·      A cross-business working party is in place to undertake scenario planning including financial and operational impact assessments and to consider and drive "day 1" requirements.

·      An Operational Brexit Team has been established.

·      Updates are provided to the Board and Audit Committee outlining risks and actions being undertaken.

·      We are engaged with the government and industry bodies to represent M&S's views, including the UK Border Development Group with access to the Department for Environment, Food and Rural Affairs (Defra), HM Revenue and Customs (HMRC) and the Food Standards Agency (FSA) to support operational planning.

·      Specific mitigation plans have been developed and are being refined for our core businesses. For example:

o  In Food, plans are in place to build additional stock cover in ambient and frozen in anticipation of a projected period of disruption. We have secured additional ambient warehouse capacity to hold product, extended our warehouse management systems and put plans in place with our fresh suppliers to build raw material stocks in key areas. We have also mapped the processes to import goods from the EU, including certification and import notification, and continue to maintain regular dialogue with our Top 30 food suppliers to track readiness.

o  While most Clothing & Home product is sourced from outside the EU, we have engaged with suppliers to ensure trade flows are maintained and are modelling the impact of changes to tariffs and border processes. We have also accelerated delivery of certain stock lines from key countries.

o  For International, we have developed plans to minimise operational and supply chain disruption to serve overseas operations. This includes building additional food stock cover in EU markets and setting up an ambient warehouse outside Paris. We have modified aspects of our supply chain for exporting from UK warehouses and to prepare for potential new customs requirements. We have also worked with our franchise partners and owned businesses to set up new import systems and evaluated options to maintain the flow of products across our operations in Ireland.

·      Targeted recruitment to strengthen the capabilities of our senior leadership teams in both Food and Clothing & Home has continued during the year.

·      Implementation of a revised operating model to create a family of accountable businesses who share M&S brand values, colleagues, technology and customer data.

·      Managing Directors for each of these businesses who have full accountability for their divisions including for marketing, supply chain, finance and technology.

·      Establishment of business boards to enable executive oversight and effective governance of each business.

·      Development of, and delivery against, business-specific transformation plans incorporating revised disciplines around prices, availability, value, ranges and promotions across both businesses.

·      Continued progress against our stated target to deliver 30% of Clothing & Home sales online by 2023 including a programme of investment in technology and marketing to support an improved online proposition.

·      Announcement of the joint venture with Ocado for Food online.

·      Ongoing implementation of a cost reduction plan.

·      Established programme governance to track progress against the overall transformation plan, resourcing and capability, and to monitor critical interdependencies.

·      High levels of cross-functional engagement to ensure consistency and collaboration in setting and achieving objectives.

·      Periodic independent audit reviews of key programme delivery.

·      Increased alignment of retail operations and property through the appointment of a single Managing Director.

·      Continued operation of the UK Retail & Property Board and Store Renewal Steering Group to oversee planned changes to our store estate.

·      The appointment of a single service provider to support the efficient and effective delivery of all store maintenance activities.

·      Ongoing delivery of "Fuse", looking at how we plan, buy and manage stock end to end across both Clothing & Home and Food businesses.

·      Targeted operational improvements at Castle Donington to improve our M&S.com fulfilment capacity.

·      Establishment of a simpler, single-tier Clothing & Home logistics network to reduce costs and working capital and improve speed.

·      Rollout of new warehouse management software.

·      Identification of M&S-nominated directors to form part of the ocado.com Board.

·      Co-appointment of an appropriate management team to lead ocado.com.

·      Establishment of a dedicated M&S programme team with senior M&S leadership to support the ocado.com set-up and ensure that M&S interfaces and processes are developed to support the M&S products going live online. This includes providing ongoing support of sourcing and branding activities to the joint venture.

·      Joint working group in place with Ocado Group Plc to establish the systems, processes and ways of working to co-ordinate sourcing, product development, product ranging, customer data and marketing.

·      Clearly defined requirements through Terms of Trade, Codes of Practice, Standard Operating Procedures and Specifications "from farm to fork", including in-store processes.

·      Maintenance of a qualified and capable technical team. Professional status is maintained through training and an independently validated Continuing Professional Development Programme.

·      Clear accountabilities for policy and standard development at technical leadership level coupled with individual accountability for product safety at technologist level.

·      Long-established store, supplier and depot auditing programmes are in place, including unannounced visits and raw material testing.

·      Quarterly review of our control framework by the technical leadership through established governance procedures and the Customer Brand Protection Committee.

·      Established processes for the development and legal sign-off for product packaging.

·      Clear and tested crisis management plan to respond to future incidents.

·      Membership of the Food Industry Intelligence Forum at both Board and Operating Committee level.

·      Periodic Internal Audit reviews to consider process design and operating effectiveness.

·      Clear policies and procedures in place, including human rights, modern slavery, global sourcing, data protection, anti-bribery and corruption, health & safety, food safety, cyber and data security.

·      Immediate response to new requirements, such as for minimum alcohol pricing in Scotland, implemented during the last financial year.

·      Mandatory induction briefings and annual training for relevant colleagues on key regulations.

·      Oversight from committees and steering groups where necessary, including data protection, fire health & safety, food safety and human rights.

·      In-house regulatory legal team, including specialist solicitors, with external expertise available as needed.

·      Dedicated non-legal regulatory specialists and advisors in place across the business responsible for driving compliance.

·      Ongoing engagement with regulators, legislators, trade bodies and policy makers.

