Disclosures and Progress

Disclosures and progress

With the introduction of the Little Helps Plan, we remain committed to ensuring that we are open and transparent.

Later in the year we will sharing the measures we will use to track progress against our targets and actions outlined in the Little Helps Plan. In the meantime, we have updated our historical disclosures below.

People

Colleagues recommend us as a great place to work (Group excluding Booker)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

81%

 

83%

83%

These figures are taken from our 'What Matters to You' colleague survey.

The percentage has remained consistent for the last two years. The Little Helps Plan has 6 actions aiming to make Tesco a great place to work. We are dedicated to helping our colleagues succeed by providing them with the flexibility, skills and reward to get on.  

See further information

 

Colleagues recommend us as a great place to shop (Net Promoter Score) (Group excluding Booker)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

41

48

46

These figures are taken from our 'What Matters to You' colleague survey.

We have maintained strong engagement as a great place to shop. We have simplified our structures and introduced a new service model across the Group to improve efficiency, supporting all colleagues to offer the highest levels of customer service.

See further information

 

Percentage of Group colleagues who are female (Group excluding Booker)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

Board of Directors: 27%

Senior managers - Directors: 24%

Senior managers - Directors and managers: 32%

All employees: 57%

Board of Directors: 27%

Senior managers - Directors: 25%

Senior managers - Directors and managers: 36%

All employees: 57%

Board of Directors: 23%

Senior managers - Directors: 25%

Senior managers - Directors and managers: 37%

All employees: 57%

We have signed up to the 30% Club demonstrating our commitment to having strong female representation within our senior leadership team by 2020. As part of the Little Helps Plan we are dedicated to building an inclusive culture where everyone has the opportunity to get on.

See further information

 

Colleague turnover (UK retail business)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

17%

17.1%

20%

In 2017/18 we simplified our structures and introduced a new service model across the Group.

See further information

 

Gender pay gap (UK retail businesses)

2017 performance

Progress

Median: 8.7%

Mean: 12.0%

 

We were one of the first companies to voluntarily report our gender pay data in 2012. This year we have calculated and reported our figures in line with government methodology. Our goal is to help close the gap completely, by providing colleagues with the flexibility, skills and reward to get on.

We aim to support and attract female talent, equip and empower our leaders and ensure we are being inclusive.

See further gender pay reports on Tesco Bank, Booker and dunnhumby

 

Products – Sourcing

Percentage of suppliers who feel satisfied with Tesco (Group excluding Booker)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

70%

77%

78%

These figures are taken from our Supplier Viewpoint survey. We continue to build strong trusted relationships with our suppliers. We were most improved retailer in our relationships with suppliers for the second successive year in the GCA survey published in June 2017.

 See further information

 

Products – Packaging

% of own brand packaging by weight currently widely recyclable (UK retail business)

2016/17

2017/18 performance

Progress

78%

87%

We have made considerable progress but recognise there is more to do. We are always looking for new innovative ways to reduce packaging on our products or make it easier to recycle. We have set a target in our Little Helps Plan to make our packaging fully recyclable or compostable by 2025.

See further information

 

Products – Food waste

Own operations food waste (UK retail business)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

42,680 tonnes

46,684 tonnes

53,126 tonnes 

As we grew our business in 2017/18 and total food sales increased, the level of waste as a % of sales remained broadly flat at 0.5%. We have achieved huge progress in ensuring more good surplus food goes to charity and colleagues and are now introducing a further programme of work to ensure no food safe for human consumption goes to waste.

See further information

 

Own operations food waste (Central Europe)

2016/17 performance

2017/18 performance

Progress

54,102 tonnes (*restated)

38,054 tonnes

We have seen a significant improvement on last year’s figure. The total level of food wasted in Central Europe was 1.2% of all food sales in 2017/18.

Food waste has decreased as a result of improved forecasting and ordering and the rollout of our surplus food redistribution programme.

See further information

 

Own operations food waste (Republic of Ireland)

2016/17 performance

2017/18 performance

Progress

5,933 tonnes

6,786 tonnes

The total level of food wasted in Ireland was 1.2% of all food sales in 2017/18. Last year we introduced new fresh food ranges to our stores which were very successful with customers. As with all new product launches we see an initial increase in waste as we work to get the balance of customer availability just right.

