# data[].attributes.headline
Tesco Case Study - By Makayla, Assya, Cheverne and Ameera

# data[].attributes.subject
Tesco Case Study - By Makayla, Assya, Cheverne and Ameera

# data[].attributes.body
Please read me first to supplement the knowledge through This case study via our Padlet.

We hope you enjoy!

# data[].attributes.attachment_link.title
Case Study Tesco - Makayla, Assya, Cheverne and Ameera. 19.10.2018

# data[].attributes.body
Welcome to our padlet dedicated to allowing you to understand Tesco, who they are and which systems they use on a day-to-day basis, and how this supports the customer cycle, CRM, revenue and quality management. Don't forget to read through the Tesco case study pinned above this post. It has an in-depth insight into Tesco and the information systems they use, the Padlet is additional information for your leisurely use! Feel free to leave a comment below!

Many thanks

# data[].attributes.body
As a group, we decided to go for a timeline style approach to conveying this information about Tesco's information systems. Please read our Tesco case study for a further in-depth analysis (attached to this post) in order to gain a more detailed version of our padlet. We designed the padlet to complement the case study.

The padlet has a look at the below:

- An introduction to Tesco and supportive mixed media about the history and nature/progression of the superstore.

- Information systems used

- Benefits of the technologies

- brief Critical evaluation and discussion of specific technologies (e-commerce/EPOS/MIS)

- Recommendations based on the above.

We hope you enjoy, and please do leave a comment below or on anything you find interesting!

Thank you

Assya, Cheverne, Makayla and Ameera

# data[].attributes.headline
A gentleman named Jack Cohen founded Tesco in 1919 when he began selling groceries in East London. Due to great success, Jack was able to open 100 (1939) small new stores in areas of London for the public (Tesco plc, 2018). 

# data[].attributes.subject
A gentleman named Jack Cohen founded Tesco in 1919 when he began selling groceries in East London. Due to great success, Jack was able to open 100 (1939) small new stores in areas of London for the public (Tesco plc, 2018). 

# data[].attributes.body
Pictured below

# data[].attributes.headline
The supermarket was first established as a British international grocery store trading to the general public and expanded into becoming a general merchandising retail chain developing their product range, trading electronics, clothing, toys, petrol etc. (Business News, 2010).                                                                                                     Tesco generated a total of revenue £62.54bn online and instore (2010) with a total number of 6,800 stores and 440,000 employees (Tescoplc, 2018) worldwide including countries such as China​, Japan, Hungary, Ireland, United States and Poland (Business News, 2010).

# data[].attributes.subject
The supermarket was first established as a British international grocery store trading to the general public and expanded into becoming a general merchandising retail chain developing their product range, trading electronics, clothing, toys, petrol etc. (Business News, 2010).                                                                                                     Tesco generated a total of revenue £62.54bn online and instore (2010) with a total number of 6,800 stores and 440,000 employees (Tescoplc, 2018) worldwide including countries such as China​, Japan, Hungary, Ireland, United States and Poland (Business News, 2010).

# data[].attributes.body
Tesco began selling good electronically in 1984 via television interface. Since then they have demonstrated strategic use of information systems and technology to develop and enhance the customer shopping experience online and instore, rated no. 3 in the Internet Retailer top 400 Europe. Innovative advancements such as touch self-service machines POS to improve efficiency, phone app for faster shopping and loyalty cards in order to retrieve consumers data for marketing purposes or record and use by company to monitor spending and product interest (CC, 2016)

# data[].attributes.body
A glance at Tescos markets and teams across the globe.

# data[].attributes.attachment_link.description
See what our team of over 500,000 colleagues working across 12 markets do to serve millions of customers every day. Visit http://www.tescoplc.com to find out more.

# data[].attributes.headline
A few words on the importance of seamless multi-channel retail

# data[].attributes.subject
A few words on the importance of seamless multi-channel retail

# data[].attributes.attachment_link.description
We are relentlessly focused on helping our customers shop however, whenever and wherever they want with us. Visit http://www.tescoplc.com to find out more.

# data[].attributes.body
A virtual store trialed for Tesco's HomePlus stores in South Korea, the customer scans the QR codes of the products they'd like, and the shopping is delivered to their door within the hour.

