Our engagement focused on ten large (>50,000 employees) retailers, chosen to represent five we judged as leaders on ESG and five laggards, based on an initial analysis of public information.
This approach resulted in ten companies to focus on: Costco, Dollar General, Dollar Tree, Sysco, Walmart (all US), Tesco (UK), Fast Retailing (Japan), George Weston and Loblaw (Canada), and CECONOMY (Germany).
In total, these companies employ approximately 3.7 million people.
Our engagement with these ten focus companies commenced at the beginning of 2019. Our strategy has been to start with a focus on raising awareness on the living wage, understanding of companies’ positions on wage levels in their own operations, and encouraging enhanced disclosure on wage levels.
As the engagement progresses, we plan to ask for time-bound plans for adjustments in wage levels and benefits, and for companies to consider wage levels in their supply chains.
Ultimately our aspiration is that all engaged companies have set time-bound plans and have adjusted wage levels to living wage for applicable scopes of employees.
If during the engagement process we judge that a company is responding well and on track to deliver a good living wage strategy, we may remove them from the engagement and initiate dialogue with another company.
Our 2019 engagement dialogue focused on the following:
- Raising awareness about the concept of a living wage and the benefits it provides to employees, as well as for the business as a whole
- Encouraging companies to consider how workers’ wage levels are relevant to long-term business success
- Asking whether, and how, companies assess the financial consequences of a wage level adjustment across their operations
- Asking for enhanced disclosure on (a) average wage levels per business section and region; (b) a list of benefits and to which employees they apply; and (c) wider workforce issues, through the Workforce Disclosure Initiative survey
Observations, challenges and best practice
Seven out of the ten focus companies were responsive to our engagement. Despite several follow-ups, Walmart, George Weston and CECONOMY did not respond to our outreach efforts4.
With the responsive companies, we spoke at a range of different levels. At one we spoke with the CEO; at others, our dialogue took place with representatives including the head of HR, head of Compensation and Benefits, sustainability experts, as well as Investor Relations.
Most discussions were open, though the information provided was limited overall, with one very positive exception: Tesco. All companies highlighted the need to pay appropriate wages, though interpretation varied as to what this meant in practice. Only one company, again Tesco, had pilots running for living wage payments in their supply chain. In addition, for their own staff, their new 2019 payment scheme – when combining base pay and other benefits – was forecast to reach UK living wage levels.
Whilst all companies assured us that they regularly assess wage levels, they also made it clear that the main criteria for pay decisions were inflation and pay rates at competitors. There was no information from any company that they would include social considerations – such as retention rates, health implications or customer satisfaction – in their methodologies.
Some of the companies we spoke with perform regular employee surveys, which include questions on overall satisfaction with pay and benefits packages. None of the companies disclose the results, even in an aggregated manner. We will continue to push for regular and transparent employee engagement surveys, which help detect areas and themes of dissatisfaction.
The current overall level of workforce disclosure by the retailers we engaged was very poor. Enhanced disclosure on workforce aspects, including wage level data, is needed to allow us to compare best practice, frame engagement asks in a more targeted way and take better informed investment decisions.
We will continue in 2020 to engage the focus companies on their attitude to paying a living wage and on enhanced workforce data disclosure. We will also start asking for targets for adjustments in remuneration and social benefits.
In addition, to build the case for action, we are working with a group of companies, NGOs and an agency for international development cooperation to develop and pilot a methodology for ‘social opportunities scenario analysis’, which would help companies to consider the trade-offs between short-term cost management and long-term employee satisfaction and performance in a more structured way.