GRI G3 Content Index

The Corporate Responsibility Report 2013/14 is based on the guidelines of the Global Reporting Initiative (GRI). METRO GROUP is reporting in line with the requirements of version 3.1 of the G3 guideline. The report satisfies the requirements of application level B.

The following table refers to information in METRO AG’s Corporate Responsibility Report (CRR) and Annual Report (AR) in respect of indicators and profile.

1. Strategy and analysis

2. Organisational profile

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

2.1

Name of the organisation.

Completely

[CRR 2013/14 // Letter from the Management Board; METRO GROUP and its segments]

 

[AR 2013/14 // Information]

2.2

Primary brands, products and/or services.

Completely

[CRR 2013/14 // Letter from the Management Board; METRO GROUP and its segments]

 

[AR 2013/14 // Strategic positioning of METRO GROUP]

[AR 2013/14 // Group business model]

[AR 2013/14 // Other notes: segment reporting]

2.3

Structure of the organisation.

Completely

[CRR 2013/14 // Letter from the Management Board; METRO GROUP and its segments]

 

[AR 2013/14 // Group business model]

2.4

Location of organisation’s headquarters.

Completely

[AR 2013/14 // Strategic positioning of METRO GROUP]

 

2.5

Countries where the organisation operates.

Completely

[AR 2013/14 // Group business model]

 

2.6

Nature of ownership and legal form.

Completely

[AR 2013/14 // METRO share]

 

[AR 2013/14 // Notes pursuant to § 315 Section 4 and § 289 Section 4 of the German Commercial Code and explanatory report of the Management Board]

2.7

Markets served.

Completely

[AR 2013/14 // Group business model]

 

2.8

Scale of the reporting organisation.

Completely

[AR 2013/14 // Development of staff numbers]

 

[AR 2013/14 // Strategic positioning of METRO GROUP]

 

[AR 2013/14 // Overview of financial year 2013/14 and outlook]

[AR 2013/14 // Earnings position]

[AR 2013/14 // Overview of the major fully consolidated group companies]

[AR 2013/14 // Notes – Affiliated companies]

2.9

Significant changes during the reporting period.

Completely

[AR 2013/14 // Letter to the shareholders]

 

[AR 2013/14 // Strategic positioning of METRO GROUP]

[AR 2013/14 // Group business model]

[AR 2013/14 // Notes pursuant to § 315 Section 4 and § 289 Section 4 of the German Commercial Code and explanatory report of the Management Board]

[AR 2013/14 // Risk and opportunity report]

[AR 2013/14 // Report on events after the closing date and outlook]

[AR 2013/14 // Notes to the group accounting principles and methods]

[AR 2013/14 // Notes to the group accounting principles and methods]

[AR 2013/14 // Notes to the balance sheet]

[AR 2013/14 // Notes to the balance sheet]

[AR 2013/14 // Other notes: Segment reporting]

[AR 2013/14 // Other Notes: Notes to the balance sheet]

2.10

Awards received in the reporting period.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP]

 

[AR 2013/14 // Review: CDP climate index]

[AR 2013/14 // Review: Kaufhof: Top employer]

[AR 2013/14 // Review: Listing in DJSI]

[AR 2013/14 // Strategic positioning of METRO GROUP: Real: Best own-brand product]

[AR 2013/14 // Employees: Media-Saturn: Knowledge management]

[AR 2013/14 // Employees: Employer of choice]

[AR 2013/14 // Sustainability Management]

3. Report parameters

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

3.1

Reporting period.

Completely

[CRR 2013/14 // About the report]

 

3.2

Publishing date of previous report.

Completely

 

The Sustainability Report 2012 was published in March 2013. The progress report was published in December 2013 in the “Sustainability management” section of our Annual Report 2013.

3.3

Reporting cycle.

Completely

 

A Corporate Responsibility Report or progress report is published once a year.

3.4

Contact point for the report or its contents.

Completely

[CRR 2013/14 // Imprint]

 

3.5

Process for defining report content.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP]

 

[CRR 2013/14 // Corporate Responsibility Strategies of the Sales Lines]

[CRR 2013/14 // Our main spheres of action]

[CRR 2013/14 // Procurement | Production | Processing]

[CRR 2013/14 // Transport | Warehousing | Stores]

[CRR 2013/14 // Customer]

[CRR 2013/14 // Waste disposal]

[CRR 2013/14 // Social commitment]

3.6

Boundary of the report.

