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Colleagues.We want Tesco to be a great place to work for all of ourcolleagues, and to make it easier for them to do what theydo best – serving our shoppers.In November, we implemented the final stage of a 10.5%pay increase for our hourly-paid UK store colleagues. Wehave a consistent principle that we aim to pay all colleaguescompetitively against the relevant pay benchmark.Last year, we launched our National Charity Partnership,bringing together three of the UK’s leading health charities:Cancer Research UK, the British Heart Foundation andDiabetes UK.Through that partnership, we are helping our colleagues tolead healthier lives, and this year we conducted the UK’slargest ever workplace health survey, with more than 8,000colleagues taking part. More than 20,000 colleagues havealso benefited from e-learning to support mental wellbeing.We are committed to offering good career opportunities,and this year over 1,000 colleagues took part in one of ourapprenticeship programmes, supporting existing Tescocolleagues to develop new skills and helping young peoplestart their career.4Tesco PLC Annual Report and Financial Statements 2019In Ireland, we were particularly pleased to be independentlyrecognised as a top Irish workplace for a second year, as well asbeing named one of the best workplaces for women, reflectingour aim to give everyone an equal opportunity to get on.Tesco continues to be a place where people can develop,and access a huge breadth of opportunity.However, this has also been a significant year of change forour business, which has had an impact on our colleagues.These changes are necessary as we respond to changes in theway that customers shop with us, and will ensure that we areoperating our business sustainably.Whenever we make any change in our business, our priorityis always to support our colleagues, and to stay true to our values.Our values.No one triesharder forcustomersWe treat peoplehow they want tobe treatedEvery little helpmakes a bigdifference

Strategic reportSuppliers.We continue to strengthen the partnerships we have withour suppliers.For a third successive year, we ranked first in theindependent supplier Advantage survey, and our SupplierViewpoint 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 todeliver great quality products to our customers, at great value.We are committing to long-term strategic relationships withour closest supplier partners, supporting them to invest inimproving the value and quality of our products, andincreasing the efficiency of our supply chain. This year wehave also worked together with our suppliers to makesensible preparations for Brexit, seeking to protect serviceand availability for our customers.As we grow our business, that presents an opportunity forour partners to grow with us too.Through our merger with Booker, suppliers can access thecombined growth of a Group which serves not just the retailmarket, but also wholesale and food eaten ‘out of home’.Our alliance with Carrefour presents a further opportunityfor growth, covering the strategic relationship with globalsuppliers, the joint purchasing of Own Brand products andgoods not for resale.We’re also working with suppliers to make products healthierand more sustainable. In Thailand, we became the firstretailer to bring all our Own Brand soft drinks below 6g ofsugar per 100ml and we have removed trans fats from allTesco bakery items. In the UK, we have worked with oursuppliers to remove more than 2,900 tonnes of hard torecycle materials from our Own Brand products.358 suppliersworked with us to develop1,800 productsfor our new Jack’s brandAlternative performance measures referred to in thisstatement are defined in the Glossary on pages 178 to 181.Tesco PLC Annual Report and Financial Statements 20195

Group Chief Executive’s review continuedShareholders.We continue to create long-term, sustainable value forshareholders, investing in our competitiveness in all of ourmarkets and being more selective in the mix of productswe sell, moving away from loss-making categories.We have made a number of key decisions to support this,including the closure of Tesco Direct, stepping back fromunprofitable general merchandise sales in Central Europe,and an accelerated transformation plan in Asia.We are delivering the synergies from our merger with Booker,with 79m realised in this first year, and we are well on trackto meet our target recurring run-rate of around 200mper year by the end of the third year. Our Joining Forcesprogramme continues at pace, with top Booker productsnow available in 70 Tesco stores and, for Booker customers,a significant improvement in the quality of the top 20fastest-selling retail fruit and vegetable lines.At the same time, we continue to strengthen our balance sheet,reducing total indebtedness and lowering our interest costs.Reflecting our strong underlying financial performance, we arealso proposing a final dividend of 4.10 pence, taking the full-yeardividend to 5.77 pence, an increase of 92.3% year-on-year. Wenow expect to reach a dividend cover level of around two timesearnings (on a post‑IFRS 16 basis) in the 2019/20 financial year.6Sustainable value.It has been a strong year for Tesco, and the strategic decisionswe have made are allowing us to grow our business sustainably.Thanks to the hard work and dedication of our colleagues indelivering our plans, we have already met the vast majorityof our turnaround objectives. This puts us in a good positionto further invest in our competitiveness, and to face intochallenging conditions in each of our markets, including:–– the unlevel playing field created by the business rates systemin the UK, which continues to place a significant burden on theretail industry, with our own bill at around 700m each year;–– changes to Sunday trading regulations in Poland which haveimpacted sales for Central Europe, contributing to a (2.3)%sales decline; and–– the market in Thailand – which is highly competitive andchallenging – and the issuance of government welfare cards,which had an impact of (1.2)% on Asia sales this year, althoughthis had eased by the end of the fourth quarter.While these and other headwinds will continue, we will succeedby staying true to what we have always done best throughoutour 100-year history: being a champion for customers.

