Tesco Ara2019 Full Report Web PDF

Serving shoppers
a little better every day.

Annual Report and Financial Statements 2019.
Our business was built with a simple mission – to be the
champion for customers, helping them to enjoy a better
quality of life and an easier way of living. Our mission hasn’t
changed in the one hundred years since. Customers want
great products at great value, and it’s our job to deliver this
in the right way for them.
That’s why ‘serving shoppers a little better every day’ is

our core purpose - putting customers at the heart of
everything we do and guiding every decision we make.
As we celebrate our centenary year, we’re reiterating

our commitment to great value, for every one of our
key stakeholders and in every part of our business.
Tesco PLC Annual Report and Financial Statements 2019
Strategic report
2019 highlights
Headline measures.
Group salesΔ Group operating profit before exceptional and other itemsΔ(a)
11.5% £56.9bn
2018: £51.0bn* 34.0% £2,206m
2018: £1,646m*
Diluted EPS before exceptional and other itemsΔ(b) Dividend per share
29.4% 15.40p
2018: 11.90p* 92.3% 5.77p
2018: 3.00p
Retail operating cash flowΔ(c) Net debtΔ(c)
(9.8)% £2,502m
2018: £2,773m (9.1)% £(2.9)bn
2018: £(2.6)bn
Statutory measures.
Statutory revenue Operating profit
11.2% £63.9bn
2018: £57.5bn* 17.1% £2,153m
2018: £1,839m*
Statutory profit before tax Statutory diluted EPS
28.8% £1,674m
2018: £1,300m* 11.9% 13.55p
2018: 12.11p*
Δ
Alternative performance measures (APM)
Measures with this symbol Δ are defined in the Glossary section on pages 178 to 181.
All measures reported on a continuing operations basis. (b)
Diluted EPS before exceptional and other items refers to diluted earnings per share from
Change shown at actual exchange rates. continuing operations before exceptional items and amortisation of acquired intangibles,
(a)
Excludes amortisation of acquired intangibles and excludes exceptional items net pension finance costs and fair value remeasurements on financial instruments.
by virtue of their size and nature in order to reflect management’s view of the (c)
Net debt and Retail operating cash flow exclude the impact of Tesco Bank.
underlying performance of the Group. * Restated for the adoption of IFRS 15 as explained in Note 1 and Note 36.
Contents.
Strategic report. Financial statements.
2019 highlights .................................................................................................................................... 1 Independent auditor’s report to the members of Tesco PLC ............84
Chairman’s statement ...............................................................................................................2 Group income statement ....................................................................................................92
Group Chief Executive’s review .........................................................................................3 Group statement of comprehensive income/(loss) ....................................93
Celebrating 100 years of great value .............................................................................8 Group balance sheet ...............................................................................................................94
About Tesco.......................................................................................................................................10 Group statement of changes in equity ....................................................................95
Our business model ................................................................................................................... 12 Group cash flow statement ............................................................................................... 97
Our six strategic drivers .........................................................................................................14 Notes to the Group financial statements ..............................................................98
Our key performance indicators ....................................................................................16 Tesco PLC – Parent Company balance sheet ..................................................162
Financial review .............................................................................................................................18 Tesco PLC – Parent Company statement of changes in equity .......163
Little Helps Plan ............................................................................................................................24 Notes to the Parent Company financial statements .................................164
Non-financial reporting statement...............................................................................31 Related undertakings of the Tesco Group ..........................................................169
Principal risks and uncertainties ....................................................................................32
Other information.
Corporate governance. Supplementary information (unaudited) .............................................................. 174
Corporate governance report .........................................................................................38 Task Force on Climate-related Financial Disclosures.................................177
Chairman’s letter ..............................................................................................................38 Glossary (including APM definitions) ..........................................................................178
Board of Directors .......................................................................................................... 40 Five-year record ........................................................................................................................182
Executive committee ....................................................................................................44 Shareholder information ....................................................................................................183
Corporate governance framework ...................................................................46
Nominations and Governance Committee ................................................54 The screen icon indicates where further
Corporate Responsibility Committee .............................................................55 information is available online. We have also
produced a number of short videos, available
Audit Committee ...............................................................................................................56
at www.tescoplc.com/ar2019.
Directors’ remuneration report .....................................................................................62
Directors’ report ......................................................................................................................... 80
Tesco PLC Annual Report and Financial Statements 2019 1

Chairman’s statement
Continued progress.
In support of that, members of the Board have spent time

engaging with customers, colleagues and a wide range of
stakeholders.
There have been two changes to the composition of the Board
in the year:
–– Due to illness, Charles Wilson stepped down from the Board
in July, but we are very pleased that his recovery has been
successful. Charles continues to lead Booker and, as a member
of the Executive Committee, the wider Tesco business benefits
from his continued involvement in matters of strategy.
–– In September, we were delighted to welcome Melissa Bethell to
the Board, bringing a broad range of experience and skills from
a background in strategy, finance and technology. Melissa is
also a member of the Audit Committee.
Throughout the year, the Board’s discussions have focused on
longer-term strategic planning. With the progress that the business
has made against our six strategic drivers – the medium-term
ambitions that we outlined in October 2016, and which are
detailed on pages 14 and 15 of this report – we have dedicated
significant time and energy to developing our plans for sustainable
“Our strong performance is a growth into the future.
reflection of the hard work For every one of our stakeholders – our customers, colleagues,
of our 450,000 colleagues” suppliers and shareholders – the direction of our future plans
will build on the momentum of our last four years of turnaround,
John Allan putting customers at the heart of everything we do.
Non-executive Chairman From a shareholder perspective, the lens through which the
Executive team manage the business will be four-fold, with a
focus on customer satisfaction, cash profitability, free cash flow
and earnings growth.
Visit www.tescoplc.com/ar2019
to hear more from John Allan. Importantly, the Directors’ discussions on sustainable growth do
not focus solely on financial metrics. The Board considers it critical
that we monitor and respond to broader issues of sustainability,
including climate change and responsible sourcing, so that our
business is well placed to succeed in the years ahead.
This has been another strong year for Tesco. We have made further We also believe in developing a sustainable pool of talent within
progress with our plans to create value for customers, at the same Tesco, and we are committed to supporting people at every level
time as delivering significant returns for shareholders – with and from every background, to develop their careers with us.
operating profit for the Group exceeding £2bn for the first time in You can read more about our approach to sustainability on
our four years of turnaround. pages 24 to 31 of this Report, and in our separate Little
The Board’s increasing focus on growth in earnings and free cash Helps Plan report.
flow generation has also allowed us to pay a dividend for a second This has been a significant year for Tesco – not just because of its
successive year. historical importance, as we celebrate 100 years of great value –
More broadly, our strong performance is a reflection of the hard but also because of the strong position we have built in our ongoing
work of our 450,000 colleagues, and their commitment to serving turnaround. We enter the next chapter in our history with
shoppers a little better every day – led by a management team that confidence in our plans, and with strong momentum.
has a clear focus on customers.
The Board places a significant focus not just on the strategic plans
developed by management, but also on the wider culture of our
business. Our centenary year offers a timely reminder of what
made Tesco the business that it is today, as we celebrate 100 years John Allan
of great value. It is also an opportunity to further engage the whole Non-executive Chairman
Tesco team on the purpose and values that define our
organisation.
2 Tesco PLC Annual Report and Financial Statements 2019

Strategic report
Group Chief Executive’s review
“Over the last 100 years, Tesco has

been an innovator, a disruptor,
and above all it has listened to
customers – meeting their needs
better than anybody else. Retail
has changed a lot in that time,
and so has our business.”
Dave Lewis
Group Chief Executive
Visit www.tescoplc.com/ar2019
to hear more from Dave Lewis.
Creating long-term,
sustainable value.
This year has been an important milestone for Tesco. Customers.
In 2019, we are celebrating 100 years since Jack Cohen first set up We have continued our focus on providing customers with quality
his East London market stall – and reiterating our commitments to products at great prices. Our customers’ perceptions of quality
great value for customers. It’s also an important milestone in the and value have continued to improve throughout our turnaround,
turnaround that we began in 2015, and which we are successfully and more customers are recommending Tesco as a place to shop.
delivering – and I’m confident we will finish the job in 2019/20.
Our customer offer is stronger, with almost 10,000 Own Brand
After four years of turnaround, we have made significant progress. products relaunched in the UK. Importantly, this includes
We have transformed the Tesco brand; significantly reduced our completing the roll-out of our entry-level product tier
cost base; generated £2.5bn of retail operating cash this year, in the UK, introducing eight new ‘Exclusively at Tesco’ brands.
and achieved a Group operating margin for the full year of 3.45% These products offer exceptional value and customers are
– reaching 3.96% in the second half of the year. We have also responding very positively.
released £1.7bn of value from our property portfolio since the
In Asia, we have launched almost 600 new Own Brand products,
start of our turnaround, and built a culture of innovation.
with positive customer feedback and an increase in Own Brand
Our balance sheet is stronger too, with total indebtedness of sales participation in both Thailand and Malaysia.
£(22)bn in 2015 reduced to £(12)bn at the end of this year.
We continue to help our customers who want to make healthier
Importantly, the progress we are making is broad-based. In the choices and in September, through our health event in UK stores
UK, we have rebuilt the competitiveness of our offer; in Central – our first in partnership with Jamie Oliver – we offered a basket
Europe, we have simplified our business and delivered a of ‘helpful little swaps’ which was 12% cheaper than a standard basket.
significant cost reduction programme; and in Asia, we have
As part of our centenary celebrations, we have also launched
successfully renegotiated terms with our suppliers, supporting
a new store format in the UK, Jack’s – which proudly supports
our profit recovery.
Britain’s food producing communities, with eight out of ten
This strong financial performance is driven by a strategic Jack’s branded food and drink products grown, reared or
decision to manage our business with a long-term focus on made in Britain – and offers customers a no-fuss approach,
four key metrics: customer satisfaction, cash profitability, with a low-cost business model.
free cash flow and earnings growth.
In Central Europe, we have launched ‘Star Lines’, with more than
It also reflects the plans we have delivered this year to create 600 products benchmarked on quality and price against the
value for each of our key stakeholders – our customers, market, so that customers can shop with confidence. We have
colleagues, suppliers and shareholders. also continued our Food Love Stories campaign, sharing our
passion for food and showcasing the quality of our products.
And at Tesco Bank, we have launched new technology to
simplify banking for customers, including an improved mobile
app, which is now the preferred method of account access
for 1.2 million customers.

Colleagues. In Ireland, we were particularly pleased to be independently
We want Tesco to be a great place to work for all of our recognised as a top Irish workplace for a second year, as well as
colleagues, and to make it easier for them to do what they being named one of the best workplaces for women, reflecting
do best – serving our shoppers. our aim to give everyone an equal opportunity to get on.
In November, we implemented the final stage of a 10.5% Tesco continues to be a place where people can develop,
pay increase for our hourly-paid UK store colleagues. We and access a huge breadth of opportunity.
have a consistent principle that we aim to pay all colleagues However, this has also been a significant year of change for
competitively against the relevant pay benchmark. our business, which has had an impact on our colleagues.
Last year, we launched our National Charity Partnership, These changes are necessary as we respond to changes in the
bringing together three of the UK’s leading health charities: way that customers shop with us, and will ensure that we are
Cancer Research UK, the British Heart Foundation and operating our business sustainably.
Diabetes UK. Whenever we make any change in our business, our priority
Through that partnership, we are helping our colleagues to is always to support our colleagues, and to stay true to our values.
lead healthier lives, and this year we conducted the UK’s
largest ever workplace health survey, with more than 8,000
colleagues taking part. More than 20,000 colleagues have
also benefited from e-learning to support mental wellbeing. Our values.
We are committed to offering good career opportunities, No one tries We treat people Every little help
and this year over 1,000 colleagues took part in one of our harder for how they want to makes a big
apprenticeship programmes, supporting existing Tesco customers be treated difference
colleagues to develop new skills and helping young people
start their career.

Strategic report
Suppliers.
We continue to strengthen the partnerships we have with
our suppliers.
For a third successive year, we ranked first in the
independent supplier Advantage survey, and our Supplier
Viewpoint measure for the Group reached a high of 77.5%
in the second half of the year.
Our close, trusted partnerships with suppliers allow us to
deliver great quality products to our customers, at great value.
We are committing to long-term strategic relationships with
our closest supplier partners, supporting them to invest in
improving the value and quality of our products, and
increasing the efficiency of our supply chain. This year we
have also worked together with our suppliers to make
sensible preparations for Brexit, seeking to protect service
and availability for our customers.
As we grow our business, that presents an opportunity for
our partners to grow with us too.
Through our merger with Booker, suppliers can access the
combined growth of a Group which serves not just the retail
market, but also wholesale and food eaten ‘out of home’.
Our alliance with Carrefour presents a further opportunity
for growth, covering the strategic relationship with global
suppliers, the joint purchasing of Own Brand products and
goods not for resale.
We’re also working with suppliers to make products healthier
and more sustainable. In Thailand, we became the first
retailer to bring all our Own Brand soft drinks below 6g of
sugar per 100ml and we have removed trans fats from all
Tesco bakery items. In the UK, we have worked with our
suppliers to remove more than 2,900 tonnes of hard to
recycle materials from our Own Brand products.
358 suppliers
worked with us to develop
1,800 products
for our new Jack’s brand
Alternative performance measures referred to in this

statement are defined in the Glossary on pages 178 to 181.

Group Chief Executive’s review continued
Shareholders. Sustainable value.

We continue to create long-term, sustainable value for It has been a strong year for Tesco, and the strategic decisions
shareholders, investing in our competitiveness in all of our we have made are allowing us to grow our business sustainably.
markets and being more selective in the mix of products
Thanks to the hard work and dedication of our colleagues in
we sell, moving away from loss-making categories.
delivering our plans, we have already met the vast majority
We have made a number of key decisions to support this, of our turnaround objectives. This puts us in a good position
including the closure of Tesco Direct, stepping back from to further invest in our competitiveness, and to face into
unprofitable general merchandise sales in Central Europe, challenging conditions in each of our markets, including:
and an accelerated transformation plan in Asia.
–– the unlevel playing field created by the business rates system
We are delivering the synergies from our merger with Booker, in the UK, which continues to place a significant burden on the
with £79m realised in this first year, and we are well on track retail industry, with our own bill at around £700m each year;
to meet our target recurring run-rate of around £200m –– changes to Sunday trading regulations in Poland which have
per year by the end of the third year. Our Joining Forces impacted sales for Central Europe, contributing to a (2.3)%
programme continues at pace, with top Booker products sales decline; and
now available in 70 Tesco stores and, for Booker customers,
–– the market in Thailand – which is highly competitive and
a significant improvement in the quality of the top 20
challenging – and the issuance of government welfare cards,
fastest-selling retail fruit and vegetable lines.
which had an impact of (1.2)% on Asia sales this year, although
At the same time, we continue to strengthen our balance sheet, this had eased by the end of the fourth quarter.
reducing total indebtedness and lowering our interest costs.
While these and other headwinds will continue, we will succeed
Reflecting our strong underlying financial performance, we are by staying true to what we have always done best throughout
also proposing a final dividend of 4.10 pence, taking the full-year our 100-year history: being a champion for customers.
dividend to 5.77 pence, an increase of 92.3% year-on-year. We
now expect to reach a dividend cover level of around two times
earnings (on a post‑IFRS 16 basis) in the 2019/20 financial year.
6
Strategic report
That means offering great value, the best quality, and helpful
service. Jack Cohen did exactly that when he first set out his
market stall, and the same spirit still drives Tesco today.
It also means creating value in a wider sense, for
communities and for society.
We are committed to tackling the issues that matter – setting
targets and measuring our progress against them.
This year we have:
–– achieved 81% of our target that no food that is safe for
human consumption should go to waste in our UK business;
–– donated the equivalent of 62.7 million meals to local
charities and community groups in the UK, Ireland, Central
Europe and Asia, and also launched a training programme
with a goal to help more than 1,000 community cooks in
the UK make the most of the donations they receive;
–– increased sales of healthy products by 17% year-on-year
in our September 2018 ‘helpful little swaps’ event; and
–– begun trials of a ‘reverse vending’ scheme for plastic
bottles in the UK and Thailand.
We are also partnering with external organisations,
working together with shared ambitions. This year we
have launched a new partnership with WWF, with the
aim of reducing the environmental impact of the average
UK shopping basket by 50%.
We are making good progress in each of the areas of our
Little Helps Plan, and we want to go even further to achieve
our goal of providing customers with affordable, healthy,
sustainable food.
One hundred years of great value.

Over the last 100 years, Tesco has been an innovator,
a disruptor, and above all it has listened to customers
– meeting their needs better than anybody else. Retail
has changed a lot in that time, and so has our business.
From bringing self-service supermarkets to the UK, fighting
against Resale Price Maintenance, delivering the first-ever
online food shop or rewarding loyalty through Clubcard,
Tesco has always been at its best when we are doing the
right thing for customers.
That has been the guiding principle of our four years of
turnaround, and it continues to guide every decision we
make today.
As we celebrate our centenary, we are in a strong position.
It’s a moment to reflect on our past – but also to look ahead
to the future. And as we do so, our focus is clear: to create
long-term, sustainable value for every stakeholder in our
business, for many years to come.
Dave Lewis
More detail on our performance, including

statutory results, can be found in our
Financial review on pages 18 to 23.

Celebrating 100 years of great value
A born entrepreneur:
Jack Cohen founded Tesco
in 1919. Jack took his £30
demob money at the end
of the First World War,
bought some surplus army Jack was a grafter.
food and got himself a A family man. And
pitch. By the end of that he worked hard
first morning he’d taken to give customers
£4, of which £1 was his own. what they needed.
1920s
Jack’s first store:

In 1929, Jack set up shop
in North London under the
Tesco name. Tesco comes
from the initials ‘TES’ of
T.E. Stockwell, a tea
supplier and partner of
Jack’s, as well as the ‘CO’
from Jack’s surname.

Strategic report
A lot has changed since Jack Cohen set up his market stall
in 1919, but not our commitment to great value.
We’re proud to be celebrating our centenary, promising great value

for customers, colleagues and communities.

Celebrating 100 years
of great value.
1960s
Something for nothing:

We introduced Green Shield stamps in
1963, and they soon became a national 1970s
phenomenon. These stamps could be
exchanged for a range of goods in our Value at the pumps and
Green Shield catalogue, giving a legacy to remember:
customers even better value at Tesco. We changed the rules of fuel
retailing, as we opened our
first Tesco petrol stations
– giving customers another
great reason to shop with us.
1930s 1977
But it was also the end of an
era, as Jack Cohen passed
Fighting for customers: away in 1979. Checkout at Tesco:
When Britain went to war in We closed our stores and
1939, this time Jack fought on took the competition by
the home front, for fair food surprise with the launch of a
rationing. He worked with major price-cutting initiative
Government on a simple points called ‘Checkout at Tesco’.
system, where everyone was Our simple, low prices were
treated equally, rich or poor. an overnight success.
2018
Jack is back:
We unveiled a new brand
and stores, inspired by and
named after Jack Cohen.
Jack’s brings customers
great-tasting food
at the lowest
possible prices.
2019
Our centenary:
We celebrate one hundred
years of great value.
Life in Britain has changed a lot since
Jack made his first sale but today, serving
shoppers better still starts with selling
1990s
great quality food at affordable prices.
In our centenary year, we’re doing that in
The game changers: more ways than ever with exceptional
We launched our iconic ‘Every Little deals that take customers back.
Helps’ strapline, in a decade full of little
helps for our customers – from the
introduction of Clubcard, to the launch
of our first Express and Extra stores, 2000s
making it even more convenient for
customers to shop with us. More ways to shop:
We also launched our Tesco Value By 2000, technology had moved on a lot
range, offering our customers a wider since our first home delivery in 1984
choice of products at great prices. – and so had our business. We launched
Tesco.com, which today serves millions
of customers every month.
In the same decade, we also launched
our F&F clothing brand and Tesco Bank.
About Tesco
We’re passionate
about serving
shoppers a
little better
every day, in
store and online.
UK & ROI.
Our UK & ROI business is the largest
in the Group. With a leading market
position, we operate Tesco stores
from convenience formats through
to larger stores – as well as our
wholesale business, Booker.
Group sales Our footprint
£56,883m 3,787 stores

Colleagues
around
340,000
Operating profit(a)
£1,537m
UK & ROI 79%
Central Europe 11%
Asia 8%
Tesco Bank 2%
(a)
Excludes amortisation of acquired intangibles and exceptional items.

Strategic report
Central Europe. Asia. Tesco Bank.

We are present in four Central Our Asia business has operations in Tesco Bank is based in the UK, and
European countries, with Thailand, where we operate aims to be the bank for people who
hypermarkets and convenience hypermarkets and convenience shop at Tesco, providing simple and
stores in the Czech Republic, stores under the Tesco Lotus brand, convenient retail banking and
Slovakia, Hungary and Poland. and in Malaysia. insurance products.
Our footprint Our footprint Our footprint
895 stores 2,038 stores 6 million

Colleagues Colleagues
customer
around around accounts
50,000 60,000 Colleagues
Operating profit(a)
Operating profit(a)
around
£186m £286m 4,000
Operating profit(a)
£197m
11
Our business model
A best in class retailer.

Our differentiating Touch every part
capabilities. of our business.
Understanding customers.
Customers are at the heart of
everything we do, and every
decision we make.
From customer tasting panels
as we develop new products,
through to the insight we get
from Clubcard, we use our Customers
expertise to understand and Tesco exists to serve
meet our customers’ needs customers – listening to them
better than anybody else. and acting on what is most
important, however they
Our colleagues. choose to shop with us.
We are a business that’s about
serving people. We are at our
best for customers when every
one of our 450,000 colleagues
is focused on delivering great
service – and we share a single
purpose: to serve shoppers a Reinvest
little better every day. Our focus is always on making
Tesco the best it can be for
Scale and reach. our customers. The better a
We have an unparalleled reach, job we do for customers, the
through our store network and Channels more we will improve sales;
our Grocery Home Shopping To bring the best products the more our sales improve, Products
service – as well as Booker’s to customers, we work the more we can reinvest We build close and
Business Centres and delivered through a range of channels in further improving mutually-beneficial
wholesale network – allowing us – from small shops to large the shopping trip. relationships with
to bring great quality products shops, and our online our supplier partners, to
to even more customers. business. Booker gives us source the best possible
Own Brand and Product. access to further channels, products that meet
including Business Centres and anticipate
We put great care into sourcing
and delivered wholesale. customers’ needs.
the best quality products, with
expert technical teams and close
partnerships with growers and
suppliers – supported by a family
of unique brands, from Finest*
to Free From.
Services.
Through Tesco Bank and Tesco
Mobile, we can bring new
services to customers and
earn their loyalty.
Innovation.
From recipe development and
reformulation, to new technology
and systems, we encourage a
culture of innovation so that our
business remains at the cutting
edge of new trends and demands.

Strategic report
To create value for

our stakeholders.
Value for customers. Value for colleagues.

Our business model allows us The expertise of our
to bring our customers the colleagues drives every part
very best products at the best of our business model – from
possible prices, however they our store teams serving
choose to shop with us. shoppers, to our Product
teams developing new ranges.
As our business continues to
strengthen, we can reinvest in We want every colleague in
our competitiveness and our business to understand
further improve the the part they play in serving
experience for customers. shoppers a little better
every day.
Customers liking Colleagues motivated

‘Exclusively at Tesco’ by our purpose
80%
products they’ve tried
93%
Value for suppliers. Value for shareholders.
Our conversations with For shareholders, our
suppliers focus on delivering business model allows us
great value, great quality to deliver sustainable,
products for our customers. profitable growth.
When we get it right, our Our underlying philosophy to
business grows, and our create value for shareholders
suppliers grow with us. puts a focus on customer
satisfaction, cash profitability,
Together with Booker,
earnings growth and free
our combined growth is a
cash flow.
market-leading opportunity
for suppliers.
Annual quantum sales Diluted EPS before

growth: Tesco UK and exceptional and
Booker other items(a)
over £1bn 15.4p

(a)
Diluted EPS before exceptional and other items refers to diluted
earnings per share from continuing operations before exceptional
items and amortisation of acquired intangibles, net pension finance
costs and fair value remeasurements on financial instruments, as
defined in the APM section of the Glossary on pages 178 to 181.
13
Our six strategic drivers
An update on our six

strategic drivers.
1. A differentiated brand 2. Reduce operating costs 3. Generate £9bn cash
by £1.5bn from operations
A strong and differentiated brand creates To ensure that our business remains We maintain a strategic focus on
long-term value for every stakeholder in sustainable for the long term, we continue generating free cash flow, and this year
our business. Our purpose, to serve to simplify the way we operate and reduce generated £2.5bn of retail operating cash,
shoppers a little better every day, is at our costs. driven by improved profitability. Strong
the heart of what our brand stands for. working capital management is also a key
We delivered in-year cost savings of
component of our cash generation.
As we celebrate our centenary year, £532m, with £1.4bn of savings to date
we are looking back to the ethos of our towards our £1.5bn ambition. Retail operating cash flow for this year
founder, Jack Cohen, and what made is reported after a c.£(490)m working
Reducing our costs is particularly
Tesco unique: his unwavering, simple capital timing impact year-on-year.
important as we face into challenging
commitment to great value.
conditions in each of our markets across This includes a year-on-year timing impact
That same commitment remains true the Group, so that we can be even more of £(278)m relating to delayed payments
today, and throughout 2019 we are doing competitive, and offer customers the following the failure of a key supplier,
that in more ways than ever before, with value, quality and service that they expect. Palmer & Harvey, at the end of the last
exceptional deals that take customers financial year.
We are simplifying our store operations,
back, through our ‘One Hundred Years of
improving stock flow, and further A further £(210)m impact relates to
Great Value’ campaign.
improving our forecasting to reduce decisions made in the second half of the
This year we have made further progress waste. In our Express stores, we have year. Most significantly, the delayed
in our relaunch of more than 10,000 Own optimised our distribution and implementation of a new general ledger
Brand products – the largest launch of its replenishment by adjusting case sizes, system in the UK & ROI postponed the
kind in our 100-year history – bringing our reducing handling and transport costs. collection of some receivables into the
customers great quality products at the beginning of the 2019/20 financial year. In
We have also taken the difficult decision
very best prices. addition, a focus on safeguarding availability
to close around 90 of our fresh food
and service levels for customers at a time
We have also continued our award- counters in the UK, with the remaining
of political uncertainty meant we
winning Food Love Stories campaign, 700 trading with either a full or flexible
deprioritised certain ongoing working
highlighting the quality of our food and offer. This reflects changes to the way
capital initiatives.
showcasing the care that goes into every customers shop in these stores, and
one of our products. will allow us to operate more sustainably Over the last three years we have
for the long term. generated £8.6bn of retail operating cash.
Encouragingly, customers and
stakeholders continue to recognise our In Central Europe, we have reduced costs
efforts, and this year our YouGov by simplifying work for colleagues in stores
BrandIndex score reached its highest – for example by reducing the number of
rating since October 2011. price changes by almost a third.

Strategic report
4. Maximise the mix to 5. Maximise value 6. Innovation

achieve a 3.5% – 4.0% from property
margin
Across the Group, we are working on mix This year we released a further £285m of A continuous pipeline of innovation
– making our business more sustainable, value from our property portfolio across ensures that we can keep serving
and stepping back from unprofitable sales. the Group. shoppers better – anticipating and
Group operating margin for the year was responding to their needs better
In the UK, we are continuing to explore
3.45%, up 59 basis points. In the second than anybody else.
a small number of opportunities to work
half of the year, on the same basis as our
with a third-party to redevelop our Creating a culture of innovation across
ambition (excluding Booker), Group
store sites in high-value locations. our business remains a priority and, to
operating margin was 3.79%.
support this, we opened a new facility this
For example, this year, working with a
We have taken some significant decisions year at our Welwyn Garden City campus.
selected development partner, we have
to strengthen our mix, including the The ‘Heart’ building brings together our
created a plan which will transform our
closure of our loss-making general capabilities in product development,
store in Kennington, London. As well as
merchandise website, Tesco Direct, customer insight, colleague learning and
making better use of the space to create
where we saw no route to profitability. retail technology – including a state of the
hundreds of new homes, the project will
art Express store, and kitchens where our
In Central Europe, we remain focused also deliver a brand new Tesco store,
colleagues and supplier partners can
on building a more sustainable business. further commercial space and will open
develop new products together.
In Poland, we closed 62 unprofitable up the site, bringing communities in the
stores in the year, and we are reducing local area closer together. We’re also innovating to make our
the costs of operating our business as we products healthier, and more sustainable.
We continue to repurpose space in some
focus on profitable sales. We have also When we reformulate products, wherever
of our larger stores, introducing third-
introduced more than 600 ‘Star Lines’ possible we make them healthier, without
party concessions from popular brands,
for customers across our four Central compromising on taste. This year we have
as well as services like barbers.
European markets, giving more space on added extra fibre to chilled breads and
the shelf to the most popular products, In Central Europe, we have simplified savouries, and reduced the sugar in our
at sharper prices. our property portfolio as we exit our core Own Brand baked beans by 20%.
department store format. We have We’ve launched new packaging to
In Asia, we have repositioned our
also repurposed space in 14 of our reduce our impact on the environment
customer offer in Thailand, with significant
hypermarkets, and introduced 22 new and prevent waste, like our avocado
changes to our sales mix and promotional
anchor tenants into our malls. packs, which now stay fresher for
strategy, as well as accelerating changes
We completed three property buybacks in two days longer.
to our operating model, which are helping
to underpin our profit recovery. the year in the UK, and our proportion of As the way people shop continues to
freehold property across the Group has change, we are also innovating in the way
We will continue to look at opportunities
remained stable year-on-year at 58%. we serve them. We’ve launched a new
to improve our mix, allowing us to become
brand in the UK – Jack’s – as part of our
more competitive for customers, and to
centenary celebrations. In Thailand, we
deliver strong, sustainable returns for
have also launched a new convenience
shareholders.
proposition, to better meet our
customers’ needs.

Our key performance indicators
Our Big 6 KPIs.

We have six simple key performance measures for the whole business.
Grow sales.
Δ
Group sales
£56.9bn up 11.3%(a)
Why it’s important. How we performed.
Sustainable growth in sales is important Group sales grew by 11.3% at constant
to our business model. A strong, growing exchange rates to £56.9bn, and this
business also creates opportunities for year was our third consecutive year
our suppliers to grow with us too. of sales growth.
What we measure.
£56.9bn
Booker was consolidated into the Group
£51.0bn
for 51 weeks from 5 March, contributing
£49.9bn
Group sales is a measure of revenue
excluding sales made at petrol filling 11.4% to Group sales growth.
stations. It demonstrates the Group’s
underlying performance in the core
retail and financial services businesses
by removing the volatilities associated
with the movement in fuel prices.
2016/17 2017/18* 2018/19
Deliver profit. Group operating profit before

exceptional items and amortisation
Δ
of acquired intangibles
Recovering our profitability has been key Group operating profit before exceptional £2,206m, up 33.5% (a)
to our turnaround, building a platform for items and amortisation of acquired

long-term growth and creating value for intangibles was £2,206m, up 33.5% at
all stakeholders. constant exchange rates.
£2,206m
What we measure. We have reduced our operating costs,
Group operating profit, before and continued our focus on delivering
profitable growth and improving the
£1,646m
exceptional items and amortisation of
acquired intangibles. It is the headline quality of our sales.
£1,280m
measure of the Group’s performance.
2016/17 2017/18* 2018/19
Improve operating cash flow.

Δ
Retail operating cash flow
£2,502m, down (9.8)%(b)
Strong cash generation is an important We generated retail operating cash of
part of our underlying philosophy as we £2,502m, down (9.8)%. This is reported
manage our business. after a c.£(490)m working capital timing
impact year-on-year, including a timing
What we measure.
£2,773m
impact of £(278)m following the failure of a

£2,502m
Retail operating cash flow is the cash key supplier, Palmer & Harvey, at the end
£2,278m
generated from operations of continuing of the last financial year. A further £(210)m
operations, excluding the effects of impact relates most significantly to the
Tesco Bank’s cash flows. It is a measure delay of the implementation of a new
of the cash generation and working general ledger system in the UK & ROI, and
capital efficiency by the Retail business, additionally the deprioritisation of some
recognising that Tesco Bank is run and ongoing working capital initiatives at a time
regulated independently from the Retail of political uncertainty.
operations.
2016/17 2017/18* 2018/19

Strategic report
Customers recommend us and come back time and again. Group net promoter score
17pts, up 5pts
Customers are at the heart of everything Our net promoter score for the Group
we do, and customer satisfaction is an continues to increase.
important driver of loyalty.
This year our score increased by 5 points
What we measure. to 17 points, with more customers
17pts
Reflects % of Fans minus Critics answering recommending Tesco as a place to shop.
the question “Based on your visit, how
likely is it that you would recommend the
12pts
following to a friend or colleague?”.
7pts
2016/17 2017/18 2018/19
Colleagues recommend us as a great place to work and shop.(c) Great place to

shop 50pts, up 1pt
Why it’s important. How we performed. Great place to
When we get things right for our 450,000 Our ‘Great place to work’ measure work 83%
colleagues, we make it even easier for has remained stable year-on-year at
them to do what they do best – serving 83%, with most colleagues in every
shoppers a little better every day. one of our markets agreeing that they
83%
83%
83%
would recommend Tesco as a great
What we measure. place to work.
Our ‘Great place to work’ measure is
the percentage of colleagues who agree Year-on-year, more colleagues are
or strongly agree with the statement recommending Tesco as a place to shop.
‘I would recommend Tesco as a great
place to work’.
‘Great place to shop’ is a net promoter
score, answering the question ‘I would
recommend Tesco as a place to shop’.
2016/17 2017/18 2018/19
Build trusted partnerships. Group supplier satisfaction

77.5%, up 2.6pts
Close and trusted partnerships with our Overall supplier satisfaction was 77.5%,
suppliers allow us to source the best up 2.6pts, the highest ever score
quality products for our customers, recorded for the Group.
at the best prices.
77.5%
Through the year, the majority of our

76.5%
74.9%
What we measure. individual measures on ways of working

Our supplier satisfaction measure reflects with suppliers also improved, with
the percentage of suppliers across the particularly strong improvements in
Group who responded positively when supplier ratings of communication
asked “Overall how satisfied are you with and feeling listened to.
your experience of working with Tesco?”,
in our Supplier Viewpoint survey.
2016/17 2017/18 2018/19
Δ Alternative performance measures (APM)

Measures with this symbol Δ are defined in the Glossary section on pages 178 to 181.
(a)
Reported on a continuing operations basis (excludes Turkey). Growth is at constant exchange rates, on a comparable days basis.
(b)
Reported on a continuing operations basis (excludes Turkey). Growth is at actual exchange rates.
(c)
Chart shows the movement in ‘Great place to work’.
* Restated for the adoption of IFRS 15. For more information see Note 1 and Note 36 on pages 98 and 155.

Financial review
Sustained strong
performance.
This year, we have made broad-based progress across the Group
“We have met or are about including a further strong increase in profitability. We grew sales by
to meet the vast majority 11.5%, excluding VAT, excluding fuel, at actual exchange rates and
of our turnaround goals. have now delivered three full years of sales growth. Results this
The second half margin year include the consolidation of Booker for 51 weeks since our
level puts us well within merger completed on 5 March 2018.
the aspirational range
Group operating profit before exceptional items and amortisation
we set four years ago.”
of acquired intangibles was up 34.0% to £2,206m, as we continue
Alan Stewart to simplify the business and reduce costs, and we achieved a
Chief Financial Officer second half operating margin of 3.96% (3.79% excluding Booker).
Our statutory profit before tax increased to £2,153m including
£(53)m of exceptional items and amortisation of acquired
Group results 2018/19. intangibles. We delivered a strong performance on net debt
(excluding Tesco Bank) which was £(2.9)bn, after £(766)m of
52 weeks ended Year-on-year Year-on-year
23 February 2019 change change
Booker cash consideration.
(Constant (Actual
On a continuing 2017/18 exchange exchange
We are continuing to focus on customer satisfaction, cash
operations basis 2018/19 (restated) (a)
rates) rates) profitability, free cash flow and earnings growth and are using
Group sales these measures to inform our decisions as we look to create
(exc. VAT, exc. fuel)(b) £56,883m £50,993m 11.3% 11.5% sustainable value for shareholders.
Fuel £7,028m £6,500m 8.1% 8.1% Reflecting our continued improved performance and confidence in
Revenue ongoing cash generation, the Board has proposed the payment of
(exc. VAT, inc. fuel) £63,911m £57,493m 11.0% 11.2% a 4.10 pence per share final dividend following on from the interim
Group operating profit(c) £2,206m £1,646m 33.5% 34.0% dividend of 1.67 pence per share. This takes the total dividend for
UK & ROI £1,537m £1,059m 45.0% 45.1% the year to 5.77 pence per share, up 92.3% year on year.
Segmental results.
Central Europe £186m £119m 56.3% 56.3%
Asia £286m £299m (6.7)% (4.3)%
Tesco Bank £197m £169m 16.6% 16.6% UK & ROI.
Year-on-year Year-on-year
Include exceptional items change change
and amortisation of (Constant (Actual
acquired intangibles £(53)m £193m On a continuing exchange exchange
operations basis 2018/19 2017/18 rates) rates)
Group statutory
operating profit £2,153m £1,839m 16.7% 17.1% Sales
(exc. VAT, exc. fuel) £44,883m £38,656m 16.1% 16.1%
Group profit before tax
before exceptional items, Like-for-like sales
amortisation of acquired (exc. VAT, exc. fuel) 2.9% 2.3%
intangibles, net pension Statutory revenue
finance costs and fair (exc. VAT, inc. fuel) £51,643m £44,914m
value remeasurements Revenue includes: fuel £6,760m £6,258m
of financial instruments £1,958m £1,284m 52.5% Operating profit
Group statutory before exceptional
profit before tax £1,674m £1,300m 28.8% items(c) £1,537m £1,059m 45.0% 45.1%
Diluted EPS before Operating profit
exceptional items, margin before
amortisation of acquired exceptional items(c) 2.98% 2.36% 62bps 62bps
intangibles, net pension Statutory operating
finance costs and fair profit £1,535m £1,205m
value remeasurements
of financial instruments 15.40p 11.90p 29.4% In the UK and the Republic of Ireland (ROI), like-for-like sales grew
Statutory diluted EPS 13.55p 12.11p by 2.9%, representing the third full year of growth. Tesco UK
Statutory basic EPS 13.65p 12.15p like-for-like sales grew by 1.7% as we improved both our quality and
Dividend per share 5.77p 3.00p 92.3% value perception. We have completed the rollout of our range of
Capex(d) £1.1bn £1.1bn eight new ‘Exclusively at Tesco’ brands, such as ‘Ms Molly’s’ and
Net debt(e)(f) £(2.9)bn £(2.6)bn ‘Hearty Food Co.’, as part of the overall relaunch of 10,000
Own Brand products. In the third quarter, as expected, we saw an
Cash generated from
retail operations(e) £2.5bn £2.8bn
increase in customers trading into the outstanding value offered
by these products. The continuing success of ‘Exclusively at
(a)
Last year figures restated for impact of IFRS 15 ‘Revenue from contracts with (e)
Net debt, retail operating cash flow and retail free cash flow exclude the impact of
customers’. Impacts include a £2m increase in revenue and operating profit. Tesco Bank in order to provide further analysis of the retail cash flow statement.
(b)
Group sales exclude VAT and fuel. Sales growth shown on a comparable days basis. (f)
Net debt includes both continuing and discontinued operations.
(c)
Excludes amortisation of acquired intangibles and excludes exceptional items by virtue of their The definition and purpose of the Group’s alternative performance measures, which
size and nature in order to reflect management’s view of underlying performance. includes like-for-like sales, are defined on pages 178 to 181. A detailed analysis of
(d)
Capex is shown excluding property buybacks. Statutory capital expenditure discontinued operations can be found in Note 7.
(including property buybacks) was £1.2bn (2017/18: £1.5bn).

Strategic report
Tesco’ contributed to our overall UK market sales and volume Central Europe.

outperformance during the fourth quarter. In Central Europe, overall like-for-like sales declined by (2.3)%.
A planned reduction of unprofitable general merchandise sales,
In general merchandise, we continue to focus on sustainable
including a decision not to participate in Black Friday promotions,
categories that complement the grocery shop. We are driving
impacted like-for-like sales performance by (1.2)% for the full
growth in those categories by differentiating our offer. For
year. In addition, changes to Sunday trading regulations in Poland
example, our Fox & Ivy and Go Cook ranges contributed to
resulted in 25 fewer trading days in the year which, in addition to a
like-for-like sales growth of 4.2% in our Home category. Our
public holiday announced at short notice, impacted like-for-like
clothing like-for-like sales grew by 3.0% and in February 2019
sales in the region by (1.3)%. Sunday trading regulations effective
we launched selected F&F Womenswear items on Next.co.uk.
from January 2019 mean that our stores in Poland are now only
We closed Tesco Direct from 9 July, with our like-for-like sales
able to open on the last Sunday of each month, compared with two
performance removing the impact of this closure.
Sundays per month previously. In the second half, we saw a strong
All store formats and channels delivered like-for-like sales customer response as we launched our ‘Star Lines’ initiative across
growth, with particularly strong performance in our convenience the region, reducing the price of more than 600 key products.
business, including One Stop, where we launched a further 100 Year-on-year Year-on-year
Own Brand products, offering excellent quality and value to change change
customers. Our online grocery sales grew by 2.8% year-on-year (Constant (Actual
On a continuing exchange exchange
including our biggest ever sales week at Christmas with nearly operations basis 2018/19 2017/18 rates) rates)
51 million items delivered and 776,000 orders. We have seen a Sales (exc.
strong response to the launch of Jack’s – our new brand and store VAT, exc. fuel) £6,030m £6,343m (4.5)% (4.9)%
format – with a net promoter score of 53% and very high levels of Like-for-like sales
customer awareness. (exc. VAT, exc. fuel) (2.3)% 0.3%
Booker’s like-for-like sales grew by 11.1% (10.8% excluding tobacco) Statutory revenue
during the year, including a strong performance from symbol group (exc. VAT, inc. fuel) £6,298m £6,585m
stores. Sales growth in the fourth quarter eased as we started Revenue includes: fuel £268m £242m
to annualise contract wins secured in the prior year. We are Operating
continuing to unlock the benefits of Joining Forces for Booker’s profit before
customers, with greater choice, lower prices and better quality. exceptional items £186m £119m 56.3% 56.3%
Operating profit
In ROI, like-for-like sales grew by 1.3%. In a competitive market, margin before
we have continued to make good progress during the year, exceptional items 2.95% 1.81% 113bps 115bps
growing volumes across all food categories.
Statutory operating
UK & ROI operating profit before exceptional items and profit £232m £212m
amortisation of acquired intangibles was £1,537m, up 45.1%, with
operating margin growth of 62 basis points year-on-year. During Central Europe operating profit before exceptional items was
the year, our cost savings programme progressed well and we £186m, up 56.3% year-on-year at actual exchange rates. We are
further simplified what we do and how we serve customers in improving the quality of our business by focusing on more sustainable
our store operations and in head office. Our strategic ambition product categories and reducing less profitable ranges, such as
to maximise the mix led to our focus on more sustainable general electricals. In addition, operating costs are being reduced across
merchandise categories, including closing Tesco Direct in July. the region as we simplify the store service model, for example,
The operating loss relating to Tesco Direct was £(94)m in the we reduced the number of price changes by 28% in the year.
2017/18 financial year. In Poland, we closed 62 loss-making stores which contributed
to Poland making a small profit in the second half.
UK & ROI operating profit also includes a benefit of £52m
relating to a change in Clubcard accounting estimates. The Asia.
change follows a detailed review of our accounting treatment Year-on-year Year-on-year
change change
ahead of the implementation of IFRS 15 and results in a more (Constant (Actual
precise match between the redemption value per point and On a continuing exchange exchange
the historic issuance value. operations basis 2018/19 2017/18 rates) rates)
Sales (exc.
Booker contributed £196m to operating profit before exceptional VAT, exc. fuel) £4,873m £4,947m (4.1)% (1.6)%
items and amortisation of acquired intangibles for the 51 weeks
Like-for-like sales
consolidated since completion of our merger on 5 March 2018. (exc. VAT, exc. fuel) (6.2)% (10.0)%
We delivered £79m of the synergies identified in the Booker merger
Statutory revenue
process – ahead of our initial expectation of £60m in the first year (exc. VAT, inc. fuel) £4,873m £4,947m
– and are well on track to deliver our target of c.£200m synergies
Revenue includes: fuel – –
per annum by the end of the third year. We now anticipate that
Operating
exceptional integration costs over the three years will total
profit before
£(50)m-£(75)m, lower than the £(145)m which had been
exceptional items £286m £299m (6.7)% (4.3)%
originally planned.
Operating profit
Excluding Booker operating profit and synergies, UK & ROI operating margin before
profit before exceptional items and amortisation of acquired exceptional items 5.87% 6.04% (17)bps (17)bps
intangibles was up 19.2%, with margin expansion of 39bps. Statutory operating
profit £219m £277m

Financial review continued
Overall like-for-like sales performance in Asia was (6.2)% for the Exceptional items in operating profit.
year, including the impact of significant changes to our sales mix Exceptional items are excluded from our headline performance
and promotional strategy, particularly in the first half. Like-for-like measures by virtue of their size and nature in order to reflect
sales performance improved to (3.0)% in the fourth quarter. management’s view of the underlying performance of the Group.
For the year, we saw an impact of (1.2)% from the issuance of
Restructuring and redundancy costs of £(220)m relate to the
government welfare cards in Thailand but this had eased by the
simplification of our business and working practices across the
end of the fourth quarter.
Group. These include charges of £(38)m incurred as a result of
Asia operating profit before exceptional items was £286m. In the the closure of our loss-making online general merchandise
first half, profit was impacted by the combined effect of sales business, Tesco Direct.
deleverage, price investment and repositioning of promotional
Provision for customer redress of £(16)m relating to Tesco Bank,
investment in Thailand. Performance improved significantly during
reflects additional costs in respect of PPI as a result of higher claim
the second half as we successfully concluded renegotiations with
rates than previously estimated. PPI compensation claims must be
our suppliers and accelerated plans to restructure our store and
made before the deadline of 29 August 2019.
office operations in Thailand. As a result, we have been able to
recover our operating margin more fully and quickly than we had 2018/19 2017/18
anticipated at the half-year stage. Net restructuring and redundancy costs £(220)m £(102)m
Provision for customer redress £(16)m £(24)m
Tesco Bank. FCA obligations £37m £25m
Year-on-year
2018/19 2017/18 change Property transactions £105m £79m
Revenue £1,097m £1,047m 4.7% Tesco Bank FCA charge £(16)m -
Operating profit before Booker integration costs £(15)m -
exceptional items £197m £169m 16.6% Release of provision relating to
Statutory operating profit £167m £145m 15.2% HMRC VAT appeal £176m -
Lending to customers £12,426m £11,522m 7.8% Guaranteed minimum pensions (GMP)
equalisation £(43)m -
Customer deposits £10,465m £9,245m 13.2%
Net impairment reversal of non-current
Net interest margin 3.8% 3.9% (0.1)%
assets and onerous lease provision £10m £53m
Risk asset ratio 18.4% 19.4% (1.0)%
Sale of Lazada £7m £124m
Tesco Bank has continued to focus on delivering a positive Disposal of opticians business - £38m
experience for our banking and insurance customers. We have Total exceptional items in statutory
made significant improvements to the online credit card journey operating profit £25m £193m
and relaunched a Banking app, making it easier for customers to Amortisation of acquired intangible assets £(78)m -
self-serve. In a difficult and competitive insurance market, Total exceptional items and amortisation
investment has been focused on retention of existing customers. of acquired intangibles in statutory
Overall, active customer numbers have reduced by (1.0)% year-on- operating profit £(53)m £193m
year with growth in banking offset by a reduction in insurance.
There is an exceptional credit of £37m in relation to the Shareholder
Operating profit before exceptional items increased by 16.6% Compensation Scheme which comprises a provision release of £17m
year-on-year to £197m, including strong retail banking performance as we have now processed all outstanding claims and an insurance
with both cards and loans continuing to perform well. The insurance recovery of £20m.
contribution has fallen year-on-year, impacted by competitive
market conditions, albeit partly offset by a £13m one-off benefit Exceptional profits on property transactions of £105m have arisen
relating to upfront recognition of insurance renewals following a from disposals within the UK and Central Europe.
Contact renewal with our third party insurance provider. Exceptional We have incurred a charge of £(16)m relating to a settlement
items of £(30)m relating to Tesco Bank include a payment of £(16)m payment agreed with the FCA following an online fraudulent attack
in relation to a settlement agreed with the Financial Conduct on Tesco Bank in November 2016.
Authority (FCA) following an online fraudulent attack on Tesco Bank
Booker integration costs of £(15)m relate to costs incurred in
in November 2016 and a Payment Protection Insurance (PPI) charge
integrating Booker within the Tesco Group, mainly focused on
of £(16)m recognised in the year. On an underlying basis, the
aligning distribution networks and operating platforms.
cost-to-income ratio has improved to 56.2% from 60.0%.
In 2017/18, we recovered £160m of VAT from HMRC following a
Lending balances rose 7.8% year-on-year to £12.4bn, comprising
favourable court ruling regarding the treatment of VAT on Clubcard
£3.8bn secured lending (up 25%) and £8.7bn unsecured lending
rewards. We subsequently recognised a provision of £176m for VAT
(up 1.8%). The balance sheet remains strong and well positioned
and interest as HMRC appealed the court decision. Following
to support future lending growth from both a liquidity and capital
HMRC’s decision not to appeal a further court judgement in our
perspective with a risk asset ratio of 18.4%.
favour in January this year, this provision has now been released.
The Group has adopted IFRS 9 ‘Financial Instruments’ for the period
Following a recent High Court ruling on equalisation of guaranteed
ending 24 February 2019. IFRS 9 has been applied retrospectively at
minimum pensions (GMP), we have recognised a £(43)m non-cash
25 February 2018 by adjusting the opening balance sheet at that
charge in respect of the Group’s defined benefit pension liability.
date. For Tesco Bank, the adoption of IFRS 9 has resulted in a
decrease in opening total assets of £223m, with a related deferred
tax asset of £57m. The overall impact on opening equity was
therefore a reduction of £166m.

Strategic report
Net impairment reversal of non-current assets and onerous lease Group tax.
provision totals £10m. This includes a net reversal of £69m in property, Tax on Group profit before exceptional items and amortisation
plant and equipment, a charge of £(14)m in software and intangible of acquired intangibles was £(413)m.
assets and a net charge of £(44)m in onerous property provisions.
The effective tax rate on profit before exceptional items and
Amortisation of acquired intangible assets is excluded from our amortisation of acquired intangibles for the year is 24.1%. This
headline performance measures. Our combination with Booker tax rate is higher than the UK statutory rate, primarily due to the
resulted in the recognition of goodwill of £3,093m and a £755m impact of the 8% supplementary tax surcharge on bank profits
intangible asset, driving amortisation of acquired intangible assets and depreciation of assets that do not qualify for tax relief.
of £(78)m for the full year.
We expect the impact of these items on the effective tax rate to
The net effect of exceptional items and acquired intangibles reduce as our overall level of profitability continues to increase.
amortisation on operating profit during the year was £(53)m. Therefore, along with the additional impact from the UK
This compares to a net £193m last year, which includes £124m corporation tax rate reducing by 2% from April 2020, we
profit on the sale of Lazada in June 2017. expect the effective tax rate to reduce to around 20% in the
Joint ventures and associates, interest and tax.

medium-term. The effective tax rate on profit before exceptional
items for the 2019/20 financial year is expected to be around 22%.
Joint ventures and associates.
On a statutory basis, the total tax charge is £(354)m which includes
Our share of post-tax profits from joint ventures and associates
a £59m credit relating to exceptional items. Cash tax paid in the
before exceptional items was £24m, an increase of £30m year-on-
year was £370m (up £194m year-on-year) including £232m of
year due to a further reduction in losses recognised in Gain Land,
corporate tax paid in the UK (up £157m year-on-year). This increase
our associate in China. An exceptional gain of £11m was also
principally reflects our improved profitability and the benefit last
recognised on our share of profits from a mall disposal in Gain Land.
year from utilising remaining UK tax losses.
Finance income and costs.
Earnings per share (on a continuing operations basis).
2018/19 2017/18
Our diluted earnings per share before exceptional items,
Interest payable on medium-term notes,
amortisation of acquired intangibles, net pension finance costs
loans and bonds £(256)m £(363)m
and fair value remeasurements of financial instruments was 15.40p,
Interest receivable on associated derivatives £18m £31m
29.4% higher year-on-year principally due to our stronger profit
Net interest on medium-term notes, performance. Statutory basic earnings per share from continuing
loans and bonds £(238)m £(332)m operations were 13.65p, 12.3% higher year-on-year.
Other interest receivable and similar income £22m £44m
Other finance charges and interest payable £(57)m £(70)m Summary of total indebtedness.
Capitalised interest £1m £2m 2018/19 2017/18 Movement
Net finance cost before exceptional charges, Net debt (excludes Tesco Bank) £(2,863)m £(2,625)m £(238)m
net pension finance costs and fair value Discounted operating lease
remeasurements of financial instruments £(272)m £(356)m commitments £(6,999)m £(6,931)m £(68)m
Fair value remeasurements of financial Pension deficit, IAS 19 basis
instruments £(153)m £23m (post-tax) £(2,338)m £(2,728)m £390m
Net pension finance costs £(89)m £(162)m Total indebtedness £(12,200)m £(12,284)m £84m
Exceptional charge – translation of
Korea proceeds - £(38)m Overall, total indebtedness has decreased by £84m year-on-year.
Net finance costs £(514)m £(533)m Retail net debt increased by £(0.2)bn to £(2.9)bn, after the cash
outflow of £(0.8)bn relating to our combination with Booker.
Net finance costs before exceptional charges, net pension finance
Discounted operating lease commitments increased by £(68)m,
costs and fair value remeasurements of financial instruments
including the consolidation of £(0.4)bn Booker lease commitments.
reduced by £84m year-on-year to £(272)m. This improvement
was mainly driven by a lower level of gross debt. We saw a £94m On 13 September 2018, we exercised our option to buy back the
reduction in net interest on medium-term notes, loans and bonds 50% equity holding in the Tesco Atrato Limited Partnership held
from £(332)m to £(238)m as a result of debt maturities and bond by our property joint venture partner. The acquisition is scheduled
tenders. We undertook two bond tenders during the year which to complete in September 2019, and will lead to a reduction in
reduced interest payable by £34m and we expect an annualised discounted lease commitments of £400m (undiscounted £790m),
benefit of £52m. and consolidation of the debt held by the joint venture.
Net finance costs of £(514)m were £19m lower year-on-year. On an IAS 19 basis, our pension deficit (net of deferred tax) has
Within net finance costs, fair value remeasurements includes reduced from £2.7bn last year to £2.3bn at the end of the
£(121)m relating to the premium paid on the repurchase of current year. The movement during the year is primarily
long-dated bonds. Net pension finance costs decreased by £73m attributable to continued deficit contributions in addition
year-on-year to £(89)m, driven by a lower opening pension deficit, to strong asset performance.
partly offset by a higher discount rate. For 2019/20, net pension Our key credit metrics, which are fixed charge cover and total
finance costs are expected to decrease to c.£(72)m. indebtedness/EBITDAR, have further improved since the end
Last year, an exceptional loss of £(38)m arose on the translation of of the last financial year, from 2.7 to 3.2 times and from 3.3 to
the proceeds from the sale of our Homeplus business in Korea. This 2.8 times, respectively.
translation effect did not represent an economic cost to the Group.

Financial review continued
Summary retail cash flow. In addition to the working capital timing impacts, the lower level of
Retail operating cash flow of £2,502m reflects a strong underlying retail free cash flow year-on-year principally reflects two factors.
improvement in cash profitability offset by a c.£(490)m working First, a higher tax charge as our profitability continues to improve
capital timing impact year-on-year, driven by two factors. and second, a net cash outflow of £(146)m relating to the market
purchase of shares. The market purchase follows our commitment
First, this year’s working capital net outflow of £(312)m includes
to offset any dilution from the issuance of new shares to satisfy
payments of £(139)m which were delayed from the last financial year
the requirements of share schemes. We expect to utilise a similar
following the failure of a key supplier (Palmer & Harvey). Together
amount of cash in future years in line with this commitment, with
with the corresponding benefit in last year’s working capital net
the exact amount dependent on performance.
inflow, this creates a £(278)m year-on-year timing impact.
Other items include an exceptional cash outflow of £(43)m relating
Second, a further £(210)m impact within working capital relates to
to final payments under the Shareholder Compensation Scheme
decisions made in the second half of 2018/19. The most significant
which have now been processed.
of these relates to a decision to delay the implementation of a new
general ledger system in the UK & ROI by a few months, which Exceptional cash items also include the utilisation of £(81)m of our
resulted in some receipts being postponed into the beginning of the exceptional onerous lease provision in the year, of which £(23)m
2019/20 financial year. In addition, we chose to deprioritise some related to one-off costs to surrender leases and £(58)m related
ongoing working capital initiatives in order to safeguard availability to ongoing lease agreements.
and service levels for customers at a time of political uncertainty. We reduced cash capital expenditure by 5.3% year-on-year to
2018/19 2017/18 £(1.1)bn reflecting our disciplined approach to capital investment.
Operating profit before exceptional items
and amortisation of acquired intangibles £2,206m £1,646m
In net cash interest, the benefit of lower interest paid was partially
offset by the timing of £55m of interest payable on our largest
Less: Tesco Bank operating profit before
sterling-denominated bond. The timing of our year-end date has
exceptional items £(197)m £(169)m
meant that last year’s annual coupon payment on this bond was
Retail operating profit from continuing
made in this financial year.
operations before exceptional items and
amortisation of acquired intangibles £2,009m £1,477m Retail cash tax paid in the year was £(302)m, higher than last year
Add back: Depreciation and amortisation £1,214m £1,212m reflecting our improved profitability and the benefit last year from
Other reconciling items £94m £28m utilising remaining UK tax losses.
Pension deficit contribution £(266)m £(245)m We generated £285m of proceeds from property sales including
Underlying (increase)/decrease in working capital £(312)m £493m £129m relating to Kennington and a number of small disposals in
Retail cash generated from operations the UK, £92m relating to three retail sites in Central Europe and
before exceptional items £2,739m £2,965m £58m relating to two Booker properties. We completed the
Exceptional cash items: £(237)m £(192)m buyback of Stroud superstore in the first half and Cirencester
Relating to prior years: Extra and Shepton Mallet superstore in the second half.
Capital expenditure.
––Shareholder Compensation Scheme
Payments and SFO Fine £(43)m £(149)m
––Utilisation of onerous lease provisions £(81)m £(92)m 2018/19 2017/18
––Restructuring payments £(60)m £(53)m UK & ROI £709m £676m

Relating to current year: Central Europe £130m £133m
––Restructuring payments £(68)m £(67)m Asia £235m £239m
Other £15m £169m Tesco Bank £31m £50m
Retail operating cash flow £2,502m £2,773m Group £1,105m £1,098m
Cash capex £(1,126)m £(1,190)m
Capital expenditure shown in the table above reflects expenditure
Net interest £(283)m £(297)m on ongoing business activities across the Group. Our capital
Tax £(302)m £(131)m expenditure for the year was £1.1bn, a similar level to last year and
Property proceeds £285m £253m lower than we originally anticipated for this year as we continue to
Property purchases – store buybacks £(136)m £(393)m exercise discipline in our investment decisions. In the UK & ROI,
Market purchases of shares (net of proceeds) £(146)m £11m spend was focused on maintaining and refreshing our stores,
Acquisitions & disposals and dividends received £(635)m £362m alongside convenience store openings in the UK. Capital spend in
Add back: Booker acquisition costs (included in Central Europe and Asia has remained at a broadly similar level as
Acquisition & disposals above)(a) £747m - last year. The focus of spend in Central Europe was on repurposing
Retail free cash flow(b) £906m £1,388m
our existing store estate and in Asia, spend primarily related to
our new store opening programme in Thailand. Going forward, we
(a)
The cost of major acquisitions and disposals are removed from the Group’s definition expect our annual capital expenditure to remain within a range of
of free cash flow.
£1.1bn to £1.4bn.
(b)
Retail free cash flow includes £146m market purchases of shares (net of proceeds) in
relation to share schemes. Last year’s retail free cash flow has been restated by £11m Statutory capital expenditure of £1.2bn includes £136m relating to
to reflect this.
the three UK property buybacks.
We reduced the total amount of retailing selling space across the
Group by just under 1.7 million square feet in the year. Across
Central Europe and Asia, our repurposing programme has

Strategic report
contributed a net reduction of 1.0 million square feet. In Central

Europe, we have repurposed 669,000 square feet across 14 stores,
partnering with H&M, Reserved, Decathlon and Rossman. In Asia,
IFRS 16.
we have repurposed 26 stores, mainly in Thailand where we have Tesco is introducing IFRS 16, the new financial reporting
partnered with Mr.DIY home improvement and additional leisure standard on accounting for leases, for its 2019/20
partners including cinemas and play centres. financial year.
In the UK & ROI, we opened 24 new stores in the period, including IFRS 16 has no economic impact on the Group. It has no
13 in our convenience formats in the UK and eight Jack’s stores. effect on how the business is run, nor on cash flows for
We closed a further 20 stores in the UK, including two Booker the Group. It does however have a significant impact on
stores. Our net reduction of 66 stores in Central Europe during the way the assets, liabilities and the income statement
the year was driven primarily by the closure of 62 stores in Poland. for the Group are presented, as well as the classification
In Asia, we opened 72 stores including 70 in Thailand, principally in of cash flows relating to lease contracts.
our convenience format. We closed a further 56 stores in Thailand
The Group will adopt the standard fully retrospectively.
as we optimise our convenience store network.
Detail on the impact of IFRS 16 on our 2018/19 financial
Property. statements can be found in Note 36.
The estimated market value of our fully owned property has The introduction of IFRS 16 has no bearing on the plans
increased by £0.6bn to £21.3bn, with £0.2bn of this increase or financial ambitions Tesco has shared with the market.
resulting from our merger with Booker. The market value of £21.3bn
represents a surplus of £2.7bn over the net book value (NBV).
Our Group freehold property ownership percentage, by value, has We are continuing to focus on customer satisfaction, cash
remained stable at 58% year-on-year. In addition to an increase in profitability, free cash flow and earnings growth and are using
market value of existing properties, we regained ownership of three these measures to inform our decisions as we look to create
stores in the UK. This was offset by the impact of consolidating sustainable value for shareholders.
Booker’s 183 leasehold properties. The repurchase of the three UK As a result of the progress we are making strengthening the
stores will result in an annualised rental saving of £7m. We continue balance sheet and delivering free cash flow, we now expect to
to seek opportunities to further reduce our exposure to index-linked reach a dividend cover level of around two times earnings in the
and fixed-uplift rent inflation where the economics are attractive. 2019/20 financial year. We will maintain our focus on balance
Dividend. sheet strength, targeting a leverage range of 3 times to 2.5 times
Reflecting the continued improvement in the business and our total indebtedness to EBITDAR (on a post-IFRS 16 basis).
confidence in ongoing cash generation, we propose to pay a final
dividend of 4.10 pence per ordinary share. This takes the total
dividend for the year to 5.77 pence per ordinary share, up 92.3%
year-on-year, following the payment of an interim dividend of 1.67
pence per ordinary share in November 2018.
We now expect to reach a dividend cover level of around two times
Alan Stewart
earnings (on a post-IFRS 16 basis) in the 2019/20 financial year. We
Chief Financial Officer
would then expect to maintain this level going forward, expressed
as an earnings pay-out ratio of around 50%, with an anticipated
split of broadly one-third to two-thirds between interim and final
dividends in any given year.
The proposed final dividend was approved by the Board of Directors
on 9 April 2019 and is subject to the approval of shareholders at the
Annual General Meeting to be held on 13 June 2019. The final
dividend will be paid on 21 June 2019 to shareholders who are on
the register of members at close of business on 17 May 2019 (the
Record Date). Shareholders may elect to reinvest their dividend in
the Dividend Reinvestment Plan (DRIP). The last date for receipt of
DRIP elections and revocations will be 31 May 2019.
Looking ahead.
We are confident that we will meet the remaining goals in our
turnaround plan in 2019/20 and deliver a level of profitability
(pre-IFRS 16 and excluding Booker) within the 3.5%-4.0%
margin range.
Whilst the market remains uncertain, our performance to
date is strong, leaving us well positioned to invest in our
competitiveness as we continue to celebrate 100 years of great
value for customers. We remain comfortable with consensus
profit expectations for 2019/20.

Little Helps Plan
Every little help makes

a big difference.
Our approach.
For the past 100 years we have been a business with a strong community spirit and a desire to do the right thing. We believe we can make
a positive contribution to our colleagues, customers and communities through small actions that can add up to make a big difference.
One of our values, ‘Every little help makes a big difference’, inspired our Little Helps Plan, which we launched two years ago. It aims to
pull together all of our efforts and refocus our activities on the social and environmental challenges that matter most to our customers,
colleagues, suppliers and stakeholders.
Every week we serve nearly 80 million customers across eight countries and they tell us they want us to provide affordable, healthy,
sustainable products. They also want us to look after our colleagues and the communities where we operate. We have listened to their
views, and identified three pillars where we could make the biggest difference: our people, our products and our places.
Underpinning these pillars are areas where we are committed to doing the right thing. These include important issues such as health
and safety, cyber security and anti-bribery. We call these our foundations, as they are the bedrock of a responsible business and are
fundamental to the way we operate.
For more information on how we identified the pillars, visit: www.tescoplc.com/materiality.
People. Products. Places.

To help our colleagues succeed by To help provide affordable, To help our communities thrive
providing them with the flexibility, healthy, sustainable by positively contributing both
skills and reward to get on. products for all. socially and economically.
Our Products pillar covers our work

on health, sourcing, packaging and
food waste.
82% 12% 77.5% 29,819

Colleagues agree that they are able Cost savings of Supplier Local projects or causes supported
to work flexibly around their life our ‘helpful little satisfaction
swaps’ basket (Supplier 62.7 million
17,156 (UK September View point) Meals donated through food surplus
Colleagues have received manager health event) redistribution programmes
development training
2,914 81%
Tonnes of hard to Towards reaching
recycle materials our target that
removed from no food safe
Own Brand for human
packaging (UK) consumption will
go to waste (UK)
Foundations.
Cyber security | Product safety | Health and safety | Governance and ethics | Climate change

Strategic report
Embedding the Little Helps Plan. Governance.

The Little Helps Plan is integral to our business strategy, helping us We have a robust governance framework in place to support us
to serve our customers a little better every day and contributing in delivering the Little Helps Plan and integrating it into our business
directly to our strategic drivers. strategy. This establishes clear responsibility and accountability for
our performance, and ensures effective decision-making.
By addressing the key issues that we know matter to our
customers, colleagues, suppliers and stakeholders, we are able Implementation begins in the UK. We then share learnings
to bring to life the meaning behind our value ‘Every little help makes with our international markets to enable them to develop
a big difference’ and build a differentiated brand. Our ambitious country-specific plans.
targets are helping to stimulate innovation within the business – for
Each pillar of the Plan is owned by a director within the relevant
example driving us to expand our range of innovative plant-based
business function. These owners, in each country or region, are
products or encouraging us to trial cutting edge technologies to
responsible for the day-to-day delivery of the Plan as well as
help our customers recycle more. The Plan is also delivering real
tracking progress against the relevant KPIs. Each country or region
reductions in operating costs, such as through our work to reduce
has developed a three-year roadmap which is reviewed annually,
our carbon footprint. Our investment in energy efficiency between
with key priorities and deliverables set out for the year ahead.
2015/16 and 2017/18 has delivered £37m in savings to date.
Our Corporate Responsibility Committee (CRC) is responsible
To further embed the Little Helps Plan into our business and to
for ensuring the Board devotes sufficient attention to corporate
measure our progress, we have introduced KPIs for each action
responsibility in its widest sense. The Committee has been on
set out in the Plan. We monitor these regularly to help guide our
a number of visits in 2018/19 to see how our policies and
work. We first published progress against these in November 2018
programmes are working on the ground. For more information
and a further update can be found in our full Little Helps Plan
on the Committee and its activities, see page 55.
report. This year we have realigned when we report progress
against the Little Helps Plan – reporting at the same time as the
To download the latest Little Helps Plan report,
Annual Report. Going forward we will continue to publish annual
including progress against our KPIs, visit
updates alongside the Annual Report.
www.tescoplc.com/littlehelpsplan.
Listen to
Identify material Establish targets Embed in Monitor
stakeholders and
issues and measurement business plans progress
assess trends
Annual research Little Helps Plan Priority actions Three-year roadmaps Progress reviewed by
with consumers, launched October identified for developed for Executive committee
influencers, 2017 with three key each pillar each market bi-annually and
colleagues and pillars: People, Corporate
35 KPIs established Key initiatives
suppliers Products and Places Responsibility
and data published incorporated
Committee three
Review data from November 2018 into annual
times a year
our business business plans
Our relationships.
We cannot achieve our ambitions alone. Our relationships with our
suppliers and expert partners are fundamental to the success of
both our business and our implementation of the Little Helps Plan.
For example, our Sustainable Farming Groups are essential in
helping to secure the future of farming and building long-term
relationships with our farmers. This year, we have established
a four-year strategic partnership with WWF to help us tackle
some of the environmental challenges we cannot address alone.
Our overall goal is to halve the environmental impact of the
average UK shopping basket. We also continue to work with
Cancer Research UK, Diabetes UK and the British Heart Foundation
to promote healthier living to customers and colleagues.
In line with UN Global Compact guidance, we have

identified which of the UN Sustainable Development
Goals (SDGs) are particularly relevant to us. To download the latest Little Helps Plan report
See www.tescoplc.com/sdgs for more information visit www.tescoplc.com/littlehelpsplan.
on how our strategy supports the SDGs.

Little Helps Plan continued
People.
A place to get on. We want our colleagues to be at their best both at work and
at home, so we continue to enhance our holistic health and
Our people make our business and we ensure Tesco is a place wellbeing offer. We have launched more ways to get active,
where everyone can get on, whatever their ambitions. free health checks, mental health support and a new financial
To help our colleagues develop the skills they need to succeed, wellbeing programme.
we offered 1,265 new UK apprenticeships last year, in areas Earlier this year we conducted the UK’s largest ever workplace
such as Large Goods Vehicle (LGV) driving and food technology. health survey, with our charity partners Cancer Research UK,
Digital skills are increasingly important across our business, so Diabetes UK and the British Heart Foundation. 8,000 colleagues
we are working with the Makers Academy to offer colleagues responded to the survey and it helped us identify new ways to
opportunities to retrain as software development engineers. support colleagues to live healthier lives, such as introducing
We are also training over 50 digital champions in our UK a discounted gym pass.
distribution centres to coach colleagues on practical digital skills
and aim to start rolling this programme out to stores by the end We want everyone to feel welcome and 84% of colleagues globally
of the year. 17,156 line managers have already attended our new tell us there is an inclusive culture at Tesco. Our five established
manager training programme which covers how to support their UK colleague networks play a big part in helping colleagues find
colleagues in getting on. support and mentoring. Our ambition for 2019/20 is to support our
other markets to roll out networks relevant for their colleagues.
We are committed to helping the next generation. Last year, over
2,300 young people started their career or gained work experience We are members of the 30% Club and 31% of our Board is female.
with us through one of our early careers programmes. In the UK In the UK, we introduced a targeted career development community,
our Movement to Work programme has provided training and work which supported 80 talented female colleagues to drive their own
placements for 629 unemployed young people and, through our career, build their network and grow as authentic leaders.
partnership with the Prince’s Trust and IGD, we have already We are committed to offering a fair and competitive total reward
helped over 6,500 school children develop employment skills. package and, in the last two years, have increased hourly rates for
Our Business Service Centre in Bengaluru, India, has helped to UK store colleagues by 10.5%. See page 65 for our gender pay analysis.
open a new Career Development Centre for young people,
offering nine vocational courses on areas such as digital literacy.
Gender diversity split 2018/19

(based on actual year-end headcount) Male Female
Board of Directors 9 69% 4 31%
Senior managers – Directors 394 77% 118 23%
Senior managers – Directors and managers 2,941 63% 1,751 37%
All employees 199,133 44% 255,286 56%

Strategic report
Products.
We believe that healthy, sustainable products should be affordable We have joined forces with WWF to make it easier for customers
for everyone, regardless of their budget. This ambition guides our to buy affordable, healthy, sustainable food. Together, we will focus
actions on health, sourcing, packaging and food waste. on helping customers eat more sustainably, restoring nature in
A healthier place to work and shop.

food production and leading the food industry in eliminating food
and packaging waste.
Seven out of ten families say supermarkets should do more to One of the environments where we can make the biggest
help people make healthier choices, such as by making healthier difference is forests. Global demand for food is putting significant
alternatives more affordable and enjoyable. pressure on these vital ecosystems. We have committed to
By gradually adjusting our products over a number of years, taking achieving zero-net deforestation in our sourcing of agricultural
out a little fat, sugar and salt, or adding more vegetables or fibre, raw materials by 2020. For Tesco, the most important of these
our customers can still buy their favourite foods every week while materials is soy; a key ingredient in animal feed.
being a little healthier. We have taken a lead in the food industry in developing and
In the UK over a third of our frozen and chilled ready meals now implementing a soy sourcing programme that will ensure in the
contain at least 1 of your 5 a day. In Thailand we are the first retailer future 100% of the soy our suppliers use comes from zero-net
to bring all our Own Brand soft drinks below 6g of sugar per 100ml deforestation sources. This follows our work on palm oil where all
and we have removed trans fats from all Tesco bakery items. of the palm oil in our UK Own Brand products is certified by the
Roundtable on Sustainable Palm Oil. We are also working towards
To encourage customers to discover and try healthier alternatives all paper/wood used in our UK Own Brand products being certified
that contain less fat, sugar or salt than standard products, we have by the Forest Stewardship Council or Programme for the
now run three ‘helpful little swaps’ events in the UK. Endorsement of Forest Certification, or coming from a
During our September 2018 health event, a basket of ‘helpful little recycled source. We are 87% of the way there.
swaps’ cost 12% less than a standard basket. Sales of these In December 2018, we revised our human rights strategy to allow
comparable products increased by 17% year on year. This was us to focus on the four issues that most affect the people in our
our first event fronted by Jamie Oliver since he joined Tesco as a supply chain. Work has already begun in each of these areas:
health ambassador. To help colleagues and customers cook from
scratch, he also created a series of healthier recipes and tips. Forced labour: Over 200 UK colleagues have received training
As well as being delicious, we made sure they were affordable to help them tackle modern day slavery risks in supply chains
by reducing the costs of the main ingredients to encourage and our own operations.
people to try them. Gender equality: We have signed up to the UN’s Women’s
Sourcing with care.

Empowerment Principles and our partnership with the Ethical
Tea Partnership and UNICEF in Assam has helped equip 35,000
Food production has a significant impact on our planet’s natural adolescent girls with the knowledge and life skills to reduce their
resources. It also affects millions of livelihoods around the world. vulnerability to abuse and exploitation.
We want customers to feel reassured that our products have been Sustainable livelihoods: 5 pence from every pack of Tesco Extra
sourced with respect for the environment and the people involved. Strong tea sold is donated to run community projects in two tea
We work in partnership with thousands of suppliers and producers estates in Malawi. The first beneficiaries will be 10 Village Savings
to make sure that, as well as great quality, we offer the same and Loan Associations which help increase incomes through simple
ethical and environmental standards, across all our product ranges, savings and loan facilities.
at affordable prices.
Worker representation: We are members of the ‘ACT’
agreement between global brands, retailers and trade unions
to achieve living wages for garment workers through collective
bargaining at industry level.
27
Creating a closed loop for packaging. In the past year we have donated surplus food equivalent to
62.7 million meals, across the UK, Ireland, Central Europe and Asia
To make efficient use of valuable resources, and minimise to local charities and community groups. All Tesco stores in the UK,
environmental impact, we are committed to ensuring we never Ireland and Malaysia offer surplus food as well as 747 stores in
use more packaging than is needed, and what we do use is from Central Europe and 40 stores in Thailand. We have also introduced
sustainable sources and can go on to be reused or recycled. ‘colleague shops’ in all our UK stores to help tackle food waste.
Our ambition is to create a closed loop for packaging across our UK Here we offer surplus food, not taken by local charities, to
operations, meaning no packaging will go to waste. To achieve this, colleagues free of charge. Any remaining suitable bakery and
government, industry and consumers all need to play a role and the produce is sent to animal feed. These combined initiatives have
UK recycling infrastructure has to be reformed. For our part, we resulted in a 51% reduction in food safe for human consumption
have set three strategic priorities: simplifying materials and design going to waste in the UK compared with last year.
to be fully recyclable, increasing recovery and recycling, and We have a shared responsibility to tackle food waste from farm to
changing customer behaviour. fork. The solution lies in working in partnership with our suppliers
Alongside our aim to halve packaging weight by 2025, we have and helping customers reduce food waste in their homes. One
committed to end the use of the hardest to recycle materials from our example of this is that we have removed ‘best before’ dates from
Own Brand packaging by the end of 2019. Thanks to the support of our over 180 fruit and vegetable lines to help prevent perfectly edible
suppliers, we are now over 60% towards meeting our commitment. items being thrown away too early.
2,914 tonnes
Hardest to recycle materials removed
from our Own Brand packaging (UK)
We are extending our approach and learnings to other markets. In

Central Europe we have developed a tailored list of hard to recycle
materials, taking into consideration local recycling infrastructure,
and are working with suppliers there to eliminate these. In Thailand
we have switched to recyclable thermoform plastic for our fresh
meat and fruit-to-go products, reducing plastic waste by 12%.
We are trialling a reverse vending scheme for plastic bottles in the
UK and in Thailand, testing different rewards – such as vouchers
and charity donations – to encourage people to get involved. We
also have collection points in our large UK stores where customers
can recycle plastic bags and polyethylene films that are not always
accepted through kerbside collections, and are trialling a collection
scheme in 10 stores for all bags, pouches, films and crisp packets
to test a new recycling method.
Reducing food waste.

Every year, a third of the world’s food goes to waste. As a food
retailer, we have a responsibility to take action, which is why we have
committed to helping halve food waste, from farm to fork, by 2030.
This is in line with the UN Sustainable Development Goal target
12.3. Our Group Chief Executive, Dave Lewis, chairs a coalition of
leaders from government, business, international organisations,
research institutions, and civil society, called Champions 12.3,
whose purpose is to encourage countries and food businesses
globally to set targets, measure and publish their data, and act on
the insights to tackle food waste.
We were the first UK retailer to publish our food waste data and
update it every year. This was followed by our businesses in Ireland
and Central Europe, and now Booker. 27 of our largest Own Brand
suppliers have published data on food waste in their own operations
and 10 of our largest branded suppliers have committed to do the
same, as well as take concrete steps to reduce food waste in the
supply chain and in the homes of our customers.
Our target is that no food that is safe for human consumption is
wasted in our UK business. Over the last two years, as a result of
our efforts, and in partnership with charities, we have reached
81%◊(a) of this target. Food that is damaged, or fresh food that
cannot be frozen, is excluded from the scope of our target as
we are unable to donate it to charities.

Strategic report
UK.
Food surplus (food not sold Total food surplus Food surplus safe for –– In 2018/19, 9,937,974 tonnes
to customers) as a percentage redistributed (tonnes) human consumption sent of food sold in the UK generated
of total sales for energy recovery (tonnes) 77,184 tonnes of surplus (0.78%)
–– 32,887 tonnes of surplus was
63% 51% redistributed through donations
32,887 to charity, colleagues or animal
0.73% 0.78% 10,946 19,898 feed, an increase of 63%
compared with last year
20,213 –– 51% decrease in food safe for
8,071
7,975 human consumption sent for
337 9,828 energy recovery
13,871
11,901
–– Total food waste in 2018/19 was
44,297◊ tonnes (0.45%◊ of sales).
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 This represents a 17% decrease
compared to last year and an
8% decrease compared to our
Ireland.(b) baseline year 2013/14
Food surplus (food not sold Total food surplus Food surplus safe for –– In 2018/19, 581,659 tonnes of
to customers) as a percentage redistributed (tonnes) human consumption sent food sold in Ireland generated
of total sales for energy recovery (tonnes) 7,176 tonnes of surplus (1.23%)
–– 865 tonnes of surplus was
to charity, a decrease of 11%
1.41% 976 3,597 compared with last year
865 3,349
1.23% –– 7% decrease in food safe for
human consumption sent for
energy recovery
6,312◊ tonnes (1.09%◊ of sales).
This represents an 8% decrease
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 compared to last year and a 6%
increase compared to our
Central Europe. baseline year 2016/17
Food surplus (food not sold Total food surplus Food surplus safe for –– In 2018/19, 3,110,167 tonnes of food
to customers) as a percentage redistributed (tonnes) human consumption sent sold in Central Europe generated
of total sales for disposal (tonnes) 49,132 tonnes of surplus (1.58%)
–– 20,469 tonnes of surplus was
20,469 to charity or animal feed, an
1.60% 1.58% 13,737 11,169 increase of 51% compared
with last year
13,525
–– 38% decrease in food safe for
10,639
6,873 human consumption disposed of
6,732 28,663◊ tonnes (0.92%◊ of sales).
2,886 This represents a 25% decrease
2017/18 2018/19 2017/18 2018/19 2017/18 2018/19 compared to last year and a 47%
decrease compared to our
Donated Colleague shops
Animal feed
baseline year 2016/17
Booker.
Booker reported on food waste for the first time in 2018. For 2018/19, Booker’s reporting period is 51 weeks as we align our financial
years and total food waste for this period was 2,867◊ tonnes. This is equivalent to 0.16%◊ of sales and has decreased from 0.17% last
year. Donations to charity have increased by 52% from 383 tonnes last year to 584 tonnes in 2018/19.
For more information on food surplus and waste data from

our Booker business, visit www.tescoplc.com/bookerfoodwaste.
Method statements for each business are available at www.tescoplc.com/foodwastefigures.

◊ KPMG LLP was engaged to provide independent limited assurance over the selected food waste data highlighted in this report with a ◊ using the assurance standard ISAE 3000. KPMG has
issued an unqualified opinion over the selected data. KPMG’s full assurance statement is available at: www.tescoplc.com/foodwastefigures.
(a)
Based on a four-week period (February 2019).
(b)
2017/18 figures for Ireland have been restated. Please see method statement for further details at www.tescoplc.com/foodwastefigures.

Places.
Supporting our communities. Another way we support communities is through our

community grant programmes in the UK, Ireland
Every week we serve nearly 80 million customers, in over 6,000 and Central Europe.
communities around the world. We are proud of the contribution
we make through the jobs we provide, the businesses we work In the UK our Bags of Help scheme redistributes money raised
with and the local causes we support. from the sale of carrier bags to fund thousands of projects in
local communities. To date £70m has been invested in
In 2018 we published an independent report – Value in Your Town local communities, supporting over 23,000 projects chosen
– to learn more about the socio-economic contribution we make by customers – from improved outdoor spaces to training
to our communities in the UK and understand how we could better coaches or volunteers.
support them. In 2016/17 alone, we contributed an estimated
£37.3bn (gross value added) to the UK economy. Similarly, our Community Fund initiative in Ireland has
donated €3.7m to support over 13,000 selected local projects.
We support causes and help address issues that colleagues and For example, the Ballincollig Gymnastics Club in Cork has
customers care about locally, such as food poverty. Wherever we been able to buy a new fully sprung floor for the gym thanks
operate, we work closely with food banks and local charities to help to a donation from Tesco.
feed people in need in local communities.
Since the You Choose, We Help programme began in Central
To increase the impact of our food redistribution scheme in Europe, over 3,000 community groups have benefited. To offer
the UK, we have launched the Tesco Community Cookery School further help to our causes in Central Europe, we trialled a
programme to help community groups make the most of the volunteering scheme with colleagues at 40 stores. The programme
surplus food that they receive from Tesco. Over 1,000 cooks is now being rolled out across the region with colleagues being
will be given training and nutritious recipes, specially designed encouraged to volunteer, during work hours, at the local
by Jamie Oliver and Tesco’s food experts. We hope to expand organisations supported through You Choose, We Help.
the scheme to a train-the-trainer model, benefiting a further
5,000 community cooks.