Completely

[CRR 2013/14 // About the report]

 

[CRR 2013/14 online // Our results – Key performance indicators]

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

3.7

Specific limitations on the scope or boundary of the report.

Completely

[CRR 2013/14 online // Our results – Key performance indicators]

 

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

3.8

Basis for reporting on joint ventures and subsidiaries.

Completely

[CRR 2013/14 // Letter from the Management Board; METRO GROUP and its segments]

 

[AR 2013/14 // Overview of the major fully consolidated group companies]

[AR 2013/14 // Notes – Affiliated companies]

3.9

Data measurement techniques and the bases of calculations.

Completely

[CRR 2013/14 online // Our results – Key performance indicators]

 

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

3.10

Effect of restatements of information provided in earlier reports.

Completely

[CRR 2013/14 // Transport | Warehousing | Stores]

 

[CRR 2013/14 online // Our results – Key performance indicators]

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

[AR 2013/14 // Sustainability Management]

3.11

Significant changes from previous reporting periods.

Completely

[CRR 2013/14 // Transport | Warehousing | Stores]

 

[CRR 2013/14 online // Our results – Key performance indicators]

[AR 2013/14 // Sustainability Management]

3.12

GRI Content Index.

Completely

[CRR 2013/14 online // Our results – GRI G3 Content Index]

 

3.13

External assurance for the report.

Completely

[CRR 2013/14 // About the report]

 

[CRR 2013/14 online // Our results – Certification by the independent auditor] PDF (70KB)

4. Governance, commitments and engagement

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

4.1

Governance structure of the organisation.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Our sustainability managment]

 

[AR 2013/14 // The Management Board]

[AR 2013/14 // Report of the Supervisory Board: Work of the committees]

[AR 2013/14 //Corporate Governance report]

[AR 2013/14 // Sustainability Management]

4.2

Indicate whether the Chair of the highest governance body is also an executive officer.

Completely

[AR 2013/14 // Corporate Governance report]

 

[AR 2013/14 // Corporate boards of METRO AG and their mandates]

4.3

Independent members of the highest governance body.

Completely

[AR 2013/14 // Corporate Governance report]

 

[AR 2013/14 // Corporate boards of METRO AG and their mandates]

4.4

Mechanisms to provide recommendations or direction to the highest governance body.

Completely

[AR 2013/14 // Corporate Governance report: Transparent corporate management]

 

[AR 2013/14 // Report of the Supervisory Board]

[AR 2013/14 // Sustainability Management]

4.5

Linkage between compensation for members of the governance body and the organisation’s performance.

Completely

[AR 2013/14 // Remuneration report]

 

4.6

Processes in place for the highest governance body to ensure conflicts of interests are avoided.

Completely

[AR 2013/14 // Corporate Governance report]

 

4.7

Qualifications and expertise of the members of the highest governance body.

Completely

[AR 2013/14 // Corporate Governance report]

 

[AR 2013/14 // Corporate boards of METRO AG and their mandates]

4.8

Internally developed statements of mission or values, codes of conduct and principles.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Our ethos]

 

[CRR 2013/14 // Procurement | Production | Processing]

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

[AR 2013/14 // Employees: Embedding the guiding principles]

[AR 2013/14 // Employees: Employer–employee relationships]

[AR 2013/14 // Sustainability Management]

4.9

Procedures of the highest governance body for overseeing the organisation’s identification and management of sustainability performance.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Our Sustainability Management]

 

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

[AR 2013/14 // Corporate Governance report: Compliance and risk management]

[AR 2013/14 // Sustainability Management]

4.10

Process for evaluating the highest governance body’s own performance with respect to sustainability performance.

Completely

[AR 2013/14 // Report of the Supervisory Board]

 

[AR 2013/14 // Remuneration report]

[AR 2013/14 // Other notes]

4.11

Implementation of precautionary approach or principles.

Completely

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

 

METRO GROUP Business Principles

International standards throughout the supply chain (GLOBALG.A.P., IFS)

METRO GROUP environmental guidelines

Buying policy for sustainable procurement, also purchasing guidelines on fish, palm oil and packaging

4.12

Externally developed economic, environmental and social charters, principles or other initiatives.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Our ethos]

 

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Responsibility for our employees]

[CRR 2013/14 // Corporate Responsibility Strategies of the Sales Lines]

[CRR 2013/14 // Procurement | Production | Processing]

[CRR 2013/14 // Transport | Warehousing | Stores]

[CRR 2013/14 // Customer]

[CRR 2013/14 // Waste disposal]

[CRR 2013/14 // Social commitment]

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

[AR 2013/14 // Sustainability Management]

[AR 2013/14 // Risk and opportunity report]

4.13

Membership in associations and/or national/international advocacy organisations.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 // Customer]

[CRR 2013/14 // Social commitment]

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

Public Policy

4.14

List of stakeholders.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Responsibility for our employees]

There is no complete list. However, we report on our stakeholders at various points.

