Nachhaltigkeit DatenFakten 2009 Final En

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Sustainability 2009

Key PerformanceIndicators and Targets


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METRO GROu : SuSTainabiliT 2009 KE ERORMancE indicaTORS and TaRGETS p. 02

In the summer of 2010, METRO GROUP will release

its Sustainability Report 2009. To be able to respond

to relevant queries and ratings by the capital mar-

kets in advance, METRO GROUP has prepared this

document to report on its key performance indica-

tors and goals in the area of sustainability. In ad-

dition, this document offers insights into the most

important guidelines and management systems the

company applies in this area. The reporting period

covers business activities of 2009.

The key business gures and a portion of the work-

force numbers were taken completely from the An-

nual Report 2009. Other workforce data were drawn

from the respective departments at METRO AG. The

business and workforce gures are based on all con-

solidated Group companies. The key environmental

gures were obtained from the sales divisions using

specic forms and internationally accepted deni-

tions.

The editorial deadline for this document was

18 June 2010.

Preface

Group structure

Strategic direction

Guidelines and management systems

Notes to the key performance indicators 2009

Key performe tors

CompanySupply chain and products

Environment

Employees

Targets

Portfolio of locations by country and

sales division

Imprint

3

4

5

8

10

1010

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13

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You will fnd our

Annual Report under thesection Company at

www.metrogroup.de
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METRO GROUP is one of the leading internationaltrade and retail companies. In 2009, it generatedsales of around 66 billion. The company does busi-ness at more than 2,100 locations in 33 countriesand employs about 290,000 people.

To achieve protable, long-term growth at METROGROUP, the efciency- and value-enhancing pro-gramme Shape was launched on 20 January 2009.

The guiding principle of Shape 2012 is: as decentrallyas possible, as centrally as necessary. The changesinitiated as part of the programme are primarily de-signed to streamline the companys organisationalstructure, completely transfer responsibility for theoperational business to the sales divisions, as wellas to strengthen the areas of nance, controlling andcompliance in the holding company. Shape 2012 en-ables METRO GROUP to respond more quickly andexibly to customer needs. The company continues

to be led by the Dsseldorf-based METRO AG. Act-ing as the strategic management holding company,it oversees the areas of nance, controlling andcompliance for the entire Group. The operationalbusiness of METRO GROUP is managed by the salesdivisions Metro Cash & Carry, Real, Media Marktand Saturn, as well as Galeria Kaufhof, which haveassumed leading positions in their respective seg-ments. The real estate business is run and admin-istered by METRO GROUP Asset Management. Thesales divisions assume sole responsibility for theentire process chain from procurement to sales. Insuch areas as logistics, procurement of advertisingmaterials and information technology, cross-divi-sional service companies support the segments byproviding comprehensive services.

Group structure

The segmets of METRO GROu

Metro cash & carry is an international marketleader in its business area and operates in 30 coun-tries under the brand names Metro and Makro. Theproduct range is tailored specically to the needs ofcommercial customers, including hotel operators,restaurant owners and caterers.

Re is among the leading hypermarket operators inGermany and Poland. The sales division also oper-ates stores in Romania, Russia, Ukraine and Turkey.All stores offer a comprehensive assortment with alarge amount of fresh produce.

One sales division, two strong brands: Me Mrkt Str rank No. 1 among European consumerelectronic stores. A decentralised organisationalstructure, attractive product ranges and innovative

marketing fuel the success of the sales division,which now does business in 16 countries.

Ger Kfhof is the concept and system leaderamong German department stores and the marketleader in Belgium, where the sales division is knownas Galeria Inno. The high-quality, international as-sortment, the pleasant atmosphere and a broadrange of services provide customers with inspirationand an event-orientated shopping experience.

METRO GROu asset Mgemet oversees METROGROUPs real estate assets in 32 countries. Its re-sponsibilities include actively increasing the value ofthe portfolio, planning new stores and administeringcurrent locations.

Overview of METRO GROUP and its segments

METRO GROup

METRO AG

Metro Cash & Carry

Makro Cash & CarryReal

Media Markt

SaturnGaleria Kaufhof

METRO GROUP

Asset Management


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METRO GROu : SuSTibiliTy 2009 KEy ERfORMcE idicTORS d TRGETS p. 07

You will nd additional informa-tion about METRO GROUPsapproach to the issue of green

genetic technology on the TopicSpecial page under the sectionGroup Communications atwww.metrogroup.de

to meet minimum social standards. A ban on childlabour, forced labour and any form of exploitationis a fundamental component of agreements with

suppliers.

For the import of products from certain groupsof goods into the European Union, we have alsopledged to review our suppliers and help them tointroduce improved working conditions. We areone of the charter members of the Business SocialCompliance Initiative (BSCI), a group that is commit-ted to the observance of fundamental human rightsin the production and supply chain. To ensure that

minimum social standards are followed during themanufacture of products, we require our suppliersto observe the BSCI Code of Conduct.

Transparent ommnaton on the sse o

geneta moe prots

The use of genetically modied products in foods

is a complex issue. In the European Union, the la-belling of genetically modied products is strictlyregulated. METRO GROUP supports the EUs regu-lations and clearly focuses on consumer protectionand transparent communications. Our goal is toprovide consumers with the most comprehensiveinformation about all aspects of genetically modiedfoods, as well as to enable them to make a consciousconsumer decision. For this reason, we require ourindustrial partners to label foods in a manner that

strictly complies with valid regulations.