Strategic report
Foundations.
Our Foundations are the things we take care of behind the scenes, We are also supporting the move to a low-carbon economy.
on an ongoing basis, to make sure we remain a responsible, ethical In November 2018 we announced the development of the largest
business. They help us manage important evolving risks facing our UK retail electric vehicle charging network. In conjunction with
business, from product safety to data security to health and safety. Volkswagen, we will roll out over 2,400 EV charging bays across
For information on how we are managing cyber security, product 600 Tesco stores within the next three years.
safety, and health and safety risks, see page 32.
As supporters of the Task Force on Climate-Related Financial Disclosures
Business ethics. (TCFD) we are working to consider the impacts that climate change
may have on our business. For more information, see page 177.
Our Code of Business Conduct sets down our minimum
expectations for all colleagues, wherever they work and whatever Greenhouse gas emissions.
Global tonnes of CO2e(a)
their role. This includes important legal obligations and the policies
Base year
that guide our conduct. It also lets colleagues know about 2018/19 2017/18 2015/16
Protector Line, a completely independent support service where
Scope 1 1,328,543* 1,411,758 1,388,168
they can raise concerns anonymously and confidentially. In October
Scope 2(b)
2018, we updated our Code of Business Conduct to reflect changes
to the law, our business and wider society that have taken place Market-based method 1,045,760* 1,202,618 2,053,703
since the Code was written in 2015. We also set out clearer Location-based method 1,831,835* 2,137,206 2,609,983
expectations about the conduct expected from all colleagues Scope 1 and 2 carbon intensity
and from managers and senior leaders. Everyone in the (kg CO2e/sq ft of stores and DCs) 20.83* 22.72 29.57
business must comply with the Code and colleagues in office Scope 3 913,802* 1,008,992 1,129,342
roles, along with store and distribution managers, are required Total gross emissions 3,288,104* 3,623,369 4,572,832
to make an annual declaration of compliance. In 2019, more CO2e from renewable energy
than 26,000 colleagues did so. exported to the grid 593* 1,134 1,513
Climate change.
Total net emissions 3,287,512* 3,622,235 4,571,319
Overall net carbon intensity
We have a longstanding commitment to tackling climate change. (total net emissions kg CO2e/sq ft
We were the first FTSE 100 company to set ambitious science- of stores and DCs) 28.84* 31.48 39.27
based targets to become a zero-carbon business by 2050, in line * KPMG LLP was engaged to provide independent limited assurance over the selected
with the 1.5-degree trajectory of the Paris Climate Agreement. greenhouse gas emissions data highlighted in this report with a * using the assurance
standards ISAE 3000 and 3410. KPMG has issued an unqualified opinion over the selected
We have also committed to source 100% of our electricity from data. KPMG’s full assurance statement is available at: www.tescoplc.com/carbonfigures.
renewable sources by 2030. In 2018/19 58% of our electricity, (a)
This year we re-baselined our carbon emissions to include Booker and Booker carbon
across the Group, was sourced this way. emissions are included in all figures reported.
(b)
Our method statement is available at www.tescoplc.com/carbonmethod. Tesco uses
Our carbon footprint is calculated according to the Greenhouse the market-based method for calculating scope 2 emissions for our total emissions to
Gas Protocol and our net carbon footprint in 2018/19 was account for our efforts in generating and purchasing low-carbon energy. The location-
based method is provided for disclosure only and all intensity, net and gross emissions
3.3 million tonnes of CO2e. For our own operations’ absolute shown are calculated using scope 2 market-based method.
carbon emissions, we achieved a 9% reduction compared to
last year and 31% compared to 2015/16.
For more information about our Foundations
visit www.tescoplc.com/foundations.
Non-financial reporting statement.

This Little Helps Plan section of the Annual Report contains a wide range of non-financial information about employees, environmental and social matters – from
human rights to food waste. Our full Little Helps Plan report is available on our website www.tescoplc.com/littlehelpsplan and expands on this information. As
required under the new non-financial reporting requirements, the table below sets out where more information on non-financial matters can be found within the
rest of the Annual Report and also on our website. The due diligence carried out for each policy is contained within each respective policy’s documentation.
Page
Business model Six strategic drivers 14-15
Business model and KPIs 12-17
Principal risks and uncertainties 32-37
Environmental matters Principal risks and uncertainties: Responsible sourcing and supply chain 35
Principal risks and uncertainties: Political, regulatory and compliance 34
Details of our approach to protecting the environment in supply chains can be found on our website
Employees Principal risks and uncertainties: health and safety; people 35
Chairman’s letter: culture, diversity and inclusion 38
Directors’ report: employment policies 80
Stakeholder engagement: our purpose, culture and values 52
Social matters Principal risks and uncertainties: Brexit 36
Information about how we do business including our approach to tax can be found on our website
Directors’ report: Groceries Supply Code of Practice 81
Respect for human rights Principal risks and uncertainties: Responsible sourcing and supply chain 35
Details of our policy, as well as our approach to protecting human rights, can be found on our website
Anti-corruption and anti-bribery Directors’ report: Modern Slavery Act, anti-corruption and anti-bribery matters 82
matters, health and safety Our Code of Business Conduct and other related policies can be found on our website

Principal risks and uncertainties
A robust review.
The Board considers these to be the most The risk management process relies on our assessment of the risk
likelihood and impact and on the development and monitoring of
significant risks faced by the Group that appropriate internal controls. Our process for identifying and
may impact the achievement of our six managing risk is set out in more detail on page 59.
strategic drivers. We maintain risk registers that discuss the principal risks faced by
the Group and this is an important component of our governance
framework and how we manage our business. As part of our risk
management process, risks are reviewed as a top down and
We have an established risk management process to identify, bottom up activity at the Group and the business unit level.
assess and monitor the principal risks that we face as a business. The content of the risk registers are considered and discussed
We have performed a robust review of the risks that we believe through regular meetings with senior management and reviewed
could seriously affect the Group’s performance, future prospects, by the Executive Committee. Each principal risk is discussed at
reputation or its ability to deliver against its priorities. This review least annually by the Board to provide oversight and ensure that
included an assessment of risks we believe would threaten the they remain relevant.
Group’s business model, future performance, solvency or liquidity.
The table opposite sets out our principal risks, their link to our
We have reviewed our principal risks in line with our strategic strategic drivers, their movement during the year, and a summary,
drivers. The risks to the business, at a high level, remain of key controls and mitigating factors. The Board considers these
unchanged from the previous year. We have reframed our to be the most significant Group risks that may impact the
customer risk definition to better reflect current circumstances, achievement of our six strategic drivers as set out on pages 14
set out on page 33. and 15. They do not comprise all of the risks associated with the
The two shorter-term risks relating to Brexit as well as Booker business and are not set out in priority order. Additional risks not
synergy realisation and integration remain relevant. The risks presently known to management, or currently deemed to be less
associated with Brexit are increasing due to the possibility of a material, may also have an adverse effect on the business.
‘no deal’ scenario and the potential for an abrupt departure from
the EU. The Booker integration and synergy realisation risk is
decreasing as good progress was made on the expected synergies.
Strategic drivers. Risks. Oversight.

A differentiated brand Board.
Overall responsibility for risk
Reduce operating Customer management, engages directly
costs by £1.5bn Tesco Bank Transformation with risk assessment, mitigations
Generate £9bn cash and risk appetite.
Audit Committee.
from operations
Brexit Liquidity
Maximise the mix to Oversight of the risk
achieve a 3.5% – 4.0% framework and controls on
margin Booker behalf of the Board.
synergy Competition
Maximise value realisation and and markets Group Chief Executive and
from property Executive Committee.
integration
Innovation Principal risks The Group Chief Executive has

Responsible Brand,
overall accountability for control
sourcing and reputation and the management of risk.
supply chain and trust
Individual members, reporting to
the Group Chief Executive, are
accountable for specific risks.
People Technology
Group Risk and Compliance
Data Committee.
Health and
safety Political, security and Oversight of key regulatory and
data privacy
regulatory and compliance risks on behalf of the
compliance
Executive Committee, reporting
biannually to the Audit Committee.

Strategic report
Key risk movement.

Link to strategic
Risk increasing No risk movement Risk decreasing
drivers on pages 14 and 15
Principal risk Risk movement Key controls and mitigating factors

Customer.† Ongoing fragmentation of We now have a more consistent approach to building impactful customer
Uncertainties (including Brexit and macro our customer engagement propositions, offering high-quality and competitive value while improving
economic conditions) squeeze channels exposes us to a risk of the customer experience. Propositions are now developed across
our customers’ budgets and force them diluting customer experience channels and geographies to ensure consistency in the engagement with
to reappraise the concepts of value and ability to differentiate customers. Group-wide customer insight management is undertaken to
and loyalty in a way in which we are our brand. understand and leverage customer behaviour, expectations and
unable to respond. experience across the different parts of the business. We monitor the
effectiveness of our processes by regularly tracking our business and
competitors against measures that customers tell us are important
to their shopping experience. We have well-established product
development and quality management processes, which keep the
needs of our customers central to our decision-making.
Transformation.† Achieving our transformation We have multiple transformation programmes underway to simplify our
Failure to achieve our transformation goals continues to demand business with clear market strategies and business plans in place which
objectives due to poor prioritisation, effort and investment, evolve as priorities or situations change. We have appropriate
ineffective change management and a especially with regard to executive-level oversight for all the transformation activities to ensure
failure to understand and deliver the technology changes. programmes are adequately resourced and milestones achieved.
technology required, resulting in an
inability to progress sufficiently quickly
to maintain or increase operating margin
and generate sufficient cash to meet
business objectives.
Liquidity.† We have a disciplined and We maintain an infrastructure of systems, policies and reports to ensure
Failure of our business performance to policy-based approach to discipline and oversight on liquidity matters, including specific treasury
deliver cash as expected; access to treasury management. and debt-related issues. Our treasury policies are communicated across
funding markets or facilities being We have reduced our debt the Group and are regularly reviewed by the Board, Executive Committee
restricted; failures in operational liquidity levels and have improving and management. The Group’s funding strategy is approved annually by
and currency risk management; Tesco debt metrics. the Board and includes maintaining appropriate levels of working capital,
Bank cash call; or adverse changes to the undrawn committed facilities and access to the capital markets. The
pension deficit funding requirement; Audit Committee reviews and annually approves the viability and going
create calls on cash higher than concern statements and reports into the Board. There is a long-term
anticipated, leading to impacts on financial funding framework in place for the pension deficit and there is ongoing
performance, cash liquidity or the ability communication and engagement with the Pension Trustees. Liquidity
to continue to fund operations. levels and sources of cash are regularly reviewed and the Group
maintains access to committed credit facilities and debt capital markets.
While recognising that Tesco Bank is financially separate from Tesco PLC,
there is ongoing monitoring of the activities of Tesco Bank that could
give rise to risks to Tesco PLC.
Competition and markets.† We continue to face the Our Board develops and regularly challenges the strategic direction of
Failure to deliver an effective, coherent ongoing challenge of a changing our business to enhance our ability to remain competitive on price, range
and consistent strategy to respond to our competitive landscape and and service. This activity includes development of our online channels
competitors and changes in market price pressure across most and multiple formats to allow us to compete in different markets.
conditions in the operating environment, of our markets. Our Executive Committee and operational management regularly
resulting in a loss of market share and review markets, trading opportunities, competitor strategy and activity.
failure to improve profitability. We engage in market scanning and competitor analysis to refine our
customer proposition.
† Indicates that the principal risk has been included as part of the longer term viability scenarios as detailed on page 37.

Principal risks and uncertainties continued

Brand, reputation and trust.† We are leveraging the Tesco Maintaining a differentiated brand is one of our strategic priorities.
Failure to create brand reappraisal Centenary to celebrate Our Group processes, policies and our Code of Business Conduct sets
opportunities to improve quality, value 100 years of great value and out how we can make the right decisions for our customers, colleagues,
and service perceptions thus failing to reaffirm our position as the suppliers, communities and investors.
rebuild trust in our brand. customer champion. We
We continue to develop communication and engagement programmes
continue to implement a
to listen to our customers and stakeholders and reflect their needs in
number of initiatives and
our plans. This includes the Supplier Viewpoint and the integration of
activities, thereby helping
local community and local marketing programmes. We continue to
reappraise the brand, increase
maximise the value and impact of our brand with the advice of specialist
trust and reputation, while
external agencies and in-house marketing expertise. Our Corporate
improving our quality and value
Responsibility Committee is in place to oversee all corporate
perception.
responsibility activities and initiatives, ensuring alignment with customer
priorities and our brand.
Technology. Our dependency on technology A multi-year programme is underway to enhance our technology
Failure of our IT infrastructure or key IT continues to grow. Ongoing infrastructure and resilience capabilities. This involves significant
systems result in loss of information, improvements and investment investment in our hosting strategy, partnering with cloud providers
inability to operate effectively, financial in disaster recovery and and re-engineering some of our legacy retail systems, while building
or regulatory penalties, and negatively business continuity measures redundancy for key business systems.
impacts our reputation. Further, failure help to limit exposure to
Our technology security programme continues to build security
to build resilience at the time of investing external threats.
capabilities to strengthen our infrastructure and Information
in and implementing new technology Technology General Controls.
may result in potential loss of
operating capability.
Data security and As a retail organisation we hold We put our customers and colleagues at the heart of all decisions
data privacy.† a large amount of customer we make in relation to the processing of personal data. Our multi-year
Failure to comply with legal or regulatory and colleague personal data, technology security programme has been driving the enhancement of
requirements relating to data security or and the threat landscape our security capabilities to improve data security.
data privacy in the course of our business has been ever growing.
We have an established team to detect, report and respond to security
activities, results in reputational damage, The introduction of GDPR
incidents in a timely fashion. We have a third-party supplier assurance
fines or other adverse consequences. in May 2018 has meant an
programme focusing on data security and privacy risks.
This includes criminal penalties and increase in individuals’
consequential litigation which result in awareness levels, as well as We have made significant investment across the Group to ensure
an adverse impact on our financial an increase in the financial we comply with the requirements of GDPR in Europe, and any other
performance or unfavourable effects penalties which can be levied relevant legislation globally. Our privacy compliance programme,
on our ability to do business. by the data protection which includes assessment and monitoring of risk, continues to
authorities. drive compliance throughout our global business.
There is regular reporting on progress of the security and privacy
programmes to governance and oversight committees.
Political, regulatory We continue to monitor and Wherever we operate, we aim to ensure that the impact of political and
and compliance.† improve our controls to regulatory changes is incorporated in our strategic planning and policies.
Failure to comply with legal and other ensure we comply with legal We manage regulatory risks through the use of our risk management
requirements as the regulatory and regulatory requirements framework and we have implemented compliance programmes and
environment becomes more restrictive, across the Group. Long-term committees to manage our most important risks (e.g. anti-bribery and
due to changes in the global political changes in the global political competition law). Our compliance programmes ensure that sustainable
landscape, results in fines, criminal environment mean that in controls are implemented to mitigate the risk and we conduct assurance
penalties for Tesco or colleagues, some markets there is a push activities for each risk area. Our Code of Business Conduct is supported
consequential litigation and an adverse towards greater regulation of by new starter and annual compliance training and other tools such as
impact on our reputation, financial results, foreign investors and a our whistleblowing hotline. The engagement of leadership and senior
and/or our ability to do business. favouring of local companies. management is critical in the successful management of this risk area
and leaders provide clear tone from the top for colleagues.

Strategic report

Health and safety. We continue to focus our We have a business-wide, risk-based safety framework which
Failure to meet safety standards in efforts on controls which defines how we implement and report on safety controls to ensure
relation to our workplace, resulting ensure colleague and that colleagues, contractors and customers have a safe place to
in death or injury to our customers, customer safety. work and shop. Each business is required to maintain a Safety
colleagues or third parties. Improvement Plan to document and track enhancements.
Overall governance is provided by the Group Risk and Compliance
Committee, with each business unit operating their own Health and
Safety Committee. Our annual colleague survey results, alongside other
inputs such as safety audits, informs the delivery of safety initiatives and
targeted communications.
People. Market competitiveness Talent planning and people development processes are well established
Failure to attract and retain the required continues to affect our across the Group. Talent and succession planning is discussed annually
capability and continue to evolve our ability to attract and retain by the Board and three times a year at the Executive Committee and
culture could impact delivery of our key specialist talent. There Nominations and Governance Committee. A Group Inclusion strategy
purpose and strategic drivers. is continued impact is in place. An independent assessment of all promotions and external
arising from fast-changing hires is conducted at leadership level to ensure capability, potential,
and complex legislation. leadership and values. The Remuneration Committee agrees objectives
and remuneration arrangements for senior management. People risk
mitigation plans are in place throughout the Group, supported by the
Executive Committee.
Responsible sourcing We continue to monitor and We have product standards, policies and guidance covering both food
and supply chain. improve our controls to and non-food, as well as goods and services not for resale, ensuring
Failure to meet product safety standards further reduce this risk. that products are safe, legal and of the required quality. Measures
resulting in death, injury or illness to include policies and guidance to help to ensure that the human rights
customers. Failure to ensure that of workers are respected and environmental impacts are managed
products are sourced responsibly and responsibly. Refer to pages 24 to 31 for specific actions highlighted
sustainably across supply chains (including under our Little Helps Plan. Supplier audit programmes are in place to
fair pay for workers, adhering to human monitor product safety, traceability and integrity, human rights and
rights, clean and safe working environmental standards, including unannounced specification
environments, and that all social and inspections of suppliers and facilities. We run colleague training
environmental standards are met), leading programmes on food and product safety, responsible sourcing,
to breaches of regulations, illness, injury hygiene controls, and also provide support for stores. We also provide
or death to workers and communities, targeted training for colleagues and suppliers dealing with specific
and affecting our reputation. challenges such as modern slavery.
Booker synergy realisation There has been good progress A detailed synergy realisation and integration plan was successfully
and integration. on the expected synergies. executed during the financial year. Period-end reporting and tracking
Failure to successfully integrate Booker is of targeted benefits and key performance indicators is embedded.
dependent on a number of factors, leading
to a risk to our planned synergy
commitments and value creation.

Principal risks and uncertainties continued

Brexit.† Uncertainty around our With the UK’s future trading relationship with the EU still to be
Failure to prepare for the UK’s departure departure from the EU has determined, we continue to contribute to important public policy
from the EU will cause disruption to and continued to grow as a result discussion and engage with government, regulatory bodies and
create uncertainty around our business, not of the political deadlock. industry. During this process, we will continue to assess and monitor
least our ability to recruit and supply to our the potential risks and impacts on Tesco customers, colleagues and
customers. Any disruption or uncertainty shareholders, while taking appropriate mitigation measures to address
could have an adverse effect on our challenges including logistics, staff and supply.
business, financial results and operations. This year we put in place a detailed Brexit contingency plan against
political and macro-economic changes that could have a material
impact on our market and customer proposition.
Tesco Bank. The Bank continues to The Bank has a defined risk appetite, which is approved and reviewed
Tesco Bank is exposed to a number of actively manage the risks regularly by both the Bank’s Board and the Tesco PLC Board. The risk
risks, the most significant of which are to which it is exposed. appetite defines the type and amount of risk that the Group is prepared
operational risk, regulatory risk, credit to accept to achieve its objectives, and forms a key link between the
risk, funding and liquidity risk, market day-to-day risk management of the business and its strategic priorities,
risk and business risk. long-term plan, capital planning and liquidity management. Adherence
to risk appetite is monitored through a series of ratios and limits.
The Bank operates a risk management framework that is underpinned
by governance, policies, processes and controls, reporting, assurance
and stress testing.
There is Bank Board risk reporting throughout the year, with updates
to the Tesco PLC Audit Committee by the Bank’s Chief Financial Officer,
Chief Risk Officer and Audit Committee Chairman. A member of the
Tesco PLC Board is also a member of the Bank’s Board.
Task Force on Climate-related Financial Disclosures.

Climate change and sustainability.
The complex global challenges and uncertainties related to climate change and resource scarcity affect our business and our
ambition of providing affordable, healthy and sustainable food. Our approach to these uncertainties is to work collaboratively
to tackle both the risks and opportunities. Our Little Helps Plan integrates a number of initiatives across our business to manage
some of these risks. Further details are included in the Little Helps Plan section on pages 24 to 31.
Tesco has publicly committed to implementing the recommendations (June 2017) of the Task Force on Climate-related Financial
Disclosures (TCFD). As part of our ongoing TCFD assessment, we are using scenario analysis and looking at both short-term and
long-term climate risks and opportunities for our UK business. Refer to page 177 for more detailed disclosures on TCFD.

Strategic report
Longer term viability statement.

Assessing the Group’s longer term prospects and viability. Assessing the Group’s viability.
The Directors have based their assessment of viability on the The viability of the Company has been assessed, taking into account
Group’s current strategic plan, which is updated and approved the Company’s current financial position, including external funding
annually by the Board and delivers the Group’s purpose of in place over the assessment period, and after modelling the impact
‘serving shoppers a little better every day’ underpinned by of certain scenarios arising from the principal risks, which have the
the six strategic drivers (detailed on pages 14 and 15). greatest potential impact on viability in that period.
The Group conducts an annual strategic planning process, Four scenarios have been modelled, considered severe but
comprising a comprehensive reassessment of progress against the plausible, that encompass these identified risks. None of
Group’s strategic objectives alongside a careful evaluation of the these scenarios individually threaten the viability of the
longer term opportunities and risks in each market in which the Company, therefore the compound impact of these scenarios has
Group operates. The process for assessing the principal and been evaluated as the most severe stress scenario.
emerging risks in each market is an important input to this process. Scenario Associated principal risks Description
The Group’s Strategic Planning and Viability Statement are Competitive ––Brand, reputation Failure to respond to fierce
both considered over a three-year period, as this horizon most pressure and trust competition and changes in the
appropriately reflects the dynamic and changing retail ––Competition and retail market drives sustained
markets significant like-for-like volume
environment in which the Group operates.
––Customer decline in core food categories
Strategic planning process. with no offsetting price inflation,
The strategic planning process builds from the Group’s current putting pressure on margins.
position and considers the evolution of the strategic objectives Data security ––Brand, reputation A serious data security or
over the next three years. As part of this process, a longer-term or regulatory and trust regulatory breach results in a
breach ––Data security and significant monetary penalty
assessment of the prospects of the Group is also considered.
data privacy and a loss of reputation among
Current position. ––Political, regulatory customers. The modelling of this
and compliance scenario is approached through a
Significant progress has been made by the Group against the
‘reverse-stress test’ given the
strategic objectives announced in October 2016, including:
inherent uncertainty of value.
–– Broad-based progress made in key customer, supplier and Brexit ––Competition and Assumes a no-deal Brexit scenario
colleague metrics; impact markets which results in an increase to cost
–– Strong profit growth and free cash generation reflect the Group’s ––Political, regulatory of goods and overhead costs. A
focus on delivering cost savings and profitable sales growth; and compliance broad assessment of the potential
––Brexit impact has been modelled
–– A clear strategy focusing on customer satisfaction, cash including: higher import tariffs,
profitability, free cash flow and earnings growth; higher sourcing costs from a
–– Synergies realised from the Booker merger completed in weaker sterling, higher labour costs
March 2018 are tracking ahead of plan; and and the potential cost of customs
friction from border controls.
–– The Group has operations across a diversified set of Appropriate mitigation options
geographies and business areas (Retail, Banking and open to the Group have also been
Customer Data Science). considered within this scenario.
Refer to the Group Chief Executive’s review on page 3 and the Reduction in ––Transformation Failure to achieve the Group’s
financial review on page 18 for further detail regarding the cost savings ––Liquidity transformation objectives,
Group’s strategic and financial progress. and cash resulting in an inability to progress
generation sufficiently quickly to maintain or
Longer term prospects. increase operating margin and
The following factors are considered both in the formulation of generate sufficient cash to
the Group’s Strategic Plan, and in the longer term assessment of meet business objectives.
the Group’s prospects:
These scenarios assumed that external debt is repaid as it
–– The principal risks and uncertainties faced by the Group, as becomes due and committed facilities renewed as they become
well as emerging risks as they are identified, and how these can due. The scenarios above are hypothetical and purposefully
be addressed; severe with the aim of creating outcomes that have the ability to
–– The prevailing economic climate and global economy, competitor threaten the viability of the Group. In the case of these scenarios
activity, market dynamics and changing customer behaviours; arising, various options are available to the Group in order to
maintain liquidity so as to continue in operation such as:
–– The potential short and longer term economic impact of Brexit;
(i) accessing new external funding early; (ii) more radical short-term
–– The structural challenges facing retail and how the Group can cost reduction actions; and (iii) reducing capital expenditure. None
best position itself to address these; of these actions are assumed in our current scenario modelling.
–– The value opportunities presented by further cost reduction
through operational simplification and untapped growth Viability statement.
potential across the Group; and Based on these severe but plausible scenarios, the Directors
have a reasonable expectation that the Company will continue
–– The resilience afforded by the Group’s operational scale.
in operation and meet its liabilities as they fall due over the
three-year period considered.
This Strategic report, which has been prepared in accordance with Robert Welch
the requirements of the Companies Act 2006, has been approved
Group Company Secretary
and signed on behalf of the Board.
9 April 2019

Corporate governance report
Chairman’s letter.
As Chairman it is my role to provide leadership of the Board to

ensure that it is possible to make high-quality decisions and
ensure it operates effectively. During 2018/19, the Board and each
Committee conducted an evaluation of its performance. This was
externally facilitated by Dr Tracy Long of Boardroom Review and
the findings provide a clear agenda for us to continue to improve
as a Board. The review confirmed that there is an effective
leadership in place with all Directors adding value through the
diversity of perspective. The Board are collectively engaged with
the strategic process, the transformation agenda and have good
visibility and understanding of the challenges facing the Company.
Having assessed the findings, the Directors were satisfied that the
Board and each of its Committees and Directors continue to
operate effectively.
Full details of the review together with progress against the 2017/18
review actions are set out on page 51.
Stakeholder engagement.
“The role of the Board is to set the A key focus of the 2018 UK Corporate Governance Code
tone from the top on the Group’s is on stakeholder engagement. This is an area where we have
governance, culture and values.” already made good progress and have strong foundations on
which to build.
John Allan Our business was built with a simple mission – to be the champion
Non-executive Chairman for customers, helping them to enjoy a better quality of life and an
easier way of living. This hasn’t changed. Customers want great
products at great value which they can buy easily and it’s our job
to deliver this in the right way for them. That is why ‘Serving
Board role and effectiveness. shoppers a little better every day’ is our core purpose.
During the year, we have sought to ensure that our governance Since I joined the Board as Chairman in 2015, we have spent a
structures at Board, Committee and subsidiary company levels lot of time listening to and understanding our key stakeholders:
continue to be appropriate for the businesses and the markets customers, colleagues, supplier partners and shareholders.
in which we operate around the world, while supporting our Much of what we have done over the past four years has been
overall strategy and culture. It is important that our approach driven by these insights. When discussing matters at Board
to governance matches our values. The Board monitors, through meetings, stakeholder issues are an integral part of our
its oversight, that the Group’s values are adhered to. We care decision-making. However, it is not practicable to please all
about our customers and endeavour to ensure we are the stakeholders all of the time and a key part of the Board
champion for customers by putting customers first and taking process is to balance the sometimes conflicting needs of our
actions that make a difference. Whenever a customer chooses stakeholders to ensure all are treated consistently and fairly.
to shop at Tesco, we want their experience to be better than
expected and better than the last – from the quality of the offer I am pleased to announce that during 2019/20 we will be
to the thoughtfulness of the service. establishing Colleague Contribution Panels across the Group,
with the aim of further enhancing the voice of colleagues within
The Board has spent time in the business both collectively and the Boardroom so that better, more informed decisions are made
as individuals, exploring specific business areas through in the long-term interests of the Company and its stakeholders.
presentations, meetings and dialogue with colleagues and our The panels will normally meet twice a year, with a Non-executive
stakeholders. Throughout the year, the Board, supported by its Director attending one of the meetings to engage with and listen to
Committees, has covered a broad range of topics to ensure that colleagues as well as share the views of the Board across a variety
we continually review and challenge matters of importance to our of matters. These Colleague Contribution Panels will expand on
stakeholders. My role as Chairman is to ensure that sufficient our existing colleague forums in the UK and Central Europe as
time is spent on these areas, to maintain high standards of well as establishing a new forum in Asia to ensure colleagues
corporate governance and ensure that the Board has sufficient throughout the Group are represented. We will also engage
information to carry out its duties. Details of the Board’s activity with other areas of the workforce through the completion of
and focus during 2018/19 are set out on page 48. questionnaires and interviews to ensure we capture the views
of all those who work for Tesco.
More information on how we engage with our

stakeholders can be found on pages 52 and 53
in this Corporate governance report.

Corporate governance
Diversity and inclusion.

The Board believes that it is important to have an appropriate Compliance with the UK Corporate
balance of skills, knowledge, experience and diversity on the Board Governance Code.
and at senior management level. The Board’s skills matrix supports
this approach by enabling us to map the broad diversity of the The Company applied the main principles and complied
Board in regard to gender, ethnicity, geographical expertise, and with the relevant provisions set out in the UK Corporate
current skills and experiences, and to link these to our strategy. Governance Code 2016 (2016 Code) throughout the period
under review. Details demonstrating how the main principles
We recognise that the Board sets the tone for inclusion and and relevant provisions of the 2016 Code have been applied
diversity across the Group and believe we should have a diverse can be found throughout the Corporate governance report,
leadership team to support good decision-making. This is vital the Directors’ report, each of the Board Committee reports
for bringing both the expertise required and to enable different and the Strategic report.
perspectives to be brought to Board and Committee meetings.
The combination of these factors means that the Board benefits The primary responsibility of the Board in complying with the
from a diverse range of competencies and thoughts, which 2016 Code is to provide effective, entrepreneurial leadership
promotes a dynamic environment for decision-making. to ensure that it promotes the long-term success of the
Company for the benefit of its members as a whole.
The Board is a supporter of the Hampton-Alexander Review, and Monitoring compliance with the 2016 Code is the responsibility
has set a target of having at least one-third female Directors by of the Nominations and Governance Committee who receive
the end of 2020, and the Parker Review on ethnic diversity. regular updates and report their findings to the Board.
Following the appointment of Melissa Bethell during the year,
the Board met the Parker recommendation and the level of The Financial Reporting Council (FRC) is responsible for
female representation increased to 31%, with the Board the publication and periodic review of the UK Corporate
remaining mindful of its target of 33%. Governance Code and this can be found on the FRC
website www.frc.org.uk.
The Board recognises the need to create the conditions that foster
talent and encourage all colleagues to achieve their full career The Board is familiar with the changes following the publication
potential in the Group. To this end, we are committed to providing of the UK Corporate Governance Code 2018 (2018 Code) and
an inclusive working environment where difference is embraced intends to be compliant with all new relevant provisions in the
and valued, as evidenced by our commitment to the Race at Work timeframes dictated in the 2018 Code. The Board has carried
Charter. We want all colleagues to be at their best and we are out an assessment of the changes in reporting requirements
committed to ensuring that all colleagues have the opportunity and has decided to adopt as much as practically possible
to get on – developing the skills they need for now and the future, early as set out in this Annual Report.
whoever they are, wherever they work and whatever they do.
We not only celebrate diversity, but embrace the value it brings
to enable us to serve our shoppers a little better every day.
Our goal is that everyone is treated fairly and given every
opportunity to progress.
In order to support our colleagues and to encourage them to
share their knowledge and explore career sponsorship, mentoring
and networking opportunities, we run a number of Colleague
Networks each supported by a member of the Executive
Committee. We have five Colleague Networks: Out at Tesco
(lesbian, gay, bisexual, transgender and intersex), Black Asian
Minority Ethnic Network, Women at Tesco Network, the Armed
Forces Network and the Disability Network. We also work with
the young, retired and those who have been in long-term
unemployment through various external organisations to provide
them with the tools and confidence needed to get back into the
workplace and reach their full potential.
The Nominations and Governance Committee has responsibility in
ensuring diversity and inclusion is considered at all levels and more
details of the Committee’s work is set out on page 54.
John Allan
Chairman

Corporate governance report continued
Board of Directors.
in the UK and overseas, and has been
responsible for a number of business A
turnarounds. He was previously a
i
non-executive director of Sky PLC.
External appointments.
–– Member of the Governance Committee
of the Consumer Goods Forum; and
–– Chair of Champions 12.3, a UN
programme seeking to add momentum
John Allan CBE to the achievement of the UN
Mark Armour
Non-executive Chairman Sustainable Development Target
Independent Non-executive Director
12.3 by 2030.
Appointed March 2015 Appointed September 2013
Tenure 4 years Tenure 5.5 years
Skills and experience. Skills and experience.
John has significant board, retail and Mark has significant strategic planning and
financial experience gained from both the financial expertise, as well as experience
commercial and financial sectors. He was of executive leadership. He was CFO of
CEO of Exel PLC and, when it was acquired Reed Elsevier Group plc and its two parent
by Deutsche Post in 2005, he joined the companies, Reed Elsevier PLC and Reed
board of Deutsche Post, becoming CFO Elsevier NV (now RELX PLC), from 1996 to
in 2007 until his retirement in 2009. John 2012. This role has provided him with
was chairman of Dixons Retail plc during considerable experience of digital
its turnaround period, and following its Alan Stewart business transition and operating in a
merger with Carphone Warehouse was Chief Financial Officer multi-channel environment. Prior to
deputy chairman and senior independent joining Reed Elsevier, he was a partner
director of Dixons Carphone until 2015. Appointed September 2014
at Price Waterhouse in London. He was
He was also previously a non-executive Tenure 4.5 years
previously a non-executive director
director of Worldpay Group PLC, Skills and experience. and chair of the audit committee of
National Grid plc, the UK Home Office Alan brings to the Board significant SABMiller PLC.
Supervisory Board, 3i plc, PHS Group plc, corporate finance and accounting
Connell plc, Royal Mail plc, Wolseley plc experience from a variety of highly External appointments.
and Hamleys plc and chairman of competitive industries, including retail, –– Non-executive director of the Financial
London First. banking and travel, as well as executive Reporting Council; and
leadership experience within a listed
–– Member of the Takeover Panel.
company environment. Alan is a
–– Chairman of Barratt Developments PLC; non-executive director of Tesco Bank.
and Prior to joining Tesco, he was UK CEO A
–– President of the Confederation of and CFO of Thomas Cook Holdings,
i
British Industry. group finance director of WHSmith plc
and CFO for AWAS and Marks & Spencer
plc. He was previously a non-executive
director of Games Workshop Group plc.
–– Non-executive director of Diageo plc;
–– Member of the Advisory Board,
Melissa Bethell
Chartered Institute of Management
Independent Non-executive Director
Accountants; and
–– Member of the main committee and Appointed September 2018
chairman of the pension committee of Tenure < 1 year
Dave Lewis
the 100 Group of Finance Directors. Skills and experience.
Melissa brings to the Board a wealth of
international business strategy and
investment management experience.
Appointed September 2014
Melissa is currently a partner of Atairos,
Tenure 4.5 years
an equity investment fund backed by
Skills and experience. Comcast NBCUniversal. She is managing
Dave has significant experience in brand partner of the London office and
marketing, customer management and responsible for Atairos’ investment
general management. Prior to joining activities in Europe. Melissa was previously
Tesco, he worked for Unilever for nearly a managing director of Bain Capital, where
30 years in a variety of different roles she worked for over 18 years and was a
across Europe, Asia and the Americas.
He has experience across many sectors

member of the senior leadership Byron’s strategic focus and financial

team responsible for strategy setting, R experience complements the balance of
fundraising and portfolio management. skills on the Board and makes him ideal for
C
Prior to joining Bain Capital, Melissa the role of Chair of the Audit Committee.
worked in the capital markets group at i He served on the BP PLC board from 2000
Goldman, Sachs & Co., with a particular until 2013 and was BP’s CFO during much
focus on media and technology. She was of that period. He was previously a
also previously a director of Ship Midco non-executive director of Unilever PLC.
Limited and served as a non-executive
director of Samsonite Corporation External appointments.
(Samsonite International S.A.), Worldpay –– Vice chairman of the Supervisory Board
Steve Golsby of Akzo Nobel N.V.;
Group PLC and Atento S.A. Independent Non-executive Director
–– Senior independent director of Anglo
External appointments. Appointed October 2016 American PLC; and
–– Partner at Atairos, an independent, Tenure 2.5 years –– Non-executive director of Standard
private investment firm and managing
Skills and experience. Chartered PLC.
director of Atairos Europe; and
Steve has a wealth of knowledge of
–– Non-executive director and chairman operating internationally, specifically
of the audit committee of Exor N.V. significant leadership experience in Asia, R
a key market for Tesco. He has a strong
C
background in consumer marketing and
A held senior executive positions with i
i Bristol-Myers Squibb and Unilever,
before being appointed president of
Mead Johnson Nutrition, a leading global
infant nutrition company, in 2004. He was
president and CEO from 2008 to 2013
and a non-executive director from 2013 Mikael Olsson
to 2017. He was also previously a non- Independent Non-executive Director
executive director of Beam Inc. His
Stewart Gilliland extensive international and board Appointed November 2014
Independent Non-executive Director experience give him invaluable insights Tenure 4.5 years
and understanding as Chair of the Skills and experience.
Appointed March 2018 Remuneration Committee. Mikael joined the Board after an extensive
Tenure 1 year
career at IKEA Group, holding a variety of
Skills and experience. senior roles including being a member of
Stewart has significant business and –– Non-executive director of RMA Group;
the executive committee from 1995 until
management experience in international –– Advisor to Thai Union Group PLC, a 2013 and holding the position of CEO and
markets, specifically those in Europe, global leader in the seafood industry; president from 2009 until 2013. He brings
having previously held roles with leading and a wealth of retail and value chain
consumer-facing companies, including –– Honorary investment advisor to the experience as well as knowledge of
Whitbread, Mitchells & Butler and Thailand Board of Investment. sustainability, people and strategy in
Interbrew. He held the position of chief an international environment. He was
executive of Müller Dairies UK and Ireland previously a non-executive director
until 2010. Prior to joining Tesco, he was N and vice chairman of Volvo Cars AB.
chairman of Booker Group plc.
A External appointments.
External appointments. –– Non-executive director of Ikano S.A.;
R
–– Chairman of C&C Group plc; and
–– Non-executive director of
–– Non-executive director of Nature’s i
Lindengruppen AB;
Way Foods Ltd.
–– Non-executive director and chair of
the people committee (combined
nomination and remuneration
Byron Grote committee) of The Royal Schiphol
Independent Non-executive Director Group; and
–– Member of the nomination committee
Appointed May 2015
of Volvo Cars AB.
Tenure 4 years
Skills and experience.
Byron brings broad financial and
international experience to the Board,
having worked across BP PLC in a variety
of commercial, operational and executive
roles covering numerous geographies.

gained whilst leading a number of Bupa’s

N A businesses across Asia, Southern and
Eastern Europe and the Middle East.
R i
Alison’s experience as a CEO enables her
C to provide challenge and advice to the
Board across a range of issues. Alison was
i previously chair of Opportunity Now and a
non-executive director of the Foreign and
Commonwealth Office and Cable and
Wireless Communications PLC.
Deanna Oppenheimer Simon Patterson External appointments.
Senior Independent Director Independent Non-executive Director –– Member of the steering group of the
Appointed March 2012 Appointed April 2016 Hampton-Alexander Review.
Tenure 7 years Tenure 3 years
Skills and experience. Skills and experience. C
Deanna has significant marketing, brand Simon has extensive knowledge of and
management and consumer knowledge years of experience in finance, technology i
and experience, bringing a broad and global operations gained in various
perspective to the Board. She held several management and leadership roles. He was
senior roles at Barclays plc, including a member of the founding management
chief executive of UK Retail and Business team of the logistics software company
Banking and vice chair of Global Retail Global Freight Exchange and has worked
Banking. Deanna was appointed as chair at the Financial Times and McKinsey &
of Hargreaves Lansdown plc in February Company. He has previously served on
2018. She is also currently a non-executive the boards of Skype, MultiPlan, Cegid Lindsey Pownall OBE
director of the US fresh-prepared food Group, Intelsat, Gerson Lehrman Group Independent Non-executive Director
company, Joshua Green Corporation and N Brown Group. Appointed April 2016
and is the founder of advisory firm,
Tenure 3 years
CameoWorks LLC, which provides
bespoke support to early stage –– Managing director of Silver Lake
Partners, a leading global technology Lindsey has substantial experience
companies. Deanna was previously
investment firm; in food, grocery and retail brand
a non-executive director of NCR
development, having enjoyed a career
Corporation and Worldpay, Inc. Her –– Board member of Dell Technologies
of more than 20 years at Samworth
extensive board, investor and commercial Inc., ZPG Limited and FlixBus;
Brothers, the leading UK supplier of
experience makes her a strong Senior –– Trustee of the Natural History Museum; premium quality chilled and ambient
Independent Director. and foods. She joined the Samworth board
External appointments. –– Trustee of The Royal Foundation of The in 2001 and served as chief executive
–– Chair of Hargreaves Lansdown plc; Duke and Duchess of Cambridge and between 2011 and 2015. Lindsey is a
The Duke and Duchess of Sussex. passionate advocate of supplier
–– Non-executive director of Whitbread
relationships, customers, colleagues and
PLC;
sustainability which directly support
–– Non-executive director of Joshua R Tesco’s strategy and her role as Chair of
Green Corporation; the Corporate Responsibility Committee.
i
–– Founder of consumer-focused
boutique advisory firm, CameoWorks External appointments.
LLC; and –– Non-executive director of Story
Contracting Limited and Story Homes
–– Senior advisor to Bain & Company.
Limited;
–– Operating director of Paine Schwartz
Partners, LLC; and
Alison Platt CMG –– Non-executive director of P and P Food
Independent Non-executive Director Safety Holdings (Delaware) Inc.
Appointed April 2016
Tenure 3 years
Alison has extensive experience of
leadership in customer-driven
organisations across the healthcare,
insurance and property sectors. As CEO
of Countrywide, a position she held until
January 2018, she gained significant
business-to-business experience adding
this to the international experience she

Board profile at a glance.

Board expertise. Board gender split.
4
9
Robert Welch 4
Group Company Secretary 8
Appointed August 2016

Robert has worked as a company 9
9
secretary for more than 25 years during
which time he has held the positions of 11
group company secretary at FirstGroup
plc and company secretary at Kazakhmys
PLC. Robert has also held senior positions Financial 9 Male 69%
Retail 9 Female 31%
at BPB plc and Kwik Save Group PLC.
Strategy 11
He is a member of the ICSA’s Company Marketing 8
Technology 4
Secretaries’ Forum and the Association
of General Counsel and Company
Secretaries of FTSE 100 companies. Board tenure. Board nationality.
1
2 2
1
Committee membership
(at 9 April 2019). 4
9
N Nominations and Governance 5
Committee
A Audit Committee
0 – 1 year 2 UK 9
R Remuneration Committee 1 – 3 years 4 Asia 2
3 – 5 years 5 Europe 1
C Corporate Responsibility Committee 5 – 7 years 2 North America 1
Chair of Committee
i Independent Board member
Directors who have served during

the year to February 2019.
Charles Wilson resigned as a Director of
the Board on 16 July 2018 due to ill health,
but remains a member of the Executive
Committee. Biographical details for the
Executive Committee members can be
found on pages 44 and 45.

Executive committee.
Dave Lewis Alessandra Bellini Tony Hoggett

Group Chief Executive Chief Customer Officer Chief Operations Officer
Dave joined the Board and the Executive Alessandra is responsible for building Tony is responsible for developing the
Committee on 1 September 2014. the Tesco brand globally and putting operational capability and strategy
the customer at the heart of across the Group as well as leading the
His full biography appears on page 40.
everything that we do. operations of the UK business. Tony also
Prior to Tesco, Alessandra worked at has responsibility for Tesco’s joint
Unilever for more than 21 years, latterly as ventures in both China and India.
vice president for the food category in Tony joined Tesco in 1990 and has served
North America and food general manager in a range of leadership roles in the UK
for the USA. Previously, she had a 12-year and Asia over the last three decades.
career in advertising, working both in Italy Between 2007 and 2011 he held the roles
and the UK. As an international executive, of VP South China, as well as President
Alessandra has held roles in North North China, before moving to Turkey as
America, the UK, Italy and Central Chief Operating Officer for Tesco Kipa.
Alan Stewart and Eastern Europe.
Chief Financial Officer In 2011, Tony returned to the UK and held
Alan joined the Board and the Executive Alessandra joined the Executive Managing Director roles across all of our
Committee on 23 September 2014. Committee on 1 March 2017. large store formats. He also joined the
board of Tesco Mobile in 2012. In 2014, he
His full biography appears on page 40. joined the UK Leadership Team as Retail
Director and then was appointed Chief
Operating Officer UK in 2016 and CEO, Asia
in 2017. Tony was appointed to his current
role on 1 June 2018.
Tony joined the Executive Committee
on 1 April 2017.
Christine Heffernan
Group Communications Director
Natasha Adams Christine is responsible for rebuilding trust
Chief People Officer in the Tesco brand and its businesses.
Natasha is responsible for setting the
people strategy and plans at Tesco, Christine joined Tesco in 2014. Since
including reward, colleague experience October 2018 she has supported the
and capability. Group Chief Executive in delivery of the
corporate reputation plan for the
Natasha joined Tesco in 1998 as a centenary year and prior to that was the Alison Horner
Personnel Manager and has served in a Corporate Affairs Director for Tesco CEO, Asia
range of store-focused roles over the last Ireland. Prior to Tesco, Christine worked in Alison is responsible for Tesco’s
20 years, including as Customer Services communications in both the energy and businesses in Thailand and Malaysia.
Director UK, Business Support Director telecoms sectors. Alison also leads our developing
UK and Group Personnel Manager for business partnerships across the region.
Scotland. In 2016 Natasha was Christine joined the Executive Committee
promoted to People Director for Tesco’s on 1 March 2019. Alison joined Tesco in 1999 and worked
UK and Ireland stores and joined the in a variety of operational leadership
UK Leadership Team before being roles running stores and leading change
appointed to her current role of programmes, prior to being appointed
Chief People Officer. Chief People Officer in 2011. She was
appointed to her current role on
Natasha is a Tesco Pension Trustee. 1 June 2018. Alison is a member of
Natasha joined the Executive Committee the Manchester Business School
on 1 June 2018. Advisory Board.
Alison joined the Executive Committee
on 1 March 2011.

Gerry Mallon Matt Simister Charles Wilson

Chief Executive, Tesco Bank CEO, Central Europe CEO, Booker
Gerry is responsible for leading Matt is responsible for all of Tesco’s As a member of the Executive Committee
Tesco Bank. businesses in the Czech Republic, Charles contributes to the broad Tesco
Hungary, Poland and Slovakia. strategy agenda. He is specifically
Gerry has held a number of leadership
responsible for delivering UK & ROI cost
roles in financial services. Most recently Matt joined Tesco in 1996 as a marketer.
synergies and driving the growth agenda
Gerry served as chief executive officer of He built on his UK experience with three
set out in the Booker merger agreement.
Ulster Bank Ireland where he led years as Commercial Director for our
As a member of Jason’s UK & ROI
significant change in the business, Czech and Slovak businesses. Following
leadership team he is responsible for
including broad investment in technology this, he returned to the UK to set up our
leading the Booker business.
to modernise the bank. In this role, Gerry Group Food capability, managing our
was a member of the RBS personal and regional fresh food and Tesco Brand Charles joined Tesco in March 2018 following
business banking executive committee. sourcing, buying and inbound supply the merger of Tesco PLC and Booker Group
Before joining Ulster Bank, Gerry served as chains for the UK, ROI, Central Europe and plc. Charles became an executive director of
chief executive officer of Danske Bank UK Asia. In April 2017, Matt was appointed to Booker Group plc in 1998, which merged
(formerly Northern Bank) for eight years, his current role of CEO, Central Europe. with Iceland plc in 2000. In 2001 he became
successfully leading the organisation in an executive director of Arcadia Group plc
Matt joined the Executive Committee
the aftermath of the financial crisis. and in 2004 he became an executive
on 1 April 2017.
Earlier in his career, Gerry held roles at director of Marks & Spencer plc. In 2005 he
Bank of Ireland, McKinsey & Company, and was appointed as chief executive of Booker
the UK Civil Service. Outside of financial Group plc. Charles started his career in 1986
services, Gerry served as pro-chancellor with Procter & Gamble following which he
and chair of council at the University of was a consultant with OC&C Strategy
Ulster, president of the Institute of Consultants and a director of
Banking in Ireland, and he is currently Abberton Associates.
chairman of the Irish Football Association.
Charles joined the Executive Committee on
Gerry joined the Executive Committee 5 March 2018.
on 13 August 2018.
Jason Tarry
CEO, UK & ROI
Jason is responsible for all of Tesco’s
businesses in the UK and ROI.
Jason joined Tesco in October 1990 on the
graduate recruitment programme. He has
held a number of positions in the UK and
internationally across both food and
non-food divisions. Jason became CEO
Andrew Yaxley
for clothing across the Group in 2012,
Adrian Morris Chief Product Officer
before being appointed as Chief Product
Group General Counsel Andrew is responsible for setting the
Officer in January 2015. In July 2018,
Adrian is responsible for the legal, strategy and policy for the planning, ranging,
Jason was appointed to his current
company secretarial, government sourcing and supply of the products we sell
role of CEO, UK & ROI.
relations, regulatory and compliance across the Group. In addition, he has direct
functions across Tesco. Jason joined the Executive Committee responsibility for managing this for the UK.
on 1 January 2015.
Adrian joined Tesco in September 2012 Andrew joined Tesco in 2001 from Mars Inc.
as Group General Counsel. Prior to Tesco, He has worked across a number of product
Adrian worked at BP PLC as associate divisions including four years as Commercial
general counsel for refining and marketing Director for our Czech and Slovak
and prior to that at Centrica PLC, initially businesses. On returning to the UK in 2007
as european group general counsel and he first led the Packaged Division and then
then as general counsel for British Gas. in 2010 the Fresh Division. He became
Adrian is a Tesco Pension Trustee. Managing Director of the London business
in 2013, before moving to Ireland as CEO in
Adrian joined the Executive Committee
April 2015. In July 2018, he was promoted
on 6 September 2012.
to Chief Product Officer.
Andrew joined the Executive Committee on
16 July 2018.

Corporate governance framework.

Board and committees structure. possess. These ensure that leadership and decision-making is
The core objective of the Board is to create and deliver the focused and balanced, and is approached with independent
long-term sustainable success of the Company, generating value thought and judgement. With the relationship between the
for shareholders and contributing to wider society. It sets the Directors being one of trust and mutual respect, open and frank
Group’s purpose, strategy and values and is accountable to conversations ensure that even the most challenging decisions
shareholders for ensuring that the Group is appropriately managed are taken for the benefit of the Company with due consideration
and achieves its objectives in a way that is supported by the right for the stakeholders that it may also affect.
culture and behaviours. The Board sets the Group’s risk appetite The Board has delegated specific responsibilities to the Board
and satisfies itself that financial controls and risk management Committees: Audit, Corporate Responsibility, Nominations and
systems are robust, while ensuring the Group is adequately Governance and Remuneration Committees. The Committees
resourced. The Board is aware of its obligations to shareholders provide detailed focus to different areas of the Board’s work.
and other stakeholders and responds to their needs through Committee papers and minutes are shared with all Directors and
transparent reporting and active engagement. each Committee Chair provides a written and verbal report on
In this way, the leadership of the Company is supported by Tesco’s Committee activities to the Board after each Committee meeting.
Articles of Association, the schedule of matters reserved for the
Board, our corporate governance framework and the statutory Matters considered by each of the Committees is set out
duties of a Director. in the Committee’s Terms of Reference which can be
The operations of the Board are underpinned by the collective found at www.tesco.com. Information regarding each
experience of the Directors and the diverse skills which they of the Committee’s activities during 2018/19 are detailed
in the Committee reports on pages 54 to 79.
Board
Corporate Nominations Remuneration

Audit
Responsibility and Governance
Committee Committee
Committee Committee
Role: Provides Role: Ensures that the Role: Reviews size and Role: Determines
independent assessment Board maintains an composition of the Board, remuneration policy and
and oversight of financial adequate focus on succession planning, packages for Executive
reporting processes corporate responsibility diversity, inclusion and Directors and senior
including related internal and sustainability matters, governance matters. managers, having regard
controls, risk management especially those that to pay across the Group.
and compliance, as well as support Tesco’s strategy.
overseeing the work of the
external auditor.
Members: Members: Members: Members:

Byron Grote (Chair) Lindsey Pownall (Chair) John Allan (Chair) Steve Golsby (Chair)
Mark Armour John Allan Byron Grote John Allan
Melissa Bethell Steve Golsby Deanna Oppenheimer Byron Grote
Stewart Gilliland Mikael Olsson Mikael Olsson
Simon Patterson Deanna Oppenheimer Deanna Oppenheimer
Alison Platt
Profiles of each of the Directors fulfilling the

Committee roles are detailed on pages 40 to 42.

The Board held six scheduled meetings during the year and an additional strategy day, which included consideration of the Long Term Plan.
In addition to scheduled meetings, the Board met four times to consider matters of a time-sensitive nature. Directors are expected to attend
all Board and relevant Committee meetings. The table below shows the attendance at the scheduled Board and Committee meetings:
Nominations and Corporate
Audit Governance Responsibility Remuneration
Board (a) Committee Committee Committee Committee(d)
John Allan 6/6 – 4/4 3/3 4/4
Mark Armour 6/6 5/5 – – –
Melissa Bethell(b) 3/3 3/3 – – –
Stewart Gilliland(c)(e) 5/6 2/2 – – –
Steve Golsby(d) 6/6 – – 3/3 4/4
Byron Grote 6/6 5/5 4/4 – 4/4
Dave Lewis 6/6 – – – –
Mikael Olsson 6/6 – – 3/3 4/4
Deanna Oppenheimer 6/6 – 4/4 3/3 4/4
Simon Patterson 6/6 5/5 – – –
Alison Platt(e) 5/6 – – – 3/4
Lindsey Pownall 6/6 – – 3/3 –
Alan Stewart 6/6 – – – –
Chair of Board or Committee
Notes:
(a)
Charles Wilson joined the Board as a Director on 5 March 2018 and stood down on 16 July 2018 due to ill health, but remains on the Executive Committee as CEO, Booker. While on the
Board he attended two of two meetings.
(b)
Melissa Bethell was appointed as a Non-executive Director and member of the Audit Committee on 24 September 2018.
(c)
Stewart Gilliland joined the Board as a Non-executive Director on 5 March 2018 and the Audit Committee on 27 November 2018.
(d)
Steve Golsby replaced Deanna Oppenheimer as Chair of the Remuneration Committee on 1 February 2019. Deanna remains a member of the Committee.
(e)
Absences at scheduled Board or Committee meetings during the year were due to commitments pre-dating appointment to the Board (Stewart Gilliland) and ill health (Alison Platt).
The Board delegates responsibility for the day-to-day operational management of the Company to the Group Chief Executive, who
is supported by the Executive Committee, Group Risk and Compliance Committee and other committees. When the need arises,
a standing Disclosure Committee is convened to consider timely and accurate disclosure of sensitive information and the Board has
agreed a Delegation of Authority.
Executive Group Risk and Disclosure Group Delegation

Committee. Compliance Committee. of Authority.
The Group Chief Executive is Committee. The Committee supports the The Delegation of Authority
supported by the Executive The Committee meets six Board in overseeing the provides a clear direction on
Committee, which is times a year to evaluate and implementation of the decision-making, ensuring
responsible for developing propose policies, monitor governance and procedures that decisions are taken at
and implementing strategy, processes to control associated with the the right level of the business
operational plans, policies, business, operational and assessment, control and by the colleagues best placed
procedures and budgets; compliance risks faced by the disclosure of inside to take them.
monitoring operational and Group, and to assess information in accordance
financial performance; emerging risks. Regular with the Market Abuse
assessing and controlling risk; reporting of these risks is Regulation.
and prioritising and allocating presented to the Audit
resources. The Committee Committee and Board.
meets 11 times a year.
Our systems of internal control and risk management are integral to our corporate governance framework.
More information on internal control and risk

management can be found on page 59.

Board activities.
The Board is the decision-making body for those matters that are The Board has an agenda programme that ensures operational
considered of significance to the Group owing to their strategic, and financial performance, risk, governance, strategy, culture
financial or reputational implications or consequences. To retain and stakeholders are discussed at the appropriate time.
control of these key decisions, certain matters have been
A summary of the Board’s key activities during the year are
identified that only the Board may approve and there is a formal
detailed below, together with a breakdown of the proportion
schedule of matters reserved for the Board, as shown below.
of time spent by the Board on these matters.
Link to
Focus What the Board has considered strategic drivers
Operational performance ––CEO reports ––Reviews of UK & ROI, Central
20% ––Market updates Europe and Asia

––Business reviews: Tesco Bank, Tesco ––Technology and data updates
Mobile, Clubcard, F&F, dunnhumby ––Health & safety updates
For a detailed update on our operational and Booker ––Property updates
performance see our Strategic report ––Integration of Booker
on pages 1 to 17.
Financial performance and risk ––Periodic results, including financial ––Risk reports, including areas of
20%
performance and budget emerging risk
––Dividend approvals ––Internal control
––Annual budget and Long Term Plan ––Funding and liquidity plans
More information on financial performance ––Going concern and viability statements ––Brexit impact
and risk can be found on pages 18 to 23, ––Review of cost reduction programme ––Finance transformation
32 to 37 and 56 to 61. ––Integration of Booker
Governance ––Annual Report and other ––Board and Committee
17%
financial statements appointments
––AGM documentation ––Property valuations, acquisitions
––Talent management and disposals
For further details of the evaluation of and succession planning ––External effectiveness review of
the Board’s performance see the Board ––Approval of major contracts the Board and its Committees
effectiveness section on page 51. ––Reports from Committee Chairs and Directors
Strategy ––Strategy day ––Launch of Jack’s
23% ––Online and technology strategies

––Monitoring of delivery of strategy
––Strategic partnership with
Carrefour
––Property opportunities ––Financial strategy, leverage and
For an update on Strategy see our Strategic use of cash
report on pages 1 to 37.
Culture and stakeholders ––Results of Group-wide colleague ––Approach to sourcing
20%
engagement surveys ––Diversity and inclusion
––Investor relations updates ––Results of Socio-Economic
––Corporate Renewal Plan Contribution study
More information on Stakeholder engagement ––Integration of Booker ––Corporate Responsibility
can be found on pages 52 and 53. ––Code of business conduct Committee reports
––Competitor and customer insights ––Supplier surveys and reports
––Consumer trends and implications
Key to six strategic drivers:

Differentiated brand Reduce operating costs by £1.5bn Generate £9bn cash from operations
Maximise the mix to achieve a 3.5%-4.0% margin Maximise value from property Innovation
Summary of matters reserved for the Board.

–– Group strategy, operating plans, long term –– Material contracts
plans and budget –– Risk management and internal control
–– Changes to corporate and capital structure –– Changes to pension scheme
–– Major acquisitions, mergers, joint ventures –– Financial reporting and disclosures
and disposals
–– Review of remuneration policies and share schemes
–– Significant capital expenditure and borrowing
–– Dividend policy and payment

Leadership.
Board balance and independence. Board information.
Effective management and good stewardship are led by the Board. At Board meetings, Directors receive and consider papers and
The Board is currently composed of the Chairman, who was presentations from the Executive Directors and senior managers.
independent upon appointment, two Executive Directors and 10 This enables the Non-executive Directors to engage with colleagues
Non-executive Directors. The Board has agreed a clear division of from across the Group. Effective review and decision-making is
responsibilities between the running of the Board and running the supported by providing the Board with high-quality, clear and timely
business of the Group. The responsibilities of the Chairman, information, including input from advisors where necessary. In the
Group Chief Executive, Senior Independent Director and other rare event of a Director being unable to attend a meeting, the Chair
Directors are clearly defined in role statements to ensure that no of the respective meeting discusses the matters proposed with the
one individual has unrestricted powers of decision and no small Director concerned wherever possible, seeking their support and
group of Directors can dominate the Board’s decision-making. feedback accordingly. The Chair subsequently represents those
As set out in their biographies on pages 40 to 42, each member views at the meeting. If Directors have concerns about the
of the Board offers a range of core skills and experience that is Company or a proposed action which cannot be resolved, it is
relevant to the successful operation of the Group. recorded in the Board minutes. Also on resignation, Non-executive
Directors are encouraged to provide a written statement of any
The Non-executive Directors provide a strong independent
concerns to the Chairman, for circulation to the Board. No such
element to the Board and a solid foundation for good corporate
concerns were raised in 2018/19 and up to the date of this report.
governance, fulfilling the vital role of corporate accountability.
The Board believes that the oversight they provide is balanced Time commitment.
with individuals contributing a broad range of skills, diverse Each Non-executive Director must be able to devote
experience and knowledge, demonstrating independence and sufficient time to the role in order to discharge his or her
constructive challenge. During the year, the Chairman met responsibilities effectively.
frequently with Non-executive Directors without Executive
Directors being present. The Nominations and Governance Committee assesses the time
commitments of Directors on a regular basis to ensure that they
The Nominations and Governance Committee, which has each have sufficient time to devote to their role. This assessment
carefully considered the matter, is of the opinion that each of the takes into account the number of external commitments each
current Non-executive Directors continues to be independent in Director has and that each Director has demonstrated they
character and judgement in line with the definition set out in the have sufficient time to devote to their present role within Tesco,
2016 Code. In reaching its determination of independence, it including under potential periods of corporate stress. The Board is
concluded that each provides objective challenge to management, currently satisfied that the number of appointments held by each
is willing to stand up and defend his or her own beliefs and Director in addition to their position with Tesco is appropriate to
viewpoints in order to support the ultimate good of the allow them to fulfil their obligations to Tesco.
Company and that there are no relationships or circumstances
which are likely to affect the judgement of each of the
Non-executive Directors. Details of the Directors’ service contracts and terms
of appointment, together with their interests in the
Company’s shares, are shown in the Directors’
remuneration report on pages 62 to 79.
Role statements. Chairman. Group Chief Executive.

The Chairman leads the Board and is The Group Chief Executive has day-to-day
responsible for promoting a culture of responsibility for the effective management
openness and effective communications of the Group’s business and for ensuring that
between Executive and Non-executive Board decisions are implemented. He plays a
Directors and for creating an environment key role in devising and reviewing Group
at Board meetings in which all Directors strategies for discussion and approval by the
contribute to discussions and feel Board. The Group Chief Executive is tasked
comfortable in engaging in healthy debate with providing regular reports to the Board
and constructive challenge. The Chairman on all matters of significance relating to the
ensures that all new Directors have an Group’s business, or reputation, to ensure
appropriately tailored induction process. that the Board has accurate, timely and
clear information on all matters.
Senior Independent Director. Non-executive Directors. Group Company Secretary.

The Senior Independent Director provides a The Non-executive Directors bring insight and The Group Company Secretary is
sounding board for the Chairman and acts as experience to the Board. They have secretary to the Board. He ensures
an intermediary for the Non-executive responsibility for constructively challenging the Board procedures are complied with
Directors, where necessary. She is available strategies proposed by the Executive Directors, and the Board has the information, time
to shareholders should they have any scrutinising the performance of management and resources it needs in order to
concerns where communication through in achieving agreed goals and objectives, as function effectively and efficiently.
normal channels has not been successful or well as playing a leading role in the functioning He advises the Board on all governance
where such channels are inappropriate. The of the Board Committees, bringing an matters and facilitates induction
Senior Independent Director is responsible independent view to the discussion. They meet programmes for new Directors and
for leading the Non-executive Directors in with the Chairman without the Executive provides briefings on governance, legal
appraising the performance of the Chairman. Directors being present and meet with the and regulatory matters.
Senior Independent Director to review the
Chairman’s performance and other matters.

Independent advice.
All Directors have access to the advice of the Group Company Induction case study.
Secretary and, in appropriate circumstances, may obtain
independent professional advice at the Company’s expense.
No such requests were made in 2018/19. In addition, a Directors’
and Officers’ Liability Insurance policy is maintained for all
Directors and each Director has the benefit of a Deed of Indemnity.
The appointment and removal of the Group Company Secretary
is a matter reserved for the Board as a whole.
Election and re-election of Directors. Melissa Bethell joined the Board in September 2018
Non-executive Directors are initially appointed for a three-year and has undertaken a tailored and comprehensive
term with an expectation that they will continue for at least a induction programme over a six-month period.
further three years. In accordance with their letter of appointment,
Upon appointment, Melissa received an induction
after three years’ service the performance of a Non-executive
Director is rigorously assessed by the Nominations and
pack, which included a broad range of information
Governance Committee, with any development needs discussed including Board and Committee papers, as well as
by the Chairman with the Non-executive Director. In accordance Board minutes and details of operational and
with best practice and the 2016 Code, Directors are nominated financial performance, risk management and internal
by the Nominations and Governance Committee and are control, to provide an overview of the business.
subsequently approved by the Board for election or re-election
annually by shareholders at the Company’s AGM. All Directors will Over the six-month induction period, she met with a
submit themselves for election or re-election at the forthcoming number of senior managers from around the Group
AGM in June 2019. as well as the Chairs of each of the Committees and
a number of advisors, providing her with an in-depth
Induction. overview of the key themes and areas of focus of
All new Directors receive a comprehensive induction programme
over a number of months which is designed to facilitate their the Group. In addition to site visits to Extra, Super,
understanding of the business and is tailored to their individual Express and Metro stores and distribution and dot
needs. The Chairman and the Group Company Secretary com centres, Melissa worked in our Marlborough
are responsible for delivering the programme covering the store providing an opportunity to meet colleagues
Company’s core purpose and values, strategy, key areas of the and see at first hand the operations of a store.
business and corporate governance. The induction is delivered
through introductory meetings with senior management across
the business, attendance at Committee meetings, site visits,
working in a store and access to a library of reference materials.
Development.
The Board believes strongly in the development of the Directors
and the Group’s employees. The Chairman regularly discusses
training requirements with the Board and arranges meetings or
asks for information to be provided, as appropriate. As part of
the ongoing development of Directors, key site visits are arranged
and Directors are provided with the opportunity to, and are
encouraged to, attend training to ensure they are kept up to
date on relevant legal, regulatory and financial developments
or changes. Directors also receive the benefit of teach-ins
and technical updates provided at Board and Committee
meetings, which aim to ensure that Directors remain up to
date with key developments on the business environment in
which Tesco operates.
Conflicts of interest.
In accordance with the Companies Act 2006 and the Company’s
Articles of Association, Directors are required to report actual or
potential conflicts of interest to the Board for consideration and,
if appropriate, authorisation. If such conflicts exist, Directors
excuse themselves from consideration of the relevant matter.
The Company maintains a register of authorised conflicts of
interest which is reviewed annually by the Nominations and
Governance Committee.

Board effectiveness.
Performance evaluation. existing strengths, agreeing on the challenges ahead and preparing
In accordance with the requirements of the 2016 Code, the Board for the future. To this end, each Director was given individual
carries out a review of the effectiveness of its performance and feedback and development advice from Tracy Long at the
that of its Committees and Directors every year and the evaluation end of the review.
is facilitated externally every third year. The review concluded that the performance of the Board, its
The 2018/19 Board effectiveness review was facilitated by Dr Tracy Committees, the Chairman and each of the Directors continues to
Long of Boardroom Review, an external board evaluation specialist, be effective. All Directors demonstrated commitment to their roles
between January and April 2019. Neither Tracy Long nor and the boardroom culture was deemed effective and conducive
Boardroom Review has any other connection with the business. to creating a positive environment for participation and challenge
by the Non-executive Directors. The review identified some
Boardroom Review was appointed following an extensive tender
opportunities for the Board and the resulting areas of focus
process overseen by the Nominations and Governance Committee.
are summarised as follows:
The tender process involved drawing up a long list of eight
providers, each having extensive experience for facilitating –– Further shaping the narrative and agreeing the priorities of the
effectiveness reviews. Each firm completed a request for proposal, Group for the longer term;
after which a formal assessment process was undertaken by the –– Continuing to develop and articulate the appetite for risk and
Chairman and the Group Company Secretary resulting in ensuring it is aligned with the emerging longer-term strategy; and
Boardroom Review being selected. –– Developing a refreshment and succession plan for Non-executive
The aim of the review was to assess the effectiveness of the Board, Directors, designed to optimise strategic relevance, diversity of
both as a collective unitary Board and at individual Board member perspective and governance expertise to meet the future needs
level, in order to implement any actions required to become a of the Group.
more effective Board. The review was designed to encourage The Board is considering all of the recommendations of the Board
Directors to optimise their contribution to the success of Tesco evaluation report.
and add value beyond their statutory requirements, by building on
External evaluation process.
Conducted tender Boardroom Review During January, Tracy Long attended A report prepared by
process resulting in was briefed by the February and March the Board and Tracy Long setting
Boardroom Review Chairman and the 2019, Tracy Long Committee meetings out her findings and
being appointed to Group Company conducted detailed held in February to recommendations on
facilitate the Secretary and one-to-one observe the further performance
evalutaion. provided with access interviews with each Directors and the improvements was
to Board and member of the Board dynamics of the discussed with the
Committee papers as as well as the Group meeting. Chairman, prior to
a part of their Company Secretary being presented by
preparatory work for and the Group Tracy Long to the
the evaluation. General Counsel. Board in April.
These were based on Feedback on
a clear agenda which individual Directors
was sent to each was shared with the
participant in Chairman and a
advance. report on the
Chairman was
shared with the
Senior Independent
Director.
The Board conducted internal effectiveness reviews in 2016/17 and 2017/18, which were led by the Chairman and Senior Independent Director,
respectively. The reviews included an evaluation of the effectiveness of the Board, its Committees and individual Directors. The performance
evaluation of the Chairman is carried out by the Non-executive Directors, led by the Senior Independent Director, taking into account the
views of the Executive Directors. Progress against the conclusions of the 2017/18 Board evaluation is set out below.
2017/18 areas of focus Achievements and progress
Further improve the Regular reports were made to the Audit Committee on the identification, assessment and monitoring of
oversight of risk risks. The Board received training on the dynamic threat posed by cyber risks and discussed emerging Group
risks and Red Team Testing
Ensure the effective monitoring of the During the year, regular reports were provided to the Board on progress with the integration of Booker,
integration of Booker Group including negotiations with suppliers, consolidation of business services across the UK core business and
Booker and utilisation of spare capacity at Tesco distribution centres to support growth
Identify ways to further engage Reporting to the Board has been enhanced in this area, including presentations on digital trends,
on technology issues innovations, technology and data security

Stakeholder engagement.
Our purpose, culture and values. Core purpose.
Serving shoppers a little better every day.
Serving shoppers a little better every day is at the heart
of everything we do at Tesco. We recognise that culture,
underpinned by our values, plays a fundamental role in the
way we do business and the delivery of our strategic objectives Our values.
and KPIs. Our values are recognised across the Group and have
become a vital part of our culture. They ensure that every No one tries We treat Every little help
colleague at Tesco understands what is important – about harder for our people how makes a big
how we work together as a team and how customers are at
customers they want to difference
the centre of what we do.
be treated
Our Little Helps Plan identifies the most pressing social and
environmental challenges facing the business, our customers,
our colleagues and our communities to help tackle these.
This provides a philosophy for how our business should be Little Helps Plan pillars.
run in a way that makes a positive contribution to our
colleagues, customers and communities. Through the
three pillars of the Little Helps Plan – People, Product and
Places – we are committed to doing the right thing.
Foundation activities of climate change, cyber security,
governance and ethics, health and safety and product
safety underpin the three pillars. The Foundations are key
requirements of a responsible business and are
People. Products. Places.

fundamental to the way we operate.
The Little Helps Plan builds on the progress we have made so
far. It is helping to drive our progress in making Tesco a place
where colleagues can get on, whatever their background; to
Visit www.tescoplc.com/littlehelpsplan
help our customers make healthier choices and enjoy good
to view Tesco’s Little Helps Plan.
quality, sustainable products at affordable prices; and to help
tackle food waste. It spans three areas core to our operating
model and the long-term success of our business.
Our Code of Business Conduct, which defines the standards
Customers.
and behaviours expected of colleagues, supports our core
values. The Code of Business Conduct is supported by Group
policies and mandatory training which includes anti-bribery –– Customers are at the heart of everything Tesco does.
and corruption, competition law, data protection and supplier –– Through surveys and engagement with customers, Tesco
legislation. Colleagues are required to complete mandatory listens and acts on what customers want. The results of
training to reinforce the importance of these standards. customer feedback are reported to the Board, Executive
For new colleagues, there is a requirement to complete this Committee and functional management. This forms the
training within five days of joining Tesco. Refresher training measurement for one of our six KPIs.
is required on an annual basis. In addition, ‘Protector Line’,
–– Operating in a competitive market, we recognise that the
an independent and confidential whistleblowing service,
more improvements are made for customers, the better
allows colleagues and suppliers to raise concerns
sales will be enabling Tesco to reinvest for further
regarding misconduct and any breaches of the Code
improvements and stakeholder initiatives.
of Business Conduct.
–– Through the Little Helps Plan we provide customers with
The Board and senior management are responsible for the assurances they need and provide affordable, healthy,
ensuring that their activities reflect the culture we wish to sustainable products which are accessible to all. One of
instil in our colleagues and other stakeholders and drive the our targets is to help our customers make healthier food
right behaviours. We have a responsibility to ensure that our choices every time they shop with us.
colleagues do the right things in the right way by setting the
–– Through community programmes such as Bags of Help,
tone from the top and leading by example. This means that in
our customers choose the local good causes we support.
every decision we take, and every plan we develop, we ask
ourselves one simple question: how will it help serve our –– Clubcard is a way of understanding our customers and
shoppers a little better every day? thanking them for their loyalty. We treat our customers
with integrity when dealing with the privacy of customer
data. This is supported by mandatory training for colleagues
on information security and data protection awareness.
We serve nearly
Visit www.tescoplc.com/about-us/how-we-do-business 80 million

to view Tesco’s Code of Business Conduct. shoppers every week

Colleagues. Suppliers.
–– Inclusivity and creating a culture where everyone feels welcome, –– We are committed to building trusted partnerships with
that fosters talent and allows colleagues to achieve their full our suppliers which are crucial to delivering many of our
career potential are integral to our business. commitments, such as working with suppliers to remove
–– Our commitment to helping our colleagues get on is one of the hard to recycle materials from our Own Brand packaging line.
key pillars of the Little Helps Plan. –– The Code of Business Conduct sets out key behaviours to
–– A wide range of learning and development opportunities are ensure we treat our suppliers fairly and with respect.
available to colleagues, including subject-specific courses, –– These trusted relationships with our suppliers help us serve
motivational talks and mentoring programmes. our customers a little better every day and also help us
–– We have worked with partners, such as Nuffield Health to deliver the Little Helps Plan.
develop a wellbeing programme based on improved nutrition, –– The Board recognises that providing a better service to
healthy body and healthy mind. Mental wellbeing is also our customers, requires our suppliers to meet the highest
important. Mindapples e-learning was accessed by colleagues safety and legal standards.
18,000 times since it launched and more than 800 UK colleagues –– Supplier training provides suppliers with the skills, knowledge and
have taken part in mental health awareness workshops. guidance to ensure compliance and foster ongoing relationships.
–– The ‘What Matters To You’ employee engagement survey allows –– Supplier conferences are held on an annual basis.
colleagues to provide feedback on a variety of issues. The results
–– Global supplier surveys (Supplier Viewpoint) are undertaken twice
are reviewed by the Board, Executive Committee and functional
a year to seek suppliers’ views in relation to their interaction and
management. 83% of colleagues who participated in the most
experiences with Tesco. The results are reviewed by the Board,
recent survey, regard Tesco as a ‘Great Place to Work’.
Executive Committee and functional management and actions
–– We host colleague conferences globally, where leadership teams undertaken in areas where lower scores are attained.
talk about our business priorities. Our existing colleague forums
–– For a third successive year, we ranked first in the independently run
will be expanded to establish Colleague Contribution Panels
Advantage survey which compares Tesco against our peer group.
across the Group, with representation by a Non-executive
Director so that informed decisions are made in the interest –– Members of the Corporate Responsibility Committee
of the Company and stakeholders. visited India on a deep dive into garment sourcing.
We have more than We achieved a score of
450,000 77.5%
colleagues globally in the Supplier Viewpoint Survey
Shareholders. Community.
–– The Investor Relations team provides the Board with –– The Board’s approach to environmental, social and governance
regular feedback on investors’ views and key market issues. matters is of high importance. Through the Little Helps Plan Tesco
The Board engages with shareholders, including meetings and is dedicated to improving sustainability.
correspondence between the Chairman, Senior Independent –– The Corporate Responsibility Committee has responsibility and
Director and Chairman of the Remuneration Committee and oversight of the Little Helps Plan which supports causes and helps
institutional shareholders to discuss key issues. address issues that colleagues and customers care about locally.
–– Senior management and the Investor Relations team held regular –– The Board approved a Health Charity Partnership with Diabetes
meetings with existing and potential institutional investors and UK, Cancer Research UK and The British Heart Foundation.
analysts during 2018/19. Additionally, the Chairman hosts store Corporate Responsibility Committee members visited the
tours for private shareholders to provide an insight into Tesco’s Partnership to understand more about the work they do and how
operations and allow them to share their views on the business. Tesco through its Partnership can help.
–– The Group Company Secretary’s team engages with private –– We have launched a four-year strategic partnership with WWF to
shareholders, who, with our registrars, Equiniti, provide a number help us accelerate delivery of our environmental commitments.
of services to private shareholders.
–– This year we launched our Community Cookery Schools
–– The 2018 AGM was attended by nearly 400 shareholders and guests. Programme to help community groups make the most of the food
All resolutions were passed, with votes in favour ranging from 100% they receive through our food surplus donation programme.
to 91.3%. Approximately 74% of total voting rights were voted. In the
–– Our community grant programmes in the UK, Ireland and Central
event of significant opposition, actions would be taken to address the
Europe allow our customers to choose the local causes we
issue. A live webcast of the 2018 AGM was broadcast for the first time
support. Through these programmes we have supported over
allowing shareholders globally to view the event. All Directors attend
39,000 community projects to date.
the AGM and are available to answer questions from shareholders.
–– Our 320 Community Champions in stores across the UK help us
–– Senior management maintain regular dialogue and communication
build relationships with communities and support local events.
with our relationship banks.
–– Colleagues and customers join our regular food collections which last
–– The corporate website (www.tescoplc.com) provides a wealth
year collected 3.5 million meals in the UK to help feed people in need.
of information on the Group and its activities.
We have more than We have supported more than
246,000 29,000
registered shareholders local projects and causes in 2018/19

Nominations and
Governance Committee.
representation of women on the Board to 33%. As at the date
“We aim to attract and retain
of this report, 31% of the Board are female, which is an increase
Board members with a
from 27% in 2017/18. In terms of our senior management, 31%
diverse range of backgrounds
of our Executive committee are female. We actively support
who will contribute a wealth
women advancing into senior roles, as evidenced by our participation
of knowledge, understanding
in initiatives such as Women in Finance Charter (Tesco Bank) and the
and experience of the
30% Club. However, the Committee remains of the opinion that
communities where
appointments to the Board and at senior management level should be
Tesco operates.”
objective and made on merit relative to a number of criteria, while
taking account of social and ethnic backgrounds, as well as gender.
John Allan
Chairman Board effectiveness review.
Following two internal effectiveness reviews and in line with the UK
Dear Shareholder.
Corporate Governance Code 2016, the Committee commissioned
an external evaluation of Board effectiveness for 2018/19. The
The Committee held four scheduled meetings during the year, Committee agreed that the Group Company Secretary and I would
which were attended by all members, primarily focusing on conduct a tender exercise and recommend an external facilitator
succession planning, talent management, corporate to the Committee. Following an extensive tender process, the
governance, inclusion and diversity. Committee chose Boardroom Review to conduct the evaluation.
Board composition and succession planning. More details on the effectiveness review are set out on page 51
The Committee keeps under review the size and composition of of the Corporate governance report.
the Board and the need to refresh membership so that there is an Governance.
appropriate balance of skills, knowledge, experience and diversity During the year, the Committee received regular updates on
in its widest sense. The Committee recognises the need to attract developments in corporate governance. The Committee was
Board members with a diverse range of backgrounds who can provided with detailed reports on the 2018 UK Corporate
contribute a wealth of knowledge, understanding and experience Governance Code and supports the drive for greater stakeholder
of the communities where Tesco operates. engagement generally, as well as the reporting requirements for
There have been a number of changes to the Board during the year. large subsidiary companies, and agreed a number of amendments
As reported in last year’s Annual Report, following completion of the to the Group’s corporate governance framework.
Booker merger Stewart Gilliland and Charles Wilson joined the Board
as a Non-executive Director and CEO of UK & ROI, respectively.
Regrettably, in July 2018, Charles Wilson took the difficult decision
to step down as a Director and CEO of UK & ROI due to ill health. John Allan
However, he remains on the Executive Committee as CEO of Booker. Nominations and Governance Committee Chair
In September 2018, we welcomed Melissa Bethell onto the Board.
Melissa brings to the Board a wealth of international business Committee responsibilities.
strategy and investment management experience. An external –– review the size and composition of the Board and its Committees;
search agency was not used for her appointment as she was –– nomination of candidates for appointment to the Board;
introduced by a member of the Board. The Committee unanimously –– review of succession planning, talent management and
agreed it was not necessary to look further for a suitable Non- diversity and inclusion;
executive Director as she fully met the role and capabilities profile –– review and approve changes to the Group’s corporate
developed by the Committee. Our succession planning has been governance framework; and
reflected at Board Committee level with Steve Golsby succeeding –– ensure a Board effectiveness review is conducted annually.
Deanna Oppenheimer as Chair of the Remuneration Committee.
Succession planning continues to be a priority for the Committee Key activities.
and throughout the year the Committee monitored the future
Succession planning: Reviewed succession plans for the
leader pipeline and the available pool of talent in the Group. This is
Board, Executive committee and senior management
essential to ensuring a continuous level of quality in management,
Non-executive Directors: Reviewed time commitments, conflicts
in avoiding instability by helping mitigate the risks which may be
of interest and independence
associated with unforeseen events, such as the departure of a key
Diversity and inclusion: Assessed the Group’s approach to
individual, and in promoting diversity and inclusion. During the year,
diversity and inclusion
the Committee developed a more systematic approach to
succession planning for Non-executive Directors. Corporate governance: Considered developments in
corporate governance and appointed the external facilitator for
Diversity and inclusion. the external effectiveness review
The Committee strongly believes that diversity and providing an Board appointments: Recommended Melissa Bethell as a
inclusive culture is a key driver of business success and the Non-executive Director and a member of the Audit Committee;
Committee is committed to having a diverse and inclusive leadership Steve Golsby as Chair of the Remuneration Committee; and
Stewart Gilliland as a member of the Audit Committee
team which provides a range of perspectives, insights and the
challenge needed to support good decision-making.
The Committee is supportive of the recommendations set out in Committee membership together with attendance
the Hampton-Alexander Review and is committed to raising the at meetings is detailed in the table on page 47.
The Committee’s terms of reference are
available at www.tescoplc.com.
Corporate Responsibility
Committee.
The Little Helps Plan is a Group-wide framework and throughout
“The Little Helps Plan sets the year the Committee received detailed updates on the
out our core value that small UK & ROI, Central Europe and Asia on how they are implementing
actions add up – ‘Every Little and delivering on the targets and actions of the Little Helps Plan.
Help makes a big difference.” While all regions are making good progress, we still have more
to do and the Committee sees this as an opportunity to take
Lindsey Pownall further small actions to make a big difference.
Non-executive Director
Tesco has established strategic health charity partnerships with
the British Heart Foundation, Cancer Research UK and Diabetes
UK to help customers and colleagues make healthier choices.
During the year, I visited each of the charities and also attended
the launch of the partnership with WWF to make it easier for
customers to buy affordable, healthy and sustainable food, as
Dear Shareholder. well as reducing the environmental impact of the average
The Corporate Responsibility Committee is responsible for shopping basket by 50%.
oversight of the Group’s corporate and social obligations as a During the year, the Committee approved funds for a new
responsible citizen and overseeing its conduct in response to those training programme, the Tesco Community Cookery School with
obligations. The Committee held three scheduled meetings during Jamie Oliver, which will teach more than 1,000 community cooks
the year, which were attended by all members, primarily focusing on how best to use surplus food donations they receive through
on monitoring the corporate and social responsibility strategy the Community Food Connection.
globally and oversight of progress against the Little Helps Plan.
At each Committee meeting, progress against the Little Helps Plan
is discussed with a detailed review of Tesco’s key focus areas of
food waste, health, sourcing and packaging, a review of the KPI
scorecard setting out Tesco’s commitments, and an overview of Lindsey Pownall
the Group’s impact on the environment and local communities. Corporate Responsibility Committee Chair
A key tenet of Tesco’s approach to corporate responsibility is to
work with suppliers to make sustainable products accessible and Committee responsibilities.
affordable, providing customers with peace of mind that the –– approve and monitor the corporate and social responsibility
products they buy from Tesco, no matter the range, are sourced strategy to build trust and command respect and confidence;
with respect for the environment and people. In support of this, –– oversight of the Group’s conduct in respect of its corporate
the Committee received a report from F&F, Tesco’s clothing brand, and societal obligations as a responsible corporate citizen;
providing an update on three key areas: developing ethical supplier –– oversight of the creation of appropriate corporate
relationships to build trusted partnerships and ensure international responsibility policies and supporting measures;
human rights standards are respected; respect for the –– identify and monitor external developments likely to have a
environment; and support for community projects and good significant influence on the Group’s reputation and its ability to
causes in the countries and communities in which we source conduct its business appropriately as a good corporate citizen;
products. In September, I visited India with other members of the –– review how best to protect Tesco’s reputation; and
Committee to undertake a deep dive to understand how Tesco –– oversight of the Group’s engagement with external stakeholders
plans and manages its garment sourcing to: ensure safe and and other interested parties.
decent working conditions and avoid excessive work hours;
support vulnerable communities; and to understand our
suppliers’ experiences of working with Tesco. The visit also Key activities.
provided an opportunity to look at a number of sustainable Little Helps Plan deep dives:
sourcing programmes. ––Little Helps Plan progress including regional progress updates
Product safety is one of the foundations of the Little Helps Plan. ––product safety
The Committee received an update from the Group Quality ––people
Director on how Tesco works with its suppliers to ensure its ––responsible sourcing
products meet the highest safety and quality standards. ––marketing and communications strategy
Activities on charitable partnerships and Group-wide projects
Since the launch of the Little Helps Plan in October 2017, a clear
Review of the Committee’s performance and terms of reference
marketing and communications plan has been developed to
accelerate awareness and demonstrate Tesco’s priorities in food
waste, health, sourcing and packaging, as well as further raising
trust amongst consumers and influencers. During the year, the Committee membership together with attendance
Committee discussed future planning, focusing on each of the at meetings is detailed in the table on page 47.
three pillars of the Little Helps Plan to achieve a broad and The Committee’s terms of reference are available at
targeted range of activities throughout the year on the issues www.tescoplc.com. More information on the Little
of importance to Tesco’s stakeholders. Helps Plan is set out on pages 24 to 31 and online at
www.tescoplc.com/littlehelpsplan.

