Tesco PLC – Annual report – 22 February 2025
Industry: retail
Longer term viability statement.
Assessing the Group’s longer-term prospects and viability
The Directors have based their assessment of viability on the Group’s current long-term plan, which is updated and approved annually by the Board. The plan delivers the Group’s purpose of ‘serving our customers, communities and planet a little better every day’ and is underpinned by a clear strategic focus on creating sustainable, long-term value for every Tesco stakeholder.
The Group conducts an annual strategic planning process, comprising a comprehensive reassessment of progress against the Group’s strategic objectives, alongside an evaluation of the longer-term opportunities and risks in each market in which the Group operates. The process for identifying the principal and emerging risks in each market is an important input to this process.
The Group’s strategic plan and viability statement are both considered over a three-year period, as this time horizon most appropriately reflects the dynamic and changing retail environment in which the Group operates.
Long-term planning process
The long-term planning process builds from the Group’s current position and considers the evolution of the strategic objectives over the next three years. Three years is selected as the Group’s planning horizon and viability period based on the pace of change in both the competitive landscape and customer shopping behaviours within the retail sector.
Current position
Our multi-year performance framework, strategic drivers and capital allocation framework, which were introduced in 2021, continue to guide management’s actions.
The multi-year performance framework sets out the objectives of the business: to drive top-line growth; to grow absolute profits while maintaining sector leading margins; and to generate stable free cash flow each year. The delivery of these objectives will enable the Group to maintain a strong balance sheet, invest for growth and deliver improved returns for shareholders.
The Group continues to invest in delivering great value, quality and customer service, while delivering sustainable growth, supported by:
- a strategic focus on driving growth and continued focus on cost reduction from simplification of the operating model;
- a clear set of financial priorities to deliver cash profit, free cash flow and earnings per share growth, underpinned by a robust capital allocation framework; and
- a diversified business portfolio covering retail, wholesale, financial services and data science.
Refer to the Chief Executive’s review on page 11 and the Financial review on pages 24 to 30 for further detail regarding the Group’s strategic and financial progress.
Longer-term prospects
The following factors are considered both in the formulation of the Group’s strategic plan and in the longer-term assessment of the Group’s prospects:
- The principal risks and uncertainties faced by the Group, as well as emerging risks as they are identified, and the Group’s response to these;
- The prevailing economic climate and global economy, competitor activity, market dynamics and changing customer behaviours;
- Any structural changes in how customers shop, additional costs incurred by the Group and potential macroeconomic consequences of inflation due to geopolitical events and global supply challenges;
- Opportunities for further cost reduction through operational simplification and leveraging technology; and
- The resilience afforded by the Group’s operational scale.
Assessing the Group’s viability
The viability of the Group has been assessed, considering the Group’s current financial position, including external funding in place over the assessment period, and after modelling the impact of certain scenarios arising from the Group’s principal risks outlined on pages 40 to 49.
Three ‘severe but plausible’ scenarios have been modelled which address the principal risks that the Group has assessed would have the most direct and material impact on the Group. None of the modelled scenarios, either individually or in aggregate threaten the viability of the Group. The hypothetical scenarios described are also used as the basis for the risk-weighted cash flows which are included in our impairment of non-current asset sensitivity analysis. For more information, please refer to Note 15 on pages 164 to 167.
We expect to be able to refinance external debt and renew committed facilities as they become due, which is the assumption made in the viability scenario modelling. Our committed facilities remain undrawn as at the end of the financial year. Please refer to Note 22 on page 171 for further details on our debt profile, including maturity dates. The scenarios on the left are hypothetical and purposefully severe with the aim of creating outcomes that could threaten the viability of the Group. In the case of these scenarios arising, additional mitigation options are available to the Group to maintain liquidity to continue in operation, such as:
(i) accessing new external funding early;
(ii) short-term cost reduction actions; and
(iii) reducing capital expenditure.
None of these mitigating actions are assumed in our current scenario modelling.
Viability statement
Based on these severe but plausible scenarios, the Directors have a reasonable expectation that the Company will continue in operation and meet its liabilities as they fall due over the three-year period considered.
Did you know:
In assessing the Group’s viability, the Directors have conducted a robust assessment of the principal risks and uncertainties facing the Company, including those that would threaten its business model, future performance, solvency or liquidity.
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