# data[].attributes.attachment_link.description
This is what it looks like to be leading edge in the digital world e-commerce: Tesco

# data[].attributes.body
How Tesco are using e/c-commerce to create wider opportunities for customers to interact via foods.

# data[].attributes.attachment_link.title
TESCO: Tesco Discover App Augmented Reality Promo

# data[].attributes.attachment_link.description
The new Tesco Discover app developed by Engine Creative allows users to scan Tesco publications to reveal additional Augmented Reality (AR) content where they can engage with editorial features, purchase products using buy links, discover more about the provenance of Tesco products, engage with specific promotional products via recipe cards and enter competitions.

# data[].attributes.body
An insight into M-commerce consumer behaviour - full article: https://bit.ly/2PdhUhi

# data[].attributes.headline
The chairman talking Tesco progression and their 6 strategic drivers.

# data[].attributes.subject
The chairman talking Tesco progression and their 6 strategic drivers.

# data[].attributes.body
John Allan sharing his thoughts on Tesco.

# data[].attributes.attachment_link.title
Tesco Annual Report 2016/2017 | John Allan, Chairman

# data[].attributes.attachment_link.description
Tesco Chairman, John Allan shares his thoughts on our 2017 Annual Report. For the full Annual Report please visit the Tesco PLC website: http://bit.ly/2r8lQ76

# data[].attributes.headline
Tesco began selling good electronically in 1984 via television interface. Since then they have demonstrated strategic use of information systems and technology to develop and enhance the customer shopping experience online and instore, rated no. 3 in the Internet Retailer top 400 Europe. Innovative advancements such as touch self-service machines POS to improve efficiency, phone app for faster shopping and loyalty cards in order to retrieve consumers data for marketing purposes or record and use by company to monitor spending and product interest (CC, 2016) 

# data[].attributes.subject
Tesco began selling good electronically in 1984 via television interface. Since then they have demonstrated strategic use of information systems and technology to develop and enhance the customer shopping experience online and instore, rated no. 3 in the Internet Retailer top 400 Europe. Innovative advancements such as touch self-service machines POS to improve efficiency, phone app for faster shopping and loyalty cards in order to retrieve consumers data for marketing purposes or record and use by company to monitor spending and product interest (CC, 2016) 

# data[].attributes.headline
Tesco on Technology and the change in consumer behaviour

# data[].attributes.subject
Tesco on Technology and the change in consumer behaviour

# data[].attributes.body
In Tesco like:

# data[].attributes.body
A way in which e-commerce and mobile payments are used in Tesco.

# data[].attributes.body
A gif about technology

# data[].attributes.attachment_link.readable_text
Tesco CRM Case Study

Tesco is the second largest retailer in the world measured by profits, and the third largest measured by revenue. Not only does it have stores in 14 countries across Asia, Europe, and North America, but it's also the grocery market leader in the UK, Malaysia, the Republic of Ireland, and Thailand.

Although their success can mostly be attributed to their competitive pricing, comprehensive product and service range, affiliated programs, and global accessibility, their aggressive marketing and CRM strategies have played a central role in helping them retain their competitive advantage and large marketshare.

The Tesco Loyalty Card / ClubCard Scheme

One of the worlds most successful loyalty schemes

Partners with other companies such as gas, hotel and car hire facilities thus giving users more opportunities to earn points

Different schemes for different family members: Tesco Kids Club, Tesco Baby and Toddler Club, Tesco Healthy Living Club, World of Wine Club

Allows for targeted communication, thus, there are over four million variations of its quarterly mailing to ensure that discounts and offers are tailored specifically for the customer

Insights gained from the analysis of shopping patterns were able to be actioned into marketing and retail programs which encouraged customer satisfaction and loyalty to Tesco.