·      Published, monitored and reported commitments in relation to environmental and social issues.

·      Established auditing and monitoring systems in place.

·      Customer contact centre insight and analysis of live social media issues.

·      Continuous improvement initiatives such as in-store trial of plastic-free fruit and vegetable lines or launch of an initiative where customers can drop non-recyclable plastic at our stores, to be re-used in making equipment for use in stores and schools.

·      A technology transformation programme is ongoing, supported by project governance principles, to enable the Digital First ambitions and to deliver improved customer experience.

·      An established Technology Operating Model to drive clear accountabilities and efficiencies, including the adoption of industry standard agile methods.

·      Appointment of a leading technology company as our principal partner, coupled with consolidation of the technology supplier base.

·      Simplification of IT infrastructure through clearly defined technology roadmaps for all business areas, including the migration from an ageing mainframe environment and improvements to our website, such as the completed re-platform of our web sales site to the cloud.

·      Improvements to our in-store technology.

·      Development of strategic partnerships, such as with Microsoft and Founders Factory.

·      Establishment of Decoded - an externally developed and delivered training and qualification programme to improve digital people skills.

·      Cross-channel technology investment strategy in place and aligned to the family of businesses to mutually agreed priorities.

·      Quarterly reviews to track benefits realisation.

·      A Data Governance function, overseen by the Data Governance Steering Group.

·      Mandatory data protection training for colleagues, including responsibilities for the use of personal data in compliance with GDPR.

·      Control of sensitive data through limited and monitored access and the roll-out of systems with enhanced security.

·      Dedicated Cyber Security function, comprising a multi-disciplinary team of cyber security specialists, with 24/7 monitoring and defence tools.

·      Established security controls, including policies and procedures and adoption of security technologies, subject to periodic independent testing and improvement.

·      Completion of a comprehensive maturity review by an independent consultancy during the last financial year covering network security, identity and access management, security software development and project and programme assurance.

·      Third-party cyber maturity assessments performed and periodically refreshed. Targeted reviews of third-party control compliance.

·      Ongoing monitoring of developments in cyber security threats, engaging with third-party specialists as appropriate.

·      Periodic penetration testing by Internal Audit.

·      Corporate Security team with ongoing focus on improving the physical security environment.

·      A dedicated Business Continuity team.

·      A Group Crisis Management team is in place and subject to periodic testing.

·      Business continuity plans for key areas of the business and critical points of failure, including offices, depots and IT sites are developed and tested.

·      Group Incident Reporting & Management Procedures in place and used to escalate incidents on site. These also include critical third parties.

·      Insurance cover to mitigate the impact of remediation and business interruption.

·      Participation in the Retail Business Continuity Association, which provides insight across the sector.

·      Regular participation at government-led exercises at key locations.

·      Membership of the National Counter Terrorism Information exchange.

·      Mechanisms for checking that suppliers have appropriate business continuity plans in place.

·      Ongoing contingency planning for Brexit.

·      Clear procurement and supplier management policies in place, including specific requirements for strategic suppliers with dedicated relationship ownership.

·      Defined service level agreements and key performance indicators in place for key contracts.

·      Established franchise governance and management processes with regular relationship meetings with partners for the UK and International businesses.

·      Integrated business planning processes to support franchise and joint venture reviews in International.

·      Customer satisfaction surveys introduced for franchise partners with agreed performance targets.

·      Regular review of franchise and joint venture markets.

·      Engagement of in-house legal and procurement teams.

·      Key supplier business contingency planning, selectively subject to review by our Business Continuity team.

·      A £1.1bn undrawn committed credit facility in place until April 2023 and £285.4m of cash on deposit.

·      Treasury executes forward buying of currency requirements and is 90% hedged for FY 2019/20.

·      Close monitoring and stress testing of projected cash and debt capacity, financial covenants and other rating metrics, in line with our performance actuals and outlook.

·      Regular dialogue with the market and rating agencies.

·      Review of counterparty credit risk and limits in line with our risk appetite and treasury policy.

·      Pension fund assets fully offset pension scheme liabilities. At the last triennial review in March 2018, the fund had a surplus of £652m.

·      Talent is identified as a critical component of our people strategy and a key enabler in the delivery of our overall business strategy.

·      Targeted external hires to strengthen capability including in Womenswear and Menswear, Food transformation and logistics, digital, Bank & Services and cyber.

·      People key performance indicators are in place supported by talent reviews at all levels of the organisation.

·      Established biannual employee engagement survey, enhanced during the year to provide additional insight.

·      Clear focus and transparent action on fair pay, including gender, ethnicity, disability and age.

·      A dedicated forum to lead the inclusion and diversity agenda on behalf of the Operating Committee.

·      Simplified, outputs-focused framework for performance management.

·      Ongoing culture assessment and roll-out of revised M&S Behaviours.

·      Active engagement with our Business Involvement Group.

·      Employee suggestion process directly overseen by the Chief Executive's office.

·      Brand and marketing teams aligned with the operating model to better address the specific needs of our family of businesses.

·      Chief Digital & Data Officer in post to head Insights and Loyalty programmes.

·      Investment in capability to measure customer experience through introduction of an end-to-end and multichannel net promoter score programme, supported by third-party expertise.

·      Established Customer Insight Unit and focus groups in place.

·      Review of our Sparks loyalty programme.

·      Increasing our presence and proactive monitoring of social media to observe and respond to trends in customer experience with initiatives such as Try Tuesday.

·      Targeted use of celebrity engagement.