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METRO gROUP : ANNUAL REPORT 2011 : sTRATEgy
→ InTeRvIeW WITH THe CHaIRMan oF THe ManaGeMenT BoaRD
aCTing STraTegiCaLLy!
– eXPAnSion –
“A key element is the Company’s
continued international expansion:
in 2011, we opened
100 new stores around the
world and created thousands
of jobs in the process.”
help us to better recognise our own shortcomings
and to find solutions to them. At
the end of the day, we apply sustainable
business practices because we want to
secure our own future and our long­term
growth potential.
Your predecessor Dr Eckhard Cordes
was a driving force behind the issue of
sustainability. What sort of priority do
you give it?
olaf koch: In future, we will align our
business operations even more closely
with the guidelines of socially and
environmentally sustainable practices.
METRO GROUP’s Management Board believes
that we can create real added value
for customers, employees and shareholders
only if we act within the context of a
long­term strategy. METRO GROUP is cognisant
not only of its social and environmental
responsibilities, but also of their
economic significance and its responsibility
to secure the Company’s future successful
existence.
What hurdles are you facing in this effort?
olaf koch: With its independently operating
sales divisions, METRO GROUP is
active in 33 countries whose markets per­
Long-Term VaLue CreaTion
form very differently. As a result, the meaning
of sustainability can differ considerably.
For this reason, we must continue to strive
to develop a common understanding of sustainability
among our employees around the
world if we intend to be successful over the
long term. The guidelines I just mentioned
form the foundation for this.
Let’s turn to another subject: you have
suspended negotiations about the sale
of Galeria Kaufhof until further notice.
What will be the next steps in the portfolio
strategy?
olaf koch: We suspended the negot iations
about the sale of Galeria Kaufhof
in January because the situation on the capital
markets did not offer suitable conditions
for such an important transaction.
But nothing has changed in our portfolio
strategy as a result. I also believe that
Galeria Kaufhof has an excellent future
if we systematically carry out the programmes
that have been initiated. It is an
exceptional business with great employees.
You have been Chairman of the Management
Board for three months now. What
are your focuses and goals?
olaf koch: METRO GROUP has an enor­
– SUSTAinABiliTy –
TaKing a Far-SigHTeD VieW!
“METRO GROUP is cognisant
not only of its social and env ironmental
responsibilities,
but also of their economic
significance and its responsibility
to secure the Company’s
future successful existence.”
→ p. 027
mous reservoir of performance potential.
We have an attractive portfolio of sales divisions,
do business in numerous growth
markets in Asia and Eastern Europe and
have qualified and dedicated employees.
I am happy to repeat: we will demon­
strate just what type of top performer
METRO GROUP really is. The focal point
of my work is: I intend to join our employees
and all other stakeholders in producing
more value. Our top priority is to create
added value for our customers. The basis for
accomplishing this is very strong in every
sales division.
What goals must be met in order for you
to say at the end of 2012 that this was a
good year for METRO GROUP?
olaf koch: If we hit our sales and earnings
targets, if we successfully expand the
multichannel business, if we offer true
added value to our customers every day,
if we continue to develop a corporate culture
characterised by entrepreneurship
and customer focus, and if we make further
progress regarding sustainability. We
will concentrate in particular on increasing
our relevance on behalf of our customers,
and this will ultimately be reflected in
positive sales trends.