I.

Introduction

Tesco is the number one (1) retailer in United Kingdom. Since 1980, the retailer
has been initiating its Corporate Social Responsibilities. Among its initiatives are aligned with
Stakeholder Engament thereby catering the needs and expectations of wide range of
stakeholders; Social policies that enables them to generate funds for charity and specific
causes; Economic policy which brings forth to economic growth and opportunities to their local
suppliers; Environmental policies that make efforts to sustain the condition and state of
environment and other initiatives relating to legal concerns. In relation at present time, the
world has been devastated by the current Pandemic, Novel Coronavirus or in its official name
COVID-19. This pandemic causes the world crisis where businesses are greatly challenged with
operational and financial performances. As a result, some of the big names in retail industry
have filed for bankruptcy. [1}Among these are Lucky Brand which owns retailers such as
Aeropostale and Nautica; J. Crew, the preppy retailer worn by celebrities and shoppers alike;
and etc. Being the largest retailer in UK since 1960s, how will Tesco sustain its Corporate Social
Responsibility efforts on its employees, shareholders and consumers? Are these efforts still
relevant up to this day of pandemic?

II. Issues Underlying the Problem

The struggle for Tesco as a retail industry at this time of pandemic mainly
focuses on how people diverts their attention to online shopping in contrast to its physical
stores. In addition, although lockdowns are beginning to lift, social distancing measure may
continue for months. This will impact store capacity and it cannot maximize its sales. Thus,
operational performance is also affected. This will lessen employees to be deployed in
operations, keeping it minimal and in accordance to standards of the preventive measures of
COVID-19. In addition, financial performance of Tesco will be at risk. Since it cannot maximize
its store capacity, this would mean a huge difference of the past sales performance. Thus, it
could turn to lower profit and financial stability of Tesco. These problems will lessen CSR efforts
on charity, fund raising and community plans and projects.
III. Alternative Courses of Action

A. Develop E-Commerce

In response to the rising online demand due to lockdown, this action would
improvise the selling effort of Tesco. In addition, it would generate new job placements and
opportunities as more people will be needed to fill in with this platform apart from its
traditional physical store.

B. Strategic Workforce instead of Retrenchment

Some of the companies choose to retrench employees in order to sustain the

business. For Tesco being socially responsible for employees, they must develop a shifting of
schedules to its employees in response to its physical store’s limited capacity. They may require
work from home schemes applicable to updating inventories, monitoring the cash flows and
clerical related activities.

III. Conclusion

Although these strategies in response to pandemic may work a short while in

order to sustain Tesco as a huge retailer, this should not stop them from their CSR initiatives.
These are the grassroots of their success over time. The current situation will not last longer. As
soon as it ends, the business will rise again and Tesco should continue their legacy based on
their corporate social responsibilities.

IV. Recommendation
It is highly recommended to use online platform of selling nowadays. E-
commerce has a huge impact in the economy specially that there are still countries in lock
down. As long as the pandemic is evident and doesn’t end, ecommerce will still rise in demand
and may be the new normal of consumer’s way of buying goods.

VI. Factual Experience

As a consumer who experienced a lockdown last March, about 60% of spending
belongs to online shopping. Since it is limited for us to go out and by goods for consumption, I
normally shop online in terms of food, clothing and hygiene needs.