES ARE NOW POWERED BY REDUCTION TARGET HAS BEEN
BEGAN PILOTING IT TO TEST THE RENEWABLE OR LOW-CARBON APPROVED BY THE SCIENCE
METHODOLOGY AT SELECTED FARMS ELECTRICITY AND 141 STORES BASED TARGETS INITIATIVE
IN OUR PRIMARK SUSTAINABLE HAVE SWITCHED TO ENERGY-
COTTON PROGRAMME EFFICIENT LIGHTING
PROTECTING LIFE ON THE PLANET

We all have a responsibility to protect the planet, and we know the fashion industry needs to adapt
rapidly. Our commitments in our Planet pillar aim to address those areas where we believe we can
have the biggest positive impact, in our own operations and our supply chain. Beyond these
commitments, we also continue to take action in other areas such as water stewardship and
sustainable chemicals management.
Our environmental sustainability initiatives target areas across our product supply chain, from the way
raw materials are produced, to resources used in manufacturing, to the clothes hangers in our stores. We
have a global team of environmental specialists within Primark accountable for driving initiatives across
the business. As well as looking to improve our own operations, they work across the manufacturing
regions within our supply chain, engaging with our suppliers’ factories to support their improvement too.
OUR THREE PLANET COMMITMENTS

Halve our carbon footprint – we will halve carbon
emissions across our value chain by 2030.
Eliminate non-clothing waste – we will eliminate

single-use plastics and all our non-clothing waste
by 2027.
Restore biodiversity – our Primark Sustainable

Cotton Programme will use more regenerative
agricultural practices by 2030.
HALVING OUR CARBON FOOTPRINT

OUR APPROACH VALIDATION OF OUR EMISSIONS TARGET
Our Environmental Policy was developed in 2018 and updated BY THE SCIENCE BASED TARGETS INITIATIVE
in 2022. This policy contains six focus areas to guide our We're proud that, this year, our near-term science-based GHG
approach to reducing our impact on the environment including emissions reduction target has been assessed and validated by
responsible sourcing; chemicals management; resources the Science Based Targets initiative (SBTi). This important
and waste; energy efficiency and greenhouse gas (GHG) validation shows that our target is consistent with the global effort
reduction; water efficiency and conservation; and animal to combat climate change. It also sets a clearly defined path for
welfare and biodiversity. us to work towards our goal, supported by the latest climate
science criteria and recommendations by the SBTi.
As a signatory of the Fashion Industry Charter for Climate Action
by the UNFCCC, we’ve committed to reducing absolute Scope 1,
2 and 3 emissions17 by 50% by 2030 against our financial year
2018/19 baseline. We’re also signatories of Textiles 2030, a OUR CARBON EMISSIONS DATA 2022/23
voluntary initiative led by WRAP, which includes a target to This year, there has been an overall increase of 11%∆ in carbon
reduce the aggregate GHG footprint of new products by 50%. emissions across the value chain compared to our baseline
financial year 2018/19. This is as expected: Scope 1 and 2
Establishing our baseline was fundamental to tracking our emissions reduced but there was an increase in our Scope 3
progress against this commitment and this was set on our emissions due to an increase in the volume of materials used to
financial year 2018/19. We were careful to ensure our process for produce the higher number of products sold in the period
establishing our baseline aligned with relevant standards. We year-on-year. In the short term, this trend is likely to continue.
engaged the Carbon Trust to provide an independent review of However, in the long term a decline is expected as we increase
our methodology when we set the baseline. the use of more sustainably sourced materials across our product
range and once the energy programmes being rolled out across
Primark’s carbon programme focuses on managing climate-
the supply chain begin to deliver at scale.
related risks. It aims to further embed analysis of climate-related
risks and management to support operational continuity and 2018/19 2022/23 Change against
better inform our climate strategy. GHG Protocol Category tCO2e tCO2e baseline year
Scope 1 and 2
Find out more about Primark’s transition plan in the TCFD section (market-based)18 160,443 97,039 -40%
of the ABF Annual Report 2023 (pages 56-67). Scope 3 6,246,005 7,018,793 ∆ +12%
Total emissions 6,406,448 7,115,832 ∆ +11% ∆
More details on the methodology we used to define Scope 1, 2

and 3 priority areas can be found on pages 92-93 of the
ABF Responsibility Report 2023.
17. See Glossary for our definition of Scope 1, 2 and 3.

18. Scope 2 emissions for the 2018/19 baseline year were calculated using the location-based method, which uses location specific grid-average emissions factors. As Primark did not procure any renewable or low carbon power at that
time, it is considered an appropriate methodology to establish baseline impact. For 2022/23, we are reporting under the market-based method, taking into account Primark’s energy contracts and their associated emissions factors.
We consider this to be a more accurate calculation method that can reflect the improved emissions performance achieved from renewable energy procurement.
REDUCING EMISSIONS IN OUR OWN REDUCING EMISSIONS IN OUR VALUE CHAIN

“Over 90% of our direct energy costs relate to our
OPERATIONS stores, so we’ve been looking at ways to reduce Like most other clothing brands, we don’t own any of the factories
97.5% of our base year carbon emissions occurred in our supply usage. We’ve switched to LED lightbulbs, reducing in our supply chain. However, we’re committed to working with
chain so a key focus for us is working with suppliers to tackle our energy consumption by up to 35% per store. suppliers to help reduce their carbon emissions while making our
emissions and reducing their carbon footprint. However, we By the end of 2024, over 50% of our stores will products. Our roadmap has identified four priority areas:
continue to look carefully at the footprint of our operations. have LEDs installed, that’s approximately half a
million lightbulbs, which will last longer and need • The manufacturing of our products (including tiers 1, 2
Scope 1 and 2 emissions include those generated by running our replacing less. and 3): this includes the emissions coming from the energy
stores and offices, in addition to our transport and distribution used in manufacturing processes;
centres. While significantly smaller than Scope 3, they include We’re also using technology to help us optimise our • The sourcing of material types for our products and
the areas where we have the most direct influence. energy usage. We’ve introduced a new system in associated emissions;
most of our UK stores, which works with our existing • Upstream transportation: transporting goods from suppliers
The introduction of efficiency measures and renewable or low system, to remotely monitor and manage the in-store to Primark depots, and depots to Primark stores, produces
carbon electricity procurement across our stores has produced environment, and therefore the energy usage. Known significant emissions; and
an overall reduction of 40% in our Scope 1 and Scope 2 as the Energy Bureau, we can adapt the heating,
• The use of products once they leave our stores: the way
emissions (market based) compared to our 2018/19 baseline. ventilation and air-conditioning to ensure the air
customers use and care for our products generates emissions,
quality in store is optimal, including temperature,
humidity and CO2 levels, and which can be adapted and we want to help people reduce these.
REDUCING ENERGY IN OUR STORES
based on time of day, season and occupancy levels.
Our stores need lighting and to be heated or cooled depending It also monitors for energy wastage and addresses PARTNERING WITH SUPPLIERS
on the seasons. We’ve set ourselves the challenge to limit the issues, for example turning lights off when they’re Over the past two years, we’ve been working on a
amount of energy we use without impacting the shopping not needed.” decarbonisation programme with key suppliers, which focuses on
experience for our customers. We use a system, which we call improving energy efficiency, reducing the energy intensity of
the Energy Bureau, which allows us to manage our energy WILLIAM NEGUS, manufacturing goods and moving away from a carbon-intensive
remotely by enabling us to monitor and modify environmental GROUP ENERGY MANAGER fuel mix within manufacturing under tier 1, tier 2 and tier 3 of our
parameters to maintain suitable store conditions in an energy PRIMARK supply chain. This builds on the learnings of our energy and water
efficient manner. It also allows us to monitor and report on efficiency pilot projects conducted in recent years in China using
instances of energy wastage and address behavioural issues the Apparel Impact Institute (Aii) Clean by Design (CbD)
contributing to excessive energy use. This year, we’ve continued programme. We’re expanding our use of CbD initiatives alongside
the roll-out of our Energy Bureau in the UK, which has now been our own bespoke programme, which we’re building and launching
introduced to 179 stores since 2021. INTRODUCING RENEWABLE ENERGY IN OUR OPERATIONS with partners in key sourcing regions.
As we move forward with our strategy to switch all our stores to
We’ve also been switching to energy-efficient LED lightbulbs in
renewable energy, we’ve now signed contracts with providers in
our stores. To date, we’ve installed these in 141 stores across
eight regions, covering Austria, Belgium, France, Great Britain,
eight markets, with the aim of reaching 110 more stores in 2024.
Netherlands, Northern Ireland, Republic of Ireland and Spain. At
Our energy management system has maintained its certification the time of publication, approximately 70% stores are powered by
to ISO 50001 (first achieved in November 2018) covering stores, renewable or low-carbon electricity contracts. However, as these
offices and distribution centres. This certification covers all contracts have come into operation at different times over the
markets where we operate apart from Romania and Slovakia, as course of the year, we’ve not yet been able to report fully on their
we only entered these markets during the year. Both will be benefit. Looking ahead to 2024, we’ll continue the roll-out and
incorporated into our audit and accreditation next year. we’re also exploring further ways to reduce emissions from our
Maintaining this certification shows a commitment to continuous on-site heating too.
energy-efficiency improvements and reductions.
BUILDING OUR SKILLS TO SUPPORT OUR SUPPLIERS of factories is underway, with Ren Energy leading the process,
“The garment industry is very important to To further support our suppliers in their energy-reduction including analysing bids and providing strategic guidance to
Bangladesh and we want to ensure our businesses ambitions, we’ve recently hired three Regional Carbon Leads suppliers on contract negotiation.
are viable for the long term, so it’s important for us across Bangladesh, China and India. They will provide on-the-
to make the switch to renewable energy. We’re ground strategic support to key suppliers to help reduce
grateful for the support Primark is giving us in their emissions. UNDERSTANDING THE ENVIRONMENTAL
this space.”
IMPACT OF OUR SUPPLY CHAIN
HASAN MAHMUD, “We’re working with key suppliers to help reduce their We use an industry-leading tool to better understand the
SILK ROUTE SOURCING LTD energy consumption. We partner with industry environmental performance of our suppliers factories, the Higg
AND PRIMARK SUPPLIER experts to evaluate our supplier factories’ use of Facility Environmental Module (FEM). Factories that make up
resources. Engineers visit each facility and create a over 70% of Primark’s turnover were invited to complete the
bespoke plan, which could include steps such as assessment.
insulating heated pipes and switching off machinery
when it’s not needed, to the cleaning or upgrading of In 2022, 1,233 facilities completed their Higg FEM self-
We’re partnering with industry experts to evaluate our supplier equipment, such as boilers or dryers. This process assessments. Of that group, 455 sites verified their self-
factories’ use of resources, with a focus on making them more takes up to two years and is complex so requires assessment and had an average score of 53%.19 Having sight
energy efficient. Engineers visit each facility and create a detailed training, but they’re vital steps. One of of these scores allows factories to identify opportunities
bespoke plan for our suppliers. We call this the ‘optimisation Primark’s key suppliers has already installed solar for improvement in environmental performance.
process’ and training of the factory operational staff and panels on their factory roof, which supply 30% of the
management is central to this. energy required to power their facility.” We’re still gathering data from the 2023 Higg FEM roll-out;
however we’ve already seen an increase in the percentage of
PRITOM CHOWDHURY, factories verifying their FEM scores and an increase in the
BANGLADESH CARBON LEAD, average score of those verified factories.
We’ve now scaled our efficiency programmes to engage
PRIMARK
57 factories We also put our China supply chain through the Green Supply
in Bangladesh, China and Cambodia. Chain CITI evaluation, developed by the Institute of Public &
Environmental Affairs (IPE), which assesses how well the supply
chain is being managed from an environmental point of view. In
Suppliers involved in the programme learn about more energy- 2023 Primark improved its CITI score compared to last year,
COMBINING PURCHASING POWER FOR RENEWABLE ENERGY ranking number seven out of 126 companies in the textile
efficient practices. They get support on data collection and
analysis to create their own emissions reduction action plan, Many individual factories struggle to negotiate contracts with industry. This is a result of our continuous efforts to improve the
while improving manufacturing processes. These programmes suppliers, which makes it difficult to access alternative energy environmental performance of suppliers in China beyond our first
create improvements in factory operations by delivering training, sources. Through Ren Energy, we’re working to pool some of the tier. Primark is now among the 30 leading brands in the IPE
guidance and workshops. A range of factory types are being factories we work with so they can use their combined purchasing brands map.20
engaged in this first wave of ‘enhanced pilots’ to assess the power to assist them in negotiating contracts.
programme’s effectiveness in energy and water reduction.
Having assessed the data gathered with Ren Energy last year,
A project can take up to two years to complete, at which point
we’ve mapped the energy and carbon associated with supply
measurable improvements are expected, with roadmaps for
chain locations and considered the feasibility of renewable
further reduction over time.
energy procurement solutions for suppliers’ factories by country
and region. The first procurement record effort across a number
19. Figures fluctuate due to suppliers connecting and disconnecting with Primark on the platform on an ongoing basis.
20. The Green Supply Chain Corporate Information Transparency Index (CITI) assesses brands on the environmental management of their supply chains in China. The evaluation uses government supervision data and public
information published by the brand to assess overall supply chain environmental management. Scores are updated throughout the year as brands continuously work with their suppliers to respond to pollution issues as they arise.
The CITI report has been published annually since 2014. More information can be found here: https://wwwen.ipe.org.cn/GreenSupplyChain/CITI.html
ELIMINATING NON-CLOTHING WASTE