Audit Committee.
–– review of the Group’s distributable reserve position in advance
‘The Committee has
of any declaration of interim or final dividends;
supported the Board on
a number of significant –– review and monitoring of the internal controls and risk
governance matters management processes of the Group, including key financial,
relating to financial operational and compliance controls, identification and
reporting, internal control assessment of emerging and principal risks, including the
and risk management.’ effectiveness of risk mitigation, and making necessary
recommendations to the Board;
Byron Grote –– review of the internal audit programme and ensuring that the
Non-executive Director Internal Audit function (GAA) is adequately resourced, has
appropriate standing within the Group and access to information
to enable it to perform its function effectively and in accordance
with relevant professional standards and is able to exercise
Dear Shareholder. independent judgement;
Following the Group’s successful merger with the Booker Group, –– consideration of management’s response to any major
the Audit Committee has continued to support the business in external or internal audit recommendations;
achieving the key business and strategic drivers set out on pages
14 and 15 of this Annual Report. –– review the Group’s activities with respect to treasury and tax
planning policies and such other policies as may be requested
The Audit Committee has supported the Board on a number of by the Board;
significant governance matters relating to financial reporting, –– review and report to the Board on the effectiveness of the
internal control and risk management, including the Group’s Group’s whistleblowing arrangements by which employees and
transition to IFRS 16 ‘Leases’ financial reporting, the management contractors may, in confidence, raise concerns about possible
of Group debt through bond buy-back and new issuance strategy improprieties in financial reporting or other matters; and
and the continuing transformation programmes. The Committee
regularly monitored the Group’s risk exposures in relation to –– review of business continuity plans and processes for the
changes in the external regulatory and political environment, prevention of fraud, bribery and corruption. More details
including the possible impact of Brexit on the Group’s risk can be found on pages 31 and 82 of this Annual Report.
management activities. Further information can be found on
pages 32 to 36 of this Annual Report.
Key activities.
As well as the key activities undertaken or overseen by the
Committee during the year through a periodic and structured Statutory Reporting: financial results; key accounting judgements;
rolling forward-looking planner, this report shares insights implementation of new accounting standards; going concern;
longer-term prospects and viability; dividends; subsidiary audit
into our discussions. Looking ahead, these areas will remain
exemptions; management’s representations to the external
a key focus in 2019/20.
auditor; Booker integration; property valuation; pensions;
solvency and liquidity update; liability management; and
corporate simplification update
Risk & Control: risk management and controls assurance
framework; internal control effectiveness; UK Corporate
Governance Code assurance; principal and emerging risks;
Byron Grote updates from the UK & ROI, Central Europe, Asia and Tesco
Audit Committee Chair Business Services Finance directors; key financial controls
updates; insurable risk review; risk appetite; review of internal
Committee responsibilities.
control effectiveness; Finance, People and Technology
Transformation programmes; IT general controls and security
The Committee’s terms of reference were updated in February programme update; pensions review; treasury & tax updates
2019, and its responsibilities include: and Tesco Bank (including an update on the Bank’s risks)
–– monitoring the Group’s financial reporting processes; Compliance: anti-bribery; whistleblowing; GSCOP; annual and
Group compliance statements; GDPR; anti-fraud; gifts and
–– review, and challenge where necessary, the actions and entertainment; and privacy compliance
judgements of management in relation to the interim and External Audit: audit scope and fees; non-audit fees; update
annual financial statements before submission to the Board; reports; management letter observations; and effectiveness review
–– review the integrity of the interim and annual financial Internal Audit: update reports; 2018/19 audit plan; internal audit
statements and announcements relating to the financial charter; review of executive expenses and effectiveness review
performance of the Group; Other governance matters: Committee effectiveness; and terms
–– consideration of the appointment and reappointment of of reference review
the external auditor, their reports to the Committee and
performance, the external auditor’s effectiveness and
independence, including an assessment of their Committee membership together with attendance
appropriateness to conduct any permitted non-audit work at meetings is detailed in the table on page 47.
in accordance with the Group’s non-audit services policy, The Committee’s terms of reference are
review of this policy and appropriateness; available at www.tescoplc.com.
–– review and agreement with the external auditor as to the nature
and scope of the external audit and approving the audit fee;

Audit Committee membership. The Committee received update reports during the year from the
All of the Committee members are independent Non-executive Tesco Bank Audit Committee, the Disclosure Committee and the
Directors and the Board is satisfied that Byron Grote, Mark Armour Group Risk and Compliance Committee.
and Melissa Bethell have significant, recent and relevant financial The Committee monitors the activity, role and effectiveness of
experience. Additionally, Byron Grote and Mark Armour are also internal audit (GAA), detailed on page 59, and at each meeting
competent in accounting and/or auditing. The Board considers we receive an update covering a range of management issues,
that the Committee members as a whole have competence including periodic reviews of the employment of former auditor
relevant to the Company’s sector, in addition to general employees and non-audit services policies, the internal audit
management and commercial experience. The expertise and charter, 2019/20 audit plan and executive expenses.
experience of the members of the Committee is set out in
each of their biographies on pages 40 to 42. GAA provided regular updates on its work, including findings
from its internal audit programme and the status of management
Robert Welch is appointed as Secretary to the Committee. actions to address such findings. The Committee continues to
Other regular attendees at Committee meetings include the Group focus on Group transformation and internal controls and receives
Chairman, Group Chief Executive, Chief Financial Officer, Group regular updates from GAA on the work that is being undertaken
General Counsel, Chief Audit and Risk Officer, Deputy Chief to review and strengthen the Group’s processes in these areas.
Financial Officer and representatives of the external auditor.
Additionally, at each meeting we consider reports from our
Audit Committee meetings. external auditor, Deloitte, in relation to their interim and
The Committee held five scheduled meetings in the year and year-end reports, audit plan, audit fees and non-audit services,
two additional meetings were convened to consider, in the early warning report, management letter observations and
context of Finance Transformation, the launch of a new general updates on their ongoing audit work.
ledger system in the UK, ROI and India and the Group’s transition
to IFRS 16 ‘Leases’ financial reporting. Each meeting has a distinct Statutory reporting:
agenda to reflect the annual financial reporting cycle of the Group The Committee has considered the Group’s 2017/18 preliminary
and particular matters for the Committee’s consideration. results and 2018 Annual Report, the 2018/19 interim financial
statements, a comprehensive report from the Group’s Disclosure
The Committee has a structured rolling forward-looking planner, Committee on fair, balanced and understandable reviews, the
which is designed to ensure that its responsibilities are discharged Group’s compliance with relevant regulatory frameworks and
in full during the year. This planner is developed with the Group validation of management’s representations to Deloitte.
Company Secretary and its content regularly reviewed with
management and Deloitte. It is developed to meet the changing The Committee is responsible for assisting the Board’s oversight
needs of the Group as the year progresses. of the quality and integrity of the Company’s financial reporting and
the Company’s accounting policies and practices. During the year,
The Chair of the Committee provides a written and verbal update the Committee has continued to receive updates regarding the
to the Board following each meeting and Committee meetings are Group’s ongoing Finance Transformation programme and any
generally scheduled close to Board meetings in order to facilitate actions taken to address observations raised by Deloitte in its
an effective and timely reporting process. letter to management following completion of the 2017/18 audit.
Committee members met in private following each Committee A number of recommendations have been implemented to further
meeting and also held separate private sessions with the Chief enhance the Group’s financial reporting systems and controls
Audit and Risk Officer and the external auditor, in order to provide environment. The Committee has also received regular updates,
additional opportunity for open dialogue and feedback without including from GAA and Group Finance directors, on the
management present. The Committee Chair also meets with the development and effectiveness of the Group’s key internal
Chief Financial Officer, Chief Audit and Risk Officer and external financial controls.
auditor on an ad hoc basis and prior to each Committee meeting. In relation to the financial statements, the Committee reviewed
The Audit Committee is monitoring the outcome of audit and recommended approval of the half-year results, the Group’s
market reform initiatives and accordingly will modify its approach to IFRS 16 disclosure and these annual financial
approach as required. statements, considered impairment reviews, the viability and
going concern statements and their underlying assumptions and
Key discussions in the year. the longer-term prospects, reviewed the Group’s distributable
The Committee carried out a number of in-depth reviews of reserves position in advance of the declaration of dividends,
specific principal risk areas this year, considered emerging risks reviewed corporate governance disclosures and monitored the
and reported its findings and recommendations to the Board. statutory audit. As part of its review of the financial statements,
The Committee received updates from management in relation to the Committee considered, and challenged as appropriate, the
the Group’s transformation programmes, technology, information accounting policies and significant judgements and estimates
security, data privacy, treasury, tax, pensions, insurance and key underpinning the financial statements. Details regarding the
compliance risks and the controls and mitigating actions employed significant financial reporting matters and how they were
in each of these areas, which support the Group’s overall strategy addressed by the Committee are set out later in this report.
and culture. The Committee has assessed the effectiveness of the
Group’s whistleblowing arrangements and reviewed compliance Liability Management:
with the Groceries Supply Code of Practice (GSCOP). During the year, the Group has undertaken two successful
tender exercises in relation to its outstanding bonds resulting
in £52m of annualised interest savings. In October 2018, the
Committee oversaw the Group’s well-positioned issue of new
five-year bonds, the first issuance since June 2014.

IFRS 16 ‘Leases’: How the issue was

Issue addressed by the Committee
At each meeting, the Committee received an update in relation to
the Group’s proposed approach to the IFRS 16 reporting standard. Valuation of The Committee reviewed management’s
The Committee regularly reviewed the controls in place to ensure China associate assessment of the valuation of the Group’s
the robustness of lease data required to support IFRS 16 and India joint China associate, Gain Land Limited, and India
calculations across the Group’s UK and international estate and venture joint venture, Trent Hypermarket Private
establishment of systems and processes required for accounting Limited, covering the methodology and
and reporting under IFRS 16. The Committee reviewed the Group’s assumptions used by management, including
impairment model and discussed the broader reporting impacts of latest market information, in determining the
IFRS 16 on reported assets, liabilities and the Group income fair value of the investment. This included
statement, as well as the classification of cash flows relating to review of Gain Land’s and Trent’s projected
lease contracts. As announced on 15 February 2019, the Group has cash flows, growth rates and discount rates
adopted IFRS 16 retrospectively, with comparatives restated from used and the external market indicators to
a transition date of 25 February 2018. Further information can be include in the valuation. The carrying value
found in Note 36 to this Annual Report. was supported by the valuation. See Note 13
to the financial statements.
IT General Controls: Pensions The Committee reviewed and challenged the
The Committee has continued to monitor the Group’s progress estimates used by management in valuing
against its IT remediation, data collection processes and pension liabilities, principally the discount rate,
transformation plans. The Committee receives regular risk updates including the impact of guaranteed minimum
from Technology, the internal and external auditors which were pension equalisation in the year. See Note 27
discussed in the context of the Group’s risk appetite. See our to the financial statements.
Technology risk on page 34 of this Annual Report.
Business The Committee considered the key judgements
Significant financial statement reporting issues. acquisition made by management in accounting for the
How the issue was Booker acquisition, including the valuation of
Issue addressed by the Committee assets acquired and liabilities assumed
Going concern The Committee reviewed and challenged resulting in the recognition of goodwill and
basis for the management’s assessment of going concern, acquired intangible assets. The Committee also
financial longer-term prospects and viability statement considered the allocation of goodwill to, and
statements with consideration of forecast cash flows, impairment testing of goodwill at, the UK group
and viability including sensitivity to trading and expenditure of cash-generating units and the presentation
statement plans and potential mitigating actions and of Booker within the UK & ROI segment. See
considering any impacts of the uncertainties Notes 1, 7 and 31 to the financial statements.
arising from Brexit. The Committee also
Contingent The Committee further considered
considered the Group’s financing facilities and
liabilities management’s assessment of the status of
future funding plans. Based on this, the
ongoing regulatory investigations and litigation
Committee confirmed that the application of
relating to prior periods. The Committee
the going concern basis for the preparation
concurred with management’s assessment
of the financial statements continued to be
that due to the stage of the remaining matters
appropriate, and recommended the approval
and the uncertainties regarding the outcomes,
of the viability statement. For further
no provision was required, and disclosure as
information see page 37 of this Annual Report.
contingent liabilities at the year end was
Fixed asset The Committee reviewed and challenged appropriate. See Note 32 to the financial
impairment and management’s impairment testing of property statements.
onerous lease and technology assets and estimate of onerous
Recognition The Committee reviewed management’s
provisions lease provisions. The Committee considered the
and disclosure assessment of the controls that exist over
appropriateness of key assumptions and
of commercial the recognition of commercial income and
methodologies for both value in use models
income considered the appropriateness of accounting
and fair value measurements. This included
judgements therein adopted. See Notes 1 and 20
challenging projected cash flows, growth rates,
to the financial statements.
discount rates and the use of independent third
party valuations and considering any impacts of
the uncertainties arising from Brexit. For further
information see page 37 of this Annual Report.
The Group has recognised a £73m net reversal
of impaired PPE assets, together with an
onerous property lease provision net charge of
£47m and a £16m net impairment loss for
software and other intangible assets. See Note
10 to the financial statements for software and
other intangible assets impairment, Note 11 for
PPE assets impairment and Note 25 for
property provisions.

How the issue was The Committee discussed the approach and findings in which
Issue addressed by the Committee
the overall assessment concluded that GAA was highly effective,
Exceptional The Committee considered the presentation with improved ratings across all measures. Improvements noted
items and of the Group’s financial statements and, in included clarity of audit findings, enhancements in sharing
amortisation of particular, the appropriateness of the learnings and improved stakeholder relationships. The
acquired presentation of exceptional items and Committee also concluded that GAA is adequately resourced.
intangibles amortisation of acquired intangibles. The Aspects highlighted to focus on included continuing to enhance
Committee reviewed the nature of items capability in the area of technology to keep pace with advances
identified and concurred with management and ensuring that dedicated resource is available to work on
that the treatment was even-handed and major change programmes.
consistently applied across years and
appropriately presented. Consideration was The Committee reviewed and agreed to the planned next steps
also given to the quality of earnings within which would be reflected in the GAA Charter, last reviewed and
underlying results. See Note 4 to the financial approved in November 2018 when the Internal Audit Plan for
statements. 2019/20 was also presented and agreed by the Committee.
The Internal Audit Plan will be kept under review to ensure,
New accounting The Committee considered the transition where necessary, it adapts appropriately to the changing
standards approach and impact of implementing IFRS 9 needs of the business.
‘Financial Instruments’ and IFRS 15 ‘Revenue
from Contracts with Customers’ in the period, Key elements of the risk management process.
covering judgements made including the The risk management process enables the identification,
determination of expected credit losses for assessment and prioritisation of risks through workshops and
Tesco Bank financial assets. The Committee discussions with business leaders. Risks are reviewed at business
also considered the impact of IFRS 16 ‘Leases’, unit risk and compliance committees and other delegated senior
on the Group’s financial reporting. The leadership committees to ensure that they continue to remain
Committee considered the key judgements relevant. During the year, the significant risks have been reviewed
made in determining the impact of IFRS 16 as a top-down and bottom-up process at both the business unit
and reviewed and challenged management’s and the Group level to ensure awareness, agreement and
communication and presentation of the appropriate prioritisation. A risk that can seriously affect the
impacts. See Note 35 to the financial performance, future prospects or reputation of the Group is
statements. termed a principal risk and these risks are aligned to the Group’s
strategic drivers set out on pages 14 and 15.
Internal audit – Group Audit and Advisory (GAA). Risks are assessed to determine the potential impact and likelihood
GAA is an independent assurance function within Tesco providing of occurrence, after taking into account controls and mitigating
services to the Board and all levels of management. Its remit is factors. Where appropriate, additional mitigating actions are
to provide independent and objective assurance and advice to identified and agreed with relevant business owners.
provide insight, deliver value, protect and help the organisation
achieve its priorities. GAA helps the organisation accomplish its The Group Chief Executive has overall accountability for the control
objectives by bringing a systematic, disciplined approach to and management of the risks Tesco faces, with the Board having
evaluating and improving the effectiveness of risk management, overall responsibility for risk management. Risks are managed at
control and governance processes. the business unit level on an ongoing basis with follow up
throughout the year by GAA and assigned risk champions and
GAA’s responsibilities include supporting management in the functional risk managers. All risks are assigned to an appropriate
assessment and mitigation of risks to protect the business, risk owner and the Group level principal risks are assigned to an
delivering the Annual Audit Plan as well as reporting on the executive owner. The Board receives a risk report, including
effectiveness of the systems of internal control. Management principal risks and areas of emerging risks which are reviewed at
are responsible for: establishing and maintaining an appropriate least annually. The Group’s principal risks are detailed on pages 32
system of risk identification and internal control; and for the to 36, showing a summary of key controls and mitigating factors,
prevention and detection of irregularities and fraud. GAA the risk movement and links to the Group’s strategic drivers.
facilitates the Group’s risk management processes with the
Audit Committee and the Board. Internal control.
The Board monitors the key elements of the Group’s internal
In February 2019, the Committee conducted an assessment of
control framework throughout the year and has conducted a
the effectiveness of the GAA function in protecting the business.
review of the effectiveness of the Group’s risk management
This assessment was facilitated by Lintstock Ltd, an independent
and internal control systems. To support the Board’s annual
company, who distributed a questionnaire-based assessment to
assessment, GAA prepared a report on the Group’s principal
key stakeholders, collated the anonymous responses and provided
risks and internal controls, which described the risk
the assessment reports. This assessment included consideration
management systems and key internal controls, as well as
of the structure and scope of GAA’s work, its capabilities,
work conducted in the year to improve the risk and control
independence, the adequacy of the audit plan, quality of audit
environment including the level of assurance undertaken.
reports and its engagement with stakeholders.
The internal control framework is intended to manage rather
than eliminate the risk of failure to achieve business objectives.
It can only provide reasonable, but not absolute, assurance
against material misstatement or loss.

External audit. The process for approving all non-audit work provided by the
Deloitte continued as our external auditor with Panos Kakoullis external auditor is overseen by the Committee in order to
as the lead partner after their initial appointment in the 2015/16 safeguard the objectivity and independence of the auditor,
financial year. It is our intention to put the external audit out to and compliance with regulatory and ethical guidance.
tender every 10 years and to rotate the lead partner at least Where Deloitte has been chosen, this is as a result of their
every five years. Panos has informed the Committee that he will demonstrating the relevant skills and experience to make it
be retiring as a partner from Deloitte during 2019 and a new lead an appropriate supplier to undertake the work in a
partner will therefore transition into this role in the first quarter cost-effective manner.
of the 2019/20 financial year. Our policy for non-audit services reflects the EU regulations that
The Committee regularly reviews the role of the external auditor prohibit the provision of certain non-audit services, such as payroll
and the scope of their audit. The Committee considers the services, by the external auditor and introduces a cap on non-audit
effectiveness of the external auditor on an ongoing basis during fees. In line with the regulations, the Group is required to cap the
the year, considering, amongst other things, its independence, level of non-audit fees paid to its external auditor at 70% of the
objectivity, appropriate mindset and professional scepticism, average audit fees paid in the previous three consecutive financial
through its own observations and interactions with the external years. The 70% cap will first apply to the Group for the period
auditor, and having regard to the: ending February 2021. The non-audit fees policy is compliant
with new Ethical Standards for Auditors.
–– experience and expertise of the external auditor in their direct
communication with, and support to, the Committee; In 2018/19, Deloitte received total fees of £12.0m (2017/18: £13.5m)
–– content, quality of insights and value of their reports; consisting of £8.0m of audit fees (2017/18: £6.8m), and £4.0m for
non-audit and audit-related services (2017/18: £6.7m), which is
–– fulfilment of the agreed external audit plan; a decrease of £2.7m in total fees versus the previous period.
–– robustness and perceptiveness of the external auditor in their The total of Deloitte’s non-audit and audit-related fees in the
handling of key accounting and audit judgements; year equated to 50% of the audit fees. Fees paid to Deloitte
–– the interaction between management and the external auditor, are set out in Note 3 to the financial statements and details of
including ensuring that management dedicates sufficient time the significant non-audit work undertaken this year are set out
to the audit process; in the table on page 61.
–– provision of non-audit services, as set out below; In the period, Deloitte continued to report under the court
–– review and consideration of the results of the evaluation of approved Deferred Prosecution Agreement with Tesco Stores
the effectiveness of the external auditor; and Limited. Safeguards were put in place to mitigate any threats to
–– other relevant UK professional and regulatory requirements. Deloitte’s independence by ensuring that work was conducted
by individuals not directly involved in the external audit.
The Committee conducted an audit effectiveness review of
Deloitte in February 2019, which was facilitated by an independent We continue to take steps to reduce the level of non-audit
company, Lintstock Ltd, who distributed a questionnaire-based fees going forward to ensure compliance with the 70%
assessment to key stakeholders, collated the anonymous non-audit fee cap rules.
responses and provided assessment reports containing territory
or business specific feedback to facilitate the evolution of services
provided to the Group. The review concluded that the external
auditor was highly effective and the Committee recommended to
the Board the reappointment of Deloitte at the 2019 AGM.
Deloitte contributed a further independent perspective on certain
aspects of the Group’s financial control systems arising from their
work, and reported both to the Board and the Committee.

Level of fees Level of fees

in 2018/19 in 2017/18
Nature of service Safeguards to preserve independence (£m) (£m)
Provision of transactional services: including Engagement team separate to the audit team with independent – 1.9
quantified financial benefits synergy, working reviews and working with informed management.
capital and profit forecast reporting, relating to
the Group’s merger with the Booker Group
Retail consultancy: provision of administrative Engagement team separate to the audit team. The service is 1.3 1.5
support relating to the Group’s markdown price limited to the provision of administrative support.
optimisation process* Decision-making accountability remained with management.†
Forensic services: provision of data repository Careful consideration of the scope of services to ensure the 1.7 1.8
services for information needed by the Group advocacy and management threats are mitigated, together with
and the SFO* working with informed management. Clear separation of the
engagement teams has also been established.
SFO Monitor role: Deloitte has been appointed Under the Deferred Prosecution Agreement Deloitte were 0.1 0.8
as Monitor by the SFO under the Deferred appointed to conduct independent reviews by individuals
Prosecution Agreement agreed with Tesco not directly involved in the commercial income audits.
Stores Limited
Other non-audit services: tax compliance and Careful consideration of the scope of services to ensure the 0.4 0.2
advisory projects relating to businesses outside advocacy and management threats are mitigated, together with
of the EU and other miscellaneous risk and working with informed management. Clear separation of the
compliance services engagement teams has also been established where required.
From March 2017, no tax services have been provided to entities
within the EU as required by the applicable Ethical Standards.
Interim review performed under International The interim review is considered a non-audit service under the 0.5 0.5
Standards of Review Engagements (UK and applicable Ethical Standards, although the objectives of the
Ireland) 2410 review are aligned with those of the audit.
Total 4.0 6.7
* engagement pre-dates Deloitte’s appointment as external auditor.

† Deloitte’s work concluded in January 2019.
Appointment of auditor statement. Committee effectiveness review.

Following a formal tender process, Deloitte were appointed as The effectiveness of the Committee was evaluated this year as
external auditor with effect from the 2015 AGM. The Company is in part of the Board evaluation process. Further details can be
compliance with the requirements of The Statutory Audit Services found on page 51. The review found that the Committee was
for Large Companies Market Investigation (Mandatory Use of operating effectively and that its broad role and remit remained
Competitive Tender Processes and Audit Responsibilities) Order appropriate for the current needs of the business. In order to
2014, which relates to the frequency and governance of external identify opportunities for further improvement, members
audit tenders and the setting of a policy on the provision of discussed how the Committee is functioning in the private
non-audit services. The Committee reviews and makes a sessions that follow each meeting.
recommendation to the Board with regard to the reappointment
of the external auditor each year. In making this recommendation,
the Committee considers auditor effectiveness and independence,
partner rotation and any other factors that may impact the
Committee’s judgement regarding the external auditor. The
Company intends to conduct a tender process in line with the
regulations and by no later than 2025.
Fair, balanced and understandable statement.

The Committee considered this Annual Report and Financial
Statements 2019, taken as a whole, and concluded that the
disclosures, as well as the processes and controls underlying its
production, were appropriate and recommended to the Board that
the Annual Report and Financial Statements 2019 are fair, balanced
and understandable while providing the necessary information to
assess the Company’s position and performance, business
model and strategy.

Directors’ remuneration report
Annual statement.
Annual
“Our remuneration policy Year-on- bonus PSP
year performance performance
ensures colleagues are fairly KPIs 2018/19 2017/18(c)
change measure measure
rewarded and we remain
Group sales(a)Δ £56.9bn £51.0bn 11.5%
sensitive to the broad range
Group operating
of remuneration themes
profit before
important to our
exceptional items
stakeholders.” and amortisation
of acquired
Steve Golsby intangibles (b)Δ £2,206m £1,646m 34.0%
Remuneration Retail operating cash
Committee Chair flow(b)Δ £2.5bn £2.8bn (9.8)%
Customers
Dear Shareholder. recommend us
I am pleased to present my first Directors’ remuneration report and come back
as Chair of the Committee, having taken over the role from time and again 17pts 12pts 5pts
Deanna Oppenheimer on 1 February 2019. Deanna had chaired the Colleagues
Committee since 2015 and I would like to take this opportunity to recommend us as a:
thank her on behalf of the Board for her excellent work as Chair Great place to work 83% 83% Nil
and her support to me personally. I am delighted Deanna will be Great place to shop 50pts 49pts 1pt
remaining on the Committee, so that we can continue to benefit Supplier satisfaction 77.5% 74.9% 2.6pts
from her experience and advice.
Δ
These measures and other measures in this section are defined in the alternative
This Report provides an update on our progress in implementing performance measures section of the Annual Report on pages 178 to 181.
the remuneration policy approved at the June 2018 AGM. The (a)
Reported on a continuing operations basis at actual exchange rates, excluding fuel.
Committee appreciated the high level of shareholder support the (b)
Reported on a continuing operations basis at actual exchange rates.
remuneration policy received of over 93% in favour and the continuing
(c)
Last year figures restated for impact of IFRS 15 ‘Revenue from Contracts with Customers’.
constructive dialogue it has had with a number of shareholders, their 2018/19 incentive outcomes.
representative bodies and the wider stakeholder group. No changes During the year, Tesco delivered a strong performance against a
are proposed to the remuneration policy for 2019/20. backdrop of a challenging market and increased customer uncertainty.
The Committee has followed closely the continuing debate on The Group remains firmly on track to deliver on its six strategic drivers:
executive remuneration, fairness and corporate culture. Since the –– brand health continues to strengthen, with the YouGov Brand
AGM, the Committee has reviewed the remuneration policy and perception measures of quality and value increasing by 1.9 points
its implementation, taking account of the UK Corporate Governance and 1.3 points, respectively;
Code 2018 (2018 Code) and associated Guidance on Board
–– cost savings of £532m were achieved in the year generating a
Effectiveness, and the Companies (Miscellaneous Reporting)
total of £1.4bn towards the £1.5bn target;
Regulations 2018. It takes seriously its role in ensuring the interests of
colleagues, shareholders and other key stakeholders are considered –– £2.5bn of retail operating cash flow(a) was generated, with £8.6bn
fairly, and in the context of wider societal expectations. Although the of retail operating cash(b) generated over three years;
Committee will not be required to report on the provisions of the –– operating margin improved to 3.45% for the full year and 3.96%
2018 Code and Miscellaneous Reporting Regulations until 2020, the in H2 2018/19 (3.79% excluding Booker);
Committee welcomes these developments and has decided to –– a further £285m was released from property; and
adopt as much as practically possible early, including providing
–– innovation continued, including introducing eight new
details of the CEO pay ratio. Overall, the Committee believes the
‘Exclusively at Tesco’ brands, the relaunch of 10,000 Own Brand
remuneration policy is operating well and as expected.
products and Jack’s launched as part of our 100 years of
Remuneration alignment to strategy. great value celebrations.
The Committee considers in detail the performance metrics and Tesco’s annual bonus and PSP plans together reward the
targets for the annual bonus and Performance Share Plan (PSP) to achievement of Group, stakeholder and personal targets, provided
ensure they are appropriate and support the Group’s strategy, and performance is delivered within the Company’s risk appetite. The
create value for stakeholders. In last year’s remuneration policy Committee scrutinises performance targets, which are based on the
review, the Committee decided to make some changes to improve Board-approved annual budget and Long Term Plan, to ensure they
strategic alignment and aid simplicity. For the annual bonus, the are sufficiently challenging. Stretching performance ranges are then
financial metrics of sales growth and Group operating profit before agreed by the Committee at the start of the performance period.
exceptional items and amortisation of acquired intangibles were During the performance period, the Committee reviewed a number
retained, but balanced equally, while strategic objectives were set of unplanned and unexpected items and agreed changes to the cash
as a further annual performance metric, including key stakeholder generation and EPS* targets as set out on page 72.
measures relating to customers, suppliers and colleagues. For the
PSP, performance metrics were simplified from three to two. From Annual bonus outcomes for 2018/19 have been determined based
2018, PSP performance metrics are free cash flow and diluted EPS on Tesco’s performance over the year in sales growth (40%
pre-exceptional items and amortisation of acquired intangibles, weighting), Group operating profit before exceptional items and
IAS 19 finance costs and IAS 39 fair value remeasurements amortisation of acquired intangibles (40% weighting) and strategic
(subsequently referred to as EPS* in this Report). objectives (20% weighting). For consistency, sales and operating
profit are translated at constant exchange rates and have been
The way in which the remuneration policy aligns with and supports adjusted as set out later in this Annual Statement and on page 72,
Tesco’s strategy and the delivery of the Big 6 KPIs is set out resulting in sales of £56.7bn and operating profit of £2,222m.
opposite and further information is available on pages 16 and 17.
The financial outcomes are slightly above target performance for
operating profit before exceptional items and amortisation of
acquired intangibles and between threshold and target for sales Implementation of the remuneration policy in
growth, which reflect the very demanding nature of the targets 2019/20 and fairness.
set. This was a good performance given the challenging external The Committee remains sensitive to the issues affecting executive
environment and a background of intense competition. The remuneration and the views expressed by investors, the UK
Committee also reviewed the performance of the Executive government and the wider public, particularly regarding restraint
Directors against their individual objectives. As a result, the when setting quantum. The Committee believes such restraint is the
Committee determined that 52.5% and 49.4% of the maximum bonus right approach, while ensuring remuneration remains reflective of
opportunity should be awarded for Dave Lewis and Alan Stewart, the wider business environment and contains appropriate incentives
respectively. A summary breakdown of the targets and performance for senior executives to achieve the Group’s business objectives. In
assessments is provided in At a glance on pages 66 and 67. keeping with this theme, for 2019/20, no base salary increases will be
The 2016 PSP performance period ran to the end of the 2018/19 awarded to either Executive Director. The maximum annual bonus
financial year. Performance was measured against three metrics, opportunities for Dave Lewis and Alan Stewart will remain unchanged
with 50% subject to Tesco’s relative Total Shareholder Return at 250% and 225% of base salary, respectively. The approved
(TSR) performance, 30% subject to cumulative cash generated remuneration policy states that the maximum PSP opportunity is
from retail operations and the remaining 20% subject to key 350% of base salary. The Committee has decided to increase the
stakeholder measures relating to customers, suppliers and standard grant value of Alan Stewart’s PSP from 250% to 275% of base
colleagues. Performance was as follows: salary. This brings his PSP opportunity in line with Dave Lewis and is
designed to ensure that Alan Stewart’s remuneration package
–– Tesco’s TSR ranked below the weighted average of the remains market competitive, while recognising the value of the role
blended benchmark index. This element vested at nil; and his skills and experience. This also ensures that the link between
–– cumulative cash generated from retail operations over three long-term business performance and reward outcomes is maintained.
years of £8,379m was in line with target performance of £8,398m.
The performance measures for the 2019 PSP are unchanged from
This element vested at 14.6% of maximum opportunity; and
2018, with a 50% weighting each for EPS* and free cash flow. The
–– performance against the three stakeholder measures of Committee reviewed the selection and weighting of the financial
customer, supplier and colleague metrics vested at 14.2% of metrics for the annual bonus. The Committee concluded that while
maximum opportunity. the two financial metrics, Group operating profit before exceptional
As reported previously, buyout awards were made to Alan Stewart to items and amortisation of acquired intangibles and sales growth,
compensate him for awards forfeited on leaving his previous employer. remain the right ones, they should now be weighted 50% and 30%
The final tranche of those buyout awards vested to him in July 2018. respectively (previously both 40%). This change was made to
recognise the emphasis on profitability, following the initial
As previously announced, Charles Wilson, who joined the Board as revenue growth focus of the turnaround plan.
CEO, UK & ROI on 5 March 2018, stepped down from the Board on
16 July 2018 due to illness. I am pleased that Charles’ recovery is going The Committee will keep emerging market practice and investor
well and he remains on the Executive Committee. As Charles was an expectations under review as the next remuneration policy
Executive Director for part of the year we are required to disclose approval in 2021 approaches. However, the Committee is taking
some details on his pay arrangements. Given he was on the Board for some immediate steps to enhance the application of the existing
a short portion of the year, we have disclosed this separately from remuneration policy from 2019 as described below:
Dave Lewis and Alan Stewart and full details can be found on page 72. –– introducing post-employment shareholding requirements for
Rationale for Committee decisions in the year.
all current and future Executive Directors; and
The Committee is responsible for all executive employment –– amending how the holding period on the PSP operates for leavers.
matters: recruiting, promoting and retaining high-calibre leaders, Shares awarded under a PSP grant from 2019 onwards now cannot
setting the incentives under which these leaders operate, and be sold until five years from grant, even for a good leaver.
monitoring the results they produce and the manner in which they The Committee has considered the new requirement that pension
produce them. The overall remuneration framework has a number contributions for Executive Directors should be aligned with those
of specific goals. It is designed to motivate the leadership team to offered to the wider workforce. As part of the Committee’s 2018
achieve the Company’s strategic objectives, to lead and incentivise review of the remuneration policy the level of contribution to
colleagues, and to drive value for shareholders and other pension or cash in lieu of pension for new Executive Directors and
stakeholders. It is also designed to be competitive in the markets Executive Committee members was reduced to 15% of base salary
in which we operate and compete for talent. and a number of new appointments have been made on this basis.
The Committee’s discussions took place against a backdrop of the This level of contribution is aligned with the contributions to
wider economy and retail market in which the Company operates pension for all UK colleagues at middle management and above
and specific Company performance. The Committee considered (some 1,800 colleagues). The Committee believes this provides the
adjustments to the annual bonus outcome to take account of right measure of alignment with the wider workforce.
events which were not foreseen or allowed for at the start of the
2019 Annual General Meeting.
year when targets were set. The Committee decided to take the
I look forward to welcoming you to the 2019 AGM and hope you will
sales and profit numbers of Tesco Direct out from both targets
support the resolution relating to remuneration.
and actuals following its closure, and to adjust for Board approved
strategic decisions and legal changes in Central Europe during the
year. These adjustments resulted in a revision of the sales target
by less than 1% and an increase in the profit target. The resultant
formulaic assessment of the financial metrics of the annual bonus
was 35.9% out of a maximum of 80% for both Executive Directors
(the remaining 20% is assessed against strategic objectives which Steve Golsby
are set out on page 67). The Committee considered this to be Remuneration Committee Chair
appropriate and made no changes to this outcome. The Committee (a)
Net debt, retail operating cash flow and retail free cash flow exclude the
also considered the PSP formulaic outturn of 28.8%. Whilst impact of Tesco Bank.
acknowledging that this level of vesting under the PSP did not (b)
Cumulative retail cash generated from operations excluding pension deficit
fully reflect the Group’s strong performance over the three-year repayments, cash outflows relating to SFO fine and shareholder compensation
scheme payments and cash payments in lieu of colleague bonus shares.
performance period, the Committee determined that no
adjustments would be made to the formulaic outcomes for
the Executive Directors.
Directors’ remuneration report continued
Reward principles.
The principles of a fair workplace. Executive
Tesco’s purpose is to serve shoppers a little better every day. Element Committee WL
of pay Purpose and WL4-5 1-3
To live up to that purpose our colleagues need to reflect and
Annual The opportunity for colleagues to receive
represent the communities we serve. Tesco aims to be a place
bonus an annual bonus for the delivery of
where colleagues can get on, as they wish, no matter what their
business and personal goals. Annual
background. We are proud of our long history of helping bonus opportunity provides colleagues
colleagues develop their careers in Tesco. with a balance between fixed and variable
To continue building an inclusive culture where everyone feels pay related to market practice based on
welcome, it is important that colleagues feel fairly rewarded. role. At senior levels a proportion of any
bonus is deferred into Tesco PLC shares
We have clear principles for a fair workplace against which we
to provide additional alignment with
measure ourselves. When we are successful colleagues can expect:
shareholders’ experience.
–– a total reward package that provides flexibility and choice, and Performance Colleagues with responsibility for
is competitive in the markets in which Tesco operates and from Share Plan long-term Group performance are
which it recruits for talent; incentivised to achieve Tesco’s strategy
and create sustainable shareholder value.
–– to share in Tesco’s success and be recognised for their
contributions through pay that is transparent; The balance between the different elements of remuneration
–– rewards that can help support a decent standard of living depends largely on the role and seniority of colleagues. Junior
and provide the opportunity to plan and save for the future; colleagues’ remuneration is principally fixed pay, reflecting our
–– to make wellbeing and lifestyle choices, having access to a range principle of helping to support a decent standard of living, where
of benefits and flexibility over working hours and place of work; regular pay levels help with personal budgeting and planning.
–– to have access to career opportunities and accredited training For more senior colleagues, remuneration is weighted more
to develop their potential whatever their age or background; and towards variable pay, which can increase or decrease based on
the performance achieved against our goals. This approach to
–– through Tesco’s consultative forums, trade union partnerships
pay design also reflects each individual’s ability to influence
and colleague surveys to have their voice heard and represented
Tesco’s performance. We also take account of the requirements of
at all levels, and access to information about what is happening
the UK Corporate Governance Code and the views of our investors
in the business.
and other external bodies, as evidenced by the letter from the
Rewarding our colleagues fairly. Committee Chair to major investors informing them of the intention
Tesco provides colleagues across the Group with a competitive to increase the standard grant value of Alan Stewart’s PSP award.
reward package. In Tesco’s UK business in 2018/19 colleagues So while the balance of the elements of remuneration may
received a reward and benefits package in line with the elements differ, we have a consistent overall principle that all colleagues
set out in the table below. The purpose of each element is the should be paid competitively against the relevant pay benchmark.
same for all colleagues, which creates a consistent cascade
throughout the organisation. Colleagues across the Group are regularly asked about how they
feel about pay and benefits at Tesco. Our 2018 survey showed
Executive
Element Committee WL almost two-thirds agreed that the pay for the job they do is fair and
of pay Purpose and WL4-5 1-3 three-quarters were happy with the benefits they receive. Both
Base salary Base salary supports the recruitment and outcomes were well ahead of relevant external benchmarks, but
retention of colleagues of the calibre, we continue to invest in ensuring we remain an employer of choice.
How our principles are brought to life.

capability and experience needed to
perform their role. Base salary provides
fixed remuneration and reflects the size, We are committed to providing colleagues with equal access to
scope and complexity of individual role opportunities, skills, flexibility and fair reward. We are putting
responsibilities. more of our learning online, creating more choices on flexible
Benefits A market-competitive level of benefits working and providing support and guidance for colleagues to
for colleagues, which enhance the own their own careers.
reward package and provide other
reasons to work at Tesco, such as Over the last year, Tesco has continued to focus on building a
discount in store. fair workplace, providing colleagues with the flexibility, skills and
Pension The opportunity to save for retirement, reward to get on as part of our overall employee value proposition.
with the employing company providing a This has included:
match to employee contributions. –– Effective Leadership – We have introduced our Managing a
Team at Tesco programme to help build leadership skills.
It has supported over 1,300 managers in stores, distribution
and convenience businesses to be at the heart of the colleague
experience, helping their teams to be more effective and
serve our shoppers a little better every day.
–– Helping Colleagues be at their Best – We have worked with
partners, such as Nuffield Health, to develop a wellbeing
programme based on improved nutrition, a healthy body and
healthy mind. Colleagues have accessed Mindapples e-learning

more than 20,000 times since it launched and over 800 UK Gender pay.
colleagues have taken part in mental health awareness Tesco’s first full gender pay gap report for the year to April 2017
workshops aimed at tackling the stigma around mental health. was published in February last year and we have recently
–– Building skills for the future – We are investing in our colleagues’ published our second report for the year to April 2018.
futures. In September 2018, we doubled our UK school leaver The 2018 report shows that the median gender pay gap of 8.9% has
apprenticeship programme, and introduced a Finance changed little since last year’s figure of 8.7%. It remains well below
apprenticeship and our first Apprentice Degree in Food Science the UK national average of 17.9%. A key reason for the gap remains
and Technology. In Central Europe, we have 1,150 people on our the different work pattern choices colleagues are making. Male
apprenticeship scheme, spending half their week at college and colleagues are choosing to work premium hours (Sundays, bank
half learning on the job at Tesco. holidays and night work), which attract higher rates of pay, more
–– In Thailand, our Student Part-Time Programme scholarships often than female colleagues. If these premium hour payments
allowed 800 colleagues to pursue higher education and our were to be removed from the calculation, then Tesco’s median
Tesco Junior Programme is helping a further 200 colleagues gender pay gap would reduce to 3.1%.
to earn a vocational degree while working.
Tesco offers colleagues opportunity, choice and flexibility and will
–– Developing Employability – In July 2018, we committed to help continue to support them in choosing work patterns that best suit
10,000 young people to improve their employability and life skills their personal situation and preferences. At the same time, we will
through Prince’s Trust Achieve Clubs. We will focus over three work to identify and remove any gender-related barriers to making
years on funding the running of 40 Achieve Clubs in areas of those choices.
greatest need, developing content and lesson plans in customer
As a sign of our commitment to increasing female representation
service and leadership and bringing the content to life through
at senior levels, Tesco signed up as a member of the 30% Club in
volunteering opportunities for our colleagues.
2018. By February 2019 the initial 30% ambition had been met, with
CEO pay compared to pay of UK employees. 31% of both the Board and Executive Committee being women.
Tesco is a retail business with one of the largest workforces in the Women also make up 37% of our director and manager population.
UK, employing over 300,000 colleagues, mostly in customer-facing However, to maintain and increase this representation we know we
roles in store or working in our distribution network. We apply the need to do more for women earlier in their careers. That is why we
same reward principles for all – that overall remuneration should launched last year a targeted development programme with a
be competitive when compared to similar roles in other group of talented female colleagues who will be helped positively
organisations from which we draw our talent. For customer-facing to drive their careers. In parallel, we are making as much of this
colleagues, we benchmark with other large retailers. For our CEO, development material as possible available to all our Tesco
we benchmark against a small and highly sought-after pool of CEOs colleagues online, so everyone has the opportunity to benefit.
of major companies with international reach and accountabilities. In addition, our Women’s Network has developed a gender diversity
Given this workforce profile, all three of the CEO pay ratio partnership with a number of other companies to encourage
reference points compare our CEO’s remuneration with that of women to own their career choices through mentoring, learning
colleagues in mainly customer-facing roles and there is relatively and helping to build a smarter working culture more attuned to
limited difference in the outcomes as shown below. Also, we know the needs of a diverse workforce. We will continue to challenge
that year-to-year movements in the pay ratio will be driven largely ourselves to help more women to progress their careers at Tesco.
by our CEO’s variable pay outcomes. These movements will
significantly outweigh any other changes in pay within the Further information is set out in the Tesco Gender
organisation. Whatever the CEO pay ratio, Tesco will continue Pay Gap Report at www.tescoplc.com/genderpay.
to invest in competitive pay for all colleagues.
The total pay and benefits of UK colleagues at the 25th, 50th and 75th
percentile and the ratios between the CEO and these colleagues,
using the CEO’s single total remuneration figure for 2018/19 of
£4,600,000, are as follows:
25th 50th 75th
percentile percentile percentile
pay ratio pay ratio pay ratio
Total pay and

benefits (FTE) £18,646 £20,364 £21,982
CEO pay ratio 247:1 226:1 209:1
(a)
Tesco has chosen to use Option C to calculate its CEO pay ratio. This option was
chosen given the size and complexity of the exercise required to produce these
ratios in an environment of significant part-time employment and variable working
hours. Tesco has already completed comprehensive data collation and analysis for
the purposes of gender pay gap reporting. We were able to use additional pay data
to minimise differences in pay definitions between the CEO single total remuneration
figure and gender pay reporting.

Remuneration at a glance.
What our Executive Directors earned in –– Bonus awards to our Executive Directors are linked to
2018/19. performance, and the Committee remains sensitive to the
views of investors and stakeholders, particularly regarding
Guided by our remuneration policy, which received over 93% of restraint when determining the potential size of awards.
votes in favour at our 2018 AGM, we aim to reward responsibly and After four years, we have met or are about to meet the vast
fairly so that all colleagues are rewarded competitively against the majority of our turnaround goals, and our business is on a
relevant pay benchmark for their role. This is a consistent principle, more sustainable footing. Even with this strong performance,
across every level of our business. the annual bonus for Dave Lewis in 2018/19 vested at 52.5%
Tesco focuses on executive pay in the context of the overall spend of maximum opportunity, and at 49.4% for Alan Stewart.
on remuneration across the Group:
Executive remuneration and all colleague costs
–– Between 2015/16 and 2018/19, we have invested significantly 110
in pay for our customer-facing colleagues, and the hourly
100
rate for UK store colleagues has increased by 14%. Over the
same period, the base salaries of Dave Lewis and Alan Stewart 90
have remained unchanged as set out in the chart on page 75.
80
–– Since July 2014, Executive Committee base salary costs as a
proportion of the total Group spend on remuneration have 70
fallen by a third and now represent 0.1% of total Group wage 60

costs. At the same time, the average total reward package for 01/07/2014 2014/15 2015/16 2016/17 2017/18 2018/19
colleagues across the Group, inclusive of variable pay outcomes, Average cost of total reward – all colleagues – as a % of 1 July 2014
has risen by about 6.9%, as set out in the chart opposite. Executive Committee base salaries as a % of total Group wage
costs – as a % of 1 July 2014 ratio
Single total figure of remuneration – Executive Directors (audited).

The following table provides a summary single total figure of remuneration for 2018/19 and 2017/18 for the Executive Directors.
Further details are set out in the Annual report on remuneration commencing on page 70.
Short-term Long-term
annual Performance
Base salary Benefits Pension bonus Share Plan Total
Year (£’000) (£’000) (£’000) (£’000) (£’000) (£’000)
Dave Lewis 2018/19 1,250 61 313 1,641 1,335(b) 4,600
2017/18 1,250 65 313 2,275 1,210(c) 5,113
Alan Stewart 2018/19 750 59 188 834 728(b) 2,559
2017/18 750 53 188 1,248 660(c) 2,899
(a)
Details of the remuneration of Charles Wilson, who stood down from the Board on 16 July 2018, are set out on page 72.
(b)
The three-month average share price to 23 February 2019 of 210p has been used to indicate the value of the 2016 PSP, which will vest in May 2019. The value includes the reinvestment of
dividends paid on vested shares, between grant and vest, in Tesco PLC shares.
(c)
The value of the 2015 PSP has been updated to reflect the share price on the date of vesting of 256p. The value includes the reinvestment of dividends paid on vested shares, between
grant and vest, in Tesco PLC shares.
2016 PSP vesting (audited).

The PSP award granted in 2016 will vest in May 2019 based on performance up to and including the 2018/19 financial year.
The performance outcome was as follows:
Actual Payout Payout
Metrics (% maximum) Performance targets Vesting level performance (vesting level) (% of maximum)
Threshold Target Stretch Threshold Target Stretch
Performance 8% p.a.
equal to the outperformance
Relative TSR(a) (50%) index – of the index 25% – 100% Below index 0% 0%
Cash generation(b) (30%) £7,998m £8,398m £8,798m 25% 50% 100% £8,379m 48.7% 14.6%
Stakeholder:
Customer (6.66%) 2pts – 24pts 0% – 100% 17pts 68% 4.5%
Supplier (6.66%) 70% – 82% 0% – 100% 77.5% 63% 4.2%
Colleague:
Great place to work (3.33%) 81% – 84% 0% – 100% 83% 66% 2.2%
Great place to shop (3.33%) 41pts – 47pts 0% – 100% 50pts 100% 3.3%
(a)
TSR was assessed against a benchmark index made up of FTSE 350 Food and Drug Retailers (excluding Tesco) and FTSE 350 General Retailers weighted 85% and 15%, respectively.
(b)
Details of adjustments to the cash generation targets are set out on page 72.
Based on the above performance, 28.8% of the 2016 PSP awards will vest in May 2019. This will result in 635,814 shares and 346,807 shares
vesting to Dave Lewis and Alan Stewart, respectively.

Annual bonus outcomes (audited).

The Committee determined that 52.5% and 49.4% of the maximum bonus opportunity be awarded to Dave Lewis and Alan Stewart, respectively.
Actual profit performance exceeded the underpin. Performance against each of the objectives for 2018/19 was assessed as follows:
Financial performance in 2018/19 (80% of bonus maximum) (audited).

Sales growth (40% weighting). Group operating profit (40% weighting).
Vesting Threshold Target Stretch Threshold Target Stretch
30% 0%
50% 50%
100% 100%
Performance £56,534m £57,110m £57,686m £1,919m £2,197m £2,476m

required
Payout 35.3% Payout 54.5%
Actual performance Actual performance

£56,682m £2,222m
(a)
For consistency, reported outcomes at constant exchange rates are used for incentive purposes.
Performance for the financial elements of the annual bonus has been positive, with sales growth being between threshold and target and
Group operating profit before exceptional items and amortisation of acquired intangibles performance being between target and stretch.
Strategic objective performance in 2018/19 (20% of bonus maximum) (audited).

The Committee carefully reviewed the performance of the Executive Directors against their individual objectives set at the beginning of the financial
year. Details of how their performance towards these objectives was assessed is set out below. Further details are provided on page 71.
Individual objectives: Dave Lewis. Individual objectives: Alan Stewart.
China JV opportunities (5% weighting) China JV opportunities (5% weighting)
Payout 66% Payout 66%
Loyalty (5% weighting) Finance Transformation (5% weighting)
Delivery of Booker synergies (5% weighting) Delivery of Booker synergies (5% weighting)
Stakeholder objectives (5% weighting): Dave Lewis and Alan Stewart.
Customer (1.66% weighting) Supplier (1.66% weighting) Colleague (Great place Colleague (Great place
to work) (0.83% weighting) to shop) (0.83% weighting)
Threshold Target Stretch Threshold Target Stretch Threshold Target Stretch Threshold Target Stretch
Payout 100% Payout 100% Payout 50% Payout 50%
13pts 14pts 16pts 17pts 74.8% 74.9% 75% 77.5% 82% 83% 84% 48pts 50pts 52pts
Actual Actual Actual Actual

performance performance performance performance

Directors’ remuneration
policy.
Implementation in 2019/20.
We have reviewed our remuneration policy in the year, particularly in light of the amended 2018 Code. We will continue to implement the
remuneration policy that was approved at the 2018 AGM. A summary of the proposed 2019/20 remuneration packages for the Executive
Directors is set out below. The full remuneration policy, as approved at the 2018 AGM, can be found on the Tesco website at
www.tescoplc.com/investors/corporate-governance.
Fixed pay.
Element of remuneration Dave Lewis Alan Stewart
Base salary £1,250,000 £750,000
Pension Cash allowance in lieu of pension Cash allowance in lieu of pension
of 25% of base salary of 25% of base salary
Annual bonus.
Dave Lewis Alan Stewart
Quantum Maximum of 250% of base salary Maximum of 225% of base salary
Annual bonus deferral 50% of bonus awarded deferred into Tesco PLC shares for three years
Annual bonus performance metrics(a) Group operating profit before exceptional items and amortisation of acquired intangibles (50%), sales
growth (30%), strategic objectives (20%) and Group operating profit before exceptional items and
amortisation of acquired intangibles underpin
(a)
Annual bonus targets are considered by the Board to be commercially sensitive as they could inform Tesco’s competitors of its budgeting. Therefore, we do not publish details of the
targets on a prospective basis. However, we will provide full and transparent disclosure of the targets and the performance against these targets on a retrospective basis in next year’s
Annual Report at the same time that the bonus outcome is reported.
Performance share plan.

Quantum Maximum of 275% of base salary Maximum of 275% of base salary
PSP term Three-year performance period and two-year post-vest holding period
Vesting level
Performance measure Weighting Threshold (25%) Stretch (100%)
EPS*(a)(b)(d) 50% 17.2p 23.2p
PSP performance metrics Free cash flow
and targets (three years)(a)(b)(c) 50% £4,334m £6,501m
(a)
EPS* and free cash flow targets have been adjusted for the impact of IFRS 16.
(b)
Both PSP performance measures have straight-line vesting between threshold and stretch.
(c)
The free cash flow target has been increased to include the impact of the additional year-end working capital balance, as disclosed in relation to the 2016 PSP award on page 72.
(d)
Threshold and stretch EPS* targets equate to compound growth of 7.6% and 18.9% per annum, respectively.
Minimum shareholding requirement.

Shareholding requirement 400% of base salary 300% of base salary
Summary of remuneration policy and proposed amendments.

A summary of the remuneration policy is shown below, along with a summary of the key changes to how the policy will be implemented in 2019/20:
Remuneration policy Key changes to the implementation of remuneration policy in 2019/20
Base ––Executive Directors receive a base salary based on the size and scope of their ––The Committee believes that the current base salary
salary responsibilities and their experience. levels continue to be appropriate. The base salaries of
––Salaries are normally reviewed annually, with changes being effective from 1 July. Dave Lewis and Alan Stewart will remain unchanged in
––Pay decisions are informed, but not driven, by external benchmarking and 2019/20. This decision has been made alongside a
market data. review of colleague salaries.
Benefits ––Executive Directors receive a number of core benefits such as company
car (or cash allowance), life assurance and health care insurance.
Pension ––At the last policy review, we reduced our pension policy for new Executive
provision Directors and Executive Committee members to 15% of base salary
(from 25%), which is aligned with UK colleagues at middle management
and above (about 1,800 colleagues).
––Current Executive Directors receive a cash allowance in lieu of pension
of 25% of base salary.
Annual ––Executive Directors can be awarded an annual bonus of up to 250% of base salary. ––The annual bonus metrics of Group operating profit
bonus ––50% of any bonus earned is deferred into Tesco PLC shares for three years. before exceptional items and amortisation of acquired
––Performance is measured against financial and non-financial metrics. intangibles and sales growth have been retained, but
the weighting has been changed to 50% and 30%,
––Clawback and malus provisions apply.
respectively (previously both 40%).

Remuneration policy Key changes to the implementation of remuneration policy in 2019/20

Performance ––Executive Directors can participate in a PSP with a maximum ––The Chief Financial Officer’s PSP grant has been increased to 275%
Share Plan grant value of 350% of base salary. of base salary. This is in line with the Group Chief Executive’s award
––Performance is measured against financial metrics over a of 275% of base salary and is within the approved policy limits.
three-year performance period. A subsequent two-year holding ––The approved remuneration policy is that any vested PSP shares must
period applies post vesting. be held until the earlier of five years from grant or two years from
––Clawback and malus provisions apply. leaving. From 2019 grants, this requirement has been strengthened
such that all vested shares cannot be sold until five years from grant.
Shareholding ––The Group Chief Executive and the Chief Financial Officer are ––The Committee noted the provision of the 2018 Code to have a
requirements subject to a minimum shareholding requirement of 400% and policy on post-cessation shareholdings. A post-cessation holding
300% of base salary, respectively. requirement for Executive Directors was set at 100% of their
shareholding requirement for one year, and 50% for the second
year post departure.
––To ensure this requirement can be implemented over time, the
Committee has decided that Executive Directors will be required
to sign an undertaking in this respect.
Scenario charts.
The total remuneration opportunity of the Executive Directors is strongly performance based and weighted to the long term. The graphs
below illustrate scenarios for the projected total remuneration of Executive Directors at three different levels of performance: minimum,
on-target and maximum. Note that the projected values exclude the impact of any share price movements or potential benefits under
all-employee share schemes. These charts reflect projected remuneration for the financial year 2019/20.
Group Chief Executive – Dave Lewis Chief Financial Officer – Alan Stewart
(£‘000) (£‘000)
£8,186
42%
£4,905 £4,747
35%
43%
38% £2,872
32% 36%
£1,624 36%
£997 29%
100% 33% 20%
100% 35% 21%
Minimum On-target Maximum Minimum On-target Maximum

Fixed pay Annual bonus Long-term incentive
Performance scenarios.
On-target assumed to be 50% of maximum for annual bonus and Performance Share Plan (PSP).
Group Chief Executive Chief Financial Officer
Annual bonus (maximum as a % of base salary) 250% 225%
PSP (maximum as a % of base salary) 275% 275%
Minimum performance No annual bonus payout
No vesting under the PSP
On-target performance 50% annual bonus payout
50% PSP vesting
Maximum performance 100% annual bonus payout
100% PSP vesting
Assuming a share price appreciation of 50% during the performance period of the PSP, the maximum for Dave Lewis and Alan Stewart would
increase to £9,905,000 and £5,778,000, respectively.
Fixed pay is based on current values as set out in the table below:
Base salary Benefits(a) Pension Total fixed pay
Group Chief Executive – Dave Lewis (£’000) 1,250 61 313 1,624
Chief Financial Officer – Alan Stewart (£’000) 750 59 188 997
(a)
Benefits for Dave Lewis and Alan Stewart are as set out in Single total figure of remuneration on page 66.

Annual report on
remuneration.
This section details the remuneration of the Executive and Non-executive Directors during the financial year ended 23 February 2019 and
has been prepared in accordance with Part 3 of The Large and Medium-sized Companies and Groups (Accounts and Reports) (Amendment)
Regulations 2013 and Rule 9.8.6 of the Listing Rules. The Directors’ remuneration report (excluding the Summary of remuneration policy) will
be proposed for an advisory shareholder vote at the 2019 AGM.
Fixed remuneration.
Salary.
The Committee considered the Group Chief Executive’s and Chief Financial Officer’s base salaries during 2018/19 taking into account pay
review budgets across the Group. As a result, the Committee determined that the base salaries for Dave Lewis and Alan Stewart would remain
unchanged for 2019/20. The base salaries of Dave Lewis and Alan Stewart have remained unchanged since their dates of appointment in 2014.
Base salary 2018/19 2017/18 2018/19 2017/18
Increase in year (%) Nil Nil Nil Nil
Annual base salary (£’000) 1,250 1,250 750 750
Base salary received in year (£’000) 1,250 1,250 750 750
Benefits (audited).
Each Executive Director received a car or cash allowance and the benefit of a driver. The Company also provided health insurance and life
assurance. Details of benefits paid in 2018/19 are set out in At a glance on page 66.
Pension.
Dave Lewis and Alan Stewart received a cash allowance in lieu of pension of 25% of base salary.
Pension 2018/19 2017/18 2018/19 2017/18
Annual cash allowance in lieu of pension (% of base salary) 25% 25% 25% 25%
Annual cash allowance in lieu of pension (£’000) 313 313 188 188
2018/19 variable remuneration (audited).

2018/19 annual bonus payouts for the Executive Directors.
In determining the final level of bonus payable, the Committee considered the wider performance of the Group and noted that management
were continuing to make improvements in the way we serve customers, had met the vast majority of the turnaround targets and had
strategically repositioned the Group. The Committee considered potential adjustments to the annual bonus measures to take account
of events which have impacted outcomes, but which were not foreseen or allowed for at the start of the year when targets were set.
The Committee decided to take the sales and profit numbers of Tesco Direct out from both targets and actuals following its closure.
The Committee also decided to adjust targets to reflect Board approved strategic decisions and legal changes (e.g. restrictions being placed
on trading days) in Central Europe. Outcomes have been adjusted to remove Tesco Direct sales and losses incurred in the first five months
of the year before it was closed. This resulted in the sales performance figure for incentive purposes being £95m lower than the reported
outcomes and the profit figure being £24m higher than the reported outcomes.
Executive Directors
Total annual bonus payout in 2018/19 (audited) Dave Lewis Alan Stewart
Stretch bonus opportunity (% of base salary) 250% 225%
Actual bonus (% of maximum) 52.5% 49.4%
––sales growth 14.1% 14.1%
––Group operating profit 21.8% 21.8%
––individual objectives 12.4% 9.3%
––stakeholder objectives 4.2% 4.2%
Actual bonus (% of base salary) 131.3% 111.2%
Actual bonus (£’000) 1,641 834
Deferred into shares (50% of actual bonus) (£’000) 820.5 417
(a)
Details of the outcomes of each annual bonus metric are set out on page 67.

2018/19 achievement of individual objectives.

Executive Director China JV opportunities (5%) Loyalty (5%) Booker synergies (5%)
Dave Lewis During the year, there were a number A number of improvements were made to Against a backdrop of
of initiatives focused on improving the Clubcard during the year, including a refresh considerable change, Booker
performance of the Group’s joint of the Clubcard app with Faster Vouchers synergies of £79m were
venture in China – Gain Land Limited. functionality, with users up 34% year-on-year, generated. This was above
This resulted in a payout between and the launch of Colleague Clubcard Plus. As a the target of £60m and
target and stretch of 3.3%. result of this performance a maximum payout resulted in a payout of 4.1%.
was achieved of 5%.
Executive Director China JV opportunities (5%) Finance Transformation (5%) Booker synergies (5%)
Alan Stewart As above, payout between target and The new general ledger went live in the UK in As above, payout between
stretch of 3.3%. November 2018. Work remains on rolling it out to target and stretch of 4.1%.
international businesses. Payout between threshold
and target of 1.9%.
(a)
Details of the outturn of the financial and stakeholder performance metrics for the 2018/19 annual bonus are set out in At a glance on page 67.
2016 PSP vesting (audited).

The PSP award granted in 2016 will vest in May 2019 based on performance up to and including the 2018/19 financial year. The performance
outcome was as follows:
Number of
Performance targets Vesting level shares to vest(c)
Actual Payout Dave Alan
Measures (% maximum) Threshold Target Stretch Threshold Target Stretch performance (% maximum) Lewis Stewart
Relative TSR(b) (50%) Performance – 8% p.a. 25% Straight-line 100% Below 0%
equal to the outperformance vesting index
index of the index between
threshold and
stretch
Cash generation (30%) £7,998m £8,398m £8,798m 25% 50% 100% £8,379m 14.6% 635,814 346,807
(a)
The stakeholder measures paid out at 14.2% of maximum opportunity. Further details are set out on page 66.
(b)
TSR was assessed against a benchmark index made up of FTSE 350 Food and Drug Retailers (excluding Tesco) and FTSE 350 General Retailers weighted 85% and 15%, respectively.
(c)
For the equivalent value in cash see the Single total figure of remuneration table on page 66.
(d)
Details of adjustments to the cash generation targets are set out on page 72.
Based on the above performance, 28.8% of the 2016 PSP awards will vest in May 2019. The share price at grant of the 2016 PSP award was 159p.
Based on the three-month average share price to 23 February 2019 of 210p, £324,011 of the value of the PSP award for Dave Lewis and
£176,733 of the value of the PSP award for Alan Stewart is attributable to share price appreciation over the three-year performance period.
The Committee considered the formulaic outcomes of the PSP award in the context of specific Company performance, the wider
shareholder and stakeholder experiences and the change in the actual value of shares which will be delivered to Dave Lewis and
Alan Stewart as a result of share price appreciation. Following such considerations and despite agreeing that the formulaic outcomes
did not reflect the Group’s strong performance over the three-year performance period, the Committee determined that it would
not apply any discretion in respect of their awards.
2018 PSP award grant (audited).

The following summarises the PSP awards made to Dave Lewis and Alan Stewart in 2018/19.
Gross Face value Threshold Stretch
Date number (% of base Face vesting (% of vesting (% of Vesting
Type of award of award of shares salary) value (£)(a) face value) face value) date
Dave Lewis Performance share award subject to performance
conditions and continued employment 16/07/18 1,340,103 275% 3,437,500 25% 100% 16/07/21
Alan Stewart Performance share award subject to performance
conditions and continued employment 16/07/18 730,965 250% 1,875,000 25% 100% 16/07/21
(a)
The face value has been calculated using the market price on grant of 256.51p (16 July 2018). The range of the Company’s share price for the year was 190p to 266p.
(b)
The awards have a three-year performance period which will end on 27 February 2021 and are subject to malus and clawback. Details of the performance measures and targets applying
to the awards were set out in last year’s Annual Report.
(c)
The vested shares, net of any tax liabilities, will be subject to a post-vesting holding period of two years.
(d)
The table shows the maximum number of shares that could be released if awards were to vest in full.

Adjustments to PSP targets.

The Committee considered adjustments to targets as a result of a number of unplanned items and agreed the following changes to ensure the
PSP awards remained equally stretching and a clear line of sight was maintained.
2016 PSP award – Adjustments to cash generation targets.

Threshold (£m) Target (£m) Stretch (£m)
Original targets 8,600 9,000 9,400
Adjustments (602) (602) (602)
Revised targets 7,998 8,398 8,798
Targets were adjusted to:

(a)
–– add targeted cash generation from the Booker business over the period following the merger in March 2018 to ensure the stretch in targets was maintained and management were
incentivised to deliver the full financial benefits;
–– remove the cash costs relating to the SFO fine and shareholder compensation scheme payments. This settlement related to historic accounting practices prior to the current
management team joining the business;
–– remove the one-off cash cost of the decision to pay the Colleague bonus plan from 2016 in cash, rather than shares. This decision was taken to appropriately manage equity issuance
and did not reflect an additional economic cost; and
–– reflect decisions impacting working capital made in the second half of the year, including the impact of additional stock build as a result of political uncertainty. The most significant of
these related to a decision to delay the implementation of a new general ledger system by a few months, which resulted in the collection of some receivable balances being delayed into
the beginning of 2019/20. As this was a timing issue, targets were adjusted accordingly. This adjustment was reviewed by the Audit Committee. A commensurate increase has been made
to the budgets and targets for the 2019 PSP award. This adjustment will not be made to the cash flow measures on the 2017 and 2018 PSP awards, which are based on cumulative cash flow.
2017 PSP award – Adjustments to cash generation targets.

Threshold (£m) Target (£m) Stretch (£m)
Original targets 9,200 9,700 10,200
Revised targets (including impact of Booker transaction and SFO fine and shareholder compensation
scheme payments) 9,603 10,103 10,603
Revised targets (including IFRS 16) 10,676 11,176 11,676
(a)
The adjustments outlined for 2016 PSP awards above in relation to Booker and the SFO fine and shareholder compensation scheme payments, also apply to the 2017 PSP award.
(b)
In addition, targets have been adjusted to take into account IFRS 16 (the new lease accounting standard) as the original targets were set on the basis of the previous accounting standard.
This adjustment to targets is purely formulaic to take into account the new standard.
2018 PSP award – Adjustment to EPS* targets.

Threshold (p) Target (p) Stretch (p)
Original targets (excluding IFRS 16) 18.0 21.2 24.4
Revised targets (including IFRS 16) 16.1 19.3 22.5
(c)
The EPS* targets for the 2018 PSP award have been adjusted to take into account IFRS 16. This adjustment to targets is purely formulaic to take into account the new accounting standard.
Remuneration of Charles Wilson in 2018/19 (audited).

Charles Wilson joined the Board as CEO, UK & ROI on 5 March 2018 and stepped down from the Board on 16 July 2018 due to illness. As he
was on the Board for a short portion of the year, his remuneration has been disclosed separately from that of the other Executive Directors.
The figures shown below relate to the portion of the year in which Charles Wilson was on the Board.
Long-term
Short-term performance
Base salary Benefits Pension annual bonus share plan Total
Year (£’000) (£’000) (£’000) (£’000) (£’000) (£’000)
Charles Wilson 2018/19 212 8 42 206 – 468
Fixed remuneration.
Charles Wilson’s base salary on appointment was £575,000 and his cash allowance in lieu of pension was 20% of base salary. He also received
benefits consisting of life assurance and a cash car allowance.
Variable remuneration.
The maximum annual bonus opportunity for Charles Wilson on appointment was 200% of base salary. This was measured against financial and
strategic objective metrics, in line with other Executive Directors’ and senior managers’ awards. The financial metrics were measured, and the
outcome was adjusted, in the same way as for other Executive Directors and senior managers, and therefore his performance outcome in the
year against these metrics is the same as described in At a glance on page 67. Charles Wilson achieved a performance outcome of 10% against
his strategic objectives, making his 2018/19 bonus outturn 45.9% of maximum opportunity. In accordance with the remuneration policy, 50%
of the award will be deferred into Tesco PLC shares for three years, subject to continued employment. Details of his interests in share awards
are set out on page 75.

Implementation of remuneration policy in 2019/20.

2019/20 salary.
The base salaries of Dave Lewis and Alan Stewart will remain unchanged in 2019/20 at £1,250,000 and £750,000, respectively.
2019/20 annual bonus awards.

The maximum annual bonus opportunity and performance measures for each of the Executive Directors for 2019/20 is as follows:
Executive Director Maximum opportunity
Dave Lewis 250%
Alan Stewart 225%
Measures Weighting
Group operating profit before exceptional items and amortisation of acquired intangibles 50%
Sales growth 30%
Strategic objectives 20%
Group operating profit before exceptional items and amortisation of acquired intangibles Underpin
Annual bonus targets are considered by the Board to be commercially sensitive as they could inform Tesco’s competitors of its budgeting.
Therefore, we do not publish details of the targets on a prospective basis. However, we will provide full and transparent disclosure of the
targets and the performance against these targets on a retrospective basis in next year’s Annual Report at the same time that the annual
bonus outcome is reported.
The 2019/20 targets were set based on 2018/19 average actual foreign exchange rates. Performance against these targets will be measured
based on the same rates in order to ensure consistent treatment of foreign exchange in both targets and actual performance. To ensure
that Executive Directors are not incentivised to grow sales at the expense of satisfactory profitability, a Group operating profit before
exceptional items and amortisation of acquired intangibles underpin will continue to be applied to the annual bonus below which no
portion of the bonus will be paid.
2019 PSP award grant.

As set out in the Annual statement, the Committee has agreed to increase from 250% to 275% of base salary the grant value of Alan Stewart’s
PSP. The value of the PSP awards to be granted to each Executive Director in 2019 and corresponding performance measures are as follows:
Executive Director Maximum opportunity
Dave Lewis 275%
Alan Stewart 275%
Performance measure Definition of measure

EPS* Diluted earnings per share from continuing operations before exceptional items and amortisation of acquired
intangibles, net pension finance costs and fair value remeasurements on financial instruments.
Free cash flow Free cash flow includes all cash flows from operating and investing activities, plus the market purchase of shares net
of proceeds from shares issued in relation to share schemes and lease payments. The following items are excluded:
investing cash flows that increase/(decrease) items within Group net debt, and cash flows from major corporate
acquisitions and disposals. This measure reflects the cash available to shareholders.
Both financial measures are defined in the same manner as the reported alternative performance measures as set out on pages 178 to 181.
The corresponding incentive targets over the three-year performance period are:
Threshold Stretch
Vesting Performance Vesting Performance
Performance measure Weighting level required level required
EPS*(a)(b)(d) 50% 25% 17.2p 100% 23.2p
Free cash flow (three years)(a)(b)(c) 50% 25% £4,334m 100% £6,501m
(a)
EPS* and free cash flow targets have been adjusted for the impact of IFRS 16.
(b)
Both PSP performance measures have straight-line vesting between threshold and stretch.
(c)
The free cash flow target has been increased to include the impact of the additional year-end working capital balance, as disclosed in relation to the 2016 PSP award on page 72.
(d)
Threshold and stretch EPS* targets equate to compound growth of 7.6% and 18.9% per annum, respectively.
Performance targets are set taking into account internal budget forecasts, the Long Term Plan, external expectations and the need to ensure
that targets remain incentivising.
Details of the awards made to Dave Lewis and Alan Stewart in 2019 will be reported in next year’s Annual Report.
Dividend equivalents.
Awards will incorporate the right (in cash or shares) to receive the value of dividends between grant and vest in respect of the number of shares
that vest. The calculation of dividend equivalents will assume reinvestment of those dividends in Tesco PLC shares on a cumulative basis.

Performance graph.
The following chart illustrates the performance of Tesco measured by Total Shareholder Return (share price growth plus dividends paid)
against the FTSE 100, which is a broad market index of which Tesco is a constituent, over a period of 10 years. An additional line to illustrate
the Company’s performance compared with the FTSE 350 Food and Drug Retailers index over the previous 10 years is also included.
TSR performance graph

(Value of hypothetical £100 investment)
300
273
264
254
250
225
214
191
200 205
168 172
145
150 130 131 135
130 126
111 130 107 110
100 125 129 100
121 91
100 106
93
86
72 78
69
50
0
02/2009 02/2010 02/2011 02/2012 02/2013 02/2014 02/2015 02/2016 02/2017 02/2018 02/2019
Tesco FTSE 350 Food & Drug FTSE 100 Source: Datastream
While total shareholder returns have been increasing for Tesco in recent years, the period covered by the chart reflects a period of corporate
change, including the decision to make a significant reinvestment in our customer offer and withdraw the dividend in 2015, in order to focus
on improving the competitiveness of the core UK business and protecting and strengthening the balance sheet. The sector more broadly has
faced a number of challenges in recent years, including consumer uncertainty, price competition and cost inflation. Tesco is in a strong
position to deal with these challenges and, reflecting improving performance and confidence in the future prospects for the Company, the
Board reinstated the dividend in 2017.
Executive Directors’ interests in shares and shareholding guidelines (audited).

The table below sets out shares held by the Executive Directors and their connected persons (including beneficial interests) and a summary
of outstanding share awards. Both Dave Lewis and Alan Stewart exceed their relevant shareholding guideline.
Unvested deferred
annual bonus Unvested Vested but
Ordinary shares Ordinary shares options/awards PSP awards unexercised nil cost
beneficially beneficially subject subject to options, not subject Current Shareholding
owned at owned at to continued performance to performance shareholding requirement
Executive Director 24/02/18 23/02/19 employment conditions conditions (% of base salary) (% of base salary)
Dave Lewis 103,346 167,691 2,114,803 5,508,876 2,666,136 454% 400%
Alan Stewart 53,033 116,576 1,139,654 3,004,839 1,171,604 376% 300%
(a)
Value of Executive Directors’ shareholdings based on the three-month average share price to 23 February 2019 of 210p.
(b)
Vested and unvested options and awards include dividend equivalents added since the date of grant.
(c)
Shares used to determine the shareholding guideline are shares beneficially owned and shares held in plans which are not subject to performance conditions on a net of tax basis.
(d)
Between 23 February 2019 and 9 April 2019, Dave Lewis and Alan Stewart acquired 59 and 58 partnership shares, respectively, under the all-employee Share Incentive Plan. No other
changes in Executive Director share interests occurred in the period.
Executive Committee members are required to build up and maintain a shareholding of at least 200% of base salary in Tesco PLC shares.
As at the date of this report, this had been met by all Executive Committee members, except Natasha Adams, Alessandra Bellini, Christine
Heffernan, Tony Hoggett, Gerry Mallon and Andrew Yaxley who joined the Committee between March 2017 and March 2019. In line with the
Executive Directors, Executive Committee members are required to retain all shares that vest, net of any tax liability, and any other Tesco PLC
shares held by them until the requirement is met.

Executive Directors’ interests in share awards.

Financial year awards vesting in 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23
Dave Lewis
Vested awards 461,948 620,957 623,152 479,919 480,160 – – – –
Options subject to service – – – – – 939,720 655,815 477,485 –
Options subject to performance and service (PSP) – – – – – 2,161,405 1,909,722 1,340,103 –
SAYE options (exercise price £1.88) – – – – – – – – 9,574
Alan Stewart
Vested awards – 258,287 334,088 259,156 320,073 – – – –
Options subject to service – – – – – 507,449 347,906 261,808 –
Options subject to performance and service (PSP) – – – – – 1,178,948 1,041,666 730,965 –
SAYE options (exercise price £1.88) – – – – – – – – 9,574
(a)
1,096,891 and 598,304 nil-cost options granted under the PSP in 2015 to Dave Lewis and Alan Stewart, respectively, lapsed in 2018/19.
(b)
Options over 11,920 shares under the Company’s SAYE plan were exercised and the shares retained by both Dave Lewis and Alan Stewart in 2018/19.
(c)
Charles Wilson stood down from the Board on 16 July 2018. While a Director, an option over 1,500,647 shares was granted to him on 6 March 2018 following the rollover of an option over
1.4 million Booker Group plc ordinary shares granted under the Booker Group plc Performance Share Plan 2008 on 3 July 2008. The option was exercised on 2 July 2018 and the shares
retained by him. In addition, Charles Wilson was granted an award over 504,366 shares under the PSP on 16 July 2018, which will vest on 16 July 2021. Details of the performance measures
and targets applying to the award were set out in last year’s Annual Report.
(d)
All options lapse 10 years after grant, except SAYE options which expire six months after maturity.
(e)
Vested options include dividend equivalents added as shares since the date of grant.
Change in Group Chief Executive remuneration compared with changes in colleague remuneration.
In the UK, the total reward package for a typical Customer Assistant is ahead of the voluntary Living Wage on a national basis and the same
hourly rate is paid to all colleagues regardless of age. The Company is committed to rewarding colleagues with a total reward package that
provides them with choice and that they really value.
The table below shows the percentage change in remuneration for the Group Chief Executive and the average UK Customer Assistant
from 2017/18 to 2018/19.
The Committee decided to use UK Customer Assistants as the appropriate comparator group. The reasoning was that, as pay changes across
the Group depending on local market conditions, UK Customer Assistants constitute the majority of Tesco’s UK colleagues and the Group
Chief Executive is predominantly based in the UK, albeit with a global role and responsibilities.
Salary Benefits Bonus
(% change from (% change from (% change from
2017/18 to 2018/19) 2017/18 to 2018/19) 2017/18 to 2018/19)
Group Chief Executive 0% (6.2)% (27.9)%
Average UK Customer Assistant 5.0% 0% (4)%
Bonuses for 2018/19 for UK Customer Assistants paid out on average at 73% of the maximum bonus opportunity (2017/18: 77%).
120 The chart opposite shows that between 2015/16 and 2018/19
the hourly rate paid to UK Customer Assistants increased by
115
14%. The base salaries of Dave Lewis and Alan Stewart were
110 unchanged over the same period.
105
100
95
2015/16 2016/17 2017/18 2018/19
Average UK Customer Assistant hourly rate changes
Executive Director base salary
Group Chief Executive remuneration history.

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19
Sir Terry Sir Terry Philip Philip Philip Philip Dave Dave Dave Dave Dave
Leahy Leahy Clarke Clarke Clarke Clarke Lewis(b) Lewis Lewis Lewis Lewis
Group Chief Executive single figure of
remuneration (£’000) 7,100 7,150 4,595 1,280 1,634 764 4,133 4,632 4,147 5,113 4,600
Annual bonus outturn (% of maximum award) 89% 75% 0%(a) 0% 0% 0% n/a 96% 76% 73% 52.5%
PSP vest (% of maximum award) 83% 75% 46.5% 0% 0% 0% n/a n/a n/a 30% 28.8%
Share option vesting (% of maximum award) 100% 100% 100% 0% n/a n/a n/a n/a n/a n/a n/a
(a)
Philip Clarke elected not to take a bonus for 2011/12 and left the Board on 1 September 2014.
(b)
The single figure total for 2014/15 includes one-off buyout awards made to Dave Lewis to compensate him for awards forfeited from his previous employer. The awards were made based
on the expected value of the awards forfeited, taking into account performance at his previous employer and delivered in nil cost options which vest subject to continued employment by
Tesco. Since these were awards related to previous employment, and not subject to Tesco performance conditions, there is no direct alignment with Tesco’s performance in 2014/15. The
awards had no impact on the single figure for 2015/16 or any future years.

Relative importance of spend on pay.

The chart shows total colleague pay compared with distributions (£m)
to shareholders and for further context, Group operating profit 7,646
7,233
before exceptional items and amortisation of acquired intangibles.
Tesco’s colleagues are essential to how the Company does
business and meets the needs of its customers. In 2018/19,
Tesco employed, on average, 464,505 colleagues across the
Group (2017/18: 448,988).
2,206
Total employee pay includes wages and salaries, social security, 1,646
pension and share-based costs at actual exchange rates (£7,646m 357
82
in 2018/19 and £7,233m in 2017/18 – see Note 3 of the financial
statements). Distributions to shareholders include interim and 2017/18 2018/19 2017/18 2018/19 2017/18 2018/19
final dividends paid in respect of each financial year (£357m in Total Distributions Group operating profit
2018/19 and £82m in 2017/18 – see Note 8 of the financial employee pay to shareholders before exceptional items
and amortisation of
statements). There were no share buybacks in 2017/18 or 2018/19. acquired intangibles
Further information on remuneration in 2018/19.