Comment Cards
Customer Question Time sessions are held twice each year, where 12,000 customers participate. This enables Tesco to gather more data on customer views on product, price, quality, service, and community involvement

Product Offerings and Ranges

Healthy Living: Over 400 products which are low in fat and sodium

Free From: Produced for people who have food allergies or dietary requirements

Special Healthy Kids Snacks: A dedicated range of kids food products that are high in fibre, fruit and vegetables

Using data gathered from Clubcard and comment cards, Tesco have been able to create a variety of product ranges to suit different target groups, such as:

# data[].attributes.attachment_link.description
Tesco CRM Case Study Tesco is the second largest retailer in the world measured by profits, and the third largest measured by revenue. Not only does it have stores in 14 countries across Asia, Europe, and North America, but it's also the grocery market leader in the UK, Malaysia, the Republic of Ireland, and Thailand.

# data[].attributes.body
The history of e-commerce

# data[].attributes.body
E-commerce, or electronic commerce, is the buying, selling of goods, services, transmitting funds or data, over an electronic network, primarily the internet. These business transactions occur either as a B2B, B2consumer, consumer to consumer or consumer2B

# data[].attributes.body
Tesco rated number 2 for e-com growth

# data[].attributes.attachment_link.description
We created Tesco Shopper's Advantage, the worldwide benchmark for CRM programs. Tesco was looking to protect dwindling market share and to achieve long-term growth. With the launch of Tesco Clubcard, we helped the retailer transform their business by leveraging customer insight, to create a mutually profitable relationship with 15 million customers.

# data[].attributes.body
The computer-basedsystem that Tesco uses is the Management information system (MIS). This system includes a software that helps the Tesco managers in decision making when managing, evaluating and efficiently running the different department of Tesco which provides information from the past, present and prediction.

# data[].attributes.headline
See Page 8. Insight on e-commerce and Tesco

# data[].attributes.subject
See Page 8. Insight on e-commerce and Tesco

# data[].attributes.headline
Academic review: E-Commerce system examples and statistics

# data[].attributes.subject
Academic review: E-Commerce system examples and statistics

# data[].attributes.attachment_link.readable_text
Tesco has signed a #60 million contract with Siemens-Nixdorf to replace all its electronic point of sale (Epos) terminals in the UK and Europe with PC-based systems over the next three years.

All the 568 Tesco UK stores will get the new terminals, along with many of the 100 stores in both France and Ireland. Trials have already begun in 25 stores, including one in Poland.

According to IT director Ian O'Reilly, the existing terminals are 10 years old and the store wanted a standard software platform for running new features and future applications. The Epos PCs also conduct check-out operations faster and require less training for operators.

"At Tesco, IT creates genuine advantage for us as a business, and the new generation point of sale solution will allow us to place even more emphasis on first class service through the use of touchscreen technology," he said.

O'Reilly would not comment on what the Epos PCs would be used for beyond till operations, but Tesco is to announce a range of new services in conjunction with its banking partner later this year. Further expansion of its Club Card services using the Epos PCs is also likely.

The new terminal chosen by Tesco is the Siemens-Nixdorf Beetle with SNIkey full colour touchscreen monitors. Each terminal includes a Pentium P133 processor, scanning system, fast thermal printer, and is runs Microsoft Windows.

These Epos PCs are capable of showing video, interactive services and even accessing the Internet.

O'Reilly insisted that, although a major aim of this project was providing a platform for future developments, it was not being driven by a desire for new technology but for improved customer service.

"This move is business-driven. We make a strong point in our company that all our technology projects have business sponsors. That is the oldest lesson I as an IT director could impart," he claimed.

The #60 million contract includes support as well as installation of a new cable infrastructure in each store to support the systems.

# data[].attributes.attachment_link.title
Tesco spends #60 million to upgrade Epos across Europe (335) | V3

# data[].attributes.attachment_link.description
Tesco has signed a #60 million contract with Siemens-Nixdorf to replace all its electronic point of sale (Epos) terminals in the UK and Europe with PC-based systems over the next three years. All the 568 Tesco UK stores will get the new terminals, along with many of the 100 stores in both France and Ireland.

# data[].attributes.headline
A podcast about TESCO information systems to give you more of an insight on the many systems used to run Tesco on a daily basis!

# data[].attributes.subject
A podcast about TESCO information systems to give you more of an insight on the many systems used to run Tesco on a daily basis!

# data[].attributes.attachment_link.readable_text
So what exactly is a purchasing cycle? Well it's the steps taken to order and pay for products that a business requires. The purchasing cycle determines the frequency that products are purchased.