Strategic reportThat means offering great value, the best quality, and helpfulservice. Jack Cohen did exactly that when he first set out hismarket stall, and the same spirit still drives Tesco today.It also means creating value in a wider sense, forcommunities and for society.We are committed to tackling the issues that matter – settingtargets and measuring our progress against them.This year we have:–– achieved 81% of our target that no food that is safe forhuman consumption should go to waste in our UK business;–– donated the equivalent of 62.7 million meals to localcharities and community groups in the UK, Ireland, CentralEurope and Asia, and also launched a training programmewith a goal to help more than 1,000 community cooks inthe UK make the most of the donations they receive;–– increased sales of healthy products by 17% year-on-yearin our September 2018 ‘helpful little swaps’ event; and–– begun trials of a ‘reverse vending’ scheme for plasticbottles in the UK and Thailand.We are also partnering with external organisations,working together with shared ambitions. This year wehave launched a new partnership with WWF, with theaim of reducing the environmental impact of the averageUK shopping basket by 50%.We are making good progress in each of the areas of ourLittle Helps Plan, and we want to go even further to achieveour 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. Retailhas changed a lot in that time, and so has our business.From bringing self-service supermarkets to the UK, fightingagainst Resale Price Maintenance, delivering the first-everonline food shop or rewarding loyalty through Clubcard,Tesco has always been at its best when we are doing theright thing for customers.That has been the guiding principle of our four years ofturnaround, and it continues to guide every decision wemake 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 aheadto the future. And as we do so, our focus is clear: to createlong-term, sustainable value for every stakeholder in ourbusiness, for many years to come.Dave LewisGroup Chief ExecutiveMore detail on our performance, includingstatutory results, can be found in ourFinancial review on pages 18 to 23.Tesco PLC Annual Report and Financial Statements 20197

Celebrating 100 years of great valueA born entrepreneur:Jack Cohen founded Tescoin 1919. Jack took his 30demob money at the endof the First World War,bought some surplus armyfood and got himself apitch. By the end of thatfirst morning he’d taken 4, of which 1 was his own.Jack was a grafter.A family man. Andhe worked hardto give customerswhat they needed.1920sJack’s first store:In 1929, Jack set up shopin North London under theTesco name. Tesco comesfrom the initials ‘TES’ ofT.E. Stockwell, a teasupplier and partner ofJack’s, as well as the ‘CO’from Jack’s surname.8Tesco PLC Annual Report and Financial Statements 2019

Strategic reportA lot has changed since Jack Cohen set up his market stallin 1919, but not our commitment to great value.We’re proud to be celebrating our centenary, promising great valuefor customers, colleagues and communities.Tesco PLC Annual Report and Financial Statements 20199

Celebrating 100 yearsof great value.1960sSomething for nothing:We introduced Green Shield stamps in1963, and they soon became a nationalphenomenon. These stamps could beexchanged for a range of goods in ourGreen Shield catalogue, givingcustomers even better value at Tesco.1930sFighting for customers:When Britain went to war in1939, this time Jack fought onthe home front, for fair foodrationing. He worked withGovernment on a simple pointssystem, where everyone wastreated equally, rich or poor.1970sValue at the pumps anda legacy to remember:We changed the rules of fuelretailing, as we opened ourfirst Tesco petrol stations– giving customers anothergreat reason to shop with us.But it was also the end of anera, as Jack Cohen passedaway in 1979.1977Checkout at Tesco:We closed our stores andtook the competition bysurprise with the launch of amajor price-cutting initiativecalled ‘Checkout at Tesco’.Our simple, low prices werean overnight success.