REDUCING NON-CLOTHING WASTE DECREASING PLASTIC PACKAGING IN OUR OPERATIONS MANAGING THE RISK OF DEFORESTATION
As one of our main sources of non-clothing waste, reducing CLOTHES HANGERS For cardboard packaging, our wood fibres must be certified by the
product packaging is a priority focus for us. We’ve committed to Forest Stewardship Council (FSC) or another recognised forest
Clothes hangers are estimated to account for around two thirds of
remove all single-use plastics (SUP) by 2027. Since 2019, we management certification scheme, such as the Programme for the
total SUP volumes used within Primark. We’re aiming to move to
estimate we have removed and/or avoided21 over 1 billion units of Endorsement of Forest Certification (PEFC). The certified wood is
recycled materials for all hangers – helping to reduce the carbon
SUP from our business. harvested from forests that are responsibly managed and
footprint of hangers by 40%.22 The durable new hanger design
economically viable. Our iconic paper shopping bag is made from
will be made of a minimum of 90% recycled polypropylene and
Our dedicated team, within our Packaging Centre of Excellence, 100% recycled materials and can be recycled after use.23
can be used multiple times. Alongside reusing hangers retained
is currently establishing a baseline to help us accurately measure
in stores, we will collect unusable hangers to be recycled and Over the last few years, we’ve also been exploring next-generation
the reduction of SUP year on year. Any future packaging
made into new hangers. alternatives to wood fibre. Primark is part of Canopy’s Pack4Good
improvements will be tracked against this baseline, and reported
on, in line with our Primark Cares objectives for the removal of initiative, which is working to ensure companies move away from
PACKAGING FILM forests to use more sustainable paper packaging options and
SUP. As we don’t purchase the packaging directly, we’re reliant
on accurate information from our suppliers, and we are currently The second largest use of plastic packaging is the film used to reduce dependency on virgin wood-derived packaging.23
working with them to collect this information. We aim to begin protect our garments during transit. We’ve developed a process to
tracking against this new baseline next year. collect the waste film from UK distribution centres and send it to RECYCLING AND MANAGING OUR OWN WASTE
partners for separation and processing. The reprocessed material
is transformed into Post Consumer Recycled (PCR certified) We diverted 96% of the waste we produce from our own
pellets which are then used to manufacture new film. operations from landfill this year. We continue to educate
colleagues – both in retail and head office – on how non-clothing
Where there is no alternative material plastic currently available, waste can be reused or recycled.
we’re increasing our use of recycled content in our plastic
packaging, helping minimising our reliance on virgin materials. As a priority, we plan to standardise waste
management across Primark operations to
help us spot where waste can be handled in
LADIES’ BRIEFS
a better way. We trialled processes in the
There are some items that need packaging for protection or UK and Republic of Ireland stores last year,
hygiene reasons, for example, ladies’ briefs. This year, we’ve and we’re now piloting this approach in
removed the SUP hook and replaced it with a cardboard European stores.
alternative that’s colour-coded to help customers find the right
size. We’ve also reduced the thickness of the plastic bag from As we grow our business into new markets,
65 micron to 60 micron. And while this may seem like a small we need to adapt our approach to waste to
difference, it has helped us reduce our plastic use by 2.7 tonnes. meet different local legislation and
We’ve made similar changes in other ranges, such as replacing collection services. To overcome this
the plastic hook with cardboard one on a number of items in challenge, we continue to build
kidswear socks and tights. We’ve also trialled a new baby clothes relationships with partners and contractors
range designed with cardboard hangers. to proactively plan the best way to deal
with our waste.
21. SUP removed: This relates to products that have had SUP removed from their packaging. SUP avoided: This relates to products within the same
subcategory, performing the same function in alternative colour or style, that have had SUP removed from its packaging. The removal of SUP for these
products has therefore prevented the new styles from containing SUP in their packaging.
22. 40% is a modelled projection based on packaging carbon data from our supplier Mainetti.
23. Provided there is recycling infrastructure available where the bag is disposed and the paper is dry and clean.
OTHER AREAS OF FOCUS IN ENVIRONMENTAL SUSTAINABILITY

WATER AND WASTEWATER risks related to climate change, like flooding, scarcity and conducted a holistic catchment assessment to support our better
diminished water quality. Using data from key suppliers, we’ve understanding of the relationship between industry and the
OUR APPROACH TO WATER STEWARDSHIP been able to apply water withdrawal and consumption data to local environment.
identify areas where water could pose a risk to our supply chain.
Global water resources are under growing pressure driven by a Next year, we will build on our collective action ambitions through
With these insights, we now have greater understanding to help
combination of increasing freshwater demand and climate participation in a second impact accelerator programme in
drive forward our strategy and are prioritising efforts to mitigate
change. The UN estimates a 40% shortfall in clean freshwater by Chennai, India.
those risks.
2030. Climate change will also impact weather patterns, leaving
some areas prone to flooding, while water mismanagement is The highest proportion of our industry’s water footprint is known
leaving other areas increasingly vulnerable to water scarcity and Between 2018 and 2022, Through an AWS-led Impact
to originate from raw material cultivation and extraction, primarily Primark worked with the Aii Accelerator programme, we
poor water quality. from cotton. Through our PSCP, we’re training and influencing to enrol committed to our first
farming practices to improve resource efficiency. More collective action project last
Since water is used at most stages of making our clothes,
from growing cotton to dyeing fabrics, it’s important that it’s
information can be found on our PSCP here. 6 factories year, enrolling
onto the Clean by Design
used efficiently.
COLLABORATION FOR IMPROVED WATER MANAGEMENT (CbD) energy and water 15 key suppliers
This year, we began developing our 2030 Water Stewardship efficiency initiative in Dhaka, Bangladesh
Most of the negative impacts associated with water consumption
Strategy with a view to reducing our supply chain’s dependency in textile factories are at the wet processing stages, which
on water and limiting the possible negative impacts associated includes bleaching and dyeing. Energy and water consumption
with excessive water consumption and potential water pollution. during these stages are intrinsically linked since most of the
To achieve these goals, we’re working to implement initiatives to energy usage is during water-intensive processes. Between 2018
reduce the water footprint of the products we sell. We’re also and 2022, Primark worked with the Apparel Impact Institute (Aii)
working with other stakeholders through multilateral collective to enrol six factories onto the Clean by Design (CbD) energy and
action initiatives to drive improvements at scale and address water efficiency initiative. More information can be found here.
shared water challenges.
In addition to working with suppliers to improve water efficiency
UNDERSTANDING OUR WATER FOOTPRINT AND RISKS and to recycle water where possible, we’re also committed to
collective action, working with other brands and trade
We are signatories to WRAP’s Textiles 2030 initiative and this
associations to address shared water challenges. We joined the
means we’ve signed up to a target to reduce the water footprint of
Alliance for Water Stewardship (AWS) in 2021 and became a
new products we sell by 30%. This year, we’ve been working to
Funding Member in 2022. This supports our approach to improve
establish the baseline of our water footprint across our supply
the use of water resources and our commitment to adopt and
chain. We expect the results by the end of 2023 and this
promote a universal water stewardship framework, the AWS
will enable us to measure our progress towards our water
Standard. Through an AWS-led Impact Accelerator programme,
footprint target.
we committed to our first collective action project this year,
Water risks and challenges vary depending on geographical enrolling 15 key suppliers based in Dhaka, Bangladesh. The
location. This year, we also mapped our strategic tier 1 and tier 2 programme is designed to bring brands, governing bodies and
supplier factories to assess the likelihood of water risks other stakeholders together to tackle shared water challenges
materialising. We’ve used spatial tools such as WWF Water Risk within a water catchment area. As part of the programme, an
Filter and WRI Aqueduct to map geographical hotspots for water independent, local third party, Esolve International, has
CHEMICALS MANAGEMENT WORKING WITH SUPPLIERS TO MANAGE CHEMICALS We also want to go beyond chemical risk and help suppliers to
use chemicals more efficiently. We have selected three wet
Chemicals play an important role in clothing manufacturing. In our supply chain, many of the chemicals used are during
processors to pilot Aii’s Clean by Design Chemistry and
From synthetic fibres like polyester, to the complex molecules wet processes such as the dyeing, printing and washing of
Wastewater programme, focused on reducing chemical
used to dye fabrics, or the fertilisers used when growing cotton, our materials.
consumption and improving other areas like greenhouse
chemistry is essential. Chemical technologies also have the gas emissions.
potential to improve the performance and environmental impacts For over a decade, we’ve had a robust chemicals management
of our products. programme in place. Our Restricted Substance List (RSL) sets
strict limits on chemicals used in manufacturing our products. Our TESTING WASTEWATER
Though chemicals are critical to our industry, given the possible RSL aligns with that of the AFIRM Group and the ZDHC We’ve been working with our suppliers to put in place new
risks and hazards that the mismanagement of chemicals can Manufacturing Restricted Substances List (ZDHC MRSL), requirements, focusing on the countries where the majority of the
pose, we support our suppliers and their facilities with tools and Version 3.1. wet processors in our supply chain are based. Our wastewater
guidance to use and manage them in the right way. From how testing programme began in Bangladesh, and we’ve since
chemicals are procured and stored, to how they are used or We’re committed to supporting our suppliers with the tools
expanded it to include facilities in China, India and Turkey. Last
disposed of, chemicals management practices are critical for and guidance needed to use chemicals safely. Our local ETES
year, 107 of our strategic wet processors tested to the ZDHC
protecting workers and the environment. In addition to good teams based in our sourcing regions, engage directly with
Wastewater guidelines, and we have selected a further 20
chemicals management, driving the use of more sustainable Primark-approved factories to provide awareness and training
facilities to carry out targeted, risk-based testing.24 As we look to
chemistry will support us in delivering on many targets under in relation to chemicals management. This includes requirements
further scale our wastewater testing programme, we’ve worked
Primark Cares, from reducing energy and water consumption to for all factories we work with to compile and submit chemical
with other brands to host webinars in key sourcing regions to
protecting workers in our supply chain. inventories so that we can assess their usage of chemicals
explain the importance of monitoring and improving wastewater.
in reference to the ZDHC MRSL. In 2022, 175 key wet processors
generated ZDHC InCheck reports. Monitoring wastewater test results allows us to confirm that
COLLABORATING WITH INDUSTRY EXPERTS
discharges have been treated effectively, with the overall goal of
We work closely with industry experts to help us improve Our ETES team delivers regular training on our chemicals
improving the quality of discharged wastewater. It also detects
chemicals management across our supply chain. In 2021 we management requirements to suppliers and wet processors in the
any substances included in the ZDHC MRSL, which helps to
joined the Apparel and Footwear International RSL Management supply chain. With our support, 80 factories completed ZDHC’s
monitor the conformity of chemical inventories against the
(AFIRM) Group to collaborate with brands and shape the tools Supplier to Zero programme, focused on improving chemicals
ZDHC MRSL.
used to manage chemicals in our industry. management systems. A further 61 wet processors have been
selected to complete ZDHC Chemical Management System
We have also been active members of the Zero Discharge of training, which includes support from a consultant to identify
Hazardous Chemicals (ZDHC) since 2015, and continue to have improvements and help put them into practice. This ongoing
a seat on their Board of Directors. As part of this commitment, we training builds knowledge and understanding in order to enable
complete an annual assessment of our chemical management better implementation of chemicals management tools and 107
programme. This year, our performance was rated as improve safety. of our strategic wet processors tested to the ZDHC
‘Progressive’ in recognition of our continuous improvement. Wastewater Guidelines, and we have selected a further 20
facilities to carry out targeted, risk-based testing
175 61
key wet processors wet processors have been
generated ZDHC selected to complete ZDHC
InCheck reports Chemical Management
System training
24. ZDHC has updated its Wastewater Guidelines to V2.1. Guidelines apply to certain facilities such as those discharging wastewater above a daily threshold (15 m3/day).
OUR APPROACH TO ANIMAL WELFARE

As we increase the use of more sustainably sourced materials
across our product range, we continue to ensure that animal
welfare is an integral part of our selection criteria. Animal-derived
materials make up less than 1% of the materials used in Primark
products, but we are committed to ensuring that any that are used
are responsibly sourced25. In October 2021, we updated our
Animal-Derived Material Policy with a focus on traceability and
transparency. We support the development of animal welfare
standards and certifications, and our policy requires that our
suppliers comply with these industry standards in the sourcing of
Primark products. For example, within our policy we require that
all feather, down, alpaca and mohair are certified to the
Responsible Down Standard or IDFL Down Standard, the
Responsible Alpaca Standard and the Responsible Mohair
Standard respectively. We also encourage the use of the
Responsible Wool Standard for the sourcing of wool but require
all wool to be sourced from sheep that have not been mulesed.
We do not conduct or support the use of animal testing that is not
required by law.
We’re proud that our own-brand cosmetics are approved by the

Leaping Bunny Program, an internationally recognisable gold
standard for products that are cruelty-free. This includes
make-up, skincare and haircare products which feature the
Leaping Bunny logo, a visible reminder that cosmetics at Primark
are not tested on animals. We monitor across our supply chain to
ensure compliance with the Leaping Bunny criteria. At the time of
being awarded certification in 2021, it was one of the largest ever
undertaken by Cruelty Free International. Our Animal-Derived
Material Policy can be accessed here.
25. Materials include wool, cashmere, leather and silk.