Below you will find the steps for a Standard procurement cycle, and then when it involves tendering.

I. 11 Steps in a Standard Procurement Cycle

1. The Need
You need to identify that there is a need to update the inventory or stock. You may also need a business service or ad hoc product.

2. Specify
Now you need to decide how much and when you want the products or services delivered.

3. Requisition or Order
This is when you write the purchase order or requisition order.

4. Financial Authority
Before the order can be placed, it usually requires some kind of authority for its purchase. With some purchase orders, this is reasonably automatic. With a large order that will be put out to tender it could be multi staged.

5. Research Suppliers
Repetitive orders usually have set suppliers, although it does no harm to review the options sometimes. Other orders will either need to go out to tender or there will be a choice of suppliers.

6. Choose Supplier
The supplier is now chosen.

7. Establish Price and Terms
In a large company, many suppliers will be contracted with a Master Agreement where prices and terms are set for a defined period. For other orders, now is the time to negotiate terms and prices.

8. Place Order
At this stage in the purchasing cycle, the order is placed and this becomes a contract between the business and the supplier.

9. Order Received and Inspected
The goods are delivered, checked in the warehouse and entered into the inventory. Shortages and breakages are reported to the supplier for the appropriate credits to be supplied.

10. Approval And Payment
Usually within 30 days, the invoices are received and paid.

11. Update Of Records
The purchasing ledger and stock records are updated. This is automatically done by many purchasing computer systems.

II. 14 Steps for Purchasing Cycle with Tenders

1. The Need
In this case, the need usually goes through a business case and is then tightly defined and specified.

2. Financial Authority
This usually happens at a higher level and includes the management of the department that requires the goods.

3. RFP
A Request For Proposal (RFP) is written, in which the need is highly specified.

4. Invite Tenders
This is always done formally, usually by posting the request in trade magazines and appropriate web sites. Government projects are posted on government web sites.

5. PQQ
A Pre Qualification Questionnaire (PQQ) is sent out to likely suppliers in order to select a short list of appropriate potential suppliers.

6. Tenders
The tenders are sent in from the qualified suppliers.

7. Qualifying
A number of meetings are held to clarify any questions that suppliers may have.

8. Evaluation
This is the most exciting part of the purchasing cycle and can take many weeks for a big tender. All the tenders are evaluated and the requirement awarded to the winning bidder.

9. Negotiation
The fine print of the terms and conditions are negotiated with the chosen supplier. The price is fixed at the bid price.

10. Contract Award
In a very short time, the contract is awarded to the chosen bidder.

11. Manage Contract
This is the period in the purchasing cycle when the goods are delivered.

12. Approval And Payment
If the contract is carried out completely then full payment is made. If there are problems, there may be a damage request.

13. Sign Off
At the end of the contract work and deliveries, the contract is signed off and all relationships with the supplier are finished.

14. Update Of Records
The purchasing ledger and stock records are updated. This is automatically done by many purchasing computer systems.

Return from Purchasing cycle to Purchasing Strategies Return from Purchasing cycle to Purchasing Procurement Center Homepage

# data[].attributes.attachment_link.title
The Purchasing Cycle Steps - How Purchases Are Made?

# data[].attributes.attachment_link.description
So what exactly is a purchasing cycle? Well it's the steps taken to order and pay for products that a business requires. The purchasing cycle determines the frequency that products are purchased. Below you will find the steps for a Standard procurement cycle, and then when it involves tendering.

# data[].attributes.headline
A journal entry explaining CRM and the relationship with the customer cycle.

# data[].attributes.subject
A journal entry explaining CRM and the relationship with the customer cycle.

# data[].attributes.body
Revenue management is a process that is described as "the art and science of maximising revenue under variable conditions." (Adams et al., n.d.)

# data[].attributes.body
In 2014, eight of Tescos executives were asked to step aside when an issue of an overstatement of profits by 263m was raised. This video looks at what happened within Tesco's revenue management to allow such a fundamental financial 'blackhole' to unfold.

