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METRO GROUP : ANNUAL REPORT 2011 : BUSINESS → GROUP MANAGEMENT REPORT : 11. Risk REPORT other examples of product risks include supply bottlenecks after natural disasters, longer delivery times and price increases. During the reporting year, for example, the devastating earthquake in Japan led to capacity reductions in the production of digital cameras and multimedia devices, while the flooding in Thailand entailed higher prices for computer hard disks. our contribution to a sustainable supply chain is described in chapter 7 sustainability Management on pages 125 to 138. Logistics The responsibility of logistics is to ensure a high security of goods supplies at optimised cost structures while considering sustainability-related aspects such as energy and fuel consumption. The wide variety of goods and articles and the high merchandise turnover, however, result in organisational, IT and logistics risks. The Company’s international positioning and focus on national, regional and local product assortments increase these risks. additional challenges arise from the expansion of our online activities and our multichannel business, delivery options and other innovative sales formats. any disruptions in the supply chain, for example in the supply of goods, could lead to business interruptions. We reduce our dependency on individual suppliers and service providers by expanding our circle of business partners and employing the principle of efficient assignment of responsibilities. another logistics risk arises from the generally complex and at the same time underdeveloped supply structures that prevail in emerging markets, in particular. In many cases, these go hand in hand with particularly challenging climatic conditions that can result in food spoilage on the way from the producer to the store. MeTRo GRoUp creates the necessary structures to ensure consistently high quality along the supply chain at all times. We use qualification programmes to prepare our suppliers in emerging markets for these logistics requirements. In case of product incidents, our logistics systems must be prepared to trace the good’s itinerary and origin within a very short time. This is done with the help of modern technologies and product identification standards. We actively engage in various international organisations to foster the development of these standards and promote the introduction of innovative technologies for improved product identification. → p. 161 The innovations which we apply in logistics are described in chapter 6 Innovation Management on pages 122 to 124. information technology risks The demands of our information technology (IT) have markedly increased as a result of new formats and sales channels, such as online retail and deliveries. other tasks include realtime analyses of business processes and timely monitoring and management of merchandise flows. Regulations, for example on data protection or credit card processing, the associated increased public debate about misconduct as well as the increasing complexity of IT generate additional risks for our Company. as a result, we have reinforced the organisational measures that ensure our compliance with internal and external IT regulations. We regularly check systems connected to the Internet for weak spots. We counter the increasing complexity of modern IT landscapes through tightened management regulations and a centralised corporate architecture, known as enterprise architecture management. Important business processes such as product ordering, marketing and sales have used IT systems for many years. as a result, the continuous availability of the infrastructure is a critical factor in the development and implementation of new IT solutions. systems that are essential business operations in the stores, above all checkouts, are largely self-contained and can continue to be used for some time even during events such as network failures or the failure of central systems. In case of partial network failure, they can automatically reroute shipments or switch to redundant routes. Modern technologies such as server virtualisation allow us to make efficient use of hardware and ensure that key IT systems can swiftly be restored in case one or several servers break down. We operate several central computer centres, which enable us to compensate even for major failures and to limit business interruptions to a minimum. These organisational structures minimise numerous risks, including the risk of natural disasters or criminal acts. In addition, we ensure that the data we process are correct and can only be viewed by authorised staff. The necessary user accounts and access authorisations are administered centrally according to predefined, partially automated processes – from the employee’s hiring through departmental changes to their departure from the Company. We regularly
METRO GROUP : ANNUAL REPORT 2011 : BUSINESS → GROUP MANAGEMENT REPORT : 11. Risk REPORT check whether Group specifications are adhered to in case of critical user rights and provide centralised reports on the results of our examinations. In particular, this applies to systems serving the planning of corporate resources (eRp, enterprise resource planning). Key processes and IT systems of our central IT company MeTRo sYsTeMs are independently checked and certified. They are reviewed by a department of Internal audit that specialises in IT auditing procedures and by external inspectors who certify our processes and systems in accordance with the international standard for audit reports of services companies Isae 3402 (International standard on assurance engagement). awareness of the importance of data protection prevails at all levels of our Group. The commitment to adhere to the data protection standards of the German Federal Data protection act (BDsG) is part of the employment contracts of MeTRo sYsTeMs. new employees, in particular, undergo on-site training programmes. additional measures have been launched in the context of our new, Group-wide data protection guideline. human resources risks The expertise, dedication and motivation of our employees are key success factors that have a decisive impact on MeTRo GRoUp’s competitive position. one prerequisite to achieving strategic goals are highly qualified experts and managers. It is an ongoing challenge to recruit and retain such valuable employees for the Group, in particular in the face of demographic change and intense competition for the best people. This makes in-house qualification measures indispensable. To foster the requisite skills among our employees, we optimise training and professional development programmes for employees at all levels. Training courses and targeted human resources development measures promote entrepreneurial thinking and actions; variable and performance-based pay components serve as an incentive. Direct participation in business success increases employees’ identification with MeTRo GRoUp and enhances their awareness of risks and opportunities in all entrepreneurial decisions. With targeted training programmes, which we implement in cooperation with various partners, we manage to attract young people to a job at MeTRo GRoUp and to optimally develop their particular strengths. This also includes integrating professionally and socially disad- → p. 162 vantaged or disabled young people into our day-to-day work environment. The principle of diversity and equal opportunity among our employees helps us to attract the best experts and managers to our Company and retain them over the long term. succession planning at MeTRo GRoUp, in particular in senior management positions, is guaranteed through customised career paths and development perspectives. In a reflection of the significance of human resources policy for the future of MeTRo GRoUp, we appointed a member of the Board with responsibility for the Human Resources department in 2011. More information on MeTRo GRoUp’s human resources policy can be found in chapter 5 employees on pages 114 to 121. Environmental risks MeTRo GRoUp is aware of its responsibility for our environment and has firmly embedded the principle of sustainable business in its corporate strategy. environmentally harmful practices along the supply chain can seriously damage our image over the long term and endanger our business. This is why we implement numerous measures to ensure environmentally responsible business practices. For example, we have been the first German retail and wholesale company to calculate its carbon footprint. This helps us to detect potential risks early on and introduce countermeasures. smart metering systems provide us with detailed consumption data and thus enable us to further optimise our energy management, for example through the energetic renovation of existing locations. In view of increased expectations we project rising costs from compliance with standards. Conversely, energy saving measures can also help us to reduce our costs. More information on environmental protection can be found in chapter 7 sustainability Management on pages 125 to 138. Legal risks, tax risks legal risks arise primarily from labour and civil law cases. In addition, risks for MeTRo GRoUp may arise from preliminary investigations, for example in the context of possible infringements of cartel or competition law. Tax risks are mainly connected to external audits.
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