Payments to former Directors and for loss of office (audited).
There were no payments made to former Directors that exceeded the de minimis threshold of £10,000 set by the Company.
There were no payments for loss of office made to Directors in the year.
Risk management.
When developing the remuneration structures, the Committee considered whether any aspect of these might encourage risk-taking or
behaviours that are incompatible with Tesco’s values and the long-term interests of shareholders. If necessary, the Committee would
take appropriate steps to address this. The Committee also has the discretion to apply malus and clawback in certain circumstances.
Outside appointments.
In 2018/19, Alan Stewart received £122,000 (2017/18: £118,000) in fees and a product allowance as a non-executive director of Diageo plc.
He does not receive any fees as a Director of Tesco Personal Finance Group PLC (Tesco Bank).
Executive Directors’ service agreements.

The Executive Directors’ service agreements, including arrangements for early termination, are carefully considered by the Committee and
are designed to recruit, retain and motivate Executive Directors of the calibre required to manage the Company. The Committee’s policy is
for Executive Directors’ service contracts to be terminable on no more than one year’s notice. The details of existing Executive Directors’
service contracts are summarised in the table below:
Executive Director Date of service agreement Notice period
Dave Lewis 19 July 2014 12 months
Alan Stewart 9 July 2014 12 months
Funding of equity awards.

Where shares are newly issued, the Company complies with Investment Association dilution guidelines on their issue which provide that
overall dilution under all plans should not exceed 10% over a 10-year period in relation to the Company’s issued share capital, with a further
limitation of 5% in any 10-year period for executive plans. The current dilution usage of discretionary plans is 2.0% of shares in issue. Where
shares are purchased in the market, these may be held by Tesco Employees’ Share Scheme Trustees Limited or Tesco International Employee
Benefit Trust in which case the voting rights relating to the shares are exercisable by the Trustees in accordance with their fiduciary duties.
At 23 February 2019, the Trusts held 69,590,647 shares.
Implementation of remuneration policy for Non-executive Directors in 2018/19.

Non-executive Directors’ dates of appointment.
Appointment end date in accordance
Director Date of appointment Notice period with letter of appointment
John Allan 1 March 2015 None AGM 2019
Mark Armour 2 September 2013 None AGM 2019
Melissa Bethell 24 September 2018 None AGM 2019
Stewart Gilliland 5 March 2018 None AGM 2019
Steve Golsby 1 October 2016 None AGM 2019
Byron Grote 1 May 2015 None AGM 2019
Mikael Olsson 1 November 2014 None AGM 2019
Deanna Oppenheimer 1 March 2012 None AGM 2019
Simon Patterson 1 April 2016 None AGM 2019
Alison Platt 1 April 2016 None AGM 2019
Lindsey Pownall 1 April 2016 None AGM 2019

Non-executive Director fees.

The Chairman’s fee was reviewed by the Committee (without the Chairman present) and the Non-executive Director fees by a committee
comprising the Chairman, Group Chief Executive and Chief Financial Officer in 2018. Following a review of independently sourced data, it was
deemed appropriate to increase the Chairman’s fee by 3.1% to £670,000 and Non-executive Director annual fees in accordance with the
levels set out in the table below with effect from 1 November 2018. The Chairman’s fee has remained unchanged since his appointment in 2015
and the Non-executive Director fees were last increased with effect from 1 March 2017. In future, fees will be reviewed each year to coincide
with salary reviews for colleagues.
24 February to From
31 October 2018 1 November 2018
Chairman £650,000 £670,000
Non-executive Director fee £72,000 £75,000
Additional fees:
Senior Independent Director £27,000 £27,000
Chairs of the Audit, Corporate Responsibility and Remuneration Committees £31,000 £31,000
Membership of Audit, Corporate Responsibility, Nominations and Governance and Remuneration Committees £12,500 £13,500
The Company reimburses the Non-executive Directors for reasonable expenses in performing their duties and may settle any tax incurred
in relation to these. The Company will pay reasonable legal fees for advice in relation to terms of engagement. For Non-executive Directors
based overseas the Company meets travel and accommodation expenditure as required to fulfil their duties and may settle any tax incurred
in relation to these. John Allan may have the benefit of home security, colleague discount and healthcare for himself and his partner.
Fees paid to Non-executive Directors during 2018/19 (audited).

The following table sets out the fees paid to the Non-executive Directors for the year ended 23 February 2019. Non-executive Directors are
not paid a pension and do not participate in any of the Company’s variable incentive schemes.
Taxable
Fees expenses(a) Total
Non-executive Director Date (£’000) (£’000) (£’000)
John Allan 2018/19 655 8 663
2017/18 650 10 660
Mark Armour 2018/19 86 – 86
2017/18 84 – 84
Melissa Bethell(b) 2018/19 33 0.5 33.5
2017/18 – – –
Stewart Gilliland(b) 2018/19 71 0.5 71.5
2017/18 – – –
Steve Golsby 2018/19 99 13 112
2017/18 89 9 98
Byron Grote 2018/19 129 – 129
2017/18 128 – 128
Mikael Olsson 2018/19 98 5 103
2017/18 97 4 101
Deanna Oppenheimer 2018/19 156 18 174
2017/18 155 14 169
Simon Patterson 2018/19 86 – 86
2017/18 84 – 84
Alison Platt 2018/19 86 0.5 86.5
2017/18 84 2 86
Lindsey Pownall 2018/19 104 10 114
2017/18 95 6 101
(a)
Taxable expenses include expense reimbursements relating to travel, accommodation and subsistence in connection with the attendance at Board and Committee meetings during the
year, which are deemed by HMRC to be taxable in the United Kingdom. The amounts in the table above include the grossed-up cost of UK tax paid by the Company on behalf of the
Non-executive Directors. Non-taxable expense reimbursements have not been included in the table above.
(b)
Stewart Gilliland and Melissa Bethell joined the Board on 5 March 2018 and 24 September 2018, respectively.

Beneficial share ownership (audited).

The table below outlines the current share interests of the Non-executive Directors. Shareholdings include shares held by connected persons.
Non-executive Directors are subject to the same share dealing policy as Executive Directors and there were no changes to their share
interests between 24 February 2019 and 9 April 2019.
Ordinary shares held Ordinary shares held
Non-executive Director at 23 February 2019 at 24 February 2018
John Allan(a) 306,082 284,082
Mark Armour 50,000 50,000
Melissa Bethell 25,335 –
Stewart Gilliland 43,398 43,050
Steve Golsby 42,296 42,296
Byron Grote(b) 280,500 243,000
Mikael Olsson 30,418 20,101
Deanna Oppenheimer(b) 110,820 109,041
Simon Patterson 100,000 100,000
Alison Platt 34,255 11,242
Lindsey Pownall 70,000 20,000
(a)
John Allan also held 398,000 bonds in the Company at 23 February 2019 (398,000 bonds at 24 February 2018).
(b)
Byron Grote and Deanna Oppenheimer held their shares in the form of American Depositary Receipts. Each ADR is equivalent to three Ordinary shares of 5p each in the Company.
The Remuneration Committee in 2018/19.

Operation of the Remuneration Committee.
The members of the Committee during the year were: John Allan, Steve Golsby, Byron Grote, Mikael Olsson, Deanna Oppenheimer and
Alison Platt. Steve Golsby took over the role of Chair of the Committee from Deanna Oppenheimer on 1 February 2019. Deanna Oppenheimer
continues to serve as a member of the Committee. The Directors’ biographies can be found on pages 40 to 42 and details of members’
attendance at meetings during the year on page 47. No member of the Committee has any personal financial interest in the matters being
decided, other than as a shareholder, nor any day-to-day involvement in running the business of Tesco.
The Committee schedules meetings two years in advance. During the year, it held four scheduled meetings. Robert Welch, Group Company
Secretary, is Secretary to the Committee and Dave Lewis, Group Chief Executive, and Natasha Adams, Chief People Officer, attend meetings
at the invitation of the Committee. The Group Chief Executive, Chief People Officer and Group Company Secretary are not present when his
or her own remuneration is being discussed. The Committee is supported by the Reward, Corporate Secretariat and Finance functions.
Relations with Tesco Bank.

As required by the Financial Conduct Authority, Tesco Bank has a separate, independent remuneration committee. The Committee is
consulted on, and makes recommendations in relation to, the remuneration arrangements for Tesco Bank colleagues, with the aim of
encouraging consistency with Group remuneration policy, but it does not make decisions in relation to, or direct, how remuneration is
managed within Tesco Bank.

Remuneration Committee activities 2018/19.

The following provides a summary of the key areas of focus of the Committee during the year:
Strategy and policy Reviewed external market developments and best practice in remuneration.
Considered feedback from investors on the 2018 remuneration policy.
Appointments and Approved remuneration packages for new Executive Committee members and other senior managers.
cessations Approved the cessation terms of Jane Lawrie on leaving the Executive Committee and the remuneration package of Charles
Wilson on stepping down from the Board.
Pay Reviewed Executive Directors’ remuneration packages and agreed to increase the Chief Financial Officer’s PSP grant to 275% of
base salary.
Determined an increase to the Chairman’s fee.
Short-term incentives Reviewed performance against targets and approved adjustments to the annual bonus outcome.
Approved amendments to the weightings of the annual bonus metrics and determined 2018/19 targets.
Reviewed the rules of the Tesco PLC Deferred Bonus Plan prior to being put to shareholders at the 2019 AGM.
Approved amendments to share plan rules to implement the requirements of the 2018 Code.
Long-term incentives Reviewed performance against targets and determined 2015 PSP outturn.
Determined metrics and targets for the 2018 PSP award.
Determined adjustments to the targets of unvested PSP awards.
Approved amendments to share plan rules to implement the requirements of the 2018 Code.
Governance and other Reviewed shareholder feedback on the 2018 Annual Report.
matters Made a number of amendments to remuneration and disclosures to implement the requirements of the 2018 Code and the
Companies (Miscellaneous Reporting) Regulations 2018.
Reviewed shareholding guidelines and progress of Executive Directors and Executive Committee members.
Approved the 2017/18 Directors’ remuneration report.
Received a report from Tesco Bank remuneration committee.
Reviewed the Committee’s performance and terms of reference.
Committee advisors.
The Committee has authority to obtain the advice of external independent remuneration consultants. It is solely responsible for their
appointment, retention and termination and for approval of the basis of their fees and other terms. PwC was appointed advisor to the
Committee in 2015 following a comprehensive selection process. The Chair of the Committee agrees the protocols under which PwC provides
advice. PwC is a member of the Remuneration Consultants Code of Conduct and adheres to this Code in its dealings with the Committee.
During the year, PwC provided independent advice and commentary on a range of topics including remuneration trends, consulting with
shareholders and corporate governance. PwC fees for advice provided to the Committee were £120,700 (2017/18: £166,000). Fees are
charged on a time and materials basis. PwC also provided general consultancy services to management during the year. Separate teams
within PwC provided unrelated advisory services in respect of corporate tax compliance, technology consulting and internal audit services
during the year. However, the Committee is satisfied that these activities do not compromise the independence or objectivity of the advice
it has received from PwC.
Compliance.
In carrying out its duties, the Committee gives full consideration to best practice, including investor guidelines. The Committee was
constituted and operated throughout the period in accordance with the principles outlined in the Listing Rules of the Financial Conduct
Authority. The auditor’s report, set out on pages 84 to 91, covers the disclosures referred to in this Report that are specified for audit by
the Financial Conduct Authority.
Shareholder voting.
Tesco remains committed to ongoing shareholder dialogue and carefully reviews voting outcomes on remuneration matters. In the event of
a substantial vote against a resolution in relation to Directors’ remuneration, Tesco would seek to understand the reasons for any such vote,
and would detail any actions taken in response in the next Directors’ remuneration report.
Voting outcomes at 2018 AGM.

Votes for % Votes against %
Remuneration policy (binding vote)(a) 6,732,074,335 93.15 495,171,972 6.85
Remuneration report (advisory vote)(a) 7,036,698,808 96.94 222,134,025 3.06
(a)
35,311,423 votes were withheld on the remuneration policy and 3,745,517 on the remuneration report. Votes withheld are not counted in the votes for or against a resolution, but would be
considered by the Committee in the event of a significant number of votes being withheld.
Approved by the Board on 9 April 2019.
Steve Golsby
Remuneration Committee Chair

Directors’ report
The Directors present their report, together with the audited Major shareholders.
accounts for the 52 weeks ended 23 February 2019. Information provided to the Company by major shareholders
Dividends.
pursuant to the FCA’s Disclosure Guidance and Transparency
Rules (DTR) are published via a Regulatory Information Service
The profit for the financial year, after taxation, amounts to £1,320m and are available on the Company’s website. The Company had
(2017/18: £1,210m) from continuing operations. The Directors have been notified under Rule 5 of the DTR of the following interests
declared dividends as follows: in voting rights in its shares as at 23 February 2019 and as at the
Ordinary Shares £m date of this report:
Paid interim dividend of 1.67 pence per share† (2017/18: 1 pence % of total voting
per share) 162 % of total voting rights as at the
rights as at date of this
Proposed final dividend of 4.10 pence per share (2017/18: 2 pence 23 February 2019 report
per share) 402
BlackRock, Inc. 6.64 6.64
Total dividend of 5.77 pence per share for 2018/19*
Norges Bank 3.99 3.99
(2017/18: 3 pence per share) 564
Schroders plc 4.99 4.99
* Subject to shareholder approval at this year’s AGM, the final ordinary dividend will be
Articles of Association.
paid on 21 June 2019 to all shareholders on the Register of Members at the close of
business on 17 May 2019.
† Excludes £2m dividends waived (2018: £nil). The Company’s Articles of Association may only be amended by
special resolution at a general meeting of the shareholders.
Certain nominee companies representing our employee benefit
trusts hold shares in the Company in connection with the Directors and their interests.
operation of the Company’s share plans and evergreen dividend The biographical details of the current serving Directors are set
waivers remain in place on shares held by them that have not out on pages 40 to 42. The Directors who served during the
been allocated to employees. year were: John Allan; Mark Armour; Melissa Bethell (appointed
24 September 2018); Steve Golsby; Byron Grote; Dave Lewis;
Share capital and control of the Company and
significant agreements.
Mikael Olsson; Deanna Oppenheimer; Simon Patterson;
Alison Platt; Lindsey Pownall; Alan Stewart and Charles Wilson
Details of the Company’s share capital, including changes during
(stood down from the Board on 16 July 2018). The interests of
the year in the issued share capital and details of the rights
Directors and their immediate families in the shares of Tesco PLC,
attaching to the Company’s ordinary shares are set out in Note 28
along with details of Directors’ share options, are contained in
on page 147.
the Directors’ remuneration report set out on pages 62 to 79.
No shareholder holds securities carrying special rights with regards
On 5 March 2018 Stewart Gilliland and Charles Wilson were
to control of the Company and there are no restrictions on voting
appointed to the Board. Charles Wilson resigned as a Director
rights or the transfer of securities in the Company and the
on 16 July 2018 due to ill health, but remains a member of the
Company is not aware of any agreements between holders of
Executive Committee. On 24 September 2018 Melissa Bethell
securities that result in such restrictions.
was appointed to the Board.
The Company was authorised by shareholders at the 2018 AGM
At no time during the year did any of the Directors have a material
to purchase its own shares in the market up to a maximum of
interest in any significant contract with the Company or any of its
approximately 10% of its issued share capital. No shares were
subsidiaries. A qualifying third party indemnity provision, as defined
purchased under that authority during the financial year. The
in Section 234 of the Companies Act 2006, is in force for the
Company is seeking to renew the authority at the forthcoming
benefit of each of the Directors and the Group Company Secretary
AGM, within the limits set out in the notice of that meeting and in
(who is also a Director of certain subsidiaries of the Company) in
line with the recommendations of the Pre-emption Group.
respect of liabilities incurred as a result of their office, to the
Shares held by the Company’s Share Incentive Plan Trust, extent permitted by law. In respect of those liabilities for which
International Employee Benefit Trust, Employees’ Share Scheme Directors may not be indemnified, the Company maintained a
Trust, Tesco Ireland Share Bonus Scheme Trust and Booker Group Directors’ and Officers’ liability insurance policy throughout the
2010 Employee Benefit Trust rank pari passu with the shares in financial year.
Employment policies.
issue and have no special rights. Voting rights and rights of
acceptance of any offer relating to the shares held in these
trusts rests with the trustees, who may take account of any Our focus is on ensuring that our policies are simple, helpful and
recommendation from the Company. Voting rights are not trusted, so that our colleagues are able to source the information
exercisable by the employees on whose behalf the shares they need quickly and easily. As our internal technology develops,
are held in trust. we are transitioning to colleague self-service. The development of
our Colleague Help service puts information into the hands of
The Company is not party to any significant agreements that colleagues themselves, ensuring policies are better utilised, and
would take effect, alter or terminate following a change of control available to all. These new platforms provide helpful feedback and
of the Company. The Company does not have agreements with analytics which facilitate our understanding of how and where we
any Director or officer that would provide compensation for loss can continue to improve our offer.
of office or employment resulting from a takeover, except that
provisions of the Company’s share plans may cause options Over the last year we have continued to work with our recognised
and awards granted under such plans to vest on a takeover. trade union in the UK, Usdaw, to improve our policies so that they
address the needs of all our colleagues. Our local and national
forums are invaluable for giving colleagues a voice and ensuring
they are engaged with business decisions that are made. Such
feedback helps us drive our business forward as our colleagues
are closest to our customers.

Our Equal Opportunities, Diversity and Inclusion policies support We have an established Code compliance programme at Tesco and
managers and colleagues in creating a diverse and inclusive culture One Stop which is embedded throughout our business. Following
where everyone is welcome. We are committed to employing and our merger with Booker in March 2018, we have been developing a
supporting people who are disabled, or become disabled during bespoke GSCOP compliance programme at Booker which includes
their career within the Group and where possible, we make training and guidance on the Code. Similarly, as part of our
reasonable adjustments in job design and provide appropriate strategic alliance, we have worked with Carrefour to deliver GSCOP
training. Our policies demonstrate our commitment to providing training and guidance to colleagues working with suppliers to our
equal opportunities to all colleagues, irrespective of age, disability, UK business. At Tesco and One Stop we train colleagues across our
gender, marriage and civil partnership, pregnancy or maternity, Product and other functions in the UK and in Bengaluru on their
race, religion or belief, sex, or sexual orientation. We offer a obligations under the Code. In 2018/19, we trained 325 new starters
range of colleague networks to maintain a culture of inclusivity, and 1,393 colleagues received updated e-learning which is
including: Out at Tesco; Women at Tesco; Black Asian Minority supplemented, where required, with face-to-face training sessions.
Ethnic Network; Armed Forces Network; and Disability Network. In addition, 5,647 office colleagues have completed their annual
We are proud to be a Disability Confident Employer as part of the Code of Compliance Declaration, and those colleagues who work
UK Government’s Disability Confident scheme, a Global Diversity with grocery suppliers have also completed a declaration to
champion with Stonewall and a gold member of the UK confirm they have complied with GSCOP during 2018/19.
Government’s Armed Forces Covenant. This demonstrates During the year, 530 Booker colleagues attended face-to-face or
Tesco’s commitment to ensuring we create an environment virtual training sessions on the Code. Training on the Code has
where all colleagues have the opportunity to get on. been supplemented at Booker through the rollout of detailed
guidance documents.
We publish a robust Guide to help managers ensure they are
supporting both colleagues and new applicants with disabilities. We continue to strengthen and transform the way we work
Our recruitment principles ensure that any applicant who can with suppliers through our Product Change Programme, simplifying
meet the minimum assessment criteria will be invited to interview how we do business and improving our supplier relationships.
regardless of whether they have a protected characteristic. When These developments are having a positive impact on our supplier
arranging further assessment interviews we ask candidates if they relationships. In the GCA’s annual supplier survey for 2018, Tesco
require any reasonable adjustments to help support them during placed second in the overall assessment of Code compliance,
the interview process, such as making adjustments to the scoring an improvement from fourth in 2017. Tesco continues to be the
mechanisms used for interview assessments for someone who has most improved supplier for a third year with 97% of our suppliers
learning difficulties or dyslexia. recognising that we comply ‘consistently well’ or ‘mostly well’
with the Code. In our own supplier survey for the second half of
We actively encourage colleagues to become involved in the
2018/19, we are pleased that the results continue to reflect the
financial performance of our business through a variety of
progress we have made with suppliers. Our total UK score for
share and bonus schemes.
suppliers rating their satisfaction with Tesco as either ‘extremely
We review and update all our policies annually. satisfied’ or ‘very satisfied’ was 79.7%. In relation to the areas
discussed in this response, our strongest score in viewpoint
More information on engagement with our continues to be ‘Tesco pays promptly (within policy terms)’
colleagues can be found on page 53. at 88.6%. In addition, ‘Tesco ensures issues are listened to,
discussed and addressed’ saw 76.3% of our suppliers as
Political donations.
either ‘extremely satisfied’ or ‘very satisfied’.
The Group did not make any political donations (2017/18: £nil) or This year, 40 Code-related issues were raised by suppliers (this
incur any political expenditure during the year (2017/18: £nil). includes four Booker suppliers and one One Stop supplier). In line
with feedback sent by the GCA to all designated retailers, we have
Compliance with the Groceries (Supply Chain updated our internal reporting framework to capture all Code
Practices) Market Investigation Order 2009 and the related issues raised by suppliers with any colleagues. Therefore,
Groceries Supply Code of Practice (the Code). the scope of issues captured has widened for reporting purposes.
The Code regulates aspects of the commercial relationship As at 23 February 2019, we had resolved 34 of the concerns
between the 12 largest grocery retailers in the UK and their following further discussion between the buying team and the
suppliers of grocery products, establishing an overarching relevant supplier, or between our Code Compliance Officer and
principle that retailers must deal with their suppliers fairly and the supplier. Of the six remaining complaints to be resolved, we
lawfully. Specific supplier protections under the Code include the continue our discussions with these suppliers, with a view to
obligation for agreements to be in writing and copies retained; resolving these matters.
reasonable notice to be given of changes to the supply chain or
reduction in the volume of purchases; and a number of provisions Going concern, longer term prospects and viability
relating to payments by suppliers, including obligations for retailers statement.
to pay suppliers without delay and a prohibition on certain types of The Directors consider that the Group and the Company have
payments, such as those for shrinkage. adequate resources to remain in operation for the foreseeable
future and have therefore continued to adopt the going concern
Retailer compliance with the Code is overseen by the Groceries basis in preparing the financial statements. The UK Corporate
Code Adjudicator (GCA), Christine Tacon. We continue to engage Governance Code 2016 requires the Directors to assess and report
constructively and positively with the GCA and her office and in on the prospects of the Group over a longer period. This longer
2018/19 we worked together in particular on her Top Issues. term viability statement is set out on page 37.

Directors’ report continued
Events after the balance sheet date. Anti-corruption and anti-bribery matters.
There are no post balance sheet events. We have a zero-tolerance approach to bribery and our anti-bribery
programme operates around the Group. The programme is built
Directors’ statement of disclosure of information to around a clear understanding of how and where bribery risks
the auditor. affect our business and comprises key controls such as policies
Having made the requisite enquiries, the Directors in office at the (anti-bribery, gifts & entertainment, conflicts of interest, charitable
date of this Annual Report and Financial Statements have each donations), procedures such as conducting due diligence on
confirmed that, so far as they are aware, there is no relevant audit suppliers (in particular those who will engage public officials on our
information (as defined by Section 418 of the Companies Act 2006) behalf), training colleagues on bribery risks every year and ongoing
of which the Group’s auditor is unaware, and each of the Directors assurance programmes to test that the controls are functioning
has taken all the steps he/she ought to have taken as a Director to effectively. Bribery risk management is discussed at senior
make himself/herself aware of any relevant audit information and leadership groups in each business unit, including at the
to establish that the Group’s auditor is aware of that information. Group level, and also twice a year with the Audit Committee.
This confirmation is given and should be interpreted in accordance
with the provisions of Section 418 of the Companies Act 2006. Additional disclosures.
Other information that is relevant to the Directors’ report, and
Cautionary statement regarding forward-looking which is incorporated by reference into this report, can be
information. located as follows:
Where this document contains forward-looking statements,
Pages
these are made by the Directors in good faith based on the
Future developments 1 to 37
information available to them at the time of their approval of
this report. These statements should be treated with caution Research and development 15
due to the inherent risks and uncertainties underlying any such Greenhouse gas emissions 31
forward-looking information. The Group cautions investors that a Financial instruments and financial risk management 129 to 139
number of factors, including matters referred to in this document, Corporate governance report 38 to 61
could cause actual results to differ materially from those contained Employee engagement 53
in any forward-looking statement. Such factors include, but are not
limited to, those discussed under Principal risks and uncertainties Disclosures required pursuant to Listing Rule 9.8.4R can be found
on pages 32 to 36. on the following pages:
Pages
Neither the Group, nor any of the Directors, provides any
representation, assurance or guarantee that the occurrence Statement of capitalised interest 114 to 122
of the events expressed or implied in any forward-looking Allotment for cash of equity securities 147
statements in this document will actually occur. Undue reliance Waiver of dividends 80
should not be placed on these forward-looking statements.
The Group undertakes no obligation to publicly update or revise The Company has chosen, in accordance with Section 414 C(11) of
any forward-looking statement, whether as a result of new the Companies Act 2006, and as noted in this Directors’ report, to
information, future events or otherwise. include certain matters in its Strategic report that would otherwise
be required to be disclosed in this Directors’ report. The Strategic
Modern Slavery Act. report can be found on pages 1 to 37.
As per section 54(1) of the Modern Slavery Act 2015, our Modern
Slavery Statement is reviewed and approved by the Board on an
annual basis and published on our Group website. The statement
covers the activities of Tesco PLC and its subsidiaries and details
policies, processes and actions we have taken to ensure that
slavery and human trafficking are not taking place in our supply
chains or any part of our business. More information on our
Statement can be found on our website.

Statement of Directors’ responsibilities. The Directors are responsible for keeping adequate accounting
The Directors are required by the Companies Act 2006 to prepare records that are sufficient to show and explain the Group’s
financial statements for each financial year that give a true and fair transactions and disclose with reasonable accuracy at any time the
view of the state of affairs of the Group and the Company as at the financial position of the Group and the Company, and which enable
end of the financial year, and of the profit or loss of the Group for them to ensure that the financial statements and the Directors’
the financial year. Under that law, the Directors are required to remuneration report comply with the Companies Act 2006 and,
prepare the Group financial statements in accordance with as regards the Group financial statements, Article 4 of the IAS
International Financial Reporting Standards (IFRS) as adopted by Regulation. They also have general responsibility for taking such
the European Union (EU) and have elected to prepare the Parent steps as are reasonably open to them to safeguard the assets of
Company financial statements in accordance with United Kingdom the Group and the Company, and to prevent and detect fraud
Generally Accepted Accounting Practice, including FRS 101 and other irregularities. The Directors are responsible for the
‘Reduced Disclosure Framework’ (UK Accounting Standards maintenance and integrity of the Company’s website. Legislation in
and applicable law). the United Kingdom governing the preparation and dissemination
of financial statements may differ from legislation in other
In preparing these financial statements, the Directors are
jurisdictions. The Directors consider that the Annual Report
required to:
and Financial Statements, taken as a whole, is fair, balanced
–– select suitable accounting policies and then apply them and understandable and provides the information necessary
consistently; for shareholders to assess the Group’s and the Company’s
–– make judgements and accounting estimates that are performance, business model and priorities. Each of the Directors,
reasonable and prudent; whose names and functions are set out on pages 40 to 42 confirm
that, to the best of their knowledge:
–– state whether IFRS as adopted by the EU and applicable
UK Accounting Standards have been followed, subject to –– the financial statements, which have been prepared in
any material departures disclosed and explained in the Group accordance with the relevant financial reporting framework,
and Parent Company financial statements respectively; give a true and fair view of the assets, liabilities, financial
–– present information, including accounting policies, in a position and profit or loss of the Group and the undertakings
manner that provides relevant, reliable, comparable and included in the consolidation taken as a whole; and
understandable information; –– the Strategic report contained within this document includes a
–– provide additional disclosures when compliance with the fair review of the development and performance of the business
specific requirements in IFRS are insufficient to enable users and the position of the Group and the undertakings included in
to understand the impact of particular transactions, other the consolidation taken as a whole, together with a description
events and conditions on the entity’s financial position and of the principal risks and uncertainties that the Group faces.
financial performance; and By order of the Board
–– prepare the financial statements on the going concern basis,
unless it is inappropriate to presume that the Group and the
Company will continue in business.
Robert Welch
Group Company Secretary
9 April 2019

Independent auditor’s report to the members of Tesco PLC
Report on the audit of the financial statements contingent liabilities;

Opinion presentation of the Group’s income statement; and
In our opinion: retail technology environment, including IT security.
–– the financial statements of Tesco PLC (the ‘Parent Company’)
and its subsidiaries (the ‘Group’) give a true and fair view of Within this report, any new key audit matters are identified
the state of the Group’s and of the Parent Company’s affairs with and any key audit matters which are the same as the
as at 23 February 2019 and of the Group’s profit for the year prior year identified with .
then ended; Key audit matters have been updated for the current
–– the Group financial statements have been properly prepared year where required.
in accordance with International Financial Reporting
Standards (IFRSs) as adopted by the European Union; Materiality
We have considered a number of benchmarks and determined
–– the Parent Company financial statements have been
that it is appropriate to base materiality on profit before tax
properly prepared in accordance with United Kingdom
before exceptional items and amortisation of acquired intangibles.
Generally Accepted Accounting Practice including FRS 101
The materiality that we used for the Group financial statements
‘Reduced Disclosure Framework’; and
was £80m (2017/18: £50m) which equates to 4.7% (2017/18: 4.4%)
–– the financial statements have been prepared in of profit before tax before exceptional items and amortisation
accordance with the requirements of the Companies of acquired intangibles. Refer to page 89 for further details of
Act 2006 and, as regards the Group financial statements, exceptional items and amortisation of acquired intangibles.
Article 4 of the IAS Regulation.
Scoping
We have audited the financial statements which comprise:
Our audit scoping provides full scope audit coverage of 95%
–– the Group income statement; (2017/18: 96%) of revenue and 95% (2017/18: 92%) of net assets.
–– the Group statement of comprehensive income; Following the completion of the Group’s merger with Booker the
acquired business became part of our full audit scope. The Group’s
–– the Group and Parent Company balance sheets;
convenience retail business, One Stop, is no longer subject to
–– the Group and Parent Company statements of changes in equity; specific audit procedures due to the business not being
–– the Group cash flow statement; and significant in the context of the Group.
–– the related Notes 1 to 36 of the Group financial statements and
Notes 1 to 17 of the Parent Company financial statements. Significant changes in our approach
Our 2018/19 report includes three new key audit matters:
The financial reporting framework that has been applied in the
preparation of the Group financial statements is applicable law –– Booker IFRS 3 acquisition accounting judgements and
and IFRSs as adopted by the European Union. The financial presentation of results;
reporting framework that has been applied in the preparation –– IFRS 16 presentation and disclosure; and
of the Parent Company financial statements is applicable law –– Tesco Bank: loan impairment.
and United Kingdom Accounting Standards, including FRS 101
We no longer report inventory valuation as a key audit matter due
‘Reduced Disclosure Framework’ (United Kingdom
to a reduction in the required level of management judgement.
Generally Accepted Accounting Practice).
Conclusions relating to going concern, principal risks and
Basis for opinion
viability statement
We conducted our audit in accordance with International
Standards on Auditing (UK) (ISAs (UK)) and applicable law. Going concern
Our responsibilities under those standards are further We have reviewed the Directors’ statement on page 83 to
described in the auditor’s responsibilities for the audit the financial statements about whether they considered it
of the financial statements section of our report. appropriate to adopt the going concern basis of accounting
in preparing them and their identification of any material
We are independent of the Group and the Parent Company in uncertainties to the Group’s and Parent Company’s ability
accordance with the ethical requirements that are relevant to to continue to do so over a period of at least twelve months
our audit of the financial statements in the UK, including the from the date of approval of the financial statements.
Financial Reporting Council’s (the ‘FRC’s’) Ethical Standard as
applied to listed public interest entities, and we have fulfilled We considered as part of our risk assessment the nature of
our other ethical responsibilities in accordance with these the Group, its business model and related risks including, where
requirements. We confirm that the non-audit services relevant the impact of Brexit, the requirements of the applicable
prohibited by the FRC’s Ethical Standard were not provided financial reporting framework and the system of internal control.
to the Group or the Parent Company. We evaluated the directors’ assessment of the Group’s ability to
continue as a going concern, including challenging the underlying
We believe that the audit evidence we have obtained is sufficient data and key assumptions used to make the assessment, and
and appropriate to provide a basis for our opinion. evaluated the directors’ plans for future actions in relation to
Summary of our audit approach their going concern assessment.
Key audit matters We are required to state whether we have anything material to
The key audit matters that we identified in the current year were: add or draw attention to in relation to that statement required
by Listing Rule 9.8.6R(3) and report if the statement is materially
ooker IFRS 3 acquisition accounting judgements and
B inconsistent with our knowledge obtained in the audit.
presentation of results;
We confirm that we have nothing material to report, add or
IFRS 16 presentation and disclosure; draw attention to in respect of these matters.
Tesco Bank: loan impairment;
store impairment review;
recognition of commercial income;
pension obligation valuation;

Financial statements
Principal risks and viability statement We are also required to report whether the Directors’ statement
Based solely on reading the Directors’ statements and considering relating to the prospects of the Group required by Listing Rule
whether they were consistent with the knowledge we obtained in 9.8.6R(3) is materially inconsistent with our knowledge obtained
the course of the audit, including the knowledge obtained in the in the audit.
evaluation of the Directors’ assessment of the Group’s and the
We confirm that we have nothing material to report, add or
Parent Company’s ability to continue as a going concern, we are
draw attention to in respect of these matters.
required to state whether we have anything material to add or
draw attention to in relation to: Key audit matters
–– the disclosures on pages 32 to 37 that describe the principal Key audit matters are those matters that, in our professional
risks and explain how they are being managed or mitigated; judgement, were of most significance in our audit of the financial
statements of the current period and include the most significant
–– the Directors’ confirmation on page 32 that they have carried
assessed risks of material misstatement (whether or not due to
out a robust assessment of the principal risks facing the Group,
fraud) that we identified. These matters included those which
including those that would threaten its business model, future
had the greatest effect on: the overall audit strategy the
performance, solvency or liquidity; or
allocation of resources in the audit; and directing the efforts
–– the Directors’ explanation on page 37 as to how they have of the engagement team.
assessed the prospects of the Group, over what period
they have done so and why they consider that period to be These matters were addressed in the context of our audit
appropriate, and their statement as to whether they have a of the financial statements as a whole, and in forming our
reasonable expectation that the Group will be able to continue in opinion thereon, and we do not provide a separate opinion
operation and meet its liabilities as they fall due over the period on these matters.
of their assessment, including any related disclosures drawing
attention to any necessary qualifications or assumptions.
Key audit matter description How the scope of our audit responded to the key audit matter Key observations
Booker IFRS 3 acquisition accounting judgments and presentation of Booker results
Booker IFRS 3 acquisition accounting judgements Booker IFRS 3 acquisition accounting judgements Booker IFRS 3 acquisition
As described in Note 31 (Business combinations), on 5 Our audit procedures included assessing the design accounting judgements
March 2018, the Group completed the acquisition of and implementation of key controls which relate Management’s key estimates
Booker Group plc for consideration of £3,993m. The to the completeness and valuation of identifiable underpinning the IFRS 3
transaction has been accounted for in accordance with intangible assets and the fair valuation of acquired acquisition accounting
IFRS 3 ‘Business Combinations’. £3,093m of goodwill and land and buildings. exercise, in relation to the
£900m of other assets or liabilities have been recognised, In order to address this key audit matter we have completeness and valuation
including £755m of acquired intangible assets. completed audit procedures including: of separately identifiable
We have identified a key audit matter in relation to the ––engaging our valuation specialists to assist in assessing assets and the fair value
completeness and valuation of separately identifiable the completeness and key valuation assumptions such valuation of land and buildings
assets recognised upon acquisition and the key as the discount rate and long-term growth rates; are reasonable.
assumptions underpinning the fair valuation of
£220m of acquired land and buildings.
––challenging management’s key cash flow assumptions Presentation of
with reference to industry benchmarks and historical Booker results
The Audit Committee’s discussion of this key audit performance; and The inclusion of Booker’s
matter is set out on page 58.
––engaging our real estate experts to assist with the results within the UK & ROI
Presentation of Booker results assessment of management’s property fair valuations. segment is in compliance with
As described in Note 1 (Accounting policies, judgements IFRS 8 with the presentation
and estimates) and Note 2 (Segmental reporting),
Presentation of Booker results being reflective of how the
Our audit procedures included assessing the design CODM monitors performance
following the acquisition of Booker on 5 March 2018,
and implementation of the key controls relating to the and allocates resources to
management has applied judgment in their decision to
segmental presentation of the Booker results. the business.
present Booker within the UK & ROI segment under IFRS
8 ‘Operating Segments’. Our procedures to assess management’s judgment
include assessing the following key matters in the
Management’s key considerations include the fact that
context of the guidance provided by IFRS 8:
Booker is managed on an integrated basis with the rest
of the UK retail business and the Chief Operating ––reviewing management’s internal reporting to verify
Decision Maker (CODM) monitors performance and that the CODM monitors performance and allocates
allocates resources at a combined UK & ROI level which resources at a combined UK & ROI level which
includes Booker. includes Booker;
The Audit Committee’s discussion of this key audit ––challenging management over the extent and
matter is set out on page 59. timeliness of the integration of Booker’s
performance information into the UK & ROI
management information; and
––assessing whether the Group’s external reporting
narrative and its internal reporting lines were
consistent with the inclusion of Booker within
the UK & ROI segment.

Independent auditor’s report to the members of Tesco PLC continued
IFRS 16 presentation and disclosure
As described in Note 1 (Accounting policies, judgements Our audit procedures included assessing the design and The key estimates and
and estimates), IFRS 16 ‘Leases’ will be effective for implementation of the key controls relating to the judgements underpinning the
the accounting period commencing 24 February 2019. determination of the IFRS 16 transition impact disclosure. Group’s IFRS 16 impact
Within Note 36 management notes IFRS 16 will have a Our procedures to assess management’s key modelling assessment are appropriate.
significant impact on the reported assets, liabilities and estimates and the completeness/accuracy of the
the income statement of the Group (a reduction in the underlying lease data included:
Group’s net assets of £1.3bn as at 23 February 2019 ––assessing the discount rates used to calculate the
and a decrease in 2018/19 statutory profit before tax lease obligation and measure any impairment of the
of £57m). The expected impact of the IFRS 16 transition right of use asset with support from our valuation
is reliant upon a number of key estimates, primarily specialists;
determining the appropriate discount rates for
––assessing the accuracy of the lease data by testing the
each lease.
lease data captured by management for a sample of
Additionally, there is a risk that the lease data which leases through the inspection of lease documentation;
underpin the IFRS 16 transition calculation are
––testing the completeness of the lease data by
incomplete or inaccurate.
reconciling the Group’s existing lease commitments to
The Audit Committee’s discussion of this key audit the lease data underpinning the IFRS 16 model; and
––assessing the treatment of historical sale and
leaseback transactions and property joint venture
arrangements in the context of IFRS 16.
Tesco Bank: Loan impairment

As described in Note 17 (Loans and advances to Our audit procedures included assessing the design and Management’s provision is
customers and banks) the Group holds a loan implementation of key controls which relate to the reasonably stated, and is
impairment provision of £485m (2017/18: £238m) against determination of loan impairments. supported by a methodology
loans and advances to customers within Tesco Bank. In order to address this key audit matter we have that is consistently applied
Loan impairment provisioning is considered a key audit completed audit procedures including: and compliant with IFRS 9.
matter as it involves significant judgement to be applied ––challenging the quantitative and qualitative triggers
by management in order to estimate expected future used to identify significant increases in credit risk to
losses. As described in Note 1 (Accounting policies, assess whether they are appropriate, consistently
estimates and judgements) for 2018/19 management’s applied and based on reasonable information and
provisioning methodology changed from an “incurred meet the requirements of IFRS 9;
loss” model to an “expected loss” model following the
––assessing and challenging the key assumptions used by
adoption of IFRS 9 ‘Financial Instruments’ resulting in
management with reference to industry benchmarks
a £219m transitional increase in the Group’s loan
and our credit risk specialists;
impairment provision requirement.
––testing that these key assumptions have been
The Audit Committee’s discussion of this key audit
accurately reflected in the calculation of expected
credit losses;
––performing completeness and accuracy testing over
the data supporting management’s key assumptions;
––testing that these key assumptions have been
accurately reflected in the calculation of expected
credit losses; and
––with support from our economic modelling experts,
challenging the macro-economic scenarios including
Brexit scenarios, incorporated by management.

Store impairment review
As described in Note 1 (Accounting policies, judgements Our audit procedures included assessing the design and We note actions are required
and estimates) and Note 11 (Property, plant and implementation of key controls around the impairment by the Group to achieve
equipment), the Group held £19,023m (2017/18: £18,521m) review processes. these forecasts over the
of property, plant and equipment at 23 February 2019. In relation to the Group’s value-in-use assessment medium-term. We concluded
Under IFRS, the Group is required to complete an our procedures have included: that the assumptions in the
impairment review of its store portfolio where there impairment models,
––challenging the key assumptions utilised in the cash
are indicators of impairment or impairment reversal. specifically in the value-in-
flow forecasts with reference to historical trading
use calculations, were within
Judgement is required in identifying indicators of performance, market expectations and the
an acceptable range, and
impairment and estimation is required in determining reasonableness of management’s forecasts;
that the overall level of net
the recoverable amount of the Group’s store portfolio. ––reviewing and challenging the adequacy of reversal of impairment was
Additionally, there is judgement in relation to triggering the management’s sensitivity analysis in relation to key reasonable.
reversals of impairments recognised in previous periods. assumptions to consider the extent of change in those
Additionally, the Group’s
There is a risk that the carrying value of stores and related assumptions that either individually or collectively would
incorporation of the risks
fixed assets may be higher than the recoverable amount. be required for the assets to be impaired, in particular
associated with Brexit is
Where a review for impairment, or reversal of impairment, forecast cash flows and property fair values; and
considered to be appropriate.
is conducted, the recoverable amount is determined ––assessing the accuracy of the value-in-use modelling
based on the higher of ‘value-in-use’ or ‘fair value less with reference to the requirements of IAS 36
costs of disposal’. ‘Impairment of Assets’ and checking the integrity of
The three areas which are key to management’s the Group’s value-in-use models.
impairment review are as follows: In relation to the Group’s ‘fair value less costs of disposal’,
––value-in-use is derived from cash flow projections we have challenged the Group’s fair value assumptions
which rely upon Directors’ assumptions and estimates using internal property valuation specialists and assessing
of future trading performance, including the Group’s whether appropriate valuation methodologies have been
ability to realise forecast cost savings; used and sufficient consideration given to comparable
––value-in-use is calculated by a number of complex retail sector valuation evidence.
models and as such there is a risk the models are
not calculating the value-in-use accurately; and
––the fair value of properties in each of the Group’s
territories.
As noted within Note 11, the Group has incorporated
a Brexit risk adjustment in the UK & ROI segment to
reflect the associated risks in the Group’s modelling.
As a result of the Group’s store impairment review
completed during the year, a net impairment reversal
of £73m (2017/18: net impairment reversal of £187m)
was recognised.
Recognition of commercial income

As described in Note 1 (Accounting policies, judgements and Our audit procedures included assessing the design and The results of our testing are
estimates) and Note 20 (Commercial Income), the Group implementation of key controls the Group has established satisfactory. We consider the
has agreements with suppliers whereby volume-related in relation to commercial income recognition. disclosure given around
allowances, promotional and marketing allowances and In addition, we performed the following: supplier rebates to provide
various other fees and discounts are received in connection an appropriate understanding
––testing whether amounts recognised were accurate and
with the purchase of goods for resale from those suppliers. of the types of rebate income
recorded in the correct period, by agreeing to the
As such, the Group recognises a reduction in cost of sales as received and the impact on
contractual performance obligations in a sample of
a result of amounts receivable from those suppliers. the Group’s balance sheet.
individual supplier agreements;
In accordance with IFRS, commercial income should only
––testing commercial income balances included within
be recognised as income within the income statement
inventories and trade and other receivables, or netted
when the performance conditions associated with it have
against trade and other payables (as set out in Note 20)
been met, for example where the marketing campaign
via balance sheet reconciliation procedures;
has been held.
––circularising a sample of suppliers to test whether the
The variety and number of the buying arrangements
arrangements recorded were complete. Where responses
with suppliers can make it complex to determine the
from suppliers were not received, we completed
performance conditions associated with the income,
alternative procedures such as agreement to underlying
giving rise to a requirement for management judgement.
contractual arrangements;
As such we have identified this as a key audit matter and
considered that there was a potential for fraud through ––holding discussions with a sample of the Group’s buying
possible manipulation of this income. personnel to further understand the buying processes,
where required;
The Audit Committee’s discussion of this key audit matter
is set out on page 58. ––using data analytics to profile commercial income, identify
deals which exhibited characteristics of audit interest
upon which we completed detailed audit testing;
––reviewing the Group’s ongoing compliance with the
Groceries Supplier Code of Practice (GSCOP). Additionally,
reviewing the reporting and correspondence to the
Group’s supplier hotline in order to identify any areas of
non-compliance which may require further investigation;
––considering the Booker commercial income arrangements
and compliance with the Group’s relevant accounting
practices; and
––considering the adequacy of related disclosure within the
Group’s financial statements.

Pension obligation valuation
As described in Note 1 (Accounting policies, judgements Our audit procedures included assessing the design and We are satisfied that
and estimates) and Note 27 (Post-employment benefits), implementation of key controls in relation to the pension the methodology and
the Group has a defined benefit pension plan in the UK obligation valuation process. assumptions applied in
retail business. At 23 February 2019, the Group recorded In testing the pension valuation, we have utilised internal relation to determining the
a net retirement obligation before deferred tax of pension actuarial specialists to review the key actuarial pension valuation are within
£2,808m (2017/18: £3,282m), comprising scheme assets assumptions used, both financial and demographic, and an acceptable range.
of £15,054m (2017/18: £13,235m) and scheme liabilities of considered the methodology utilised to derive these
£17,862m (2017/18: £16,517m). assumptions. Furthermore, we have benchmarked and
The pension obligation valuation is material, dependent performed a sensitivity analysis on the key assumptions
on market conditions, and sensitive to changes in key determined by the Directors.
assumptions. The key audit matter specifically relates to
the following key assumptions: discount rate, inflation
expectations and life expectancy assumptions.
The setting of these assumptions is complex and
requires the exercise of significant management
judgement with the support of third party actuaries.
Contingent liabilities
As described in Note 1 (Accounting policies, judgements Our audit procedures included assessing the design We conclude that the Group’s
and estimates) and Note 32 (Contingent liabilities) the and implementation of key controls in relation to the contingent liabilities
Group has a number of contingent liabilities. Judgement monitoring of known exposures. disclosure is complete.
is required in assessing the likelihood of outflow, the In assessing the potential exposures to the Group, Specifically, the accounting
potential quantum of any outflow and the associated we have completed a range of procedures including: and disclosures in relation
disclosure requirements. to the ongoing UK
––assessing the risks the business faces;
This key audit matter specifically relates to the following shareholder actions, claims
––reading Board and other meeting minutes to identify from the purchasers of the
exposures:
areas subject to Group consideration; Homeplus business and the
––in 2016/17 UK shareholder actions were initiated
––meeting with the Group’s internal legal advisors to Group’s equal pay matter
against the Group linked to the overstatement of
understand ongoing and potential legal matters and are appropriate.
expected profits in 2014 which may result in legal
reviewing third party correspondence and reports;
exposures;
––assessing the reasonableness of management’s
––following the sale of Homeplus in 2015 the Group has
likelihood and quantification of outflow assessment;
received claims from the purchaser relating to the sale
and
of the business; and
––reviewing the proposed accounting and disclosure of
––Tesco Stores Limited has received claims from current
actual and potential legal liabilities, drawing on third
and former store colleagues alleging that their work is
party assessment of open matters.
of equal value to that of colleagues working in the
Group’s distribution centres and that differences in
terms and conditions relating to pay are not objectively
justifiable.
Presentation of the Group’s income statement

One of the Group’s key performance indicators is ‘Group Our audit procedures included assessing the design and We note that consistent with
operating profit before exceptional items and implementation of key controls which address the risk of other businesses of a similar
amortisation of acquired intangibles’ (2018/19: £2,206m, inappropriate presentation of the Group’s income scale to the Group, there are
2017/18: £1,646m). statement. non-recurring income and
Refer to Note 2 (Segmental reporting) for management’s In order to address this key audit matter we have expense items included within
reconciliation of this key performance indicator to the completed audit procedures including: profit before exceptional
Group’s statutory profit measure. items and amortisation of
––considering exceptional items disclosed by the Group
acquired intangibles which
Management judgement is required when applying this and the existence of any further potential exceptional
do not meet the Group’s
accounting policy and when determining the items included within the Group’s underlying profit
definition of exceptional
classification of items as exceptional within the Group’s measures;
items and which largely offset.
income statement. We have determined that there was ––assessing whether any bias exists in management’s We concur that these have
a potential for fraud through possible manipulation of presentation of results and assessing consistency of been appropriately included
the Group’s income statement presentation due to the application across multiple financial years; within profit before
level of judgement involved and remuneration targets
––assessing transactions completed outside of the exceptional items and
being linked to the key performance indicator.
normal course of business; and amortisation of acquired
The Audit Committee’s discussion of this key audit intangibles.
––assessing the appropriateness of excluding
amortisation of intangible assets acquired in business
combinations from Group’s operating profit alternative
performance measure.

Retail technology environment, including IT security
The Group’s retail operations utilise a range of We have continued to challenge and assess changes to Although management’s
information systems. In 2015/16, 2016/17 and 2017/18 the IT environment through the testing of remediated remediation plan is designed
we reported deficiencies in certain IT controls. These controls and concluding on the sufficiency and to address our concerns,
deficiencies could have an adverse impact on the appropriateness of management’s changes. given the complexity of the
Group’s controls and financial reporting systems. During the year we have assessed the design and underlying systems the plan
As described on page 57 within the Audit Committee’s implementation of the Group’s key controls over the is a multi-year programme
report, in 2018/19 the Group has implemented a new information systems that are important to financial and not yet complete, and
general ledger system for the UK business and is reporting, including the changes made as part of the therefore weaknesses remain
continuing the replacement of a number of its key Group’s replacement programme. in the control environment.
systems as well as making changes to key elements of Consistent with 2017/18, in 2018/19 we were not able to We note that management’s
the Group’s IT infrastructure to address the identified take a control reliant audit approach due to the ongoing actions have reduced the
deficiencies. There is a risk the related data transfer weaknesses in the IT environment. number of deficiencies in the
process is incomplete or inaccurate. year relating to user access
Where we noted deficiencies which affected
and change management
applications and databases within the scope of our
controls linked to the
audit, we extended the scope of our substantive
Group’s financial reporting.
audit procedures.
Our application of materiality We agreed with the Audit Committee that we would report to
We define materiality as the magnitude of misstatement in the the Audit Committee all audit differences in excess of £4m
financial statements that makes it probable that the economic (2017/18: £2.5m) for the Group and the Parent Company, as well
decisions of a reasonably knowledgeable person would be changed as differences below that threshold that, in our view, warranted
or influenced. We use materiality both in planning the scope of reporting on qualitative grounds. We also report to the Audit
our audit work and in evaluating the results of our work. Committee on disclosure matters that we identified when
assessing the overall presentation of the financial statements.
Based on our professional judgement, we determined materiality
for the financial statements as a whole as follows: An overview of the scope of our audit
Group financial Parent Company financial Our Group audit was scoped by obtaining an understanding of the
statements statements
Group and its environment, including Group-wide controls, and
Materiality £80m (2017/18: £50m) £52m (2017/18: £35m) assessing the risks of material misstatement at the Group level.
Basis for 4.7% (2017/18: 4.4%) of profit Materiality represents The Group has subsidiary grocery retail operations in eight
determining before tax before exceptional less than 1% (2017/18: countries, together with interests in a number of other
materiality items and amortisation of less than 1%) of
businesses both in the UK and internationally.
acquired intangibles of £1,716m net assets.
(2017/18: £1,145m). The Group’s accounting process is structured around local finance
Refer to Note 9 for additional functions and is further supported by a shared service centre in
details of profit before tax Bengaluru, India which provides accounting and administrative
before exceptional items and support for the Group’s core retail operations. Each local finance
amortisation of acquired
function reports into the central Group finance function based at
intangibles and management’s
reconciliation to the Group’s the Group’s head office. Based on our assessment of the Group,
statutory measure. we focused our Group audit scope primarily on the audit work
Component materiality has been on 8 significant retail locations (UK, Booker, Republic of Ireland,
determined with reference to Czech Republic, Hungary, Poland, Slovakia and Thailand) and
the component’s contribution to Tesco Bank. The operations in Czech Republic, Hungary, Poland
the Group’s overall result. The and Slovakia are managed as one combined business. All of these
materiality applied by the were subject to a full audit and represent 95% (2017/18: 96%) of
component auditors ranges the Group’s revenue and 95% (2017/18: 92%) of net assets.
between £24m and £52m.
In addition, 3 other businesses (Malaysia, Dunnhumby and Tesco
Rationale Profit before tax before As this is the Parent
for the exceptional items and Company of the Mobile) were subject to specific audit procedures on material
benchmark amortisation of acquired Group, it does not account balances, where the extent of our testing was based on
applied intangibles is an appropriate generate significant our assessment of the risks of material misstatement and of the
metric since it is a key revenues but instead size of the Group’s operations at those locations. The 3 businesses
performance indicator and is incurs costs. accounted for 3% (2017/18: 4%) of the Group’s revenue and 6%
not impacted by any potential Net assets are of (2017/18: 9%) of net assets. The Group’s convenience retail
volatility which may be caused most relevance to
business, OneStop, is no longer subject to specific audit
by exceptional items and users of the financial
amortisation as a result of statements. procedures due to the business not being significant in the
acquired intangibles recognised context of the Group.
under IFRS 3.
At the parent entity level we also tested the consolidation process
The materiality selected and carried out analytical procedures to confirm our conclusion
represents 0.5% (2017/18: 0.5%)
that there were no significant risks of material misstatement of the
of the Group’s net assets.
aggregated financial information of the remaining components not
Group materiality £80m
subject to audit or audit of specified account balances.
The most significant component of the Group is its retail business
Profit before in the UK. As such, there is extensive interaction between the
tax, exceptional
items and Group and UK audit team to an appropriate level of direction and
Component materiality
amortisation range £52m to £24m supervision in this audit work. During the course of our audit,
of acquired the UK audit team visited 50 (2017/18: 50) retail stores in the UK
intangibles
£1,716m to attend either inventory counts or in order to complete store
Audit Committee reporting control visits, and 4 (2017/18: 4) distribution centre inventory counts.
threshold £4m

The Group audit team visited 7 (2017/18: 6) of the 8 (2017/18: 7) to enable the preparation of financial statements that are free from
significant locations set out above, in addition to Tesco Bank and material misstatement, whether due to fraud or error. In preparing
the Group’s shared service centre in Bengaluru, with the Group the financial statements, the Directors are responsible for assessing
Audit Partner visiting 3 (2017/18: 4) of these locations. We also the Group’s and the Parent Company’s ability to continue as a going
had a dedicated senior member of the audit team focused on concern, disclosing as applicable, matters related to going concern
overseeing the role of the component audit teams located outside and using the going concern basis of accounting unless the Directors
of the UK and the Republic of Ireland, ensuring that we applied a either intend to liquidate the Group or the Parent Company or to
consistent audit approach to the operations in the Group’s cease operations, or have no realistic alternative but to do so.
international business.
Auditor’s responsibilities for the audit of the
The audit visits by the Group audit team were timed to enable us financial statements
to be involved during the planning and risk assessment process in Our objectives are to obtain reasonable assurance about whether
addition to the execution of detailed audit procedures. During our the financial statements as a whole are free from material
visits, we attended key meetings with component management and misstatement, whether due to fraud or error, and to issue an
auditors, and reviewed detailed component auditor work papers. auditor’s report that includes our opinion. Reasonable assurance is
In addition, all key component audit teams were represented a high level of assurance, but is not a guarantee that an audit
during a centralised two-day planning meeting led by the conducted in accordance with ISAs (UK) will always detect a material
Group audit team and held in the UK prior to the commencement misstatement when it exists. Misstatements can arise from fraud or
of our detailed audit work. The purpose of this planning meeting error and are considered material if, individually or in the aggregate,
was to ensure a good level of understanding of the Group’s they could reasonably be expected to influence the economic
businesses, its core strategy and a discussion of the significant decisions of users taken on the basis of these financial statements.
risks and workshops on our planned audit approach. Group A further description of our responsibilities for the audit of the
management also attended part of the meeting to support financial statements is located on the Financial Reporting Council’s
these planning activities. website at: www.frc.org.uk/auditorsresponsibilities. This description
forms part of our auditor’s report.
Other information
The Directors are responsible for the other information. The other Extent to which the audit was considered capable of
information comprises the information included in the annual report, detecting irregularities, including fraud
other than the financial statements and our auditor’s report thereon. We identify and assess the risks of material misstatement of the
Our opinion on the financial statements does not cover the other financial statements, whether due to fraud or error, and then
information and, except to the extent otherwise explicitly stated in our design and perform audit procedures responsive to those risks,
report, we do not express any form of assurance conclusion thereon. including obtaining audit evidence that is sufficient and appropriate
to provide a basis for our opinion.
In connection with our audit of the financial statements, our
responsibility is to read the other information and, in doing so, Identifying and assessing potential risks related to irregularities
consider whether the other information is materially inconsistent In identifying and assessing risks of material misstatement in
with the financial statements or our knowledge obtained in the respect of irregularities, including fraud and non-compliance with
audit or otherwise appears to be materially misstated. laws and regulations, our procedures included the following:
If we identify such material inconsistencies or apparent material –– enquiring of management, the Group’s Internal Audit function,
misstatements, we are required to determine whether there is a the Group’s Security function, the Group’s Compliance Officer,
material misstatement in the financial statements or a material the Group’s General Counsel and the Audit Committee, including
misstatement of the other information. If, based on the work we have obtaining and reviewing supporting documentation, concerning
performed, we conclude that there is a material misstatement of this the Group’s policies and procedures relating to:
other information, we are required to report that fact. –– identifying, evaluating and complying with laws and regulations
In this context, matters that we are specifically required to report and whether they were aware of any instances of non-
to you as uncorrected material misstatements of the other compliance;
information include where we conclude that: –– detecting and responding to the risks of fraud and whether they
–– Fair, balanced and understandable – the statement given by have knowledge of any actual, suspected or alleged fraud; and
the Directors that they consider the annual report and –– the internal controls established to mitigate risks related to
financial statements taken as a whole is fair, balanced and fraud or non-compliance with laws and regulations including the
understandable and provides the information necessary for Group’s controls relating to GSCOP requirements;
shareholders to assess the Group’s position and performance, –– discussing among the engagement team including significant
business model and strategy, is materially inconsistent with our component audit teams and involving relevant internal
knowledge obtained in the audit; or specialists, including tax, valuations and pensions regarding how
–– Audit Committee reporting – the section describing the work of and where fraud might occur in the financial statements and any
the Audit Committee does not appropriately address matters potential indicators of fraud. As part of this discussion, we
communicated by us to the Audit Committee; or identified potential for fraud in the following areas: timing of
–– Directors’ statement of compliance with the UK Corporate recognition of commercial income, posting of unusual journals
Governance Code – the parts of the Directors’ statement and complex transactions and manipulating the Group’s
required under the Listing Rules relating to the Company’s alternative performance profit measures and other key
compliance with the UK Corporate Governance Code containing performance indicators to meet remuneration targets and
provisions specified for review by the auditor in accordance with externally communicated targets; and
Listing Rule 9.8.10R(2) do not properly disclose a departure from –– obtaining an understanding of the legal and regulatory
a relevant provision of the UK Corporate Governance Code. frameworks that the Group operates in, focusing on those laws
and regulations that had a direct effect on the financial
We have nothing to report in respect of these matters. statements or that had a fundamental effect on the operations
Responsibilities of Directors of the Group. The key laws and regulations we considered in this
As explained more fully in the Directors’ responsibilities statement, context included GSCOP, UK Companies Act, Listing Rules,
the Directors are responsible for the preparation of the financial employment law, health and safety, pensions legislation and
statements and for being satisfied that they give a true and fair view, tax legislation.
and for such internal control as the Directors determine is necessary

Audit response to risks identified Matters on which we are required to report by exception
As a result of performing the above, we identified the presentation Adequacy of explanations received and accounting records
of Group’s income statement and recognition of commercial Under the Companies Act 2006 we are required to report to
income as key audit matters. The key audit matters section of our you if, in our opinion:
report explains the matters in more detail and also describes the
specific procedures we performed in response to those key –– we have not received all the information and explanations we
audit matters. require for our audit;
–– adequate accounting records have not been kept by the Parent
In addition to the above, our procedures to respond to risks
Company, or returns adequate for our audit have not been
identified included the following:
received from branches not visited by us; or
–– reviewing the financial statement disclosures and testing to –– the Parent Company financial statements are not in agreement
supporting documentation to assess compliance with relevant with the accounting records and returns.
laws and regulations discussed above;
We have nothing to report in respect of these matters.
–– enquiring of management, the Audit Committee and in-house
legal counsel concerning actual and potential litigation and Directors’ remuneration
claims; Under the Companies Act 2006 we are also required to report if in
–– performing analytical procedures to identify any unusual or our opinion certain disclosures of directors’ remuneration have not
unexpected relationships that may indicate risks of material been made or the part of the Directors’ remuneration report to be
misstatement due to fraud; audited is not in agreement with the accounting records and returns.
–– reading minutes of meetings of those charged with governance, We have nothing to report in respect of these matters.
reviewing internal audit reports and reviewing correspondence
with HMRC; and Other matters
–– in addressing the risk of fraud through management override Auditor tenure
of controls, testing the appropriateness of journal entries and Following the recommendation of the Audit Committee, we were
other adjustments; assessing whether the judgements made in appointed by the Group’s shareholders on 26 June 2015 to audit
making accounting estimates are indicative of a potential bias; the financial statements for the year ended 27 February 2016 and
and evaluating the business rationale of any significant subsequent financial periods. The period of total uninterrupted
transactions that are unusual or outside the normal course of engagement including previous renewals and reappointments of
business. the firm is four years, covering financial years ending 27 February
We also communicated relevant identified laws and regulations and 2016 to 23 February 2019.
potential fraud risks to all engagement team members including
Consistency of the audit report with the additional report to
internal specialists and significant component audit teams, and
the audit committee
remained alert to any indications of fraud or non-compliance with
Our audit opinion is consistent with the additional report to
laws and regulations throughout the audit.
the Audit Committee we are required to provide in
Report on other legal and regulatory requirements accordance with ISAs (UK).
Opinions on other matters prescribed by the Companies Act 2006 Use of our report
In our opinion the part of the Directors’ remuneration report to This report is made solely to the Company’s members, as a body,
be audited has been properly prepared in accordance with the in accordance with Chapter 3 of Part 16 of the Companies Act 2006.
Companies Act 2006. Our audit work has been undertaken so that we might state to the
In our opinion, based on the work undertaken in the course of the audit: Company’s members those matters we are required to state to
them in an auditor’s report and for no other purpose. To the fullest
–– the information given in the Strategic report and the Directors’ extent permitted by law, we do not accept or assume responsibility
report for the financial year for which the financial statements to anyone other than the Company and the Company’s members
are prepared is consistent with the financial statements; and as a body, for our audit work, for this report, or for the opinions
–– the Strategic report and the Directors’ report have been we have formed.
prepared in accordance with applicable legal requirements.
In the light of the knowledge and understanding of the Group
Panos Kakoullis (Senior statutory auditor)
and of the Parent Company and their environment obtained in
the course of the audit, we have not identified any material for and on behalf of Deloitte LLP
misstatements in the Strategic report or the Directors’ report. Statutory Auditor
London, United Kingdom
9 April 2019

Group income statement
52 weeks ended 52 weeks ended

23 February 2019 24 February 2018 (restated*)
Before Exceptional Before Exceptional
exceptional items and exceptional items and
items and amortisation items and amortisation
amortisation of acquired amortisation of acquired
of acquired intangibles of acquired intangibles
intangibles (Note 4) Total intangibles (Note 4) Total
Notes £m £m £m £m £m £m
Continuing operations
Revenue 2 63,911 – 63,911 57,493 – 57,493
Cost of sales (59,695) (72) (59,767) (54,092) (49) (54,141)
Gross profit/(loss) 4,216 (72) 4,144 3,401 (49) 3,352
Administrative expenses (1,989) (86) (2,075) (1,786) 153 (1,633)

Profits/(losses) arising on property-related items (21) 105 84 31 89 120
Operating profit/(loss) 2,206 (53) 2,153 1,646 193 1,839
Share of post-tax profits/(losses) of joint ventures and associates 13 24 11 35 (6) – (6)

Finance income 5 22 – 22 67 – 67
Finance costs 5 (536) – (536) (562) (38) (600)
Profit/(loss) before tax 1,716 (42) 1,674 1,145 155 1,300
Taxation 6 (413) 59 (354) (286) (20) (306)

Profit/(loss) for the year from continuing operations 1,303 17 1,320 859 135 994
Discontinued operations
Profit/(loss) for the year from discontinued operations 7 – – – – 216 216
Profit/(loss) for the year 1,303 17 1,320 859 351 1,210
Attributable to:
Owners of the parent 1,305 17 1,322 859 349 1,208
Non-controlling interests (2) – (2) – 2 2
1,303 17 1,320 859 351 1,210
Earnings/(losses) per share from continuing
and discontinued operations
Basic 9 13.65p 14.80p
Diluted 9 13.55p 14.75p
Earnings/(losses) per share from continuing operations

Basic 9 13.65p 12.15p
Diluted 9 13.55p 12.11p
The notes on pages 98 to 161 form part of these financial statements.

* Restated for the adoption of IFRS 15 and reclassification of derivative interest income as explained in Note 1 and Note 36.

Group statement of comprehensive income/(loss)
52 weeks
52 weeks 2018
2019 (restated*)
Notes £m £m
Items that will not be reclassified to income statement
Remeasurement gains/(losses) of defined benefit pension schemes 27 364 3,265
Tax on items that will not be reclassified 6 (61) (554)
303 2,711
Items that may subsequently be reclassified to income statement
Change in fair value of debt instruments at fair value through other comprehensive income (10) –
Change in fair value of available-for-sale financial assets and investments – (62)
Currency translation differences:
Retranslation of net assets of overseas subsidiaries, joint ventures and associates 100 179
Movements in foreign exchange reserve and net investment hedging on subsidiary disposed, reclassified – 140
and reported in the Group income statement
Gains/(losses) on cash flow hedges:
Net fair value gains/(losses) 130 (146)
Reclassified and reported in the Group income statement (57) (52)
Tax on items that may be reclassified 6 5 22
168 81
Total other comprehensive income/(loss) for the year 471 2,792
Profit/(loss) for the year 1,320 1,210
Total comprehensive income/(loss) for the year 1,791 4,002
Attributable to:
Owners of the parent 1,793 3,995
Non-controlling interests (2) 7
Total comprehensive income/(loss) for the year 1,791 4,002
Total comprehensive income/(loss) attributable to owners of the parent arising from:

Continuing operations 1,793 3,639
Discontinued operations – 356
1,793 3,995

* Restated for the adoption of IFRS 15 as explained in Note 1 and Note 36.

Group balance sheet
24 February
23 February 2018
2019 (restated*)
Notes £m £m
Non-current assets
Goodwill and other intangible assets 10 6,264 2,661
Property, plant and equipment 11 19,023 18,521
Investment property 12 36 100
Investments in joint ventures and associates 13 704 689
Financial assets at fair value through other comprehensive income 14 979 860
Trade and other receivables 16 195 186
Loans and advances to customers and banks 17 7,868 6,885
Derivative financial instruments 23 1,178 1,117
Deferred tax assets 6 132 116
36,379 31,135
Current assets
Financial assets at fair value through other comprehensive income 14 67 68
Inventories 15 2,617 2,264
Trade and other receivables 16 1,640 1,504
Loans and advances to customers and banks 17 4,882 4,637
Derivative financial instruments 23 52 27
Current tax assets 6 12
Short-term investments 18 390 1,029
Cash and cash equivalents 18 2,916 4,059
12,570 13,600
Non-current assets classified as held for sale 7 98 149
12,668 13,749
Current liabilities
Trade and other payables 19 (9,354) (8,994)
Borrowings 21 (1,599) (1,479)
Derivative financial instruments 23 (250) (69)
Customer deposits and deposits from banks 24 (8,832) (7,812)
Current tax liabilities 6 (325) (335)
Provisions 25 (320) (544)
(20,680) (19,233)
Net current liabilities (8,012) (5,484)
Non-current liabilities
Trade and other payables 19 (384) (364)
Borrowings 21 (5,673) (7,142)
Customer deposits and deposits from banks 24 (3,296) (2,972)
Post-employment benefit obligations 27 (2,808) (3,282)
Deferred tax liabilities 6 (236) (96)
Provisions 25 (747) (721)
(13,533) (15,171)
Net assets 14,834 10,480
Equity
Share capital 28 490 410
Share premium 5,165 5,107
All other reserves 3,798 735
Retained earnings 5,405 4,250
Equity attributable to owners of the parent 14,858 10,502
Non-controlling interests (24) (22)
Total equity 14,834 10,480

Dave Lewis
Alan Stewart
Directors
The financial statements on pages 92 to 161 were approved and authorised for issue by the Directors on 9 April 2019.

Group statement of changes in equity
All other reserves

Currency Capital Own Non-
Share Share basis redemption Hedging Translation shares Merger Retained controlling Total
capital premium reserve reserve reserve reserve held reserve(b) earnings Total interests equity
£m £m £m £m £m £m £m £m £m £m £m £m
At 24 February 2018 410 5,107 – 16 40 655 (16) 40 4,228 10,480 (22) 10,458
(as previously reported)
Cumulative adjustment to – – – – – – – – 22 22 – 22
opening balances from
application of IFRS 15
(net of tax) (Note 36)
At 24 February 2018 410 5,107 – 16 40 655 (16) 40 4,250 10,502 (22) 10,480
(restated(a))
Adjustment on initial application – – 1 – (1) – – – (177) (177) – (177)
of IFRS 9 (net of tax) (Note 36)
At 25 February 2018 410 5,107 1 16 39 655 (16) 40 4,073 10,325 (22) 10,303
Profit/(loss) for the year – – – – – – – – 1,322 1,322 (2) 1,320
Other comprehensive
income/(loss)
Change in fair value of financial – – – – – – – – (10) (10) – (10)
assets at fair value through
other comprehensive income
Currency translation – – – – – 100 – – – 100 – 100
differences
Remeasurements of defined – – – – – – – – 364 364 – 364
benefit pension schemes
Gains/(losses) on cash flow – – (6) – 79 – – – – 73 – 73
hedges
Tax relating to components of – – – – – 3 – – (59) (56) – (56)
Total other comprehensive – – (6) – 79 103 – – 295 471 – 471
income/(loss)
Total comprehensive – – (6) – 79 103 – – 1,617 1,793 (2) 1,791
income/(loss)
Transactions with owners
Purchase of own shares – – – – – – (277) – – (277) – (277)
Share–based payments – – – – – – 114 – 67 181 – 181
Issue of shares (Note 28) 80 58 – – – – – 3,050 – 3,188 – 3,188
Dividends (Note 8) – – – – – – – – (357) (357) – (357)
Tax on items charged to equity – – – – – – – – 5 5 – 5
Total transactions with owners 80 58 – – – – (163) 3,050 (285) 2,740 – 2,740
At 23 February 2019 490 5,165 (5) 16 118 758 (179) 3,090 5,405 14,858 (24) 14,834

(a)
Restated for the adoption of IFRS 15 as explained in Note 1 and Note 36.
(b)
‘Merger reserve’ was previously titled ‘Other reserves’ in prior financial years.

Group statement of changes in equity continued
All other reserves

Currency Capital Own Non-
Share Share basis redemption Hedging Translation shares Merger Retained controlling Total
capital premium reserve reserve reserve reserve held reserve(a) earnings Total interests equity
£m £m £m £m £m £m £m £m £m £m £m £m
At 25 February 2017 409 5,096 – 16 217 350 (22) 40 332 6,438 (24) 6,414
(as previously reported)
Adjustment on initial application – – – – – – – – 20 20 – 20
of IFRS 15 (net of tax) (Note 36)
At 25 February 2017 (restated*) 409 5,096 – 16 217 350 (22) 40 352 6,458 (24) 6,434
Profit/(loss) for the year (as – – – – – – – – 1,206 1,206 2 1,208
previously reported)
IFRS 15 adjustment to profit/ – – – – – – – – 2 2 – 2
(loss) for the period (Note 36)
Profit/(loss) for the year – – – – – – – – 1,208 1,208 2 1,210
(restated*)
Other comprehensive
income/(loss)
Change in fair value of financial – – – – – – – – (62) (62) – (62)
assets at fair value through
Currency translation – – – – – 314 – – – 314 5 319
differences
Remeasurements of defined – – – – – – – – 3,265 3,265 – 3,265
Gains/(losses) on cash flow – – – – (198) – – – – (198) – (198)
hedges
Tax relating to components of – – – – 21 (9) – – (544) (532) – (532)
Total other comprehensive – – – – (177) 305 – – 2,659 2,787 5 2,792
income/(loss)
Total comprehensive income/ – – – – (177) 305 – – 3,867 3,995 7 4,002
(loss) (restated*)
Purchase of own shares – – – – – – (14) – – (14) – (14)
Share-based payments – – – – – – 20 – 105 125 – 125
Issue of shares 1 11 – – – – – – – 12 – 12
Dividends – – – – – – – – (80) (80) – (80)
Changes in non-controlling – – – – – – – – – – (5) (5)
interests
Tax on items charged to equity – – – – – – – – 6 6 – 6
Total transactions with owners 1 11 – – – – 6 – 31 49 (5) 44
At 24 February 2018 (restated*) 410 5,107 – 16 40 655 (16) 40 4,250 10,502 (22) 10,480

(a)
‘Merger reserve’ was previously titled ‘Other reserves’ in prior financial years.

Group cash flow statement
52 weeks
52 weeks 2018
2019 (restated*)
Notes £m £m
Cash flows generated from/(used in) operating activities
Operating profit/(loss) of continuing operations 2,153 1,839
Depreciation and amortisation 1,375 1,295
(Profit)/loss arising on sale of property, plant and equipment and intangible assets (107) (66)
(Profit)/loss arising on sale of subsidiaries and financial assets at fair value through other comprehensive income (8) (165)
(Profit)/loss arising on sale of joint ventures and associates – (23)
Net impairment loss/(reversal) on financial assets at fair value through other comprehensive income – (22)
Net impairment loss/(reversal) on property, plant and equipment, intangible assets and investment property (58) (167)
Adjustment for non-cash element of pensions charge 27 45 4
Additional contribution into defined benefit pension schemes 27 (266) (245)
Share-based payments 77 113
Tesco Bank fair value movements included in operating profit/(loss) 127 156
Retail (increase)/decrease in inventories 11 55
Retail (increase)/decrease in development stock (2) 21
Retail (increase)/decrease in trade and other receivables 98 (8)
Retail increase/(decrease) in trade and other payables (307) 280
Retail increase/(decrease) in provisions (238) 132
Retail (increase)/decrease in working capital (438) 480
Tesco Bank (increase)/decrease in loans and advances to customers and banks (1,585) (1,738)
Tesco Bank (increase)/decrease in trade and other receivables 4 34
Tesco Bank increase/(decrease) in customer and bank deposits, trade and other payables 1,348 1,820
Tesco Bank increase/(decrease) in provisions (25) (6)
Tesco Bank (increase)/decrease in working capital (258) 110
Cash generated from/(used in) operations 2,642 3,309
Interest paid (306) (328)
Corporation tax (paid)/received (370) (176)
Net cash generated from/(used in) operating activities 1,966 2,805
Cash flows generated from/(used in) investing activities
Proceeds from sale of property, plant and equipment, investment property, intangible assets and non-current 286 253
assets classified as held for sale
Purchase of property, plant and equipment, investment property and non-current assets classified as held for sale (1,101) (1,440)
Purchase of intangible assets (191) (197)
Disposal of subsidiaries, net of cash disposed 8 66
Acquisition of subsidiaries, net of cash acquired 31 (715) (27)
Proceeds from sale of joint ventures and associates – 23
Net (increase)/decrease in loans to joint ventures and associates 5 –
Investments in joint ventures and associates (11) (21)
Net (investments in)/proceeds from sale of short-term investments 639 1,697
Net (investments in)/proceeds from sale of financial assets at fair value through other comprehensive income (122) 236
Dividends received from joint ventures and associates 41 26
Interest received 18 27
Net cash generated from/(used in) investing activities (1,143) 643
Cash flows generated from/(used in) financing activities
Proceeds from issue of ordinary share capital 28 60 11
Own shares purchased (206) –
Increase in borrowings 975 313
Repayment of borrowings (2,471) (3,721)
Net cash flows from derivative financial instruments 35 253
Repayments of obligations under finance leases (17) (10)
Dividends paid to equity owners 8 (357) (82)
Net cash generated from/(used in) financing activities (1,981) (3,236)
Net increase/(decrease) in cash and cash equivalents (1,158) 212
Cash and cash equivalents at the beginning of the year 4,059 3,832
Effect of foreign exchange rate changes 15 15
Cash and cash equivalents at the end of the year 18 2,916 4,059

* Restated for the adoption of IFRS 15 and reclassification of derivative interest income as explained in Note 1 and Note 36.

Notes to the Group financial statements
Note 1 Accounting policies, judgements and estimates If the Group’s share of losses in a joint venture or associate
General information equals or exceeds its investment in the joint venture or associate,
Tesco PLC (the Company) is a public limited company incorporated the Group does not recognise further losses, unless it has incurred
and domiciled in the United Kingdom (UK) under the Companies Act obligations to do so or made payments on behalf of the joint
2006 (Registration number 445790). The address of the registered venture or associate. Dividends received from joint ventures or
office is Tesco House, Shire Park, Kestrel Way, Welwyn Garden City associates with nil carrying value are recognised in the Group
AL7 1GA, UK. income statement as part of the Group’s share of post-tax profits/
(losses) of joint ventures and associates.
The main activities of the Company and its subsidiaries (together,
the Group) are those of retailing and retail banking. Unrealised gains arising from transactions with joint ventures
and associates are eliminated to the extent of the Group’s
Basis of preparation interest in the entity.
The consolidated Group financial statements have been prepared
in accordance with International Financial Reporting Standards Prior financial year reclassification of derivative interest
(IFRS) as endorsed by the European Union (EU), and those parts of income
the Companies Act 2006 applicable to companies reporting under During the current financial year, the Group reclassified interest
IFRS. The consolidated Group financial statements are presented in income arising from derivative financial instruments hedging the
Pounds Sterling, generally rounded to the nearest million. They are Group’s borrowings from finance income to finance costs. This
prepared on the historical cost basis, except for certain financial reclassification more appropriately reflects the net finance costs
instruments, share-based payments and pension assets that have to the Group. Prior financial year comparatives have been restated
been measured at fair value. to align to the current financial year approach. The impact of this
reclassification on prior financial year amounts has been a
The Directors have, at the time of approving the financial reduction of finance costs and finance income in the Group
statements, a reasonable expectation that the Company and the income statement by £31m, and a reduction of interest received
Group have adequate resources to continue in operational and interest paid in the Group cash flow statement by £23m.
existence for the foreseeable future. Thus they continue to adopt
the going concern basis of accounting in preparing the financial Line item name changes
statements. Further detail is contained within the going concern ‘Loans and advances to customers’ has been renamed ‘Loans
statement included in the Directors’ report on page 81. and advances to customers and banks’. There were no balances
relating to banks in this line in prior financial years.
Unless otherwise stated, the accounting policies set out below
have been applied consistently to all periods presented in these ‘Other investments’ has been renamed ‘Financial assets at fair
consolidated financial statements. value through other comprehensive income’.
The Group has adopted IFRS 9 ‘Financial Instruments’ and IFRS 15 Revenue
‘Revenue from Contracts with Customers’ effective for the current Revenue is income arising from the sale of goods and services in
financial year. IFRS 15 has been applied fully retrospectively and the ordinary course of the Group’s activities, net of value added
comparatives for the prior financial year have been restated, whilst taxes. Revenue is recognised when performance obligations are
IFRS 9 has been applied retrospectively at 25 February 2018 by satisfied and control has transferred to the customer. For the
adjusting the opening balance sheet at that date. Further details on majority of revenue streams, there is a low level of judgement
the impacts of adoption of these standards is described in Note 36. applied in determining the transaction price or the timing of
transfer of control.
Basis of consolidation
The consolidated Group financial statements consist of the Sale of goods
financial statements of the ultimate Parent Company (Tesco PLC), The sale of goods represents the vast majority of the Group’s
all entities controlled by the Company (its subsidiaries) and the revenue. For goods sold in store, revenue is recognised at the
Group’s share of its interests in joint ventures and associates. point of sale. For online or wholesale sales of goods, revenue is
The financial year represents the 52 weeks ended 23 February 2019 recognised on collection by, or delivery to, the customer. Revenue
(prior financial year 52 weeks ended 24 February 2018). For the UK is reduced by a provision for expected returns (refund liability). An
and the Republic of Ireland (UK & ROI), the results are for the 52 asset and corresponding adjustment to cost of sales is recognised
weeks ended 23 February 2019 (prior financial year 52 weeks ended for the Group’s right to recover goods from customers.
24 February 2018). For all other operations, the results are for the
Clubcard (customer loyalty programme)
calendar year ended 28 February 2019 (prior calendar year ended
Clubcard points issued by Tesco when a customer purchases
28 February 2018).
goods are a separate performance obligation providing a material
Subsidiaries right to a future discount. The total transaction price (sales price of
Subsidiaries are consolidated in the Group’s financial statements goods) is allocated to the Clubcard points and the goods sold based
from the date that control commences until the date that on their relative standalone selling prices, with the Clubcard points
control ceases. standalone price based on the value of the points to the customer,
adjusted for expected redemption rates (breakage). The amount
Intragroup balances and any unrealised gains and losses or income allocated to Clubcard points is deferred as a contract liability within
and expenses arising from intragroup transactions are eliminated trade and other payables. Revenue is recognised as the points are
in preparing the consolidated financial statements. redeemed by the customer.
Joint ventures and associates Financial services
The Group’s share of the results of joint ventures and associates Revenue consists of interest, fees and income from the provision
is included in the Group income statement and Group statement of retail banking and insurance.
of comprehensive income/(loss) using the equity method of
accounting. Investments in joint ventures and associates are Interest income on financial assets that are measured at amortised
carried in the Group balance sheet at cost plus post-acquisition cost is determined using the effective interest rate method.
changes in the Group’s share of the net assets of the entity, less
any impairment in value. The carrying values of investments in
joint ventures and associates include acquired goodwill.