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – An external perspective on our activities]

[CRR 2013/14 // Corporate Responsibility Strategies of the Sales Lines]

[CRR 2013/14 // Our main spheres of action]

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

[AR 2013/14 // METRO share]

[AR 2013/14 // Employees]

Public policy

4.15

Basis for selection of stakeholders.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – An external perspective on our activities]

 

4.16

Stakeholder engagement.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – An external perspective on our activities]

 

[AR 2013/14 // Strategic positioning of METRO GROUP: METRO Cash & Carry]

[AR 2013/14 // Strategic positioning of METRO GROUP: Real]

[AR 2013/14 // Corporate governance report]

[AR 2013/14 // Employees: Employee commitment]

[AR 2013/14 // Innovation management]

4.17

Response to stakeholder requests.

Completely

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – An external perspective on our activities]

 

[CRR 2013/14 // Corporate Responsibility Strategies of the Sales Lines]

[CRR 2013/14 // Procurement | Production | Processing]

[CRR 2013/14 // Transport | Warehousing | Stores]

[CRR 2013/14 // Customer]

[CRR 2013/14 // Waste disposal]

[CRR 2013/14 // Social commitment]

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

Economic performance

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

Management approach

 

[AR 2013/14 // Strategic positioning of METRO GROUP]

 

EC1

Direct economic value generated and distributed.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Company]

 

[CRR 2013/14 online // Our results – Key performance indicators – Social commitment - Community investment]

EC2

Financial implications due to climate change.

Completely

Carbon Disclosure Project

In the course of our regular participation in the Carbon Disclosure Project, we report about risks and opportunities due to climate change.

EC3

Benefit plan obligations.

Completely

[AR 2013/14 // Employees]

 

[AR 2013/14 // Personnel expenses]

[AR 2013/14 // Financial and asset position]

[AR 2013/14 // Notes on the Groups accounting principles and methods]

[AR 2013/14 // Provisions for pensions and similar obligations]

EC4

Financial assistance received from government.

Not

 

 

Market presences

 

 

 

EC5

Standard entry-level wage and minimum wage.

Not

 

 

EC6

Dealing with locally based suppliers.

Not

[CRR 2013/14 // Procurement | Production | Processing]

 

[AR 2013/14 // Strategic positioning of METRO GROUP: METRO Cash & Carry]

EC7

Employment of local staff.

Not

 

 

Indirect economic impacts

 

 

 

EC8

Investments for infrastructure and services.

Not

 

 

EC9

Significant indirect economic impacts.

Not

 

 

Environmental performance

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

Management approach

 

[CRR 2013/14 // Transport | Warehousing | Stores]

 

Materials

 

 

 

EN1

Materials used.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Proportion of eco-friendly paper]

The information on materials used relates to our own use of paper.

EN2

Percentage of recycled materials.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Proportion of eco-friendly paper]

 

Energy

 

 

 

EN3

Direct energy consumption (primary energy).

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores]

 

Electricity and heating energy consumption

Own logistics fleet in Germany

EN4

Indirect energy consumption (primary energy).

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Electricity and heating energy consumption]

 

EN5

Achieved energy savings.

Completely

[CRR 2013/14 // Transport | Warehousing | Stores]

 

EN6

Energy-efficient products.

Not

[CRR 2013/14 // Customers]

 

EN7

Reductions achieved in indirect energy consumption.

Completely

[CRR 2013/14 // Transport | Warehousing | Stores]

 

Water

 

 

 

EN8

Total water consumption.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Water consumption]

 

EN9

Water sources.

Not

 

 

EN10

Water recycled and reused.

Not

 

 

Biodiversity

 

 

 

EN11

Biodiversity: land in, or adjacent to, protected areas and areas of high value.

Not

 

 

EN12

Biodiversity: significant impact.

Not

 

 

EN13

Biodiversity: habitats protected or restored.

Not

 

 

EN14

Management of impacts on biodiversity.

Not

 

 

EN15

Biodiversity: red list species.