# data[].attributes.attachment_link.readable_text
Tesco PLC is one of the world's largest retailers, operating in 13 countries with a workforce of almost 500,000. It is pursuing an ambitious climate change strategy across its worldwide operations to become a zero-carbon business by 2050. This case study portrays the approach taken by Tesco PLC in the UK to manage its carbon emissions through integration of climate change into its business operations. It exemplifies the green business practices implemented at Tesco UK within its property and distribution functions and how they have affected the quality of work and employment. The case study was prepared in December, 2011.
Introduction

Tesco PLC is an international retailer operating around 5,600 stores in 13 countries and employing almost 500,000 people worldwide. Its headquarters and the major part of business are based in the UK where it was founded over 90 years ago. Currently it is the largest UK private sector employer with 294,000 employees.

Being among the world's largest retailers, Tesco was responsible for 5.4 million tonnes of carbon dioxide (CO ₂) emissions in 2010-2011 which, according to the European Energy Agency ( EEA), is comparable with the average energy use of about one million EU households.

Tesco recognised this responsibility in 2007 alongside the great potential to contribute to climate change mitigation. Consequently, it developed a climate change strategy to curb the carbon emissions from its business, ultimately aiming to become a zero-carbon business by 2050.

In 2011 Tesco was named the top retailer globally in the Carbon Disclosure Project for its carbon reporting and reduction measures and top FTSE 350 company. Also in 2011, Tesco won the Guardian Sustainable business award. Tesco is a member of the FTSE4Good and Dow Jones Sustainability indices and has held platinum status in the Business In The Community Corporate Responsibility Index since 2007. Tesco endows the Sustainable Consumption Institute at the University of Manchester.

This case study portrays the approach taken by a large corporation to manage its carbon emissions through repeated integration of climate change into its business operations. The analysis is limited to the Tesco UK business practices to reduce its direct carbon emissions, although most of these practices are adopted across all Tesco's operations.

Drivers and motivations

A number of factors drove Tesco to adopt a climate change strategy.

It was motivated by Tesco's corporate responsibility agenda, which arose at the top management level with a recognised will to actively address climate change and to pursue sustainable profits in the long term.

High awareness of climate change among UK customers allowed the company to capitalise upon its ambitions and, simultaneously, make a value proposition to engage its customers.

The company perceives the high relevance of climate change to the core of retail business. As explained on its website:

Climate change transcends national boundaries, and threatens to affect us all in many different ways: from risks to supply chains, to the direct impact that changes in the climate will have on our customers' lives and the operation of our stores.

A carbon reduction strategy comes along with reductions in costs and business risks though lower energy use, thus giving higher energy security and higher resource efficiency:

We see a more carbon-constrained future, a future where carbon energy continues to be more expensive, and we want to operate effectively and sustainably within that future.

Overall, Tesco saw an opportunity to position itself as a leading business on climate change agenda and simultaneously pursue desirable changes in its business operations.

Green business practices

Direct carbon footprint

The scope of Tesco direct carbon footprint is defined according to the international standard of the World Resources Institute ( WRI) and the World Business Council for Sustainable Development ( WBCSD) Greenhouse Gas Protocol, adapted to business specific activities. Tesco has commissioned specialist consultants, ERM, to assist with the framework design.

For a retailer there are three major sources of carbon emissions:

energy consumption in buildings;

energy consumption in the distribution of goods;

refrigeration gases.

Carbon reductions in buildings

Tesco aims to halve its building emissions per square feet against a 2006-2007 baseline by 2020. Tesco buildings consist of stores, distribution centres and offices.

First and foremost, energy efficiency measures are applied in buildings with measures including:

efficient and natural lighting solutions;

energy conservation (for example, doors on refrigerators);

more efficient equipment.

Second, leakages of hydrofluorocarbon (HFC) refrigerants comprise a significant share of the company's footprint. HFCs have a global warming potential many times greater than that of CO ₂. To address this Tesco has strict maintenance regimes to minimise refrigerant gas leakage. Tesco also has over 100 natural refrigerant (CO ₂) installations in 11 of its markets worldwide. Measures to reduce the carbon impact of refrigeration are having a real impact and in 2010-2011 they prevented Tesco from emitting 165,000 tonnes of carbon dioxide equivalents (CO ₂ e) into the atmosphere in the UK alone;

Third, renewable energy is generated to power and heat Tesco stores, offices and distribution centres. Examples of Tesco's renewable energy installations worldwide include:

solar panels;

wind turbines;

ground source heat pumps;

combined heat and power (CHP) power plants which run off biofuels such as waste fish oil.