See further information

 

Places – Communities

Amount and percentage of pre-tax profits donated to charities and good causes (Tesco UK, Central Europe and Asia markets)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

£34 million (3.61%)

£37 million (2.89%)

£57.6 million (3.5%)

We are committed to making a real difference to the issues that matter to our customers and colleagues in a number of ways, for example through the local causes we support. Our Community Grants programmes put the power in the hands of our customers to choose, through regular in-store voting, the local projects that Tesco supports financially. Our food redistribution programmes in all our markets are helping to feed people in need.

See further information

 

Amount raised from colleague and customer (Tesco UK, Central Europe and Asia markets)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

£23.1 million

£26.8 million

£19.6 million

Fundraising income has decreased due to the decision to move to one annual food collection rather than two and the development of a new charity partnership at the end of last 2017 with Cancer Research UK, Diabetes UK and British Heart Foundation. A transition period resulted in reduced fundraising events. 

The new partnership will still involve fundraising but the four organisations will also work together to help Tesco’s 300,000 UK colleagues and millions of UK shoppers by removing barriers to healthier habits.

See further information 

 

Foundations

Group carbon footprint (Group excluding Booker)

2015/16 performance

2016/17 performance

2017/18 performance

Progress

4.4 million tonnes

3.9 million tonnes

3.4 million tonnes 

For our own operations absolute carbon emissions we achieved a 13% reduction compared to last year and 26% compared to 2015/16. Investments in refrigerant efficiency have also enabled us to reduce our net carbon intensity per square foot of retail and distribution floor space by 6% compared to last year.

See further information

 

% of our electricity from renewable sources (Group excluding Booker)

2017/18 performance

Progress

55%

This is the first year we have reported on this KPI. 100% of electricity purchased for the UK, Ireland, and Slovakia is renewable, supported by renewable energy certificates. Our target is to source 65% of our electricity from renewable sources by 2020 and 100% by 2030.

See further information

 

Frequency rates for customer injuries (per million transactions at the checkout)

2016/17 performance

2017/18 performance

Progress

Tesco UK and ROI: 33

Central Europe: 4

Asia: 6

Tesco UK and ROI: 32

Central Europe: 2

Asia: 2

Our continued priority is to run every one of our businesses with the utmost concern for the safety of the people and communities we serve, and those who work for or with us.

See further information

 

Frequency rates for work related injuries to retail colleagues (per 10,000 head count)

2016/17 performance

2017/18 performance

Progress

Lost time more than 1 day:

Tesco UK and ROI:153

Central Europe: 207

Asia: 43

 

No lost time or less than 1 day:

Tesco UK and ROI: 686

Central Europe: 202

Asia: 30

Lost time more than 1 day:

Tesco UK and ROI: 151

Central Europe: 186

Asia: 29

 

No lost time or less than 1 day:

Tesco UK and ROI: 608

Central Europe: 196

Asia: 20

UK retail data is now inclusive of the Republic of Ireland and One Stop injuries.

A new E learning tool was has been established in all stores to outline the legal accountabilities and steps included when store managers investigate accidents.

Safety campaigns are being regularly circulated to stores via briefing notes and posters, to ensure safety is considered as a priority.

See further information

 

Frequency rates for work related injuries to distribution colleagues (per 10,000 head count)

2016/17 performance

2017/18 performance

Progress

Lost time more than 1 day:

UK and ROI: 206

Central Europe: 373

Asia:22

 

No lost time or less than 1 day:

Tesco UK and ROI: 739

Central Europe: 531

Asia: 224

Lost time more than 1 day:

UK and ROI: 320

Central Europe: 366

Asia:54

 

No lost time or less than 1 day:

Tesco UK and ROI: 620

Central Europe: 137

Asia: 373

UK distribution data is now inclusive of the Republic of Ireland and One Stop injuries.

Senior managers within distribution attended an upskill program to achieve a nationally recognised Health and Safety qualification.

New safety campaigns have been introduced aimed at improving our colleague’s awareness and responsibility on following safe practices and systems of work.

See further information