A GLOBAL AMBITION ANNuAL REPORT 2006 - Dufry

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0 Dufry Annual Report 2006 — Business Description Local implementation for global success Our organization is based on a simple concept: combining the advantages of a global group with extensive knowledge of the local markets. Therefore, we have organized our Group into three levels: — Local operations Our over 440 shops are at the foundation of our business. Our local teams serve customers and are also responsible for the day-to-day tasks of managing our operations. They also collect valuable information on customer preferences, which is then aggregated at Group level. — Regions The regions oversee all aspects of our business within the respective area. They are in constant contact with the local teams and advise them in their daily work. Furthermore, they coordinate all projects within the respective region and are also responsible for the monitoring of the performance. At the same time, they are important points of contact for the Group as they have an in-depth understanding of the markets in their respective area. — Group This team is responsible for the overall coordination of Dufry and is organized along the various functions of our Group. Our specialists are responsible for the coordination and implementation of the overall strategy for the whole Group in their respective area. Globally managed and locally executed, our activities are performed in a successful matrix organization leading to significant operational improvements and value creation through generated synergies and know-how transfer across the Group. our concession portfolio – an intangible asset Like any other retailer, the locations of our shops are fundamental to our performance, and in the case of Dufry, we normally get them based on concession contracts. We are very proud of our high-quality concessions portfolio for several reasons: — Diversification We have more than 220 concessions in 37 countries. — Duration The concession portfolio has a long remaining duration. Based on net sales 2006, about 73% of our revenues were generated in locations where the concession contracts have a duration of more than 6 years, and 34 % of our revenues in locations with contracts of more than 9 years. The above parameters are in our view important to run our business successfully in the long-term. Therefore we consider it important to establish longterm partnerships with airport authorities and other landlords. This means that we work closely with our partners to develop the facilities in the most optimal way for the owner, the customer and us. Our retail know-how adds substantial value, resulting in a more attractive facility and at the same time giving us a better performance – a win-win situation for all partners involved.
huMaN RESouRCES Dufry Annual Report 2006 — Human Resources Employing the right staff Dufry considers the employment of qualified and highly motivated employees as one of the most important factors to the success of the company’s business strategy. Our employees serve our customers from different parts of the world every day and make them feel welcome in our shops. We employ people with more than 50 nationalities, and we consider this cultural diversity as one of the strong pillars of Dufry. Serving our international customers requires some specific skills: Apart from language skills, our employees also need to be adaptive to the various cultural backgrounds of our customers; and the opening hours of our shops may require to work outside of normal business hours. Therefore, each of our five regional headquarters runs employee training courses particularly in the area of customer care. We train our staff to have the knowledge, skills and attitude for them to handle and perform their services and responsibilities in the most professional way. Additionally, we also organize specific local or regional training programs, which include sales trainings for our staff, particular product trainings, ad-hoc training on new procedures of work or on other topics such as new security measures at airports. Talent management With over 6,500 employees, Dufry has an almost inexhaustible pool of professional people at hand. We intend to use this potential more efficiently and have defined a talent pool, to which we select talents with high development potential. The initiative includes an international exchange program as well as giving the participants exposure to responsibilities outside of their core functions. The aim of the pool is to spread the specific expertise across the Group, leverage the know-how on all levels and to fill new or vacant management and specialists functions with internal people whenever possible. As for the participants, they can build a diversified and international career within the leading Travel Retailer.
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A GLOBAL AMBITION ANNuAL REPORT 2006 - Dufry

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