Not

 

 

Emissions, effluents and waste

 

 

 

EN16

Total direct and indirect greenhouse gas emissions.

Completely

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

 

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Carbon footprint]

EN17

Other relevant indirect greenhouse gas emissions.

Completely

[CRR 2013/14 online // Our results – Key performance indicators  Transport | Warehousing | Stores – Carbon footprint]

 

EN18

Reduction of greenhouse gas emissions.

Completely

[CRR 2013/14 // Transport | Warehousing | Stores]

 

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Carbon footprint]

[AR 2013/14 // Sustainability Management]

EN19

Emissions of ozone-depleting substances.

Not

 

 

EN20

NOx, SOx and other significant air emissions.

Not

 

 

EN21

Total water discharge by quality and destination.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores – Water consumption]

 

EN22

Total waste by type and disposal method.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Waste disposal – Amount of waste and recycling rate]

 

[AR 2013/14 // Sustainability Management]

EN23

Total number and volume of significant spills.

Not

 

 

EN24

Hazardous and special waste.

Partially

[CRR 2013/14 online // Our results – Key performance indicators – Waste disposal – Amount of waste and recycling rate]

 

EN25

Water bodies and related habitats significantly affected by the discharges of water run-off.

Not

 

 

Products and services

 

 

 

EN26

Reduction of environmental impacts of products and services.

Partially

[CRR 2013/14 // Customers]

 

[CRR 2013/14 // Waste disposal]

EN27

Recycled products and packaging material.

Not

[CRR 2013/14 // Waste disposal]

 

Compliance

 

 

 

EN28

Sanctions for non-compliance with environmental laws and regulations.

Not

 

 

Transport

 

 

 

EN29

Environmental impacts of transports.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Transport | Warehousing | Stores]

 

Carbon footprint

Own logistics fleet in Germany

[CRR 2013/14 online // Our results – METRO GROUP’s carbon footprint]

Overall

 

 

 

EN30

Total environmental protection expenditures and investments.

Not

 

 

Social performance: labour practices and decent work

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

Management approach

 

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Responsibility for our employees]

 

[AR 2013/14 // Employees]

Employment

 

 

 

LA1

Total workforce by employment type and region.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Employees]

 

Part-time rate

Employees by age group

Number of nationalities

[AR 2013/14 // Employees]

LA2

Employee turnover.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Employees]

 

Staff turnover by region and gender

Staff turnover by region and age group

[AR 2013/14 // Employees]

LA3

Benefits provided to full-time employees.

Not

 

 

Labour/management relations

 

 

 

LA4

Employees covered by collective bargaining agreements.

Not

 

 

LA5

Minimum notice period(s) regarding significant operational changes.

Not

 

 

Occupational health and safety

 

 

 

LA6

Health and safety committees.

Not

 

 

LA7

Rates of injury, occupational diseases, lost days and absenteeism.

Not

[CRR 2013/14 online // Our results – Key performance indicators – Employees – Work-related accidents]

 

[AR 2013/14 // Employees]

LA8

Health and safety: prevention of diseases.

Not

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

 

[AR 2013/14 // Employees]

[AR 2013/14 // Risk and opportunity report]

LA9

Health and safety: formal agreements.

Not

 

 

Training and education

 

 

 

LA10

Average hours of training per year.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Employees – Continuing professional development]

Information relates to METRO Cash & Carry and METRO AG.

[AR 2013/14 // Employees: House of Learning]

LA11

Skills management and lifelong learning.

Partially

[AR 2013/14 // Employees]

 

LA12

Employee performance and career development reviews.

Not

 

 

Diversity and equal opportunity

 

 

 

LA13

Composition of governance bodies and employees.

Completely

[CRR 2013/14 online // Our results – Key performance indicators – Employees]

 

Employees by age group

Number of nationalities

LA14

Basic salary ratio of women to men.

Not

 

 

LA15

Return to work and retention rates after parental leave.

Not

 

 

Social performance: human rights

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

Management approach

 

[CRR 2013/14 // Procurement | Production | Processing]

 

Investment and procurement practices

 

 

 

HR1

Human rights: investments and contracts.

Not

 

 

HR2

Human rights: supplier involvement.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 online // Our results – Key performance indicators – Procurement | Production | Processing – Social audits relating to own imports by MGB Hong Kong]

HR3

Human rights: employee training.

Not

 

 

Non-discrimination

 

 

 

HR4

Total number of discrimination incidents and corrective action taken.