Calculation of the effective interest rate takes into account fees suppliers, in which case only the net amount receivable or payable
receivable that are an integral part of the instrument’s yield, is recognised. Accrued commercial income is recognised within
premiums or discounts on acquisition or issue, early redemption accrued income when commercial income earned has not been
fees and transaction costs. Interest income is calculated on the invoiced at the reporting date.
gross carrying amount of a financial asset unless the financial asset
is impaired, in which case interest income is calculated on the Finance income
amortised cost. Finance income, excluding income arising from financial services,
is recognised in the period to which it relates using the effective
The majority of the fees in respect of services (credit card interest rate method.
interchange fees, late payment and ATM revenue) are recognised at
the point in time at which the transaction with the customer takes Finance costs
place and the service is performed. For services performed over Finance costs directly attributable to the acquisition or
time, payment is generally due monthly in line with the satisfaction construction of qualifying assets are capitalised. Qualifying assets
of performance obligations. are those that necessarily take a substantial period of time to
prepare for their intended use. All other borrowing costs are
The Group generates commission from the sale and service of
recognised in the Group income statement in finance costs,
motor and home insurance policies underwritten by Tesco
excluding those arising from financial services, in the period in
Underwriting Limited, or in a minority of cases by a third-party
which they occur. For Tesco Bank, finance cost on financial
underwriter. This is based on commission rates, which are
liabilities is determined using the effective interest rate method
independent of the profitability of underlying insurance policies.
and is recognised in cost of sales.
Similar commission income is also generated from the sale of
white label insurance products underwritten by other third- Business combinations and goodwill
party providers. This commission income is recognised on a net The Group accounts for all business combinations by applying the
basis as such policies are sold. acquisition method. All acquisition-related costs are expensed.
In the case of some commission income on insurance policies On acquisition, the assets (including intangible assets), liabilities
managed and underwritten by a third party, the Group recognises and contingent liabilities of an acquired entity are measured at
commission income from policy renewals as such policies are sold. their fair values. Non-controlling interests are stated at the
This is when the Group has satisfied all of its performance non-controlling interests’ proportion of the fair values of the
obligations in relation to the policy sold and it is considered highly assets and liabilities recognised.
probable that a significant reversal in the amount of revenue
recognised will not occur in future periods. This calculation takes Goodwill arising on consolidation represents the excess of the
into account both estimates of future renewal volumes and consideration transferred over the net fair value of the Group’s
renewal commission rates. A contract asset is recognised in share of the net assets, liabilities and contingent liabilities of the
relation to this revenue. This is unwound over the remainder of acquired subsidiary, joint venture or associate and the fair value
the contract with the customer, in this case being the third-party of the non-controlling interest in the acquiree. If the consideration
insurance provider. is less than the fair value of the Group’s share of the net assets,
liabilities and contingent liabilities of the acquired entity (i.e. a
The end policy holders have the right to cancel an insurance policy bargain purchase), the difference is credited to the Group
at any time. Therefore, a contract liability is recognised for the income statement in the period of acquisition.
amount of any expected refunds due and the revenue recognised
in relation to these sales is reduced accordingly. This contract At the acquisition date of a subsidiary, goodwill acquired is
refund liability is estimated using prior experience of customer recognised as an asset and is allocated to each of the cash-
refunds. The appropriateness of the assumptions used in this generating units or groups of cash-generating units expected to
calculation is reassessed at each reporting date. benefit from the business combination’s synergies and to the
lowest level at which management monitors the goodwill.
Commercial income Goodwill arising on the acquisition of joint ventures and
Consistent with standard industry practice, the Group has associates is included within the carrying value of the investment.
agreements with suppliers whereby volume-related allowances, On disposal of a subsidiary, joint venture or associate, the
promotional and marketing allowances and various other fees and attributable amount of goodwill is included in the determination
discounts are received in connection with the purchase of goods of the profit or loss on disposal.
for resale from those suppliers. Most of the income received from
Where the Group obtains control of a joint venture or associate,
suppliers relates to adjustments to a core cost price of a product,
the Group’s previously held interests in the acquired entity is
and as such is considered part of the purchase price for that
remeasured to its acquisition date fair value and the resulting
product. Sometimes receipt of the income is conditional on the
gain or loss, if any, is recognised in the Group income statement.
Group performing specified actions or satisfying certain
performance conditions associated with the purchase of the Cloud software licence agreements
product. These include achieving agreed purchases or sales Licence agreements to use cloud software are treated as service
volume targets and providing promotional or marketing materials contracts and expensed in the Group income statement, unless
and activities or promotional product positioning. While there is the Group has both a contractual right to take possession of the
no standard industry definition, these amounts receivable from software at any time without significant penalty, and the ability
suppliers in connection with the purchase of goods for resale are to run the software independently of the host vendor. In such
generally termed commercial income. cases the licence agreement is capitalised as software within
Commercial income is recognised when earned by the Group, intangible assets.
which occurs when all obligations conditional for earning income
Intangible assets
have been discharged, and the income can be measured reliably
Intangible assets, such as software and pharmacy licences, are
based on the terms of the contract. The income is recognised as
measured initially at acquisition cost or costs incurred to develop
a credit within cost of sales. Where the income earned relates to
the asset. Intangible assets acquired in a business combination
inventories which are held by the Group at the reporting date, the
are recognised at fair value at the acquisition date.
income is included within the cost of those inventories, and
recognised in cost of sales upon sale of those inventories. Following initial recognition, intangible assets with finite useful
lives are carried at cost less accumulated amortisation and
Amounts due relating to commercial income are recognised within
accumulated impairment losses. They are amortised on a
trade and other receivables, except in cases where the Group
straight-line basis over their estimated useful lives, at 5%–25%
currently has a legally enforceable right of set-off and intends to
of cost per annum.
offset amounts due from suppliers against amounts owed to those

Notes to the Group financial statements continued
Note 1 Accounting policies, judgements and estimates Non-current assets held for sale and discontinued operations
continued Non-current assets (or disposal groups) are classified as assets
Research costs are expensed as incurred. Development held for sale when their carrying amount is to be recovered
expenditure incurred on an individual project is capitalised principally through a sale transaction and a sale is considered
only if specific criteria are met. highly probable. They are stated at the lower of carrying amount
and fair value less costs to sell.
Property, plant and equipment
Property, plant and equipment is carried at cost less accumulated Discontinued operations
depreciation and any recognised impairment in value. Property, In accordance with IFRS 5 ‘Non-current Assets Held for Sale
plant and equipment is depreciated on a straight-line basis to and Discontinued Operations’, the net results of discontinued
its residual value over its anticipated useful economic life. operations are presented separately in the Group income
statement (and the comparatives restated) and the assets and
The following depreciation rates are applied for the Group:
liabilities of these operations are presented separately in the
–– freehold and leasehold buildings with greater than 40 years Group balance sheet. Refer to Note 7 for further details.
unexpired – at 2.5% of cost;
Leases
–– leasehold properties with less than 40 years unexpired are
Leases are classified as finance leases whenever the terms of the
depreciated by equal annual instalments over the unexpired
lease transfer substantially all the risks and rewards of ownership
period of the lease; and
to the lessee. All other leases are classified as operating leases.
–– fixtures and fittings, office equipment and motor
vehicles – at rates varying from 10% to 33%. The Group as a lessee
Assets held under finance leases are recognised as assets of the
Assets held under finance leases are depreciated over their
Group at their fair value or, if lower, at the present value of the
expected useful lives on the same basis as owned assets or,
minimum lease payments, each determined at the inception of
when shorter, over the term of the relevant lease.
the lease. The corresponding liability is included in the Group
Impairment of non-financial assets balance sheet as a finance lease obligation. Lease payments are
Goodwill is reviewed for impairment at least annually by assessing apportioned between finance charges and a reduction of the
the recoverable amount of each cash-generating unit, or group of lease obligations so as to achieve a constant rate of interest on
cash-generating units, to which the goodwill relates. For all other the remaining balance of the liability. Finance charges are charged
non-financial assets (including other intangible assets and property, to the Group income statement. Rentals payable under operating
plant and equipment) the Group performs impairment testing leases are charged to the Group income statement on a straight-
where there are indicators of impairment. Where the asset does line basis over the term of the lease.
not generate cash flows that are independent from other assets,
The Group as a lessor
the Group estimates the recoverable amount of the cash-
Amounts due from lessees under finance leases are recorded as
generating unit to which the asset belongs.
receivables at the amount of the Group’s net investment in the
The recoverable amount is the higher of fair value less costs of leases. Finance lease income is allocated to accounting periods so
disposal, and value in use. When the recoverable amount is less as to reflect a constant periodic rate of return on the Group’s net
than the carrying amount, an impairment loss is recognised investment in the lease. Rental income from operating leases is
immediately in the Group income statement. recognised on a straight-line basis over the term of the lease.
Goodwill impairments are not subsequently reversed. Where Sale and leaseback
an impairment loss on other non-financial assets subsequently A sale and leaseback transaction is one where the Group sells an
reverses, the carrying amount of the asset (or cash-generating asset and immediately reacquires the use of the asset by entering
unit) is increased to the revised estimate of the recoverable into a lease with the buyer.
amount, but so that the increased carrying amount does not
exceed the carrying amount that would have been determined For sale and finance leasebacks, any profit from the sale is
if no impairment loss had been recognised for the asset deferred and amortised over the lease term. For sale and
(or cash-generating unit) in prior years. A reversal of an operating leasebacks, generally the assets are sold at fair value,
impairment loss is recognised immediately as a credit to and accordingly the profit or loss from the sale is recognised
the Group income statement. immediately in the Group income statement.
Investment property Post-employment obligations

Investment property assets are carried at cost less accumulated For defined benefit plans, obligations are measured at discounted
depreciation and any recognised impairment in value. The present value (using the projected unit credit method) while plan
depreciation policies for investment property are consistent assets are recorded at fair value.
with those described for property, plant and equipment. The operating and financing costs of such plans are recognised
separately in the Group income statement; service costs are
Inventories
spread systematically over the expected service lives of employees
Inventories comprise goods and development properties held for
and financing costs are recognised in the periods in which they
resale. Inventories are valued at the lower of cost and fair value
arise. Actuarial gains and losses are recognised immediately in
less costs to sell using the weighted average cost basis. Directly
the Group statement of comprehensive income/(loss).
attributable costs and incomes (including applicable commercial
income) are included in the cost of inventories. Payments to defined contribution schemes are recognised as an
expense as they fall due.
Cash and cash equivalents
Cash and cash equivalents in the Group balance sheet consist Share-based payments
of cash at bank, in hand, demand deposits with banks, loans and The fair value of employee share option plans, which are all
advances to banks, certificates of deposits and other receivables equity-settled, is calculated at the grant date using the Black-
together with short-term deposits with an original maturity of Scholes or Monte Carlo model. The resulting cost is charged to the
three months or less. Group income statement over the vesting period. The value of the
charge is adjusted to reflect expected and actual levels of vesting.

Taxation Goodwill and fair value adjustments arising on the acquisition of

The tax expense included in the Group income statement consists a foreign entity are treated as assets and liabilities of the foreign
of current and deferred tax. entity and translated at the closing rate.
Current tax is the expected tax payable on the taxable income Financial instruments
for the financial year, using tax rates enacted or substantively Financial assets and financial liabilities are recognised in the Group
enacted by the balance sheet date. Tax expense is recognised in balance sheet when the Group becomes a party to the contractual
the Group income statement except to the extent that it relates provisions of the instrument. Financial assets are classified as
to items recognised in the Group statement of comprehensive either fair value through profit and loss, fair value through other
income/(loss) or directly in the Group statement of changes in comprehensive income, or amortised cost. Classification and
equity, in which case it is recognised in the Group statement of subsequent remeasurement depends on the Group’s business
comprehensive income/(loss) or directly in the Group statement model for managing the financial asset and its cash flow
of changes in equity, respectively. characteristics. Assets that are held for collection of contractual
Deferred tax is provided using the balance sheet liability method, cash flows, where those cash flows represent solely payments of
providing for temporary differences between the carrying amounts principal and interest, are measured at amortised cost.
of assets and liabilities for financial reporting purposes and the
Trade receivables
amounts used for taxation purposes.
Trade receivables are non interest-bearing and are recognised
Deferred tax is calculated at the tax rates that are expected to initially at fair value, and subsequently at amortised cost using
apply in the period when the liability is settled or the asset realised the effective interest rate method, less provision for impairment.
based on the tax rates that have been enacted or substantively
enacted by the balance sheet date. Deferred tax is charged or Investments
credited in the Group income statement, except when it relates Debt instruments are classified at fair value through other
to items charged or credited directly to the Group statement of comprehensive income. Gains and losses arising from changes in
changes in equity or the Group statement of comprehensive fair value are recognised directly in other comprehensive income,
income/(loss), in which case the deferred tax is also recognised in except for impairment gains or losses, interest income and foreign
equity, or other comprehensive income, respectively. exchange gains and losses, which are recognised in the income
statement. When the debt instrument is derecognised, cumulative
Deferred tax assets are recognised to the extent that it is probable amounts in other comprehensive income are reclassified to the
that taxable profits will be available against which deductible income statement.
temporary differences can be utilised.
Equity investments have been irrevocably designated at fair value
The carrying amount of deferred tax assets is reviewed at each through other comprehensive income. Gains and losses arising
balance sheet date and reduced to the extent that it is no longer from changes in fair value are recognised directly in other
probable that sufficient taxable profits will be available to allow all comprehensive income, and are not subsequently reclassified
or part of the assets to be recovered. to the Group income statement, including on derecognition.
Deferred tax assets and liabilities are offset against each other Impairment losses are not recognised separately from other
when there is a legally enforceable right to set off current taxation changes in fair value. Dividends are recognised in the Group
assets against current taxation liabilities and it is the intention to income statement when the Group’s right to receive payment
settle these on a net basis. is established.
Tax provisions are recognised for uncertain tax positions where Under IAS 39, applicable for the comparative period, the Group’s
a risk of an additional tax liability has been identified and it is investments were classified as available-for-sale and recognised
probable that the Group will be required to settle that tax. at fair value. Gains and losses arising from changes in fair value
Measurement is dependent on management’s expectation of were recognised directly in other comprehensive income, until
the outcome of decisions by tax authorities in the various tax the security was disposed of or was determined to be impaired,
jurisdictions in which the Group operates. This is assessed on at which time the cumulative gain or loss previously recognised in
a case-by-case basis using in-house tax experts, professional other comprehensive income was included in the Group income
firms and previous experience. Refer to Note 6. statement for the period.
Foreign currencies Loans and advances to customers and banks

The consolidated financial statements are presented in Loans and advances are initially recognised at fair value plus
Pounds Sterling, which is the ultimate Parent Company’s directly related transaction costs. Subsequent to initial recognition,
functional currency. these assets are carried at amortised cost using the effective
interest method less any impairment losses.
Transactions in foreign currencies are translated to the functional
currency at the exchange rate on the date of the transaction. Impairment of financial assets
At each balance sheet date, monetary assets and liabilities that The Group assesses on a forward-looking basis the expected
are denominated in foreign currencies are retranslated to the credit losses (ECLs) associated with its financial assets carried at
functional currency at the rates prevailing on the balance sheet amortised cost and debt instruments at fair value through other
date. Exchange differences are recognised in the Group income comprehensive income. The ECLs are updated at each reporting
statement in the period in which they arise, apart from exchange date to reflect changes in credit risk.
differences on transactions entered into to hedge certain foreign
The three-stage model for impairment has been applied to loans
currency risks, and exchange differences on monetary items
and advances to customers and banks, debt instruments at fair
forming part of the net investment in a foreign operation.
value through other comprehensive income, and loan receivables
The assets and liabilities of the Group’s foreign operations are from joint ventures and associates. The credit risk is determined
translated into Pounds Sterling at exchange rates prevailing at through modelling a range of possible outcomes for different loss
the balance sheet date. Profits and losses are translated at scenarios, using reasonable and supportable information about
average exchange rates for the relevant accounting periods. past events, current conditions and forecasts of future events and
Exchange differences arising are recognised in the Group economic conditions and taking into account the time value of
statement of comprehensive income/(loss) and are included money. A 12-month ECL is recognised, unless the credit risk on the
in the Group’s translation reserve. Such translation differences financial asset increases significantly after initial recognition, when
are recognised as income or expenses in the period in which the lifetime ECL is recognised.
the operation is disposed of.

Note 1 Accounting policies, judgements and estimates Derivative financial instruments and hedge accounting
continued The Group uses derivative financial instruments to hedge its
For trade and other receivables, contract assets and lease exposure to foreign exchange, interest rate and commodity
receivables, the Group applies the simplified approach permitted risks arising from operating, financing and investing activities.
by IFRS 9, with lifetime ECLs recognised from initial recognition of The Group does not hold or issue derivative financial
the receivable. These assets are grouped, based on shared credit instruments for trading purposes.
risk characteristics and days past due, with ECLs for each grouping Derivative financial instruments are recognised and stated at fair
determined, based on the Group’s historical credit loss experience, value. Where derivatives do not qualify for hedge accounting, any
adjusted for factors specific to each receivable, general economic gains or losses on remeasurement are immediately recognised in
conditions and expected changes in forecast conditions. the Group income statement. Where derivatives qualify for hedge
Under IAS 39, applicable for the comparative period, the Group’s accounting, recognition of any resultant gain or loss depends on
loan impairment provisions were established to recognise incurred the nature of the hedge relationship and the item being hedged.
impairment losses in its portfolio of loans classified as loans and At inception of designated hedging relationships, the Group
receivables and carried at amortised cost. At each reporting date, documents the risk management objective and strategy for
management reviewed the carrying amounts of its loans and undertaking the hedge, the nature of the risks being hedged and
advances to determine whether there was any indication that the economic relationship between the item being hedged and
those assets had suffered an impairment loss. the hedging instrument, including whether the change in cash
If there was objective evidence that an impairment loss on a flows of the hedged item and hedging instrument are expected
financial asset or group of financial assets classified as loans and to offset each other.
advances had been incurred, management measured the amount As permitted under IFRS 9, the Group has elected to continue
of the loss as the difference between the estimated future cash to apply the existing hedge accounting requirements of IAS 39
flows from the asset or group of assets discounted at the effective for its portfolio hedge accounting until a new macro hedge
interest rate of the instrument at initial recognition. Impairment accounting standard is implemented.
losses were assessed individually for financial assets that were
individually significant and collectively for assets that were not Derivative financial instruments with maturity dates of
individually significant. In making collective assessments of more than one year from the reporting date are disclosed
impairment, financial assets were grouped into portfolios as non-current.
on the basis of similar characteristics.
Fair value hedging
Loan impairment provisions were established on a portfolio basis Derivative financial instruments are classified as fair value hedges
using statistical methodology taking into account the level of when they hedge the Group’s exposure to changes in the fair
arrears, security, past loss experience, credit quality and defaults value of a recognised asset or liability. Changes in the fair value of
based on portfolio trends. derivatives that are designated as fair value hedges are recognised
The portfolios include mortgages, credit card receivables, personal in the Group income statement within finance income or costs,
current accounts and personal loans. The future credit quality of together with any changes in the fair value of the hedged item that
these portfolios is subject to uncertainties that could cause actual is attributable to the hedged risk.
credit losses to differ materially from reported impairment loan Cash flow hedging
provisions. These uncertainties include the economic environment, Derivative financial instruments are classified as cash flow hedges
notable interest rates and their effect on customer spending, the when they hedge the Group’s exposure to variability in cash flows
unemployment level, payment behaviour and bankruptcy trends. that are either attributable to a particular risk associated with a
Impairment losses under IAS 39 were recognised in the Group recognised asset or liability, or a highly probable forecasted
income statement and the carrying amount of the financial asset transaction. The effective element of any gain or loss from
or group of financial assets reduced by establishing an allowance remeasuring the derivative instrument is recognised directly
for impairment losses. If in a subsequent period the amount of in the Group statement of comprehensive income/(loss) and
impairment loss reduced and the reduction could be ascribed the ineffective element is recognised immediately in the Group
to an event after the impairment was recognised, the previously income statement within finance income or costs.
recognised loss was reversed by adjusting the allowance. Once an Amounts recognised in other comprehensive income are recycled
impairment loss was recognised on a financial asset or group of to the Group income statement when the hedged item or
financial assets, interest income was recognised on the carrying transaction affects the Group income statement.
amount using the rate of interest at which estimated future cash
flows were discounted in measuring impairment. Hedge accounting is discontinued when the hedging instrument
expires or is sold, terminated or exercised. The cumulative
Interest-bearing borrowings gain or loss in other comprehensive income remains until the
Interest-bearing bank loans and overdrafts are initially recorded forecast transaction occurs or the original hedged item affects
at fair value, net of attributable transaction costs. Subsequent the Group income statement. If a forecast hedged transaction
to initial recognition, interest-bearing borrowings are stated at is no longer expected to occur, the cumulative gain or loss in
amortised cost with any difference between proceeds and other comprehensive income is reclassified to the Group
redemption value being recognised in the Group income statement income statement.
over the period of the borrowings on an effective interest basis.
Net investment hedging
Trade payables Derivative financial instruments are classified as net investment
Trade payables are non interest-bearing and are recognised initially hedges when they hedge the Group’s net investment in an overseas
at fair value and subsequently measured at amortised cost using operation. The effective element of any foreign exchange gain or
the effective interest method. loss from remeasuring the derivative instrument is recognised
directly in other comprehensive income. Any ineffective element is
Equity instruments recognised immediately in the Group income statement. Gains and
Equity instruments issued by the Group are recorded at the losses accumulated in other comprehensive income are included
proceeds received, net of direct issue costs. in the Group income statement when the foreign operation is
disposed of.

Offsetting financial instruments term constitutes substantially all of the economic life of the asset,
Financial assets and liabilities are offset and the net amount or where the present value of minimum lease payments amount
reported in the Group balance sheet when there is a current legally to substantially all of the fair value of the property, the lease is
enforceable right to offset the recognised amounts and there is an classified as a finance lease. All other leases are classified as
intention to settle on a net basis or realise the asset and settle the operating leases.
liability simultaneously.
Management further applies judgement in determining the
Provisions accounting treatment of sale and leaseback transactions. Factors
Provisions are measured at the present value of the expenditures considered include the substance of the transaction (by applying
expected to be required to settle the obligation using a pre-tax the lease classification principles described above) whether or not
discount rate that reflects current market assessments of the sale was made at the asset’s fair value and the relationship with
the time value of money and the risks specific to the obligation. the buyer, which is based on levels of control and influence (the
The increase in the provision due to passage of time is recognised buyer may be an associate, joint venture or an unrelated party).
as interest expense. Refer to Note 34 for additional disclosures on judgements
Provisions for onerous leases are recognised when the Group made relating to operating leases including those arising from
believes that the unavoidable costs of meeting or exiting the lease sale and leasebacks.
obligations exceed the economic benefits expected to be received
Operating segments
under the lease.
Management has assessed the retail operations in different
Supplier financing agreements countries and determined that they share similar economic
Management reviews supplier financing agreements to characteristics, products, customers and supply chain operations.
determine the appropriate presentation of balances outstanding The retail operations have therefore been aggregated in the UK &
as trade payables or borrowings, dependent on the nature of each ROI, Central Europe and Asia segments, in line with the way they
arrangement. Factors considered in determining the appropriate are managed below the Chief Operating Decision Maker (CODM).
presentation include the commercial rationale for the Tesco Bank operates in a different industry and reports separately
arrangement, impact on the Group’s working capital positions, hence is a separate segment.
credit enhancements or other benefits provided to the bank
and recourse exposures. Following the acquisition of Booker on 5 March 2018, management
has applied the guidance of IFRS 8 ‘Operating Segments’ in
Balances outstanding under current supplier financing determining the presentation of Booker’s performance and
arrangements are classified as accounts payables, since the balances within the Group. Management has carefully considered
financing arrangements are agreed between the supplier and a number of areas including how the business is managed on an
the banks, and the Group does not provide additional credit integrated basis with the rest of the UK retail business, the
enhancement nor obtain any benefit from the arrangements. strategic rationale of the merger in forming the UK’s leading Food
These outstanding balances are not material to the Group. business, the significant synergies flowing across the UK businesses,
and the level at which the CODM monitors performance and
Judgements and sources of estimation uncertainty
allocates resources to the business.
The preparation of the consolidated Group financial statements
requires management to make judgements, estimates and Based on these considerations, management concluded that the
assumptions in applying the Group’s accounting policies to most appropriate presentation for Booker is within the UK & ROI
determine the reported amounts of assets, liabilities, income and segment.
expenses. The estimates and associated assumptions are based on
historical experience and various other factors that are believed to Alternative performance measures (APMs) – Exceptional items
be reasonable under the circumstances. Actual results may differ Management exercises judgement in determining the adjustments
from these estimates. The estimates and underlying assumptions to apply to IFRS measurements in order to derive APMs which
are reviewed on an ongoing basis, with revisions to accounting provide additional useful information on the underlying trends,
estimates applied prospectively. performance and position of the Group. This assessment
covers the nature of the item, cause of occurrence and the
Critical accounting judgements scale of impact of that item on reported performance.
Critical judgements, apart from those involving estimations, that Reversals of previous exceptional items are assessed based
are applied in the preparation of the consolidated financial on the same criteria.
statements are discussed below: An analysis of the exceptional items included in the Group income
Business combinations statement, together with the impact of these items on the Group
The acquisition of Booker Group plc (Booker) on 5 March 2018 has cash flow statement, is disclosed in Note 4 to the Group financial
been accounted for as an acquisition of a business in accordance statements.
with IFRS 3 ‘Business Combinations’, resulting in the recognition of Refer to pages 178 to 181 for further details on the Group’s APMs.
goodwill of £3,093m. This goodwill is allocated and tested for
impairment at the UK group of cash-generating units, which is the
level at which management monitors the goodwill. Refer to Note 10
and Note 31 for further additional disclosures.
Joint ventures and associates

The Group has assessed the nature of its joint arrangements
under IFRS 11 ‘Joint Arrangements’ and determined them to be joint
ventures. The Group has also assessed that Gain Land Limited is an
associate. These assessments required the exercise of judgement
as set out in Note 13.
Leases
Management exercises judgement in determining the classification
of leases as finance or operating leases at inception of the lease.
Management considers the likelihood of exercising break clauses or
extension options in determining the lease term. Where the lease

Note 1 Accounting policies, judgements and estimates Tesco Bank expected credit loss measurement
continued The measurement of ECLs for Tesco Bank financial assets
requires the use of complex models and significant assumptions
Key sources of estimation uncertainty
about future macro-economic conditions and credit behaviour,
The key assumptions about the future, and other key sources of
such as the likelihood of customers defaulting and the resulting
estimation uncertainty at the reporting period end that may have
losses. Key assumptions and sensitivities for Tesco Bank ECLs
a significant risk of causing a material adjustment to the carrying
are disclosed in Note 23.
amount of assets and liabilities within the next financial year are
discussed below: Inventories
An inventory provision is booked for cases where the realisable
Post-employment benefit obligations
value from sale of the inventory is estimated to be lower than the
The present value of the post-employment benefit obligations
inventory carrying value. Management has estimated the inventory
depends on a number of factors that are determined on an
provisioning percentage for different product categories based on
actuarial basis using a number of assumptions. The assumptions
various factors, including the expected sales profiles of the items,
used in determining the net cost/(income) for pensions include
the prevailing sales prices, the item’s seasonality pattern and
the discount rate. Any changes in these assumptions will impact
expected losses associated with slow-moving inventory items.
the carrying amount of post-employment benefit obligations.
Key assumptions and sensitivities for post-employment benefit Contingent liabilities
obligations are disclosed in Note 27. Contingent liabilities are possible obligations whose existence
will be confirmed only on the occurrence or non-occurrence of
Impairment
uncertain future events outside the Group’s control, or present
The Group treats each store as a separate cash-generating unit
obligations that are not recognised because it is not probable that
for impairment testing of property, plant and equipment. Where
a settlement will be required or the value of such a payment cannot
there are indicators of impairment, management performs an
be reliably estimated. The Group does not recognise contingent
impairment test. Recoverable amounts for cash-generating units
liabilities but discloses them. Refer to Note 32 for the disclosures.
are the higher of fair value less cost of disposal, and value in use.
Value in use is calculated from cash flow projections based on Interpretations and amendments to accounting standards
the Group’s three-year internal forecasts. The forecasts are effective for the current year
extrapolated to five years based on management’s expectations, The following standards were adopted in the current year, and
and beyond five years based on estimated long-term growth further details of their impact on the Group financial statements
rates. Fair value is determined with the assistance of independent, are given in Note 36:
professional valuers where appropriate. Key estimates and
sensitivities are disclosed in Note 11. –– IFRS 9 ‘Financial Instruments’
–– IFRS 15 ‘Revenue from Contracts with Customers’
Commercial income
Management is required to make estimates in determining the Other changes to standards, interpretations and amendments
amount and timing of recognition of commercial income (as effective in the current year have not had a material impact on
defined on page 99) for some transactions with suppliers. In the Group financial statements.
determining the amount of volume-related allowances recognised
Standards issued but not yet effective
in any period, management estimates the probability that the
At the date of authorisation of these financial statements, the
Group will meet contractual target volumes, based on historical
Group has not applied the following standards that have been
and forecast performance. There is limited estimation involved in
issued but are not yet effective. The Group has not adopted any
recognising income for promotional and other allowances.
new or amended standards early.
Management assesses its performance against the obligations
IFRS 16 ‘Leases’ will be adopted by the Group for the accounting
conditional on earning the income, with the income recognised
period beginning 24 February 2019. Further details of the impact
either over time as the obligations are met, or recognised at the
of IFRS 16 on the Group financial statements are given in Note 36.
point when all obligations are met, dependent on the contractual
requirements. Commercial income is recognised as a credit within The impact of the following standard is still under assessment:
cost of sales. Where the income earned relates to inventories –– IFRS 17 ‘Insurance Contracts’
which are held by the Group at period ends, the income is included
within the cost of those inventories, and recognised in cost of sales Other changes to standards, interpretations and amendments
upon sale of those inventories. Management views that the cost of issued but not yet effective are not expected to have a material
inventories sold (which is inclusive of commercial income) provides impact on the Group financial statements.
a consistent and complete measure of the income statement
impact of the overall supplier relationships.
Alternative performance measures (APMs)
In the reporting of financial information, the Directors have
Management considers the best indicator of the estimation adopted various APMs. These measures are not defined by IFRS
undertaken is by reference to commercial income balances not and therefore may not be directly comparable with other
settled at the balance sheet date and has therefore provided companies’ APMs, including those in the Group’s industry.
additional disclosures of commercial income amounts
APMs should be considered in addition to, and are not intended
reflected in the balance sheet. Refer to Note 20 for
to be a substitute for, or superior to, IFRS measurements.
commercial income disclosures.

Purpose Changes to APMs

The Directors believe that these APMs assist in providing additional During the period, the following change has been applied to
useful information on the underlying trends, performance and the Group’s APMs:
position of the Group.
–– The Directors and management have decided to exclude
APMs are also used to enhance the comparability of information the amortisation of intangible assets acquired in business
between reporting periods and geographical units (such as combinations from profit measures. The amortisation charge
like-for-like sales), by adjusting for non-recurring or uncontrollable is excluded because management does not consider the
factors which affect IFRS measures, to aid users in understanding incremental amortisation charge arising from acquired intangible
the Group’s performance. assets when assessing the underlying trading performance of
the Group. Business combinations which occurred before the
Consequently, APMs are used by the Directors and management
acquisition of Booker did not result in a material amortisation
for performance analysis, planning, reporting and incentive-
expense arising from the acquired intangible assets.
setting purposes.
As a result of the change above, the following APMs have been
The key APMs that the Group has focused on in the period are
changed to exclude the amortisation of intangible assets acquired
as follows:
in business combinations:
–– Group sales: This is the headline measure of revenue for the
–– Operating profit before exceptional items and amortisation
Group. It excludes the impact of sales made at petrol filling
of acquired intangibles;
stations due to the significant volatility of fuel prices. This
volatility is outside the control of management and can mask –– Profit before tax before exceptional items and amortisation
underlying changes in performance. of acquired intangibles, net pension finance costs and fair
value remeasurements on financial instruments;
–– Like-for-like sales: This is a widely used indicator of a retailer’s
current trading performance. It is a measure of growth in Group –– Earnings per share from continuing operations before
online sales and sales from stores that have been open for at exceptional items and amortisation of acquired intangibles,
least a year (but excludes prior year sales of stores closed during net pension finance costs and fair value remeasurements on
the year) at constant foreign exchange rates. financial instruments;
–– Operating profit before exceptional items and amortisation of –– Effective tax rate before exceptional items and amortisation
acquired intangibles: This is the headline measure of the Group’s of acquired intangibles; and
performance, and is based on operating profit before the impact –– Effective tax rate before exceptional items and amortisation
of exceptional items and amortisation of intangible assets of acquired intangibles, net pension finance costs and fair
acquired in business combinations. Exceptional items relate to value remeasurements on financial instruments.
certain costs or incomes that derive from events or transactions
Operating margin is now calculated as Operating profit before
that fall within the normal activities of the Group but which,
exceptional items and amortisation of acquired intangibles
individually or, if of similar type, in aggregate, are excluded by
divided by revenue.
virtue of their size and nature in order to reflect management’s
view of the underlying performance of the Group. Refer to the Glossary (pages 178 to 181) for a full list, comprehensive
–– Retail operating cash flow: This is the operating cash flow from descriptions and purpose of the Group’s APMs.
continuing operations, excluding the effects of Tesco Bank’s
cash flows.
–– Retail free cash flow: Retail free cash flow includes all cash flows
from operating and investing activities and the market purchase
of shares net of proceeds from shares issued in relation to share
schemes, excluding the effects of Tesco Bank’s cash flows. The
following items are excluded: investing cash flows that increase/
decrease items within Net debt, and cash flows from major
corporate acquisitions and disposals.
–– Net debt: This excludes the net debt of Tesco Bank but includes
that of the discontinued operations to reflect the net debt
obligations of the Retail business.
–– Diluted earnings per share from continuing operations before
exceptional items and amortisation of acquired intangibles,
net pension finance costs and fair value remeasurements on
financial instruments: This relates to profit after tax before
exceptional items and amortisation of acquired intangibles from
continuing operations, net pension finance costs and fair value
remeasurements on financial instruments attributable to owners
of the parent divided by the weighted average number of
ordinary shares in issue during the financial period adjusted for
the effects of potentially dilutive share options.
Some of the Group’s IFRS measures are translated at constant
exchange rates. Constant exchange rates are the average actual
periodic exchange rates for the previous financial period and are
used to eliminate the effects of exchange rate fluctuations in
assessing performance. Actual exchange rates are the average
actual periodic exchange rates for that financial period.

Note 2 Segmental reporting

The Group’s operating segments are determined based on the Group’s internal reporting to the Chief Operating Decision Maker (CODM).
The CODM has been determined to be the Group Chief Executive, with support from the Executive Committee, as the function primarily
responsible for the allocation of resources to segments and assessment of performance of the segments.
Following the acquisition of Booker on 5 March 2018, management has applied judgement in determining the presentation of Booker
within the UK & ROI Retail segment. Note 1 provides further details on the rationale for this presentation.
The principal activities of the Group are therefore presented in the following segments:
–– Retailing and associated activities (Retail) in:
•• UK & ROI – the United Kingdom and Republic of Ireland;
•• Central Europe – Czech Republic, Hungary, Poland, Slovakia; and
•• Asia – Malaysia and Thailand.
–– Retail banking and insurance services through Tesco Bank in the UK (Tesco Bank).
This presentation reflects how the Group’s operating performance is reviewed internally by management.
The CODM uses operating profit before exceptional items and amortisation of acquired intangibles, as reviewed at monthly Executive
Committee meetings, as the key measure of the segments’ results as it reflects the segments’ underlying performance for the financial year
under evaluation. Operating profit before exceptional items and amortisation of acquired intangibles is a consistent measure within the Group
as defined within Note 1. Refer to Note 4 for exceptional items and amortisation of acquired intangibles. Inter-segment revenue between the
operating segments is not material.
Income statement
The segment results and the reconciliation of the segment measures to the respective statutory items included in the Group income
statement are as follows:
Total at Total
Central Tesco constant Foreign at actual
52 weeks ended 23 February 2019 UK & ROI Europe Asia Bank exchange exchange exchange
At constant exchange rates £m £m £m £m £m £m £m
Group sales 44,876 6,058 4,746 1,097 56,777 106 56,883
Revenue 51,636 6,325 4,746 1,097 63,804 107 63,911
Operating profit/(loss) before exceptional items 1,536 186 279 197 2,198 8 2,206
and amortisation of acquired intangibles
Exceptional items and amortisation of acquired intangibles (2) 46 (66) (30) (52) (1) (53)
Operating profit/(loss) 1,534 232 213 167 2,146 7 2,153
Operating margin 3.0% 2.9% 5.9% 18.0% 3.4% 3.5%
Total
Central Tesco at actual
52 weeks ended 23 February 2019 UK & ROI Europe Asia Bank exchange
At actual exchange rates £m £m £m £m £m
Group sales 44,883 6,030 4,873 1,097 56,883
Revenue 51,643 6,298 4,873 1,097 63,911
Operating profit/(loss) before exceptional items 1,537 186 286 197 2,206
Exceptional items and amortisation of acquired intangibles (2) 46 (67) (30) (53)
Operating profit/(loss) 1,535 232 219 167 2,153
Operating margin 3.0% 3.0% 5.9% 18.0% 3.5%
Share of post-tax profits/(losses) of joint ventures and associates 35
Finance income 22
Finance costs (536)
Profit/(loss) before tax 1,674
Total
Central Tesco at actual
52 weeks ended 24 February 2018 (restated) UK & ROI Europe Asia Bank exchange
Group sales 38,656 6,343 4,947 1,047 50,993
Revenue 44,914 6,585 4,947 1,047 57,493
Operating profit/(loss) before exceptional items 1,059 119 299 169 1,646
Exceptional items and amortisation of acquired intangibles 146 93 (22) (24) 193
Share of post-tax profits/(losses) of joint ventures and associates (6)
Finance income 67
Finance costs (600)
Tesco Bank revenue of £1,097m (2018: £1,047m) comprises interest and similar revenues of £729m (2018: £673m) and fees and commissions
revenue of £368m (2018: £374m).

Balance sheet
The following tables showing segment assets and liabilities exclude those balances that make up net debt (cash and cash equivalents,
short-term investments, joint venture loans and other receivables, bank and other borrowings, finance lease payables, derivative
financial instruments and net debt of the disposal group). Net debt balances have been included within the unallocated segment to
reflect how the Group manages these balances. Intercompany transactions have been eliminated other than intercompany transactions
with Tesco Bank in net debt.
Central Tesco
UK & ROI Europe Asia Bank Unallocated Total
At 23 February 2019 £m £m £m £m £m £m
Goodwill and other intangible assets 4,927 27 284 1,026 – 6,264
Property, plant and equipment and investment property 13,638 2,669 2,690 62 – 19,059
Investments in joint ventures and associates 12 1 605 86 – 704
Non-current financial assets at fair value through
other comprehensive income 3 – – 976 – 979
Non-current trade and other receivables(a) 52 5 14 19 – 90
Non-current loans and advances to customers and banks – – – 7,868 – 7,868
Deferred tax assets – 24 50 58 – 132
Non-current assets(b) 18,632 2,726 3,643 10,095 – 35,096
Inventories and current trade and other receivables(c)(d) 3,066 487 390 285 – 4,228
Current loans and advances to customers and banks – – – 4,882 – 4,882
Current financial assets at fair value through
other comprehensive income – – – 67 – 67
Total trade and other payables (7,627) (801) (1,069) (241) – (9,738)
Total customer deposits and deposits from banks – – – (12,128) – (12,128)
Total provisions (889) (65) (61) (52) – (1,067)
Deferred tax liabilities (196) (28) (12) – – (236)
Net current tax (265) (12) (11) (31) – (319)
Post-employment benefits (2,788) – (20) – – (2,808)
Assets classified as held for sale 68 30 – – – 98
Net debt (including Tesco Bank)(e) – – – (378) (2,863) (3,241)
Net assets 10,001 2,337 2,860 2,499 (2,863) 14,834
(a)
Excludes loans to joint ventures of £105m (2018: £138m) which form part of net debt.
(b)
Excludes derivative financial instrument non-current assets of £1,178m (2018: £1,117m).
(c)
Excludes net interest and other receivables of £1m (2018: £1m) which form part of net debt.
(d)
Excludes loans to joint ventures of £28m (2018: £nil) which form part of net debt.
(e)
Refer to Note 30.
Central Tesco
UK & ROI Europe Asia Bank Unallocated Total
At 24 February 2018 (restated) £m £m £m £m £m £m
Non-current financial assets at fair value through other comprehensive
income 3 – – 857 – 860
Non-current trade and other receivables(a) 30 6 12 – – 48
Deferred tax assets 18 33 65 – – 116
Current financial assets at fair value through other comprehensive income – – – 68 – 68
Total provisions (1,034) (110) (47) (74) – (1,265)
Deferred tax liabilities (21) (35) (32) (8) – (96)
Net current tax (263) (9) (16) (35) – (323)
Net debt (including Tesco Bank)(e) – – – (288) (2,625) (2,913)
Net assets 5,249 2,532 2,753 2,571 (2,625) 10,480
(a)-(e)
Refer to previous table for footnotes.

Note 2 Segmental reporting continued

Other segment information
Central Tesco Total continuing Discontinued
UK & ROI Europe Asia Bank operations operations Total
52 weeks ended 23 February 2019 £m £m £m £m £m £m £m
Capital expenditure (including acquisitions
through business combinations):
Property, plant and equipment(a) 1,028 113 232 4 1,377 – 1,377
Investment property – – – – – – –
Goodwill and other intangible assets(b) 4,005 17 3 27 4,052 – 4,052
Depreciation and amortisation:
Property, plant and equipment (699) (136) (234) (10) (1,079) – (1,079)
Investment property (1) – – – (1) – (1)
Other intangible assets (201) (14) (7) (73) (295) – (295)
Impairment:
Property, plant and equipment loss (46) (64) (36) – (146) – (146)
Property, plant and equipment reversal 129 86 4 – 219 – 219
Investment property loss – (1) – – (1) – (1)
Investment property reversal 2 – – – 2 – 2
Goodwill and other intangible assets loss (5) (16) – – (21) – (21)
Other intangible assets reversal – 5 – – 5 – 5
Financial assets net (loss)/reversal (20) – (1) (164) (185) – (185)
(a)
Includes £326m acquired through business combinations.
(b)
Includes £3,861m (2018: £8m) of goodwill and other intangible assets acquired through business combinations.
Central Tesco Total continuing Discontinued

UK & ROI Europe Asia Bank operations operations Total
52 weeks ended 24 February 2018 (restated) £m £m £m £m £m £m £m
Capital expenditure (including acquisitions
through business combinations):
Property, plant and equipment 940 117 236 7 1,300 – 1,300
Investment property 1 – – – 1 – 1
Goodwill and other intangible assets 141 16 3 43 203 – 203
Depreciation and amortisation:
Property, plant and equipment (686) (147) (230) (12) (1,075) – (1,075)
Investment property (1) – – – (1) – (1)
Other intangible assets (121) (18) (9) (71) (219) – (219)
Impairment:
Property, plant and equipment loss (50) (6) (32) – (88) – (88)
Property, plant and equipment reversal 154 112 9 – 275 – 275
Investment property loss – (1) – – (1) – (1)
Investment property reversal 3 2 – – 5 – 5
Goodwill and other intangible assets loss (20) (8) – – (28) – (28)
Other intangible assets reversal 4 – – – 4 – 4
Financial assets net (loss)/reversal (6) 3 (1) (137) (141) – (141)

Cash flow statement

The following tables provide further analysis of the Group cash flow statement, including a split of cash flows between Retail and Tesco Bank.
Retail Tesco Bank Tesco Group
Before Before
exceptional Exceptional exceptional Exceptional
items and items and items and items and
amortisation amortisation amortisation amortisation Tesco
of acquired of acquired Retail of acquired of acquired Bank
intangibles intangibles Total intangibles intangibles Total Total
52 weeks ended 23 February 2019 £m £m £m £m £m £m £m
Operating profit/(loss) of continuing operations 2,009 (23) 1,986 197 (30) 167 2,153
Depreciation and amortisation 1,214 78 1,292 83 – 83 1,375
ATM net income (34) – (34) 34 – 34 –
(Profit)/loss arising on sale of property, plant and equipment and 5 (104) (99) (8) – (8) (107)
intangible assets
(Profit)/loss arising on sale of subsidiaries and financial assets at fair (1) (7) (8) – – – (8)
value through other comprehensive income
(Profit)/loss arising on sale of joint ventures and associates – – – – – – –
Net impairment loss/(reversal) on financial assets at fair value through – – – – – – –
Net impairment loss/(reversal) on property, plant and equipment, (3) (55) (58) – – – (58)
intangible assets and investment property
Adjustment for non-cash element of pensions charge 45 – 45 – – – 45
Additional contribution into defined benefit pension schemes (266) – (266) – – – (266)
Share-based payments 82 – 82 (5) – (5) 77
Tesco Bank fair value movements included in operating profit/(loss) – – – 127 – 127 127
Cash flows generated from operations excluding working capital 3,051 (111) 2,940 428 (30) 398 3,338
(Increase)/decrease in working capital (312) (126) (438) (223) (35) (258) (696)
Cash generated from/(used in) operations* 2,739 (237) 2,502 205 (65) 140 2,642
Interest paid (301) – (301) (5) – (5) (306)
Corporation tax (paid)/received (302) – (302) (68) – (68) (370)
Net cash generated from/(used in) operating activities 2,136 (237) 1,899 132 (65) 67 1,966
Proceeds from sale of property, plant and equipment, investment property, 22 263 285 1 – 1 286
intangible assets and non-current assets classified as held for sale
Purchase of property, plant and equipment, investment property and (136) – (136) – – – (136)
non-current assets classified as held for sale – store buybacks
Purchase of property, plant and equipment, investment property and (962) – (962) (3) – (3) (965)
non-current assets classified as held for sale – other capital expenditure
Purchase of intangible assets (164) – (164) (27) – (27) (191)
Disposal of subsidiaries, net of cash disposed 8 – 8 – – – 8
Acquisition of subsidiaries, net of cash acquired (Note 31) (715) – (715) – – – (715)
Proceeds from sale of joint ventures and associates – – – – – – –
Net increase/(decrease) in loans to joint ventures and associates – – – 5 – 5 5
Investments in joint ventures and associates (11) – (11) – – – (11)
Net (investments in)/proceeds from sale of short-term investments 639 – 639 – – – 639
Net (investments in)/proceeds from sale of financial assets at fair value (5) 7 2 (124) – (124) (122)
through other comprehensive income
Dividends received from joint ventures and associates 31 – 31 10 – 10 41
Dividends received from Tesco Bank 50 – 50 (50) – (50) –
Interest received 18 – 18 – – – 18
Net cash generated from/(used in) investing activities (1,225) 270 (955) (188) – (188) (1,143)
Proceeds from issue of ordinary share capital 60 – 60 – – – 60
Own shares purchased (206) – (206) – – – (206)
Add: Cash outflow from major acquisition (Note 31) 747 – 747 – – – 747
Less: Net increase/(decrease) in loans to joint ventures and associates – – – (5) – (5) (5)
Less: Net investments in/(proceeds from sale of) short-term investments (639) – (639) – – – (639)
APM: Free cash flow 873 33 906 (61) (65) (126) 780
Increase in borrowings 704 – 704 271 – 271 975
Repayment of borrowings (2,046) – (2,046) (425) – (425) (2,471)
Net cash flows from derivative financial instruments 35 – 35 – – – 35
Repayment of obligations under finance leases (17) – (17) – – – (17)
Dividends paid to equity holders (357) – (357) – – – (357)
Net cash generated from/(used in) financing activities (1,827) – (1,827) (154) – (154) (1,981)
Intra-Group funding and intercompany transactions (14) – (14) 14 – 14 –
Net increase/(decrease) in cash and cash equivalents (930) 33 (897) (196) (65) (261) (1,158)
Cash and cash equivalents at the beginning of the year 2,755 1,304 4,059
Effect of foreign exchange rate changes 15 – 15
Cash and cash equivalents at the end of the year 1,873 1,043 2,916
* APM: ‘Retail operating cash flow’ of £2,502m is the cash generated from operations of the continuing Retail business.

Note 2 Segmental reporting continued

Cash flow statement continued
Before Before
exceptional Exceptional exceptional Exceptional
items and items and items and items and
amortisation amortisation amortisation amortisation
of acquired of acquired Retail of acquired of acquired Tesco Bank
intangibles intangibles Total intangibles intangibles Total Total
52 weeks ended 24 February 2018 (restated) £m £m £m £m £m £m £m
Operating profit/(loss) of continuing operations 1,477 217 1,694 169 (24) 145 1,839
Depreciation and amortisation 1,212 – 1,212 83 – 83 1,295
ATM net income (37) – (37) 37 – 37 –
(Profit)/loss arising on sale of property, plant and equipment and (8) (58) (66) – – – (66)
intangible assets
(Profit)/loss arising on sale of subsidiaries and financial assets at fair (3) (162) (165) – – – (165)
value through other comprehensive income
(Profit)/loss arising on sale of joint ventures and associates (7) (16) (23) – – – (23)
Net impairment loss/(reversal) on financial assets at fair value through (22) – (22) – – – (22)
Net impairment loss/(reversal) on property, plant and equipment, (8) (159) (167) – – – (167)
intangible assets and investment property
Adjustment for non-cash element of pensions charge 4 – 4 – – – 4
Additional contribution into defined benefit pension schemes (245) – (245) – – – (245)
Share-based payments 109 – 109 4 – 4 113
Tesco Bank fair value movements included in operating profit – – – 156 – 156 156
Cash flows generated from operations excluding working capital 2,472 (178) 2,294 449 (24) 425 2,719
(Increase)/decrease in working capital 493 (14) 479 114 (3) 111 590
Cash generated from/(used in) operations* 2,965 (192) 2,773 563 (27) 536 3,309
Interest paid (324) – (324) (4) – (4) (328)
Corporation tax (paid)/received (131) – (131) (45) – (45) (176)
Net cash generated from/(used in) operating activities 2,510 (192) 2,318 514 (27) 487 2,805
Proceeds from sale of property, plant and equipment, investment property, 175 78 253 – – – 253
intangible assets and non-current assets classified as held for sale
Purchase of property, plant and equipment, investment property and (204) (189) (393) – – – (393)
non-current assets classified as held for sale – store buybacks
Purchase of property, plant and equipment, investment property and (1,038) – (1,038) (9) – (9) (1,047)
non-current assets classified as held for sale – other capital expenditure
Purchase of intangible assets (152) – (152) (45) – (45) (197)
Disposal of subsidiaries, net of cash disposed – 66 66 – – – 66
Acquisition of subsidiaries, net of cash acquired (27) – (27) – – – (27)
Proceeds from sale of joint ventures and associates 4 19 23 – – – 23
Investments in joint ventures and associates (6) – (6) (15) – (15) (21)
Net (investments in)/proceeds from sale of short-term investments 1,697 – 1,697 – – – 1,697
Net (investments in)/proceeds from sale of financial assets at fair value 34 196 230 6 – 6 236
through other comprehensive income
Dividends received from joint ventures and associates 26 – 26 – – – 26
Dividends received from Tesco Bank 50 – 50 (50) – (50) –
Interest received 27 – 27 – – – 27
Net cash generated from/(used in) investing activities 586 170 756 (113) – (113) 643
Proceeds from issue of ordinary share capital 11 – 11 – – – 11
Less: Net (investments in)/proceeds from sale of short-term (1,697) – (1,697) – – – (1,697)
investments
APM: Free cash flow 1,410 (22) 1,388 401 (27) 374 1,762
Increase in borrowings 13 – 13 300 – 300 313
Repayment of borrowings (3,571) – (3,571) (150) – (150) (3,721)
Net cash flows from derivative financial instruments 253 – 253 – – – 253
Repayment of obligations under finance leases (10) – (10) – – – (10)
Dividends paid to equity owners (82) – (82) – – – (82)
Net cash generated from/(used in) financing activities (3,386) – (3,386) 150 – 150 (3,236)
Intra-Group funding and intercompany transactions 9 – 9 (9) – (9) –
Net increase/(decrease) in cash and cash equivalents (281) (22) (303) 542 (27) 515 212
Cash and cash equivalents at the beginning of the year – – 3,043 – – 789 3,832
Effect of foreign exchange rate changes – – 15 – – – 15
Cash and cash equivalents at the end of the year – – 2,755 – – 1,304 4,059
* APM: ‘Retail operating cash flow’ of £2,773m is the cash generated from operations of the continuing Retail business.

Note 3 Income and expenses

52 weeks 52 weeks
2019 2018
Continuing operations £m £m
Profit/(loss) before tax is stated after charging/(crediting) the following:
Property rental income, of which £(35)m (2018: £(34)m) relates to investment properties (398) (372)
Other rental income (56) (55)
Direct operating expenses arising on rental-earning investment properties 19 17
Costs of inventories recognised as an expense 48,124 42,297
Inventory losses and provisions 1,399 1,373
Depreciation and amortisation charged 1,375 1,295
Operating lease expenses, of which £76m (2018: £70m) relates to hire of plant and machinery 1,078 1,018
Net impairment loss/(reversal) on property, plant and equipment and investment property (73) (191)
Net impairment loss/(reversal) of goodwill and other intangible assets 16 24
Net impairment loss/(reversal) on financial assets 185 141
Auditor’s remuneration
52 weeks 52 weeks
2019 2018
£m £m
Fees payable to the Company’s auditor and its associates for the audit of the Company and Group financial statements 1.6 1.5
The audit of the accounts of the Company’s subsidiaries 6.4 5.3
Total audit services 8.0 6.8
Audit-related assurance services 0.5 0.5
Total audit and audit-related services 8.5 7.3
Fees payable to the Company’s auditor and its associates for other services:
Transaction services – 1.9
All other non-audit services 3.5 4.3
Total non-audit services 3.5 6.2
Total auditor’s remuneration 12.0 13.5
Other non-audit services of £3.5m (2018: £4.3m) represents: retail consultancy services £1.3m (2018: £1.5m), provision of data repository
services for information needed by the Group and Serious Fraud Office (SFO) £1.7m (2018: £1.8m), SFO Monitor role £0.1m (2018: £0.8m), and
other £0.4m (2018: £0.2m). In addition to the amounts shown above, the auditor received fees of £0.2m (2018: £0.2m) for the audit of the main
Group pension scheme. Additional information on the non-audit services provided by the auditor is provided in the Corporate governance
report on page 60, including how objectivity and independence is safeguarded.
Employment costs, including Directors’ remuneration

52 weeks 52 weeks
2019 2018
Continuing operations Notes £m £m
Wages and salaries(a) 6,447 6,026
Social security costs 520 486
Post-employment defined benefits(b) 27 78 38
Post-employment defined contributions 27 332 316
Share-based payments expense 26 118 252
Termination benefits(c) 151 115
Total 7,646 7,233
(a)
Wages and salaries include £100m (2018: £nil) cost relating to cash bonuses offered in the current financial year. In the prior financial year, colleagues were offered the choice of cash or
equity, with the corresponding cost of £124m included in the share-based payments expense line.
(b)
Includes £43m (2018: £nil) past service cost related to guaranteed minimum pensions (GMPs). This is treated as an exceptional item. Refer to Note 4 and Note 27.
(c)
Includes £145m (2018: £99m) of redundancy costs included within exceptional items. Refer to Note 4.
Post-employment defined contribution charges include £110m (2018: £108m) of salaries paid as pension contributions.
The table below shows the average number of employees by operating segment during the financial year.
Average number of
Average number of employees full-time equivalents
Continuing operations 2019 2018 2019 2018
UK & ROI 344,117 324,117 223,542 210,312
Asia 62,403 61,623 44,473 59,110
Central Europe 54,301 59,300 50,068 54,857
Tesco Bank 3,684 3,948 3,407 3,637
Total 464,505 448,988 321,490 327,916

Note 4 Exceptional items and amortisation of acquired intangibles

Income statement
52 weeks ended 23 February 2019
Profit/(loss) for the year included the following exceptional items and amortisation of acquired intangibles:
Total exceptional
items and
amortisation of
acquired Share of joint
intangibles venture and
Administrative Property- included within associates Discontinued
Exceptional items and amortisation Cost of sales expenses related items operating profit profits/(losses) Taxation operations
of acquired intangibles included in: £m £m £m £m £m £m £m
Exceptional items:
Tesco Direct closure costs(a) (38) – – (38) – 7 –
Net restructuring and redundancy costs(b) (159) (23) – (182) – 30 –
Provision for customer redress(c) (16) – – (16) – – –
Release of amounts provided in relation to FCA obligations(d) – 17 – 17 – – –
Insurance recovery of amounts in relation to FCA – 20 – 20 – – –
obligations(e)
Property transactions(f) – – 104 104 11 7 –
Tesco Bank FCA charge(g) – (16) – (16) – – –
Booker integration(h) (8) (7) – (15) – 3 –
Freetime VAT provision release(i) 176 – – 176 – (33) –
Lazada contingent proceeds(j) – 7 – 7 – – –
GMP equalisation(k) (37) (6) – (43) – 7 –
Net impairment reversal of non-current assets and onerous 10 – 1 11 – 23 –
property provisions(l)
Total exceptional items (72) (8) 105 25 11 44 –
Amortisation of acquired intangibles:
Amortisation of acquired intangible assets (Note 10) – (78) – (78) – 15 –
Total exceptional items and amortisation (72) (86) 105 (53) 11 59 –
(a)
This relates to impairment, redundancy and inventory losses arising from the closure of the Group’s non-food business, Tesco Direct in July 2018.
(b)
This net charge relates to simplification of our business and working practices in Central Europe £(27)m, UK & ROI £(131)m and Asia £(26)m netted off against a £2m reduction in
business simplification costs previously provided for in Tesco Bank.
(c)
The charge of £(16)m relates to additional costs in respect of Payment Protection Insurance (PPI) as a result of higher claim rates than previously estimated.
(d)
The Group had taken an exceptional charge in respect of the Deferred Prosecution Agreement (DPA), including the Shareholder Compensation Scheme, in the 52 weeks to 25 February
2017. £17m charges relating to the Shareholder Compensation Scheme have been released in the 52 weeks ended 23 February 2019.
(e)
This relates to an insurance recovery recognised relating to the Shareholder Compensation Scheme.
(f)
As part of the Group’s strategy to maximise value from property, the Group disposed of surplus properties which generated a profit of £104m. The £11m gain relates to the Group’s
share of the property disposal gain in Gain Land Limited, an associated undertaking of the Group.
(g)
This relates to the settlement payment to the Financial Conduct Authority (FCA) in respect of an online fraudulent attack on Tesco Bank in 2016, as detailed in Note 25.
(h)
This covers costs incurred in integrating Booker within the Tesco Group, mainly focused on aligning distribution networks and operating platforms.
(i)
After the resolution of a dispute with HMRC regarding the treatment of VAT on Clubcard rewards, the related provision of £176m was released. Refer to Note 25.
(j)
This relates to receipt of contingent proceeds previously held back and not recognised in our sale proceeds.
(k)
This relates to a non-cash charge in respect of the Group’s defined benefit pension liability arising from equalisation of guaranteed minimum pensions (GMPs) following recent high court
ruling, as detailed in Note 27.
(l)
This comprises a net impairment reversal of £69m in property, plant and equipment, a net impairment charge of £(14)m in other intangible assets and a net charge of £(44)m in onerous
property provisions.


Profit/(loss) for the year included the following exceptional items and amortisation of acquired intangibles:
Total exceptional
items and
amortisation of
acquired Exceptional items
intangibles within
Administrative Property- included within discontinued
Exceptional items and amortisation Cost of sales expenses related items operating profit Finance costs Taxation operations
of acquired intangibles included in: £m £m £m £m £m £m £m
Exceptional items:
Net restructuring and redundancy costs (75) (34) 7 (102) – 19 –
Net impairment reversal of non-current 50 – 3 53 – 28 –
assets and onerous lease provisions
Provision for customer redress (24) – – (24) – (3) –
Investment disposal – 124 – 124 – (25) –
Disposal of opticians business – 38 – 38 – (7) –
Release of amounts provided in relation – 25 – 25 – – –
to DPA and FCA obligations
Property transactions – – 79 79 – (32) –
Foreign exchange losses on GBP short- – – – – (38) – –
term investments held in overseas entities
Exceptional items relating to discontinued – – – – – – 216
operations
Total exceptional items (49) 153 89 193 (38) (20) 216
Amortisation of acquired intangibles:
Amortisation of acquired intangible assets – – – – – – –
Total exceptional items and amortisation (49) 153 89 193 (38) (20) 216
Cash flow statement

The table below shows the impact of exceptional items on the Group cash flow statement:
Amortisation of acquired intangibles does not affect the Group’s cash flow.
Cash flows from Cash flows from
operating activities investing activities
52 weeks 52 weeks 52 weeks 52 weeks
2019 2018 2019 2018
£m £m £m £m
Payments relating to Tesco Direct closure (38) – – –
Prior year restructuring and redundancy costs(a) (60) (56) – –
Current year restructuring and redundancy costs(a) (30) (67) – –
Utilisation of onerous lease provisions (82) (93) – –
Property transactions(b) – 9 263 (111)
Property transactions – sale of investment in joint venture – – – 19
Settlement of claims for customer redress in Tesco Bank (49) (23) – –
DPA/shareholder compensation scheme payments (43) (149) – –
Freetime VAT refund(c) 12 160 – –
Tesco Bank FCA settlement payment (16) – – –
Insurance recovery of amounts in relation to FCA obligations 16 – – –
Booker integration cash payments (12) – – –
Proceeds from sale of investments – Lazada – – 7 196
Proceeds from sale of opticians business – – – 45
Proceeds from sale of subsidiaries treated as discontinued – – – 26
Exceptional cash flows from discontinued operations – – – (5)
Total (302) (219) 270 170
(a)
These are cash outflows on settlement of restructuring and redundancy costs.
(b)
These relate to proceeds from disposal of properties primarily in UK & ROI and Central Europe.
(c)
VAT recovered in relation to the appeal against HMRC regarding the treatment of VAT on Clubcard rewards.

Note 5 Finance income and costs

52 weeks
52 weeks 2018
2019 (restated(a))
Continuing operations Notes £m £m
Finance income
Interest receivable and similar income 22 44
Financial instruments – fair value remeasurements – 23
Total finance income 22 67
Finance costs
GBP MTNs and Loans (144) (207)
EUR MTNs (77) (94)
USD Bonds (17) (31)
Finance charges payable under finance leases and hire purchase contracts (8) (8)
Other interest payable (49) (62)
Capitalised interest 11 1 2
Financial instruments – fair value remeasurements(b) (153) –
Total finance costs before exceptional items and net pension finance costs (447) (400)
Net pension finance costs 27 (89) (162)
Foreign exchange losses on GBP short-term investments held in overseas entities 4 – (38)
Total finance costs (536) (600)
Net finance cost (514) (533)
(a)
Restated for reclassification of derivative interest income as detailed in Note 1.
(b)
Fair value remeasurements included £(121)m (2018: £(30)m) relating to the premium paid on the repurchase of long-dated bonds.
Note 6 Taxation
Recognised in the Group income statement
52 weeks
52 weeks 2018
2019 (restated)
Continuing operations £m £m
Current tax (credit)/charge
UK corporation tax 221 143
Overseas tax 131 118
Adjustments in respect of prior years (8) (29)
344 232
Deferred tax (credit)/charge
Origination and reversal of temporary differences 3 25
Adjustments in respect of prior years 7 49
10 74
Total income tax (credit)/charge 354 306
The Finance Act 2016 included legislation to reduce the main rate of UK corporation tax from 20% to 19% from 1 April 2017 and to 17% from
1 April 2020. These rate reductions were substantively enacted by the balance sheet date and therefore included in these consolidated
financial statements. Temporary differences have been remeasured using the enacted tax rates that are expected to apply when the liability
is settled or the asset realised.
Reconciliation of effective tax charge

52 weeks
52 weeks 2018
2019 (restated)
£m £m
Profit/(loss) before tax 1,674 1,300
Tax credit/(charge) at 19.0% (2018: 19.1%) (318) (248)
Effect of:
Non-qualifying depreciation (30) (31)
Expenses not deductible(a) (26) (25)
Unrecognised tax losses (9) (27)
Property items taxed on a different basis to accounting entries(b) 21 25
Impairment of non-current assets 17 35
Banking surcharge tax (18) (19)
Differences in overseas taxation rates 14 5
Adjustments in respect of prior years 1 (20)
Share of losses of joint ventures and associates 7 (1)
Irrecoverable withholding taxes (13) –
Total income tax credit/(charge) (354) (306)
Effective tax rate 21.1% 23.5%
(a)
This includes current year movements on uncertain tax positions and the release of amounts provided for in relation to DPA and FCA obligations.
(b)
This includes property items where the carrying values differ from their valuation for tax purposes and recognition of capital losses on property asset disposals.

Reconciliation of effective tax charge on APMs

52 weeks
52 weeks 2018
2019 (restated)
£m £m
Profit/(loss) before tax before exceptional items and amortisation of acquired intangibles 1,716 1,145
Tax credit/(charge) at 19.0% (2018: 19.1%) (326) (219)
Effect of:
Non-qualifying depreciation (30) (31)
Expenses not deductible(a) (24) (26)
Unrecognised tax losses (5) (18)
Property items taxed on a different basis to accounting entries(b) – 18
Banking surcharge tax (19) (19)
Differences in overseas taxation rates 7 5
Adjustments in respect of prior years (8) 5
Share of losses of joint ventures and associates 5 (1)
Irrecoverable withholding taxes (13) –
Total income tax credit/(charge) before exceptional items and amortisation of acquired intangibles (413) (286)
Effective tax rate before exceptional items and amortisation of acquired intangibles 24.1% 25.0%
Tax charge on net pension finance costs and fair value remeasurements at 19.0% on £242m (2018: 19.1% on £139m) (46) (26)
Change in tax rate 2 3
Total income tax credit/(charge) before exceptional items, net pension finance costs and fair value remeasurements (457) (309)
Effective tax rate before exceptional items, net pension finance costs and fair value remeasurements 23.3% 24.1%
(a)
This includes current year movements on uncertain tax positions and expenses not qualifying for tax relief.
(b)
This includes property items where the carrying values differ from their valuation for tax purposes and recognition of capital losses on property asset disposals.
Tax on items credited directly to the Group statement of changes in equity

52 weeks 52 weeks
2019 2018
£m £m
Current tax credit/(charge) on:
Share-based payments 2 –
Deferred tax credit/(charge) on:
Total tax on items credited/(charged) to the Group statement of changes in equity 5 6
Tax relating to components of the Group statement of comprehensive income/(loss)

52 weeks 52 weeks
2019 2018
£m £m
Current tax credit/(charge) on:
Foreign exchange movements 3 (9)
Deferred tax credit/(charge) on:
Pensions (61) (554)
Fair value of movement on financial assets at fair value through other comprehensive income 2 10
Fair value movements on cash flow hedges – 21
Total tax on items credited/(charged) to Group statement of comprehensive income/(loss) (56) (532)

Note 6 Taxation continued

Deferred tax
The following are the major deferred tax (liabilities)/assets recognised by the Group and movements thereon during the current and prior
financial years.
Property- Retirement Short-term
related Acquired benefit Share-based timing Financial
items(a) intangibles obligation(b) payments differences Tax losses instruments Total
£m £m £m £m £m £m £m £m
At 25 February 2017 (644) – 1,122 23 148 8 (38) 619
Adjustment on initial application of IFRS 15 – – – – (6) – – (6)
(Charge)/credit to the Group income (65) – (14) 14 (1) (7) (1) (74)
statement
(Charge)/credit to the Group statement – – – 6 – – – 6
of changes in equity
(Charge)/credit to the Group statement – – (554) – – – 31 (523)
of comprehensive income/(loss)
Foreign exchange and other movements(c) (4) – – – 2 – – (2)
At 24 February 2018 (713) – 554 43 143 1 (8) 20
Adjustment on initial application of IFRS 9 – – – – – – 59 59
(Charge)/credit to the Group income 46 15 (23) – (28) 2 (22) (10)
statement
(Charge)/credit to the Group statement – – – 3 – – – 3
of changes in equity
(Charge)/credit to the Group statement – – (61) – – – 2 (59)
of comprehensive income/(loss)
Disposals 4 – – – – – – 4
Business combinations (7) (129) – 4 3 3 – (126)
Foreign exchange and other movements(c) – – – 1 3 – 1 5
At 23 February 2019 (670) (114) 470 51 121 6 32 (104)
(a)
Property-related items include a deferred tax liability on rolled-over gains of £287m (2018: £281m) and deferred tax assets on capital losses of £140m (2018: £119m). The remaining balance
relates to accelerated tax depreciation. The Group does not expect a material reversal in the next financial year.
(b)
The deferred tax asset on retirement benefits is expected to reverse as additional funding contributions are made to the closed defined benefit scheme. Refer to Note 27.
(c)
The deferred tax charge for foreign exchange and other movements is a £5m credit (2018: £(2)m charge) relating to the re-translation of deferred tax balances at the balance sheet date
and is included within the Group statement of comprehensive income/(loss) under the heading ‘Currency translation differences’.
Deferred tax assets and liabilities are offset when the Group has a legally enforceable right to do so. The following is the analysis of the
deferred tax balances after offset:
2019 2018
£m £m
Deferred tax assets 132 116
Deferred tax liabilities (236) (96)
(104) 20
No deferred tax liability is recognised on temporary differences of £3.7bn (2018: £3.7bn) relating to the unremitted earnings of overseas
subsidiaries and joint ventures as the Group is able to control the timing of the reversal of these temporary differences and it is probable
that they will not reverse in the foreseeable future. The deferred tax on unremitted earnings at 23 February 2019 is estimated to be £237m
(2018: £216m) which relates to taxes payable on repatriation and dividend withholding taxes levied by overseas tax jurisdictions. UK tax
legislation relating to company distributions provides for exemption from tax for most repatriated profits, subject to certain exceptions.
Unrecognised deferred tax assets

Deferred tax assets in relation to continuing operations have not been recognised in respect of the following items because it is not probable
that future taxable profits will be available against which the Group can utilise the benefits in the relevant locations:
2019 2018
£m £m
Deductible temporary differences 90 93
Tax losses 199 217
289 310
As at 23 February 2019, the Group has unused trading tax losses from continuing operations of £894m (2018: £913m) available for offset against
future profits. A deferred tax asset has been recognised in respect of £35m (2018: £2m) of such losses. No deferred tax asset has been
recognised in respect of the remaining £859m (2018: £911m) due to the unpredictability of future profit streams. Included in unrecognised
tax losses are losses of £69m that will expire by 2023 (2018: £13m in 2022) and £139m that will expire between 2024 and 2039 (2018: £175m
between 2023 and 2038). Other losses will be carried forward indefinitely.

Current tax
Within the Group current tax liability of £325m is £46m of capital gains tax liabilities that may arise in respect of the contribution of the
Group’s China operations into a venture with China Resource Enterprises Limited in 2014.
Changes in tax law or its interpretation

The Group operates in a number of territories which leads to the Group’s profits being subject to tax in many jurisdictions. The Group
monitors income tax developments in these territories (which include the OECD Base Erosion and Profit Shifting (BEPS) initiative and
European Union’s state aid investigations) which could affect the Group’s tax liabilities.
Note 7 Discontinued operations and non-current assets classified as held for sale
Non-current assets classified as held for sale
2019 2018
£m £m
Non-current assets classified as held for sale 98 149
The non-current assets classified as held for sale consist mainly of properties in the UK and Central Europe due to be sold within one year.
Discontinued operations
There were no discontinued operations in the year. The discontinued operations in the prior financial year related to the Group’s Turkish
and Korean operations.
The tables below show the results of the discontinued operations which were included in the Group income statement and Group cash flow
statement in the prior year.
Income statement
52 weeks 52 weeks
2019 2018
£m £m
Loss after tax on disposal of Turkish operations – (128)
Net adjustments to profit/(loss) of past disposals – 344
Total profit/(loss) after tax of discontinued operation – 216
Cash flow statement

52 weeks 52 weeks
2019 2018
£m £m
Net cash flows from discontinued operations, net of intercompany and disposal of subsidiary – (11)
Note 8 Dividends
2019 2018
Pence/share £m Pence/share £m
Amounts recognised as distributions to owners in the financial year:
Prior financial year final dividend 2.00 195 – –
Paid interim dividend* 1.67 162 1.00 82
Dividends paid to equity owners in the financial year 3.67 357 1.00 82
Proposed final dividend at financial year end 4.10 402 2.00 195
* Excludes £2m dividends waived (2018: £nil).
The proposed final dividend was approved by the Board of Directors on 9 April 2019 and is subject to the approval of shareholders at
the Annual General Meeting. The proposed dividend has not been included as a liability as at 23 February 2019, in accordance with IAS 10
‘Events after the reporting period’. It will be paid on 21 June 2019 to shareholders who are on the Register of members at close of business on
17 May 2019.
A dividend reinvestment plan (DRIP) is available to shareholders who would prefer to invest their dividends in the shares of the Company.
For those shareholders electing to receive the DRIP, the last date for receipt of a new election is 31 May 2019.
The Group has a share forfeiture programme following the completion of a tracing and notification exercise to any shareholders who have not
had contact with Tesco PLC (the Company) over the past 12 years, in accordance with the provisions set out in the Company’s Articles. £nil
(2018: £2m) of unclaimed dividends in relation to these shares have been adjusted for in retained earnings. Refer to Note 28 for further details.

Note 9 Earnings/(losses) per share and diluted earnings/(losses) per share

Basic earnings/(losses) per share amounts are calculated by dividing the profit/(loss) attributable to owners of the parent by the weighted
average number of ordinary shares in issue during the financial year.
Diluted earnings/(losses) per share amounts are calculated by dividing the profit/(loss) attributable to owners of the parent by the weighted
average number of ordinary shares in issue during the financial year adjusted for the effects of potentially dilutive options. The dilutive effect
is calculated on the full exercise of all potentially dilutive ordinary share options granted by the Group, including performance-based options
which the Group considers to have been earned.
For the 52 weeks ended 23 February 2019 there were 72 million (2018: 27 million) potentially dilutive share options. As the Group has
recognised a profit for the year from its continuing operations, dilutive effects have been considered in calculating diluted earnings per share.
2019 2018 (restated)
Potentially Potentially
dilutive share dilutive share
Basic options Diluted Basic options Diluted
Profit/(loss) (£m)
Continuing operations* 1,322 – 1,322 992 – 992
Discontinued operations – – – 216 – 216
Total 1,322 – 1,322 1,208 – 1,208
Weighted average number of shares (millions) 9,686 72 9,758 8,165 27 8,192
Earnings/(losses) per share (pence)
Continuing operations 13.65 (0.10) 13.55 12.15 (0.04) 12.11
Discontinued operations – – – 2.65 (0.01) 2.64
Total 13.65 (0.10) 13.55 14.80 (0.05) 14.75
* Excludes profits/(losses) from non-controlling interests of £(2)m (2018: £2m).
Alternative performance measure: Diluted earnings/(losses) per share from continuing operations before exceptional items and
amortisation of acquired intangibles, net pension finance costs and fair value remeasurements on financial instruments
52 weeks
52 weeks 2018
Notes 2019 (restated)
Profit before tax from continuing operations before exceptional items and amortisation of acquired intangibles (£m) 1,716 1,145
Add: Net pension finance costs (£m) 5 89 162
Add/(less): Fair value remeasurements on financial instruments (£m) 5 153 (23)
Profit before tax from continuing operations before exceptional items and amortisation of acquired intangibles, 1,958 1,284
net pension finance costs and fair value remeasurements (£m)
Profit before tax from continuing operations before exceptional items and amortisation of acquired intangibles, net 1,958 1,284
pension finance costs and fair value remeasurements attributable to the owners of the parent (£m)
Taxation on profit from continuing operations before exceptional items and amortisation of acquired intangibles, net (455) (309)
Profit after tax from continuing operations before exceptional items and amortisation of acquired intangibles, net 1,503 975
Basic weighted average number of shares (millions) 9,686 8,165

Basic earnings per share from continuing operations before exceptional items and amortisation of acquired 15.52 11.94
intangibles, net pension finance costs and fair value remeasurements (pence)
Diluted weighted average number of shares (millions) 9,758 8,192

Diluted earnings per share from continuing operations before exceptional items and amortisation of acquired 15.40 11.90
intangibles, net pension finance costs and fair value remeasurements (pence)

Note 10 Goodwill and other intangible assets

Customer Intangible
Goodwill Software(a) relationships assets Total
£m £m £m £m £m
Cost
At 24 February 2018 2,458 3,166 – 392 6,016
Foreign currency translation (6) 1 – (1) (6)
Additions – 167 – 24 191
Acquired through business combinations(b) 3,098 – 715 48 3,861
Reclassification(c) – (140) – 2 (138)
Disposals – (308) – (15) (323)
Fully amortised assets(d) – (1,046) – (3) (1,049)
At 23 February 2019 5,550 1,840 715 447 8,552
Accumulated amortisation and impairment losses
At 24 February 2018 662 2,378 – 315 3,355
Foreign currency translation (21) – – (2) (23)
Charge for the year(e) – 210 72 13 295
Impairment losses – 17 – 4 21
Reversal of impairment losses – (4) – (1) (5)
Disposals – (301) – (5) (306)
Fully amortised assets(d) – (1,046) – (3) (1,049)
At 23 February 2019 641 1,254 72 321 2,288
Net carrying value

At 23 February 2019 4,909 586 643 126 6,264
At 24 February 2018 1,796 788 – 77 2,661
(a)
Software includes £297m (2018: £395m) of internally generated development costs.
(b)
The acquisition of Booker on 5 March 2018 resulted in recognition of additional goodwill of £3,093m, customer relationships of £715m and other intangible assets of £40m. Refer to
Note 31. This goodwill is supported by the expected increase in cash flows for the combined UK retail business and has been reflected at the UK level, consistent with the lowest level
at which management monitors that goodwill.
(c)
Reclassification includes £(105)m reclassified between property, plant and equipment and other intangible assets prior to removal from the fixed assets registers.
(d)
During the current financial year, the Group performed a comprehensive review of all fully amortised assets held in the Group’s fixed asset registers, and removed £1,049m of cost
and accumulated amortisation and impairment losses relating to those fully amortised assets which are no longer in use by the Group. This change will provide users with a greater
understanding of the imputed amortisation rates on the Group’s assets.
(e)
Of the £85m amortisation of customer relationships and other intangible assets, £78m has been included within “exceptional items and amortisation of intangible assets”. £74m of this
balance arises from amortisation of intangible assets recognised upon the Booker acquisition. Refer to Note 4 and Note 31 for further details.
Intangible
Goodwill Software(a) assets Total
£m £m £m £m
Cost
At 25 February 2017 2,426 2,971 363 5,760
Foreign currency translation 28 21 2 51
Additions – 180 15 195
Acquired through business combination 4 2 2 8
Reclassification – 10 13 23
Disposals – (18) (3) (21)
At 24 February 2018 2,458 3,166 392 6,016
Accumulated amortisation and impairment losses
At 25 February 2017 634 2,092 317 3,043
Foreign currency translation 28 17 1 46
Charge for the year – 208 11 219
Impairment losses – 28 – 28
Reversal of impairment losses – – (4) (4)
Reclassification – 47 (8) 39
Disposals – (14) (2) (16)
At 24 February 2018 662 2,378 315 3,355
(a)
Refer to previous table for footnote.
Impairment of goodwill
The goodwill balances, discount rates and long-term growth rates for each group of cash-generating units are shown below:
Balances £m Pre-tax discount rates Post-tax discount rates Long-term growth rates
2019 2018 2019 2018 2019 2018 2019 2018
Tesco Bank 802 802 10.4% 10.6% 7.8% 8.0% 2.0% 2.5%
UK 3,834 735 8.8% 8.9% 7.1% 7.2% 2.0% 2.1%
Thailand 193 180 9.6% 9.3% 7.7% 7.5% 1.9% 2.2%
Malaysia 77 75 11.8% 11.6% 9.0% 8.8% 2.4% 3.2%
ROI 3 4 8.5% 8.3% 7.4% 7.3% 1.9% 1.8%
4,909 1,796
The key estimates for the value in use calculations are those regarding discount rates and expected changes to future cash flows.

Note 10 Goodwill and other intangible assets continued

Management estimates discount rates using pre-tax rates that reflect the current market assessment of the time value of money and the
risks specific to the cash-generating units, including a Brexit risk adjustment in the UK & ROI segment. The pre-tax discount rates used to
calculate value in use are derived from the Group’s post-tax weighted average cost of capital, as adjusted for the specific risks relating to
each group of cash-generating units.
Cash flow projections are based on the Group’s three-year internal forecasts, the results of which are reviewed by the Board. Estimates of
selling prices and direct costs are based on past experience and expectations of future changes in the market. The forecasts are extrapolated
to five years based on management’s expectations, and beyond five years based on estimated long-term average growth rates as shown
above. These long-term growth rates for the Retail business are based on inflation forecasts by recognised bodies. The long-term growth rate
for Tesco Bank is based on inflation and GDP growth forecasts by recognised bodies.
The Group has carried out a sensitivity analysis on the impairment tests of each group of cash-generating units to which goodwill has been
allocated, using various reasonably possible scenarios based on recent market movements. Neither a one percentage point increase in
discount rates nor a one percentage point decrease in year one sales growth would indicate impairment in any group of cash-generating units.
Impairment of other intangible assets

A net impairment loss of £16m (£21m losses offset by £5m reversal) has been recognised against other intangible assets as part of the
impairment review discussed in Note 11. Of this loss, £14m has been included within exceptional items, classified as ‘Net impairment reversal
of non-current assets and onerous property provisions’ within cost of sales in Note 4.
Note 11 Property, plant and equipment

Land and
buildings Other (a) Total
£m £m £m
Cost
At 24 February 2018 23,453 10,909 34,362
Foreign currency translation 50 40 90
Additions(b) 518 533 1,051
Acquired through business combinations(c) 258 68 326
Reclassification(d) 926 (787) 139
Classified as held for sale (48) 5 (43)
Disposals (73) (450) (523)
Fully depreciated assets(e) (135) (3,255) (3,390)
At 23 February 2019 24,949 7,063 32,012
Accumulated depreciation and impairment losses
At 24 February 2018 7,116 8,725 15,841
Charge for the year 500 579 1,079
Impairment losses 80 66 146
Reversal of impairment losses (181) (38) (219)
Reclassification(d) 790 (787) 3
Classified as held for sale (20) 5 (15)
Disposals (60) (426) (486)
Fully depreciated assets(e) (135) (3,255) (3,390)
At 23 February 2019 8,099 4,890 12,989
Net carrying value(f)

At 23 February 2019 16,850 2,173 19,023
At 24 February 2018 16,337 2,184 18,521
Construction in progress included above(g)

At 23 February 2019 37 109 146
At 24 February 2018 68 57 125
(a)
Other assets consist of fixtures and fittings with a net carrying value of £1,657m (2018: £1,752m), office equipment with a net carrying value of £292m (2018: £116m) and motor vehicles with
a net carrying value of £224m (2018: £316m).
(b)
Includes £1m (2018: £2m) in respect of interest capitalised, principally relating to land and building assets. The capitalisation rate used to determine the amount of finance costs capitalised
during the financial year was 4.5% (2018: 4.5%). Interest capitalised is deducted in determining taxable profit in the financial year in which it is incurred.
(c)
£326m relates to the acquisition of Booker. Refer to Note 31 for further details.
(d)
Reclassification includes £892m related to fully depreciated assets no longer in use that were reclassified within property, plant and equipment, and £105m reclassified between property,
plant and equipment and other intangible assets, prior to removal from the fixed assets registers.
(e)
During the current financial year, the Group performed a comprehensive review of all fully depreciated assets held in the Group’s fixed assets registers, and removed £3,390m of cost and
accumulated depreciation and impairment losses relating to those fully depreciated assets which are no longer in use by the Group. This change will provide users with a greater
understanding of the imputed depreciation rates on the Group’s assets.
(f)
Includes £803m (2018: £786m) of assets pledged as security for secured bonds and £489m (2018: £509m) of property held as security in favour of the Tesco PLC Pension Scheme. Refer to
Notes 21 and 27.
(g)
Construction in progress does not include land.