Finally, Tesco operates six zero-carbon stores worldwide, of which four are in the UK. They comprise all the measures mentioned. Buildings are designed, built and equipped with carbon efficiency in mind while being powered by renewable energy. The first zero-carbon store was launched in 2009 in Ramsey, UK; it uses 66% less energy than a typical store. The energy it does need is provided from renewable CHP.

In addition to the low-carbon technology solutions, Tesco employs performance management tools to incentivise energy-efficient operations. Stores and distribution facilities have energy budgets set and reviewed weekly. Energy displays are installed to communicate energy consumption to staff.

Carbon reductions in distribution

By 2012 Tesco strives to halve distribution emissions of each case of goods delivered against a baseline of 2006. To achieve this, the '4Fs plan' is being implemented.

'Fuller cages' initiative aims to transport maximally full pallets, relying on warehouse workers' performance and optimal warehouse planning.

'Fuller trucks' refers to optimal logistics planning in order to minimise the miles of empty trucks coming back to a distribution centre. Arrangements are made for Tesco trucks to pick up a supplier's goods on their way back to a distribution centre.

'Fewer miles' aims at optimisation of the distribution network to have most efficient routes. Tesco UK has reorganised their distribution centres from having 36 units to currently 26 units, but in better locations closer to stores.

'Fuel economy' is achieved through eco-driving practices and technical vehicle enhancement such as double-decker trailers or aerodynamic improvements. All drivers are personally monitored on their fuel consumption and driving manner.

There is considerable employee involvement in the 4Fs strategy, which relies on logistic planners, drivers and warehouse staff to achieve success.

Tesco has also invested in alternative modes of transport and has transferred more freight from road to rail than any other retailer in the UK.

Climate change dimension of business

To make it effective, Tesco's climate change strategy is thoroughly integrated into its business operations on different levels.

At corporate level, there is a climate change team which formulates Tesco's carbon strategy, sets targets for emissions reductions, and shares expertise on climate science and policies. In addition, within the property and distribution functions, there are environmental experts specialised in technical knowledge of low-carbon solutions.

Corporate carbon reduction targets are cascaded down to country business units, which develop their roadmaps to deliver assigned emission reductions. Ultimately, carbon reductions measures are implemented by local distribution and property teams, who work closely with environmental experts within their function and in the climate change team.

On an operational level, thousands of staff running stores, distribution centres and transporting goods are provided with carbon-related key performance indicators (KPIs) to induce behavioural change.

In this model, the climate change dimension is embedded in business operations from strategic to operational level.

Results

By 2010 Tesco UK had reduced its absolute emissions by 5% despite growing the business by 7%. A press release issued in December 2011 said that green business practices implemented since 2006 had yielded estimated savings of £200 million in global energy costs in 2010.

Anticipation and management of the impact of green change on quantity and quality of jobs

Impact on quantity of jobs

The climate change strategy at Tesco UK affects three main groups of employees. The new green jobs at Tesco comprise a team of climate change experts and policy advisors. Additional environmental specialists are recruited to property and distribution teams to support them on function-specific carbon reduction measures. Since property undertakings are more knowledge-intensive and diverse, the property function has a team of eight environmental experts. Meanwhile, to facilitate the green business practices within distribution, one new green job of distribution environmental manager was created.

The UK property team has 625 employees who manage current estate and build new stores. All employees within property function are affected by the climate change strategy because energy-related issues are embedded in most of their activities. As a result, all jobs in the property team were transformed by adapting their skills to achieve carbon reductions. In addition, approximately 250,000 employees in Tesco UK stores take part in building emission reductions through behavioural energy conservation measures to meet store energy KPIs.

The UK distribution team represents a group of transformed green jobs since the '4Fs plan' to reduce carbon emissions implies behavioural changes or performance targets in their daily work. Moreover, since the carbon reduction strategy is focused on operational efficiency in transport and warehouse activities, it ultimately reduces the labour demand given the same scope of business. However, the actual staff size at Tesco UK is continuously increasing due to business growth and reduction in the hours of contracted employees.