PROTECTING LIFE ON THE PLANET
RESTORE BIODIVERSITY
EXPLORING THE CONNECTION BETWEEN BIODIVERSITY AND OUR PSCP
WHY IS BIODIVERSITY IMPORTANT FOR THE In April and August 2023, the first pilot biodiversity field surveys
FASHION INDUSTRY were carried out on 18 PSCP farms in Gujarat, India, in
partnership with the Srushti Conservation Foundation. The
As humans, we rely on biodiversity for the nutritious food, objective of this pilot was to evaluate what survey methodologies
medicines and materials we need. As populations grow, would be most effective in the field. The results of this pilot will
increasing demand for resources is putting a heavy strain on help inform next steps for the evolution of the framework and the
nature. According to the WWF, there has been, on average, a monitoring programme.
69% decline in the global population of mammals, birds, reptiles,
amphibians and fish since the 1970s26. Primark depends on the Collecting this data and setting a baseline through the
agricultural sector for the sourcing of raw materials, such as Biodiversity Monitoring Framework is just the beginning, but it’s
cotton, which is why we’re continuing to focus efforts on an important development to enable us to measure progress. It is
understanding how to reduce our impact. likely to take several years before we see the impacts of more
regenerative practices within our PSCP but this framework will
ACCESSING OUR BIODIVERSITY RISKS enable us to track progress and shape the design of future
intervention strategies.
Cotton is the main fibre used in our clothing and the way we
source cotton is core to our biodiversity strategy. Building on 10
years of experience from our PSCP, we recognise that growing
cotton more sustainably depends on healthy soil and pollination,
both of which are linked to biodiversity. In February 2021, we
commissioned an independent biodiversity risk assessment of
our supply chain, carried out by our partner Biodiversify, a
biodiversity consultancy. This assessment was aligned with the
Interim Guidance for the Science Based Targets for Nature. The
assessment concluded that raw material production poses the
most significant risks to biodiversity. In 2022, we worked with
Biodiversify to develop a Biodiversity Monitoring Framework for
our PSCP programme, that aligned with the Science Based
Targets for Nature (SBTN), the Task Force on Nature-related
Financial Disclosures (TNFD) and the International Union for
Conservation of Nature (IUCN) guidelines for planning and
monitoring corporate biodiversity performance.
26. WWF Living Planet Report 2020

PEOPLE
SCALE
TOGETHER WITH OUR PARTNER,
WE’VE DEVELOPED A MEASUREMENT
FRAMEWORK TO BETTER UNDERSTAND
THE IMPACT OF OUR PROGRAMMES
IN OUR SUPPLY CHAIN
LEARN
WE’RE WORKING ON A PILOT USING
THE FAIR LABOR ASSOCIATION’S FAIR
COMPENSATION TOOLKIT TO COLLECT
WAGE DATA IN FACTORIES ACROSS
BANGLADESH, CAMBODIA,
EMBED
INDIA AND TURKEY
WE’RE SUPPORTING WORKERS IN

BANGLADESH TO UNDERSTAND MORE
ABOUT MENTAL HEALTH THROUGH OUR
NEW PROGRAMME MONER KOTHA,
TAKING LEARNINGS FROM ANOTHER
INITIATIVE IN INDIA, MY SPACE
IMPROVING PEOPLE’S LIVES

We have a long-standing commitment to support decent and safe OUR THREE PEOPLE COMMITMENTS
workplaces for the people who make our clothes. As outlined earlier in
this report, our Supplier Code of Conduct and Supply Chain Human Create financial resilience – we will pursue a living
Rights Policy set out the conditions that all our suppliers must follow to wage for workers in the supply chain and support
work with us. with financial literacy training and access to social
protection by 2030.
For over a decade, our ETES team has been running and building
Promote equal opportunities for women – we will
programmes and initiatives in a number of sourcing markets to support
strengthen the position of women through skills
the livelihoods of the people who make our products. Our Primark Cares
development, addressing their barriers to
commitments help to clarify and amplify our ambitions in this space.
progression by 2030.
Improve health and wellbeing – we will ensure

access to effective grievance processes and widen
access to help for mental and physical wellbeing
by 2030.
OUR GLOBAL REACH BANGLADESH PROJECTS

• Social Dialogue Programme
• Gender Sensitive Workplaces
Our social impact programmes span our key sourcing
markets and, to date, have reached over 600,000 workers • Industrial Relations Training
in our supply chain. • Sudokkho
• Pashe Achi
CHINA PROJECTS • Amader Kotha Hotline
• Promising Futures • Janbo Mora Janabo
• C-IQ Worker App • Moner Kotha
• EHS Now! • Bridging Solution
9
TURKEY PROJECTS • CoC E-Learning
• Refugee Recruitment Support Platform
countries • Worker Support Centre

• Snowball
34
initiatives
• JustMaxIt
40
external partners
800+
factories engaged
600k+
SOUTH EAST ASIA PROJECTS
Cambodia
• STOP
workers
Myanmar
INDIA PROJECTS • My Life
• My Life • SMART
• My Journey • Counselling Corner
• My Space
PAKISTAN PROJECTS • Maitri Vietnam
• HERessentials • Securing Future • Respectful Workplaces
• GM Support • Haqdarshak • Drama for Change
• Hamary Awaz • Ungal Kural • Bright Futures
CREATING FINANCIAL RESILIENCE

PURSUING A LIVING WAGE FOR PEOPLE OUR ROADMAP WHAT IS A
IN OUR SUPPLY CHAIN
We’ve made a commitment to pursue a living wage for workers in
our supply chain. Like other retailers and brands, we don’t own
Our ambitions in this space require input from colleagues from
across the business with representatives from over 10 different
teams being involved, including Legal, Finance, ETES, Sourcing
LIVING WAGE?
any of the factories that make our products and we’re nearly and Primark Cares. We’ve drawn up an approach initially
always one of many customers that a factory is working with. As focusing on:
COST OF FOOD COST OF HOUSING
we share our supply chains with other retailers and brands, to
drive long-term change we need to pursue a living wage in a
• Improving our purchasing practices in line with ACT’s global WAGE TO MEET
purchasing practices commitments;
collaborative way. A DECENT
• Piloting the Fair Labor Association (FLA) Wage Tool; and
• Proactive industry collaboration. COST OF OTHER STANDARD PROVISION FOR
We continue to work with industry partners to achieve this goal.
Since 2015, we’ve been a member of ACT (Action, Collaboration, ESSENTIAL NEEDS OF LIVING UNEXPECTED
Transformation). ACT is a ground-breaking agreement between EVENTS
trade unions, global brands and retailers seeking to transform the
garment, textile and footwear industry and achieve living wages
for workers. We continue to support the Global Living Wage
Coalition’s (GLWC) definition of the living wage. The GLWC uses
the Anker methodology when setting its benchmarks, which is a WE SUPPORT THE
ACT MODEL
27
salary based on a normal working week, without any overtime,
that pays a decent standard of living for a worker and their family. A living wage is the
FOR PURSUING A LIVING WAGE FOR WORKERS minimum income
Funding living wage benchmarks is key to support our work on IN THE GARMENT INDUSTRY necessary for a worker to
measuring the gap to a living wage in our supply chain. This
meet their basic needs and
includes Vietnam and other countries as we expand our use of Collective bargaining those of their family,
the Fair Labor Association's (FLA) Wage Tool. We’ve also agreements at an industry including some
recently become a corporate sponsor of the Anker Research level is the process by which discretionary income,
Institute (research arm of the GLWC). We also work with a binding agreement can be which is earned during
the Ethical Trading Initiative (ETI) on the Learning and Freedom of association reached that covers workers legal working hour limits.
Implementation Community (LIC) on responsible purchasing provides workers with the and employers across an
practices. We are one of nine ETI brands in the LIC, sharing necessary voice and industry on a range of
learning with peers and shaping resources aimed at representation to negotiate issues, including the
supporting other brands within the garment industry. Responsible brand with employers on terms
purchasing practices payment of a living wage.
See here for more information. and conditions of work,
ensure that wages and including wages.
benefits can be paid and that
any wage rise agreed in a
27. For reference see: From Covid-19 to Living Wages ACT 2020 update collective bargaining
(page 10). agreement is feasible
for manufacturers.
IMPROVING OUR 2. FAIR TERMS OF PAYMENT OUR RESPONSIBLE EXIT FROM MYANMAR
PURCHASING PRACTICES This year, 93% of suppliers were paid within the agreed In September 2022, following the publication of the ETI independent
time frame. We continue to offer our suppliers 30-day assessment on responsible business conduct within Myanmar, we took
As a member of ACT, we’ve committed to improving our
standard payment terms, which we have done for the difficult decision to plan and implement a responsible exit from the country.
purchasing practices globally in five areas. We use
many years. The ETI’s independent findings confirmed we could no longer conduct the
ACT’s Accountability and Monitoring Framework to
necessary due diligence we insist upon to protect the safety and rights of the
measure our progress.
3. BETTER FORECASTING AND PLANNING people who make our products.
1. WAGES AS ITEMISED COSTS We’re implementing a new system to ensure we can Following the ETI report we worked closely with global trade union IndustriALL
apply better forecasting and planning within our and other major brands to create a framework for responsible business
In 2020, we included a standard minute value in our28
business. In development for a number of years, this disengagement from Myanmar with input from the OECD’s Centre for
costing sheet for suppliers, however upon review, we
year we’ve begun running trials on longer-term Responsible Business Conduct in Paris (OECD). This new framework aligns
realised this was not being completed consistently by
forecasting with some of our key suppliers. with our long-standing global approach to responsible factory exit under the
suppliers. We recognise this as a key enabler in our
commitment to pursue a living wage, so this year, we’ve terms of our membership of ACT, but takes into account the very specific
grown our team to include a colleague with over 20 4. TRAINING ON RESPONSIBLE SOURCING context of Myanmar post the coup in 2021 and the guidelines of the OECD.
years’ buying experience at Primark to address this AND PLANNING The framework has guided our responsible exit from Myanmar which is
challenge. Specifically, we are now building out training conducted with frequent consultation with IndustriALL and other relevant
We’re committed to train all relevant colleagues on what
that will be rolled out to all Buying team colleagues and stakeholders. Final orders from Myanmar were shipped at the end of October
responsible purchasing practices mean for Primark and
our suppliers to drive compliance with this requirement. this year. The Primark team in Yangon will remain in operation for a number of
how they can be implemented. 730 colleagues from the
months to check that our suppliers make any final wage and other associated
Product and Sourcing teams completed the initial
payments that may be due to workers in connection with Primark orders.
awareness training in 2022 and, in 2023, we’ve extended
“WORKING COLLABORATIVELY WITH
this training to more teams. Later this year we will also Our announcement to stop placing orders in Myanmar didn’t mark the end of
PRIMARK ON THE ‘WAGES AS AN be trialling a platform for suppliers to help improve their our efforts to support workers in the country, which has continued throughout
ITEMISED COST’ PROJECT HAS GIVEN US understanding too. the responsible exit process. We continue to work closely with factories,
A VALUABLE PLATFORM FOR ENGAGING suppliers, trade unions, basic labour organisations and project partners to
5. RESPONSIBLE EXIT STRATEGIES seek remedy for issues that arise and, where possible, build capacity for the
IN OPEN DIALOGUE ON ONE OF THE factories’ management and mitigate the impact to the workers in our suppliers’
We have implemented the ACT Responsible Exit Policy
TOUGHEST SYSTEMIC ISSUES FOUND IN and Checklist, developed in 2019/20. As part of our
factories. Since October 2022, we’ve increased the size of our ETES team in
APPAREL SUPPLY CHAINS. IT’S GREAT continuous improvement to this commitment, we
Yangon from three to eight people, enabling more frequent visits to our
suppliers’ factories to allow greater engagement and improved visibility.
TO SEE A RETAILER COMMITTED TO conducted a review of the process in 2022 and
Furthermore, we launched new events for groups of workers this year in our
strengthened our internal due diligence to ensure
FINDING A PRACTICAL SOLUTION THAT further compliance. Any exit of a supplier’s factory
My Life programme with our partner Girl Determined. Between 2019 and
WORKS FOR ALL STAKEHOLDERS.” includes a review of the factory's dependency on
2022, this programme trained 1,231 workers in our supply chain in Myanmar.
Feedback from workers indicated that the communication skills of workers
Primark and any possible impact on their workers as a
PRIMARK SUPPLIER improved, in addition to a greater ability to identify and reduce stress. In July
result of our exit. We still continue to honour existing
2023, Girl Determined also delivered seven events to over 80 workers. These
orders the factory has with us.
events focused on topics such as self-confidence, gender-based violence,
self-defence and communication. Although these programmes will end when
we exit Myanmar, they’ve delivered a positive impact for workers while they
were being run.
28. The Standard time calculated to perform the sewing operation of a garment
MEASURING AWARENESS OF RESPONSIBLE PURCHASING PRACTICES WITHIN OUR BUSINESS MEASURING THE GAP TO A LIVING WAGE IN
Earlier this year, we participated in ACT’s second global survey as part of their Accountability and Monitoring Framework, with 413 OUR SUPPLY CHAIN
colleagues across the Buying, Merchandising, Design, Quality and Sourcing (BMDQS) teams completing the survey. Respondents We carry out social audits in all the tier 1 factories we source
were asked to rate how Primark performed against ACT’s global purchasing practices commitments. Almost all scores increased products from. As part of this, we check that workers are paid as
against the results of the survey carried out in 2021. However, there is still work to be done and we’re working on improving in all per local legal minimum wage requirements. We are working to
areas, including price quotations, training and awareness. build a deeper understanding of how this compares to the living
wage benchmarks published by the GLWC.
ACT 2023 survey* This year, we co-funded research by the Anker Research Institute
Primark results Supplier scoring (co-founder of the GLWC) on gender pay gaps in garment and
agricultural supply chains. The research looked at the pay of men
Sourcing practices 4.6 0 Sourcing practices 4.6 -0.1 and women working in factories and farms in five countries,
Forecasting and capacity planning 4.1 +0.3 Forecasting and capacity planning 4.2 +0.1 including Bangladesh and Turkey, where we source from. The
Price quotations 3.8 +0.4 Price quotations 3.7 +0.1 report will be published in early 2024.
Price negotiation 4.3 +0.1 Price negotiation 4.2 +0.2
Product development 4.4 +0.1 Product development 4.6 +0.1 We’ve subscribed to the FLA's Fair Compensation Toolkit to pilot
Sampling 3.9 +0.2 Sampling 3.9 +0.3 collecting wage data in factories across four of our key sourcing
Order placement 4.4 0 Order placement 4.7 0
markets: Bangladesh, Cambodia, India and Turkey. We funded
the translation of the tool into Bangla, Hindi and Tamil to support
Changes to orders 4.5 +0.1 Changes to orders 4.1 0
the key languages spoken by management and workers in these
Re-orders 4.5 +0.2 Re-orders 4.7 +0.3
factories. We’ve trained our Ethical Trade team in those countries
Production and lead time 4.4 +0.1 Production and lead time 4.3 +0.1
to ensure they’re equipped to support factories during the data
Sales and transparency 3.5 +0.2 Sales and transparency 3.8 +0.3
collection process. We selected a range of factories for the pilot
Terms of payment 4.6 0 Terms of payment 4.5 0 taking into account attributes such as size of workforce, gender
Training and awareness 3.5 +0.7 Training and awareness 4.0 +0.2 split and capacity of Primark within the factories. This is to give us
Incentives 3.4 +0.4 Incentives 3.7 +0.7 a good understanding of our supply base before we look to
Buyer-supplier relations 4.4 +0.2 Buyer-supplier relations 4.3 +0.2 expand the project. We intend to use the FLA Wage Tool to help
Strategy and alignment 4.6 +0.1 Strategy and alignment 4.5 +0.1 factories understand their gap to the living wage and to support
2023 Primark's Average Difference in score 2023 Primark's Average Difference in score them to close that gap.
PPSA Scores (PPSA = compared to 2021 PPA Scores (PPA = since 2021
Purchasing Practices Purchasing Practices
Self-Assessment) Assessment)
“This pilot project was very knowledgeable for us.
Now we understand how to calculate, find out and
* 5 is the highest possible score and 0 is the lowest.
compare the wages across sections of the factory
Scoring key: and gender. This wages survey format was very easy
1.0 = No / Never to use.”
2.0 = Planned but not in place / rarely
3.0 = As often as not / in place but needs improvement
4.0 = Usually ARAP KUMAR SAHA, ADMIN, HR AND
5.0 = Always / Well established and effective COMPLIANCE, MODELE DE CAPITAL,
Act survey from 2021 can be found here: https://actonlivingwages.com/ PRIMARK SUPPLIER INVOLVED IN THE
app/uploads/2021/11/ACT-purchasing-practices-report-2021.pdf FLA PILOT
STRENGTHENING THE FINANCIAL LITERACY OF HELPING WORKERS ACCESS SOCIAL