Not

 

 

Freedom of association and collective bargaining

 

 

 

HR5

Warranty of freedom of assembly.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 online // Our results – Key performance indicators – Procurement | Production | Processing – Social audits relating to own imports by MGB Hong Kong]

[AR 2013/14 // Employees: Employer-employee relationships]

[AR 2013/14 // Sustainability Management]

Child labour

 

 

 

HR6

Measures to avoid child labour.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 online // Our results – Key performance indicators – Procurement | Production | Processing – Social audits relating to own imports by MGB Hong Kong]

[AR 2013/14 // Sustainability Management]

Prevention of forced and compulsory labour

 

 

 

HR7

Measures to avoid forced labour.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 online // Our results – Key performance indicators – Procurement | Production | Processing – Social audits relating to own imports by MGB Hong Kong]

[AR 2013/14 // Sustainability Management]

Security practices

 

 

 

HR8

Human rights: security personnel training.

Not

 

 

Indigenous rights

 

 

 

HR9

Disregard of the rights of indigenous people.

Not

 

 

HR10

Operations subject to human rights reviews.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 online // Our results – Key performance indicators – Procurement | Production | Processing – Social audits relating to own imports by MGB Hong Kong]

[AR 2013/14 // Sustainability Management]

HR11

Formal grievances regarding human rights.

Completely

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 online // Our results – Key performance indicators – Procurement | Production | Processing – Social audits relating to own imports by MGB Hong Kong]

[AR 2013/14 // Sustainability Management]

Social performance: society

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

Management approach

 

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Our ethos]

 

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP – Responsibility for our employees]

[CRR 2013/14 // Corporate Responsibility Approach of METRO GROUP –An external perspective on our activities]

[CRR 2013/14 // Corporate Responsibility Strategies of the Sales Lines]

[CRR 2013/14 // Our main spheres of action]

[CRR 2013/14 // Procurement | Production | Processing]

[CRR 2013/14 // Transport | Warehousing | Stores]

[CRR 2013/14 // Customers]

[CRR 2013/14 // Waste disposal]

[CRR 2013/14 // Social commitment]

Local communities

 

 

 

SO1

Operations with implemented local community engagement.

Not

 

 

Corruption

 

 

 

SO2

Corruption: number of business units analysed.

Partially

[AR 2013/14 // Risk and opportunity report]

 

SO3

Corruption: training of employees.

Completely

[CRR 2013/14 online // Our results – UN Global Compact Communication on Progress 2013/14]

Following the gradual introduction of an e-training platform for compliance in all METRO GROUP countries, more than 4,500 employees received anti-corrup­tion training online in 2013/14.

SO4

Corruption: action taken.

Not

 

 

Public policy

 

 

 

SO5

Public policy positions and lobbying.

Not

 

 

SO6

Policy: financial contributions.

Not

 

 

Anti-competitive behaviour

 

 

 

SO7

Legal actions for anti-competitive behaviour, anti-trust and monopoly practices.

Partially

[AR 2013/14 // Other notes]

 

Compliance

 

 

 

SO8

Monetary value of significant fines and sanctions for non-compliance with laws.

Not

 

 

SO9

Operations with significant potential or actual negative impact on local communities.

Not

 

 

SO10

Prevention and measures to avoid negative impacts.

Not

 

 

Social performance: product responsibility

Profile Disclo­sure

Description

Reported

Cross-reference

Explanation

Management approach

 

[CRR 2013/14 // Procurement | Production | Processing]

 

[CRR 2013/14 // Customer]

[CRR 2013/14 // Waste disposal]

[AR 2013/14 // Sustainability Management]

Customer health and safety

 

 

 

PR1

Health and safety: product analysis.

Not

 

 

PR2

Health and safety: non-compliance with regulations.

Not

 

 

Product and service labelling

 

 

 

PR3

Labelling and duty to inform for products.

Not

 

 

PR4

Labelling: non-compliance with regulations.

Not

 

 

PR5

Measures related to customer satisfaction.

Completely

[AR 2013/14 // Strategic positioning of METRO GROUP]

All sales lines perform regular surveys on customer satisfaction.

Marketing communications

 

 

 

PR6

Marketing communications: compliance with codes.

Not

 

 

PR7

Marketing communications: non-compliance with regulations.

Not

 

 

Customer privacy

 

 

 

PR8

Substantiated complaints regarding breaches of customer privacy protection.

Not

 

 

Compliance

 

 

 

PR9

Significant fines regarding product liability.

Not