Sainsburys restructure puts 300 office, tech and Argos roles at risk
Sainsburys has announced a major internal restructure that could put around 300 roles at risk across its technology, data, Argos and store leadership teams as the business moves into the next stage of its Next Level strategy. An item by Cara Houlton dated 26 February 2026 outlines the scale and scope of the changes and what they mean for the company’s workforce of around 140, 000 colleagues.
Sainsburys restructure overview
The programme is centred on reorganising technology and data functions, reshaping store leadership, and creating a clearer governance structure for Argos. The changes could result in approximately 300 roles being reduced across Sainsbury’s and Argos from a total workforce of around 140, 000 colleagues. Leadership framed the moves as part of preparing for year three of the Next Level strategy, first launched in February 2024 with plans to target £1bn in cost savings over the subsequent three-year period.
Tech and data reorganisation
Technology and data teams will be restructured into one dedicated team for Argos and two dedicated teams for Sainsbury’s. Routine reporting tasks will be consolidated into a new business intelligence hub, freeing colleagues to focus on more insight-led and commercially focused work. Most of the roles affected are expected to sit within the technology and data division under this new operating model.
Argos changes and delivery model
A dedicated board for Argos will be created and led by Graham Biggart in his managing director role, with oversight from the wider operating board. The Argos business will also see its local fulfilment centre teams restructured and an evolution of its delivery model that reduces overtime across the driver network and increases the use of standard shift contracts. The stated aim is to keep the Argos delivery network and its same-day home delivery service efficient, smooth and reliable. At the same time, it is stated that jobs are not at risk among the delivery driver workforce.
Store leadership and the convenience focus
Store leadership structures will be updated to reflect different shopping missions for supermarkets and convenience stores. Four new regional store director roles focused solely on convenience will be created: one in the North of England, one in Central England and two in the South. This is intended to give supermarkets a clearer leadership line, help both formats respond faster to feedback and sharpen execution.
Progress under Next Level and other recent changes
The Next Level plan has already driven changes including reallocating space to create more room for food by reducing general merchandise and clothing space, a range improvement programme across the convenience estate, and significant changes to the operating board to strengthen leadership across customer experience, technology, commercial and sustainability. The group had previously announced a major programme of cuts the prior January, which included plans to reduce more than 3, 000 jobs, cut around 20% of senior management roles and close the remaining 61 cafes.
Sector context and wider signals
The restructure comes amid similar moves elsewhere in the supermarket and retail tech sectors. Recent activity in the market includes other retailers trimming roles and a major online retail technology business reducing roughly a fifth of its workforce. There is also ongoing market speculation around Argos: recent disappointing trading for Argos has reinforced rumours that the business might be considered for disposal after it was approached by a Chinese firm last autumn. The group has stressed that the changes are being made "given the strong progress Argos is making on its More Argos, More Often plan and the scale of the opportunity in general merchandise. "
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Management framed the current tranche of changes as an effort to maximise the power of data and technology and to free up teams to concentrate on delivering food, service and value to customers as Next Level enters its third year. Details remain subject to internal confirmation and the situation may evolve as implementation proceeds.