PEOPLE IN OUR SUPPLY CHAIN PROTECTION
Financial education and access to financial services play a key Another key component of financial resilience for workers is that
role in helping people to manage their lives. Many garment they are able to access the social security benefits to which they
workers lack both these things and, often compounded by gender are entitled. Awareness of these benefits can be low for a number
norms and limited digital literacy, struggle to build the financial of reasons, and understanding and being able to access them
resilience necessary to manage daily life. We’re focusing on can also be a challenge. In India and China we have programmes
helping workers understand their payslips better including how to support workers in this area.
holiday pay, overtime payments and bonuses are calculated.
We also want to help workers fully understand and access their This year, we’ve partnered with Haqdarshak, a social enterprise
social security benefits which can often be very challenging. that leverages technology to improve the ability of workers to
As of July 2023, we had five initiatives supporting access to access government welfare schemes in India. To design this
social protection and financial education and services partnership Haqdarshak assessed four factories in Bangalore,
across 445 participating factories. These factories have India to better understand the challenges that workers faced in
83,065 workers, representing 13% of workers in our finished understanding and accessing social security and the viability of
goods supply chain29. workers using Haqdarshak’s digital solution. We’re now moving
the partnership forward to pilot providing direct support to
workers in a number of factories in India.
PAYSLIPS EDUCATION We also continue to run our Securing Futures project in India.
Our Sudokkho programme in Bangladesh is an example of a Our teams support workers to fully access their pension benefits
programme we’re implementing. Although primarily a technical through awareness raising and management training. As the
skills programme, early on we recognised the importance of project has evolved, participating factories have created groups
making sure that the factory trainers, often the first people to of peer supporters to help workers and factory HR teams access
have prolonged contact with new workers, understood their their entitlements. The participating factories are also in the
workplace rights and could share this knowledge. One aspect of process of streamlining their systems to support this access.
this is being able to understand a payslip. This need was
confirmed through another social dialogue project with ETI where
workers asked many questions around annual leave and wage “MANY WORKERS LIKE ME DON’T KNOW ABOUT
calculations. This year, one of the Sudokkho trainers told our THE BENEFITS OF THE EMPLOYEE PROVIDENT
team that after six years working in the factory, he finally
understood how to calculate overtime and annual leave following
FUND (EPF), BUT THE SECURING FUTURES
our training. He said he will now pass this knowledge onto others TRAINING CLEARLY EXPLAINED ABOUT ALL
through formal worker training. THE BENEFITS TO ME. NOW I UNDERSTAND
In 2021, we developed a training initiative on rights and THE LONG-TERM BENEFITS OF IT AND DECIDED
responsibilities for workers entering the workforce for the first TO CONTINUE MY EPF ACCOUNTS TO GET THE
time. The programme, developed with international experts, PENSION WHEN I REACH RETIREMENT AGE.”
included a module on understanding pay, social insurance
deductions and how to read a payslip. The initiative was FACTORY WORKER INVOLVED IN SECURING FUTURES, INDIA
subsequently adapted to the local context by our country teams
and in the last 12 months has been delivered to workers across
two of our sourcing countries, Bangladesh and Turkey.
28. Data from our Global Sourcing Map up until 31 July 2023. It is updated annually and was last updated in November 2023:
https://globalsourcingmap.primark.com/
PROMISING FUTURE
In China, employers are legally required to enrol all
employees onto social insurance to cover unemployment,
medical issues, pension, maternity and occupational injury.
Many workers who move jobs don’t know how to transfer
their social insurance accounts. Others don’t understand the
full benefits of the scheme.
Promising Future was created with our partner Carnstone.

It provides workers with bespoke and tailored content
through WeChat to enable them to make more informed
choices about their benefits. The project also has a website
with information on the policy and process for each city
and province.
Promising Future is now in its fifth year. As of July 2023,

the programme is run in 437 factories. These factories
have over 78,000 workers, representing 13% of total
workers in our finished goods supply chain.30 Following
the programme, workers said they understood more about
social insurance and its uptake also increased in factories
following the programme. There has been a change in
factory management attitudes and behaviours, with many
encouraging workers to enrol in social insurance. We also
identified some barriers for the programme to achieve a
greater impact through our assessment, including workers’
resistance to enrol in social insurance.
“I’D ONLY HEARD OF PENSION INSURANCE

BEFORE. NOW I HAVE A DEEPER
UNDERSTANDING OF ALL THE DIFFERENT
SCHEMES AND BELIEVE IT’S A WORTHY
INVESTMENT FOR MY FUTURE. I’VE JOINED
THE SCHEMES WITH NO HESITATION.”
FEMALE FACTORY, WHO HAD BEEN AT THE FACTORY FOR FOUR
YEARS, CHINA
PROMOTING EQUAL OPPORTUNITIES FOR WOMEN

Social norms can lead to women being judged by the type of In recent years, we’ve been exploring the way that excessive
work they do, justify violence against them and invalidate their unpaid care work can prevent career progression for women.
right to expect equal pay and respect at work. Tackling gender Unpaid care work spans both the workplace and homelife. In late
inequality is rooted in changing perceptions and attitudes; often 2022, we started working with our long-standing international
held by both women and men, both within the workplace and the NGO partner Women Win, to understand more about how this
broader communities in which our supply chain operates. We’ve barrier affects women in our supply chain. The analysis looked
committed to strengthen the position of women in our supply into potential ways we can adapt our existing programmes and
chain through skills development and addressing their barriers to partnerships to better recognise, reduce and redistribute unpaid
progression by 2030. care tasks more equally across the genders. For example, a
programme that supports training on workplace rights and
Addressing gender inequality in our supply chain requires responsibilities could raise awareness of maternity rights
engagement with women and men through training, knowledge and entitlements.
sharing, dialogue and partnerships. Successful outcomes include
women putting themselves forward for worker committees and
being voted for by workers (including women). It includes SKILLS DEVELOPMENT AMONG WOMEN
management not discriminating against women when promoting
staff and women choosing to apply for such opportunities. It also FACTORY WORKERS
means workplaces that are free from gender-based violence and Women are often disadvantaged within the world of work by lack
harassment (GBVH). of access to quality training. This may mean they underachieve
their full potential both in terms of technical ability and
opportunities for progression. We offer a diverse range of skills
OUR APPROACH training to support workers in our supply chain. The programmes
target either technical skills such as sewing and supervisory
Women can face multiple and interconnected barriers to
skills, or soft skills like communications and problem solving.
progression and promotion in the workplace. We currently
Improved skills can provide the foundation for workers to become
focus on three of these through our global programmes
less vulnerable and more empowered in the workplace, to take
and partnerships:
on greater leadership positions, assuming greater responsibility
• A lack of technical skills and an enabling environment to and earning more income. Our approach to skills development is
facilitate promotion opportunities; focused on continuous improvement and designed to be
worker-centric while also building visibility for factory managers to
• The prevalence of GBVH in the workplace; and
see the wider business benefits that can result from such training.
• The burden of unpaid care work that women generally face.
As of July 2023, we had three initiatives supporting skills
development in our supply chain across 29 factories. These
factories have 44,264 female workers, representing 14% of
female workers in our finished goods supply chain.31
OUR SKILLS DEVELOPMENT

PROGRAMME SUDOKKHO
Sudokkho helps factories create effective technical training for sewing
operators, most of whom are women.
Over the past year, Sudokkho has strengthened its focus on

supervisor training to help demonstrate to factory management the
importance of female representation in leadership. After receiving the
training, all factories either promoted more female supervisors or
committed to doing so. And one factory has already selected 10 more
female workers to be trained in supervisory roles.
“AT FIRST, I THOUGHT I COULD NOT DO THE

SUPERVISOR ROLE, BUT MANAGEMENT CHOSE
ME FOR THIS ROLE. AFTER TRAINING I FEEL
CONFIDENT IN CONTINUING MY RESPONSIBILITY
LIKE OTHER MALE SUPERVISORS. NOW I FEEL
THAT A SUPERVISORY ROLE IS NOT ONLY
FOR MALES.”
FEMALE SUPERVISOR, BANGLADESH
As of July 2023, the Sudokkho skills development programme

has been run in 17 factories. These factories have 29,224 female
workers, representing 18% of the female workers in our
Bangladesh finished goods supply chain.
“I WANT AT LEAST 50% OF MY SUPERVISORS TO BE WOMEN.
In 2022, an independent impact assessment by 60 Decibels, a WHATEVER SUPPORT IS REQUIRED FOR THE SAME, I SHALL ENSURE
specialist impact measurement company, found that 80% of the
workers interviewed said that the technical training they received
IT IS PROVIDED. I AM HOPING BY LOOKING AT THESE FIRST TEN
under the project made them more productive or able to secure higher SUPERVISORS MORE OPERATORS WOULD LIKE TO TAKE UP THE
pay. The majority of respondents reported positive improvements SUPERVISORY JOB RESPONSIBILITIES.”
against various indicators that gauged skills enhancement and other
socioeconomic benefits. FACTORY EXECUTIVE DIRECTOR, BANGLADESH
More information on our Sudokkho programme can be found here.

TACKLING GENDER-BASED VIOLENCE AND processes in this area but also highlighted the prevalence of Along with the five factories, STOP also engaged key government
certain attitudes as a key driver of GBVH, for example, that victim stakeholders in Cambodia including the Ministry of Labour and
HARASSMENT IN OUR SUPPLY CHAIN blaming is particularly common. This speaks to the importance of Vocational Training, Ministry of Women’s Affairs, Ministry of
OUR APPROACH supporting attitude and behaviour change as part of the solution Interior and Ministry of Justice, in addition to other brands, trade
to drive a zero tolerance to workplace GBVH. This form of unions and Better Factories Cambodia (BFC). There was
It is well documented that gender-based violence and
support is the foundation of our Drama for Change programme collective agreement that GBVH is still a major concern in
harassment (GBVH) is prevalent in many parts of the global
which runs in parallel to our IFC programme and uses live Cambodia. Our team in Cambodia is currently looking at how to
garment industry. We continue to build and strengthen our
participatory theatre performances to engage workers and support and build on the momentum created by the impact of
approach to tackle this complex and serious issue, now
management on attitudes towards GBVH. this project.
embodied in ILO Convention C190; Violence and Harassment in
the World of Work. We understand that causes of GBVH are Since completion of the assessment, we’ve launched training in
complex and deeply embedded. Successfully tackling this issue 13 factories and their four suppliers. This is supported by the
requires partnerships with technical experts on the ground and a provision of individual coaching based on the specific needs of
systems approach to tackle the many root causes of this issue. the factory or supplier. Once this training is completed early next
These include inappropriate behaviour and attitudes; limited year, IFC will report on the impact of their support and
understanding of what constitutes harassment; lack of senior- recommend a methodology and tools to scale up the programme
level commitment to address the issue; and inadequate in other regions.
workplace mechanisms through which workers can safely and
effectively raise grievances related to GBVH. As of July 2023, COLLABORATING ON GBVH IN CAMBODIA
we have five initiatives supporting efforts to address GBVH
This year, we completed our Cambodia STOP programme in
across 45 participating factories. These factories have
partnership with NGO Care International. Over the last year, 86%
45,040 workers, representing 7% of workers in our finished
of all factory workers across five factories received training
goods supply chain.32
on sexual harassment and took part in awareness-raising
In June 2023, we partnered with the International Center for activities such as International Women’s Day events. By the end
Research on Women (ICRW) to study male management of the programme, a sample of 26 female workers from the five
attitudes towards gender equality within four factories in India. factories could name at least two forms of sexual harassment
The aim of this research is to identify cultural beliefs that underlie behaviours – at the beginning, they could name none.
dominant attitudes to gender inequality to help us better frame
Male workers have also engaged in the programme, with one
and engage men in the workplace. Research in the four factories
worker saying;
is underway with findings and recommendations for programming
due by the end of the year.
“I BELIEVE IT IS ALSO IMPORTANT THAT MEN
RAISING AWARENESS OF GBVH IN VIETNAM KNOW ABOUT SEXUAL HARASSMENT AND HAVE
Over the last year, we’ve also continued to support our three-year TRAINING ON THESE ISSUES.”
partnership with the International Finance Cooperation (IFC) to
MALE FACTORY WORKER, CAMBODIA
prevent and address GBVH through engagement with four
suppliers in Vietnam. As a first step, the IFC undertook an
assessment of the factories and found they lacked polices and
SUPPORTING WORKERS THROUGH EFFECTIVE monitor and report on the key performance indicators related This year we also began supporting Elevate, the international
GRIEVANCE MECHANISMS to grievances. partner behind Amader Kotha, to establish two new similar
mechanisms in Pakistan and India.
Effective grievance mechanisms give workers a way to EFFECTIVE WORKER DIALOGUE MECHANISMS
successfully and safely raise and resolve any problems that HELPING TO BUILD MORE EFFECTIVE INTERNAL GRIEVANCE
We continue to encourage effective worker dialogue mechanisms
they’re experiencing at work. They’re a fundamental part of MECHANISMS IN FACTORIES
through our social impact programmes. As of July 2023, we
workers’ rights, which is why they are part of our Supplier Code of
have three initiatives supporting worker representation In 2021, Primark and four other brands nominated three factories
Conduct requirements. We’ve committed to making effective and
through democratically elected bodies across 24 in Pakistan to join a programme run by Fairtrade Germany,
accessible grievance mechanisms available to all of our
participating factories. These factories have 34,602 female with support from GIZ Pakistan. The project aimed to improve
colleagues and people in our supply chain. This includes:
workers representing 11% of female workers in our finished internal complaints mechanisms and solve incidents more
• Having grievance mechanisms which allow for goods supply chain.33 effectively. It ended this year, giving us insightful learnings that
anonymous reporting; will help shape our future grievance initiatives. For example,
More details on both areas can be found in our Modern research under the project highlighted that many workers are
• Expecting all Primark-approved factories to have their own
Slavery Statement. unaware of the law surrounding grievance mechanisms, but they
grievance mechanisms available to their workers;
do value these processes. The findings also indicated that low
• Working with third parties, including NGOs, to implement
THE AMADER KOTHA GRIEVANCE HOTLINE IN BANGLADESH literacy levels of workers hampers the roll-out of education of
industry-wide grievance mechanisms in our sourcing countries
In Bangladesh, we support the well-established Amader Kotha regarding these programmes; and that refresher training is key to
and support existing ones; and
hotline and in July this year, we set an ambitious goal to scale successfully engaging participants.
• Developing a separate, widely available, Primark-funded
access to this hotline to all the factories in our Bangladesh supply
grievance mechanism that will be accessible to all workers and An impact evaluation of this project found that over 90% of
chain by the end of 2024. This independent, industry-wide
relevant stakeholders in our supply chain. workers said they were satisfied or very satisfied with the new
grievance mechanism is not only helping to protect workers’
rights, but also build stronger worker-employer relationships. An mechanisms set up through the project. We are currently talking
In addition to the mechanisms listed above, we also receive to GIZ about possible next steps for this project.
grievances through other channels, such as the customer example of this impact is described by a factory manager in one
services section of our website and the confidential worker of the participating factories as follows: “We have around 11,200
We continue to support the worker hotline in Turkey run by local
interviews that take place as part of our social audits, in addition workers, almost every month receiving grievances and issues
NGO MUDEM and have also committed to scaling up the number
to direct contact with Primark colleagues on the ground. being solved as well. Initially we were not comfortable with this
of our supplier factories that engage with this hotline this year.
external channel but now realised this is benefiting us. Through
As of July 2023, we have six initiatives supporting the resolving issues, we are gaining workers’ trust.” More details on the grievance mechanisms programmes we are
development of effective grievance mechanisms across 91 supporting can be found in our Modern Slavery Statement here.
participating factories. These factories have 187,657 We’ve also joined Amader Kotha’s Safer Together initiative being
workers, representing 30% of workers across our finished run by Columbia Business School to explore how to encourage
goods supply chain.33 the use of the hotline by vulnerable workers who may be nervous Over 90%
about their identity being revealed through providing the specific of workers said they were satisfied or very satisfied with
When issues or grievances are raised through any of the details of their case to the hotline. Safer Together is piloting an the new mechanisms set up through the project
channels, we take immediate steps to investigate thoroughly approach whereby workers lodge their complaint with the hotline
while protecting the confidentiality of those raising the complaint, on the condition that it will only be escalated to the factory if
victims and anyone else who might be affected. We do not others also log similar complaints, therefore helping to protect
tolerate any retaliation against those who have raised a grievance their identity in the face of an investigation by the factory. Results
and any affected stakeholders. We work with specialist are due in the coming months, and we plan to use these
organisations and civil society on the investigation and learnings across the other support to grievance mechanisms
remediation of grievances, enabling us to draw on specific that we support.
technical expertise and support when needed. We track,
IMPROVING HEALTH AND WELLBEING