Overall, the evidence suggests the vast majority of jobs were transformed by adapting their functions and skills (see table). Respondents claim that this is the intended approach of business: to embed the green change into the current structure of operations supported by small teams of environmental experts. On the future prospect, Tesco is determined not to expand the environmental teams. However, in response to the climate change strategy, more employees will have to become better aware of the environmental issues just to deliver their normal job.

Impact on quality of jobs

Skills development

The needs for green skills are significantly different among different groups of employees. Reportedly, employees in the property function do not need new skills since the green business practices are embedded into the standard property operations, with limited changes in daily tasks and responsibilities. For example, to build a solar panel the process is hardly different from a standard construction project: the acquisition manager needs negotiation skills to confirm the project with planners and the store development manager needs project management abilities to ensure compliance with budget and timeline, and so on. It is not the skills that change, but employees need to gain specific knowledge about the green technologies in buildings. The property environmental team was formed to collect such knowledge and disseminate it internally through documentation on specific technologies, workshops and ad hoc queries.

Within the distribution team, the drivers are most affected since they have to acquire fuel-efficient driving skills. All drivers are trained on a one-to-one basis by internal trainers, who are initially instructed by the vehicle manufacturers. In addition, Tesco trucks are equipped with telematic monitoring systems, which track vehicle movements and speed, facilitating efficient driving behaviour. After each journey, drivers have a debriefing session with their manager to evaluate the driving performance.

For shop and warehouse workers, carbon reduction measures require behavioural changes rather than new skills. The employees need to understand the link between their daily tasks and carbon footprint. This understanding is facilitated by community targets - KPIs including carbon emissions applicable to each store or distribution centre. The regular briefings held to review community KPIs provide opportunities to discuss the relevance of carbon targets in Tesco's operations.

Logistic planners have not seen significant changes in their skills due to the green business practices. Their role has always been to optimise logistic routes to lower carbon emissions.

Other dimensions of job quality

The pursuit of the climate change strategy has affected a number of working conditions among different employee groups.

Since Tesco is recognised as a leading business in sustainability, the employees involved in the green change obtain useful experience, which may enhance their career opportunities. This is more applicable to white-collar employees, who deal with knowledge-specific green issues such as the property development team, logistic planners and environmental experts.

The green strategy has an impact on the income of senior and middle management since carbon reduction targets are among the KPIs determining their bonuses. All other employees relate to carbon reduction targets through non-monetary performance appraisal.

Truck drivers benefit from the green change through improved health and safety conditions. Telematic monitoring systems track their working hours, driving speed and rest periods, ensuring satisfactory levels. In addition, lower speed limits not only reduce fuel use but also diminish the risks of accidents.

Renewal of the vehicle fleet as well as energy-efficiency measures in newly built stores or distribution centres make a better place to work for the employees. Staff feedback indicates that they like the enhancements, such as natural daylight, in new facilities.

Efficiency measures in transport and warehouse pose a need for more flexible working hours for drivers and warehouse staff. As a result, work contracts are adjusted to incorporate working schedules during unsocial hours (that is, time outside 09.00 to 18.00, weekends and public holidays). Incorporation of schedule flexibility in contracts allows the company to save on premiums and at the same time to reduce the proportion of contracted workers.

Collaboration on green change

Tesco engages with numerous external parties to anticipate and pursue future developments in a low-carbon business.

Environmental teams commission research at consultancies or academic institutions. They also collaborate with non-governmental organisations (NGOs) and public authorities to foresee the trends in future technologies and legislation, and to determine strategic directions of green change.

In 2007, Tesco funded the launch of the Sustainable Consumption Institution ( SCI) at the University of Manchester, which researches major issues associated with sustainability and climate change. Tesco collaborates with SCI on various projects to understand the possibilities and suitable technologies to pursue its vision of a zero-carbon business.

