pdf (22.8 MB) - METRO Group

METRO GROUP : ANNUAL REPORT 2011 : STRATEGy
→ shape 2012
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shAPE 2012
We rigorously build on our Company’s strengths to realise
our ambitious growth objectives because we need an ef fective
organisation to fully leverage our strategic focal points. This
is why we launched the efficiency and value-enhancing
programme shape 2012 as early as the beginning of 2009.
Cost-saving potential was largely realised. We also made significant
advances in our repositioning, our assortments, our
own-brand products and new business models. In individual
areas, however, the effect on earnings fell short of our ex -
pectations. In view of the increasingly challenging global economic
environment we therefore initiated additional
measures in 2011 that can help us to increase the efficiency
and value of our Company. amongst other things, these
include the Improve! programme at Media-saturn, which the
sales division has launched to achieve a sustained and competition-orientated
improvement in its cost position. We
raised one-time expenses for shape 2012 from an initial €100
million to €259 million during the reporting year to be able to
implement additional efficiency and value-enhancing measures.
These additional amounts were used largely to implement
additional structural adjustments and optimise our
network of locations. The unbalanced one-time expenses for
the financial years 2009 to 2011 thus amount to €806 million.
shape 2012: planning of one-time expenses
according to type (2009–2011)
11%
Concept
adjustments
20%
others
Clear structures
32%
employees
37%
Closures
→ p. 057
We defined five key areas of action when we first launched
shape 2012 at the beginning of 2009:
1. new management model for greater market and customer
centricity
2. Undivided operational responsibility of the sales divisions
3. strict organisational structure for finance, compliance
and sustainability
4. Real estate portfolio as profit centre
5. Centralised return targets for strict management