PDF (3.6 MB) - Valora

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valora Code of ConduCT
In addition to the seven
principles of leadership,
Valora’s Group Executive
Management also promulgated
a Code of Conduct.
Today, companies
are not judged solely on
their economic performance.
Increasing attention
is also paid to the
The appointment of a new CEO,
the relocation of all Swiss offices
to the new headquarters in Muttenz
and the launch of the new
«Valora 4 Success» stratregy programme
all occurred during the summer and autumn
of 2008, providing an ideal opportunity
to review and improve the working
relationship between managers
and the staff reporting to them. In early
2009, Group Executive Management
therefore developed a set of seven key
leadership principles. «The seven leadership
principles serve to guide us in
our daily work and set out the values
and conduct we aim to apply in working
with each other. These are values
which will also shape the culture of our
company over the medium and longer
term», as Valora’s CEO, Thomas Vollmoeller,
explains.
Right from the start, targeted measures
were taken to bring these leadership
principles to bear as and where required.
The objective was to establish a
common understanding of the principles,
with a view to bringing about lasting
change to Valora’s management and
corporate culture. This initative applied
equally to all – throughout the company’s
hierarchy and in all countries in
which Valora operates.
For that reason, there was an ongoing
emphasis on dialogue and on practice-based,
active analysis of each of
the principles. Throughout Valora, be it
at the workshop held by Valora Media’s
management or the outlet management
diploma course for k kiosk managers,
way in which they generate
their results and
the principles they apply
to their activities. The
Code of Conduct defines
a set of ethical values
which all Valora employees
are expected to follow.
«Our customers, suppliers,
shareholders and
staff, as well as institu-
tional bodies and the media,
are entitled to expect
that we conduct our business
with integrity. Our
employees should also
be able to take pride not
only in what they have
achieved, but also in the
way in which they have
achieved it», says Valora
CEO, Thomas Vollmoeller.
leadershIP
there was a consensus that the first
principle, «Our thinking and actions
are focused on the customer» was the
most important. That is hardly suprising.
As a retail company, Valora must be
able to respond to customer requirements
with speed and agility in order
to remain successful in future.
«The leadership principles
are a good thing. They help
me to apply clear guidelines
to managing my staff, as
well as letting them know
what they can expect from
me. That is helpful and important
to us in working together
every day. Good
leadership helps to motivate
employees. When they
are motivated, the customers
quickly notice. Ultimately,
we all want to serve our
customers cheerfully and
politely.»
Icons and pictures are used to illustrate
each principle graphically. A poster
campaign was launched, putting the
principles on display at all Valora loca-
ANNUAL REPORT VALORA 2009
PeoPle
Motivation and leadership. Encouraging and expecting initiative. Valora’s employees
are critical to its success. It is their daily work, their motivation and their unflagging
commitment to millions of customers all over Europe that make the goals of Valora’s
competence, growth and efficiency initiatives reachable in the first place. That is why
training its employees, developing their skills and establishing a common understanding
of the principles of leadership are top priorities for Valora.
Vidane hasani
Shop manager avec.,
Kloten
showing solidarity
In 2009, Valora supported the
campaign carried out by the Swiss
charity Caritas by selling its starshaped
candleholders at Valora
outlets. «Our support demonstrates
that our objectives are not
purely economic and that we honour
our responsiblity to society»,
says Kaspar Niklaus, CEO of
Valora Retail.
tions. In addition, every workshop participant
is given a special set of playing
cards illustrating the principles.
encouraging and exPecting initiatiVe.
Leadership means setting an example.
The changes resulting from the «Valora
4 Success» strategy programme and
the introduction of the leadership principles
are a challenge for managers.
Corporate Human Resources is helping
managers to become better leaders. As
Susanne Berger, Head of Corporate Human
Resources puts it, «Our most important
task at HR is undoubtedly to
help managers evolve from bosses to
leaders». Managers cannot just demand
performance, they also have to promote
it by motivating their staff. Valora’s employees
are its capital and an essential
component of its long-term success.
When logistics were moved from
Muttenz to Egerkingen, a critical task
facing managers was to motivate their
staff to embrace the change. Employees
not only had to identify with the
new location, frequently they also had
to adapt to new processes, workflows
or duties. Today, despite all the disruption
caused by the move itself, there
is a highly motivated team at work
in Egerkingen. This is partly because,
right from the start, dialogue was established
with all concerned. In all,
managers held some 1 220 individual
conversations with their staff.
succession Planning. An important atttribute
of any successful company to-
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