pdf (2.5 MB) - METRO Group

More documents

Recommendations

Info

METRO GROUP : ANNUAL REPORT 2010 : BUSINESS → GROUP MANAGEMENT REPORT : 5. EMPLOyEES Regular assessments support individual development we conduct annual performance and potential assessments of our executives and employees. The goal of these reviews is to rate their individual performance and skills based on METRO GROUP’s core competencies, which outline behavioural requirements for successful executives. The subsequent feedback sessions form the basis of individual development plans. This process ensures that we can identify and develop the most talented people early on and ensure that our Company remains an attractive employer. Long-term succession planning Succession planning at METRO GROUP ensures that key positions are filled with the best executives in future. As part of our talent management, we conduct meaningful analysis of potential successors. In 2010, the in-house succession rate for the top management level stood at about 79 percent, which means that we achieved our target of “75 percent plus”. → p. 102 Attracting future executives Our consistent positioning as an attractive employer helps us to attract talented management recruits. during the reporting year, we launched an international initiative to strengthen the employer brands of METRO GROUP and its sales divisions. Key focal areas are close partnerships with selected universities and technical colleges, collaboration with student organisations and intensive mentoring for interns. The Meeting Metro event has been held annually since 2002. It aims to directly familiarise students with the retail industry while offering them the opportunity to experience our Company, its sales divisions and service companies and also learn about the diverse entry-level and career options. In the reporting year, we addressed about 13,500 interested students through Meeting Metro. The positive response encourages us to continue to expand the Meeting Metro concept.
METRO GROUP : ANNUAL REPORT 2010 : BUSINESS → GROUP MANAGEMENT REPORT : 6. INNOvATION MANAGEMENT As a retail and wholesale company, METRO GROUP does not conduct research and development in the strictest sense of the term. Rather, we develop and employ new concepts and technologies within the framework of our innovation management in order to better serve customers’ needs and address their consumption patterns. In this way, we strengthen the competitiveness of our sales divisions. Another central aim is to make internal and external processes more efficient, including programmes undertaken in connection with suppliers and industry partners. By employing this approach, our innovation management supports the aims of Shape 2012: a stronger customer focus and greater efficiency for the entire group of companies. Innovations thus secure the long-term profitable growth of METRO GROUP. Our innovation management is systematically organised: we identify customer needs and market requirements as well as relevant technological and conceptual innovations, drive developments through joint work with internal and external partners and implement pilot processes that also include evaluation. Successfully tested innovations are introduced into the Company’s operating business. within this context, METRO GROUP provides sufficient resources that our companies can use to develop needs-based solutions. This includes for example testing facilities. In terms of a Group-wide dialogue, employees responsible for innovation at METRO AG and the internal IT service provider METRO SySTEMS work closely with specialists in the sales divisions. As a result, relevant knowledge and qualifications can be created and shared within METRO GROUP. Furthermore, it is assured that the innovations that are developed address the customers’ needs and the specific requirements of the segments. In introducing new concepts and technological innovations, we conduct an open, constructive dialogue with external partners. These partners include consumer groups and labour unions. we are a member of national and international organisations in order to support the development of standards. For our employees, we provide trainings that prepare them for the introduction of new processes. In 2010, we have carried forward projects already launched and augmented them with other programmes from the sales divisions. The goal continues to be to successfully introduce → p. 103 6. Innovation management new concepts into everyday business practices, to use innovative technologies in stores and warehouses as well as to expand their use in cooperation with suppliers and business partners. The focal points of these efforts are cuttingedge information and communication technologies (ICT) and Radio Frequency Identification (RFId), through which products and product movements can be registered without contact in computer systems. Working relationships with external partners In 2002, we launched the METRO GROUP Future Store Initiative, an alliance with currently 90 partners from the academic world, the consumer goods industry as well as the service and ICT sector. To address the operating challenges faced by the sales divisions, we develop and test innovative solutions within this context. These include new sales forms, an appealing approach to customers, store and product range design, the provision of product information and accelerated processes. The focal point of the partnership, which was successfully continued during the reporting year, is always customers and their needs. A central testing platform for the initiative is the METRO GROUP Future Store in Tönisvorst, a city in the German state of North Rhine-westphalia. The store is a Real hypermarket in which the sales division has been testing the practicality of new concepts and technologies with the assistance of the partners of the METRO GROUP Future Store Initiative since 2008. Innovations that prove themselves in the Future Store are gradually introduced by Real. In 2010, more than 100 of the sales division’s stores used the new technologies and concepts developed at Tönisvorst, including multimedia terminals and sales concepts like “The Butcher Shop of Tomorrow” and “Freshness and Convenience” as well as the newly conceived chemist area “beauty & more”. Digital purchases One of the critical challenges facing retailing concerns changing shopping habits, which can partly be ascribed to the growing impact of the Internet. METRO GROUP is addressing this trend as part of its innovation management. The aim is to combine the strengths of Internet shopping with those of stationary retailing as a way of creating a unique selling proposition by providing service, authenticity and quality.
Page 1 and 2:
Metro GrouP 2010 strateGY investMen
Page 3 and 4: Metro Group : annual report 2010 :
Page 23 and 24: METRO GROUP : ANNUAL REPORT 2010 :
Page 53: METRO GROUP : ANNUAL REPORT 2010 :
Page 104 and 105:
METRO GROUP : ANNUAL REPORT 2010 :
Page 106 and 107:
Page 108 and 109:
Page 110 and 111:
Page 112 and 113:
Page 114 and 115:
Page 116 and 117:
Page 118 and 119:
Page 120 and 121:
Page 122 and 123:
Page 124 and 125:
Page 126 and 127:
Page 128 and 129:
Page 130 and 131:
Page 132 and 133:
Page 134 and 135:
Page 136 and 137:
Page 138 and 139:
Page 140 and 141:
Page 142 and 143:
Page 144 and 145:
Page 146 and 147:
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
Page 164 and 165:
Page 166 and 167:
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
show all

pdf (2.5 MB) - METRO Group

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?