Collaboration with suppliers is of utter importance to prepare for, and successfully adopt, novel technologies. In the property function, suppliers feed into the pipeline of technology adoption at incremental stages from providing ideas on environmental performance improvements to collaboration on the test applications, and finally a full-scale technology roll-out. In the distribution function, there is extensive cooperation with vehicle manufacturers trying out new modes of transport and developing fuel-efficiency measures.

Tesco openly shares its green business strategy with the main trade union ( Usdaw), which represents the majority of drivers, warehouse and shop workers. Tesco believes it is important that the trade unions understand the challenges associated with its ambitions to become a zero-carbon business and the need for changes in operations.

Conclusions and recommendations

The key driver of green business change often appears to be the synergy between positioning as a sustainable business and improvements in the business bottom line. High public awareness of climate change is a favourable factor enabling businesses to build on their sustainability strategies. Therefore, public authorities should exercise their role to communicate environmental issues.

The case study illustrates how a large company strives to minimise the effects of green change on its operations and employees. The Tesco model of having one central team for setting targets, a few specialised environmental expertise centres and involving the senior employees across the business units to implement carbon reductions has proved to be very successful.

Green business practices are embedded into everyone's day-to-day job. Therefore, the vast majority of affected jobs are transformed by integrating the carbon dimension. New green jobs created for the environmental experts make up only a minor number within the company's workforce.

White-collar employees engaging with knowledge-intensive aspects of the green change incur more benefits though obtained learning outcomes and increase in their career opportunities. Blue-collar employees are most often subject to behavioural changes.

Bibliography

* Tesco PLC website

* Tesco Corporate Responsibility Report 2011 (4.26Mb PDF)

* Tesco: Measuring our carbon footprint

* Tesco: Our carbon footprint

* Sustainable Consumption Institute website

* Usdaw trade union website

# data[].attributes.attachment_link.description
Tesco PLC is one of the world's largest retailers, operating in 13 countries with a workforce of almost 500,000. It is pursuing an ambitious climate change strategy across its worldwide operations to become a zero-carbon business by 2050.

# data[].attributes.body
"Customer relationship management (CRM) more and more the concern of all enterprises, enterprises have become the new era of killer competition winning. Customer lifetime value (CLV) is a customer relationship management (CRM) in a core concept, is an important part of CRM research." (Fallery, B, Rodhair, F, 2014)

Bernard Fallery, Florence Rodhain. Management Information Systems: the Journey of a Research Field. D. Jawahar. Comtemporary issues in Management Research, EXCEL BOOKS, pp.131-154, 2009, 0230-33253-6. <hal-00777795>

# data[].attributes.headline
With Tesco’s strong presence in the UK Market and a market share of 28% (2017) The company has been able to sustain its position as one of the top 4 brands alongside its main competitors, Morrison, Sainsbury, and Asda in the UK market (Bhasin, 2018). 

# data[].attributes.subject
With Tesco’s strong presence in the UK Market and a market share of 28% (2017) The company has been able to sustain its position as one of the top 4 brands alongside its main competitors, Morrison, Sainsbury, and Asda in the UK market (Bhasin, 2018). 

# data[].attributes.headline
The store went on to slash prices and close stores in order to repair their business via a revenue management plan. The video below explains​ more.

# data[].attributes.subject
The store went on to slash prices and close stores in order to repair their business via a revenue management plan. The video below explains​ more.

# data[].attributes.attachment_link.title
Troubled Tesco's turnaround plan revealed

# data[].attributes.headline
Quality management definition - Association of project Management 

# data[].attributes.subject
Quality management definition - Association of project Management 

# data[].attributes.body
Worldwide, over 30 % of the food produced is lost at different stages of the value chain. The share of losses is especially high in fruit and vegetables. In industrialized countries, the most significant losses of fruit and vegetables occur at farm, distribution and consumer level, whereas losses due to storage and transport are less important (Gustavsson et al., 2011)

# data[].attributes.headline
An advert on Quality Management at Tesco

# data[].attributes.subject
An advert on Quality Management at Tesco

# data[].attributes.headline
We hope this padlet supplemented the knowledge acquired through our case study! 

# data[].attributes.subject
We hope this padlet supplemented the knowledge acquired through our case study! 

# data[].attributes.body
Please don't forget to leave a comment, and read through the Tesco case study pinned to the top of this padlet.