The health and safety of our workers is an important element of builds trust between and among workers and management and
our Supplier Code of Conduct. Primark’s health and safety facilitates open conversations about mental wellbeing. The
programmes support systemic change within our supply chain to programme trains carefully selected staff to become lay
raise and maintain standards. Beyond health and safety counsellors and engage colleagues to support their peers.
workplace compliance, there is much we can do to facilitate
workers’ access to much needed health-related information and “I COULD FEEL THE CHANGES IN MY FACTORY
services. These are often lacking among vulnerable workers,
particularly women. For example, both women and men among
WORKPLACE BEFORE AND AFTER MY SPACE.
many worker populations have a poor understanding of menstrual IT WAS A REMARKABLE CHANGE WHICH THE
health and hygiene. COUNSELLING SERVICE HAD BROUGHT IN.
Through Primark Cares, we’ve committed to widen access to THE SAME PEACEFUL WORKPLACE HAS TO BE
help for mental and physical wellbeing in our supply chain. In SET IN ALL MY FACTORIES. SO I DECIDED TO
many of the communities across our supply chain, mental health PAY TO IMPLEMENT THE MY SPACE PROJECT
and wellbeing remain associated with negative social stigmas,
particularly for women, making it challenging for people to speak FOR MY NON-PRIMARK FACTORIES.”
up. We take a systemic approach to mental health, creating
MANAGEMENT EMPLOYEE AT A FACTORY
systems and enabling workers and managers to build trust and
create support systems within the factory, creating a better Speak Up, India launched in February 2023 in response to
working environment and reducing stress. We have seen that the observations and learnings from the My Space programme.
trust and dialogue built through these initiatives can help push As trust and dialogue with workers strengthened through the
forward progress towards more formal workplace worker- My Space programme, the need for a separate intervention on
management dialogue and collaboration. GBVH became apparent. The team developed the Speak Up
programme alongside St John’s Medical College who are pivotal
As of July 2023, we have 7 initiatives supporting improvements to to both the technical content of the programme as well as
workers physical and mental health and wellbeing across 118 developing and maintaining a safe space for both workers and
participating factories. These factories represent 16% of workers management on this sensitive issue.
in our finished goods supply chain.
“AS I WORK IN HR, MANY PEOPLE COME TO ME
CREATING SPACE FOR MENTAL HEALTH IN FACTORIES WITH PROBLEMS. I HAVE TO TAKE CARE OF
THROUGH OUR MY SPACE PROGRAMME MY MENTAL HEALTH. SIMILARLY, EVERY
Our experience to date has demonstrated that workplaces can WORKER HAS THEIR OWN LEVEL OF MENTAL
play a valuable role in opening discussions around mental
wellbeing to help remove stigmas and support improved
HEALTH AND STRESS. WITH MY SPACE,
wellbeing of workers and managers alike. WORKERS FEEL THAT THERE ARE PEOPLE TO
LISTEN. SLOWLY THEY’RE REALIZING INSTEAD
Our My Space programme in India, in partnership with St John’s
Medical College, Bangalore, is an example of the way that we OF KEEPING EVERYTHING INSIDE, IT’S BETTER
can drive behavioural change and extend support for mental TO TALK TO SOMEONE.”
health to workers. Already operational in 12 factories, this project
MANAGEMENT EMPLOYEE AT A FACTORY
GROWING MENTAL HEALTH We’re currently rolling out the programme

PROGRAMMES ACROSS OUR SUPPLY across factories in our Bangladesh supply
chain and are on track with our goal to run
CHAIN THROUGH MONER KOTHA
awareness sessions with 2,500 workers across
In partnership with the British Asian Trust and five sites in Bangladesh by the end of 2024.
Sajida Foundation, we’re supporting a Feedback from the initial participants was
programme to improve mental health positive and the ground-breaking nature of the
awareness in five factories in Bangladesh. The programme was noted and welcomed. As one
programme uses learnings from the My Space participant reflected:
project in India, which was set up in 2017 and
implemented in partnership with St John’s
Medical College, to provide practical support to “TO THE BEST OF MY KNOWLEDGE I
workers’ mental health, including raising
DID NOT HEAR THAT ANY OTHER
awareness of, and reducing the stigma around
addressing mental health issues in the FACTORY HAS IMPLEMENTED A
workplace. The Moner Kotha (‘mind talk’ in MENTAL HEALTH PROJECT IN THE
Bengali) project, launched in late 2022, aims to
PAST. IF WE IMPLEMENT THIS
increase awareness of mental health issues,
build resilience, educate on self-coping PROJECT IN OUR FACTORY, WE’LL
mechanisms, and provide support for workers BE ONE OF THE FIRST FACTORIES
in the supply chain through training, capacity
IN THIS ACHIEVEMENT.’’
building, awareness-raising, and the provision
of mental health information in the workplace. FACTORY WORKER, BANGLADESH
In January 2023, the programme held

awareness-raising sessions for 52 senior To encourage others to support the initiative,
managers from participating factory sites. This the project hosted a roundtable with relevant
was organised and facilitated by the Sajida stakeholders in Bangladesh this year, including
Foundation with sessions covering issues such Government representation and other brands.
as understanding mental health, self-care and This event aimed to raise awareness and
mental health services. demonstrate the benefits of mental health
support systems for women and low-income
populations across industry and stakeholders.
DEEPENING OUR UNDERSTANDING OF Measuring the impact of our work can be challenging but we’re
committed to being guided by data and evidence to help us
THE ISSUES FACING WORKERS IN OUR understand what works and what we may need to evolve.
SUPPLY CHAIN Over the past year, we’ve been developing a social impact
To support our understanding of the challenges and measurement framework in partnership with Tandem, a
vulnerabilities that workers face, in addition to how we can best specialist social impact measurement organisation. This
help address them, we’re working with a number of external framework will strengthen our measurement and evaluation
experts. Over the last 12 months, we’ve commissioned and approach, enabling us to better understand, and therefore learn
funded research into workplace GBVH in Vietnam with the from, the effectiveness of initiatives that support worker welfare.
International Financial Cooperation (IFC); factory workers’ access
To date, we’ve commissioned independent impact assessments
to and understanding of financial services in Vietnam with IDEO.
with our partner 60 Decibels for two of our initiatives: Sudokkho,
org; and workers’ access to and understanding of their social
a technical skills project that supports factory workers in
security entitlements in India with Haqdarshak. This research
Bangladesh, and My Life India, a life skills project that supports
provides us with a unique understanding of some of the most
vulnerable workers in India. We have received findings for
prevalent issues facing workers in our supply chain.
Sudokkho and are expecting the My Life India assessment by
early 2024.
UNDERSTANDING THE EFFECTIVENESS

OF OUR PROGRAMMES UPSKILLING OUR COLLEAGUES
This year, we also worked with a PhD researcher, from the We’re committed to supporting and building the capacity of our
University of Leicester School of Business, to help us better colleagues so they better understand and can help support the
understand the learning processes involved in one of our projects delivery of these programmes. Almost 50,000 colleagues have
in China, EHS NOW!, that supports workers and management to participated in training on a range of topics including Worker
better address health and safety issues in factories. Part of this Skills Development, Grievance Mechanisms, Training
research looked at the role and capability of those trained by Effectiveness and specific training on Primark’s Audit
experts to pass on knowledge to others (the Train the Trainer Requirements in line with our Supplier Code of Conduct. 5,725
model). The Primark team on the ground in China is working hours of training have been delivered in total, with 1,402 hours
closely with the researcher to act upon her recommendations. A delivered by internal colleagues and over 4,323 hours delivered
webinar has been delivered to the ETES team to share findings by external experts and partners. Training is delivered in a range
from the research and recommendations for wider of methods, tailored to the topic and learners needs, including
implementation. The researcher is also providing ongoing face-to-face, online, play-based learning or using the Train the
feedback on the design and application of the project. Trainer model.
We use the Train the Trainer model in a number of our social