2018Jack is back:We unveiled a new brandand stores, inspired by andnamed after Jack Cohen.Jack’s brings customersgreat-tasting foodat the lowestpossible prices.2019Our centenary:We celebrate one hundredyears of great value.Life in Britain has changed a lot sinceJack made his first sale but today, servingshoppers better still starts with sellinggreat quality food at affordable prices.In our centenary year, we’re doing that inmore ways than ever with exceptionaldeals that take customers back.1990sThe game changers:We launched our iconic ‘Every LittleHelps’ strapline, in a decade full of littlehelps for our customers – from theintroduction of Clubcard, to the launchof our first Express and Extra stores,making it even more convenient forcustomers to shop with us.We also launched our Tesco Valuerange, offering our customers a widerchoice of products at great prices.2000sMore ways to shop:By 2000, technology had moved on a lotsince our first home delivery in 1984– and so had our business. We launchedTesco.com, which today serves millionsof customers every month.In the same decade, we also launchedour F&F clothing brand and Tesco Bank.

About TescoWe’re passionateabout servingshoppers alittle betterevery day, instore and online.UK & ROI.Our UK & ROI business is the largestin the Group. With a leading marketposition, we operate Tesco storesfrom convenience formats throughto larger stores – as well as ourwholesale business, Booker.Group sales 56,883mOur footprint3,787 storesColleaguesaround340,000Operating profit(a) 1,537mUK & ROICentral EuropeAsiaTesco Bank(a)1079%11%8%2%Excludes amortisation of acquired intangibles and exceptional items.Tesco PLC Annual Report and Financial Statements 2019

Strategic reportCentral Europe.Asia.Tesco Bank.Our footprintOur footprintOur footprintColleaguesColleaguesWe are present in four CentralEuropean countries, withhypermarkets and conveniencestores in the Czech Republic,Slovakia, Hungary and Poland.895 storesaround50,000Operating profit(a) 186mOur Asia business has operations inThailand, where we operatehypermarkets and conveniencestores under the Tesco Lotus brand,and in Malaysia.2,038 storesaround60,000Operating profit(a) 286mTesco Bank is based in the UK, andaims to be the bank for people whoshop at Tesco, providing simple andconvenient retail banking andinsurance products.6 ing profit(a) 197m11

Our business modelA best in class retailer.Our differentiatingcapabilities.Touch every partof our business.Understanding customers.Customers are at the heart ofeverything we do, and everydecision we make.From customer tasting panelsas we develop new products,through to the insight we getfrom Clubcard, we use ourexpertise to understand andmeet our customers’ needsbetter than anybody else.CustomersTesco exists to servecustomers – listening to themand acting on what is mostimportant, however theychoose to shop with us.Our colleagues.We are a business that’s aboutserving people. We are at ourbest for customers when everyone of our 450,000 colleaguesis focused on delivering greatservice – and we share a singlepurpose: to serve shoppers alittle better every day.ReinvestScale and reach.We have an unparalleled reach,through our store network andour Grocery Home Shoppingservice – as well as Booker’sBusiness Centres and deliveredwholesale network – allowing usto bring great quality productsto even more customers.Own Brand and Product.We put great care into sourcingthe best quality products, withexpert technical teams and closepartnerships with growers andsuppliers – supported by a familyof unique brands, from Finest*to Free From.ChannelsTo bring the best productsto customers, we workthrough a range of channels– from small shops to largeshops, and our onlinebusiness. Booker gives usaccess to further channels,including Business Centresand delivered wholesale.Services.Through Tesco Bank and TescoMobile, we can bring newservices to customers andearn their loyalty.Innovation.From recipe development andreformulation, to new technologyand systems, we encourage aculture of innovation so that ourbusiness remains at the cuttingedge of new trends and demands.12Tesco PLC Annual Report and Financial Statements 2019Our focus is always on makingTesco the best it can be forour customers. The better ajob we do for customers, themore we will improve sales;the more our sales improve,the more we can reinvestin further improvingthe shopping trip.ProductsWe build close andmutually-beneficialrelat

You can read more about our approach to sustainability on pages 24 to 31 of this Report, and in our separate Little Helps Plan report. This has been a significant year for Tesco - not just because of its historical importance, as we celebrate 100 years of great value - but also because of the strong position we have built in our ongoing