pdf (22.8 MB) - METRO Group

METRO GROUP : ANNUAL REPORT 2011 : BUSINESS
→ GROUP MANAGEMENT REPORT : 5. EMPlOyEEs
Employees by region
full-time equivalents
36.1%
eastern europe
Employees by segment
full-time equivalents
7.4%
Galeria Kaufhof
23.0%
Media-saturn
0.5%
Real estate
7.1%
asia/africa
21.0%
Real
20.3%
Western europe
(excl. Germany)
3.0%
others
36.5%
Germany
Far-sighted human resources policies
45.1%
Metro Cash & Carry
our Company’s future largely depends on our ability to react
flexibly and rapidly to changing business conditions and customer
needs. For this reason, our human resources policies
enable our employees to play an active role in shaping these
changes and in optimally fulfilling the expectations of our
customers. By assuming the social responsibility that falls to
us as an employer, we are simultaneously responding to
demographic change: a shrinking labour pool, a rising average
age of employees around the world and growing migration
to Western europe. In the race to attract the best experts
and managers, our far-sighted human resources policies
give us a considerable edge.
To us, assuming responsibility for our staff means:
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→ We promote a value-orientated managerial culture that
serves as a foundation for our executives in their work to
implement and refine MeTRo GRoUp’s strategy. To
ensure that we can largely meet our need for skilled managers
from our own ranks, we provide our potential managers
with tailored career and professional growth
opportunities.
→ We are training leader in the trade sector. We raise young
people’s enthusiasm for the multifaceted opportunities
offered by our sector at an early stage and teach the
ne cessary retail expertise to future skilled workers.
→ We create attractive working conditions to ensure that
our employees remain highly productive and motivated
over the long term.
→ We strengthen the employer brand MeTRo GRoUp in
order to position our Company, rise above our competitors
and attract new employees.
These efforts play a part in contributing to the long-term commitment
of our current staff to our Company and to our ability
to attract new employees as our business needs require.
Value-based managerial culture
MeTRo GRoUp sets high standards for its managers. and the
reason for this is clear: our executives serve as role models. In
addition, they must encourage their employees to be highly productive
because it is these very employees who make such a
large contribution to MeTRo GRoUp’s success. our man agers
also carry out our business strategy and/or refine it. The type of
abilities and characteristics that an executive at MeTRo GRoUp
should have is described in a model that we newly developed
during the financial year. It forms the framework for systematic
career planning and the professional growth of our managers.
It comprises five dimensions and applies to executives in levels
1 to 3 – that is, Management Board/General Management, divisional
management, main departmental or departmental management
and store management. There are 5,121 employees in
this group around the world.
The executives of MeTRo GRoUp
→ act in a value-focused, ethical and responsible manner,
→ have entrepreneurial spirit and are passionate, bold and
results-driven,