impact programmes. This enables the selection and training of a
factory's own trainers and assessors to pass on their knowledge
and run the training within their own factory. This way, the factory
gets to develop its own better-skilled and motivated workforce.
Given the importance of the Train the Trainer model in delivering
our social impact programmes, this year we funded and
commissioned research to further deep dive into how these
models work best. These learnings were shared with the rest of
the industry through our partner Business Fights Poverty.
RANA PLAZA: 10 YEARS ON drive systemic change. In 2013, Primark became one of the first
signatories of the Accord on Fire and Building Safety in
The Rana Plaza building collapsed in Bangladesh in 2013. Bangladesh, a legally binding agreement with the aim of
As one of the first brands to state that one of our suppliers was promoting safe workplaces for garment workers. Since then, the
using one of five garment factories located in the Rana Plaza Accord has become the International Accord and, today is
building, we pledged short and long-term support to those focused on taking the lessons learnt from Bangladesh further
affected. In the run up to the tragedy, workers had expressed afield. We were happy to sign up to support the International
concern about the safety of the building. The tragedy was Accord’s extension into Pakistan this year.
catalyst for change across the industry, in particular helping
to drive improvements in building safety and increasing In May 2013, we also established our own building safety
mechanisms for workers to raise concerns. programme (known as our Structural Integrity Programme) in
Bangladesh to assess the safety of all supplier factories against
SUPPORT FOR THOSE IMPACTED BY RANA PLAZA international standards. This continues to be central to our
monitoring, and approval, of suppliers’ factories in the countries
Working with local partners, our team on the ground provided
where its run.
emergency food aid for over 1,265 households immediately after
the tragedy. We gave short-term financial aid to 3,621 workers If areas are found to require improvement, we work with the
and/or their families, the equivalent of nine months’ salary, suppliers and their factories – in collaboration with a team of
whether or not they worked at the factory of our supplier, and structural and civil engineers from international engineering firms
developed a long-term compensation programme for the workers – to provide technical support and guidance. Our Structural
at our supplier’s factory or their dependants, providing both Integrity Programme expanded to Pakistan in 2015 and
financial educational and non-financial support. This was Cambodia in 2019 and we also provide ad hoc support as
developed by working with local partners, including the University required in other sourcing countries.
of Dhaka, and in consultation with the ILO and totalled over
$14m. We also contributed £1m to the ILO’s Rana Plaza Donor GRIEVANCE MECHANISMS AND WORKER DIALOGUE
Trust Fund.
This tragedy also highlighted a number of other areas to address,
Today, some of the most vulnerable beneficiaries continue to including improving mechanisms for workers to raise concerns in
receive non-financial support through our Pashe Achi programme the workplace through effective grievance mechanisms or
(meaning ‘by your side’), a collaboration with the University of workplace committees. You can read more about a helpline born
Dhaka and other experts. 142 beneficiaries are supported from the legacy of Rana Plaza, Amader Kotha, and its
through this programme today. The programme aims to build the partnership with Primark earlier in the report here.
confidence and knowledge of those impacted by the tragedy, so
that they can manage their financial compensation. They are also SOCIAL PROTECTION FOR WORKERS
given advice on how to access health services and legal support The tragedy highlighted the need to make social protection
through regular contact and a 24-hour helpline. schemes available to workers should something go wrong while
at work. Alongside other brands, Primark is supporting a pilot
LONG-TERM CHANGE Employment Injury Scheme for workers in partnership with the
ILO and the Bangladesh Government. The scheme, which
STRUCTURAL SAFETY launched in 2022, will compensate injured workers and
The Rana Plaza tragedy highlighted to the whole industry the dependants in case of accidents which lead to permanent
necessity of monitoring the safety of factory buildings to protect disability or death in line with the requirements of ILO
the safety of garment workers in the country. As well as Employment Injury Protection Convention.
immediate relief, we were determined to do what we could to
MY LIFE, INDIA
BUILDING LIFE SKILLS AMONG VULNERABLE WORKERS “I WAS VERY HAPPY THAT THE TRAINING • Three in five workers also report experiencing significant
improvements in their personal and menstrual health and
There are 600 million internal migrants in India34 who typically WAS DELIVERED IN ORIYA. I UNDERSTOOD hygiene because of the My Life training. They report
move great distances across the country in search of seasonal or
THAT WHEN I COME TO A NEW PLACE I SHOULD developing clean hygiene-related habits and a better diet and
temporary work. Many of our supplier factories are concentrated
in areas that poorer and less-educated people move to for work. NOT ISOLATE MYSELF, INSTEAD I SHOULD nutrition as the top improvements.
• Two thirds of workers ‘strongly agree’ that they have a better
As a result, migrant workers can be some of the most vulnerable MAKE EFFORTS TO ESTABLISH RELATIONSHIPS understanding of their rights and responsibilities at work after
in our supply chain.
WITH MY CO-WORKERS. I ALSO UNDERSTOOD the My Life training. This aligns well with most workers
In 2017, in partnership with the international NGO Women Win THE IMPORTANCE OF OCCUPATIONAL reporting that they have a written contract of employment with
the factory and access to mechanisms that can help them in
and Naz Foundation, we launched My Life to build life skills HEALTH AND SAFETY AND THE ROLE OF representing issues at work. This is encouraging and paves the
among vulnerable workers in India, with a focus on hostel
residents and women. The programme supports factories to train
COMMUNICATION IN PERSONAL AND way forward for the My Life training to potentially focus more
vulnerable workers on basic life skills including health and safety PROFESSIONAL LIFE. I ALSO LEARNT THAT I on aspirational themes that can help factory workers continue
to thrive in their roles.
in the workplace, rights and responsibilities, communication, and NEED TO READ, UNDERSTAND AND MAINTAIN
teamwork. The training is delivered through a ‘play-based’ • When asked about new themes that they would like future My
approach, which uses interactive activities such as games to help
COPIES OF MY WORK-RELATED DOCUMENTS Life trainings to cover, workers primarily say they want to learn
workers engage and learn. SUCH AS THE APPOINTMENT ORDER.” more about career progression and financial literacy. Other
reported topics include stress management, tackling domestic
After disruption to the programme during COVID-19, My Life is FEMALE MILL MIGRANT WORKER violence in their homes, and nutrition.
now back up and running. As of July 2023, My Life India has
helped vulnerable workers understand more about their rights As part of the study, 60 Decibels conducted phone-based
in seven factories, representing over 4,000 workers. The interviews with 500 factory workers who have completed the
programme is now delivered in four languages: Tamil, My Life training across eight factories in Tamil Nadu, India.
Hindi, Bengali and Oriya. Trainers have also introduced migrant While research is ongoing, the preliminary findings found:
workers to Google’s ‘Text to Speech’ feature so they can listen to
and understand contracts that aren’t written in their native • Almost all factory workers report accessing training like My
language. The training also covers improving participants’ Life for the first time and appreciate the play-based approach
understanding of employment documents and wage slips. of the training. Roughly two thirds of workers report that they
find all the training to be useful in their personal life. They found
Together with social impact assessments experts 60 Decibels, the training sessions on communication, personal hygiene and
this year, we conducted an independent impact assessment of menstruation to be most useful.
My Life. In group discussions, workers said they had more
• Three in five workers report significant improvements in their
understanding of their rights and entitlements in the workplace,
communication skills because of the My Life training. They
better knowledge of personal hygiene, and stronger
report feeling more confident while speaking with their
communication with management.
supervisors, being able to manage their emotions better and
communicate calmly, and feeling more comfortable seeking
help from colleagues.
34. National Library of Medicine excerpt from India’s internal migrants and the first wave of COVID-19: The invisibility of female migrants.
LEARN
WE LAUNCHED OUR PARTNERSHIP
WITH WORKEQUAL TO HELP REMOVE
BARRIERS TO CAREER PROGRESSION
FOR WOMEN IN IRELAND
SCALE
OUR PEOPLE
WE’VE SCALED UP OUR EARLY
CAREERS PROGRAMME TO HELP
BUILD OUR TALENT PIPELINE AT
PRIMARK
EMBED
WE GATHERED FEEDBACK FROM
OVER 50,000 COLLEAGUES ON THEIR
EXPERIENCE AT PRIMARK THROUGH
OUR BI-ANNUAL YOUR VOICE SURVEY
PROMOTING WELLBEING AND INCLUSION

FOR OUR COLLEAGUES
As an international business, our customers and colleagues This year has marked a great start to our Early Careers offering, COLLEAGUE HEALTH, SAFETY AND WELLBEING
come from a wide range of backgrounds. As such we see DEI as and our students have had the opportunity to gain hands-on
not only part of our culture but key to our continued success. We exposure whilst making a real impact in their teams. In addition to Taking care of our people is not just something we aim for,
have over 76,000 colleagues made up over 180 nationalities, and hands-on experience they completed a series of workshops it’s a core part of our ongoing success. This commitment is
includes colleagues ranging from age 16 to over 65 years of age. covering topics such as presentation skills, diversity and cemented by our health and safety strategy, Safe Today, Safe
Of our senior roles, 48% are filled by women, helping to create inclusion, and developmental insights. In January, they started Tomorrow, where we set out our vision and the high standards
workplaces that are ambitious, engaging and inclusive. their Forward Think Early Careers group projects where they of our business.
were given a business-related topic to research and make a
We set both central and global KPI targets and objectives annually
proposal for solving, which they presented back to business
to drive continuous improvement in our health and safety
NURTURING TALENT AND leaders in April. For example, one of these proposals focused on
performance. Setting improvement targets around injury and
durability of clothing and giving clothes a longer life.
SUPPORTING CAREERS accident reporting, in addition to Environment, Health and Safety
It’s important to us that everyone is rewarded and supported to Following very positive feedback from line managers and (EHS) audit results helps us continually raise awareness of our
perform at their best. Learning and development is a priority for students, we’ve offered 40 of the students a role at Primark health and safety performance in all business areas. Our work in
us. Retail colleagues stay with Primark for an average of four following completion of their degrees. this area will be supported by the recent roll-out of a new dedicated
years, and office colleagues stay an average of five years. We EHS and Operations Lead in stores across 10 markets.
awarded 2,657 promotions across all areas of the business this
Our teams in each country where we operate proactively plan
year, and we’re proud that people are encouraged to progress “Primark Cares and its vastness really surprised me various events and meetings to help influence our wellbeing
with us. when I joined the business. The strategy is well improvement targets. We’re continuing to grow our colleague
developed and thorough. It is amazing to see the wellbeing programme, Spark, which was created to empower
This year, we enhanced our Welcome Experience to ensure new reality of the company’s responsible business
retail colleagues have a well-rounded onboarding across all the colleagues to become their best selves in work and in life. The
practice and the way in which Primark is constantly programme focuses on the three pillars of Mind, Body and Life.
markets we operate in. It gives us the opportunity to share our working to be even better.”
Primark Cares commitments and ethos with colleagues as soon as We’re working to establish a governance structure that includes
they join our business, embedding sustainability and ethics from having a Wellbeing Champion in all stores globally to support our
GRACE WALHEE,
the outset. local wellbeing agenda.
BUYING PLACEMENT STUDENT
In July 2022, as part of our Early Careers programme, we In the meantime, we have a rolling calendar of UK and Republic of
welcomed 46 students to Primark for their year-long university Ireland initiatives and activities, from fitness sessions to support
placements. The students joined us in seven different business during a colleague’s experience of fertility, paternity and
streams – Buying, Merchandising, Design, Quality, Technology, menopause. We’ve also reached our target to have 5% of our office
People & Culture and Brand. colleagues trained as Mental Health First Responders, which equips
them with the tools to provide mental health first aid to other
The Early Careers programme provides us with an amazing During Autumn 2022, we launched our talent attraction campaign colleagues in crisis situations.
opportunity to attract and retain people to enable continued for our second cohort. We updated the campaign’s creative
growth and innovation. Given how competitive the talent outputs, ran a number of targeted university talks and shared
landscape is, this programme is especially important to create a numerous pieces of student-generated content on our social
talent pipeline for Primark. We subsidise the accommodation of channels. We’re pleased to have received 2,100 applications for
the students and provide relocation expenses to give them the the 2023/24 programme, a 62% increase in eligible applications
best start on their placement year in Primark. compared to last year, and we welcomed 48 students in July 2023.
PROMOTING WELLBEING AND INCLUSION FOR OUR COLLEAGUES
CHAMPIONING DIVERSITY AND INCLUSION

We see diversity and inclusion as part of our culture and key to PRIDE 2023 LISTENING TO OUR COLLEAGUES
our continued success. We know how important it is to create an
environment where everyone feels included, empowered and One example of the impact of our networks can be seen through In 2021, we began working with Peakon Employee Voice to help
able to be their authentic selves every day. this year’s Pride campaign. Through products, imagery and us connect with our colleagues across our markets to get their
internal activations we celebrated ‘Found Family’; the family you feedback on their experience at Primark. Your Voice is our global
As a diverse organisation, we work hard to ensure everyone feels find, and the family who finds you. As part of this, we launched an colleague engagement survey and it provides us with invaluable
represented in what we do and how we do it. We listen to our inclusive, gender-neutral clothing range for adults and kids, where insights from our people. We use the results from the survey, and
colleagues through our bi-annual engagement survey, Your elements were sold across 16Δ markets. Members of our the insights from our colleagues, to inform decision making on life
Voice, where we ask questions directly related to inclusion. Our LGBTQIA+ network shared feedback which influenced changes to at Primark.
colleagues tell us they understand and feel that diversity and product design, and they also provided guidance which improved
inclusion is a priority in our business, and so it’s important to us in-store placement of the products. Beyond this, the network Our colleagues understand the value of sharing their thoughts,
that we work together to create an inclusive culture and influenced the introduction of non-workwear days in celebration of opinions and ideas and they see how their ideas come to life
environment for everyone. Pride, across all markets, and participated in Pride marches. through the new initiatives we have launched as a result of the
survey. These include new company values and behaviours,
2023 marked the fifth year that we collaborated with the our wellbeing initiatives, in addition to recognition and
International Lesbian, Gay, Bisexual, Trans and Intersex reward programmes.
A LEADERSHIP APPROACH TO DIVERSITY Association (ILGA World). We donated £150,000 to support ILGA
AND INCLUSION World in its efforts to advance equity and inclusion for LGBTQI+ Our first Your Voice survey launched in September 2021. At that
Everyone plays a part in embedding inclusivity across Primark people everywhere. Over the last five years, we’ve donated time, 50% of our colleagues chose to participate and they
and we want our leaders to set the example when it comes to £620,00035 to the organisation. submitted over 300,000 comments on life at Primark. We now
inclusive behaviours. Our Head of Diversity and Inclusion and survey bi-annually and have completed four surveys so far.
relevant Business Partners work across multiple markets, Engagement with the survey has continued to grow since and, in
building on existing foundations to deliver our strategy in this the most recent survey from September 2023 there was 73%
space, supported by our sponsors and colleague networks. participation, meaning over 50,000 colleagues took part.
To date, Your Voice has generated 158,785 responses and our
Earlier this year, we ran an Inclusive Leader Workshop with a colleagues have shared an incredible 1,269,000 comments.
number of senior leaders in the business. The sessions focused
on: diversity; identity; the importance of authenticity and actions The results from each survey are shared with Managers at every
that inclusive leaders can take to engage colleagues and level of the business, via a personalised results dashboard for
improve culture. their team. Managers work with their teams to decide how they
can make changes that will have a positive impact and improve
We want our colleagues to have a say in how we shape our engagement within their team.
culture. And our four global colleague networks continue to give
people a place to share their lived experience. These networks We also have leaders who look at the results from a global
are LGBTQIA+, Cultural Diversity, Life Stages and Gender, and perspective and ensure that the key topics are addressed within
Disability and Neurodiversity. our programmes and activities.
35. Total donation to date as at 1 November 2023.