Assets held under finance leases

Net carrying value includes assets held under finance leases, which are analysed below. These assets are pledged as security for the finance
lease liabilities.
2019 2018
Land and Land and
buildings Other buildings Other
£m £m £m £m
Net carrying value 70 34 75 32
Land and buildings

The net carrying value of land and buildings comprises:
2019 2018
£m £m
Freehold assets(a)(b) 14,563 14,117
Long leasehold improvements – 50 years or more 323 412
Short leasehold improvements – less than 50 years(a) 1,894 1,733
Assets held under finance leases(b) 70 75
Net carrying value 16,850 16,337
(a)
£413m of freehold assets previously classified as short leasehold in the prior financial year have now been reclassified.
(b)
Assets held under finance leases previously included within freehold land have now been disclosed separately.
Land and
buildings Other(a) Total
£m £m £m
Cost
At 25 February 2017 22,690 10,681 33,371
Additions(b) 819 481 1,300
Reclassification (83) (49) (132)
Classified as held for sale (146) (21) (167)
Disposals (139) (299) (438)
At 24 February 2018 23,453 10,909 34,362
At 25 February 2017 7,095 8,168 15,263
Charge for the year 470 605 1,075
Impairment losses 44 44 88
Reversal of impairment losses (268) (7) (275)
Reclassification (147) 100 (47)
Classified as held for sale (92) (11) (103)
Disposals (107) (271) (378)
At 24 February 2018 7,116 8,725 15,841
Net carrying value 16,337 2,184 18,521
(a)-(b)
Refer to previous page for footnotes.
Impairment of property, plant and equipment

The key estimates for value in use calculations are discount rates and expected changes to future cash flows.
Management estimates discount rates using pre-tax rates that reflect the current market assessment of the time value of money and the
risks specific to the cash-generating units, including a Brexit risk adjustment in the UK & ROI segment. The discount rates are derived from the
Group’s post-tax weighted average cost of capital, as adjusted for the specific risks relating to each geographical region and range from 7% to
12% (2018: 7% to 12%). On a post-tax basis, the discount rates range from 6% to 9% (2018: 5% to 9%).
Cash flow projections are based on the Group’s three year internal forecasts, the results of which are reviewed by the Board. Estimates of
selling prices and direct costs are based on past experience and expectations of future changes in the market. The forecasts are extrapolated
to five years based on management’s expectations, and beyond five years based on long-term average growth rates, which are derived from
inflation forecasts by recognised bodies. These long-term average growth rates range from 1% to 3% (2018: 1% to 4%).
Fair values are determined with regard to the market rent for the stores or for alternative uses with investment yields appropriate to reflect
the physical characteristics of the property, location, infrastructure, redevelopment potential and other factors. In some cases, fair values
include residual valuations where stores may be viable for redevelopment. The key inputs to the valuation are the potential market rents and
yields, both of which are largely based on rentals and yields for similar properties in that location. Fair values for the Group’s properties were
determined with the assistance of independent, professional valuers where appropriate.
The net carrying value of £19,023m (2018: £18,521m) on the previous page comprises £15,067m (2018: £14,056m) of unimpaired assets and
£3,956m (2018: £4,465m) of impaired assets. Of the impaired assets, £1,871m (2018: £1,795m) carrying value was supported by value in use and
£2,085m (2018: £2,670m) was supported by fair value. Due to the individual nature of each property, these fair values are classified as Level 3
within the fair value hierarchy.
The total net impairment reversal of £73m (£219m reversal offset by £146m losses) largely reflects normal fluctuations expected from store
level performance, property fair values and changes in discount rates. These losses and reversals have been largely presented net at a country
level to reflect the underlying trends in the businesses. The impairment reversal of £219m (2018: £275m) relates to properties in the UK & ROI
of £129m (2018: £154m), Central Europe of £86m (2018: £112m) and Asia of £4m (2018: £9m), while the impairment losses of £146m (2018: £88m)
relate to properties in the UK & ROI of £46m (2018: £50m), Central Europe of £64m (2018: £6m) and Asia of £36m (2018: £32m).

Note 11 Property, plant and equipment continued

Of the £73m net reversal (2018: £187m net reversal), a £68m reversal (2018: £183m reversal) within exceptional items related to trading stores
has been classified as ‘Net impairment reversal of non-current assets and onerous property provisions’ within cost of sales. In addition,
a £1m reversal (2018: £1m loss) within exceptional items related to closed stores has been classified as ‘Net impairment reversal of non-current
assets and onerous property provisions’ within profits/(losses) arising on property-related items. In the prior financial year, a further £3m loss
within exceptional items related to the unwind of the Group’s joint venture with British Land has been classified as ‘Property transactions’
within profits/(losses) arising on property-related items. The remaining £4m reversal (2018: £8m reversal) has not been included within
exceptional items as it relates to the Group’s day-to-day management of the property portfolio.
The Group has carried out a sensitivity analysis on the impairment tests for its trading stores portfolio using various reasonably possible
scenarios based on recent market movements including discount rates, sales growth and property fair values:
–– An increase of one percentage point in the discount rates for each geographic region would increase impairment by £265m (2018: £231m).
A decrease of one percentage point would decrease impairment by £227m (2018: £239m).
–– An increase of one percentage point in year one sales growth for each geographic region would decrease impairment by £55m (2018: £40m).
A decrease of one percentage point in year one sales growth would increase impairment by £64m (2018: £41m).
–– An increase of five percentage points in property fair values for each geographic region would decrease impairment by £95m. A decrease of
five percentage points in property fair values would increase impairment by £99m.
Note 12 Investment property

2019 2018
£m £m
Cost
At the beginning of the year 208 171
Foreign currency translation (3) 5
Additions – 1
Reclassification (1) 123
Classified as held for sale – (58)
Disposals (86) (34)
At the end of the year 118 208
Foreign currency translation (2) 4
Charge for the year 1 1
Impairment losses for the year 1 1
Reversal of impairment losses for the year (2) (5)
Reclassification (2) 23
Classified as held for sale – (3)
Disposals (22) (20)
At the end of the year 82 108
Net carrying value at the end of the year 36 100
The estimated fair value of the Group’s investment property is £0.2bn (2018: £0.2bn). This fair value has been determined by applying an
appropriate rental yield to the rentals earned by the investment property. A valuation has not been performed by an independent valuer.
Note 13 Group entities

The Group consists of the ultimate Parent Company, Tesco PLC, and a number of subsidiaries, joint ventures and associates held directly
or indirectly by Tesco PLC. See pages 169 to 172 for a complete list of Group entities.
Subsidiaries
The accounting year ends of the subsidiaries consolidated in these financial statements are on or around 23 February 2019.
Consolidated structured entities

The Group has a number of securitisation structured entities established in connection with Tesco Bank’s credit card securitisation
transactions. Although none of the equity of these entities is owned by the Group, the Group has rights to variable returns from its
involvement with these entities and has the ability to affect those returns through its power over them under contractual agreements.
As such these entities are effectively controlled by the Group, and are therefore accounted for as subsidiaries of the Group.
These entities have financial year ends of 31 December. The management accounts of these entities are used to consolidate the results
to 23 February 2019 within these financial statements.
Unconsolidated structured entities

In prior years, the Group sponsored a number of structured entities. The Group led the formation of the entities and its name appears in the
name of the entities and/or on the debt issued by the entities. The structured entities were set up to finance property purchases by some of
the UK property joint ventures in which the Group typically holds a 50% equity interest. The structured entities obtain debt financing from
third party investors and lend the funds to these joint ventures, who use the funds to purchase the properties.
The liabilities of the UK property joint ventures include the loans due to these structured entities. The Group’s exposure to the
structured entities is limited to the extent of the Group’s interests in the joint ventures. The liabilities of the structured entities are
non-recourse to the Group.
The Group concluded that it does not control, and therefore should not consolidate, these structured entities since it does not have power
over the relevant activities of the structured entities, or exposure to variable returns from these entities.

Interests in joint ventures and associates

Principal joint ventures and associates
The Group’s principal joint ventures and associates are:
Share of issued
share capital, loan
Nature of capital and debt Country of Principal area
relationship Business activity securities incorporation of operation
Gain Land Limited Associate Retail 20% British Virgin People’s Republic of
Islands China/Hong Kong
Included in ‘UK property joint ventures’:
The Tesco Coral Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Blue Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Atrato Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Passaic Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Navona Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Sarum Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Dorney Limited Partnership Joint venture Property investment 50% England United Kingdom
The Tesco Property (No. 2) Limited Partnership Joint venture Property investment 50% Jersey United Kingdom
The Tesco Arena Unit Trust Joint venture Property investment 50% Jersey United Kingdom
Included in ‘Other joint ventures and associates’:

Tesco Mobile Limited Joint venture Telecommunications 50% England United Kingdom
Tesco Underwriting Limited Joint venture Insurance 49.9% England United Kingdom
Trent Hypermarket Limited Joint venture Retail 50% India India
Tesco Lotus Retail Growth Freehold Associate Property investment 25% Thailand Thailand
and Leasehold Property Fund
The accounting period end dates of the joint ventures and associates consolidated in these financial statements range from 31 December 2018
to 28 February 2019. The accounting period end dates of joint ventures differ from those of the Group for commercial reasons and depend
upon the requirements of the joint venture partner as well as those of the Group. The accounting period end dates of the associates are
different from those of the Group as they depend upon the requirements of the parent companies of those entities.
There are no significant restrictions on the ability of joint ventures and associates to transfer funds to the parents, other than those imposed
by the Companies Act 2006 or equivalent local regulations, and for Tesco Underwriting Limited, regulatory capital requirements.
Management has applied judgement in determining that Gain Land Limited (Gain Land) is an associate of the Group. The Group has significant
influence by virtue of holding 20% equity interest which presumes significant influence per IAS 28, together with having a contractual right to
appoint two out of 10 Directors, while taking into account that the remaining 80% interest is held by one other party.
On 13 September 2018, the Group exercised its option to buy back the 50% equity holding in the Tesco Atrato Limited Partnership held by the
other joint venture partner. Refer to Note 34.
The UK property joint ventures involve the Group partnering with third parties in carrying out some property investments in order to enhance
returns from property and access funding, while reducing risks associated with sole ownership. These property investments generally cover
shopping centres and standalone stores. The Group enters into operating leases for some or all of the properties held in the joint ventures.
These leases provide the Group with some rights over alterations and adjacent land developments. Some leases also provide the Group with
options to purchase the other joint venturers’ equity stakes at a future point in time. In some cases the Group has the ability to substitute
properties in the joint ventures with alternative properties of similar value, subject to strict eligibility criteria. In other cases, the Group
carries out property management activities for third party rentals of shopping centre units.
The property investment activities are carried out in separate entities, usually partnerships or limited liability companies. The Group has
assessed its ability to direct the relevant activities of these entities and any impact on Group returns and concluded that the entities qualify
as joint ventures since decisions regarding them require the unanimous consent of both equity holders. This assessment included not only
rights within the joint venture agreements, but also any rights within other contractual arrangements between the Group and the entities.
The Group made a number of judgements in arriving at this determination, the key ones being:
–– since the provisions of the joint venture agreements require the relevant decisions impacting investor returns to be either unanimously
agreed by both joint venturers at the same time, or in some cases to be agreed sequentially by each venturer at different stages, there is
joint decision making within the joint venture;
–– since the Group’s leases are priced at fair value, and any rights embedded in the leases are consistent with market practice, they do not
provide the Group with additional control over the joint ventures or infer an obligation by the Group to fund the settlement of liabilities of
the joint ventures;
–– any options to purchase the other joint venturers’ equity stakes are priced at market value, and only exercisable at future dates, hence
they do not provide control to the Group at the current time;
–– where the Group has a right to substitute properties in the joint ventures, the rights are strictly limited and are at fair value, hence do not
provide control to the Group; and
–– where the Group carries out property management activities for third party rentals in shopping centres, these additional activities
are controlled through joint venture agreements or lease agreements, and do not provide the Group with additional powers over the
joint venture.

Note 13 Group entities continued

Summarised financial information for joint ventures and associates
The summarised financial information below reflects the amounts presented in the financial statements of the relevant joint ventures and
associates, and not the Group’s share of those amounts. These amounts have been adjusted to conform to the Group’s accounting policies
where required. The summarised financial information for UK property joint ventures has been aggregated in order to provide useful
information to users without excessive detail since these entities have similar characteristics and risk profiles largely based on their nature
of activities and geographic market.
UK property joint ventures Gain Land Limited
12 months 12 months to
2019 2018 to Dec 2018 Dec 2017
£m £m £m £m
Summarised balance sheet
Non-current assets(a) 3,786 3,851 3,864 3,924
Current assets (excluding cash and cash equivalents) 98 92 2,291 1,801
Cash and cash equivalents 40 37 649 414
Current liabilities(b) (359) (304) (5,943) (5,318)
Non-current liabilities(b) (4,529) (4,561) (519) (409)
Net assets/(liabilities) (964) (885) 342 412
Summarised income statement

Revenue 289 280 9,038 9,097
Profit/(loss) after tax – – (48) (230)
Reconciliation to carrying amounts:

Opening balance – – 366 433
Additions/(disposals) – – – –
Foreign currency translation – – 9 (21)
Share of profits/(losses)(c) 15 12 (10) (46)
Dividends received from joint ventures and associates (15) (12) – –
Deferred profits offset against carrying amounts(d) – – – –
Closing balance – – 365 366
Group’s share in ownership 50% 50% 20% 20%

Group’s share of net assets/(liabilities) (482) (443) 68 82
Goodwill – – 297 284
Deferred property profits offset against carrying amounts(d) (61) (61) – –
Cumulative unrecognised losses(c) 183 168 – –
Cumulative unrecognised hedge reserves(c) 360 336 – –
Carrying amount – – 365 366
(a)
The non-current asset balances of UK property joint ventures are reflected at historical depreciated cost to conform to the Group’s accounting policies. The aggregate fair values in
the financial statements of the UK property joint ventures are £5,503m (2018: £4,983m).
(b)
The current and non-current liabilities of UK property joint ventures largely comprise loan balances of £3,809m (2018: £3,892m) and derivative swap balances of £720m (2018: £672m)
entered into to hedge the cash flow variability exposures of the joint ventures.
(c)
The share of profit for the year for UK property joint ventures related to £15m dividends received from joint ventures with £nil carrying amounts. £2m of losses and £24m of increases
in the fair values of derivatives arising from these entities have been included in cumulative unrecognised losses and cumulative unrecognised hedge reserves respectively.
(d)
Deferred profits that arose from the transfer of properties into the UK property joint ventures have been offset against the carrying amounts of the related joint ventures. £2m relating
to BLT Properties Limited has been released during the prior financial year as a result of the joint venture being wound up on 6 April 2017.
At 23 February 2019, the Group has £105m (2018: £104m) loans to UK property joint ventures.
Other joint ventures and associates

The Group also has interests in a number of individually immaterial joint ventures and associates excluding UK property joint ventures
and Gain Land.
Joint ventures Associates
2019 2018 2019 2018
£m £m £m £m
Aggregate carrying amount of individually immaterial joint ventures and associates 275 262 64 61
Group’s share of profits/(losses) for the year 15 17 15 11
Impairment
Management has performed impairment tests and sensitivity analysis on its investments in Gain Land, Trent Hypermarket Limited and Tesco
Underwriting Limited. The carrying values of Trent Hypermarket Limited of £102m (2018: £98m) and Tesco Underwriting Limited of £86m
(2018: £90m) are included within ‘Other joint ventures and associates’ as discussed above.
The recoverable values of these investments were estimated taking into account forecast cash flows, equity valuations of comparable entities
and/or recent transactions for comparable businesses. No impairment was recognised in the year for these investments. Future changes in
estimated cash flows, discount rates, competitive landscape, retail market conditions and other factors may result in impairment losses or
reversals of impairment in future periods.

Note 14 Financial assets at fair value through other comprehensive income

Financial assets at fair value through other comprehensive income comprise investments in debt and equity instruments of other entities.
2019 2018
£m £m
Investments in debt instruments 1,040 924
Investments in equity instruments 6 4
Total financial assets at fair value through other comprehensive income 1,046 928
Of which:
Current 67 68
Non-current 979 860
1,046 928
Note 15 Inventories
2018
2019 £m
£m (restated)
Goods held for resale 2,611 2,260
Development properties 6 4
2,617 2,264
Goods held for resale are net of commercial income. Refer to Note 20.
Note 16 Trade and other receivables

2018
2019 £m
£m (restated)
Trade receivables 598 488
Prepayments 297 317
Accrued income(a) 297 261
Other receivables 473 459
Amounts owed by joint ventures and associates (Note 29)(b) 170 165
Total trade and other receivables 1,835 1,690
Of which:
Current 1,640 1,504
Non-current 195 186
1,835 1,690
(a)
Accrued income includes contract assets of £28m (2018: £15m) primarily related to insurance renewal income.
(b)
Impairment on amounts owed by joint ventures and associates is not material.
Trade and other receivables include commercial income. Refer to Note 20. Trade and other receivables are generally non-interest-bearing.
Credit terms vary by country and the nature of the debt, ranging from 7 to 60 days.
The table below presents the balance and movements in the provision for impairment of trade and other receivables.
2018
2019 £m
£m (restated)
At the beginning of the year (46) (55)
IFRS 9 adjustment – –
Increase in allowance, net of recoveries, charged to the Group income statement (21) (4)
Amounts written off 8 13
At the end of the year (59) (46)
For the comparative period, analysis of the ageing of past due trade and other receivables under IAS 39 is set out below:
Past due but not impaired Past due and impaired
2018 2018
£m £m
Up to three months past due 83 –
Three to six months past due 9 2
Over six months past due 3 11
95 13

Note 17 Loans and advances to customers and banks

Tesco Bank has loans and advances to customers and banks, as follows:
2019 2018
£m £m
Current 4,882 4,637
Non-current 7,868 6,885
12,750 11,522
The maturity of these loans and advances is as follows:

2019 2018
£m £m
Repayable on demand or at short notice 4 4
Within three months 4,858 4,604
Greater than three months but less than one year 323 147
Greater than one year but less than five years 3,057 2,633
After five years 4,993 4,372
13,235 11,760
Provision for impairment of loans and advances to customers and banks (485) (238)
12,750 11,522
At 28 February 2019, £3.2bn (2018: £3.5bn) of the credit card portfolio had its beneficial interest assigned to a securitisation structured entity,
Delamare Cards Receivables Trustee Limited, for use as collateral in securitisation transactions. The total encumbered portion of this
portfolio is £2.3bn (2018: £1.6bn).
At 28 February 2019, Delamare Cards MTN Issuer plc had £2.4bn (2018: £2.4bn) notes in issue in relation to securitisation transactions, of which
£0.9bn (2018: £1.0bn) was externally issued. The Group owned £1.1bn (2018: £1.1bn) class A Credit Card backed notes and £0.3bn (2018: £0.3bn)
class D Credit Card backed notes.
Of the total £1.1bn (2018: £1.1bn) class A notes, £0.5bn (2018: £0.3bn) is held in a distinct pool for the purposes of collateralising the Bank of
England’s Term Funding Scheme drawings. All other prepositioned assets with the Bank of England are held within their single collateral pool.
Provision for impairment of loans and advances

2019 2018
£m £m
At the beginning of the year (238) (194)
IFRS 9 adjustment (228) –
Increase in allowance, net of recoveries, charged to the Group income statement (163) (134)
Amounts written off 139 87
Unwinding of discount 5 3
At the end of the year (485) (238)

Note 18 Cash and cash equivalents and short-term investments

Cash and cash equivalents
2019 2018
£m £m
Cash at bank and in hand 2,683 3,580
Short-term deposits 233 479
2,916 4,059
Short-term investments
2019 2018
£m £m
Money market funds 390 1,029
Cash and cash equivalents includes £62m of restricted amounts mainly relating to the Group’s pension schemes and employee benefit trusts.
At the prior financial year end, £777m was set aside for completion of the merger with Booker Group plc, with £766m being paid on
completion. Refer to Note 31 for further details on the Booker merger.
Note 19 Trade and other payables

2018
2019 £m
£m (restated)
Trade payables 5,750 5,416
Other taxation and social security 521 334
Other payables 1,794 1,947
Amounts payable to joint ventures and associates (Note 29) 20 20
Accruals 1,230 1,147
Contract liabilities 423 494
Total trade and other payables 9,738 9,358
Of which:
Current 9,354 8,994
Non-current 384 364
9,738 9,358
Trade and other payables are net of commercial income. Refer to Note 20.
Contract liabilities represent consideration received for performance obligations not yet satisfied, predominantly in relation to Clubcard
points. Substantially all of the revenue deferred at the current financial year end will be recognised in the following financial year.
Note 20 Commercial income

Below are the commercial income balances included within inventories and trade and other receivables, or netted against trade and other payables.
Amounts received in advance of income being earned are included in accruals.
2019 2018
£m £m
Current assets
Inventories (69) (69)
Trade and other receivables
Trade/other receivables 183 169
Accrued income 155 186
Current liabilities
Trade and other payables
Trade payables* 327 199
Accruals (4) (7)
* The commercial income balance netted against trade payables increased from £199m to £327m. This increase primarily relates to the delayed settlement of commercial income
receivables, due to the decision to delay the implementation of a new general ledger system in the UK & ROI, and inclusion of commercial income balances related to Booker.

Note 21 Borrowings
Borrowings are classified as current and non-current based on their scheduled redemption date, and not their maturity date. Repayments of
principal amounts are classified as current if the repayment is scheduled to be made within one year of the reporting date.
Current
2019 2018
Par value Maturity £m £m
Bank loans and overdrafts – – 387 351
Loans from joint ventures (Note 29) – – – 6
5.2% Tesco Bank Retail Bond £125m Aug 2018 – 126
3.375% MTN €750m Nov 2018 – 667
1.375% MTN(a) €726m Jul 2019 636 –
5.5% MTN(a) £97m Dec 2019 98 –
1% RPI Tesco Bank Retail Bond(b) £72m Dec 2019 72 –
LIBOR + 0.65% Tesco Bank Bond(c) £300m Apr 2020 – 300
LIBOR + 0.65% Tesco Bank Bond(d) £350m May 2021 350 –
5.5457% Secured Bond(e)(f) £332m Feb 2029 20 17
Finance leases (Note 34) 36 12
1,599 1,479
Non-current
2019 2018
1.375% MTN(a) €726m Jul 2019 – 826
5.5% MTN(a) £97m Dec 2019 – 183
1% RPI Tesco Bank Retail Bond(b) £72m Dec 2019 – 70
2.125% MTN €500m Nov 2020 436 441
1m USD LIBOR + 0.70% Tesco Bank Bond $350m Nov 2020 262 –
5% Tesco Bank Retail Bond £200m Nov 2020 203 204
LIBOR + 0.65% Tesco Bank Bond(d) £350m May 2021 – 350
6.125% MTN(a) £531m Feb 2022 561 952
LIBOR + 0.53% Tesco Bank Bond(g) £300m Oct 2022 299 298
5% MTN(a) £171m Mar 2023 183 254
1.375% MTN €750m Oct 2023 658 –
2.5% MTN €750m Jul 2024 658 666
3.322% LPI MTN(h) £346m Nov 2025 349 338
5.5457% Secured Bond(e)(f) £332m Feb 2029 303 322
6.067% Secured Bond(e) £200m Feb 2029 191 190
LIBOR +1.2% Secured Bond(e) £50m Feb 2029 34 33
6% MTN(a) £98m Dec 2029 119 198
5.5% MTN(a) £150m Jan 2033 186 221
1.982% RPI MTN(i) £286m Mar 2036 288 279
6.15% USD Bond(a) $525m Nov 2037 428 616
4.875% MTN(a) £32m Mar 2042 32 103
5.125% MTN €356m Apr 2047 319 323
5.2% MTN(a) £73m Mar 2057 71 165
Finance leases (Note 34) 93 110
5,673 7,142
(a)
During the year, the Group undertook a tender for outstanding bonds and as a result the following notional amounts were repaid early, 1.375% MTN Jul 2019 €205m, 5.5% MTN Dec 2019
£84m, 6.125% MTN Feb 2022 £369m, 5% MTN Mar 2023 £67m, 6% MTN Dec 2029 £61m, 5.5% MTN Jan 2033 £26m, 6.15% USD Bond Nov 2037 $325m, 4.875% MTN Mar 2042 £70m and
5.2% MTN Mar 2057 £95m.
(b)
The 1% RPI Tesco Bank Retail Bond is redeemable at par, indexed for increases in the RPI over the life of the bond.
(c)
This bond was issued on 13 May 2015 and was redeemed on its scheduled redemption date in April 2018.
(d)
This bond was issued on 6 June 2014. The scheduled redemption date of this bond is May 2019.
(e)
The bonds are secured by a charge over the property, plant and equipment held within the Tesco Property Limited Partnership, a 100% owned subsidiary of Tesco PLC. The carrying
amounts of assets pledged as security for secured bonds is £803m (2018: £786m).
(f)
This is an amortising bond which matures in February 2029. £20m (2018: £17m) is the principal repayment due within the next 12 months. The remainder is payable in quarterly instalments
until maturity in February 2029.
(g)
This bond was issued on 7 November 2017. The scheduled redemption date of this bond is October 2020.
(h)
The 3.322% Limited Price Inflation (LPI) MTN is redeemable at par, indexed for increases in the RPI over the life of the MTN. The maximum indexation of the principal in any one year is 5%,
with a minimum of 0%.
(i)
The 1.982% RPI MTN is redeemable at par, indexed for increases in the RPI over the life of the MTN.
Borrowing facilities
The Group has the following undrawn committed facilities available at 23 February 2019, in respect of which all conditions precedent had been
met as at that date:
2019 2018
£m £m
Expiring in less than one year 38 38
Expiring between one and two years – –
Expiring in more than two years 3,000 4,232
3,038 4,270
The undrawn committed facilities include £0.4bn (2018: £1.6bn) of bilateral facilities and a £2.6bn (2018: £2.6bn) syndicated revolving credit
facility. All facilities incur commitment fees at market rates and would provide funding at floating rates.

Note 22 Financial instruments

The carrying value and fair value of the following financial assets and liabilities are set out below:
2019 2018 (restated)
Fair Fair
Carrying value value Carrying value value
£m £m £m £m
Assets
Cash and cash equivalents 2,916 2,916 4,059 4,059
Loans and advances to customers and banks – Tesco Bank 12,750 12,931 11,522 11,659
Short-term investments 390 390 1,029 1,029
Joint ventures and associates loan receivables* 133 133 138 139
Liabilities
Short-term borrowings:
Amortised cost (1,491) (1,499) (1,467) (1,240)
Bonds in fair value hedge relationships (72) (70) – –
Long-term borrowings:
Amortised cost (3,954) (4,369) (6,137) (6,210)
Bonds in fair value hedge relationships (1,626) (1,622) (895) (818)
Finance leases (129) (139) (122) (132)
Customer deposits – Tesco Bank (10,465) (10,427) (9,245) (9,224)
Deposits from banks – Tesco Bank (1,663) (1,663) (1,539) (1,539)
* Joint ventures and associates loan receivables carrying amounts of £133m (2018: £138m) are presented in the Group balance sheet net of deferred profits of £54m (2018: £54m) historically
arising from the sale of property assets to joint ventures.
The above table excludes trade and other receivables/payables, derivative financial instruments and financial assets at fair value through
other comprehensive income where the carrying values are either fair value or approximate fair value.
The fair values of financial instruments and derivatives have been determined by reference to prices available from the markets on which the
instruments are traded, where they are available. Where market prices are not available, the fair value has been calculated by discounting
expected future cash flows at prevailing interest rates.
The expected maturity of financial assets and liabilities is not considered to be materially different to their current and non-current
classification.
Financial assets and liabilities by category

The accounting classifications of each class of financial assets and liabilities at 23 February 2019 and 24 February 2018 are as follows:
Financial assets
at fair value Fair value
through other Financial assets/ through
comprehensive liabilities at profit or
income amortised cost loss Total
At 23 February 2019 £m £m £m £m
Cash and cash equivalents – 2,885 31 2,916
Loans and advances to customers and banks – Tesco Bank – 12,750 – 12,750
Short-term investments – 390 – 390
Financial assets at fair value through other comprehensive income 1,046 – – 1,046
Joint ventures and associates loan receivables – 133 – 133
Customer deposits – Tesco Bank – (10,465) – (10,465)
Deposits from banks – Tesco Bank – (1,663) – (1,663)
Short-term borrowings – (1,563) – (1,563)
Long-term borrowings – (5,580) – (5,580)
Finance leases – (129) – (129)
Derivative financial instruments:
Interest rate swaps and similar instruments – – (29) (29)
Cross-currency swaps – – 325 325
Index-linked swaps – – 292 292
Forward contracts – – 3 3
1,046 (3,242) 622 (1,574)

Note 22 Financial instruments continued

Fair value
Financial assets/ through
Available- liabilities at profit or
for-sale amortised cost loss Total
Cash and cash equivalents – 4,059 – 4,059
Loans and advances to customers and banks – Tesco Bank – 11,522 – 11,522
Short-term investments – 1,029 – 1,029
Financial assets at fair value through other comprehensive income 928 – – 928
Joint ventures and associates loan receivables – 138 – 138
Customer deposits – Tesco Bank – (9,245) – (9,245)
Deposits from banks – Tesco Bank – (1,539) – (1,539)
Short-term borrowings – (1,467) – (1,467)
Long-term borrowings – (7,032) – (7,032)
Finance leases – (122) – (122)
Interest rate swaps and similar instruments – – (58) (58)
Cross-currency swaps – – 297 297
Index-linked swaps – – 281 281
Forward contracts – – (39) (39)
928 (2,657) 481 (1,248)
The above tables exclude trade and other receivables/payables that are classified under loans and receivables/other financial liabilities.
Fair value measurement

The following table presents the Group’s financial assets and liabilities that are measured at fair value at 23 February 2019 and 24 February
2018, by level of fair value hierarchy:
–– quoted prices (unadjusted) in active markets for identical assets or liabilities (Level 1);
–– inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (that is, as prices) or
indirectly (that is, derived from prices) (Level 2); and
–– inputs for the asset or liability that are not based on observable market data (that is, unobservable inputs) (Level 3).
Level 1 Level 2 Level 3 Total
Assets
Financial assets at fair value through other comprehensive income 1,040 – 6 1,046
Interest rate swaps and similar instruments – 38 – 38
Cross-currency swaps – 342 – 342
Index-linked swaps – 811 – 811
Forward contracts – 39 – 39
Total assets 1,040 1,230 6 2,276
Liabilities
Interest rate swaps and similar instruments – (67) – (67)
Cross-currency swaps – (17) – (17)
Index-linked swaps – (519) – (519)
Forward contracts – (29) (7) (36)
Total liabilities – (632) (7) (639)
Net assets/(liabilities) 1,040 598 (1) 1,637
Level 1 Level 2 Level 3 Total
Assets
Financial assets at fair value through other comprehensive income 923 – 5 928
Interest rate swaps and similar instruments – 47 – 47
Cross-currency swaps – 345 – 345
Index-linked swaps – 724 – 724
Forward contracts – 28 – 28
Total assets 923 1,144 5 2,072
Liabilities
Interest rate swaps and similar instruments – (105) – (105)
Cross-currency swaps – (48) – (48)
Index-linked swaps – (443) – (443)
Forward contracts – (67) – (67)
Total liabilities – (663) – (663)
Net assets/(liabilities) 923 481 5 1,409

The following table presents the changes in Level 3 instruments for the 52 weeks ended 23 February 2019 and 52 weeks ended 24 February 2018:
2019 2018
£m £m
Gains/(losses) recognised in the Group statement of comprehensive income/(loss) 1 68
Addition of financial instrument at fair value through profit and loss (7) –
Disposal of financial asset at fair value through other comprehensive income – (196)
Addition of financial asset at fair value through other comprehensive income – 3
At the end of the year (1) 5
During the financial year, there were £nil transfers (2018: £nil) between Level 1 and Level 2 fair value measurements, and £nil transfers into and
out of Level 3 fair value measurements (2018: £nil).
Offsetting of financial assets and liabilities

The following tables show those financial assets and liabilities subject to offsetting, enforceable master netting arrangements and
similar agreements.
Gross amounts of
Gross amounts of financial assets/ Net amounts Related amounts not offset
recognised (liabilities) offset presented in the Group balance sheet
financial assets/ in the Group in the Group Financial Net
(liabilities) balance sheet balance sheet instruments Collateral amount
Financial assets
Cash and cash equivalents 4,227 (1,311) 2,916 – – 2,916
Derivative financial instruments 1,230 – 1,230 (223) (12) 995
Total trade and other receivables(a) 2,105 (270) 1,835 – – 1,835
Total assets 7,562 (1,581) 5,981 (223) (12) 5,746
Financial liabilities
Bank loans and overdrafts (1,698) 1,311 (387) – – (387)
Repurchases, securities lending and similar agreements(b) (324) – (324) – 3,006 2,682
Derivative financial instruments (639) – (639) 223 33 (383)
Total trade and other payables(c) (10,008) 270 (9,738) – – (9,738)
Total liabilities (12,669) 1,581 (11,088) 223 3,039 (7,826)
Gross amounts of
Gross amounts of financial assets/ Net amounts Related amounts not offset
recognised (liabilities) offset presented in the Group balance sheet
financial assets/ in the Group in the Group Financial Net
(liabilities) balance sheet balance sheet instruments Collateral amount
Financial assets
Cash and cash equivalents 4,187 (128) 4,059 – – 4,059
Derivative financial instruments 1,144 – 1,144 (217) (18) 909
Total trade and other receivables(a) 1,887 (219) 1,668 – – 1,668
Total assets 7,218 (347) 6,871 (217) (18) 6,636
Financial liabilities
Bank loans and overdrafts (479) 128 (351) – – (351)
Repurchases, securities lending and similar agreements(b) (200) – (200) 380 – 180
Derivative financial instruments (663) – (663) 217 55 (391)
Total trade and other payables(c) (9,579) 219 (9,360) – – (9,360)
Total liabilities (10,921) 347 (10,574) 597 55 (9,922)
(a)
Total trade and other receivables includes £297m (2018: £317m) of prepayments.
(b)
Repurchases, securities lending and similar agreements are included within the deposits from banks balance of £1,663m (2018: £1,539m) in the Group balance sheet. Refer to Note 24.
(c)
Total trade and other payables includes £423m (2018: £494m) of contract liabilities.
For the financial assets and liabilities subject to enforceable master netting arrangements above, each agreement between the Group and the
counterparty allows for net settlement of the relevant financial assets and liabilities when both elect to settle on a net basis. In the absence of
such an election, financial assets and liabilities will be settled on a gross basis. However, each party to the master netting agreement or similar
agreement will have the option to settle all such amounts on a net basis in the event of default of the other party.

Note 23 Financial risk management

The main financial risks faced by the Group relate to fluctuations in interest and foreign exchange rates, the risk of default by counterparties
to financial transactions and the availability of funds to meet business needs. The management of these risks is set out below.
Financial risk management is carried out by a central treasury department under policies approved and delegated by the Board of Directors.
The Board provides written principles for risk management.
Derivatives are used to hedge exposure to market risks and those that are held as hedging instruments are formally designated as hedges as
defined in IFRS 9 ‘Financial Instruments’.
The fair values of derivative financial instruments have been disclosed in the Group balance sheet as follows:
2019 2018
Asset Liability Asset Liability
£m £m £m £m
Current 52 (250) 27 (69)
Non-current 1,178 (389) 1,117 (594)
1,230 (639) 1,144 (663)
The Group’s hedging policies are further described below. The main sources of hedge ineffectiveness are the effect of the counterparties’
and the Group’s own credit risk on the fair value of derivatives.
Fair value hedges

The Group maintains interest rate and cross-currency swap contracts as fair value hedges of the interest rate and currency risk on fixed rate
debt issued by the Group.
Cash flow hedges

The Group uses forward contracts to mainly hedge the foreign currency cost of future purchases of goods for resale, where those purchases
are denominated in a currency other than the functional currency of the purchasing company. These hedging instruments are primarily used
to hedge purchases in Euros and US Dollars. The cash flows hedged are expected to occur within one year of the balance sheet date.
The Group also uses index-linked swaps to hedge cash flows on index-linked debt, interest rate swaps to hedge interest cash flows on debt
and cross-currency swaps to hedge cash flows on fixed rate debt denominated in foreign currencies.
The Group also uses forward contracts to hedge the future purchase of diesel for own use.
Net investment hedges

The Group uses currency denominated borrowings to hedge the exposure of a portion of its net investment in overseas operations
(with non-Sterling functional currency) against changes in value due to changes in foreign exchange rates.
The details of the hedging instruments and movements in cumulative losses on net investment hedges in other comprehensive income
are set out below:
Continued Discontinued
hedges hedges
Notional Movement Movement
£m £m £m
Losses on net investment hedges brought forward (58) (978)
Borrowings 1,281 16 2
Losses carried forward (42) (976)
During the year, €205m of the opening €931m 1.375% MTN July 2019 was repaid, leaving €726m designated as a net investment hedge at the
year end. €623m of the €750m 3.375% MTN Nov 2018, which matured in the period, was designated as a net investment hedge. There were no
reclassifications from foreign currency translation reserve and net investment hedge ineffectiveness was £nil during the year.
Financial instruments not qualifying for hedge accounting

The Group’s policy does not permit use of derivatives for trading purposes. However, some derivatives do not qualify for hedge accounting, or
are specifically not designated as a hedge where gains and losses on the hedging instrument and the hedged item naturally offset in the Group
income statement. These instruments include index-linked swaps and forward foreign currency contracts.

The fair value and notional amounts of derivatives analysed by hedge type are as follows:
2019 2018
Fair value Notional Fair value Notional Fair value Notional Fair value Notional
£m £m £m £m £m £m £m £m
Fair value hedges
Interest rate swaps and similar instruments 37 3,844 (49) 2,701 43 2,424 (87) 1,728
Cross-currency swaps 126 180 (8) 222 129 401 (48) 207
Cash flow hedges
Interest rate swaps and similar instruments – – (17) 110 – – (17) 110
Cross-currency swaps 216 1,394 (9) 272 216 1,413 – –
Index-linked swaps 187 692 – – 160 672 – –
Forward contracts 32 1,558 (18) 1,010 23 736 (53) 1,491
Derivatives not in a formal hedge relationship
Interest rate swaps and similar instruments 1 432 (1) 244 4 436 (1) 528
Cross-currency swaps – – – – – – – –
Index-linked swaps 624 3,589 (519) 3,589 564 3,590 (443) 3,590
Forward contracts 7 901 (18) 1,511 5 795 (14) 1,896
Total 1,230 12,590 (639) 9,659 1,144 10,467 (663) 9,550
The following tables set out the maturity profile and average interest rates and foreign currency exchange rates of the hedging instruments
used in the Group’s non-dynamic hedging strategies.
Maturity
At 23 February 2019 Up to one year One to five years More than five years
Fair value hedges
Interest rate risk
Interest rate swaps – EUR
––Notional amount (£m) 1,383 4,937 160
––Average net interest rate (pay)/receive (0.83%) (0.86%) 4.12%
Interest rate swaps – GBP

––Notional amount (£m) – 65 –
––Average net interest rate (pay)/receive – 3.49% –
Interest rate/Foreign currency risk

Cross currency swaps (GBP:USD)
––Notional amount (£m) – – 402
––Average exchange rate – – 1.50
––Average net interest rate (pay)/receive – – 3.04%
Cash flow hedges

Interest rate risk
Index linked swaps
––Notional amount (£m) 60 – 632
––Average net interest rate (pay)/receive (1.99%) – (4.22%)
Interest rate swaps

––Notional amount (£m) 60 – 50
––Average net interest rate (pay)/receive 1.57% – (4.12%)

Cross currency swaps (GBP:USD) floating
––Notional amount (£m) – 272 –
––Average exchange rate – 1.29 –
––Average net interest rate (pay)/receive – (1.62%) –
Cross currency swaps (GBP:USD) fixed

––Notional amount (£m) – 434 960
––Average exchange rate – 1.19 1.31
––Average net interest rate (pay)/receive – (0.87%) (1.09%)
At 23 February 2019, forward foreign currency transactions, designated as cash flow hedges, equivalent to £2.6bn were outstanding (2018:
£2.2bn). These forward contracts are largely in relation to purchases of Euro (notional €2.0bn) and US Dollar (notional $1.1bn) with varying
maturities up to January 2020. The notional and fair values of these contracts is shown in the table above.

Note 23 Financial risk management continued

The following table sets out the details of the hedged exposures covered by the Group’s fair value hedges.
Accumulated amounts of fair value Changes in fair value for
Carrying amount adjustments on hedged item calculating hedge Residual hedge
Assets Liabilities Assets Liabilities ineffectiveness adjustments(a)
Fair value hedges
Interest rate risk
Fixed rate loans and mortgages(b) 7,974 – (3) – 14 –
Fixed rate savings – (3,691) – – (1) –
Fixed rate investment securities(b) 473 – (5) – (3) –
Fixed rate bonds(c) – (1,778) – 95 (57) (59)
(a)
Accumulated amount of fair value hedge adjustments remaining in the Group balance sheet for any hedged items that have ceased to be adjusted for hedging gains and losses.
(b)
Classified as loans and advances to customers.
(c)
Classified as borrowings.
The following tables set out information regarding the change in value of the hedged item used in calculating hedge ineffectiveness as well as
the impacts on the cash flow hedge reserve and currency basis reserve.
Cash flow hedge reserve and
currency basis reserve*
Change in value of
hedged item for
calculating hedge Continued Discontinued
ineffectiveness hedges hedges
At 23 February 2019 Hedging instrument £m £m £m
Interest rate risk
Index‑linked bonds Index‑linked swaps (1) 72 –
Foreign currency risk
Trade payables Forward contracts – 22 –
MTNs Cross‑currency swaps (9) 83 (46)
* Excludes deferred tax.
The following table sets out information regarding the effectiveness of hedging relationships designated by the Group, as well as the impacts
on profit or loss and other comprehensive income:
Hedge ineffectiveness Line item in Group
recognised in profit or loss income statement that
At 23 February 2019 £m includes hedge ineffectiveness
Cash flow hedges – Net finance costs
Net investment hedges – Net finance costs
Fair value hedges
Borrowings (22) Net finance costs
Derivatives – Net finance costs
The following table presents a reconciliation by risk category of the cash flow hedge reserve and analysis of other comprehensive income in
relation to hedge accounting:
Cash flow Currency
hedge reserve basis reserve
£m £m Line item
At 24 February 2018 (as previously reported) 40 –
Adjustment on initial application of IFRS 9 (net of tax) (Note 36) (1) 1
At 25 February 2018 (restated) 39 1
Interest rate risk
Index-linked swaps
––Net fair value gains/(losses) 30 –
––Amount reclassified to Group income statement (20) – Net finance costs
Interest rate swaps
––Net fair value gains/(losses) (1) –
––Amount reclassified to Group income statement – – Net finance costs
Cross currency swaps
––Net fair value gains/(losses) 15 (6)
––Amount reclassified to Group income statement 8 – Net finance costs
Foreign currency risk
Forward contracts
––Net fair value gains/(losses) 92 –
––Amount reclassified to Inventory (45) – Inventory
Tax – –
At 23 February 2019 118 (5)

Interest rate risk

Debt issued at variable rates, as well as cash deposits and short-term investments, expose the Group to cash flow interest rate risk.
Debt issued at fixed rates exposes the Group to fair value risk.
The Group’s policy is to target fixing a minimum of 50% of interest costs for senior unsecured debt of the Group excluding Tesco Bank.
At 23 February 2019, the percentage of interest-bearing debt at fixed rates was 78% (2018: 90%). The weighted average rate of interest
paid on senior unsecured debt this financial year, excluding joint ventures and associates, was 3.76% (2018: 4.26%).
Forward rate agreements, interest rate swaps, caps and floors may be used to achieve the desired mix of fixed and floating rate debt.
The Group has RPI‑linked debt where the principal is indexed to increases in the RPI. RPI debt is treated as floating rate debt. The Group also
has LPI‑linked debt, where the principal is indexed to RPI, with an annual maximum increase of 5% and a minimum of 0%. LPI debt is treated
as fixed rate debt. RPI‑linked debt and LPI‑linked debt are hedged for the effects of inflation until maturity.
For interest rate risk relating to Tesco Bank, refer to the separate section on Tesco Bank financial risk factors on page 137.
During 2019 and 2018, net debt was managed using derivative instruments to hedge interest rate risk.
2019 2018
Fixed Floating Total Fixed Floating Total
£m £m £m £m £m £m
Cash and cash equivalents – 2,916 2,916 – 4,059 4,059
Loans and advances to customers – Tesco Bank 8,328 4,422 12,750 6,929 4,593 11,522
Short-term investments – 390 390 – 1,029 1,029
Financial assets at fair value through other
comprehensive income 475 571 1,046 803 125 928
Joint ventures and associates loan receivables 76 57 133 76 62 138
Finance leases (129) – (129) (122) – (122)
Bank and other borrowings (5,810) (1,333) (7,143) (6,836) (1,663) (8,499)
Customer deposits – Tesco Bank (3,714) (6,751) (10,465) (3,447) (5,798) (9,245)
Deposits from banks – Tesco Bank (1,663) – (1,663) (1,539) – (1,539)
Derivative effect:
Interest rate swaps (5,899) 5,899 – (5,096) 5,096 –
Cross-currency swaps 402 (402) – 608 (608) –
Index-linked swaps (346) 346 – (337) 337 –
Total (8,280) 6,115 (2,165) (8,961) 7,232 (1,729)
Credit risk
Credit risk arises from cash and cash equivalents, trade and other receivables, customer deposits, financial instruments and deposits from
banks and financial institutions.
The Group holds positions with an approved list of investment-grade rated counterparties and monitors the exposure, credit rating, outlook
and credit default swap levels of these counterparties on a regular basis. The net counterparty exposure under derivative contracts is £1.0bn
(2018: £0.9bn). The Group considers its maximum credit risk to be £19.7bn (2018: £19.6bn) largely based on the Group’s total financial assets.
For credit risk relating to Tesco Bank, refer to the separate section on Tesco Bank financial risk factors on page 138.
Liquidity risk
The Group finances its operations by a combination of retained profits, disposals of assets, debt capital market issues, commercial paper,
bank borrowings and leases. The policy is to maintain a prudent level of cash together with sufficient committed bank facilities to meet
liquidity needs as they arise. The Group retains access to capital markets so that maturing debt may be refinanced as it falls due.
Liquidity risk is managed by short-term and long-term cash flow forecasts. In addition, the Group has undrawn committed facilities totalling
£3.0bn (2018: £4.3bn), consisting of a syndicated revolving credit facility and bilateral facilities, which mature between 2020 and 2021.
The Group has a £15.0bn Euro Medium Term Note programme, of which £4.2bn was in issue at 23 February 2019 (2018: £5.3bn), plus £0.4bn
equivalent of USD denominated notes issued under 144A documentation (2018: £0.6bn).
For liquidity risk relating to Tesco Bank, refer to the separate section on Tesco Bank financial risk factors on pages 137 and 138.
The following is an analysis of the undiscounted contractual cash flows payable under financial liabilities and derivative liabilities taking into
account contractual terms that provide the counterparty a choice of when (the earliest date) an amount is repaid by the Group. The potential
cash outflow of £20.3bn is considered acceptable as it is offset by financial assets of £19.2bn (2018: £18.6bn offset by financial assets of
£19.6bn).


The undiscounted cash flows will differ from both the carrying values and fair values. Floating rate interest is estimated using the prevailing
rate at the balance sheet date. Cash flows in foreign currencies are translated using spot rates at the balance sheet date. For index-linked
liabilities, inflation is estimated at 3% for the life of the liability (2018: 3%).
Due Due Due Due
Due between between between between Due
within 1 and 2 2 and 3 3 and 4 4 and 5 beyond
1 year years years years years 5 years
Non-derivative financial liabilities
Bank and other borrowings (1,515) (1,221) (556) (28) (854) (3,118)
Interest payments on borrowings (258) (205) (176) (142) (141) (1,267)
Customer deposits – Tesco Bank (8,569) (1,348) (336) (108) (186) (1)
Deposits from banks – Tesco Bank (337) (410) (945) – – –
Finance leases (44) (11) (11) (11) (7) (127)
Trade and other payables(a) (9,354) (28) (41) (11) (11) (293)
Derivative financial liabilities
Net settled derivative contracts – receipts 6 3 2 – – –
Net settled derivative contracts – payments (291) (340) (59) (79) (6) (20)
Gross settled derivative contracts – receipts 2,438 (262) 14 – – –
Gross settled derivative contracts – payments (2,460) 260 (43) – – –
Total (20,348) (3,562) (2,151) (379) (1,205) (4,826)
Due Due Due Due
Due between between between between Due
within 1 and 2 2 and 3 3 and 4 4 and 5 beyond
1 year years years years years 5 years
Non-derivative financial liabilities
Bank and other borrowings (1,401) (1,445) (963) (926) (28) (3,860)
Interest payments on borrowings (298) (323) (243) (219) (163) (1,852)
Customer deposits – Tesco Bank (7,655) (874) (500) (179) (105) –
Deposits from banks – Tesco Bank (209) (12) (412) (947) – –
Finance leases (20) (34) (11) (11) (11) (120)
Trade and other payables(a)(b) (8,996) (34) (34) (25) (24) (247)
Derivative financial liabilities
Net settled derivative contracts – receipts 15 9 5 5 2 1
Net settled derivative contracts – payments (27) (197) (340) (37) (58) (109)
Gross settled derivative contracts – receipts 3,366 15 103 13 – –
Gross settled derivative contracts – payments (3,426) (13) (97) (71) – –
Total (18,651) (2,908) (2,492) (2,397) (387) (6,187)
(a)
Trade and other payables includes £423m (2018: £494m) of contract liabilities.
(b)
Prior year derivative financial liabilities amounts have been adjusted to reflect the gross up of derivatives in a liability position at year‑end.
Foreign exchange risk

The Group is exposed to foreign exchange risk principally via:
–– transactional exposure that arises from the cost of future purchases of goods, where those purchases are denominated in a currency
other than the functional currency of the purchasing company. Transactional currency exposures that could significantly impact the Group
income statement are hedged. These exposures are hedged via forward foreign currency contracts or purchased currency options, which
are designated as cash flow hedges;
–– net investment exposure arises from changes in the value of net investments denominated in currencies other than Pounds Sterling.
The Group hedges a part of its investments in its international subsidiaries via foreign currency derivatives and borrowings in matching
currencies, which are formally designated as net investment hedges. During the current financial year, currency movements increased
the net value, after the effects of hedging, of the Group’s overseas assets by £100m (2018: increase by £318m). The Group also ensures
that each subsidiary is appropriately hedged in respect of its non-functional currency assets; and
–– loans to non-UK subsidiaries. These are hedged via foreign currency derivatives and borrowings in matching currencies. These are not
formally designated as hedges as gains and losses on hedges and hedged loans will naturally offset.
The impact on the Group financial statements from foreign currency volatility is shown in the sensitivity analysis below.
Sensitivity analysis
The impact on the Group financial statements from foreign currency and interest rate volatility is discussed below.
The analysis excludes the impact of movements in market variables on the carrying value of pension and other post-employment obligations
and on the retranslation of overseas net assets as required by IAS 21 ‘The Effects of Changes in Foreign Exchange Rates’. However, it does
include the foreign exchange sensitivity resulting from local entity non-functional currency financial instruments.
The sensitivity analysis has been prepared on the basis that the amount of net debt, the ratio of fixed to floating interest rates of the debt
and derivatives portfolio, and the proportion of financial instruments in foreign currencies are all constant and on the basis of the hedge
designations in place at 23 February 2019. It should be noted that the sensitivity analysis reflects the impact on income and equity due to
financial instruments held at the balance sheet date. It does not reflect any change in sales or costs that may result from changing interest
or exchange rates.

The following assumptions were made in calculating the sensitivity analysis:

–– the sensitivity of interest payable to movements in interest rates is calculated on net floating rate exposures on debt, deposits and
derivative instruments with no sensitivity assumed for RPI-linked debt, which has been swapped to fixed rates;
–– changes in the carrying value of derivative financial instruments designated as fair value hedges from movements in interest rates or foreign
exchange rates have an immaterial effect on the Group income statement and equity due to compensating adjustments in the carrying
value of debt;
–– changes in the carrying value of derivative financial instruments designated as net investment hedges from movements in foreign exchange
rates are recorded directly in the Group statement of comprehensive income/(loss);
–– changes in the carrying value of derivative financial instruments not designated as hedging instruments only affect the Group income
statement;
–– all other changes in the carrying value of derivative financial instruments designated as hedging instruments are fully effective with no
impact on the Group income statement; and
–– the floating leg of any swap or any floating rate debt is treated as not having any interest rate already set, therefore a change in interest
rates affects a full 12-month period for the interest payable portion of the sensitivity calculations.
Using the above assumptions, the following table shows the illustrative effect on the Group income statement and equity that would result, at
the balance sheet date, from changes in interest rates and currency exchange rates that are reasonably possible for major currencies where
there have recently been significant movements:
2019 2018
Income Equity Income Equity
gain/(loss) gain/(loss) gain/(loss) gain/(loss)
£m £m £m £m
1% increase in interest rates (2018: 1%) 58 (32) 69 (30)
10% appreciation of the Euro (2018: 10%) 1 (96) 4 (143)
10% appreciation of the US Dollar (2018: 10%) – 100 6 129
A decrease in interest rates and a depreciation of foreign currencies would have the opposite effect to the impact in the table above.
The impact on the Group statement of comprehensive income/(loss) from changing exchange rates results from the revaluation of financial
liabilities used as net investment hedges. The impact on the Group statement of comprehensive income/(loss) will largely be offset by the
revaluation in equity of the hedged assets.
Capital risk
The Group’s objectives when managing capital (defined as net debt plus equity) are to safeguard the Group’s ability to continue as a going
concern in order to provide returns to shareholders and benefits for other stakeholders, while protecting and strengthening the Group
balance sheet through the appropriate balance of debt and equity funding. The Group manages its capital structure and makes adjustments
to it, in light of changes to economic conditions and the strategic objectives of the Group.
To maintain or adjust the capital structure, the Group may adjust the dividend payment to shareholders, buy back shares and cancel them,
or issue new shares.
The Group raises finance in the public debt markets and borrows from financial institutions. The policy for debt is to smooth the debt maturity
profile with the objective of ensuring continuity of funding. This policy continued during the financial year, with debt redeemed of £2.3bn (2018:
£2.7bn). One €750m bond with a maturity of October 2023 was issued in the current financial year (2018: nil). The Group borrows centrally and
locally, using a variety of capital market instruments and borrowing facilities to meet the Group’s business requirements of each local
business.
Refer to Note 30 for the value of the Group’s net debt (£3.2bn; 2018: £2.6bn), and the Group statement of changes in equity for the value of
the Group’s equity (£14.8bn; 2018: £10.5bn).
Insurance risk
The Group is exposed to the risk of being inadequately protected from liabilities arising from unforeseen events. The Group purchased assets,
earnings and combined liability protection from the open insurance market for higher value losses only.
The risk not transferred to the insurance market is retained within the Group with some cover being provided by the Group’s captive
insurance company, ELH Insurance Limited in Guernsey, which covers Assets, Earnings and Combined Liability.
Tesco Bank
Interest rate risk
Interest rate risk arises mainly where assets and liabilities in Tesco Bank’s banking activities have different repricing dates and from
unexpected changes to the yield curve. Tesco Bank is exposed to interest rate risk through dealings with retail customers as well as
through lending to and borrowing from the wholesale market. Tesco Bank has established limits for risk appetite and stress tests are
performed using sensitivity to fluctuations in underlying interest rates in order to monitor this risk. Tesco Bank also use the Capital at
Risk (CaR) approach which assesses the sensitivity (value change) of a reduction in the Bank’s capital to movements in interest rates.
The scenarios considered include both parallel and non-parallel movements of the yield curve and have been designed to assess impacts
across a suitable range of severe but plausible movements in interest rates. Interest rate risk is primarily managed using interest rate swaps
as the main hedging instrument.
Liquidity and funding risk

Liquidity risk is the risk that Tesco Bank has insufficient liquidity resources to meet its obligations as they fall due. Funding risk is the risk that
Tesco Bank does not have sufficiently stable and diverse sources of funding.
Tesco Bank operates within a Liquidity Risk Management Policy Framework (LRMP) to ensure that sufficient funds are available at all times to
meet demands from depositors, to fund agreed advances, to meet other commitments as and when they fall due, and to ensure the Board’s
risk appetite is met.


Liquidity and funding risks are assessed through the Individual Liquidity Adequacy Assessment Process (ILAAP) on at least an annual basis.
Formal limits are set within the LRMP to maintain liquidity risk exposures within the Liquidity Risk Appetite set by the Board and key liquidity
measures are monitored on a regular basis. Tesco Bank maintains a conservative liquidity and funding profile to confirm that it is able to meet
its financial obligations under normal, and stressed, market conditions.
Credit risk
Credit risk is the risk that a bank borrower or counterparty will fail to meet its obligations in accordance with contractually agreed terms and
Tesco Bank will incur losses as a result. Credit risk principally arises from the Bank’s retail lending activities but also from the placement of
surplus funds with other banks and money market funds, investments in transferable securities and interest rate and foreign exchange
derivatives. In addition, credit risk arises from contractual arrangements with third parties where payments and commissions are due to the
Bank for short periods of time. Assessment of the expected credit loss (ECL) on loans and advances to customers and banks has taken into
account a range of macro-economic scenarios, one of which reflects a no-deal Brexit.
The ECL is determined by multiplying together the probability of default (PD), exposure at default (EAD) and loss given default (LGD) for the
relevant time period and for each asset category and by discounting back to the balance sheet date. The ECL calculation and the
measurement of significant deterioration in credit risk both incorporate forward-looking information using a range of macro-economic
scenarios, with key variables being the Bank of England base rate, unemployment rate, house price index and Gross Domestic Product (GDP).
The sensitivities in the ECL allowance to reasonably possible changes in the following key assumptions as at 28 February 2019 are set out below:
Reasonably Impact on ECL allowance 
Key assumption possible change (£ million)
Probability of default Increase of 2.5% 9
Decrease of 2.5% (9)
Loss given default Increase of 2.5% 12
Decrease of 2.5% (12)
Macro-economic factors Upside scenario (33)
Base scenario (21)
Downside scenario 67
Probability of default threshold (staging) Increase of 20% (14)
Decrease of 20% 10
Tesco Bank could be exposed to unacceptable levels of bad debt and also suffer reputational damage if it did not provide adequate support to
customers who are experiencing financial difficulties. Forbearance is relief granted by a lender to assist customers in financial difficulty,
through arrangements which temporarily allow the customer to pay an amount other than the contractual amounts due. These temporary
arrangements may be initiated by the customer or the Group where financial distress would prevent repayment within the original terms and
conditions of the contract. The main aim of forbearance is to support customers in returning to a position where they are able to meet their
contractual obligations.
Tesco Bank has adopted the definition of forbearance in the European Banking Authority’s (EBA) final draft Implementing Technical Standards
(ITS) of July 2014. The Group reports all accounts meeting this definition, providing for them appropriately.
Controls and risk mitigants

Tesco Bank has well defined forbearance policies and processes. A number of forbearance options are made available to customers by the
Group. These routinely, but not exclusively, include the following:
–– arrangements to repay arrears over a period of time, by making payments above the contractual amount, that ensure the loan is repaid
within the original repayment term;
–– short-term concessions, where the borrower is allowed to make reduced repayments (or in exceptional circumstances, no repayments) on
a temporary basis to assist with short-term financial hardship; and
–– for secured products, it may also be acceptable to allow the customer to clear the arrears over an extended period of time, provided the
payments remain affordable.
Gross Loans and Advances Forbearance programmes as a Proportion of Forbearance
subject to Forbearance proportion of total Loans and Programmes covered
Programmes Advances by category by impairment provision
2019 2018 2019 2018 2019 2018
£m £m % % % %
Credit cards – UK 92.8 69.6 2.0 1.5 53.3 72.3
Credit cards – Europe – 0.9 – 2.7 – 40.9
Credit cards – Commercial 0.1 0.1 4.8 4.7 90.8 95.0
Loans 48.4 42.4 1.1 1.0 48.0 68.2
Mortgages 6.0 5.9 0.2 0.2 1.2 0.2
Amended disclosures in line with IFRS 9 requirements have been applied to the current financial year only. The comparative period note
disclosures repeat those disclosures made in the prior year. Below are the areas of disclosure in relation to the prior year which have been
replaced in the current year by amended IFRS 9 disclosures as above.

Asset quality
Ineffective management and controls over the emerging asset quality of the Group’s lending portfolios could expose the Group to
unacceptable levels of bad debt.
Controls and risk mitigants

Tesco Bank’s asset quality is reflected through the level of its impairment by lending type. Asset quality is maintained through credit and
affordability assessments at asset origination, combined with regular monitoring and reporting of asset quality to the appropriate Senior
Management team and risk committees.
The table below presents an analysis of credit exposure by impairment status across the different exposure classes. The table predominantly
relates to banking assets; the retail instalment lending applies to credit agreements in the insurance business. The prior financial year amounts
below are presented gross of impairment and exclude fair value hedge adjustments of £(16)m.
Retail Retail
unsecured Retail mortgage instalment
lending lending lending Total
Past due and impaired
Less than 90 days past due 44 – – 44
90-179 days past due 59 – – 59
180 days plus past due 109 – – 109
Past due but not impaired
Less than 29 days past due 55 1 – 56
30-59 days past due 20 – – 20
60-119 days past due 13 – – 13
Neither past due nor impaired
Low risk(a) 8,010 2,983 129 11,122
High risk(b) 327 26 – 353
Total 8,637 3,010 129 11,776
(a)
Low risk is defined as an asset with a probability of default of less than 10%.
(b)
High risk is defined as an asset with a probability of default of 10% or more.
The credit risk exposure from off-balance sheet items in 2019, mainly undrawn contractual lending commitments, was £12.2bn (2018: £12.4bn).
Gross loans and advances to customers of £17m were subject to active forbearance arrangements and were considered to be not impaired on
the basis that the Group did not anticipate that the future expected cash flows of the gross loans and advances would be impacted. Of this
total, £5m was included in ‘neither past due nor impaired’ and £12m in ‘past due but not impaired’.
Insurance risk
Tesco Bank is indirectly exposed to insurance risks through its ownership of 49.9% of Tesco Underwriting Limited (TU), an authorised insurance
company. Insurance risk is defined as the risk accepted through the provision of insurance products in return for a premium. The timing and
quantum of the risks are uncertain and determined by events outside the control of Tesco Bank. The key insurance risks within TU relate to
underwriting risk and reserving risk. TU operates a separate framework to ensure that the TU insurance portfolio operates within agreed risk
appetite. Tesco Bank closely monitors performance of the portfolio against specific thresholds and limits.
Note 24 Customer deposits and deposits from banks

2019 2018
£m £m
Customer deposits 10,465 9,245
Deposits from banks 1,663 1,539
12,128 10,784
Of which:
Current 8,832 7,812
Non-current 3,296 2,972
12,128 10,784
Deposits from banks include liabilities of £324m (2018: £200m) that have been sold under sale and repurchase agreements.

Note 25 Provisions
Property Restructuring Other
provisions provisions provisions Total
£m £m £m £m
At 25 February 2017 (as previously reported) 851 98 174 1,123
IFRS 15 restatement (Note 36) – – (3) (3)
At 26 February 2017 (restated) 851 98 171 1,120
Foreign currency translation 5 1 – 6
Amount released in the year (33) (32) (14) (79)
Amount provided in the year 153 157 211 521
Amount utilised in the year (120) (146) (50) (316)
Unwinding of discount 13 – – 13
At 24 February 2018 869 78 318 1,265
Foreign currency translation 2 (1) – 1
Acquired through business combination (Note 31) 40 – 4 44
Amount released in the year (68) (26) (196) (290)
Amount provided in the year 115 221 53 389
Amount utilised in the year (118) (129) (110) (357)
Unwinding of discount 15 – – 15
At 23 February 2019 855 143 69 1,067
The balances are analysed as follows:

2019 2018
£m £m
Current 320 544
Non-current 747 721
1,067 1,265
Property provisions
Property provisions comprise onerous lease provisions, including leases on unprofitable stores and vacant properties, dilapidations provisions
and asset retirement obligation provisions.
The calculation of the value in use of the leased properties to the Group is based on the same assumptions for growth rates and expected
changes to future cash flows as those for Group owned properties, as discussed in detail in Note 11, discounted at the appropriate risk-free
rate. The cost of exiting lease contracts is estimated as the present value of expected surrender premiums or deficits from subletting at
market rents, assuming that the Group can sublet properties at market rents, based on discounting at the appropriate risk-adjusted rate.
For some leases, termination of the lease at the break clause requires the Group to either purchase the property or buy out the equity
ownership of the property at fair value. No value is attributed to the purchase conditions since they are at fair value. It is also assumed
that the Group is indifferent to purchasing the properties.
Based on the factors set out above, the Group has recognised a net onerous property provision charge in the year of £47m (2018: £120m),
comprising a £115m charge and £68m release, largely relating to onerous lease contracts for fully impaired properties and other onerous
contracts relating to properties.
Of the net £47m (2018: £120m) onerous property provision charge recognised in the year, a £44m (2018: £105m) charge has been recognised
as an exceptional item within cost of sales classified as ‘Net impairment reversal of non-current assets and onerous property provisions’.
The remaining £3m charge was not included in exceptional items.
The Group has performed sensitivity analysis on the onerous lease provisions using reasonably possible scenarios based on recent market
movements. Neither a half a percentage point increase nor decrease in the risk-free rate would result in a material change to the onerous
lease provisions.
Onerous lease provisions will be utilised over the relevant lease terms, predominantly within the next 25 years.
Restructuring provisions
Of the £195m net charge (£221m charge, £26m release) recognised in the year, £182m (2018: £102m) has been classified within exceptional
items as ‘Net restructuring and redundancy costs’ and related to store and head office restructuring in the UK & ROI £131m (2018: £102m),
Central Europe £27m (2018: £nil), Asia £26m (2018: £nil) and Tesco Bank £2m release (2018: £nil).
Other provisions
In prior financial years Tesco PLC and Tesco Freetime Limited, a wholly-owned subsidiary undertaking of the Group, initiated an appeal against
Her Majesty’s Revenue and Customs (HMRC) regarding the treatment of VAT on Clubcard rewards. Following the Upper Tier Tribunal ruling in
the Group’s favour on 24 January 2019, HMRC’s Solicitors Office confirmed that they would not appeal the ruling. The Group has therefore
released the £176m provision within exceptional items, classified as ‘Freetime VAT provision release’ within cost of sales.
On 1 October 2018, the FCA issued a warning notice to the Group in relation to an online fraudulent attack against Tesco Bank’s debit cards in
November 2016. The Group agreed to a settlement payment of £16m which was paid in the year.
Other provisions also include provisions for Tesco Bank customer redress in respect of potential complaints arising from the historical sales
of PPI, and in respect of customer redress relating to instances where certain requirements of the Consumer Credit Act (CCA) for post-
contract documentation have not been fully complied with. In each instance, management have exercised judgement as to both the timescale
for implementing the redress campaigns and the final scope of any amounts payable. During the current financial year, an additional charge of
£16m was recognised in the Group income statement within exceptional items, classified as ‘Provision for customer redress’ within cost of
sales. Refer to Note 4 for further details.
Other provisions are expected to be utilised in the next financial year.

Note 26 Share-based payments

The Group income statement charge for the financial year recognised in respect of share-based payments is £118m (2018: £252m), which
is made up of share option schemes and share bonus payments. Of this amount, £103m (2018: £128m) will be settled in equity and £15m
(2018: £124m) in cash. The movement of cash-settled charge with reference to the prior year is due to employees no longer being offered
cash-settled awards.
Share option schemes

The Company had 10 share option schemes in operation during the financial year, all of which are equity-settled schemes:
i. The Savings-related Share Option Scheme (1981) permits the grant to colleagues of options in respect of ordinary shares linked to a
building society/bank save-as-you-earn contract for a term of three or five years with contributions from colleagues of an amount
between £5 and £500 per four-weekly period. Options are capable of being exercised at the end of the three or five-year period at a
subscription price of not less than 80% of the average of the middle-market quotations of an ordinary share over the three dealing
days immediately preceding the offer date.
ii. The Irish Savings-related Share Option Scheme (2000) permits the grant to ROI colleagues of options in respect of ordinary shares linked
to a building society/bank save-as-you-earn contract for a term of three or five years with contributions from colleagues of an amount
between €12 and €500 per four-weekly period. Options are capable of being exercised at the end of the three or five-year period at a
subscription price of not less than 80% of the average of the middle-market quotations of an ordinary share over the three dealing days
immediately preceding the offer date.
iii. The Executive Incentive Plan (2004) permitted the grant of options in respect of ordinary shares to selected senior executives. Options are
normally exercisable between three and 10 years from the date of grant for nil consideration. No further options will be granted under this
scheme.
iv. The Executive Incentive Plan (2014) permits the grant of options in respect of ordinary shares to selected senior executives as a proportion
of annual bonus following the completion of a required service period and is dependent on the achievement of corporate performance
and individual targets. Options are normally exercisable between three and 10 years from the date of grant for nil consideration. Full
details of this plan can be found in the Directors’ remuneration report.
v. The Performance Share Plan (2011) permits the grant of options in respect of ordinary shares to selected executives. Options are normally
exercisable between the vesting date(s) set at grant and 10 years from the date of grant for nil consideration. The vesting of options will
normally be conditional upon the achievement of specified performance targets over a three-year period and/or continuous employment.
vi. The Discretionary Share Option Plan (2004) permitted the grant of approved, unapproved and international options in respect of ordinary
shares to selected executives. Options are normally exercisable between three and 10 years from the date of grant at a price not less than
the middle-market quotation or average middle-market quotations of an ordinary share for the dealing day or three dealing days
preceding the date of grant. The vesting of options will normally be conditional upon the achievement of a specified performance target
related to the annual percentage growth in earnings per share over a three-year period. There were no discounted options granted
under this scheme.
vii. The Group Bonus Plan permits the grant of options in respect of ordinary shares to selected senior executives as a proportion of annual
bonus following the completion of a required service period and is dependent on the achievement of corporate performance and
individual targets. Options are normally exercisable between three and 10 years from the date of grant for nil consideration.
viii. The Long Term Incentive Plan (2015) permits the grant of options in respect of ordinary shares to selected executives. Options are
normally exercisable between the vesting date(s) set at grant and 10 years from the date of grant for nil consideration. The vesting of
options will normally be conditional upon the achievement of specified performance targets over a three-year period and/or
continuous employment.
ix. The Booker Group PLC Savings Related Share Option Plan 2008 (Booker SAYE) permitted the grant to Booker colleagues of options in
respect of ordinary shares in Booker Group PLC (Booker Shares) linked to a building society/bank save-as-you-earn contract for a term of
three years with contributions from Booker colleagues of an amount between £5 and £500 per four-weekly period. Following completion
of the acquisition of Booker Group PLC by Tesco PLC, Booker colleagues elected to roll over their existing options over Booker shares
under the Booker SAYE into equivalent options over ordinary shares in Tesco PLC (Tesco Shares). The options over Tesco Shares are
capable of being exercised at the end of the three year period at a subscription price equivalent to not less than 80% of the average of
the middle-market quotations of a Booker Share over the three dealing days immediately preceding the offer date.
x. The Booker Group PLC Performance Share Plan 2008 (Booker PSP) permitted the grant of options in respect of Booker Shares to selected
Booker senior colleagues (Booker PSP Options). Under the Booker PSP, tax approved Company Share Option Plan options (Booker CSOP
Options) were also granted to selected Booker senior colleagues. Following completion of the acquisition of Booker Group PLC by Tesco
PLC, Booker senior colleagues elected to roll over their existing Booker PSP and Booker CSOP Options over Booker Shares into equivalent
options over Tesco Shares. Booker PSP Options are normally exercisable between the third anniversary of the original date of grant and
10 years from the date of grant for nil consideration. The vesting of options is normally conditional upon the achievement of specified
performance targets over a three year period and continuous employment. Conditional on the vesting of the relevant Booker PSP Options,
Booker CSOP Options are normally exercisable between the third anniversary of the original date of grant and 10 years from the date of
grant at a subscription price equivalent to the market value of the Booker Shares at the time of grant.

Note 26 Share-based payments continued

The following tables reconcile the number of share options outstanding and the weighted average exercise price (WAEP):
For the 52 weeks ended 23 February 2019

Booker Group PLC
Savings-related Irish Savings-related Nil cost Booker Group PLC Performance Share
Share Option Scheme Share Option Scheme Share Option Scheme Savings Related Plan Scheme Other Schemes*
Options WAEP Options WAEP Options WAEP Options WAEP Options WAEP Options WAEP
Outstanding at 244,886,709 162.21 6,926,980 167.88 36,015,512 – – – – – 32,377,140 –
24 February 2018
Granted 50,220,486 188.00 1,925,295 168.00 411,499 – 15,684,396 141.47 17,446,916 – – –
Forfeited (25,820,506) 188.17 (1,215,831) 178.35 (6,321,392) – (1,566,612) 145.59 (662,887) – (19,997,503) –
Exercised (53,695,441) 150.43 (1,165,466) 150.34 (4,728,490) – (4,290,079) 131.06 (5,561,682) – – –
Outstanding at 215,591,248 168.04 6,470,978 175.06 25,377,129 – 9,827,705 145.36 11,222,347 – 12,379,637 338.40
23 February 2019
Exercise price 150.00 to 150.00 to – 88.26 to – 338.40 to
range (pence) 322.00 322.00 163.76 427.00
Weighted average
remaining
2.46 2.71 7.31 1.89 0.96 0.20
contractual life
(years)
Exercisable at 10,629,678 210.24 406,100 192.01 6,491,384 – 573,798 137.13 1,740,392 – 12,379,637 –
23 February 2019
Exercise price 150.00 to 150.00 to – 137.40 – 338.40
range (pence) 322.00 322.00
Weighted average
remaining
0.43 0.43 6.16 0.35 – 0.20
contractual life
(years)
* Other Schemes includes Approved Share Option Scheme (Approved), Unapproved Share Option Scheme (Unapproved), and International Executive Share Option Scheme (International).
Respectively: WAEP for Outstanding at 24 February 2018 were 391.25p (2017: 420.87p), 375.18p (2017: 395.84p) and 375.69p (2017: 397.17p); WAEP for Forfeited during the current financial
year were 416.94p (2018: 458.33p), 400.96p (2018: 446.01p) and 396.04p (2018: 439.33p); WAEP for Outstanding at 23 February 2019 were 338.40p (2018: 391.25p), 338.40p (2018: 375.18p)
and 338.40p (2018: 375.69p). Share options were exercised on a regular basis throughout the financial year. The average share price during the 52 weeks ended 23 February 2019 was
228.55p (2018: 187.68p).

Booker Group PLC
Savings-related Irish Savings-related Nil cost Booker Group PLC Performance
Share Option Scheme Share Option Scheme Share Option Scheme Savings Related Share Plan Scheme Other Schemes*
Options WAEP Options WAEP Options WAEP Options WAEP Options WAEP Options WAEP
Outstanding at 256,862,881 168.91 6,339,307 179.46 27,640,320 – – – – – 47,965,090 –
25 February 2017
Granted 40,314,086 168.00 2,078,500 168.00 10,838,726 – – – – – – –
Forfeited (47,125,400) 204.95 (1,471,619) 218.17 (1,740,742) – – – – – (15,587,950) –
Exercised (5,164,858) 150.29 (19,208) 150.02 (722,792) – – – – – – –
Outstanding at 244,886,709 162.21 6,926,980 167.88 36,015,512 – – – – – 32,377,140 –
24 February 2018
Exercise price 150.00 to 150.00 to – – – – 338.40 to
range (pence) 322.00 322.00 427.00
Weighted
average
remaining 2.48 2.62 8.16 – – – 0.61 to 0.79
contractual life
(years)
Exercisable at 4,482,116 282.00 118,702 282.00 4,597,668 – – – – – 32,377,140 375.18 to
24 February 2018 391.25
Exercise price 282.00 282.00 – – – – 338.40 to
range (pence) 427.00
Weighted
average
0.61 to
remaining 0.43 0.43 6.93 – – –
0.79
contractual life
(years)
* Refer to previous table for footnotes.

The fair value of share options is estimated at the date of grant using the Black-Scholes or Monte Carlo option pricing model. The following
table gives the assumptions applied to the options granted in the respective periods shown. No assumption has been made to incorporate
the effects of expected early exercise.
2019 2018
SAYE Nil cost SAYE Nil cost
Expected dividend yield (%) 1.5-4.2% 1.5% 2.2-3.6% –
Expected volatility (%) 29% 25-30% 29-32% 33%
Risk-free interest rate (%) 0.8-1.1% 0.8-0.9% 0.9-1.0% 0.1-0.2%
Expected life of option (years) 3 or 5 3-6 3 or 5 3-6
Weighted average fair value of options granted (pence) 41.01 68.04-180.35 41.86 68.04-180.35
Probability of forfeiture (%) 7-11% – 7-11% –
Share price (pence) 212.40 204.00 187.00 180.35
Weighted average exercise price (pence) 0.88-188.00 – 168.00 –
Volatility is a measure of the amount by which a price is expected to fluctuate during a period. The measure of volatility used in the Group’s
option pricing models is the annualised standard deviation of the continuously compounded rates of return on the share over a period of
time. In estimating the future volatility of the Company’s share price, the Board considers the historical volatility of the share price over the
most recent period that is generally commensurate with the expected term of the option, taking into account the remaining contractual life
of the option.
Share bonus and incentive schemes

Selected executives participate in the Group Bonus Plan, a performance-related bonus scheme. The amount paid to colleagues is based on
a percentage of salary and is paid partly in cash and partly in shares. Bonuses are awarded to selected executives who have completed a
required service period and depend on the achievement of corporate and individual performance targets.
Selected executives participate in the Performance Share Plan (2011) and the Long Term Incentive Plan (2015). Awards made under these plans
will normally vest on the vesting date(s) set on the date of the award for nil consideration. Vesting will normally be conditional on the
achievement of specified performance targets over a three-year performance period and/or continuous employment.
The Executive Directors participate in short-term bonus and long-term incentive schemes designed to align their interests with those of
shareholders. Full details of these schemes can be found in the Directors’ remuneration report.
The fair value of shares awarded under these schemes is their market value on the date of award. Expected dividends are not incorporated
into the fair value.
The number and weighted average fair value (WAFV) of share bonuses awarded during the financial year were:
2019 2018
Number of shares WAFV pence Number of shares WAFV pence
Group Bonus Plan 16,489,286 242.07 21,898,988 180.35
Performance Share Plan 25,570,973 254.79 24,638,938 180.94
Note 27 Post-employment benefits

Pensions
The Group operates a variety of post-employment benefit arrangements, covering both funded and unfunded defined benefit schemes and
defined contribution schemes.
Defined contribution
Defined contribution schemes are open to all Tesco employees in the UK.
Under the Group’s defined contribution pension schemes, employees of the Group pay contributions to an independently administered fund,
into which the Group also pays contributions based upon a fixed percentage of the employee’s contributions. The Group has no further
payment obligations once its contributions have been paid. Contributions paid for defined contribution schemes of £332m (2018: £316m)
have been recognised in the Group income statement. This includes £110m (2018: £108m) of salaries paid as pension contributions.
Defined benefit schemes

The Group has a defined benefit pension deficit of £2,808m (2018: £3,282m), comprising a number of schemes. The most significant of these
are for the Group’s employees in the UK, which are closed to future accrual, and ROI. The defined benefit pension deficit in the UK represents
96% of the Group deficit (2018: 96%).
Business combinations
On 5 March 2018, the Group acquired Booker, which has three UK defined benefit pension schemes. The Booker Pension Scheme, closed to
future accrual, is the primary scheme, with two smaller closed schemes relating to retail partners Budgens and Londis. The combined defined
benefit pension deficit acquired on business combination was £22m.
Guaranteed minimum pension

On 26 October 2018 a high court judgement was handed down regarding the Lloyds Banking Group’s defined benefit pension scheme which
affects many pension schemes in the UK, including the Group’s UK schemes. The judgement concluded that schemes should be amended to
ensure that members who have guaranteed minimum pensions (GMPs) receive the same benefits regardless of their gender. This change
impacts GMP benefits accrued between 1990 and 1997. The trustees of the Group’s UK schemes are considering the impact of the judgement
on scheme liabilities and individual members, and at 23 February 2019 this work is ongoing.
In consultation with independent actuaries, the Group has estimated the financial effect of equalising benefits to increase the Group
accounting pension deficit by £43m. This has been recognised as a past service cost, and is presented as an exceptional item in the income
statement (Note 4).

