Tesco 2009 Annual Report Download - page 7

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Tesco PLC Annual Report and Financial Statements 2009
CHIEF EXECUTIVE’S Q&A
These actions, combined with our core strengths – in selling
food and everyday essentials, owning our own property and
having a broad business base – are helping us to cope well with
the effects of the downturn. We are also pleased with the early
performance of Tesco Personal Finance under our ownership and
with the converted Homever stores in South Korea. As a result,
we have delivered a solid sales and profit performance, both in
the UK and internationally, whilst continuing to invest in our long-
term strategy for growth. We have made a good start to the new
financial year and I am confident Tesco will continue to make good
progress even in the current global economic environment.
Q: It has been a very tough time for the economy but the good
news is it has been very sturdy growth for Tesco. How have you
managed that?
A: It has been a very good year and mainly of course that is the dividend of
having a long-term, consistent strategy. We’ve invested into this slowdown
and that has given us good momentum through the recession. We are
growing fast in our overseas countries, laying out networks of stores
and we are still opening new space in the UK as well. In addition to that,
of course, people have to eat – we’re blessed in that sense, so we don’t
face the worst of the slowdown. We’ve also adjusted our business both in
the UK and around the world to make sure that we offer better value
and better ranges which keeps customers in the stores, and helps
volume in the business.
Q: You’re very much in the front line when it comes to knowing
what customers are thinking, how they are behaving. Are there
any signs that we have perhaps reached the bottom of the
recession? What lies in store for the economy do you think?
A: It is very fluid at the moment – changes are happening over weeks,
so I don’t think you can see any clear direction yet. What I would say is
that it looks as if things are stabilising on the consumer front. In the UK
the lower interest rates help, as do the lower fuel prices and energy
prices, and coupled with the work that we have done in reducing food
prices for customers – this helps rebuild confidence. In Central Europe
the economies had a big decline early in the summer and the autumn
of 2008 – that feels as if it has levelled out, which is encouraging. In Asia
it is too early to say. Their decline came later with the destocking of the
supply chain and so for them it really hit around December. These are
strong economies and the destocking will end and we’ll start to get
restocking in the pipeline which will help.
Q: Priorities change during a recession – for business and
customers alike. Is there a risk that the focus on green and
corporate responsibility slips somewhat?
A: It is important that it doesn’t and it’s one of the reasons we lay
such emphasis within Tesco on our ‘Steering Wheel’ – our balanced
scorecard – so that whatever is going on in the outside world, we
keep focused on the things that matter long term. Of course price
and trading is important at the moment, but there are big long-term
objectives around community and the environment that we have got
to stay committed to. Tesco has to help customers change from mass
consumption to green consumption. On climate change, we’ve got to
learn how to run this business on 80% less carbon. We have got great
plans and we are making great progress. Of course it helps the business
too – not wasting things is a very good habit at a time like this and one
of the reasons our energy bills are down £100 million this year is because
of all of the green initiatives we’ve been working on over several years.
Q: Bearing in mind what you have seen in the US so far, are you
pleased with the progress?
A: I am, yes, because there’s lots to be pleased about. Clearly nobody
would have chosen to open into the scale of recession that we’ve seen
there, which is particularly stiff in the Western United States, but the
customers love the stores and they appeal right across the income range
and the age range, and that bodes very well for their long-term appeal.
Fresh & Easy is more than just a niche retailer – it’s a new and different
form of retailing. Customers obviously like the fresh foods and they
like the own-brand products, but also are increasingly recognising the
tremendous prices that are on offer and of course that is very important
at the moment. The operation is very good and it’s strong. We really
have created the business that we set out to create in terms of the
highest, freshest quality in the market at the best prices in the local
neighbourhood. We are expanding the business at a good rate and
morale is high.
Q: What excites you most about the year ahead?
A: First of all we’re growing – and we’re serving more customers. They
have needs; they are just different needs at a time like this. It’s what
Tesco is for – to stay close to customers and change as their needs
change. That’s got to take a different form in different categories or in
different parts of the world. It’s important you have strong, confident
local leadership teams who take the responsibility to make those
changes. I believe that is happening. If you look at our businesses –
whether it’s non-food, financial services or in our international markets
– we are growing strongly and we are growing market share. There’s
more that we have to do from place to place, but confidence is high.
People know what they have to do and have the authority to do it.
At a time when customers everywhere are
feeling the economic strain, we are responding
to their changing needs in all our markets by
lowering prices, introducing more affordable
products and offering even sharper promotions.
Sir Terry Leahy, Chief Executive
To see a full video interview go to
www.tesco.com/annualreport09/presentations