OUR PEOPLE
OUR CHARITY
PARTNERSHIPS
As a high street retailer, our local communities are the lifeblood of
our business. We aim to make a positive difference in the areas
where we live and work as part of our responsibility to give back
to our colleagues and customers. We also support and partner
with charities and intergovernmental organisations to help deliver
on this commitment. This includes our global partner UNICEF.
REMOVING BARRIERS TO WORK AND

This year, we hosted the first of a series of workshops at our In Sri Lanka36, UNICEF has trained 2,540 teachers, 5,440
CREATING FINANCIAL INDEPENDENCE Dublin Head Office. Colleagues from Primark and WorkEqual ran parents and 24,361 students on the concept of positive
THROUGH WORKEQUAL sessions on image consulting, interviews, job applications and disciplining, enabling children to learn in safe environments.
Financial independence for everyone is a critical part of creating building a social media profile – four areas that are crucial for
building confidence when starting or restarting work. Following the devastating earthquakes in Turkey and Syria earlier
a more equal world. But many people feel at a disadvantage
this year, we also donated £200,000 to UNICEF’s emergency
when entering the workforce. Historical gender imbalances
Over the coming years, we’ll be hosting more confidence response on the ground. We made the donation together with our
continue to unintentionally exclude individuals from some fields of
workshops and impact hubs with WorkEqual. Working together, we parent company ABF. In Syria, UNICEF provided medical
work. For many people, caring responsibilities mean they need to
hope to connect more people in Ireland to WorkEqual’s services. supplies, access to safe drinking water and sanitation, and
ask for flexible working patterns. Others may be entering the
helped protect children and their education services. In Turkey, it
workforce for the first time or returning to work after a long period
focused on working with the Government on its search and
away, making it challenging to know expectations and apply
for jobs successfully. SUPPORTING CHILDREN’S EDUCATION rescue missions. We’re proud to support our longstanding
partner, UNICEF37, on its wider humanitarian work.
THROUGH UNICEF
WorkEqual is helping to remove barriers to career progression for
women in Ireland. It provides styling, mentoring, workshops and Since 2018, we’ve supported UNICEF’s programmes to help
career consulting services free of charge to support those who provide better education for children in Cambodia, Sri Lanka and “THIS PARTNERSHIP WITH PENNEYS
want to (re)enter the workforce. In September 2023, we India. We have donated $12m to this work for children over the TRANSFORMS OUR ABILITY TO DELIVER ON
last five years.
announced a new three-year partnership with WorkEqual, with a OUR MISSION ACROSS THE ISLAND OF
commitment to provide €300,000 to help deliver its services
nationally, bringing its coaching, career development and styling
In India36, our support has helped UNICEF to: IRELAND. WE’RE EXCITED TO SEE HOW WE
services into communities across Ireland. • Identify 772,132 out-of-school children and put them into
GROW TOGETHER TO HELP BUILD CONFIDENCE
mainstream formal education; AND JOB READINESS AMONG WOMEN. HELPING
We announced a new three-year partnership with • Set up attendance campaigns in 10,000 schools with the THOSE WHO NEED IT MOST TO SECURE MORE
WorkEqual, with a commitment to provide help of volunteers;
SUSTAINABLE EMPLOYMENT IS SOMETHING
€300,000 • Provide home-based education to 1,152 children with
WE CAN NOW DO AT SCALE.”
to help deliver its services nationally severe and multiple disabilities; and
• Give 6,561 children flexible learning opportunities. SONYA LENNON, FOUNDER, WORKEQUAL
36. Figures are as per UNICEF Annual Progress Report 2022-2023.
37. UNICEF does not endorse any brand, company or service.
INDEPENDENT ASSURANCE STATEMENT

TO PRIMARK LIMITED
SCOPE The selected statements within the Report that are included EY’S RESPONSIBILITIES
within the Subject Matter are included in Appendix 1 of our Our responsibility is to express a conclusion on the presentation
We have been engaged by Primark Limited (“Primark”) to perform
Assurance Statement. of the Subject Matter based on the evidence we have obtained.
a ‘limited assurance engagement,’ as defined by International
Standards on Assurance Engagements, here after referred Other than as described in the preceding paragraph, which We conducted our engagement in accordance with the
to as the engagement, to report on Primark’s presentation sets out the scope of our engagement, we did not perform International Standard for Assurance Engagements Other
of selected performance data (listed below in Table 1), and assurance procedures on the remaining information included Than Audits or Reviews of Historical Financial Information (‘ISAE
statements (together the “Subject Matter”) contained in Primark’s in the Report, and accordingly, we do not express a conclusion 3000 (Revised)’), and the terms of reference for this engagement
Sustainability and Ethics Progress Report 2022/2023 for the on this information. as agreed with Primark on 20th September 2023. Those standards
year ended 31st July 2023 (referred to as “the Report”).
require that we plan and perform our engagement to express a
CRITERIA APPLIED BY PRIMARK conclusion on whether we are aware of any material modifications
The Subject Matter includes the following selected performance
data, which are also marked with a Δ symbol in the Report: In preparing the Subject Matter, Primark applied the reporting that need to be made to the Subject Matter in order for it to be
criteria detailed in the ‘About our Reporting’ section of the Report in accordance with the Criteria, and to issue a report. The nature,
TABLE 1: LIST OF SELECTED PERFORMANCE DATA (the “Criteria”). timing, and extent of the procedures selected depend on our
judgment, including an assessment of the risk of material
Pillar KPI Name
PRIMARK’S RESPONSIBILITIES misstatement, whether due to fraud or error.
Product • Percentage of Primark’s clothes containing cotton
Primark’s management is responsible for selecting the Criteria,
that is organic, recycled or sourced from the We believe that the evidence obtained is sufficient and appropriate
and for presenting the Subject Matter in accordance with that
Primark Sustainable Cotton Programme (“PSCP”) to provide a basis for our limited assurance conclusions.
Criteria, in all material respects. This responsibility includes
• Percentage of Primark’s clothing unit sales
establishing and maintaining internal controls, maintaining
containing recycled or more sustainably OUR INDEPENDENCE AND QUALITY MANAGEMENT
adequate records and making estimates that are relevant to
sourced materials We have maintained our independence and confirm that we
the preparation of the subject matter, such that it is free from
material misstatement, whether due to fraud or error. have met the requirements of the Code of Ethics for Professional
Planet • Total greenhouse gas emissions (Scope 1, 2
Accountants issued by the International Ethics Standards Board
and 3) (tCO2e)
for Accountants, and have the required competencies and
• Scope 3 greenhouse gas emissions (tCO2e)
experience to conduct this assurance engagement.
• Percentage change carbon emissions across
our value chain against Y18/19 baseline
EY also applies International Standard on Quality Management 1,
• Number of countries of operation
Quality Management for Firms that Perform Audits or Reviews
People • Number of farmers trained in the Primark of Financial Statements, or Other Assurance or Related Services
Sustainable Cotton Programme (“PSCP”) engagements, which requires that we design, implement and
operate a system of quality management including policies
or procedures regarding compliance with ethical requirements,
professional standards and applicable legal and
regulatory requirements.
DESCRIPTION OF PROCEDURES PERFORMED 4. Performed detailed testing on the specific KPIs and carried USE OF OUR ASSURANCE STATEMENT
Procedures performed in a limited assurance engagement out the following activities to analyse the Subject Matter: We disclaim any assumption of responsibility for any reliance
vary in nature and timing from, and are less in extent than for on this assurance report or its conclusions to any persons other
i. Walkthroughs and analysis of key documentation:
a reasonable assurance engagement. Consequently, the level than Primark, or for any purpose other than that for which it
Conducted interviews with key process owners identified
of assurance obtained in a limited assurance engagement was prepared.
by management and analysed key documentation to
is substantially lower than the assurance that would have been
gain an understanding of the corresponding recording, Accordingly, we accept no liability whatsoever, whether in
obtained had a reasonable assurance engagement been
aggregation, calculation, and reporting processes for the contract, tort or otherwise, to any third party for any consequences
performed. Our procedures were designed to obtain a limited
Subject Matter. of the use or misuse of this assurance report or its conclusions.
level of assurance on which to base our conclusion and do not
provide all the evidence that would be required to provide ii. Tested a sample of the disaggregated Subject Matter
a reasonable level of assurance. data back to source evidence. ERNST & YOUNG LLP
iii. Applied analytical procedures to assess the accuracy 23 November 2023
Although we considered the effectiveness of management’s and completeness of the Subject Matter data in
internal controls when determining the nature and extent of our accordance with the Criteria. London
procedures, our assurance engagement was not designed to iv. Tested the accuracy of data aggregation for
provide assurance on internal controls. Our procedures did not reporting purposes.
include testing controls or performing procedures relating to
checking aggregation or calculation of data within IT systems. 5. Assessed supporting evidence for selected statements in the
Report to assess whether such statements are fairly stated
A limited assurance engagement consists of making enquiries, considering the supporting evidence. Refer to Appendix 1 of
primarily of persons responsible for preparing the Subject Matter this Assurance Statement for the statements subject to our
and related information, and applying analytical and other assurance procedures.
appropriate procedures.
We also performed such other procedures as we considered
The procedures we performed were based on our professional necessary in the circumstances.
judgement and included the steps outlined below:
CONCLUSION ON SELECTED SUBJECT MATTER PERFORMANCE DATA
1. Interviewed a selection of the Primark’s executives and senior
managers to understand the progress made in the Subject Based on our procedures and the evidence obtained, we are not
Matter during the reporting year and to understand the aware of any material modifications that should be made to the
appropriateness of coverage of sustainability topics within Subject Matter for the year ended 31st July 2023 in order for it to
the Report. be in accordance with the Criteria.
2. Completed a visit to Primark’s headquarters to obtain
CONCLUSION ON SELECTED STATEMENTS WITHIN THE REPORT
a better understanding of the business operations and
reporting practices. Based on our procedures performed and the evidence obtained,
3. Considered the coverage of key issues within the Report we are not aware of any material modification that should be
against the topics discussed in our management interviews made to the selected statements (refer to Appendix 1) to be fairly
and with process owners. stated in line with the supporting evidence.
APPENDIX 1. SELECTED STATEMENTS WITHIN THE REPORT, FORMING PART OF THE SUBJECT MATTER
We list the selected statements, with the words highlighted in bold, that have been subject to the procedures described in step 5 of the procedures performed within our Assurance Statement.
Where the statements selected contain quantitative information, our procedures performed were the review of supporting evidence to assess whether the statements are fairly stated. Our procedures did not
assess the completeness and accuracy of the underlying data, to the degree that we assess the selected performance data forming the other part of our Subject Matter.
Page Number Statement Within the Report
4 Primark x Rita Ora, which launched this September, is our biggest ever collaboration and I’m proud that two thirds of the ladies clothing in the range contains recycled or
more sustainable materials.
9 In cases where we have identified high or salient risk to workers, we implement additional due diligence activities beyond our social audit monitoring programme.
The Primark Structural Integrity Programme is an example of this additional due diligence.
9 In other situations, where our team identifies more systemic issues, our Social Impact team works to put in place longer-term solutions and projects to help address these
issues. Many of these programmes are discussed in the People section of this report.
12 Earlier this year, Primark and SEWA met with over 70 farmers involved in the programme from the beginning. We heard how, since participating in our PSCP, they continue to
actively share learnings and skills on more sustainable cotton farming methods 10 years on. They have also re-invested their improved cotton incomes into their farms and homes,
and in the education of their children.
15 As progress towards our commitment, approximately 3,000 PSCP farmers are participating in a three year pilot on regenerative farming practices in India, Bangladesh
and Pakistan.
17 We also work hard to ensure that all Primark Cares products containing recycled fibre content meet Primark’s quality testing requirements.
18 In 2023, we trained 286 of our supplier on the Primark Cares protocols and standards, helping to support them as they move towards recycled or more sustainable fibres to
ensure product claims are accurate. We’ve also developed digital training modules to educate our Product Teams on how to integrate more of these materials into our products.
19 On our more established product category of denim, where we implemented our extended wash and performance testing 18 months ago, 57% of denim tested passed at 30 washes,
the highest level under our enhanced wash framework.
19 This year, we’ve scaled up our extended durability wash testing to cover 39% of all our clothing.
21 We plan to extend our Textile Takeback scheme across other markets but will only do so when we can be confident our programme complies with local regulations and works
for the infrastructure and customers in that country.
21 14. Textile donation (weight in kg) to date July 2023 (ROI, UK, Germany & Austria.): Estimated 346.82 tonnes. Textile donation (%) to date July 2023 (ROI, UK, Germany &
Austria.): Estimated 69%.
22 So far, 74% of Primark colleagues in our Product team have taken part in the Foundational CPS training. Our goal is to have all Product team colleagues trained to the
Foundational level by the end of 2024.
25 We’re proud that, this year, our near-term science-based GHG emissions reduction target has been assessed and validated by the Science Based Targets initiative (SBTi).
26 This year, we’ve continued the roll-out of our Energy Bureau in the UK, which has now been introduced to 179 stores since 2021.
26 This builds on the learnings of our energy and water efficiency pilot projects conducted in recent years in China using the Apparel Impact Institute (Aii) Clean by Design
(CbD) programme.
27 Suppliers involved in the programme learn about more energy-efficient practices. They get support on data collection and analysis to create their own emissions reduction action plan,
while improving manufacturing processes. These programmes create improvements in factory operations by delivering training, guidance and workshops.
27 In 2022, 1,233 facilities completed their Higg FEM self-assessments. Of that group, 455 sites verified their self-assessment and had an average score of 53%.
27 We also put our China supply chain through the Green Supply Chain CITI evaluation developed by the Institute of Public & Environmental Affairs (IPE), which assesses how well the
supply chain is being managed from an environmental point of view. In 2023 Primark improved its CITI score compared to last year, ranking number seven out of 126 companies in the
textile industry.
28 As one of our main sources of non-clothing waste, reducing product packaging is a priority focus for us. We’ve committed to remove all single-use plastics (SUP) by 2027.
Since 2019, we estimate we have removed and/or avoided21 over 1 billion units of SUP from our business.
28 We’ve also reduced the thickness of the plastic bag from 65 micron to 60 micron. And while this may seem like a small difference, it has helped us reduce our plastic use
by 2.7 tonnes.
29 This year, we’ve been working to establish the baseline of our water footprint across our supply chain. We expect the results by the end of 2023 and this will enable us to measure
our progress towards our water footprint target.
29 Through our PSCP, we’re training and influencing farming practices to improve resource efficiency.
29 Between 2018 and 2022, Primark worked with the Apparel Impact Institute (Aii) to enrol six factories onto the Clean by Design (CbD) energy and water efficiency initiative.
30 As part of this commitment, we complete an annual assessment of our chemical management programme. This year, our performance was rated as ‘Progressive’ in recognition of our
continuous improvement.
30 With our support, 80 factories completed ZDHC’s Supplier to Zero programme, focused on improving chemicals management systems.
31 We’re proud that our own-brand cosmetics are approved by the Leaping Bunny Program, an internationally recognisable gold standard for products that are cruelty-free.
32 In 2022, we worked with Biodiversify to develop a Biodiversity Monitoring Framework for our PSCP programme, that aligned with the Science Based Targets for Nature
(SBTN), the Task Force on Nature-related Financial Disclosures (TNFD) and the International Union for Conservation of Nature (IUCN) guidelines for planning and monitoring
corporate biodiversity performance.
32 In April and August 2023, the first pilot biodiversity field surveys were carried out on 18 PSCP farms in Gujarat, India, in partnership with the Srushti Conservation Foundation.
The objective of this pilot was to evaluate what survey methodologies would be most effective in the field.
37 This year, 93% of suppliers were paid within the agreed time frame. We continue to offer our suppliers 30-day standard payment terms, which we have done for many years.
37 The framework has guided our responsible exit from Myanmar which is conducted with frequent consultation with IndustriALL and other relevant stakeholders. Final orders from
Myanmar were shipped at the end of October this year.
38 We’ve subscribed to the FLA 's Fair Compensation Toolkit to pilot collecting wage data in factories across four of our key sourcing markets: Bangladesh, Cambodia, India
and Turkey.
42 In 2022, an independent impact assessment by 60 Decibels, a specialist impact measurement company, found that 80% of the workers interviewed said that the technical
training they received under the project made them more productive and able to secure higher pay. The majority of respondents reported positive improvements against various
indicators that gauged skills enhancement and other socioeconomic benefits.
46 Moner Kotha project.
48 Today, some of the most vulnerable beneficiaries continue to receive non-financial support through our Pashe Achi programme (meaning ‘by your side’), a collaboration with
the University of Dhaka and other experts. 142 beneficiaries are supported through this programme today. The programme aims to build the confidence and knowledge of those
impacted by the tragedy, so that they can manage their financial compensation.
48 If areas are found to require improvement, we work with the suppliers and their factories – in collaboration with a team of structural and civil engineers from international
engineering firms – to provide technical support and guidance. Our Structural Integrity Programme expanded to Pakistan in 2015 and Cambodia in 2019 and we also provide
ad hoc support as required in other sourcing countries.
51 We have over 76,000 colleagues made up over 180 nationalities, and includes colleagues ranging from age 16 to over 65 years of age. Of our senior roles, 48% are filled by women,
helping to create workplaces that are ambitious, engaging and inclusive.
GLOSSARY
Aii Apparel Impact Institute. A collaboration of brands, manufacturers and industry associations that have come together to select, fund and scale high-impact projects to
improve the sustainability outcomes of the apparel and footwear industry.
ACTION, COLLABORATION, Set up in 2014, Action, Collaboration, Transformation (ACT) is an initiative between international retailers and trade unions that aims to raise wages for workers across the
TRANSFORMATION (ACT) garment industry. The initiative is establishing a global framework for the sector to achieve living wages for workers in key sourcing markets through industry-wide collective
bargaining supported by responsible purchasing practices. Primark is a founding member of ACT.
AWS Alliance for Water Stewardship. A global membership collaboration comprising businesses, NGOs and the public sector.
CARE INTERNATIONAL Global confederation working to fight poverty and social injustice in the world, with a specific focus on the empowerment of women and girls.
CbD Clean by Design. An approach to green supply chain efficiency which brings together multinational apparel retailers and fashion brands to improve upon environmental
impacts in their factories across the globe.
CDP Carbon Disclosure Project is a not-for-profit that runs the global disclosure system for investors, companies, cities, states and regions to manage their environmental
impacts.
CIRCULARITY A definition inspired by our partner the Ellen MacArthur Foundation, circular products are made from recycled or more sustainably sourced materials and designed with the
future in mind. This means they have a longer lifespan when in use and can be recycled into new materials or clothes at end-of-life.
CODE OF CONDUCT Our Code of Conduct which sets out the standards we expect of our suppliers and partners.
ETI Ethical Trading Initiative. A leading alliance of companies, trade unions and NGOs that promotes respect for workers’ rights across the globe.
FASHION INDUSTRY CHARTER The Fashion Industry Charter for Climate Action goes beyond previous industry-wide commitments. Work under the Fashion Industry Charter for Climate Action is guided
FOR CLIMATE ACTION BY THE by its mission to drive the fashion industry to net zero greenhouse gas emissions no later than 2050 in line with keeping global warming below 1.5 degrees.
UNITED NATIONS FRAMEWORK
CONVENTION ON CLIMATE The signatories and supporting organisations of the Charter will work collaboratively to deliver on the commitments enshrined in the document. This will be done through
CHANGE (UNFCCC) Working Groups, which will bring together relevant stakeholders, experts and initiatives in the fashion and broader textile sector.
The Fashion Industry Charter for Climate Action, with its Working Groups, will identify and amplify best practices, strengthen existing efforts, identify and address gaps,
facilitate and strengthen collaboration among relevant stakeholders, join resources and share tools to enable the sector to achieve its climate targets.
The Industry Charter specifies the following overarching areas of work to be further developed by specific Working Groups:
• Decarbonisation pathway and GHG emission reductions