Note 27 Post-employment benefits continued

United Kingdom
The principal plan within the Group is the Tesco PLC Pension Scheme (the Scheme), the assets of which are held as a segregated fund and
administered by the Trustee.
The Scheme is established under trust law and has a corporate trustee that is required to run the Scheme in accordance with the Scheme’s
Trust Deed and Rules and to comply with all relevant legislation. Responsibility for governance of the Scheme lies with the Trustee. The Trustee
is a company whose directors comprise:
i. representatives of the Group; and
ii. representatives of the Scheme participants, in accordance with its articles of association and UK pension law.
Scheme funding
The Group considers two measures of the pension deficit. The accounting position is shown on the Group balance sheet. The funding position,
calculated at the triennial actuarial assessment, is used to agree contributions made to the schemes. The two measures will vary because they
are for different purposes, and are calculated at different dates and in different ways. The key calculation difference is that the funding
position considers the expected returns of scheme assets when calculating the liability, whereas the accounting position calculated under
IAS 19 discounts liabilities based on corporate bond yields.
The most recent triennial actuarial assessment of the Scheme was performed on 31 March 2017 using the projected unit credit method.
The funding position was a deficit of £3,016m. The market value of the Scheme’s assets was £13,141m and these assets represented 81% of
the benefits that had accrued to members, after allowing for expected increases in pensions in payment.
The Group has a plan to fund the Scheme pension deficit and to meet the expenses of the Scheme. Annual contributions of £285m for 10
years from April 2018 were agreed, with contributions being assessed at the next triennial review. The expenses for the year, which include the
Pension Protection Fund levy, were £23m (2018: £25m). In the event that the Pension Protection Fund levy for the Scheme exceeds £75m over
three years, the Group agreed to pay this excess amount to the Scheme over the following three years. The market value of assets held as
security in favour of the Scheme is at least £575m.
The last Booker Pension Scheme triennial valuation showed a funding deficit of £41m at 31 March 2016, with agreed contributions of £5m
per annum for six years from 1 April 2017. No contributions were required for the Budgens or Londis schemes.
IFRIC 14
The Group is not required to recognise any additional liabilities in relation to funding plans, or limit the recognition of any surpluses, as any
future economic benefits will be available to the Group by way of future refunds or reductions to future contributions.
Maturity Profile of Obligations

The estimated duration of the Scheme obligations is an indicator of the weighted average term of benefit payments after discounting.
For the Scheme this is 24 years.
Around half of the undiscounted benefits are due to be paid beyond 30 years’ time, with the last payments expected to be over
80 years from now.
The estimated undiscounted benefit payments expected to be paid out over the life of the Scheme is shown below:
£’000m
5
0
1-5 6-10 11-15 16-20 21-25 26-30 31-35 36-40 41-45 46-50 51-55 56-60 61-65 66-70 70+
Years
Deferred members Current pensioners
The liabilities held by the Scheme as at 31 March 2017, the date of the last triennial valuation, are broken down as follows:
%
Deferred 81
Pensioner 19

Risks
The Group bears a number of risks in relation to the Scheme, which are described below:
Risk Description of risk Mitigation
Investment The Scheme’s accounting liabilities are The Trustee and the Group regularly monitor the funding position and
calculated using a discount rate set with operate a diversified investment strategy.
reference to corporate bond yields. If the The Trustee and Group take a balanced approach to investment risk,
return on the Scheme’s assets underperform and use a long-term plan to manage investment risk.
this rate, the accounting deficit will increase.
If the Scheme’s assets underperform the
expected return for the funding valuation,
this may require additional contributions to
be made by the Group.
Inflation The Scheme’s benefit obligations are linked to As part of the investment strategy, the Trustee aims to mitigate this
inflation. A higher rate of expected long-term risk through investment in a liability-driven investment (LDI) portfolio.
inflation will therefore lead to higher liabilities, The portfolio invests in assets which increase in value as inflation
both for the IAS 19 and funding liability. expectations increase. This mitigates the impact of any adverse
If the Scheme’s funding liability increases, movement in long-term inflation expectations.
this may require additional contributions to The Scheme’s holdings are designed to hedge against inflation risk up
be made by the Group. to the value of the funded liabilities.
Additionally, changes to future benefits were introduced in June 2012 to
reduce the Scheme’s exposure to inflation risk by changing the basis for
calculating the rate of increase in pensions to CPI (previously RPI).
Interest rate A decrease in corporate bond yields will As part of the investment strategy, the Trustee aims to mitigate this risk
increase the accounting deficit under IAS 19. through investment in a liability-driven investment (LDI) portfolio.
Similarly, a decrease in gilt yields will have an The portfolio invests in assets which increase in value as interest rates
adverse impact on the funding position of the decrease. The Scheme’s holdings are designed to hedge against interest
Scheme. This may lead to additional rate risk up to the value of the funded liabilities.
contributions to be made by the Group.
Because the aim of the portfolio is to mitigate risk for the funding
position, ineffectiveness in hedging for the accounting deficit under
IAS 19 can arise where corporate bond and gilt yields diverge. This is
partially offset by Scheme holdings in corporate bonds.
Life expectancy The Scheme’s obligations are to provide To reduce this risk, changes to future benefits were introduced in
benefits for the life of the member and so June 2012 to increase the age at which members can take their full
increases in life expectancy will lead to pension by two years.
higher liabilities. The Trustee and Group regularly monitor the impact of changes
in longevity on Scheme obligations.
The Operations and Audit Pensions Committee was established to further strengthen the Group’s Trustee Governance and provide greater
oversight and stronger internal control over the Group’s risks. The Group Pensions Committee was also set up to provide an additional layer
of governance and risk management. Further mitigation of the risks is provided by external advisors and the Trustee who consider the
funding position, fund performance and impacts of any regulatory changes.
Scheme principal assumptions

Financial assumptions
The major assumptions, on a weighted average basis, used by the actuaries to value the defined benefit obligation of the Scheme were as follows:
2019 2018
% %
Discount rate 2.8 2.9
Price inflation 3.1 3.1
Rate of increase in deferred pensions* 2.1 2.1
Rate of increase in pensions in payment*
Benefits accrued before 1 June 2012 2.9 2.9
Benefits accrued after 1 June 2012 2.2 2.2
* In excess of any guaranteed minimum pension (GMP) element.
Mortality assumptions
The Group, in consultation with an independent actuary, conducted a mortality analysis under the Scheme as part of the triennial actuarial
valuation process. Subsequent to this analysis, the Group adopted the best estimate assumptions for the calculation of the IAS 19 pension
liability for the main UK scheme.
The mortality assumptions used are based on tables that have been projected to 2017 with CMI 2016 improvements. In addition, the
allowance for future mortality improvements from 2017 have been updated to be in line with CMI 2017, with a long-term improvement rate
of 1.25% per annum.
The base tables used in calculating the mortality assumptions are different for various categories of members, as shown below:
Pensioner Non-Pensioner
Male Staff 100% of SAPS S2 Normal 105% of SAPS S2 Normal
Senior Manager 85% of SAPS S2 Normal Light 87% of SAPS S2 Normal Light
Female Staff 100% of SAPS S2 All 98% of SAPS S2 All
Senior Manager 85% of SAPS S2 All 86% of SAPS S2 All

Note 27 Post-employment benefits continued

The following table illustrates the expectation of life of an average member retiring at age 65 at the reporting date and a member reaching
age 65 at the reporting date +25 years. A comparison between the two retiree dates illustrates the expected improvements in mortality over
the next 25 years.
2019 2018
Years Years
Retiring at reporting date at age 65: Male 22.3 22.3
Female 24.0 24.0
Retiring at reporting date +25 years at age 65: Male 23.7 23.8
Female 26.0 26.0
Sensitivity analysis of significant actuarial assumptions

The sensitivity of significant assumptions upon the Scheme defined benefit obligations are detailed below:
2019 2018
Discount rate Inflation rate Discount rate Inflation rate
Financial assumptions – Increase/(decrease) in UK defined benefit obligation £m £m £m £m
Impact of 0.1% increase of the assumption (401) 334 (388) 339
Impact of 0.1% decrease of the assumption 401 (301) 404 (323)
Impact of 1.0% increase of the assumption (3,406) 3,607 (3,377) 3,651
Impact of 1.0% decrease of the assumption 4,709 (2,839) 4,718 (2,876)
2019 2018
Mortality assumptions – Increase/(decrease) in UK defined benefit obligation £m £m
Impact of 1 year increase in longevity 685 630
Impact of 1 year decrease in longevity (685) (630)
Sensitivities are calculated by changing the relevant assumption whilst holding all other assumptions constant. The sensitivities reflect
the range of recent assumption movements, and illustrate that the financial assumption sensitivities do not move in a linear fashion.
Movements in the defined benefit obligation from discount rate and inflation rate changes may be partially offset by movements in assets.
Overseas
The most significant overseas scheme is the funded defined benefit scheme which operates in ROI. An independent actuary, using the
projected unit credit method, carried out the latest actuarial assessment of the ROI scheme as at 23 February 2019. At the financial year end,
the IAS 19 deficit relating to ROI was £106m (2018: £104m).
Post-employment benefits other than pensions

The Group operates a scheme offering post-retirement healthcare benefits. The cost of providing these benefits has been accounted
for on a similar basis to that used for defined benefit pension schemes.
The liability as at 23 February 2019 of £9m (2018: £11m) was determined in accordance with the advice of independent actuaries.
During the financial year, £nil (2018: £nil) has been charged to the Group income statement and £nil (2018: £1m) of benefits were paid.
Plan assets
The Group’s pension schemes hold assets that both provide returns and mitigate risk, including the volatility of future pension payments.
The table below shows a breakdown of the combined investments held by the Group’s schemes:
2019 2018
Quoted Unquoted Total Quoted Unquoted Total
£m £m £m % £m £m £m %
Equities
UK 203 – 203 1 284 – 284 2
Europe 684 – 684 5 823 – 823 6
Rest of the world 4,224 – 4,224 28 3,828 – 3,828 29
5,111 – 5,111 34 4,935 – 4,935 37
Bonds
Government 1,174 – 1,174 8 1,029 – 1,029 8
Corporates – investment grade 648 – 648 4 487 – 487 3
Corporates – non-investment grade 2 – 2 0 7 – 7 0
1,824 – 1,824 12 1,523 – 1,523 11
Property
UK 83 1,032 1,115 7 – 917 917 7
Rest of the world 6 423 429 3 – 381 381 3
89 1,455 1,544 10 – 1,298 1,298 10
Alternative assets
Hedge funds 2 383 385 3 – 405 405 3
Private equity – 851 851 6 – 694 694 5
Other 230 827 1,057 7 14 740 754 6
232 2,061 2,293 16 14 1,839 1,853 14
Liability Driven Investment (LDI) portfolios 3,695 287 3,982 26 3,301 (24) 3,277 25
Cash 300 – 300 2 349 – 349 3
Total fair value of assets 11,251 3,803 15,054 100 10,122 3,113 13,235 100
Quoted assets are those with a quoted price in an active market.

The LDI category consists of assets, including gilts and index-linked gilts, of the value of £6,683m (2018: £5,912m) and associated repurchase
agreements and swaps of £(2,701)m (2018: £(2,635)m). Other derivatives are included in the asset category to which they relate, reflecting the
underlying nature and exposure of the derivative.
The plan assets include £198m (2018: £185m) relating to property used by the Group. Group property with net carrying value of £489m
(2018: £509m) (Note 11) and a value to the Scheme of at least £575m (2018: £575m) is held as security in favour of the Scheme.
Movement in the Group pension deficit during the current financial year
Fair value of plan assets Defined benefit obligation Net defined benefit surplus/(deficit)
2019 2018 2019 2018 2019 2018
£m £m £m £m £m £m
Opening balance 13,235 13,196 (16,517) (19,817) (3,282) (6,621)
Current service cost – – (35) (38) (35) (38)

Past service cost – – (43) – (43) –
Finance income/(cost) 396 326 (485) (488) (89) (162)
Included in the Group income statement 396 326 (563) (526) (167) (200)
Remeasurement gain/(loss):
Financial assumptions gain/(loss) – – (478) 2,190 (478) 2,190
Demographic assumptions gain/(loss) – – (51) 680 (51) 680
Experience gain/(loss) – – (39) 452 (39) 452
Return on plan assets excluding finance income 932 (57) – – 932 (57)
Foreign currency translation (3) 8 3 (13) – (5)
Included in the Group statement of comprehensive 929 (49) (565) 3,309 364 3,260
income/(loss)
Member contributions 2 2 (2) (2) – –

Employer contributions 33 34 – – 33 34
Additional employer contributions 266 245 – – 266 245
Benefits paid (547) (519) 547 519 – –
Acquired through business combination (Note 31) 740 – (762) – (22) –
Other movements 494 (238) (217) 517 277 279
Closing balance 15,054 13,235 (17,862) (16,517) (2,808) (3,282)

Deferred tax asset 470 554
Deficit in schemes at the end of the year, net of (2,338) (2,728)
deferred tax
Note 28 Called up share capital

2019 2018
Ordinary shares of 5p each Ordinary shares of 5p each
Number £m Number £m
Allotted, called up and fully paid:
At the beginning of the year 8,192,116,619 410 8,174,932,553 409
Share options exercised 41,525,096 2 5,184,066 –
Share bonus awards issued 12,000,000 1 12,000,000 1
Shares issued for the acquisition of Booker 1,547,854,846 77 – –
(Note 31)
At the end of the year 9,793,496,561 490 8,192,116,619 410
During the financial year, 41.5 million (2018: 5.2 million) ordinary shares of 5 pence each were issued in relation to share options for an
aggregate consideration of £60m (2018: £8m), 12.0 million (2018: 12.0 million) ordinary shares of 5 pence each were issued in relation to
share bonus awards and 1,548 million ordinary shares of 5 pence each were issued as a result of the acquisition of Booker.
The shares issued as consideration for the acquisition of Booker were valued at £3,127m based on the published share price on 2 March 2018
of 202.0 pence with £77m recognised as share capital and the remaining £3,050m recognised as merger reserve, included within other
reserves on the Group statement of changes in equity. Refer to Note 31 for further details.
The Group has a share forfeiture programme following the completion of a tracing and notification exercise to any shareholders who have not
had contact with the Company over the past 12 years, in accordance with the provisions set out in the Company’s Articles of Association.
Under the share forfeiture programme the shares and dividends associated with shares of untraced members are forfeited, with the resulting
proceeds transferred to the Group to use for good causes in line with the Group’s corporate responsibility strategy. During the financial year,
the Group received £nil (2018: £3m) proceeds from sale of untraced shares and £nil (2018: £2m) write-back of unclaimed dividends, which are
reflected in share premium and retained earnings respectively.
As at 23 February 2019, the Directors were authorised to purchase up to a maximum in aggregate of 977.2 million (2018: 817.5 million)
ordinary shares before the Annual General Meeting 2019 on 13 June 2019.
The holders of ordinary shares are entitled to receive dividends as declared from time to time and are entitled to one vote per share at
general meetings of the Company.

Note 28 Called up share capital continued

Own shares purchased
Own shares represent the shares of Tesco PLC that are held in Treasury or by the Employee Benefit Trust. Own shares are recorded at cost
and are deducted from equity.
The own shares held represents the cost of shares in Tesco PLC purchased from the market and held by the Tesco International Employee
Benefit Trust to satisfy share awards under the Group’s share scheme plans (refer to Note 26). The number of ordinary shares held by the
Tesco International Employee Benefit Trust at 23 February 2019 was 68.1 million (2018: 11.5 million). This represents 0.70% of called-up share
capital at the end of the year (2018: 0.14%).
No own shares held of Tesco PLC were cancelled during the periods presented.
Note 29 Related party transactions

Transactions between the Company and its subsidiaries, which are related parties, have been eliminated on consolidation and are not
disclosed in this note. Transactions between the Group and its joint ventures and associates are disclosed below:
Transactions
2019 2018 2019 2018
£m £m £m £m
Sales to related parties 486 474 – –
Purchases from related parties 376 396 20 18
Dividends received 29 15 12 11
Injection of equity funding 11 21 – –
Sales to related parties consist of services/management fees and loan interest.

Purchases from related parties include £280m (2018: £275m) of rentals payable to the Group’s joint ventures (including those joint ventures
formed as part of the sale and leaseback programme).
Transactions between the Group and the Group’s pension plans are disclosed in Note 27.
Balances
2019 2018 2019 2018
£m £m £m £m
Amounts owed to related parties 20 20 – –
Amounts owed by related parties 37 27 – –
Loans to related parties (net of deferred profits)* 133 138 – –
Loans from related parties (Note 21) – 6 – –
* Loans to related parties of £133m (2018: £138m) are presented net of deferred profits of £54m (2018: £54m) historically arising from the sale of property assets to joint ventures. For loans
to related parties, a 12-month expected credit loss is recorded on initial recognition. The expected credit loss was immaterial as at the current reporting date.
A number of the Group’s subsidiaries are members of one or more partnerships to whom the provisions of the Partnerships (Accounts)
Regulations 2008 (Regulations) apply. The financial statements for those partnerships have been consolidated into these financial statements
pursuant to Regulation 7 of the Regulations.
Transactions with key management personnel

Members of the Board of Directors and Executive Committee of Tesco PLC are deemed to be key management personnel.
Key management personnel compensation for the financial year was as follows:
2019 2018
£m £m
Salaries and short-term benefits 17 17
Pensions and cash in lieu of pensions 2 2
Joining costs and loss of office costs 1 4
33 42
Attributable to:
The Board of Directors (including Non-executive Directors) 10 12
Executive Committee (members not on the Board of Directors) 23 30
33 42
Of the key management personnel who had transactions with Tesco Bank during the financial year, the following are the balances at the
financial year end:
Credit card, mortgage and Current and saving deposit
personal loan balances accounts
Number of key Number of key
management management
personnel £m personnel £m
At 23 February 2019 3 – 10 2
At 24 February 2018 7 1 5 –

Note 30 Analysis of changes in net debt

At Foreign Interest Other At
24 February IFRS 9 Fair-value exchange income/ non-cash 23 February
2018 adjustment* Cash flow movements movements (charge) movements 2019
£m £m £m £m £m £m £m £m
Total Group
Bank and other borrowings (8,318) – 1,496 (136) (6) (43) – (7,007)
Finance lease payables (122) – 17 – (2) – (22) (129)
Net derivative financial instruments 465 – (35) 128 – 20 – 578
Arising from financing activities (7,975) – 1,478 (8) (8) (23) (22) (6,558)
Cash and cash equivalents 4,059 – (1,158) – 15 – – 2,916
Short-term investments 1,029 – (639) – – – – 390
Joint venture loans 138 (13) (5) – – – 13 133
Interest and other receivables 1 – (18) – – 18 – 1
Interest payables (181) – 306 – (2) (259) – (136)
Net derivative interest 16 – – – – (3) – 13
Total Group (2,913) (13) (36) (8) 5 (267) (9) (3,241)
Tesco Bank
Bank and other borrowings (1,584) – 154 9 – – – (1,421)
Net derivative financial instruments (42) – – 13 – – – (29)
Arising from financing activities (1,626) – 154 22 – – – (1,450)
Cash and cash equivalents 1,304 – (261) – – – – 1,043
Joint venture loans 34 – (5) – – – – 29
Interest payables – – 5 – – (5) – –
Tesco Bank (288) – (107) 22 – (5) – (378)
Retail
Bank and other borrowings (6,734) – 1,342 (145) (6) (43) – (5,586)
Finance lease payables (122) – 17 – (2) – (22) (129)
Net derivative financial instruments 507 – (35) 115 – 20 – 607
Arising from financing activities (6,349) – 1,324 (30) (8) (23) (22) (5,108)
Cash and cash equivalents 2,755 – (897) – 15 – – 1,873
Short-term investments 1,029 – (639) – – – – 390
Joint venture loans 104 (13) – – – – 13 104
Interest and other receivables 1 – (18) – – 18 – 1
Interest payables (181) – 301 – (2) (254) – (136)
Net derivative interest 16 – – – – (3) – 13
Net debt (2,625) (13) 71 (30) 5 (262) (9) (2,863)
* Impact of adopting IFRS 9 as explained in Note 1 and Note 36.
Net debt excludes the net debt of Tesco Bank but includes that of discontinued operations. Balances and movements in respect of the total
Group and Tesco Bank are presented to allow reconciliation between the Group balance sheet and the Group cash flow statement.

Note 30 Analysis of changes in net debt continued
Re-
Non-cash classification of
At Foreign Interest Other movements movements in At
25 February Fair value exchange income/ non-cash – Turkey net debt of the 24 February
2017 Cash flow movements movements (charge) movements disposal disposal group 2018
£m £m £m £m £m £m £m £m £m
Total Group
Bank and other borrowings (11,712) 3,408 91 (49) (56) – 73 (73) (8,318)
Finance lease payables (114) 10 – (2) – (16) – – (122)
Net derivative financial instruments 893 (253) (195) – 20 – – – 465
Arising from financing activities (10,933) 3,165 (104) (51) (36) (16) 73 (73) (7,975)
Cash and cash equivalents 3,821 212 – 15 – – – 11 4,059
Short-term investments 2,727 (1,697) – (1) – – – – 1,029
Joint venture loans 137 – – – – 1 – – 138
Interest and other receivables 1 (27) – – 27 – – – 1
Interest payables (167) 351 – (3) (362) – 3 (3) (181)
Net derivative interest 28 (23) – – 11 – – – 16
Net debt of the disposal group (65) – – – – – – 65 –
Total Group (4,451) 1,981 (104) (40) (360) (15) 76 – (2,913)
Tesco Bank
Bank and other borrowings (1,440) (150) 6 – – – – – (1,584)
Net derivative financial instruments (105) – 63 – – – – – (42)
Arising from financing activities (1,545) (150) 69 – – – – – (1,626)
Cash and cash equivalents 789 515 – – – – – – 1,304
Joint venture loans 34 – – – – – – – 34
Interest payables – 4 – – (4) – – – –
Tesco Bank (722) 369 69 – (4) – – – (288)
Retail
Bank and other borrowings (10,272) 3,558 85 (49) (56) – 73 (73) (6,734)
Finance lease payables (114) 10 – (2) – (16) – – (122)
Net derivative financial instruments 998 (253) (258) – 20 – – – 507
Arising from financing activities (9,388) 3,315 (173) (51) (36) (16) 73 (73) (6,349)
Cash and cash equivalents 3,032 (303) – 15 – – – 11 2,755
Short-term investments 2,727 (1,697) – (1) – – – – 1,029
Joint venture loans 103 – – – – 1 – – 104
Interest and other receivables 1 (27) – – 27 – – – 1
Interest payables (167) 347 – (3) (358) – 3 (3) (181)
Net derivative interest 28 (23) – – 11 – – – 16
Net debt of the disposal group (65) – – – – – – 65 –
Net debt (3,729) 1,612 (173) (40) (356) (15) 76 – (2,625)
Reconciliation of net cash flow to movement in Net debt

2019 2018
£m £m
Net increase/(decrease) in cash and cash equivalents (1,158) 212
Elimination of Tesco Bank movement in cash and cash equivalents 261 (515)
Retail cash movement in other Net debt items:
Net increase/(decrease) in short-term investments (639) (1,697)
Net increase/(decrease) in joint venture loans – –
Net (increase)/decrease in borrowings and lease financing 1,359 3,568
Net cash flows from derivative financial instruments (35) (253)
Net interest paid on components of Net debt 283 297
Change in Net debt resulting from cash flow 71 1,612
Retail IFRS 9 adjustment (13) –
Retail net interest charge on components of Net debt (262) (356)
Retail fair value and foreign exchange movements (25) (213)
Debt disposed on disposal of Turkish operations – 76
Retail other non-cash movements (9) (15)
(Increase)/decrease in Net debt (238) 1,104
Opening Net debt (2,625) (3,729)
Closing Net debt (2,863) (2,625)

Note 31 Business combinations

On 5 March 2018, the Group acquired a 100% stake in Booker Group plc (Booker). Booker is the largest food wholesaler in the UK.
The acquisition builds on the Group’s core expertise of sourcing, distributing and selling food in the UK market and will enable the Group
to enter the out-of-home food consumption market. The Directors expect the merger to deliver financial synergies through both revenue
and cost synergies.
The transaction has been accounted for as an acquisition of a business in accordance with IFRS 3 ‘Business Combinations’. The total
consideration of £3,993m was satisfied by cash, shares and other items as detailed in the table below. Booker shareholders received
0.861 Tesco PLC ordinary shares and 42.6 pence in cash per Booker share held. A total of 1,548 million new ordinary shares of the Company
have been issued as a result of the transaction, with new shares carrying equal voting and distribution rights as the existing ordinary shares.
The fair value of the shares is based on the published share price on 2 March 2018 of 202.0 pence.
The consideration and cash flow impacts of acquisitions in the current financial year are reflected below:
Cash flow statement
Cash outflow from
Consideration Operating cash flows Investing cash flows major acquisition
£m £m £m £m
Acquisition of Booker
Cash consideration 766 – (766) (766)
Equity shares issued 3,127 – – –
3,893 – (766) (766)
Fair value of Booker’s share plans acquired 33 – – –
Dividend paid to Booker shareholders 67 – (67) (67)
Acquisition costs paid – (43) – (43)
Less: cash acquired – – 129 129
Total Booker 3,993 (43) (704) (747)
Acquisition of another subsidiary 11 – (11) –

Total acquisitions 4,004 (43) (715) (747)
The fair value of assets and liabilities recognised as a result of the acquisition of Booker are as follows:
Fair value
£m
Property, plant and equipment 326
Acquired intangible assets 755
Asset held for sale 34
Cash and cash equivalents 129
Trade and other receivables 173
Inventories 357
Deferred tax (126)
Trade and other payables (663)
Non-current liabilities (19)
Provisions (44)
Post-employment benefit obligations (22)
Total 900
Goodwill 3,093
Purchase consideration 3,993
The goodwill is primarily attributable to synergies, new customers, the acquired workforce and business expertise. None of the goodwill is
expected to be deductible for tax purposes. Acquired intangible assets comprise catering customer relationships of £657m, retail customer
relationships of £58m, brands of £30m and a property-related purchase option valued at £10m. The customer relationships and brand assets
are amortised over 9 to 15 years. Refer to Note 10. The amortisation charge on the acquired intangibles is excluded from the Group’s
operating profit before exceptional items and amortisation of acquired intangibles.
The fair value of acquired trade and other receivables is £173m and includes trade receivables with a fair value of £123m. The gross contractual
amount for trade receivables due was £132m, of which £9m is expected to be uncollectable.
Booker contributed revenues of £5,826m and net profit after tax of £122m to the Group from 5 March 2018 to 23 February 2019. The £122m
profit includes the impact of consolidation adjustments, primarily £74m of amortisation expense on acquired intangible assets. If the
acquisition had occurred on 25 February 2018, Group revenue and net profit after tax for the 52 weeks ended 23 February 2019 would not be
materially different. Transaction costs of £22m have been included in administrative expenses for the 52 weeks ended 23 February 2019 (52
weeks ended 24 February 2018: £21m).

Note 32 Commitments and contingencies

Capital commitments
At 23 February 2019, there were commitments for capital expenditure contracted for, but not incurred, of £70m (2018: £116m), principally
relating to store development.
Contingent liabilities
There are a number of contingent liabilities that arise in the normal course of business, which if realised, are not expected to result in a
material liability to the Group. The Group recognises provisions for liabilities when it is more likely than not that a settlement will be required
and the value of such a payment can be reliably estimated.
As previously reported, law firms in the UK have announced the intention of forming claimant groups to commence litigation against the Group
for matters arising out of or in connection with its overstatement of expected profits in 2014, and purport to have secured third party funding
for such litigation. In this regard, the Group has received two high court claims against Tesco PLC. The first was received on 31 October 2016
from a group of 112 investors (now reduced to 78 investors) and the second was received on 5 December 2016 from an investment company
and a trust company. The merit, likely outcome and potential impact on the Group of any such litigation that either has been or might
potentially be brought against the Group is subject to a number of significant uncertainties and, therefore, the Group cannot make any
assessment of the likely outcome or quantum of any such litigation as at the date of this disclosure.
Prior to the disposal of its Korean operations (Homeplus), Tesco PLC provided guarantees in respect of 13 Homeplus lease agreements in
Korea in the event of termination of the relevant lease agreement by the landlord due to Homeplus’ default. Entities controlled by MBK
Partners and Canada Pension Plan Investment Board (CPPIB), as the purchasers of Homeplus, undertook to procure Tesco PLC’s release from
these guarantees following the disposal of Homeplus. Five guarantees currently remain outstanding. This liability decreases over time with all
relevant leases expiring in the period between 2027 and 2031. The maximum potential liability under these outstanding guarantees is between
KRW 229bn (£156m) and KRW 377bn (£256m). In the event that the guarantees are called, the potential economic outflow is estimated at
KRW 167bn (£114m), with funds of KRW 73bn (£50m) placed in escrow to provide the primary payment mechanism for these guarantees. The
net potential outflow to Tesco is therefore estimated at KRW 94bn (£64m). Additionally, Tesco PLC has the benefit of an indemnity from the
purchasers of Homeplus for any claims made over and above the amounts in escrow.
Following the sale of Homeplus in 2015, as disclosed in the Prospectus issued by the Company on 5 February 2018, the Group has received
claims from the purchasers relating to the sale of the business. The claims are being vigorously defended. Whilst the claims have evolved since
originally issued, the Group does not believe the claims are likely to lead to a material outflow of funds.
As previously reported, Tesco Stores Limited has received claims from current and former Tesco store colleagues alleging that their work is of
equal value to that of colleagues working in Tesco’s distribution centres and that differences in terms and conditions relating to pay are not
objectively justifiable. The claimants are seeking the differential between the pay terms looking back, and equivalence of pay terms moving
forward. At present, the likely number of claims that may be received and the merit, likely outcome and potential impact on the Group of any
such litigation is subject to a number of significant uncertainties and therefore, the Group cannot make any assessment of the likely outcome
or quantum of any such litigation as at the date of this disclosure. There are substantial factual and legal defences to these claims and the
Group intends to defend them.
Subsidiary audit exemptions

The following UK subsidiary undertakings are exempt from the requirements of the Companies Act 2006 (the Act) relating to the audit of
individual accounts by virtue of section 479A of the Act.
Name Company number Name Company Number Name Company Number
Tesco International Internet Retailing Limited 00041420 One Stop Convenience Stores Limited 02467178 Armitage Finance Unlimited 05966324
Dillons Newsagents Limited 00140624 NutriCentre Limited 02602894 Spen Hill Regeneration Limited 06418300
One Stop Community Stores Limited 00198980 Tapesilver Limited 05205362 Tesco Red (3LP) Limited 10127765
Paper Chain (East Anglia) Limited 00256555 Tesco FFC Limited 08859202 Tesco PENL Limited 06479938
Cullen’s Stores Limited 00279206 Tesco Mobile Communications Limited 04780729 Tesco Aqua (GP) Limited 05721654
Stewarts Supermarkets Limited 00299400 Tesco Mobile Services Limited 04780734 Tesco Red (GP) Limited 05721630
Europa Foods Limited 00658774 Spen Hill Developments Limited 04827219 Tesco Aqua (3LP) Limited 09947521
Gibbs News Limited 00744680 Launchgrain Limited 05260856 The Tesco Aqua Limited Partnership LP011520
T&S Stores Limited 01228935 Buttoncable Limited 05294246 The Tesco Red Limited Partnership LP011522
Day and Nite Stores Limited 01746058 Buttoncase Limited 05298861 Faraday Properties Limited SC119496
Adminstore Limited 01882853 Tesco Aqua (FinCo1) Limited 05888959 Wm. Low Supermarkets Limited SC119497
Spen Hill Management Limited 02460426 Tesco Gateshead Properties Limited 08312535 Spen Hill Properties (Holdings) PLC 02412674
Tesco TLB Finance Limited 04967622 Tesco PEG Limited 06480309 Cheshunt Finance Unlimited 06807552
Tesco PLC will guarantee all outstanding liabilities that these subsidiaries are subject to as at the financial year ended 23 February 2019 in
accordance with section 479C of the Act, as amended by the Companies and Limited Liability Partnerships (Accounts and Audit Exemptions
and Change of Accounting Framework) Regulations 2012.
Tesco PLC has irrevocably guaranteed the liabilities and commitments of the following Irish subsidiary undertakings, which have been
exempted pursuant to Section 357 of the Companies Act 2014 of Ireland from the provisions of Section 347 and 348 of that Act: Monread
Developments Limited; Edson Properties Limited; Edson Investments Limited; Cirrus Finance (2009) Limited; Commercial Investments Limited;
Chirac Limited; Clondalkin Properties Limited; Tesco Ireland Pension Trustees Limited; Orpingford Unlimited Company; Tesco Trustee
Company of Ireland Limited; WSC Properties Limited; Thundridge Unlimited Company; Pharaway Properties Limited; R.J.D. Holdings Unlimited
Company; Nabola Development Limited; PEJ Property Investments Limited; Cirrus Finance Limited; Tesco Ireland Limited; Wanze Properties
(Dundalk) Limited; Tesco Ireland Holdings Limited; and Tesco Mobile Ireland Limited. The irrevocable guarantee may be relied upon for the
purposes of the aforementioned exemption, while the United Kingdom remains part of the European Economic Area.

Tesco Bank
At 28 February 2019, Tesco Bank had contractual lending commitments totalling £12.2bn (2018: £12.4bn). The contractual amounts represent
the amounts that would be at risk should the available facilities be fully drawn upon and not the amounts at risk at the reporting date.
Note 33 Tesco Bank capital resources

The following tables analyse the regulatory capital resources of Tesco Personal Finance PLC (TPF), being the regulated entity at the reporting
date:
2018
2019 (restated)
£m £m
Common equity tier 1 capital:
Shareholders’ funds and non-controlling interests, net of tier 1 regulatory adjustments 1,439 1,502
Tier 2 capital:
Qualifying subordinated debt 235 235
Other interests – 99
Total tier 2 regulatory adjustments (29) (34)
Total regulatory capital 1,645 1,802
On 27 June 2013, the final Capital Requirements Directive IV (CRD IV) rules were published in the Official Journal of the European Union.
Following the publication of the CRD IV rules, the Prudential Regulation Authority (PRA) issued a policy statement on 19 December 2013 detailing
how the rules will be enacted within the UK with corresponding timeframes for implementation. The CRD IV rules are currently being phased in.
The following tables analyse the regulatory capital resources of TPF (being the regulated entity) applicable as at the financial year end.
The movement in common equity tier 1 capital during the financial year is analysed as follows: 2018
2019 (restated)
£m £m
At the beginning of the year 1,502 1,381
Initial application of IFRS 15 – 14
At the beginning of the year (restated) 1,502 1,395
Initial application of IFRS 9 (166) –
Share capital and share premium – –
Profit attributable to shareholders* 136 127
Other reserves (15) 6
Ordinary dividends (60) (50)
Movement in material holdings – 3
Increase in intangible assets 47 29
Other – Tier 1 – –
At the end of the year, excluding CRD IV adjustments 1,444 1,510
CRD IV adjustments – deferred tax (assets)/liabilities related to intangible assets (5) (8)
At the end of the year, including CRD IV adjustments 1,439 1,502
* Profit attributable to shareholders restated for IFRS 15 (previously £130m).
It is the Group’s policy to maintain a strong capital base, to expand it as appropriate and to utilise it efficiently throughout its activities to
optimise the return to shareholders while maintaining a prudent relationship between the capital base and the underlying risks of the
business. In carrying out this policy, the Group has regard to the supervisory requirements of the PRA.
Note 34 Lease commitments

Finance lease commitments – Group as lessee
The Group has finance leases for various items of plant, equipment, fixtures and fittings. There are also a small number of buildings that are
held under finance leases. The fair value of the Group’s lease obligations approximate their carrying value.
Future minimum lease commitments under finance leases and hire purchase contracts, together with the present value of the net minimum
lease commitments, are as follows:
Minimum lease commitments
2019 2018
£m £m
Within one year 44 20
Greater than one year but less than five years 40 67
After five years 127 120
Total minimum lease commitments 211 207
Less future finance charges (82) (85)
Present value of minimum lease commitments 129 122
Present value of net minimum
lease commitments
2019 2018
£m £m
Total minimum lease commitments 129 122
Analysed as:
Current 36 12
Non-current 93 110
129 122

Note 34 Lease commitments continued

Operating lease commitments – Group as lessee
Future undiscounted minimum lease commitments under non-cancellable operating leases are as follows:
2019 2018
£m £m
Within one year 1,148 1,077
Greater than one year but less than five years 3,536 3,552
After five years 6,688 6,788
Total undiscounted minimum lease commitments 11,372 11,417
Future undiscounted minimum lease commitments under non-cancellable operating leases after five years are analysed further as follows:
2019 2018
£m £m
Greater than five years but less than 10 years 3,131 3,035
Greater than 10 years but less than 15 years 1,976 2,008
After 15 years 1,581 1,745
Total undiscounted minimum lease commitments – after five years 6,688 6,788
The Group has used operating lease commitments discounted at 7% (2018: 7%) of £6,999m (2018: £6,931m) in its calculation of total
indebtedness. The discounted operating lease commitment included in total indebtedness is different from the £10,505m (2018: £10,272m)
lease liability under IFRS 16 ‘Leases’ disclosed in Note 36, primarily due to differences in the discount rates used and the treatment of
additional lease rentals arising from contracts that contain extend or buy conditions.
Operating lease commitments represent rentals payable by the Group for certain of its retail, distribution and office properties and other
assets such as motor vehicles. The leases have varying terms, purchase options, escalation clauses and renewal rights. Purchase options
and renewal rights, where they occur, are at market value. Escalation clauses are in line with market practices and include inflation-linked,
fixed rates, resets to market rents and hybrids of these.
On 13 September 2018, the Group exercised its option to buy back the 50% equity holding in the Tesco Atrato Limited Partnership held by
the other joint venture partner. The acquisition is scheduled to complete in September 2019, and under current accounting would lead to a
reduction in minimum lease commitments of £790m (discounted: £400m). The most recent financial information for the partnership as at
31 December 2018 showed net liabilities of £(6)m, principally composed of investment properties of £666m, borrowings of £(479)m and
derivative financial liabilities of £(195)m.
The Group has lease-break options on certain sale and leaseback transactions. These options are exercisable if the Group exercises an
existing option to buy back, at market value and at a specified date, either the leased asset or the equity of the other joint venture partner.
No commitment has been included in respect of the buy-back option as the option is at the Group’s discretion. The Group is not obliged to
pay lease rentals after that date, therefore minimum lease commitments exclude those falling after the buy-back date. The current market
value of these properties is £2.8bn (2018: £2.8bn) and the total undiscounted lease rentals, if they were to be incurred following the option
exercise date, would be £3.0bn (2018: £2.6bn) using current rent values, as shown below.
The additional lease rentals, if incurred, following the option exercise date would be as follows:
2019 2018
£m £m
Within one year – 2
Greater than five years but less than 10 years 761 738
Greater than 10 years but less than 15 years 761 659
After 15 years 1,063 935
Total undiscounted contingent additional lease rentals 3,005 2,599
Total discounted contingent additional lease rentals at 7% 1,378 1,159
The lease-break options are exercisable between 2019 and 2023.
Operating lease commitments with joint ventures and associates

In prior years, the Group entered into several joint ventures and associates, and sold and leased back properties to and from these joint
ventures and associates. The terms of these sale and leasebacks varied. However, common factors included: the sale of the properties to the
joint venture or associate at market value; options within the lease for the Group to repurchase the properties at market value; market rent
reviews; and 20 to 30 full-year lease terms. The Group reviews the substance as well as the form of the arrangements when determining the
classification of leases as operating or finance. All of the leases under these arrangements are operating leases.
Operating lease receivables – Group as lessor

The Group both rents out its properties and also sublets various leased buildings under operating leases. At the balance sheet date, the
following future minimum lease amounts are contractually receivable from tenants:
2019 2018
£m £m
Total minimum lease receivables 730 715

Note 35 Events after the reporting period

There were no material events after the balance sheet date.
Note 36 Changes in accounting policies

Standards effective in the current year
This section explains the impact of the adoption of IFRS 9 ‘Financial Instruments’ and IFRS 15 ‘Revenue from Contracts with Customers’ on the
Group’s financial position and financial performance.
IFRS 9 ‘Financial Instruments’

IFRS 9 ‘Financial Instruments’ replaced IAS 39 ‘Financial Instruments: Recognition and Measurement’ with the exception of macro hedge
accounting. The standard became applicable for the current financial year. The Group has applied the classification, measurement and
impairment requirements of the standard retrospectively, adjusting the opening balance sheet at the transition date of 25 February 2018
with no restatement of comparative periods. Hedge accounting relationships within the scope of IFRS 9 have transitioned prospectively.
Classification and measurement

The Group has made the following classification changes:
–– all financial instruments classified as loans and receivables under IAS 39 have been classified and measured at amortised cost under IFRS 9;
–– all financial instruments classified as available-for-sale under IAS 39 have been classified and measured at fair value through other
comprehensive income under IFRS 9; and
–– all financial instruments classified as fair value through profit or loss under IAS 39 will continue to be classified and measured at fair value
through profit or loss under IFRS 9.
Impairment
IFRS 9 requires the Group to recognise expected credit losses (ECL), and to update the amount of ECL recognised at each reporting date to
reflect changes in the credit risk of financial assets. The ECL have been measured under the simplified approach, with the exception of loans
and advances to customers and banks, debt instruments at fair value through other comprehensive income and joint venture and associate
loans, where the general approach is applied.
The assessment of credit risk and the estimation of ECL are required to be unbiased, forward-looking and probability-weighted, determined
by evaluating at the reporting date for each financial asset a range of possible outcomes using reasonable and supportable information about
past events, current conditions and forecasts of future events and economic conditions. The estimation of ECL also takes into account the
time value of money.
Transition adjustment
The change in impairment methodology reduced the Group’s opening retained earnings on 25 February 2018 by £177m, with corresponding
changes in the following balance sheet items:
24 February
2018 IFRS 9 25 February
(restated) adjustment 2018
£m £m £m
Non-current assets
Trade and other receivables 186 (13) 173
Loans and advances to customers and banks 6,885 (73) 6,812
Deferred tax assets 116 59 175
Current assets
Loans and advances to customers and banks 4,637 (150) 4,487
Total adjustment (177)
IFRS 15 ‘Revenue from Contracts with Customers’

IFRS 15 introduces a five-step approach to the timing of revenue recognition based on performance obligations in customer contracts.
The core principle of IFRS 15 is that an entity should recognise revenue to depict the transfer of promised goods and services to customers
in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services.
The Group recognises revenue from the principal activities of retailing and associated activities and retail banking and insurance services
through Tesco Bank. For the majority of revenue streams, there is a low level of judgement applied in determining the consideration or
the timing of transfer of control. The following revenue streams have been impacted by the adoption of IFRS 15.

Note 36 Changes in accounting policies continued

Insurance renewal commission
Prior to the adoption of IFRS 15, the Group recognised Tesco Bank insurance commission income on policy renewals at the time of the
renewal. Under IFRS 15, the Group recognises commission income as policies are sold for a minority of insurance policies managed and
underwritten by a third party. This is the point in time at which the Group has satisfied all of its performance obligations in relation to the
policies sold and it is considered highly probable that a significant reversal in the amount of revenue recognised will not occur in future
periods. A contract asset has been recognised in relation to this revenue, which is included within trade and other receivables.
Clubcard
Consistent with previous accounting policy, Clubcard and loyalty initiatives are considered a separate performance obligation. IFRS 15
introduces a change in the valuation of these initiatives; from the standalone fair value to the relative standalone selling prices. A contract
liability continues to be recognised for Clubcard points issued, not yet redeemed and is included within trade and other payables.
Tesco Mobile
Prior to adoption of IFRS 15, the Group recognised handset and airtime income on pay monthly telecoms contracts as airtime services were
provided to the customer. Under IFRS 15, the total contract transaction price is allocated across the two performance obligations; with
handset income being recognised on delivery of the handset to the customer and airtime income recognised over time as the service is
provided. A contract asset has been recognised in relation to handset revenue, which is included within trade and other receivables.
Transition adjustment
The Group has adopted IFRS 15 retrospectively, with comparatives restated from a transition date of 26 February 2017. Opening retained
earnings increased by £20m with a corresponding increase in trade and other receivables of £19m, an increase in inventory of £1m, a decrease
in trade and other payables of £3m, a decrease in provisions of £3m, and an increase in the deferred tax liability of £(6)m.
In the financial year ended 24 February 2018, as a result of applying IFRS 15, revenue and operating profit increased by £2m and taxation
expense moved by £nil leading to an increase in profit after tax of £2m.
Standards issued but not yet effective

This section explains the impact that the adoption of IFRS 16 ‘Leases’ will have on the Group’s financial position and financial performance for
the financial year ended 23 February 2019, which will form the restated comparative period when the Group reports under IFRS 16 for the
accounting period commencing 24 February 2019.
IFRS 16 ‘Leases’
IFRS 16 ‘Leases’ will be effective in the Group financial statements for the accounting period commencing 24 February 2019. The Group will
adopt the standard retrospectively, with comparatives restated from a transition date of 25 February 2018.
IFRS 16 requires lessees to recognise right of use assets and lease liabilities on balance sheet for all leases, except short-term and low value
asset leases. At commencement of the lease, the lease liability equals the present value of future lease payments, and the right of use asset
equals the lease liability, adjusted for payments already made, lease incentives, initial direct costs and any provision for dilapidation costs.
For pre-IFRS 16 operating leases, the rental charge is replaced by depreciation of the right of use asset and interest on the lease liability.
IFRS 16 therefore results in an increase to operating profit, which is reported prior to interest being deducted. Depreciation is charged on
a straight-line basis, however, interest is charged on outstanding lease liabilities and therefore reduces over the life of the lease. As a result,
the impact on the income statement below operating profit is highly dependent on average lease maturity. For an immature portfolio,
depreciation and interest are higher than the rental charge they replace and therefore IFRS 16 is dilutive to EPS. For a mature portfolio,
they are lower and therefore IFRS 16 is accretive. The Group’s lease portfolio on transition is relatively immature, being approximately
one-third through an average total lease term of 26 years.
Under IFRS 16, the lease liability is remeasured upon the occurrence of certain events, such as a change in lease term or a change in future lease
payments resulting from a change in an index or rate (for example, inflation-linked payments or market rate rent reviews). A corresponding
adjustment is made to the right of use asset. Over three-quarters of the Group’s lease liability on transition is subject to inflation-linked rental uplifts.
The Group will no longer recognise property provisions for onerous lease contracts as the lease payments are included within the lease liability.
The Group has applied the practical expedient not to reassess whether a contract is, or contains, a lease on transition. The Group has elected
to recognise payments for short-term leases and leases of low value assets on a straight-line basis as an expense in the income statement.
IFRS 16 has not had a significant impact on the Group’s existing finance leases or on leases in which the Group is a lessor.
The most significant IFRS 16 judgements include the determination of lease term when there are extension or termination options, the
selection of an appropriate discount rate to calculate the lease liability and the impairment of right of use assets.
The Group’s lease portfolio consists of retail, distribution and office properties and other assets such as motor vehicles.
The Group’s IFRS 16 Project is governed by a Steering Committee, which regularly reports progress to the Group Audit Committee. The Group
has finalised its IFRS 16 accounting policies, determined the appropriate discount rates to apply to lease payments, selected and implemented
an IT system to collate and report lease data, established procedures and controls for accounting and reporting under IFRS 16 and established
a process of parallel reporting for the comparative period.
IFRS 16 has a significant impact on reported assets, liabilities and the income statement of the Group, as well as the classification of cash flows relating
to lease contracts. The standard impacts a number of key measures such as operating profit and cash generated from operations, as well as a number
of alternative performance measures used by the Group. Further details on the impact of IFRS 16 can be found in the Group’s ‘Introducing IFRS 16’
analyst and investor briefing held on 15 February 2019 and available on www.tescoplc.com/investors/reports-results-and-presentations.
The tables below set out the expected impact of IFRS 16 on the transition balance sheet at 24 February 2018 and on the comparative year
balance sheet as at 23 February 2019 and related debt measures. Right of use assets (net of any impairments) and lease liabilities are
presented separately on the face of the balance sheet. Net debt, which includes lease liabilities, increases. Total indebtedness also increases
as the IFRS 16 lease liability exceeds the discounted operating lease commitments previously included. Provisions decrease as onerous lease
provisions are replaced by impairments of the right of use assets. Trade and other payables reduce as accruals for straight line rental expense
on leases with fixed rent increases are eliminated. Trade and other receivables also reduce as lease prepayments are eliminated. A deferred
tax asset is recognised on the transition adjustment.

Balance sheet restatement

As at 23 February 2019 As at 24 February 2018
IFRS 16 IFRS 16
Reported impact Restated Reported(a) impact Restated
£m £m £m £m £m £m
Non-current assets
Goodwill and other intangible assets 6,264 – 6,264 2,661 – 2,661
Property, plant and equipment 19,023 163 19,186 18,521 191 18,712
Right of use assets – 7,713 7,713 – 7,527 7,527
Investment property 36 – 36 100 – 100
Investments in joint ventures and associates 704 (38) 666 689 (35) 654
Financial assets at fair value through other comprehensive income 979 – 979 860 – 860
Trade and other receivables 195 48 243 186 31 217
Loans and advances to customers and banks 7,868 – 7,868 6,885 – 6,885
Derivative financial instruments 1,178 – 1,178 1,117 – 1,117
Deferred tax assets 132 119 251 116 285 401
36,379 8,005 44,384 31,135 7,999 39,134
Current assets
Financial assets at fair value through other comprehensive income 67 – 67 68 – 68
Inventories 2,617 – 2,617 2,264 – 2,264
Trade and other receivables 1,640 (90) 1,550 1,504 (89) 1,415
Loans and advances to customers and banks 4,882 – 4,882 4,637 – 4,637
Derivative financial instruments 52 – 52 27 – 27
Current tax assets 6 – 6 12 – 12
Short-term investments 390 – 390 1,029 – 1,029
Cash and cash equivalents 2,916 – 2,916 4,059 – 4,059
12,570 (90) 12,480 13,600 (89) 13,511
Non-current assets classified as held for sale 98 – 98 149 – 149
12,668 (90) 12,578 13,749 (89) 13,660
Current liabilities
Trade and other payables (9,354) 223 (9,131) (8,994) 221 (8,773)
Borrowings (1,599) 36 (1,563) (1,479) 12 (1,467)
Lease liability – (646) (646) – (712) (712)
Derivative financial instruments (250) – (250) (69) – (69)
Customer deposits and deposits from banks (8,832) – (8,832) (7,812) – (7,812)
Current tax liabilities (325) – (325) (335) – (335)
Provisions (320) 94 (226) (544) 128 (416)
(20,680) (293) (20,973) (19,233) (351) (19,584)
Net current liabilities (8,012) (383) (8,395) (5,484) (440) (5,924)
Trade and other payables (384) 19 (365) (364) – (364)
Borrowings (5,673) 93 (5,580) (7,142) 110 (7,032)
Lease liability – (9,859) (9,859) – (9,560) (9,560)
Derivative financial instruments (389) – (389) (594) – (594)
Customer deposits and deposits from banks (3,296) – (3,296) (2,972) – (2,972)
Post employment benefit obligations (2,808) – (2,808) (3,282) – (3,282)
Deferred tax liabilities (236) 187 (49) (96) 14 (82)
Provisions (747) 600 (147) (721) 592 (129)
(13,533) (8,960) (22,493) (15,171) (8,844) (24,015)
Net assets 14,834 (1,338) 13,496 10,480 (1,285) 9,195
Equity
Share capital 490 – 490 410 – 410
Share premium 5,165 – 5,165 5,107 – 5,107
All other reserves 3,798 (21) 3,777 735 (18) 717
Retained earnings 5,405 (1,317) 4,088 4,250 (1,267) 2,983
Equity attributable to the owners of the parent 14,858 (1,338) 13,520 10,502 (1,285) 9,217
Non-controlling interests (24) – (24) (22) – (22)
Total equity 14,834 (1,338) 13,496 10,480 (1,285) 9,195
APMs
Net debt(b) (2,863) (10,341) (13,204) (2,625) (10,114) (12,739)
Total indebtedness(c) (12,200) (3,342) (15,542) (12,284) (3,183) (15,467)
(a)
After restating for the adoption of IFRS 15 ‘Revenue from Contracts with Customers’.
(b)
Net debt comprises bank and other borrowings, lease liabilities, net derivative financial instruments, joint venture loans and other receivables/payables, offset by cash and cash
equivalents and short-term investments. It excludes the net debt of Tesco Bank, which has lease liabilities of £35m (2018: £36m).
(c)
Total indebtedness pre-IFRS 16 comprises Net debt plus the IAS 19 deficit in the pension schemes (net of associated deferred tax) plus the present value of future minimum lease
payments under non-cancellable operating leases. Post-IFRS 16, lease liabilities are included in Net debt, replacing the present value of future minimum lease payments under
non-cancellable operating leases.


The table below sets out the expected impact of IFRS 16 on the comparative period income statement for the 52 weeks ended 23 February
2019 and related APMs. Cost of sales and administrative expenses reduce and finance costs increase as straight line operating lease rental
expense is replaced by depreciation of the right of use asset and interest on the lease liability. This results in higher gross profit, operating
profit and operating margin. As the interest expense is front-end loaded and decreases as the lease liability decreases, profit before tax is
lower in the early stages of a lease and higher in the later stages when compared to a straight-line rental expense. Profit before tax before
exceptional items and amortisation of acquired intangibles decreases by £152m, whereas profit before tax (which includes the impact of
exceptional impairment reversals of £56m and the reversal of exceptional onerous lease provision charges of £39m) decreases by £57m.
Income statement restatement for the 52 weeks ended 23 February 2019

52 weeks ended IFRS 16 52 weeks ended
23 February 2019 (reported) impact 23 February 2019 (restated)
Before Before Before
exceptional Exceptional exceptional Exceptional exceptional Exceptional
items and items and items and items and items and items and
amortisation amortisation amortisation amortisation amortisation amortisation
of acquired of acquired of acquired of acquired of acquired of acquired
intangibles intangibles Total intangibles intangibles Total intangibles intangibles Total
£m £m £m £m £m £m £m £m £m
Revenue 63,911 – 63,911 – – – 63,911 – 63,911
Cost of sales (59,695) (72) (59,767) 394 95 489 (59,301) 23 (59,278)
Gross profit/(loss) 4,216 (72) 4,144 394 95 489 4,610 23 4,633
Administrative expenses (1,989) (86) (2,075) 7 – 7 (1,982) (86) (2,068)
Profits/(losses) arising on (21) 105 84 – – – (21) 105 84
property-related items
Operating profit/(loss) 2,206 (53) 2,153 401 95 496 2,607 42 2,649
Share of post-tax profits/(losses) of joint 24 11 35 (3) – (3) 21 11 32
ventures and associates
Finance income 22 – 22 3 – 3 25 – 25
Finance costs (536) – (536) (553) – (553) (1,089) – (1,089)
Profit/(loss) before tax 1,716 (42) 1,674 (152) 95 (57) 1,564 53 1,617
Taxation (413) 59 (354) 16 (9) 7 (397) 50 (347)
Profit/(loss) for the year 1,303 17 1,320 (136) 86 (50) 1,167 103 1,270
Earnings/(losses) per share from

continuing and discontinued
operations
Basic 13.65p (0.52)p 13.13p
Diluted 13.55p (0.51)p 13.04p
Earnings/(losses) per share from
continuing operations
Basic 13.65p (0.52)p 13.13p
Diluted 13.55p (0.51)p 13.04p
KPIs and APMs
Operating margin 3.5% 0.6% 4.1%
Diluted adjusted EPS 15.40p (1.39)p 14.01p

The table below sets out the expected impact of IFRS 16 on the comparative period cash flow statement for the 52 weeks ended 23 February 2019
and related APMs. IFRS 16 has no impact on total cash flow for the year or cash and cash equivalents at the end of the year. Cash generated
from operations and free cash flow measures increase as operating lease rental expenses are no longer recognised as operating cash
outflows. Cash outflows are instead split between interest paid and repayments of obligations under leases, which both increase.
Cash flow statement restatement for the 52 weeks ended 23 February 2019
Retail IFRS 16 Retail Tesco Bank IFRS 16 Tesco Bank Tesco Group IFRS 16 Tesco Group
(reported) impact (restated) (reported) impact (restated) (reported) impact (restated)
52 weeks ended 23 February 2019 £m £m £m £m £m £m £m £m £m
Operating profit/(loss) of continuing 1,986 494 2,480 167 2 169 2,153 496 2,649
operations
Depreciation and amortisation 1,292 673 1,965 83 2 85 1,375 675 2,050
ATM net income (34) – (34) 34 – 34 – – –
(Profit)/loss arising on sale of property, (99) (24) (123) (8) – (8) (107) (24) (131)
plant and equipment and intangible
assets and early termination of leases
(Profit)/loss arising on sale of subsidiaries (8) – (8) – – – (8) – (8)
and financial assets at fair value through
Net impairment loss/(reversal) on (58) (56) (114) – – – (58) (56) (114)
property, plant and equipment, intangible
assets and investment property
Adjustment for non-cash element of 45 – 45 – – – 45 – 45
pensions charge
Additional contribution into defined (266) – (266) – – – (266) – (266)
Share-based payments 82 – 82 (5) – (5) 77 – 77
Tesco Bank fair value movements – – – 127 – 127 127 – 127
included in operating profit/(loss)
Cash flows generated from operations 2,940 1,087 4,027 398 4 402 3,338 1,091 4,429
excluding working capital
(Increase)/decrease in working capital (438) 48 (390) (258) – (258) (696) 48 (648)
Cash generated from/(used in) 2,502 1,135 3,637 140 4 144 2,642 1,139 3,781
operations
Interest paid (301) (550) (851) (5) (3) (8) (306) (553) (859)
Corporation tax (paid)/received (302) – (302) (68) – (68) (370) – (370)
Net cash generated from/(used in) 1,899 585 2,484 67 1 68 1,966 586 2,552
operating activities
Proceeds from the sale of property, plant 285 – 285 1 – 1 286 – 286
and equipment, investment property,
intangible assets and non-current assets
classified as held for sale
Purchase of property, plant and (136) – (136) – – – (136) – (136)
equipment, investment property and
non-current assets classified as held
for sale – store buybacks
Purchase of property, plant and (962) – (962) (3) – (3) (965) – (965)
equipment, investment property and
non-current assets classified as held
for sale – other capital expenditure
Purchase of intangible assets (164) – (164) (27) – (27) (191) – (191)
Disposal of subsidiaries, net of 8 – 8 – – – 8 – 8
cash disposed
Acquisition of subsidiaries, net of (715) – (715) – – – (715) – (715)
cash acquired
Net increase/(decrease) in loans to – – – 5 – 5 5 – 5
joint ventures and associates
Investments in joint ventures and (11) – (11) – – – (11) – (11)
associates
Net (investments in)/proceeds from 639 – 639 – – – 639 – 639
sale of short-term investments
Net (investments in)/proceeds from sale 2 – 2 (124) – (124) (122) – (122)
of financial assets at fair value through
Dividends received from joint ventures 31 – 31 10 – 10 41 – 41
and associates
Dividends received from Tesco Bank 50 – 50 (50) – (50) – – –
Interest received 18 3 21 – – – 18 3 21
Net cash generated from/(used in) (955) 3 (952) (188) – (188) (1,143) 3 (1,140)
investing activities


Cash flow statement restatement for the 52 weeks ended 23 February 2019 continued
Retail IFRS 16 Retail Tesco Bank IFRS 16 Tesco Bank Tesco Group IFRS 16 Tesco Group
(reported) impact (restated) (reported) impact (restated) (reported) impact (restated)
52 weeks ended 23 February 2019 £m £m £m £m £m £m £m £m £m
Proceeds from issue of ordinary 60 – 60 – – – 60 – 60
share capital
Own shares purchased (206) – (206) – – – (206) – (206)
Repayment of obligations under leases (17) (588) (605) – (1) (1) (17) (589) (606)
Add: Cash outflow from major 747 – 747 – – – 747 – 747
acquisition
Less: Net increase/(decrease) in loans – – – (5) – (5) (5) – (5)
to joint ventures and associates
Less: Net investments in/(proceeds (639) – (639) – – – (639) – (639)
from sale of) short-term investments
APM: Free Cash Flow* 889 – 889 (126) – (126) 763 – 763
Increase in borrowings 704 – 704 271 – 271 975 – 975
Repayment of borrowings (2,046) – (2,046) (425) – (425) (2,471) – (2,471)
Net cash flows from derivative 35 – 35 – – – 35 – 35
financial instruments
Dividends paid to equity owners (357) – (357) – – – (357) – (357)
Net cash generated from/(used in) (1,827) (588) (2,415) (154) (1) (155) (1,981) (589) (2,570)
financing activities
Intra-Group funding and intercompany (14) – (14) 14 – 14 – – –

transactions
Net increase/(decrease) in cash and (897) – (897) (261) – (261) (1,158) – (1,158)
cash equivalents
Cash and cash equivalents at the 2,755 – 2,755 1,304 – 1,304 4,059 – 4,059
beginning of the year
Effect of foreign exchange rate changes 15 – 15 – – – 15 – 15
Cash and cash equivalents at the end 1,873 – 1,873 1,043 – 1,043 2,916 – 2,916
of the year
* Free cash flow has been redefined to include repayments of obligations under leases due to IFRS 16. This results in a minor adjustment of £17m, restating reported retail free cash flow of
£906m to £889m. There is no overall impact to cash and cash equivalents at the end of the period.

Segmental reporting restatement

The tables below set out the expected comparative period segmental income statement for the 52 weeks ended 23 February 2019 and
segmental balance sheet as at 23 February 2019, restated for the impact of IFRS 16. Refer to Note 2 for the reported segmental income
statement and balance sheet.
Segmental income statement restatement

Central Tesco Total at actual
52 weeks ended 23 February 2019 (restated) UK & ROI Europe Asia Bank exchange
Group sales 44,883 6,030 4,873 1,097 56,883
Revenue 51,643 6,298 4,873 1,097 63,911
Operating profit/(loss) before exceptional items and amortisation of 1,868 221 319 199 2,607
acquired intangibles
Exceptional items and amortisation of acquired intangibles 81 58 (67) (30) 42
Share of post-tax profits/(losses) of joint ventures and associates 32
Finance income 25
Finance costs (1,089)
Segmental balance sheet restatement

Central
UK & ROI Europe Asia Tesco Bank Unallocated Total
At 23 February 2019 (restated) £m £m £m £m £m £m
Right of use assets 6,537 479 682 15 – 7,713
Non-current financial assets at fair value through other 3 – – 976 – 979
comprehensive income
Non-current trade and other receivables(a) 100 5 14 19 – 138
Deferred tax assets 86 34 71 60 – 251
Current financial assets at fair value through other – – – 67 – 67
comprehensive income
Total provisions (245) (27) (49) (52) – (373)
Deferred tax liabilities (15) (24) (10) – – (49)
Net current tax (265) (12) (11) (31) – (319)
Net debt (including Tesco Bank)(e) (9,060) (728) (682) (413) (2,734) (13,617)
Net assets 8,924 2,161 2,651 2,494 (2,734) 13,496
(a)
Excludes loans to joint ventures of £105m which form part of net debt.
(b)
Excludes derivative financial instrument non-current assets of £1,178m.
(c)
Excludes net interest and other receivables of £1m which form part of net debt.
(d)
Excludes loans to joint ventures of £28m which form part of net debt.
(e)
Includes lease liabilities in UK & ROI £9,060m, Central Europe £728m, Asia £682m, Tesco Bank £35m, Unallocated £nil and Total £10,505m.

Tesco PLC – Parent Company balance sheet
23 February 24 February
2019 2018
Notes £m £m
Non-current assets
Investments 6 17,887 13,093
Receivables 7 2,139 20
Derivative financial instruments 12 1,043 952
21,069 14,065
Current assets
Receivables 7 1,154 6,625
Short-term investments 8 11 369
Cash and cash equivalents 9 6 793
1,171 7,787
Current liabilities
Borrowings 11 (766) (693)
Payables 10 (242) (4,767)
Derivative financial instruments 12 (213) –
(1,221) (5,460)
Net current assets/(liabilities) (50) 2,327
Borrowings 11 (2,536) (3,632)
Payables 10 (88) –
(2,927) (4,120)
Net assets 18,092 12,272
Equity
Share capital 15 490 410
Share premium 5,165 5,107
All other reserves 2,969 62
Retained earnings (including profit/(loss) for the financial year of £3,074m (2018: £(136)m)) 9,468 6,693
Total equity 18,092 12,272
Dave Lewis
Alan Stewart
Directors
The Parent Company financial statements on pages 162 to 168 were approved and authorised for issue by the Directors on 9 April 2019.
Tesco PLC
Registered number 00445790

Tesco PLC – Parent Company statement of changes in equity
All other reserves

Currency Capital
Share Share basis redemption Hedging Own shares Merger Retained Total
capital premium reserve* reserve reserve held reserve earnings equity
£m £m £m £m £m £m £m £m £m
At 24 February 2018 410 5,107 – 16 62 (16) – 6,693 12,272
Adjustment on initial application – – (13) – 13 – – (5) (5)
of IFRS 9 (net of tax)
At 25 February 2018 410 5,107 (13) 16 75 (16) – 6,688 12,267
Profit/(loss) for the year – – – – – – – 3,074 3,074
Other comprehensive
income/(loss)
Gains/(losses) on cash flow hedges – – – – 38 – – – 38
Reclassified and reported in the – – – – (13) – – – (13)
Company income statement
Tax relating to components of – – – – (5) – – – (5)
Total other comprehensive – – – – 20 – – – 20
income/(loss)
Total comprehensive income/(loss) – – – – 20 – – 3,074 3,094
Purchase of own shares – – – – – (277) – – (277)
Share-based payments – – – – – 114 – 63 177
Issue of shares 80 58 – – – – 3,050 – 3,188
Dividends – – – – – – – (357) (357)
Total transactions with owners 80 58 – – – (163) 3,050 (294) 2,731
At 23 February 2019 490 5,165 (13) 16 95 (179) 3,050 9,468 18,092
All other reserves
Currency Capital
Share Share basis redemption Hedging Own shares Merger Retained Total
capital premium reserve* reserve reserve held reserve earnings equity
£m £m £m £m £m £m £m £m £m
At 25 February 2017 409 5,096 – 16 168 (22) – 6,795 12,462
Profit/(Loss) for the year – – – – – – – (136) (136)
Other comprehensive
income/(loss)
Gains/(losses) on cash flow hedges – – – – (5) – – – (5)
Reclassified and reported in the – – – – (127) – – – (127)
Company income statement
Tax relating to components of – – – – 26 – – – 26
Total other comprehensive – – – – (106) – – – (106)
income/(loss)
Total comprehensive income/(loss) – – – – (106) – – (136) (242)
Purchase of own shares – – – – – (14) – – (14)
Share-based payments – – – – – 20 – 114 134
Issue of shares 1 11 – – – – – – 12
Dividends – – – – – – – (80) (80)
Total transactions with owners 1 11 – – – 6 – 34 52
At 24 February 2018 410 5,107 – 16 62 (16) – 6,693 12,272
* ‘Currency basis reserve’ was previously titled ‘Other reserves’.

Notes to the Parent Company financial statements
Note 1 Authorisation of financial statements and Share-based payments

statement of compliance with FRS 101 The fair value of employee share option plans is calculated at
The Parent Company financial statements for the 52 weeks ended the grant date using the Black-Scholes or Monte Carlo model.
23 February 2019 were approved by the Board of Directors on The resulting cost is charged to the income statement over the
9 April 2019 and the Company balance sheet was signed on the vesting period. The value of the charge is adjusted to reflect
Board’s behalf by Dave Lewis and Alan Stewart. expected and actual levels of vesting. Where the Company
awards shares or options to employees of subsidiary entities,
These financial statements were prepared in accordance with
this is treated as a capital contribution.
Financial Reporting Standard 101, ‘Reduced Disclosure Framework’
(FRS 101). The Company meets the definition of a qualifying entity Financial instruments
under FRS 100, ‘Application of Financial Reporting Requirements’ Financial assets and financial liabilities are recognised in the
as issued by the Financial Reporting Council. Company balance sheet when the Company becomes party to
The Company’s financial statements are presented in Pounds the contractual provisions of the instrument.
Sterling, its functional currency, generally rounded to the
Receivables
nearest million.
Receivables are recognised initially at fair value, and subsequently
The principal accounting policies adopted by the Company are set at amortised cost using the effective interest rate method, less
out in Note 2. The financial statements have been prepared under provision for impairment.
the historical cost convention, except for certain financial
instruments and share-based payments that have been Financial liabilities and equity instruments
measured at fair value. Financial liabilities and equity instruments are classified according
to the substance of the contractual arrangements entered into.
Note 2 Accounting policies An equity instrument is any contract that gives a residual interest
Basis of preparation of financial statements in the assets of the Company after deducting all of its liabilities.
The Parent Company financial statements have been prepared in Equity instruments issued by the Company are recorded as the
accordance with FRS 101 and the Companies Act 2006 (the Act). proceeds received, net of direct issue costs.
FRS 101 sets out a reduced disclosure framework for a ‘qualifying Interest-bearing borrowings
entity’ as defined in the standard which addresses the financial Interest-bearing bank loans and overdrafts are initially
reporting requirements and disclosure exemptions in the individual recognised at fair value, net of attributable transaction costs.
financial statements of qualifying entities that otherwise apply the Subsequent to initial recognition, interest-bearing borrowings
recognition, measurement and disclosure requirements of are stated at amortised cost with any differences between
EU-adopted IFRS. proceeds and redemption value being recognised in the
Company income statement over the period of the
The financial year represents the 52 weeks to 23 February 2019
borrowings on an effective interest basis.
(prior financial year 52 weeks to 24 February 2018).
As permitted by FRS 101, the Company has taken advantage of the Payables
disclosure exemptions available under that standard in relation to Payables are recognised initially at fair value, and subsequently
business combinations, financial instruments, capital management, at amortised cost using the effective interest rate method.
presentation of comparative information in respect of certain
Derivative financial instruments and hedge accounting
assets, presentation of a cash flow statement, impairment of
The Company uses derivative financial instruments to hedge its
assets, share-based payments and related party transactions.
exposure to foreign exchange and interest rate risks arising from
Where required, equivalent disclosures are given in the
operating, financing and investing activities. The Company does not
consolidated financial statements of Tesco PLC.
hold or issue derivative financial instruments for trading purposes;
The Parent Company financial statements are prepared on a going however if derivatives do not qualify for hedge accounting they are
concern basis as set out in Note 1 of the consolidated financial accounted for as such.
statements of Tesco PLC.
Derivative financial instruments are recognised and stated at fair
The Directors have taken advantage of the exemption available value. Where derivatives do not qualify for hedge accounting, any
under Section 408 of the Companies Act 2006 and not presented gains or losses on remeasurement are immediately recognised in
an income statement or a statement of comprehensive income the Company income statement. Where derivatives qualify for
for the Company alone. hedge accounting, recognition of any resultant gain or loss depends
A summary of the Company’s significant accounting policies is set on the nature of the hedge relationship and the item being hedged.
out below. In order to qualify for hedge accounting, the Company is required
to document from inception, the relationship between the item
Short-term investments being hedged and the hedging instrument.
Short-term investments are recognised initially at fair value, and The Company is also required to document and demonstrate an
subsequently at amortised cost. All income from these investments assessment of the relationship between the hedged item and the
is included in the income statement as interest receivable and hedging instrument, which shows that the hedge will be highly
similar income. effective on an ongoing basis. This effectiveness testing is
Investments in subsidiaries and joint ventures performed at each reporting date to ensure that the hedge
Investments in subsidiaries and joint ventures are stated at remains highly effective.
cost less, where appropriate, provisions for impairment. Derivative financial instruments with maturity dates of more than
one year from the balance sheet date are disclosed as non-current.
Foreign currencies
Transactions in foreign currencies are translated to the Fair value hedging
functional currency at the exchange rate on the date of the Derivative financial instruments are classified as fair value hedges
transaction. At each balance sheet date, monetary assets and when they hedge the Company’s exposure to changes in the fair
liabilities that are denominated in foreign currencies are value of a recognised asset or liability. Changes in the fair value of
retranslated to the functional currency at the rates prevailing derivatives that are designated and qualify as fair value hedges are
on the balance sheet date. recorded in the Company income statement, together with any
changes in the fair value of the hedged item that is attributable
to the hedged risk.

Cash flow hedging Deferred tax assets are recognised to the extent that it is probable
Derivative financial instruments are classified as cash flow hedges that taxable profits will be available against which deductible
when they hedge the Company’s exposure to variability in cash temporary differences can be utilised.
flows that are either attributable to a particular risk associated
The carrying amount of deferred tax assets is reviewed at each
with a recognised asset or liability, or a highly probable forecasted
balance sheet date and reduced to the extent that it is no longer
transaction. The effective element of any gain or loss from
probable that sufficient taxable profits will be available to allow all
remeasuring the derivative instrument is recognised directly in
or part of the assets to be recovered.
the Company statement of comprehensive income.
Deferred tax assets and liabilities are offset against each other
The associated cumulative gain or loss is reclassified from other
when there is a legally enforceable right to set off current taxation
comprehensive income and recognised in the Company income
assets against current taxation liabilities and it is the intention to
statement in the same period or periods during which the
settle these on a net basis.
hedged transaction affects the Company income statement.
The classification of the effective portion when recognised in Judgements and sources of estimation uncertainty
the Company income statement is the same as the classification The preparation of the Company financial statements requires
of the hedged transaction. Any element of the remeasurement management to make judgements, estimates and assumptions
criteria of the derivative instrument which does not meet the in applying the Company’s accounting policies to determine the
criteria for an effective hedge is recognised immediately in the reported amounts of assets, liabilities, income and expenses.
Company income statement within finance income or costs. The estimates and associated assumptions are based on historical
Hedge accounting is discontinued when the hedging instrument experience and various other factors that are believed to be
expires or is sold, terminated or exercised, or if a voluntary reasonable under the circumstances. Actual results may differ
de-designation takes place or no longer qualifies for hedge from these estimates. The estimates and underlying assumptions
accounting. At that point in time, any cumulative gain or loss on are reviewed on an ongoing basis, with revisions to accounting
the hedging instrument recognised in equity is retained in the estimates applied prospectively.
Company statement of changes in equity until the forecasted The preparation of the Company financial statements for the
transaction occurs or the original hedged item affects the financial year did not require the exercise of any critical
Company income statement. If a forecast hedged transaction accounting judgements or significant estimates.
is no longer expected to occur, the net cumulative gain or loss
recognised in the Company statement of changes in equity is New standards effective for the current financial year
reclassified to the Company income statement. IFRS 9 ‘Financial Instruments’
IFRS 9 ‘Financial Instruments’ replaced IAS 39 ‘Financial
Pensions Instruments: Recognition and Measurement’ with the exception
The Company participates in defined benefit pension schemes.
of macro hedge accounting.
There are no formal policies or contractual agreements for
recharging within the Group and the Company cannot identify The following changes arose from the transition to IFRS 9:
its share of the underlying assets and liabilities of the schemes. –– Classification and measurement: All financial instruments
Accordingly, as permitted by IAS 19 ‘Employee Benefits’, the classified as loans and receivables under IAS 39 are classified
Company has accounted for the schemes as defined contribution and measured at amortised cost under IFRS 9.
schemes, and the charge for the financial year is based upon the
–– Impairment: The impairment requirements of IFRS 9 require
cash contributions payable.
expected credit losses to be applied to amounts owed by
The Company also participates in a defined contribution scheme related undertakings and by joint ventures and associates.
open to all UK employees. Payments to this scheme are recognised –– Hedge accounting: All existing hedge relationships for the
as an expense as they fall due. company have transitioned to IFRS 9 on adoption.
Taxation IFRS 15 ‘Revenues from Contracts with Customers’
The tax expense included in the Company income statement This standard has not had a material impact on the Company.
consists of current and deferred tax.
Current tax is the expected tax payable on the taxable income for Standards issued but not yet effective
the financial year, using tax rates enacted or substantively enacted IFRS 16 ‘Leases’
by the balance sheet date. Tax expense is recognised in the This standard is not expected to have a material impact on
Company income statement except to the extent that it relates the Company.
to items recognised in the Company statement of comprehensive
income or directly in the Company statement of changes in equity, Other standards and amendments
in which case it is recognised in the Company statement of Refer to Note 1 to the Group financial statements.
comprehensive income or directly in the Company statement of Note 3 Auditor remuneration
changes in equity, respectively. Fees payable to the Company’s auditor for the audit of the
Deferred tax is provided using the balance sheet liability method, Company and Group financial statements are disclosed in
providing for temporary differences between the carrying amounts Note 3 to the Group financial statements.
of assets and liabilities for financial reporting purposes and the
amounts used for taxation purposes. Note 4 Dividends
For details of dividends see Note 8 to the Group financial
Deferred tax is calculated at the tax rates that are expected to statements.
apply in the period when the liability is settled or the asset realised
based on the tax rates that have been enacted or substantively
enacted by the balance sheet date. Deferred tax is charged or
credited in the Company income statement, except when it
relates to items charged or credited directly to equity or other
comprehensive income, in which case the deferred tax is also
recognised in equity, or other comprehensive income, respectively.

Notes to the Parent Company financial statements continued
Note 5 Employment costs, including Directors’ remuneration

2019 2018
Notes £m £m
Wages and salaries 17 14
Social security costs 3 2
Pension costs 14 4 4
Share-based payment expense 13 7 7
31 27
The amounts above include recharges from other Group companies for Tesco PLC related activities.
The average number of employees (all Directors of the Company) during the financial year was 13 (2018: 11).
The Schedule 5 requirements of SI 2008/410 for Directors’ remuneration are included within the Directors’ Remuneration Report
on pages 62 to 79.
Note 6 Investments
Total
£m
Cost
At 24 February 2018 16,632
Additions 5,102
Disposals (451)
At 23 February 2019 21,283
Impairment
At 24 February 2018 (3,539)
Impairment (290)
Disposals 433
At 23 February 2019 (3,396)
Net carrying value

At 23 February 2019 17,887
At 24 February 2018 13,093
The list of the Company’s subsidiary undertakings and joint ventures is shown on pages 169 to 173.
Note 7 Receivables
2019 2018
£m £m
Amounts owed by Group undertakings* 3,232 6,598
Amounts owed by joint ventures and associates 21 20
Other receivables 40 27
3,293 6,645
Of which:
Current 1,154 6,625
Non-current 2,139 20
3,293 6,645
* Amounts owed by Group undertakings are either interest-bearing or non interest-bearing depending on the type and duration of the receivable relationship, with interest rates ranging
from 0% to 3%, with maturities up to and including March 2025.
Note 8 Short-term investments

2019 2018
£m £m
Money market funds 11 369
Note 9 Cash and cash equivalents

2019 2018
£m £m
Cash and cash equivalents 6 793
Included in cash and cash equivalents is an amount of £nil (2018: £777m) that was set aside at the balance sheet date for completion of the
merger with Booker Group PLC. This cash was invested at a floating rate of interest, held in ring-fenced accounts and was not available to the
Group. The merger was completed on 5 March 2018, with £766m being paid on completion. Refer to Note 31 to the Group financial statements
for further details on the Booker merger.

Note 10 Payables
2019 2018
£m £m
Amounts owed to Group undertakings(a) 299 4,707
Other payables 11 43
Taxation and social security 3 3
Accruals and deferred income – 6
Deferred tax liability(b) 17 8
Total payables 330 4,767
Of which:
Current 242 4,767
Non-current 88 –
330 4,767
(a)
Amounts owed to Group undertakings are either interest-bearing or non interest-bearing depending on the type and duration of the creditor relationship, with interest rates ranging from
0% to 3%, with maturities up to and including February 2051.
(b)
The deferred tax asset/(liability) recognised by the Company, and the movements thereon, during the current financial year are as follows:
Financial Other timing
instruments differences Total
£m £m £m
At 24 February 2018 (12) 4 (8)
Charge to the income statement for prior years – (4) (4)
Movement in other comprehensive income for the year (5) – (5)
At 23 February 2019 (17) – (17)
Note 11 Borrowings
Current
2019 2018
Bank loans and overdrafts – – 668 26
3.375% MTN €750m Nov 2018 – 667
5.5% MTN(a) £97m Dec 2019 98 –
766 693
Non-current
2019 2018
5.5% MTN(a) £97m Dec 2019 – 183
6.125% MTN(a) £531m Feb 2022 561 952
5% MTN(a) £171m Mar 2023 183 254
3.322% LPI MTN(b) £346m Nov 2025 349 338
6% MTN(a) £98m Dec 2029 119 198
5.5% MTN(a) £150m Jan 2033 186 221
1.982% RPI MTN(c) £286m Mar 2036 288 279
6.15% USD Bond(a) $525m Nov 2037 428 616
4.875% MTN(a) £32m Mar 2042 32 103
5.125% MTN €356m Apr 2047 319 323
5.2% MTN(a) £73m Mar 2057 71 165
2,536 3,632
(a)
During the current financial year, the Group undertook a tender for outstanding bonds and as a result the following notional amounts were repaid early: 5.5% MTN Dec 2019 £84m, 6.125% MTN
Feb 2022 £369m, 5% MTN Mar 2023 £67m, 6% MTN Dec 2029 £61m, 5.5% MTN Jan 2033 £26m, 6.15% USD Bond Nov 2037 $325m, 4.875% MTN Mar 2042 £70m and 5.2% MTN Mar 2057 £95m.
(b)
The 3.322% Limited Price Inflation (LPI) MTN is redeemable at par, indexed for increases in the RPI over the life of the MTN. The maximum indexation of the principal in any one year is 5%,
with a minimum of 0%.
(c)
The 1.982% RPI MTN is redeemable at par, indexed for increases in the RPI over the life of the MTN.
Note 12 Derivative financial instruments

The fair values of derivative financial instruments have been presented in the Company balance sheet as:
2019 2018
£m £m £m £m
Current – (213) – –
Non-current 1,043 (303) 952 (488)
Total derivative financial instruments 1,043 (516) 952 (488)
2019 2018
Fair value Notional Fair value Notional Fair value Notional Fair value Notional
£m £m £m £m £m £m £m £m
Fair value hedges
Interest rate swaps and similar instruments 11 65 – – 12 65 – –
Cross-currency swaps 126 180 (10) 222 128 401 (52) 207
Cash flow hedges
Cross-currency swaps 138 309 – – 129 313 – –
Index-linked swaps 170 632 – – 140 612 – –
Derivatives not in a formal hedge relationship
Index-linked swaps 598 3,339 (506) 3,339 543 3,339 (436) 3,339
Total 1,043 4,525 (516) 3,561 952 4,730 (488) 3,546

Notes to the Parent Company financial statements continued
Note 13 Share-based payments

The Company’s equity-settled share-based payment schemes comprise various share schemes designed to reward Executive Directors.
For further information on these schemes, including the valuation models and assumptions used, refer to Note 26 to the Group financial statements.
Share option schemes

The number of options and weighted average exercise price (WAEP) of share option schemes relating to the Company employees are:

Savings-related Nil cost
Share Option Scheme share options
Options WAEP Options WAEP
Outstanding at 24 February 2018 23,840 151.00 14,271,355 –
Granted 19,148 188.00 200,518 –
Forfeited – – (1,704,300) –
Exercised (23,840) 151.00 (23,840) –
Exercise price range (pence) 188.00 –
Weighted average remaining contractual life (years) 3.03 7.18
Exercisable at 23 February 2019 – – 3,837,740 –
Exercise price range (pence) – –
Weighted average remaining contractual life (years) – 6.00

Savings-related Nil cost
Share Option Scheme share options
Options WAEP Options WAEP
Granted – – 4,031,340 –
Forfeited – – (308,543) –
Exercised – – – –
Exercise price range (pence) 151.00 –
Weighted average remaining contractual life (years) 1.44 8.00
Exercisable at 24 February 2018 – – 2,989,805 –
Exercise price range (pence) – –
Weighted average remaining contractual life (years) – 7.06
Share bonus and incentive schemes

Executive Directors participate in the Group Bonus Plan, a performance-related bonus scheme. The amount paid is based on a percentage
of salary and is paid partly in cash and partly in shares. Bonuses are awarded to Executive Directors who have completed a required service
period and depend on the achievement of the corporate and individual performance targets. For further information on these schemes,
including the valuation models and assumptions used, refer to Note 26 to the Group financial statements.
The number of share bonuses awarded during the financial year were 739,293 (2018: nil) for Group Bonus Plan and 2,071,068 (2018: nil) for
Performance Share Plan. Respectively weighted average fair value (WAFV) was 241.8p (2018: £nil) and 254.8p (2018: £nil).
Note 14 Pensions
The total cost of participation in the Tesco Retirement Savings Plan (a defined contribution scheme) to the Company was £4.4m (2018: £4.4m).
Further disclosure relating to all schemes can be found in Note 27 to the Group financial statements.
Note 15 Called up share capital

Refer to Note 28 of the Group financial statements.
Note 16 Contingent liabilities

In addition to the contingent liabilities shown in Note 32 to the Group financial statements, the Company has entered into financial guarantee
contracts to guarantee the indebtedness of Group undertakings amounting to £1,715m (2018: £2,201m). It has also guaranteed derivative
agreements of Group undertakings with a gross liability of £162m (2018: £217m) at the reporting date. These guarantees are treated as
contingent liabilities until it becomes probable they will be called upon.
In addition, the Company has guaranteed the rental payments of certain Group undertakings relating to a portfolio of retail stores, distribution
centres and mixed use retail developments.
The likelihood of the above items being called upon is considered remote.
Note 17 Events after the reporting period

No material events occurred after the year-end date of 23 February 2019 and before the signing of the Company’s financial statements.

Related undertakings of the Tesco Group
In accordance with Section 409 of the Companies Act 2006 and Schedule 4 of The Large and Medium-sized Companies and Groups
(Accounts and Reports) Regulations 2008, a full list of related undertakings, registered office address and the percentage of share class
owned as at 23 February 2019 are disclosed below. Changes to the list of related undertakings since the year-end date are detailed in the
footnotes below. All undertakings are indirectly owned by Tesco PLC unless otherwise stated.
Subsidiary undertakings incorporated in the United Kingdom.

