Far-sighted human resources policies
Our Company’s future largely depends on our ability to react flexibly and rapidly to changing business conditions and customer needs. Within METRO GROUP, we empower our employees to optimally fulfil 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. We have set the following objectives:
- Through systematic executive development, we ensure that the skills and expertise of our leading employees are methodically honed to meet the strategic goals of METRO GROUP. By taking this approach, we are simultaneously preparing the next generation of managers for their future role in our Company.
- With our training opportunities, we have assumed a position of leadership in the retail industry. We raise young people’s enthusiasm for the multifaceted opportunities offered by our industry at an early stage in their lives and teach the necessary retail expertise to future skilled workers.
- By creating an attractive working environment, we promote workplace diversity so that we can profit even more from the multifaceted strengths, ideas, interests and cultural backgrounds of our employees.
- We are fuelling cultural change within METRO GROUP in order to systematically enable our Company to meet the constantly changing expectations and shopping habits of our customers.
- We are strengthening our employer brand. As a result, we clearly set ourselves apart from the competition.
The human resources policies of METRO GROUP are designed to promote the long-term commitment of qualified employees to our Company. During the reporting year, average job tenure rose by 0.1 to 8.7 years. The Group-wide turnover rate totalled 17.9 percent (previous year: 18.0 percent). In Germany, the rate was 8.1 percent (previous year: 8.5 percent).
An important instrument used to determine our employees’ satisfaction with and loyalty to our Company is our global employee survey that we regularly conduct. As part of the follow-up process, executives obtain in-depth insights into the survey results, discuss these with their teams and develop measures to improve employee satisfaction and retention. The action plan resulting from these efforts is subjected to regular progress reviews. In the financial year 2012, the survey was conducted for the fifth time. A total of 92 percent of employees participated in the survey (previous year: 81 percent). Drawing on the survey’s results, we have set the goal in 2013 of increasing the effectiveness of the follow-up process, promoting the use of innovative ideas and encouraging the appreciation and recognition of our employees.
Independent studies have confirmed the quality of our human resources policies. In one reflection of this, the independent CRF Institute certified us as a top employer in 2012. METRO GROUP also ranked among Europe’s 100 most attractive employers in a survey conducted by Trendence, a European research institute.
Further training and succession planning
At METRO GROUP, systematic executive development is a central responsibility of the strategic holding company, METRO AG. By taking this approach, we ensure that the skills and expertise of our managers are methodically honed to meet our Company’s needs and strategic goals. Furthermore, we can systematically offer international career paths to our executives – regardless of the sales line or segment where they work. Our career planning processes also enable us to identify the right candidates for key positions in the Company, support them and thus assure successor planning. In the reporting year, the in-house succession rate for the top-management level – that is, in particular managing directors of Group companies as well as divisional heads of METRO AG – was 82 percent.
Individual assessment and development
Once a year, we conduct individual performance and potential assessments with our executives and employees in key positions. The objective is to be able to better estimate progress and abilities – in terms of the core skills outlined in our executive model. During this performance evaluation, employees and their supervisors jointly create a subsequent career development plan and determine targeted measures. This process ensures that we identify and support suitable candidates for key positions at an early stage.