• Raw material
• Manufacturing/Energy
• Logistics
• Policy engagement
• Leveraging existing tools and initiatives
• Promoting broader climate action
• Brand/Retailer Owned or Operated Emissions
FREEDOM OF ASSOCIATION This is the right for people to come together with other individuals to collectively express, promote, pursue and/or defend their common interests.
FSC Forest Stewardship Council. An International, non-governmental organisation dedicated to promoting responsible management of the world’s forests.
GIZ The German Agency for International Cooperation (GIZ) is an internal enterprise owned by the German Federal Government, operating in many fields across
more than 130 countries. As a federal enterprise, they support the German Government in achieving its objectives in the field of international cooperation for
sustainable development.
GBVH Gender-based violence and harassment.
GHG EMISSIONS Emissions of the seven greenhouse gases covered by the Kyoto Protocol – carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs),
perfluorocarbons (PFCs), sulphur hexafluoride (SF6) and nitrogen trifluoride (NF3).
GHG EMISSIONS (SCOPE 1) Direct GHG emissions from owned or controlled sources. For example, the use of non-renewable fuels such as natural gas in boilers, as well as fugitive emissions.
GHG EMISSIONS (SCOPE 2) Indirect GHG emissions associated with the purchase of electricity, steam, or cooling.
GHG EMISSIONS (SCOPE 3) GHG emissions which are the result of activities from assets not owned or controlled by Primark, but that Primark indirectly impacts in our value chain.
The following categories of the GHG Protocol Corporate Value Chain (Scope 3) Standard are included:
Upstream emissions
• Category 1: Purchased goods and services

• Category 2: Capital goods
• Category 3: Fuel and energy-related activities
• Category 4: Upstream transportation and distribution.
• Category 5: Waste generated in operations
• Category 6: Business travel
Downstream emissions
• Category 11: Use of sold products

• Category 12: End-of-life treatment of sold products
GLOBAL LIVING WAGE We use the definition of a living wage provided by the Global Living Wage Coalition. A living wage is the remuneration received for a standard work week by a worker in a
particular place sufficient to afford a decent standard of living for the worker and her or his family. Elements of a decent standard of living include food, water, housing,
education, health, transportation, clothing and other essential needs including provision for unexpected events.
GSM (GLOBAL SOURCING MAP) Primark does not own any factories and is selective about the suppliers with whom we work. Every factory which manufactures product for Primark has to commit to
meeting internationally recognised standards, before the first order is placed and throughout the time they work with us.
The factories featured on the map are Primark’s suppliers’ production sites which represent approximately 94% of Primark products for sale in our stores. A factory is
detailed on the Map only after it has produced products for Primark for a year and has become an established supplier. During the first year a factory has to demonstrate
that it can consistently work to Primark’s ethical standards, as well as meet our commercial requirements in areas such as quality and timely delivery.
Each factory entry includes the site address, the number of workers and gender split. We will review and update the information on the Map once a year, although we may
choose to remove a factory between formal updates, if we are no longer using a particular factory as a supplier. https://globalsourcingmap.primark.com/
GLWC Global Living Wage Coalition. The GLWC is engaged in both research and action on living wage, with the ambition of ensuring a living wage for all.
GREENHOUSE GASES (GHG) The atmospheric gases responsible for causing global warming and climate change. The major GHGs are carbon dioxide (CO2), methane (CH4) and nitrous oxide (N20).
Less prevalent – but very powerful – greenhouse gases are hydrofluorocarbons (HFCs), perfluorocarbons (PFCs) and sulphur hexafluoride (SF6).
IFC International Finance Corporation. A member of the World Bank Group, advancing economic development and improving the lives of people by encouraging the growth of
the private sector in developing countries.
ILGA The International lesbian, gay, bi-sexual, trans and intersex association
ILO International Labour Organization. It is part of the United Nations and brings together governments, employers and workers of 187 Member States, to set labour standards,
develop policies and devise programmes promoting decent work for all women and men.
LGBTQIA+ Lesbian, Gay, Bisexual, Transgender, Queer (or Questioning), Intersex, Asexual and more.
MONO-MATERIAL A mono-material refers to a product composed of a single material or fibre. This makes the recycling process much easier, as it reduces the amount of energy required to
split or separate various materials.
MORE SUSTAINABLY SOURCED Materials in which efforts are made to help reduce environmental impact. For more information on the fibres used in our Primark Cares clothes, please visit our fibres
MATERIALS glossary.
NEXT GENERATION SOLUTIONS This is a commitment led by environmental non-profit Canopy towards more sustainable and lower carbon alternatives to raw materials.
RECYCLABLE BY DESIGN Decisions made in the design and development stage in the manufacture of a product that make it easier to recycle at the end of its life. This could include components that
can be dismantled or removed, or using a mono-material instead of a blended fabric to enable recycling.
SBTI The Science Based Targets initiative (SBTi):
• Defines and promotes best practice in emissions reductions and net-zero targets in line with climate science.
• Provides technical assistance and expert resources to companies who set science-based targets in line with the latest climate science.
• Brings together a team of experts to provide companies with independent assessment and validation of targets.
• The SBTi is the lead partner of the Business Ambition for 1.5°C campaign - an urgent call to action from a global coalition of UN agencies, business and industry
leaders, mobilizing companies to set net-zero science-based targets in line with a 1.5°C future.
SELF-EMPLOYED WOMEN’S A trade union in India which promotes women’s rights at work. Primark has worked with SEWA and CottonConnect since 2013 on the Primark Sustainable Cotton
ASSOCIATION (SEWA) Programme. The project supports female cotton farmers to reduce their production costs, adopt more environmentally-friendly farming methods and ultimately increase
their earnings.
SINGLE-USE PLASTICS (SUP) Single-use plastics are products which are used once, or for a short period of time, before being thrown away.
TCFD The Task Force on Climate-related Financial Disclosures. Created by the Financial Stability Board, the TCFD was developed to provide recommendations on the types of
information that companies should disclose to support investors, lenders, and insurance underwriters in appropriately assessing and pricing a specific set of risks-related
to climate change.
TIER ONE FACTORY Factories manufacturing finished goods.
TIER TWO FACTORY Factories which provide materials and services to tier one factories.
UNFCCC United Nations Framework Convention on Climate Change. The United Nations Framework Convention on Climate Change has near universal membership (198 countries)
and is the parent treaty of the 2015 Paris Agreement to keep the global average temperature rise this century as close as possible to 1.5 degrees Celsius above pre-
industrial levels.
UNGPS United Nations Guiding Principles on Business and Human Rights. These provide a framework for the measures nations and businesses should implement to protect and
respect human rights.
UNICEF United Nations Children's Fund. An agency of the United Nations responsible for providing humanitarian and developmental aid to children worldwide.
WRAP Waste Resources Action Plan. A climate action NGO working around the globe to tackle the causes of the climate crisis and give the planet a sustainable future.
ZDHC Zero Discharge of Hazardous Chemicals programme. The programme supports the application of sustainable chemistry and best practices in the textile, leather and
footwear industries to protect consumers, workers and the environment.
www.primark.com/primark-cares

Primark Sustainability and Ethics Progress Report 2022 23

Uploaded by

Copyright:

Available Formats

Primark Sustainability and Ethics Progress Report 2022 23

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Primark Sustainability and Ethics Progress Report 2022 23

Uploaded by

Copyright:

Available Formats

PRIMARK

As a division of Associated British Foods plc (ABF), we contribute

Reporting methodology information for our carbon reporting can

BUILDING GLOBAL PARTNERSHIPS 11

CELEBRATING 10 YEARS OF THE PRIMARK

2022/23 HIGHLIGHTS AT A GLANCE

55%Δ 46%Δ Our near-term

traceability and compliance of our stores are now powered by renewable or

INTRODUCTION FROM PAUL MARCHANT,

A MESSAGE FROM LYNNE WALKER,

GOVERNANCE Frequency: Quarterly

This Committee reviews progress of Primark Cares

This forum discusses

This group is responsible for the day-to-day delivery of

OUR PRIMARK CARES COMMITMENTS

OUR PRIMARK CARES COMMITMENTS

OUR COMMITMENT TO PEOPLE

OUR PRIMARK CARES COMMITMENTS

OUR PRIMARK CARES COMMITMENTS

TRANSPARENCY IN OUR SUPPLY CHAIN

BUILDING GLOBAL PARTNERSHIPS

STAKEHOLDERS guidance and support as we embed more sustainable

As a high street retailer, our local communities are the

Over the past year we have strengthened our partnerships

CELEBRATING 10 YEARS OF THE

ABOUT THE PROGRAMME

CELEBRATING 10 YEARS OF THE PRIMARK SUSTAINABLE COTTON PROGRAMME

INDIA DECLINE IN CHEMICAL INCREASE IN COTTON

CELEBRATING 10 YEARS OF THE PRIMARK SUSTAINABLE COTTON PROGRAMME

SUPPORTING FARMERS IN THE FACE OF

“THE DOCTOR CHECKED ME AND MY CHILD

CELEBRATING 10 YEARS OF THE PRIMARK SUSTAINABLE COTTON PROGRAMME

GIVING CLOTHES A LONGER LIFE

OUR THREE PRODUCT COMMITMENTS

Percentage of clothing units sold containing recycled or more

CLOTHES MADE FROM RECYCLED OR MORE SUSTAINABLE FIBRES

SCALING UP OUR USE OF RECYCLED OR MORE EDUCATING ON RECYCLED OR MORE

MAKING AFFORDABLE CLOTHES THAT ARE DESIGNED TO LAST

Durability refers to the length of time an item of clothing remains

There is currently no recognised standard for durability across

MAKING AFFORDABLE CLOTHES

UNDERSTANDING THE RELATIONSHIP BETWEEN

REDUCING TEXTILE AND CLOTHING WASTE

In Europe, our in-store recycling partner Yellow Octopus

34714 tonnes of textiles and footwear

69%14 of these donations

13. These products are not sold in Primark.

GIVING CLOTHES A LONGER LIFE

CLOTHES THAT CAN BE RECYCLED

LEARN SCALE EMBED

PROTECTING LIFE ON THE PLANET

OUR THREE PLANET COMMITMENTS

Eliminate non-clothing waste – we will eliminate

Restore biodiversity – our Primark Sustainable

HALVING OUR CARBON FOOTPRINT

More details on the methodology we used to define Scope 1, 2

17. See Glossary for our definition of Scope 1, 2 and 3.

HALVING OUR CARBON FOOTPRINT

REDUCING EMISSIONS IN OUR OWN REDUCING EMISSIONS IN OUR VALUE CHAIN