Name of Registered Class of % held Name of Registered Class of % held
undertaking address share held by Group undertaking address share held by Group
Acklam Management Company 1 Limited by Guarantee – IRTH (15) Limited 38 £1.00 Ordinary 100
Limited IRTH (19) Limited 38 £1.00 Ordinary 100
Adminstore Limited 1 £0.01 A Ordinary 100 KSS Retail Limited 5 £0.001 Ordinary 100
£0.01 B Ordinary 100 Launchgrain Limited† 1 £1.00 Ordinary 100
£0.01 C Ordinary 100 Linnco Limited 38 £1.00 Ordinary 100
Adsega Limited† 1 £1.00 Ordinary 100 Londis (Holdings) Limited 38 £50.00 Ordinary 100
Alfred Preedy & Sons Limited 2 £1.00 Deferred 100 Londis Pension Trustees Limited 38 £1.00 Ordinary 100
£1.00 Ordinary 100 M & W Limited 2 £0.10 Ordinary 100
Armitage Finance Unlimited 1 £0.90 Ordinary 100 Makro Holding Limited 38 £1.00 Ordinary 100
Bath Upper Bristol Road 1 Limited by Guarantee – Makro Properties Limited 38 £1.00 Ordinary 100
Management Company Limited
Makro Self Service Wholesalers 38 £1.00 Ordinary A 100
Berry Lane Management Company 1 Limited by Guarantee – Limited
Limited £1.00 Ordinary B 100
BF Limited 38 £1.00 Ordinary 100 Motorcause Limited 1 £1.00 Ordinary 100
Bishop’s Group Limited 38 £0.01 Ordinary 100 Murdoch Norton Limited 38 £0.05 Ordinary 100
Booker Cash & Carry Limited 38 £1.00 Ordinary 100 NutriCentre Limited 1 £0.10 Ordinary 100
Booker Direct Limited 38 £0.01 Ordinary 100 Oakwood Distribution Limited 1 £1.00 Ordinary 100
Booker EBT Limited 38 £0.01 Ordinary 100 One Stop Community Stores Limited 2 £1.00 Ordinary 100
Booker Group Limited 38 £1.00 Ordinary 100 One Stop Convenience Stores 2 £1.00 Ordinary 100
Booker Limited 38 £1.00 Ordinary 100 Limited
Booker Retail Partners (GB) Limited 38 £1.00 Ordinary 100 One Stop Stores Limited†(a) 2 £1.00 Ordinary 100
Booker Retail Limited 38 £0.01 Ordinary 100 One Stop Stores Trustee Services 2 £1.00 Ordinary 100
Limited
Booker Wholesale Holdings Limited 38 £0.01 Ordinary 100
Orpington (Station Road) Limited 1 £1.00 Ordinary 100
Broughton Retail Park Nominee 1 1 £1.00 Ordinary 100
Limited Oxford Fox and Hounds Management 1 Limited by Guarantee –
Company Limited
Broughton Retail Park Nominee 2 1 £1.00 Ordinary 100
Limited Paper Chain (East Anglia) Limited 2 £1.00 Deferred 100
Broughton Retail Park Nominee 3 1 £1.00 Ordinary 100 US$0.001 Ordinary 100
Limited PTLL Limited 1 £1.00 Ordinary 100
Broughton Retail Park Nominee 4 1 £1.00 Ordinary 100 Ritter-Courivaud Limited 38 £0.10 Ordinary 100
Limited Seacroft Green Nominee 1 Limited 1 £1.00 Ordinary 100
Budgen Holdings Limited 38 £1.00 Ordinary 100 Seacroft Green Nominee 2 Limited 1 £1.00 Ordinary 100
Budgens Pension Trustees No.2 38 £1.00 Ordinary 100 Spen Hill Developments Limited 1 £1.00 Ordinary 100
Limited
Spen Hill Management Limited†(b) 1 £1.00 Ordinary 100
Budgens Property Investments 38 £1.00 Ordinary 100
Limited Spen Hill Properties (Holdings) plc† 1 £1.00 Ordinary 100
Budgens Stores Limited 38 £1.00 Ordinary 100 Spen Hill Regeneration Limited 1 £1.00 Ordinary 100
Buttoncable Limited 1 £1.00 Ordinary 100 Spen Hill Residential No 1 Limited 1 £1.00 Ordinary 100
Buttoncase Limited+ 1 £1.00 Cumulative 100 Spen Hill Residential No 2 Limited 1 £1.00 Ordinary 100
Redeemable Preference Station House Welling Management 1 Limited by Guarantee –
£1.00 Ordinary 100 Limited
Canterbury Road Management 1 Limited by Guarantee – Statusfloat Limited 1 £1.00 Ordinary 100
Limited Stewarts Supermarkets Limited† 1 £1.00 Ordinary 100
Cardiff Cathays Terrace 1 Limited by Guarantee – T & S Stores Limited† 2 £0.05 Ordinary 100
Management Company Limited Tapesilver Limited† 1 £1.00 Ordinary 100
Comar Limited† 1 £1.00 Ordinary 100 Teesport (GP) Limited 1 £1.00 Ordinary 100
Cullen’s Holdings Limited 1 £0.10 Ordinary 100 Tesco (Overseas) Limited† 1 £1.00 Ordinary 100
Cullen’s Stores Limited 1 £1.00 Ordinary 100 Tesco Aqua (3LP) Limited 1 £1.00 Ordinary 100
Day and Nite Stores Limited 2 £1.00 Cumulative 100 Tesco Aqua (FinCo1) Limited 1 £1.00 Ordinary 100
Convertible Participating
Preferred Ordinary Tesco Aqua (FinCo2) Limited 1 £1.00 Ordinary 100
£1.00 Cumulative 100 Tesco Aqua (GP) Limited 1 £1.00 A Ordinary 100
Redeemable Preference £1.00 B Ordinary 100
£1.00 Ordinary 100 Tesco Aqua (Nominee 1) Limited 1 £1.00 Ordinary 100
Dillons Newsagents Limited 2 £0.25 Non-Voting 100 Tesco Aqua (Nominee 2) Limited 1 £1.00 Ordinary 100
Ordinary Tesco Aqua (Nominee Holdco) 1 £1.00 Ordinary 100
dunnhumby Advertising Limited 5 £1.00 Ordinary 100 Limited
dunnhumby Holding Limited 5 £1.00 Ordinary 100 Tesco Atrato (1LP) Limited 1 £1.00 Ordinary 100
dunnhumby International Limited 5 £1.00 Ordinary 100 Tesco Blue (3LP) Limited 1 £1.00 Ordinary 100
dunnhumby Limited 5 £3.59 Ordinary 100 Tesco Blue (FinCo2) Limited 1 £1.00 Ordinary 100
dunnhumby Overseas Limited 5 £1.00 Ordinary 100 Tesco Blue (GP) Limited 1 £1.00 A Ordinary 100
dunnhumby Trustees Limited 5 £1.00 Ordinary 100 £1.00 B Ordinary(c) 100
Europa Foods Limited 1 £1.00 Ordinary 100 Tesco Blue (Nominee 1) Limited 1 £1.00 Ordinary 100
Faraday Properties Limited 6 £1.00 Ordinary 100 Tesco Blue (Nominee 2) Limited 1 £1.00 Ordinary 100
Giant Bidco Limited 38 £1.00 Ordinary 100 Tesco Blue (Nominee Holdco) 1 £1.00 Ordinary 100
Giant Booker Limited 38 £0.25 Ordinary 100 Limited
Giant Midco Limited 38 £1.00 Ordinary 100 Tesco Corporate Treasury Services 1 £1.00 Ordinary 100
PLC†
Gibbs News Limited 2 £1.00 Ordinary 100
Tesco Depot Propco Limited 1 £1.00 Ordinary 100
Highams Green Management 1 Limited by Guarantee –
Company Limited Tesco Distribution Holdings Limited 1 £1.00 Ordinary 100
Tesco Distribution Limited 1 £1.00 Ordinary 100

Related undertakings of the Tesco Group continued

Tesco Dorney (1LP) Limited 1 £1.00 Ordinary 100 Tesco Property Nominees (No.6) 1 £1.00 Ordinary 100
Tesco Employees’ Share Scheme 1 £1.00 Ordinary 100 Limited
Trustees Limited†(d) Tesco Property Partner (GP) Limited 1 £1.00 A Ordinary 100
Tesco Family Dining Limited 1 £1.00 Ordinary 100 £1.00 B Ordinary 100
Tesco Food Sourcing Limited 1 £1.00 Ordinary 100 Tesco Property Partner (No.1) 1 £1.00 Ordinary 100
Tesco Freetime Limited 1 £1.00 Ordinary 100 Limited†
Tesco (3LP) Limited 1 £1.00 Ordinary 100 Tesco Property Partner (No.2) 1 £1.00 Ordinary 100
Limited†
Tesco Gateshead Property Limited 1 £1.00 Ordinary 100
Tesco Red (3LP) Limited 1 £1.00 Ordinary 100
Tesco Holdings Limited† 1 £0.10 Ordinary 100
Tesco Red (GP) Limited 1 £1.00 A Ordinary 100
£1.00 Preference 100
£1.00 B Ordinary 100
Tesco International Internet Retailing 1 £1.00 Ordinary 100
Limited† Tesco Red (Nominee 1) Limited 1 £1.00 Ordinary 100
Tesco International Services Limited† 1 £1.00 Ordinary 100 Tesco Red (Nominee 2) Limited 1 £1.00 Ordinary 100
Tesco Lagoon GP Limited 6 £1.00 Ordinary 100 Tesco Red (Nominee Holdco) Limited 1 £1.00 Ordinary 100
Tesco Maintenance Limited 1 £1.00 Ordinary 100 Tesco Sarum (1LP) Limited 1 £1.00 Ordinary 100
Tesco Mobile Communications 1 £1.00 Ordinary 100 Tesco Seacroft Limited 1 £1.00 Ordinary 100
Limited† Tesco Secretaries Limited 1 £1.00 Ordinary 100
Tesco Mobile Services Limited 1 £1.00 Ordinary 100 Tesco Services Limited 1 £1.00 Ordinary 100
Tesco Navona (1LP) Limited 1 £1.00 Ordinary 100 Tesco Stores Limited 1 £1.00 A Preference 100
Tesco Navona (GP) Limited 1 £1.00 Ordinary A 100 £1.00 B Preference 100
£1.00 Ordinary B(c) 100 £1.00 Ordinary 100
Tesco Navona (Nominee 1) Limited 1 £1.00 Ordinary 100 Tesco TLB Finance Limited 1 £1.00 Ordinary 100
Tesco Navona (Nominee 2) Limited 1 £1.00 Ordinary 100 Tesco TLB Properties Limited 1 £1.00 Ordinary A 100
Tesco Navona (Nominee Holdco) 1 £1.00 Ordinary 100 £1.00 Ordinary B 100
Limited
Tesco Treasury Services PLC† 1 £1.00 Ordinary 100
Tesco Navona PL Propco Limited 1 £1.00 Ordinary 100
The Big Food Group Limited 38 £0.10 Ordinary 100
Tesco Overseas Investments 1 £1.00 Ordinary 100
The Teesport Limited Partnership 1 Limited Partnership 100
Limited†
The Tesco Aqua Limited Partnership 1 Limited Partnership 100
Tesco Overseas ULC 1 £0.00000025 A Ordinary 100
The Tesco Blue Limited Partnership 1 Limited Partnership 100
£0.00000025 B Ordinary 100
The Tesco Navona Limited 1 Limited Partnership 100
£0.00000025 C Ordinary 100
Partnership
£0.00000025 D Ordinary 100
The Tesco Passaic Limited 1 Limited Partnership 100
£0.00000025 E Ordinary 100 Partnership
£0.00000025 F Ordinary 100 The Tesco Property Limited 1 Limited Partnership 100
£0.00000025 G Ordinary 100 Partnership
£0.00000025 H Ordinary 100 The Tesco Red Limited Partnership 1 Limited Partnership 100
£0.00000025 J Ordinary 100 TPI Fund Managers Limited 1 £1.00 Ordinary 100
£0.00000025 K Ordinary 100 TPT Holdco No.1 Limited 1 £1.00 Ordinary 100
£0.00000025 L Ordinary 100 Ventnor High Street Management 1 Limited by Guarantee –
Company Limited
£0.00000025 M 100
Ordinary Weymouth Avenue (Dorchester) 1 £1.00 Ordinary 100
Limited
£0.00000025 N Ordinary 100
Wm. Low Supermarkets Limited 6 £1.00 Ordinary 100
£0.00000025 O 100
International subsidiary undertakings.
Ordinary
£0.00000025 P Ordinary 100
Name of Registered Class of % held
Tesco Passaic (1LP) Limited 1 £1.00 Ordinary 100 undertaking address share held by Group
Tesco Passaic (GP) Limited 1 £1.00 Ordinary A 100 Arena (Jersey) Management Limited† 87 £1.00 Ordinary 100
£1.00 Ordinary B(c) 100 Booker Cyprus Limited 91 €1.00 Ordinary 100
Tesco Passaic (Nominee 1) Limited 1 £1.00 Ordinary 100 Booker India Private Limited 88 INR 10.00 Ordinary 100
Tesco Passaic (Nominee 2) Limited 1 £1.00 Ordinary 100 Booker Satnam Wholesale Private 88 INR 1.00 Ordinary 87
Tesco Passaic (Nominee Holdco) 1 £1.00 Ordinary 100 Limited
Limited Cheshunt Holdings Guernsey Limited† 18 £1.00 Ordinary 100
Tesco Passaic PL Propco Limited 1 £1.00 Ordinary 100 Cheshunt Hungary Servicing Limited 22 HUF 100,000 Quota 100
Tesco PEG Limited 1 £0.01 Ordinary 100 Liability Company
Tesco PENL Limited 1 £1.00 Ordinary 100 China Property Holdings (HK) Limited 20 HKD 1.00 Ordinary 100
Tesco Pension Investment Limited(c) 1 £1.00 Ordinary 100 Chirac Limited 24 €1.25 Ordinary 100
Tesco Pension Trustees Limited†(e) 1 £1.00 Ordinary 100 Cirrus Finance (2009) Limited 24 £1,000 A Ordinary 100
Tesco Personal Finance Group PLC† 10 £0.10 A Ordinary 100 €1.00 Ordinary 100
£0.10 B Ordinary 100 Cirrus Finance Limited 24 £1,000 Ordinary 100
£0.10 C Ordinary 100 Clondalkin Properties Limited 24 €1.25 Ordinary 100
Tesco Personal Finance PLC 10 £0.10 Ordinary 100 Commercial Investments Limited 24 €1.25 Ordinary 100
Tesco Property (Nominees) (No.1) 11 £1.00 Ordinary 100
Crest Ostrava a.s 16 CZK 100,000 Ordinary 100
Limited
Delamare Holdings B.V. 30 €1.00 Ordinary 100
Tesco Property (Nominees) (No.2) 11 £1.00 Ordinary 100
Limited Department store Pardubice s.r.o. 16 CZK 100,000 Ordinary 100
Tesco Property (Nominees) Limited 11 £1.00 Ordinary 100 dunnhumby (Korea) Limited 62 KRW 5,000 Ordinary 100
Tesco Property Finance 1 Holdco 1 £1.00 Ordinary 100 dunnhumby (Malaysia) Sdn Bhd 64 RM 1.00 Ordinary 100
Limited dunnhumby (Thailand) Limited 69 THB 1,000,000 Ordinary 100
Tesco Property Finance 1 PLC 1 £1.00 Ordinary 100 dunnhumby Advertising (Shanghai) 83 €130,000 Registered 100
Tesco Property Holdings (No.2) 1 £1.00 Ordinary 100 Co., Ltd Capital
Limited dunnhumby Australia PTY Limited 94 AUD 100 Ordinary 100
Tesco Property Holdings Limited 1 £1.00 Ordinary 100 dunnhumby Brasil Consultora Ltda 53 BRL$1.00 Ordinary 100
Tesco Property Nominees (No.5) 1 £1.00 Ordinary 100 dunnhumby Canada Limited 37 CA$ 1.00 Ordinary 100
Limited
dunnhumby Chile SpA 95 CLP 500,000 Ordinary 100


dunnhumby Colombia S.A.S. 52 COP 2,000 Type A 100 Tesco Capital No. 2 Limited 28 £0.01 Floating Rate 100
COP 41.00 Type B Redeemable Preference†
COP 1.00 Type C £1.00 Ordinary 100
dunnhumby Computer Information 54 TL 25.00 Ordinary 100 Tesco Chile Sourcing Limitada 13 CLP 1.00 Ordinary 100
Technology and Consultancy Services
LLC US$ 1.00 Ordinary 100
dunnhumby Consulting Canada 55 CAD$0.01 Ordinary 100 Tesco Digital Ventures Pte Ltd 33 SGD 1.00 Ordinary 100
Limited Tesco Dystrybucja Sp. z o.o. 32 PLN 50.00 Ordinary 100
dunnhumby Consulting Services India 56 INR 10.00 Ordinary 100 Tesco Europe B.V. 30 €1.00 Ordinary 100
Private Limited Tesco Food Sourcing Brazil 12 BRL 1.00 Ordinary 100
dunnhumby Czech s.r.o. 16 CZK 200,000 Ordinary 100 Consultoria De Negoçios Ltda.
dunnhumby Finland Oy 70 100 Kovellinum Oy 100 Tesco Foundation (Nadacia Tesco) 51 No par value basic capital 100
dunnhumby France SAS 57 €2.00 Ordinary 100 Tesco Franchise Stores ČR s.r.o. 16 CZK 2,000,000 Ordinary 100
dunnhumby Germany GmbH 72 €1.00 Ordinary 100 Tesco-Global Stores Privately Held 22 HUF 10.00 Common 99.9
dunnhumby Hungary Kft 22 Registered capital HUF 100 Company Limited
3,000,000 Tesco Global Employment Company 34 THB 100.00 Ordinary 100
dunnhumby Inc. 35 No par value - Limited
dunnhumby Information Technology 58 Registered capital 100 Tesco Guangdong (HK) Co. Limited 20 US$ 1.00 Ordinary 100
Consulting (Shanghai) Company Limited US$140,000 Tesco Holdings B.V. 30 €1.00 Ordinary 100
dunnhumby Ireland Limited 63 €1.00 Ordinary 100 Tesco International Clothing Brand 51 €1.00 Ordinary 100
dunnhumby IT Services India Private 59 INR 10.00 Ordinary 100 s.r.o.
Limited Tesco International Franchising s.r.o. 51 €1.00 Ordinary 100
dunnhumby Italia Srl. 60 €1.00 Ordinary 100 Tesco International Sourcing Limited 20 HKD 10.00 Ordinary 100
dunnhumby Japan K.K 61 JPY 10,000 Ordinary 100 Tesco Ireland Holdings Limited 24 €1.25 Ordinary 100
dunnhumby Mexico S. de R.L. 65 MXN 2,970 Ordinary A 100 Tesco Ireland Limited 24 €1.25 Ordinary 100
de C.V. MXN 30.00 Ordinary B
Tesco Ireland Pension Trustees 24 €1.25 Ordinary 100
dunnhumby Netherlands B.V. 77 €1.00 Ordinary 100 Limited
dunnhumby New Zealand 96 NZD 100.00 Ordinary 100 Tesco Joint Buying Service (Shanghai) 14 US$ 1.00 Ordinary 100
dunnhumby Poland Sp. z o.o. 32 PLN 50,000 Ordinary 100 Co., Limited
dunnhumby Russia LLC 79 RUB 1.00 Ordinary 100 Tesco Mobile (Thailand) Co. Limited 34 THB 100.00 Ordinary 100
dunnhumby Singapore Pte Ltd 80 SGD 1.00 Ordinary 100 Tesco Mobile Ireland Limited 24 €1.00 Ordinary 100
dunnhumby SARL 75 €100.00 Ordinary 100 Tesco Property (No. 1) Limited 28 £1.00 Ordinary 100
dunnhumby Serviços de Promoção 73 R$1.00 Ordinary 100 Tesco Property Limited 15 US$1.00 Registered 100
Digital Ltda Capital
dunnhumby Slovakia s.r.o. 67 No shares in issue – Tesco Sourcing India Private Limited 84 INR 10.00 Ordinary 100
dunnhumby Sp. z o.o. 78 PLN 50.00 Ordinary 100 Tesco Stores (Malaysia) Sdn Bhd* 42 RM 1.00 A Ordinary 100
dunnhumby Spain S.L 8 €1.00 Ordinary 100 RM 10.00 Non- 100
dunnhumby South Africa (Pty) Ltd 68 No par value Ordinary 100 Convertible Non-
Cumulative Irredeemable
dunnhumby Ventures LLC 71 – - Preference Shares
Edson Investments Limited 24 €2.00 Ordinary 100 RM 1.00 B Ordinary 100
Edson Properties Limited 24 €1.00 Ordinary 100 Tesco Stores (Thailand) Limited* 34 THB 10.00 A Ordinary 100
Ek-Chai Distribution System 34 THB 10.00 Ordinary 99.9 THB 10.00 B Preference <0.001
Co., Ltd.*
THB 10.00 C Preference 100
ELH Insurance Limited 19 £1.00 Ordinary 100
Tesco Stores ČR a.s. 16 CZK 1,000 Ordinary 100
Genesis sp. z o.o. 32 PLN 500.00 Ordinary 100
Tesco Stores SR, a.s. 51 €33,193.92 Ordinary 100
J.Smylie & Sons (IOM) Limited 92 £1.00 Ordinary 100
Tesco Technology Services HK 21 HKD 1.00 Ordinary 100
Jasper Sp. z o.o. 32 PLN 100.00 Ordinary 100 Limited
Kabaty Investments Tesco (Polska) 32 PLN Partnership Interests 100 Tesco Trustee Company of Ireland 24 €1.25 Ordinary 100
Sp. z o.o. Sp.k Limited†
Letňany Development land 1 s.r.o. 16 CZK 100,000 Ordinary 100 TESCO Üzleti és Technológiai 9 HUF 100,000 100
Letňany Development land 2 s.r.o. 16 CZK 100,000 Ordinary 100 Szolgáltatások Zârtköruen Múködó
Marine Coffee Company Holdings 25 €1.00 Ordinary 100 Részvénytársaság
Limited Thundridge Unlimited 24 €1.00 Ordinary 100
Monread Developments Limited 24 €0.001 Ordinary 100 Valiant Insurance Company DAC 26 £1.00 Ordinary 100
Nabola Development Limited 24 €1.25 A Ordinary 100 Victoria BB Sp. z o.o. 32 PLN 800.00 Ordinary 100
€1.25 B Ordinary 100 Wanze Properties (Dundalk) Limited 24 €1.00 Ordinary 100
Orpingford Unlimited Company 24 €1.00 Ordinary 100 WSC Properties Limited 24 €0.0000005 Ordinary 100
PEJ Property Developments Limited 24 €1.00 Ordinary 100
Pharaway Properties Limited 24 €1.00 Ordinary 100
R.J.D. Holdings Unlimited Company 24 €1.269738 Ordinary 100
Saneyia Limited 91 €1.00 Ordinary 100
Seberov site s.r.o. 16 CZK 100,000 Ordinary 100
Sociomantic Labs Inc 35 US$50.00 Common Stock 100
Sociomantic Labs Internet Hizmetleri 82 TRY 25.00 Ordinary 100
Limited Şireketi
Sociomantic Labs Private Limited 76 INR 10.00 Ordinary 100
Tesco (Polska) Sp. z o.o. 32 PLN 500.00 Ordinary 100
Tesco Akadémia Képzési és 22 HUF 1.00 Business Share 100
Fejlesztési Korátolt Felelősségű
Társaság
Tesco Angel Fundation 22 Foundation 100
Tesco Bengaluru Private Limited 23 INR 10.00 Ordinary 100
Tesco Capital No. 1 Limited† 28 £0.50 A Ordinary 100
£0.50 B Ordinary 100
£0.01 Preference – 100
Guaranteed fixed rate
cumulative preference
£0.01 Preferred Ordinary 100

Related undertakings of the Tesco Group continued
Subsidiary undertakings in liquidation. Name of Registered Class of % held

The following subsidiary undertakings were incorporated undertaking address share held by Group
in the United Kingdom Tesco Dorney (Nominee Holdco) Limited 1 £1.00 Ordinary 100
Tesco Jade (GP) Limited 90 £1.00 A Ordinary 30
undertaking address share held by Group £1.00 B Ordinary 30
Alfred Preedy & Sons (Trustees) Limited 89 £1.00 Ordinary 100 Tesco Mobile Limited* 1 £0.10 A Ordinary 100
Anthony Heagney Limited 89 £1.00 Ordinary 100 £0.90 B Ordinary 100
Beehythe Estates Limited(f) 89 £1.00 Ordinary 100 Tesco Property (Sparta Nominees) Limited 1 £1.00 Ordinary 100
Bedminster Estates Limited 3 £1.00 Ordinary 100 Tesco Property (Nominees) (No.3) Limited 1 £1.00 Ordinary 100
Cheshunt Finance Unlimited 89 £0.000000001 100 Tesco Property (Nominees) (No.4) Limited 1 £1.00 Ordinary 100
Cheshunt Overseas LLP 3 Limited Liability 100 Tesco Property Partner (GP No.2) Limited* 1 £1.00 A Ordinary 100
Partnership Tesco Sarum (GP) Limited* 1 £1.00 A Ordinary 100
Crazy Prices† 86 £1.00 Ordinary 100 Tesco Sarum (Nominee 1) Limited 1 £1.00 Ordinary 100
Daily Wrap Produce Limited† 4 £1.00 Ordinary 100 Tesco Sarum (Nominee 2) Limited 1 £1.00 Ordinary 100
Food & Wine Lovers Limited(f) 89 £1.00 Ordinary 100 Tesco Sarum (Nominee Holdco) Limited 1 £1.00 Ordinary 100
Gibbs Newsagent Limited (f)
89 £1.00 A Ordinary 100 Tesco Underwriting Limited 50 £1.00 Ordinary 49.9
Halesworth SPV Limited 89 £1.00 Ordinary 100 The Tesco Atrato Limited Partnership 1 Limited Partnership 50
Harts the Grocers (Russell Square) Limited 89 £1.00 Ordinary 100 The Tesco Coral Limited Partnership 1 Limited Partnership 50
Harts the Grocers (TCR) Limited (f)
89 £1.00 Ordinary 100 The Tesco Dorney Limited Partnership 1 Limited Partnership 50
J.E. Cohen & Company Limited 89 £1.00 Ordinary 100 The Tesco Property (No.2) Limited 27 Limited Partnership 50
Linebush III Limited 89 £1.00 Ordinary A 100 Partnership
£1.00 Ordinary B 100 The Tesco Sarum Limited Partnership 1 Limited Partnership 50
Linebush IV Limited 89 £0.01 Ordinary A 100
£1.20 Ordinary B 100 The following associated undertakings were incorporated outside
£0.01 Ordinary C 100 of the United Kingdom
Linebush Limited 89 £0.01 A Ordinary 100 Name of Registered Class of % held
£1.00 B Ordinary 100 undertaking address share held by Group
Linebush V Limited 89 £1.20 Ordinary A 100 Arena Unit Trust 87 - 50
£1.20 Ordinary B 100 China Wisdom dunnhumby Limited 40 RMB 264,000 Ordinary 50
London and Home Counties 89 £1.00 Ordinary A 100 China Wisdom dunnhumby 39 RMB 26,400,000 50
Superstores Limited (Shanghai) Limited Registered capital
Mills (East Midlands) Limited 89 £1.00 Ordinary 100 dunnhumby Denmark IvS 81 DKK1.00 Ordinary 100
Mills Group Limited 89 £1.00 Ordinary 100 dunnhumby Mitsui Bussan Customer 31 Common stock 1,000 50
Science Co., Ltd
Morgam News Limited 89 £1.00 Ordinary 100
dunnhumby Norge A.S. 43 NOK 1,000 Ordinary 50
Snowman Retail 1 Limited 89 £1.00 Ordinary 100
Gain Land Limited 36 $1.00 Ordinary 20
Snowman Retail 2 Limited 89 £1.00 Ordinary 100
Merrion Shopping Centre Limited 24 €0.012697 Ordinary 51.9
T & S Properties Limited 89 £1.00 Ordinary 100
Retail Property Co., Limited* 44 THB 100.00 Ordinary A 100
Tesco FFC Limited 89 £0.01 Ordinary 100
Synergistic Property Development 93 THB 100.00 Ordinary 50
Tesco FTO Limited (f)
89 £1.00 Ordinary 100 Co. Limited
Tesco Kirkby (General Partner) Limited 89 £1.00 Ordinary 100 Tesco Card Services Limited 45 THB 100.00 Ordinary A 100
Tesco Kirkby (LP) Limited 89 £1.00 Ordinary 100 Tesco for Thais Foundation 34 Foundation –
Tesco Kirkby (Unitholder1) Limited 89 £1.00 Ordinary 100 Tesco Lotus Retail Growth Freehold 46 THB non par 25
Tesco Kirkby (Unitholder2) Limited 89 £1.00 Ordinary 100 and Leasehold Property Fund value listed
Tesco TLB Barnstaple Limited 89 £1.00 Ordinary 100 Tesco Mobile ČR s.r.o. 16 CZK 100,000 Ordinary 50
Tesco TLB Nottingham Limited 89 £1.00 Ordinary 100 Tesco Mobile Slovakia s.r.o. 51 €1.00 Ordinary 50
Tesco TLB Pontypridd Limited 89 £1.00 Ordinary 100 Trent Hypermarket Private Limited 41 INR 10.00 Equity 50
Consolidated Structured Entities.

Verulam Properties Limited 89 £1.00 Ordinary 100
The following subsidiary undertakings were incorporated outside Name of Registered Nature
undertaking address of business
of the United Kingdom
Delamare Cards Holdco Limited 85 Securitisation entity
undertaking address share held by Group Delamare Cards MTN Issuer plc 85 Securitisation entity
dunnhumby Netherlands BV 66 €1.00 Ordinary 100 Delamare Cards Receivables Trustee 85 Securitisation entity
Limited
Tesco Mauritius Holdings Limited 29 £1.00 Ordinary 100
Delamare Cards Funding 1 Limited 85 Securitisation entity
Tesco Vin Plus S.A. 17 €1.60 Ordinary 100
Delamare Cards Funding 2 Limited 85 Securitisation entity
Associated undertakings. Delamare Finance PLC 11 Securitisation entity
The following associated undertakings were incorporated Delamare Group Holdings Limited 11 Securitisation entity
in the United Kingdom
* Undertaking where other share classes are held by a third party.
Name of Registered Class of % held † Interest held directly by Tesco PLC.
undertaking address share held by Group
(a)
95% held by Tesco PLC.
Broadfields Management Limited 47 £0.10 Ordinary 35.3 (b)
66.6% held by Tesco PLC.
Clarepharm Limited 48 £0.10 Ordinary 26.5 (c)
Shares held by Tesco Pension Trustees Limited (TPTL), the corporate trustee of the
Fresh Food Trader Limited 7 £1.00 Ordinary 50 Tesco PLC Pension Scheme (the Scheme). On behalf of the Scheme, TPTL holds a 50%
£1.00 Preference 100 shareholding in three property joint ventures with Tesco, and is the sole shareholder
Shire Park Limited 49 £1.00 Ordinary 54.5 of Tesco Pension (Jade) Limited and Tesco Pension Investment Limited.
(d)
50% held by Tesco PLC.
Tesco Atrato (GP) Limited* 1 £1.00 A Ordinary 100
(e)
This company is the corporate trustee of the Tesco PLC Pension Scheme.
Tesco Atrato (Nominee 1) Limited 1 £1.00 Ordinary 100
(f)
Company dissolved on 07/03/2019
Tesco Atrato (Nominee 2) Limited 1 £1.00 Ordinary 100
Tesco Atrato (Nominee Holdco) Limited 1 £1.00 Ordinary 100
Tesco Atrato Depot Propco Limited 1 £1.00 Ordinary 100
Tesco Coral (GP) Limited* 1 £1.00 A Ordinary 100
Tesco Dorney (GP) Limited* 1 £1.00 A Ordinary 100
Tesco Dorney (Nominee 1) Limited 1 £1.00 Ordinary 100
Tesco Dorney (Nominee 2) Limited 1 £1.00 Ordinary 100

Registered office addresses
1 Tesco House, Shire Park, Kestrel Way, Welwyn Garden City AL7 1GA, 61 Tokyo Club Building, 11F, 3-6 Kasumigaseki, Chiyoda-ku, Tokyo, Japan
United Kingdom 62 37th Floor, ASEM Tower, 517 Yeongdong-daero, Gangnam-gu, Seoul 135-798, Korea
2 Apex Road, Brownhills, Walsall, West Midlands WS8 7TS, United Kingdom 63 Floor 3, 2 Harbour Square, Crofton Road, Dun Laoghaire, Dublin, Ireland
3 KPMG LLP, 15 Canada Square, London E14 5GL, United Kingdom 64 10th Floor, Menara Hap Seng, No. 1 & 3 Jalan P Ramlee, Kuala Lumpur 50250,
4 Local Support Office, Abbey Retail Park, 1st Floor, Newtownabbey, Malaysia
Northern Ireland, BT36 7GU 65 Avenida Insurgentes Centro 41, Floor 2, San Rafael, Mexico City, 06470, Mexico
5 184 Shepherd’s Bush Road, London W6 7NL, United Kingdom 66 Herikerberweg 238, Luna Arena 1101CM, Amsterdam, Zuidoost, Netherlands
6 c/o Morton Fraser LLP, 5th Floor, Quartermile Two, 2 Lister Square, Edinburgh, 67 Cesta na Senec 2, Bratislava, 821 04, Slovakia
Scotland EH3 9GL, United Kingdom
68 B4 Century Square, Heron Crescent, Century City, Cape Town 7441 South Africa
7 7-10 Chandos Street, London W1G 9DQ, United Kingdom
69 No. 319 Chamchuri Square Building, 16th Fl, Unit 01, Phayathi Road Pathumwan sub
8 Paseo de General Martinez Campos, Campos nº 9 1º izquierda, 28010 Madrid, District, Bangkok 10330, Thailand
Spain
70 c/o RSM Finland Oy, Ratamestarinkatu 7 B, 00520 Helsinki, Finland
9 ll38, Budapest, Váci út 187, Hungary
71 One East Fourth Street, Suite 1400, Cincinnati, Ohio 45202, United States
10 2 South Gyle Crescent, Edinburgh, EH12 9FQ, United Kingdom
72 Paul-Lincke-Ufer 39/40, 10999 Berlin, Germany
11 35 Great St Helen’s, London EC3A 6AP, United Kingdom
73 Av.Brigadeiro Luis Antônio, 3530, 5° Andar, 01402-001 São Paulo, Brazil
12 Av. Paulista, 37-4º Andar, São Paulo, 01311-902, Brazil
74 Stefanikova 18/25, Smichov 150 00, Prague 5, Czech Republic
13 Avenida Santa María 5888, Piso 2 Zona A, Oficina 4, Vitacura, Santiago, 7660268,
Chile 75 48 rue Cambon 75001, Paris, France
14 Units 01, 02, 06, 07, 08, 09, Floor 17, No. 610 Xujiahui Road, Huangpu District, 76 C/O Vaish Associates, 106 Peninsula Centre, Dr.S.S Rao Road, parel
Shanghai, People’s Republic of China Mumbai-400012, Maharashtra, India
15 R1108 Level 11, Bld No.1, China Central Place, No. 81 Jianguo Road, Chaoyang 77 Danzigerkade 13H 2hg, 1013AP Amsterdam, Netherlands
District, Beijing, People’s Republic of China 78 Sociomantic labs Sp z.o.o., ul. Pulawska 2,02-566 Warszawa, Poland
16 Praha 10 – Vršovice, Vršovická 1527/68b, PSČ 10000, Prague, Czech Republic 79 Spasopeskovskiy lane, 7/1, bld.1., Moscow, 121099, Russia
17 Centre de Commerces et de Loisirs, Cité Europe, 62231 Coquelles, France 80 30 A Tanjong Pagar Rod, Singapore, 088453, Singapore
18 PO Box 25, Regency Court, Glategny Esplanade, St. Peter Port, GY1 3AP, Guernsey 81 c/o TMF Denmark A/S, Købmagergade 60, 1. tv., 1150 København K, Denmark
19 Dorey Court, Admiral Park, St.Peter Port, GY1 4AT, Guernsey, United Kingdom 82 Istiklal Caddesi Beyoglu Is Merkezi No: 187/5 Galatasaray, Istanbul, Turkey
20 31st Floor, AIA Kowloon Tower, Landmark East, 100 How Ming Street, Kowloon, 83 Room 886S, 8/F, 1111, Changshou Road, Jing’an District, Shanghai, People’s
Hong Kong Republic of China
21 Level 54, Hopewell Centre, 183 Queens Road East, Hong Kong 84 5th Floor, Unit 401, Tower B, The Millenia, No. 1&2 Murphy Road Ulsoor, Bangalore,
560 008, India
22 H-2040 Budaörs, Kinizsi, ÚT 1-3, Hungary
85 Asticus Building, 2nd Floor, 21 Palmer Street, London SW1H 0AD,
23 81 & 82, EPIP Area, Whitefield, Bangalore, 560066, India United Kingdom
24 Gresham House, Marine Road, Dun Laoghaire, Co. Dublin, Ireland 86 Ernst & Young LLP, 16 Bedford Street, Belfast, BT2 7DT, Northern Ireland
25 25-28 North Wall Quay, International Financial Services Centre, Dublin 1, Ireland 87 47 Esplanade, St Helier, JE1 0BD, Jersey, United Kingdom
26 38/39 Fitzwilliam Square, Dublin 2, Ireland 88 Unit 607, 6th floor, Trade Centre, Bandra Kurla Complex, Bandra East, Mumbai,
27 PO Box 87, 22 Grenville Street, St Helier, JE4 8PX, Jersey 400051, Maharashtra, India
28 Lime Grove House, Green Street, St Helier, JE1 2ST, Jersey 89 Ernst & Young LLP, 1 More London Place, London, SE1 2AF, United Kingdom
29 c/o SGG Corporate Services (Mauritius) Limited, 33 Edith Cavell Street, Port Louis, 90 State Street Global Advisors Limited, 20 Churchill Place, Canary Wharf, London
11324, Mauritius E14 5HJ, United Kingdom
30 Willemsparkweg 150 hs, 1071 HS, Amsterdam, Netherlands 91 5 Esperidon Street, 4th floor, 2001 Strovolos, Nicosia, Cyprus
31 1-2-3 Marunouchi, Chiyoda-ku, Tokyo, Japan 92 PO Box 237, Peregrine House, Peel Road, Douglas, Isle of Man, IM99 1SU
32 56 Kapelenka St, 30-347, Krakow, Poland 93 999/9, 31st Floor, Rama 1 Road, Pathumwan District, Bangkok, 10330, Thailand
33 163 Tras Street, #03-01, Lian Huat Building, Singapore, 079024, Singapore 94 Level 21, 55 Collins Street, Melbourne, VIC 3000, Australia
34 629/1 Nawamintr Road, Nuanchan, Buengkoom, Bangkok, 10230, Thailand 95 Av. El Golf 40, 7th floor, Las Condes, Santiago de Chile, Chile
35 The Corporation Trust Company, 1209 Orange Street, Delaware, USA, 19801 96 RSM New Zealand, Level 2, 60 Highbrook Drive, Auckland, 2013, New Zealand
36 Vistra Corporate Services Centre, Wickhams Cay II, Road Town, Tortola, VG1110,
British Virgin Islands
37 Place Carillion, 7151 Jean-Talon East, Montreal Québec, H1M 3N, Canada
38 Equity House, Irthlingborough Road, Wellingborough, Northamptonshire NN8 1LT,
United Kingdom
39 Room 501-4, No.398 Jiangsu Road, Shanghai, People’s Republic of China
40 Suite 1106-8, 11/F., Tai Yau Building, No 181 Johnston Road, Wanchai, Hong Kong
41 Taj Building, 2nd Floor, 210, Dr D.N. Road Fort, Mumbai, 400001, India
42 Level 8, Symphony House, Pusat Dagangan Dana 1, Jalan PJU 1A/46, 47301 Petaling
Jaya, Selangor Darul Ehsan, Malaysia
43 Rosenkrantzgate 16, Oslo, O160, Norway
44 313 CP Tower, Silom Road, Khwaeng Silom, Khet Bangrak, Bangkok, Thailand
45 Capital Tower, All Seasons Place, Fl.1-6, 87/1 Wireless Road, Lumpini, Pathumwan,
Bangkok 10330, Thailand
46 1 Empire Tower, 32nd Floor, South Sathorn Road, Yannawa, Sathorn Bangkok,
10120, Thailand
47 2 Paris Parklands, Railton Road, Guildford, Surrey GU2 9JX, United Kingdom
48 Thompson Jenner, 28 Alexandra Terrace, Exmouth, Devon EX8 1BD, United
Kingdom
49 c/o Lamburn & Turner, Riverside House, 1 Place Farm, Wheathamstead St Albans,
Hertfordshire AL4 8SB, United Kingdom
50 Ageas House, Hampshire Corporate Park, Templars Way, Eastleigh, Hampshire
SO53 3YA, United Kingdom
51 Kamenné nám. 1/A 815 61 Bratislava, Slovakia
52 Calle 32 b sur #48-100, Envigado, Antioquia, Colombia
53 Avenida Brigadeiro Luiz Antonio, No. 3142, 6th Fl Jardim Paulista São Paulo, Brazil,
01402-901
54 Yeni Havaalani Caddesi, No. 40 Cigli, Izmir, 35610 Turkey
55 Davis LLP, 2800 Park Place, 666 Burrand Street, Vancouver, BC, V6C 2Z7, Canada
56 4th Fl, Tower B, Paras Twin Towers, DLF Golf Course Road, Sector 54, Gurgaon,
Haryana-HR, 122002, India
57 48 rue Cambon, 75001, Paris, France
58 Room 1001, Enterprise Development Tower, No. 398, Jiangsu Road Changning
District, Shanghai 200050, People’s Republic of China
59 S-22 Greater Kailash, Part 1, Lower Ground Floor, New Delhi 110048, India
60 Via Savonarola 217, 35137 Padova, Italy

Supplementary information (unaudited)
Total sales performance at actual rates (exc. VAT, exc. fuel).(a)

1Q 2Q 3Q 4Q 1H 2H FY
2018/19 2018/19 2018/19 2018/19 2018/19 2018/19 2018/19
UK & ROI 16.6% 18.9% 14.5% 14.6% 17.7% 14.5% 16.1%
UK & ROI (comparable growth(b)) 3.5% 3.5% 0.6% 0.7% 3.5% 0.7% 2.1%
UK 1.9% 1.7% (0.9)% 0.4% 1.8% (0.2)% 0.8%
ROI 9.5% 7.2% 3.4% 0.7% 8.4% 2.0% 5.0%
Booker 12.8% 13.7% 9.7% 2.6% 13.3% 6.1% 9.6%
Central Europe 0.7% (5.8)% (7.2)% (6.9)% (2.7)% (7.1)% (4.9)%
Asia (6.8)% (1.3)% (3.3)% 5.0% (4.1)% 1.0% (1.6)%
Tesco Bank 7.0% 1.1% 2.2% 8.5% 4.2% 5.3% 4.7%
Group 12.1% 13.4% 9.9% 10.8% 12.8% 10.4% 11.5%
Group (comparable growth(b)) 2.3% 2.0% (0.5)% 0.3% 2.2% (0.1)% 1.0%
Total sales performance at constant rates (exc. VAT, exc. fuel).(a)

2018/19 2018/19 2018/19 2018/19 2018/19 2018/19 2018/19
UK & ROI 16.5% 18.9% 14.5% 14.5% 17.7% 14.5% 16.1%
UK & ROI (comparable growth(b)) 3.4% 3.5% 0.7% 0.7% 3.5% 0.7% 2.1%
UK 1.9% 1.7% (0.9)% 0.4% 1.8% (0.2)% 0.8%
ROI 6.8% 7.6% 4.1% 0.2% 7.2% 2.1% 4.5%
Booker 12.8% 13.7% 9.7% 2.6% 13.3% 6.1% 9.6%
Central Europe (2.9)% (4.2)% (5.2)% (5.7)% (3.5)% (5.4)% (4.5)%
Asia (7.2)% (2.5)% (6.0)% (0.7)% (5.0)% (3.3)% (4.1)%
Tesco Bank 7.0% 1.1% 2.2% 8.5% 4.2% 5.3% 4.7%
Group 11.5% 13.5% 9.9% 10.4% 12.5% 10.2% 11.3%
Group (comparable growth(b)) 1.8% 2.1% (0.5)% (0.0)% 2.0% (0.3)% 0.8%
(a)
Sales growth shown on a comparable days basis and includes an adjustment to last year’s figures to reflect a change in the reporting of consignment sales.
(b)
Comparable total growth presents growth with Booker sales included in the prior year base from Q1 2018/19.
Like-for-like sales performance (exc. VAT, exc. fuel).

2018/19 2018/19 2018/19 2018/19 2018/19 2018/19 2018/19
UK & ROI 3.5% 4.2% 1.9% 1.9% 3.8% 1.9% 2.9%
UK 2.1% 2.5% 0.7% 1.7% 2.3% 1.2% 1.7%
ROI 3.0% 3.1% (0.2)% (0.4)% 3.1% (0.3)% 1.3%
Booker 14.3% 15.1% 11.0% 4.3% 14.7% 7.6% 11.1%
Central Europe (1.0)% (2.0)% (3.0)% (3.0)% (1.5)% (3.0)% (2.3)%
Asia (9.0)% (4.8)% (8.0)% (3.0)% (7.0)% (5.4)% (6.2)%
Tesco Bank n/a n/a n/a n/a n/a n/a n/a
Group 1.8% 2.7% 0.5% 0.9% 2.2% 0.7% 1.4%
Country detail – Retail.

Revenue (exc. VAT, inc. fuel)*
Local currency Average exchange Closing exchange
(m) £m rate rate
UK 43,445 43,445 1.0 1.0
ROI 2,683 2,372 1.1 1.1
Booker 5,826 5,826 1.0 1.0
Czech Republic 43,338 1,492 29.0 28.8
Hungary 573,887 1,585 362.1 355.5
Poland 9,613 1,986 4.8 4.7
Slovakia 1,375 1,216 1.1 1.1
Thailand 172,850 4,055 42.6 43.9
Malaysia 4,383 818 5.4 5.5
* Excludes franchising revenue within Central Europe of £19m, which is not allocated to individual countries.
UK sales area by size of store.

February 2019 February 2018
% of total % of total
Store size (sq. ft.) No. of stores Million sq. ft. sq. ft. No. of stores Million sq. ft. sq. ft.
0-3,000 2,515 5.4 14.0 2,512 5.2 13.1
3,001-20,000 284 3.0 7.8 284 3.4 8.5
20,001-40,000 284 8.2 21.3 284 8.2 20.6
40,001-60,000 182 8.8 22.9 182 9.4 23.6
60,001-80,000 120 8.4 21.8 120 8.5 21.4
80,001-100,000 45 3.7 9.6 45 4.2 10.6
Over 100,000 8 1.0 2.6 8 0.9 2.2
Total* 3,438 38.5 100.0 3,435 39.8 100.0
* Excludes Booker and franchise stores.

Other information
Group space summary.

Actual Group space – store numbers.(a)
2017/18 Closures/ Net gain/ 2018/19 Repurposing/
year-end(b) Openings disposals (reduction)(c) year-end extensions
Large 801 – (4) (4) 797 –
Small 1,852 9 (6) 3 1,855 –
Dotcom only 6 – – – 6 –
Total Tesco 2,659 9 (10) (1) 2,658 –
One Stop(d) 776 4 (8) (4) 772 –
Booker 198 1 (2) (1) 197 1
Jack’s – 8 – 8 8 –
UK(d) 3,633 22 (20) 2 3,635 1
ROI 150 2 – 2 152 –
UK & ROI(d) 3,783 24 (20) 4 3,787 1
Czech Republic(d) 189 – (1) (1) 188 5
Hungary 206 – (2) (2) 204 4
Poland 415 – (62) (62) 353 4
Slovakia 151 – (1) (1) 150 1
Central Europe(d) 961 – (66) (66) 895 14
Malaysia 72 2 (1) 1 73 6
Thailand 1,951 70 (56) 14 1,965 20
Asia 2,023 72 (57) 15 2,038 26
Group(d) 6,767 96 (143) (47) 6,720 41
UK (One Stop) 169 19 (14) 5 174 –
Czech Republic 97 5 (3) 2 99 –
Franchise stores 266 24 (17) 7 273 –
(a)
Continuing operations.
(b)
Adjusted to include Booker and a change in classification of UK store formats.
(c)
The net gain/(reduction) reflects the number of store openings less the number of store closures/disposals.
(d)
Excludes franchise stores.
Actual Group space – ’000 sq. ft.(a)

2017/18 Closures/ Repurposing/ Net gain/ 2018/19
year-end(b)(c) Openings(c) disposals(c) extensions(d) (reduction) year-end
Large 31,426 – (58) – (58) 31,368
Small 5,128 16 (47) – (31) 5,097
Dotcom only 716 – – – – 716
Total Tesco 37,270 16 (105) – (89) 37,181
One Stop(e) 1,266 7 (12) – (5) 1,261
Booker 8,580 9 (153) – (144) 8,436
Jack’s – 81 – – 81 81
UK(e) 47,116 113 (270) – (157) 46,959
ROI 3,272 63 – – 63 3,335
UK & ROI(e) 50,388 176 (270) – (94) 50,294
Czech Republic(e) 4,832 – (68) (162) (230) 4,602
Hungary 6,511 – (3) (227) (230) 6,281
Poland 8,909 – (861) (244) (1,105) 7,804
Slovakia 3,555 – (81) (36) (117) 3,438
Central Europe(e) 23,807 – (1,013) (669) (1,682) 22,125
Malaysia 3,637 79 (84) (99) (104) 3,533
Thailand 14,835 543 (112) (242) 189 15,024
Asia 18,472 622 (196) (341) 85 18,557
Group(e) 92,667 798 (1,479) (1,010) (1,691) 90,976
UK (One Stop) 224 23 (20) – 3 227
Czech Republic 92 5 (2) – 3 95
Franchise stores 316 28 (22) – 6 322
(a)
(b)
Adjusted to include Booker and a change in classification of UK store formats.
(c)
Our definition of space has been updated to reflect retail selling space excluding checkouts, customer services desks and customer toilets.
(d)
Repurposing of retail selling space.
(e)

Supplementary information (unaudited) continued
Group space summary continued

Group space forecast to 29 February 2020 – ’000 sq. ft.(a)
2018/19 Closures/ Repurposing/ Net gain/ 2019/20
year-end(b) Openings(b) disposals(b) extensions(c) (reduction) year-end
Large 31,368 – – – – 31,368
Small 5,097 43 – – 43 5,140
Dotcom only 716 – – – – 716
Total Tesco 37,181 43 – – 43 37,224
One Stop(d) 1,261 16 – – 16 1,277
Booker 8,436 – – – – 8,436
Jack’s 81 70 – – 70 151
UK(d) 46,959 129 – – 129 47,088
ROI 3,335 3 – – 3 3,338
UK & ROI(d) 50,294 132 – – 132 50,426
Czech Republic(b) 4,602 33 – (265) (232) 4,370
Hungary 6,281 – – (493) (493) 5,788
Poland 7,804 – (50) – (50) 7,754
Slovakia 3,438 54 – (246) (192) 3,246
Central Europe(d) 22,125 87 (50) (1,004) (967) 21,158
Malaysia 3,533 61 – (172) (111) 3,422
Thailand 15,024 146 – – 146 15,170
Asia 18,557 207 – (172) 35 18,592
Group(d) 90,976 426 (50) (1,176) (800) 90,176
UK (One Stop) 227 33 – – 33 260
Czech Republic 95 14 – – 14 109
Franchise stores 322 47 – – 47 369
(a)
(b)
Our definition of space has been updated to reflect retail selling area space excluding checkouts, customer services desks and customer toilets.
(c)
Repurposing of retail selling space.
(d)
Tesco Bank income statement.

2019(a) 2018(b)
£m £m
Revenue
Interest receivable and similar income 729 673
Fees and commissions receivable 368 374
1,097 1,047
Direct costs
Interest payable (175) (176)
Fees and commissions payable (27) (22)
(202) (198)
Gross profit 895 849
Other expenses
Staff costs (170) (174)
Premises and equipment (80) (77)
Other administrative expenses (201) (209)
Depreciation and amortisation (83) (83)
Provisions for bad and doubtful debts (164) (137)
Operating profit before exceptional items 197 169
Exceptional items(c) (30) (24)
Operating profit 167 145
Net finance costs: movements on derivatives and hedge accounting (4) 11
Net finance costs: interest (4) (4)
Share of profit/(loss) of joint venture 8 10
Profit before tax 167 162
(a)
These results are for the 12 months ended 28 February 2019 and the previous period represents the 12 months ended 28 February 2018.
(b)
Restated for the adoption of IFRS 15 as explained in Note 1 and Note 36 of the Group financial statements.
(c)
Exceptional items in 2019 comprise of a PPI provisions charge of £(16)m, a regulatory charge of £(16)m partially offset by a restructuring credit of £2m reflecting a reduction in dilapidations
and onerous lease provision. Exceptional items in 2018 consist of an increase in PPI provision of £(35)m partially offset by a decrease in CCA provision of £1m and a credit of £10m received
following the conclusion of negotiations with a third party in respect of previously recognised customer redress.

Other information
Task Force on Climate-related Financial Disclosures
Tesco has publicly committed to implementing the recommendations Risk management.

of the Task Force on Climate-related Financial Disclosures (TCFD). The identification and mangement of climate-related risks follows
We recognise climate change as the biggest environmental threat our established risk management process. Key elements of the risk
the world faces, and one which could pose particular challenges to management process are set out on page 59.
our business including our supply chain and operations. Disclosing
these climate related risks is an important step in demonstrating Metrics and targets.
our understanding of these risks and efforts to mitigate them. In In May 2017, we announced new science-based targets for our own
addition to enhancing business resilience, it also enables us to take operations, aligned with the Paris Agreement’s aspiration to limit
advantage of any opportunities it may offer. global warming to 1.5 degrees. We are on track to reduce absolute
carbon emissions from our operations from 2015/16 levels by 35%
This year represents our first disclosure to address the TCFD by 2020, 60% by 2025 and 100% by 2050. To help us meet our
recommendations and we expect this to develop and evolve over targets, we have committed to source 100% of our electricity from
time to reflect our analysis. renewable sources by 2030. We also announced science-based
Governance. climate change targets for our manufacturing and agricultural
suppliers. Climate change metrics and targets are disclosed in
Climate change is one of the Foundations underpinning our Little
the Little Helps Plan section on page 31.
Helps Plan and climate impacts from our supply chain are also
considered within the Products pillar of the Plan. The Little Helps
Plan outlines Tesco’s commitment to tackle social and
environmental challenges facing the business, our customers and
our communities. The Board’s Corporate Responsibility Committee
is responsible for managing our impacts on climate change, as well
as the risks that climate change may pose to our business. The
Committee meets three times during the year and receives regular
updates on our Little Helps Plan commitments and performance.
Strategy.
Our Little Helps Plan sets our commitments to and our progress
towards mitigating the climate change impacts of our own
operations and supply chain, as set out on page 31. In addition to
addressing our impacts on the climate, we also aim to anticipate
and respond to any risks and opportunities to our business posed
by the changing climate.
In order to better understand the resilience of our business to
short and long-term climate risks and opportunities, Alan Stewart,
the Chief Financial Officer, commissioned scenario analysis in line
with the TCFD recommendations. This year we are assessing the UK
business – our biggest market – prioritising our estate as well as
produce and animal protein categories. These are our key
commercial categories, with supply chains around the world.
We are assessing the risks and opportunities we may face in 2030
under two climate scenarios. We use the scenarios developed by
the Intergovernmental Panel on Climate Change and other credible
organisations to assess Tesco’s exposure to physical climate risks
such as rising temperatures, shifts of precipitation patterns and
extreme weather events. We have focused on agricultural
production by country and product. Beyond physical risks, we are
also assessing any risks and opportunities arising from a transition
to a low-carbon world aligned with the Paris Climate Agreement.
Our focus is on material risks for Tesco arising from market and
policy shifts in energy and agriculture.
The results of our scenario analysis will inform our long-term
strategic business planning.

Glossary
Glossary – alternative performance measures. APMs are also used to enhance the comparability of information
Introduction. between reporting periods and geographical units (such as
In the reporting of financial information, the Directors have like-for-like sales), by adjusting for non-recurring or uncontrollable
adopted various APMs. factors which affect IFRS measures, to aid users in understanding
the Group’s performance.
These measures are not defined by International Financial
Reporting Standards (IFRS) and therefore may not be directly Consequently, APMs are used by the Directors and management
comparable with other companies’ APMs, including those in for performance analysis, planning, reporting and incentive-setting
the Group’s industry. purposes.
APMs should be considered in addition to, and are not intended The key APMs that the Group has focused on and changes to APMs
to be a substitute for, or superior to, IFRS measurements. within the period can be found in Note 1.
Some of the Group’s IFRS measures are translated at constant
Purpose. exchange rates. Constant exchange rates are the average actual
The Directors believe that these APMs assist in providing additional periodic exchange rates for the previous financial period and are
useful information on the underlying trends, performance and used to eliminate the effects of exchange rate fluctuations in
position of the Group. assessing performance. Actual exchange rates are the average
actual periodic exchange rates for that financial period.
Closest equivalent Adjustments to reconcile Note/page reference Definition

APM IFRS measure to IFRS measure for reconciliation and purpose
Income statement
Revenue measures
Group sales Revenue ––Exclude sales made Note 2 ––Excludes the impact of sales made at petrol filling stations to
at petrol filling stations demonstrate the Group’s underlying performance in the core
retail and financial services businesses by removing the
volatilities associated with the movement in fuel prices.
This is a key management incentive metric.
Growth in sales No direct ––Consistent with Not applicable ––Growth in sales is a ratio that measures year-on-year
equivalent accounting policy movement in Group sales for continuing operations for 52
weeks. It shows the annual rate of increase in the Group’s
sales and is considered a good indicator of how rapidly
the Group’s core business is growing.
Like-for-like No direct ––Consistent with Not applicable ––Like-for-like is a measure of growth in Group online sales and
equivalent accounting policy sales from stores that have been open for at least a year (but
excludes prior year sales of stores closed during the year) at
constant foreign exchange rates. It is a widely used indicator
of a retailer’s current trading performance and is important
when comparing growth between retailers that have
different profiles of expansion, disposals and closures.
Income statement
Profit measures
Operating profit Operating profit* ––Exceptional items Note 2 ––Operating profit before exceptional items and amortisation of
before exceptional ––Amortisation of acquired intangibles is the headline measure of the Group’s
items and acquired intangibles performance. This is a key management incentive metric.
amortisation of
acquired intangibles
Operating margin No direct ––Consistent with Not applicable ––Operating margin is calculated as operating profit before
equivalent accounting exceptional items and amortisation of acquired intangibles
policy divided by revenue. Progression in operating margin is an
important indicator of the Group’s operating efficiency.
Earnings before Operating profit* ––Exceptional items Page 181 ––This measure is based on Retail operating profit from
exceptional items, ––Depreciation and continuing operations before exceptional items. It excludes
interest, tax, amortisation Retail depreciation, amortisation and rent expense and is
depreciation, used to derive the Total indebtedness ratio and Fixed
––Rent expense
amortisation and charge cover APMs.
rent expense ––Tesco Bank EBITDAR
(EBITDAR) ––Discontinued
operations
Profit before tax Profit before tax ––Exceptional items Note 9 ––This measure excludes exceptional items and amortisation of
before exceptional ––Amortisation of acquired intangibles, net finance costs of the defined benefit
items and acquired intangibles pension deficit and fair value remeasurements on financial
amortisation of instruments. Net pension finance costs are impacted by
––Net pension finance
acquired intangibles, corporate bond yields, which can fluctuate significantly and
costs
net pension finance are reset each year based on often volatile external market
costs and fair value ––Fair value factors. Fair value remeasurements are impacted by changes
remeasurements on remeasurements on to credit risk and various market indices, which can fluctuate
financial instruments financial instruments significantly. Also included in these items are fair value
remeasurements on financial instruments resulting from
liability management exercises.
* Operating profit is presented on the Group income statement. It is not defined per IFRS, however is a generally accepted profit measure.

Other information

Profits/(losses) No direct ––Consistent with Not applicable ––Profits/(losses) arising on property-related items relates to
arising on property- equivalent accounting the Group’s property activities including; gains and losses on
related items policy disposal of property assets, development property built for
resale and property joint ventures; costs resulting from
changes in the Group’s store portfolio and distribution
network, including pre-opening and post-closure costs; and
income/(charges) associated with impairment of non-trading
property and related onerous contracts.
––These items are disclosed separately to clearly identify the
impact of these items versus the other operating expenses
related to the core retail and financial services operations of
the business. They are often one-time in nature and can have
a disproportionate impact on profit between reporting periods.
Total finance costs Finance costs ––Exceptional items Note 5 ––Total finance costs before exceptional items, net pension
before exceptional ––Net pension finance finance costs and fair value remeasurements on financial
items, net pension costs instruments is the net finance costs adjusted for non-
finance costs and recurring one-off items, net pension finance costs and
––Fair value
fair value fair value remeasurements on financial instruments.
remeasurements on
remeasurements on Net pension finance costs are impacted by corporate
financial instruments bond yields, which can fluctuate significantly and are reset
each year based on often volatile external market factors.
Fair value remeasurements are impacted by changes to
credit risk and various market indices, which can fluctuate
significantly. Also included in these items are fair value
remeasurements on financial instruments resulting from
liability management exercises.
Diluted earnings per Diluted earnings ––Exceptional items Note 9 ––This relates to profit after tax before exceptional items
share from per share ––Amortisation of and amortisation of acquired intangibles from continuing
continuing acquired intangibles operations, net pension finance costs and fair value
operations before remeasurements attributable to owners of the parent
––Discontinued
exceptional items divided by the weighted average number of ordinary
operations
and amortisation of shares in issue during the financial period.
acquired intangibles, ––Net pension finance
––It excludes net pension finance costs and fair value
net pension finance costs
remeasurements on financial instruments. Net pension
costs and fair value ––Fair value finance costs are impacted by corporate bond yields,
remeasurements on remeasurements on which can fluctuate significantly and are reset each year
financial instruments financial instruments based on often volatile external market factors. Fair value
remeasurements are impacted by changes to credit risk
and various market indices, which can fluctuate significantly.
Also included in these items are fair value remeasurements
on financial instruments resulting from liability
management exercises.
Income statement
Tax measures
Effective tax rate Effective tax rate ––Exceptional items and Note 6 ––Effective tax rate before exceptional items and amortisation
before exceptional their tax impact of acquired intangibles is calculated as total income tax
items and ––Amortisation of credit/(charge) excluding the tax impact of exceptional
amortisation of acquired intangibles items and amortisation of acquired intangibles divided by
acquired intangibles and their tax impact profit before tax before exceptional items and amortisation
of acquired intangibles. This provides an indication of the
ongoing tax rate across the Group.
Effective tax rate Effective tax rate ––Exceptional items and Note 6 ––Effective tax rate before exceptional items and amortisation
before exceptional their tax impact of acquired intangibles, net pension finance costs and fair
items and ––Amortisation of value remeasurements on financial instruments is calculated
amortisation of acquired intangibles as total income tax credit/(charge) excluding the tax impact
acquired intangibles, and their tax impact of exceptional items and amortisation of acquired intangibles,
net pension finance net pension finance costs and fair value remeasurements
––Net pension finance
costs and fair value divided by the profit before tax before exceptional items and
costs and their tax
remeasurements on amortisation of acquired intangibles, net pension finance
impact
financial instruments costs and fair value remeasurements.
––Fair value
remeasurements on
and their tax impact

Glossary continued

Balance sheet measures
Net debt Borrowings less ––Net debt from Tesco Note 30 ––Net debt excludes the net debt of Tesco Bank but includes
cash and related Bank that of the discontinued operations to reflect the net debt
hedges obligations of the Retail business. Net debt comprises bank
and other borrowings, finance lease payables, net derivative
financial instruments, joint venture loans and other
receivables and net interest receivables/payables, offset
by cash and cash equivalents and short-term investments.
It is a useful measure of the progress in generating cash and
strengthening of the Group’s balance sheet position and
is a measure widely used by credit rating agencies.
Total indebtedness Borrowings less ––Net debt from Tesco Page 181 ––Total indebtedness is the net debt plus the IAS 19 deficit in
cash and related Bank the pension schemes (net of associated deferred tax) plus
hedges ––Present value of future the present value of future minimum lease payments under
minimum lease non-cancellable operating leases to provide an overall view
payments under of the Group’s obligations. It is an important measure of the
non-cancellable long-term obligations of the Group and is a measure widely
operating leases used by credit rating agencies.
––IAS 19 deficit in the
pension schemes
Total indebtedness No direct ––Consistent with Page 181 ––Total indebtedness ratio is calculated as Total indebtedness
ratio equivalent accounting policy divided by the rolling 12-month EBITDAR. It is a measure of the
Group’s ability to meet its payment obligations and is widely
used by analysts and credit rating agencies.
Fixed charge cover No direct ––Consistent with Page 181 ––Fixed charge cover is calculated as the rolling 12-month
equivalent accounting policy EBITDAR divided by the sum of rent expense and net finance
cost, excluding net pension finance costs, exceptional items,
capitalised interest and fair value remeasurements. It is a
measure of the Group’s ability to meet its payment
obligations and is widely used by analysts and credit
rating agencies.
Cash flow measures
Retail operating Cash generated ––Tesco Bank operating Note 2 ––Retail operating cash flow is the cash generated from
cash flow from operating cash flow operations of continuing operations, excluding the effects
activities ––Discontinued of Tesco Bank’s cash flows. It is a measure of the cash
operations generation and working capital efficiency by the Retail
business, recognising that Tesco Bank is run and regulated
independently from the Retail operations, and a key measure
to demonstrate the recovery of the Retail operations.
This is a key management incentive metric.
Free cash flow Cash generated ––Net cash generated Note 2 ––Free cash flow includes all cash flows from operating and
from operating from/(used in) investing activities, and the market purchase of shares net
activities investing activities, of proceeds from shares issued in relation to share schemes.
and the market The following items are excluded: investing cash flows that
purchase of shares increase/(decrease) items within Group net debt, and cash
issued in relation to flows from major corporate acquisitions and disposals. This
share schemes measure reflects the cash available to shareholders.
––Investing cash flows
that increase/
decrease items
within Group net debt
––Cash flows from major
corporate acquisitions
and disposals
Retail free Cash generated ––Tesco Bank operating Note 2 ––Retail free cash flow includes all cash flows from operating
cash flow from operating cash flow and investing activities for the Retail business, and the market
activities ––Retail net cash purchase of shares net of proceeds from shares issued in
generated relation to share schemes. The following items are excluded:
from/(used in) investing cash flows that increase/decrease items within Net
investing activities, debt, and cash flows from major corporate acquisitions and
and the market disposals. This measure reflects the cash available to
purchase of shares shareholders.
issued in relation
to share schemes
––Investing cash flows
that increase/
decrease items
within Net debt
––Cash flows from major
corporate acquisitions
and disposals

Other information
APMs: Reconciliation of debt metrics.

EBITDAR (restated)
2019 2018
Notes £m £m
Operating profit/(loss) from continuing operations before exceptional items and
amortisation of acquired intangibles 2 2,206 1,646
Less: Tesco Bank operating profit/(loss) before exceptional items 2 (197) (169)
Add: Depreciation and amortisation (excluding amortisation of acquired intangibles) 2 1,297 1,295
Less: Tesco Bank depreciation and amortisation 2 (83) (83)
Add: Retail operating lease expense* 3 1,075 1,015
4,298 3,704
* Group operating lease expense of £1,078m (2018: £1,018m) includes £3m (2018: £3m) relating to Tesco Bank.
Total indebtedness ratio (restated)

Notes 2019 2018
Net debt (£m) 30 2,863 2,625
Add: Defined benefit pension deficit, net of deferred tax (£m) 27 2,338 2,728
Add: Discounted operating lease commitments (£m) 34 6,999 6,931
Total indebtedness (£m) 12,200 12,284
EBITDAR (£m) 4,298 3,704
Total indebtedness ratio 2.8 3.3
Fixed charge cover (restated)

Notes 2019 2018
Net finance cost (£m) 5 514 533
Less: Net pension finance costs (£m) 5 (89) (162)
Less: Exceptional foreign exchange losses on GBP short-term investments held in overseas entities (£m) 5 – (38)
Add: Capitalised interest (£m) 5 1 2
Add: Fair value remeasurements on financial instruments (£m) 5 (153) 23
Net finance cost, excluding net pension finance costs, exceptional items, capitalised interest and fair 273 358
value remeasurements on financial instruments (£m)
Add: Retail operating lease expense (£m)* 3 1,075 1,015
1,348 1,373
EBITDAR (£m) 4,298 3,704
Fixed charge cover 3.2 2.7
Other. Return on capital employed (ROCE).

Capital expenditure (Capex). Return divided by the average of opening and closing
The additions to property, plant and equipment, investment capital employed.
property and intangible assets (excluding assets acquired Return.
under business combinations). Profit before exceptional items and interest, after tax
Capital employed. (applied at effective rate of tax).
Net assets plus net debt plus dividend creditor less net RPI.
assets of the disposal group and non-current assets classified RPI refers to the retail price index.
as held for sale.
Total shareholder return.
Enterprise Value. The notional annualised return from a share, measured as
This is calculated as market capitalisation plus net debt. the percentage change in the share price, plus the dividends
FTE. paid with the gross dividends, reinvested in Tesco shares.
FTE refers to full-time equivalents. This is measured over both a one and five year period.
LPI.
LPI refers to limited price inflation.
Market capitalisation.
The total value of all Tesco shares calculated as total number
of shares multiplied by the closing share price at year-end.
MTN.
MTN refers to Medium Term Note.
Net Promoter Score (NPS).

This is a loyalty measure based on a single question requiring a
score between 0-10. The NPS is calculated by subtracting the
percentage of detractors (scoring 0-6) from the percentage of
promoters (scoring 9-10). This generates a figure between -100
and 100 which is the NPS.

Five-year record
Figures below reflect the latest published information. For financial years prior to 2019, these figures represent the comparatives from the
following years’ financial statements. During 2017, the Group decided to sell its operations in Turkey. Accordingly, these operations were treated
as discontinued in 2017. The 2016 statistics have been re-presented to be consistent with 2017. Prior years have not been re-presented.
Korea was first classified as a discontinued operation in 2015/16. China was first classified as a discontinued operation in 2013/14.
The Group has determined new segments and defined new non-GAAP measures for 2015/16 onwards. Refer to Note 1 and Note 2. 2014/15
data for these new measures and segments has been presented, but prior historic data has not.
In 2018, the Group reassessed its reportable segments and determined that the retailing and associated activities previously disclosed within
the International segment should be segregated between the Central Europe and Asia segments. Refer to Note 2. The Group had also
determined new segments and defined new APMs during 2016. Historical data up to 2015 data for these new measures and segments has been
presented, but prior historic data has not. The Group determined new APMs during 2019 and historical data for the new measures have not
been restated as the impact is not considered material. Refer to Note 1 and the Glossary.
2015(a) 2016 2017 2018 2019
Financial statistics (£m)
Sales
UK & ROI 38,228 37,189 37,692 38,656 44,883
Central Europe 6,186 5,268 5,977 6,343 6,030
Asia 4,492 4,447 5,186 4,947 4,873
Tesco Bank 947 955 1,012 1,047 1,097
Group sales(c) 49,853 47,859 49,867 50,993 56,883
Revenue
UK & ROI 45,062 43,080 43,524 44,914 51,643
Central Europe 6,424 5,451 6,195 6,585 6,298
Asia 4,492 4,447 5,186 4,947 4,873
Tesco Bank 947 955 1,012 1,047 1,097
Group revenue 56,925 53,933 55,917 57,493 63,911
Operating profit/(loss) before exceptional items and amortisation of acquired intangibles(c)
UK & ROI 498 503 803 1,059 1,537
Central Europe (4) 102 58 119 186
Asia 258 218 262 299 286
Tesco Bank 188 162 157 169 197
Group operating profit/(loss) before exceptional items and amortisation of acquired intangibles(c) 940 985 1,280 1,646 2,206
Operating profit margin before exceptional items and amortisation of acquired intangibles 1.7% 1.8% 2.3% 2.9% 3.5%
Operating profit/(loss)
UK & ROI (5,334) 597 519 1,205 1,535
Central Europe (666) 111 190 212 232
Asia 97 203 231 277 219
Tesco Bank 153 161 77 145 167
Group operating profit/(loss) (5,750) 1,072 1,017 1,839 2,153
Share of post-tax profits/(losses) of joint ventures and associates (13) (21) (107) (6) 35
Net finance costs (571) (849) (765) (533) (514)
Profit/(loss) before tax (6,334) 202 145 1,300 1,674
Taxation 670 54 (87) (306) (354)
Profit/(loss) for the year from continuing operations (5,664) 256 58 994 1,320
Discontinued operations (102) (127) (112) 216 –
Profit/(loss) for the year (5,766) 129 (54) 1,210 1,320
Attributable to:
Owners of the parent (5,741) 138 (40) 1,208 1,322
Non-controlling interests (25) (9) (14) 2 (2)
Profit before tax, exceptional items and amortisation of acquired intangibles, net pension finance costs and fair
value remeasurements on financial instruments(c) 516 509 781 1,284 1,958
Other financial statistics
Diluted earnings/(losses) per share – continuing operations (69.56)p 3.22p 0.81p 12.11p 13.55p
Diluted earnings per share – continuing operations before exceptional items and amortisation of acquired intangibles,
net pension finance costs and fair value remeasurements on financial instruments(c) 5.70p 5.79p 7.30p 11.90p 15.40p
Dividend per share(b) 1.16p – – 3.00p 3.67p
Cash generated from retail operating activities (£m) 1,860 2,581 2,278 2,773 2,502
APM: Free cash flow (£m) (716) 1,482 1,288 1,388 906
Return on capital employed (ROCE)(c) 4.0% 6.2% 8.1% 11.0% 11.1%
Total shareholder return(c) (9.5%) (11.8%) (7.5%) 8.7% 10.2%
Net debt (£m)(c) 8,481 5,110 3,729 2,625 2,863
Discounted operating lease commitments – continuing operations (£m) 9,353 7,814 7,440 6,931 6,999
Pension deficit, net of deferred tax – Group (£m) 3,885 2,612 5,504 2,728 2,338
Total indebtedness (£m)(c) 21,719 15,536 16,673 12,284 12,200
Enterprise value (£m)(c) 28,415 20,101 19,262 19,452 24,683
Group retail statistics
Number of stores(d) 6,849 6,733 6,809 7,033 6,993
Total sales area (’000 sq. ft.)(d) 95,811 91,195 89,041 92,983 91,298
Average employees 480,607 475,399 464,520 448,988 464,505
Average full-time equivalent employees (FTE) 362,370 351,289 342,770 327,916 321,490
UK & ROI retail statistics
Number of stores(d) 3,710 3,743 3,739 3,952 3,961
Total sales area (’000 sq. ft.)(d) 45,946 45,253 43,610 42,032 50,521
Average full-time equivalent employees (FTE) 225,192 225,378 218,522 210,312 223,542
Revenue (exc. fuel) (per FTE – £) 169,757 165,007 172,486 183,804 200,781
Weekly revenue (exc. fuel) (per sq. ft. – £) 15.81 15.68 16.31 17.36 18.65
(a)
53 weeks. (b) Dividend per share relating to the interim and proposed final dividend. (c) See glossary for definitions. (d) Including franchise stores.

Other information
Shareholder information
Annual General Meeting 2019 (AGM). Tesco Share Account.

This year’s AGM will be held on Thursday 13 June 2019 in the Heart We offer our shareholders a service to help them hold and manage
building on our Welwyn Garden City campus. The meeting will start their Tesco shares in a safe and simple way. With the Tesco Share
at 11.30am and registration will be open from 9.30am. Account (TSA) you can enjoy the convenience and reassurance of
holding shares electronically, avoiding the need to hold paper share
A separate notice convening the meeting has been sent to our
certificates, which can be lost or stolen and expensive to replace.
shareholders, which includes details of the ordinary and special
business to be considered at the meeting. A copy of the The TSA also offers shareholders access to preferential dealing
Notice of Meeting can be found on our website rates and up-to-date market information through the Equiniti
www.tescoplc.com/investors. Share Dealing service.
Managing shares online. The TSA is a sponsored nominee service operated for Tesco by
Many of our shareholders find that the easiest way to manage Equiniti Financial Services Limited (Equiniti Financial), which is
their shareholding is online by setting up a Shareview portfolio authorised and regulated by the Financial Conduct Authority.
at www.shareview.co.uk. This is a free, easy and secure service When you join the TSA, your shares are registered in the name
provided by the Company’s registrars, Equiniti. of Equiniti Corporate Nominees Limited and held on your behalf
on a private register. You remain the beneficial owner of your
Some of the benefits of having a Shareview portfolio are: shares and continue to have the right to receive shareholder
–– monitor your shareholding; communications, vote at general meetings and to receive any
dividends paid on your shares.
–– access shareholder information;
–– elect to receive shareholder communications electronically; It is completely free to participate in the TSA and there are no
annual fees to pay (terms and conditions apply). If you would like
–– vote on the resolutions at the AGM, and any other shareholder
to join the TSA please contact Equiniti Financial on 0371 3284 2977
meetings; and
(or +44 121 415 7053 if outside of the UK).
–– keep your contact details up to date.
For more information and to register for this service, please visit Duplicate documents.
www.shareview.co.uk. Registration can be completed within Some of our shareholders hold multiple accounts on the share
minutes in just four easy steps. Please note, you will need your register and therefore receive duplicate copies of shareholder
Shareholder Reference Number. documentation as a result. If you have been receiving duplicate
copies of shareholder documentation, please contact Equiniti
Dividend. to arrange for your accounts to be combined.
Changes to personal details.

An interim dividend of 1.67 pence per share was paid on
23 November 2018. Shareholders will be asked to approve a
final dividend of 4.10 pence per share for the year ended In order to avoid missing important correspondence relating to your
23 February 2019 at this year’s AGM. If approved, this will be shareholding, please inform Equiniti as soon as possible if you have
paid on 21 June 2019 to all shareholders on the Register of recently moved house or there are any changes to your bank details.
Members at the close of business on 17 May 2019. Share price information.
Dividends can be paid quickly and securely directly into your bank Details of our current and historical share price data and other
account instead of being dispatched to you by cheque. You may share price tools are available at www.tescoplc.com/investors.
American Depositary Receipts (ADRs).

also choose to have your dividends reinvested in further Tesco
shares through our dividend reinvestment plan (DRIP) (terms and
conditions apply). To arrange either of these options, simply call The Company has a sponsored Level 1 ADR programme for
Equiniti on the number provided overleaf. Alternatively, you can which J.P. Morgan Chase Bank N.A. acts as depositary. The ADRs
manage your dividend payment choices by registering with are traded in the US, where one ADR represents three ordinary
Shareview at www.shareview.co.uk. shares. The ADR programme confers the right to receive
dividends in US dollars.
E-comms. ADR details
We encourage our shareholders to accept all shareholder Symbol TSCDY
communications and documents electronically, in place of CUSIP 881575302
receiving traditional paper copies by post. This helps us to Exchange OTC
reduce the environmental impact of our business and to reduce Ratio 1:3
costs. If you would like to sign up to receive all future shareholder Effective Date April 01, 1992
communications electronically, please register with Shareview by
visiting www.shareview.co.uk. Once you have signed up, you will All enquiries relating to the ADR programme should be directed to:
receive an email to let you know when shareholder documents
Tesco PLC
become available on our website, including our annual and
c/o JP Morgan Chase Bank N.A.
interim financial results, notices of shareholder meetings and
P.O. Box 64504
other shareholder documents. Assistance to sign up to receive
St. Paul, MN 55164-0504
electronic communications will be available at the AGM.
Share dealing service.

Email jpmorgan.adr@eq-us.com
Telephone + 1 800 990 1135
Equiniti offer Shareview Dealing, which is a real-time telephone International +1 651 453 2128 (from outside US)
and internet share dealing service in Tesco PLC shares available Website www.adr.com
to all UK residents.
Further information about the Shareview Dealing service can be
ShareGift.
If you have a small shareholding which would cost more to sell
found at www.shareview.co.uk/dealing or by calling 03456 037 037
than the shares are worth, you may wish to consider donating
between 8.00am and 4.30pm, Monday to Friday.
the shares to the charity ShareGift (Registered Charity 1052686),
Please remember that dealing fees vary between brokers and you a charity that specialises in the donation of such shares for good
are recommended to check that you are being charged the most causes. There are no implications for capital gains tax purposes on
competitive rate. gifts of shares to charity. Further information about ShareGift can
be found by visiting www.sharegift.org or by calling 0207 930 3737.

Shareholder information continued
Corporate website. –– report the matter to the FCA using the share fraud reporting
You can access the corporate website at www.tescoplc.com. form at www.fca.org.uk/consumers/report-scam-unauthorised-
The Tesco PLC corporate website provides useful information firm or by calling the Consumer Helpline on 0800 111 6768.
including annual reports, results announcements and share Information on the latest investment scams can be found at
price data, as well as background information about the scamsmart.fca.org.uk/warninglist.
Company and current issues.
Shareholders are encouraged to sign up to receive email Share register analysis.
notification of results and press announcements as they are As at 23 February 2019, the Company had 9,793,496,561 shares
released by registering at www.tescoplc.com/investors/ in issue (24 February 2018: 8,192,116,619) and 246,725 registered
regulatory-news/regulatory-news-email-alerts/. holders of Ordinary shares (24 February 2018: 254,249).
Shareholdings are analysed below.
Shareholder security.
In recent years, Tesco PLC has become aware that its shareholders Breakdown of shareholdings overall.
Number % of issued
have received unsolicited phone calls or correspondence concerning Range of shareholding of holdings share capital
investment matters. These are typically from overseas-based 1 – 500 151,581 0.19%
‘brokers’ who target UK shareholders, offering to sell them what 501 – 1,000 24,086 0.18%
often turn out to be worthless or high risk shares in US or UK 1,001 – 5,000 48,808 1.18%
investments. These operations are commonly known as ‘boiler
over 5,001 22,250 98.45%
rooms’. These brokers can be very persistent and extremely
Total 246,725 100.00%
persuasive. Shareholders are advised to be very wary of any
unsolicited advice, offers to buy shares at a discount or offers of
free company reports. Details of any share dealing facilities that we Breakdown of shareholdings with over 5,001 shares.
Number % of issued
endorse are included in genuine mailings from us and on our website. Range of shareholding of holdings share capital
If you receive any unsolicited investment advice: 5,001 – 10,000 11,730 0.84%
10,001 – 50,000 8,574 1.64%
–– make sure you note the correct name of the person and the
50,001 – 100,000 634 0.45%
organisation and make a record of any other information they
100,001 – 500,000 620 1.46%
give you;
500,001 – 1,000,000 188 1.37%
–– check the Financial Services Register by visiting 1,000,001 – 5,000,000 278 6.50%
register.fca.org.uk to see if the person and firm contacting 5,000,001+ 226 86.19%
you are authorised by the FCA;
Total 22,250 98.45%
–– search the list of unauthorised firms to avoid at www.fca.org.uk/
consumers/unauthorised-firms-individuals; and
Category of shareholders.
Number of % of total Number of % of issued
shareholders shareholders Ordinary shares share capital
Private 240,513 97.48% 546,362,046 5.58%
Institutional and corporate 6,212 2.52% 9,247,134,515 94.42%
Useful contacts.
Tesco PLC registered office Registrars Group Company Secretary
Tesco House Equniti Limited Robert Welch
Shire Park Aspect House Corporate brokers
Kestrel Way Spencer Road Barclays Bank PLC
Welwyn Garden City Lancing Citigroup Global Markets Limited
AL7 1GA West Sussex
Independent auditors
Investor Relations BN99 6DA
Deloitte LLP
Investor Relations Department Telephone (UK) 0371 384 2977
General queries
Tesco House (Outside UK) +44 (0) 121 415 7053
Switchboard +44 (0) 1992 632 222
Shire Park Calls are charged at national rates.
Kestrel Way Calls from a mobile device may Website www.tescoplc.com
Welwyn Garden City incur network extras.
AL7 1GA Website www.equiniti.co.uk
Telephone +44 (0) 1707 912 922
Financial calendar 2019/20.

23 February 2019 2 October 2019 29 February 2020
Financial year end Interim results Financial year end
2018/19 announcement 2019/20
February June October January February

2019 2019 2019 2020 2020
13 June 2019 January 2020

Q1 trading statement and AGM Q3 and Christmas
21 June 2019 trading statement
Proposed payment date for final dividend

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sustainably managed forests and other controlled sources.
Tesco PLC
Tesco House
Shire Park
Kestrel Way
Welwyn Garden City
AL7 1GA
www.tescoplc.com

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Serving shoppers

a little better every day.

That’s why ‘serving shoppers a little better every day’ is

As we celebrate our centenary year, we’re reiterating

Retail operating cash flowΔ(c) Net debtΔ(c)

Statutory profit before tax Statutory diluted EPS

Tesco PLC Annual Report and Financial Statements 2019 1

In support of that, members of the Board have spent time

2 Tesco PLC Annual Report and Financial Statements 2019

Group Chief Executive’s review

“Over the last 100 years, Tesco has

Tesco PLC Annual Report and Financial Statements 2019 3

4 Tesco PLC Annual Report and Financial Statements 2019

Alternative performance measures referred to in this

Tesco PLC Annual Report and Financial Statements 2019 5

Shareholders. Sustainable value.

One hundred years of great value.

More detail on our performance, including

Tesco PLC Annual Report and Financial Statements 2019 7

Jack’s first store:

8 Tesco PLC Annual Report and Financial Statements 2019

We’re proud to be celebrating our centenary, promising great value

Tesco PLC Annual Report and Financial Statements 2019 9

Something for nothing:

Group sales Our footprint

£56,883m 3,787 stores

10 Tesco PLC Annual Report and Financial Statements 2019

Central Europe. Asia. Tesco Bank.

Our footprint Our footprint Our footprint

895 stores 2,038 stores 6 million

A best in class retailer.

12 Tesco PLC Annual Report and Financial Statements 2019

To create value for

Value for customers. Value for colleagues.

Customers liking Colleagues motivated

Annual quantum sales Diluted EPS before

over £1bn 15.4p

An update on our six

14 Tesco PLC Annual Report and Financial Statements 2019

4. Maximise the mix to 5. Maximise value 6. Innovation

Tesco PLC Annual Report and Financial Statements 2019 15

Our Big 6 KPIs.

2016/17 2017/18* 2018/19

Deliver profit. Group operating profit before

to our turnaround, building a platform for items and amortisation of acquired

measure of the Group’s performance.

2016/17 2017/18* 2018/19

Improve operating cash flow.

impact of £(278)m following the failure of a

16 Tesco PLC Annual Report and Financial Statements 2019

Colleagues recommend us as a great place to work and shop.(c) Great place to

Build trusted partnerships. Group supplier satisfaction

Through the year, the majority of our

What we measure. individual measures on ways of working

2016/17 2017/18 2018/19

Δ Alternative performance measures (APM)

Tesco PLC Annual Report and Financial Statements 2019 17

18 Tesco PLC Annual Report and Financial Statements 2019

Tesco’ contributed to our overall UK market sales and volume Central Europe.