The production, sale and use of foods and other con-

sumer goods are associated with various environ-mental impacts. METRO GROUP is part of this valuechain and can inuence environmentally relevantprocesses particularly at its own locations. Our goal

is to keep the consumption of energy and resources

related to our business activities and our release ofclimate-relevant emissions as low as possible. Weformulated this commitment in the global environ-mental guidelines we issued in 1997.

You will nd the entire setof guidelines online at

www.metrogroup.de/sustainability/guidelines

Environment

All guidelines covering the

chapter Employeesare available online atwww.metrogroup.de/sustainability/guidelines

METRO GROUPs business success in the nancialyear 2009 was generated by about 290,000 employ-ees from more than 150 countries. Our aim is toprovide all employees with fair working conditionsand professional growth opportunities as well as tostrengthen their loyalty to the company. The start-ing point of our far-sighted human-resources poli-cies is clear guidelines that provide all employeesand managers with a basis for action and security intheir daily business activities.

Goa ommtment to ar workng

ontons

METRO GROUP works around the world to promotefair working conditions. Within the domain of its ownstores and operations, it unconditionally supportsthe guidelines contained in the four core principlesof the International Labour Organisation (ILO). Thismeans that the freedom of association, the right ofcollective bargaining, the abolishment of forced la-bour and an end to child labour as well as a ban on

discrimination in the workplace are recognised in allmarkets and companies.

commtment to verst, eqa opportnt

an toerane

In its business principles, METRO GROUP has clear-ly spoken out against discrimination, among otherthings. The business principle covering anti-dis-crimination calls on all employees and managers ofMETRO GROUP around the world to refrain from di-rect or indirect discrimination particularly in termsof race, ethnic origin, religion and philosophy of life,disability, age, sexual identity and gender. The anti-discrimination business principle applies to super-

visors and employees and in both directions. It alsoapplies to employees in dealings with each other.

The commitment to fair working conditions and theanti-discrimination business principle are part of thecompliance organisation at METRO GROUP. For thisreason, the oversight of implementation and observ-ance is carried out by the corresponding compliancestructures.

Employees
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In addition to the socially and environmentally re-sponsible management of its business activities,METRO GROUP supports a variety of projects, or-ganisations and events in social, cultural and athlet-ic areas. Wherever the company provides nancialsupport, the guideline on donations & sponsoringapplies.

ssste ery regte

In the guideline on donations & sponsoring, METRO

GROUP has clearly spelled out how donations andsponsoring activities are to be carried out. Thegoals of the guideline approved in 2009 include theavoidance of reputation risks as well as the preven-tion of the use of donations and sponsoring fund-ing for illegitimate purposes. The guideline appliesaround the world to all employees and managers ofMETRO GROUP who receive requests for donationsand sponsoring activities.

The key pots of the gee o otos &

sposorg:Regardless of the amount involved, requests fordonations by METRO AG will be processed by the

Corporate Communications, Public Affairs and CSRdepartments at METRO AG.

Requests for donations by the sales divisionsthat total up to20,000 will be processed by the divi-sions themselves. The Corporate Communications,Public Affairs and CSR departments at METRO AGwill process any requests exceeding 20,000.

Donations by Group companies other than

METRO AG and the sales divisions are not permitted.

Donations and sponsoring activities involvingpolitical parties or institutions associated with themmay be approved only by the Management Board ofMETRO AG.

The donations & sponsoring guideline is part ofMETRO GROUPs compliance organisation and is putin place through the corresponding structures andmanagement systems.

Society

Explanation of key performance indicators 2009

So ts se o bSci

At the end of 2009, all textile suppliers from riskcountries had undergone a BSCI-based audit. Morethan half of the relevant suppliers were in compli-ance with the requirements laid down by the Codeof Conduct of the Business Social Compliance Initia-

Eergy

Specic energy consumption per square metre ofselling space was lowered by more than 5 percent to414 kWh in 2009 compared with the previous year. Inaddition to a new awareness about the issue and train-

ing of employees, the main reasons for this reductionwere optimised building-management systems andthe use of efciency technologies in all sales divi-

tive (BSCI). The increased number of successful au-dits resulted from improved awareness and optimalmanagement instruments being used by the suppli-ers. Improved internal procedures involving inspec-tions and documentation of the audit process had apositive effect as well.

sions. In a reection of this, the need for heating wassignicantly lowered in Western Europe in spite of thecold winters in 2008 and 2009.

Wste

Specic volumes of waste per square metre of sell-ing space were lowered by more than 11 percent to46.2 kg in 2009. The reasons were both decreased

Supply chain and products

Environment


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sales as well as a marked reduction in transportpackaging. At 76.2 percent, the recycling rate ofMETRO GROUP slipped slightly compared with the

previous year (77.4 percent). In Eastern Europe, onthe other hand, the recycling rate climbed nearly 15percent due to the expansion of the national recyc-ling infrastructure.

Refrgerts

The rell rate for refrigerants rose 3.6 percent com-pared with the previous year. The rise resulted fromthe replacement of the HCFC refrigerant R22 withthe more environmentally responsible HFC refrig-

erant in all units in Germany. METRO GROUP haschosen the newly developed refrigerant R422D as analternative to R22. Because the refrigerant serviceprovider lacked experience with the technical issuesrelated to R422D, leaks frequently occurred duringthe initial phase of the transition. For this reason, 22percent more refrigerant escaped in Germany com-pared with the previous year.

per

In 2009, 75 percent of the paper acquired around theworld by METRO GROUP Advertising (MGA) on be-

half of the sales divisions for use in customer news-papers and magazines was environmentally friendly.This was an increase of 5.6 percent over 2008. Allsales divisions changed their paper portfolio to fa-vour more environmentally friendly alternatives.

Expto o the trk eet

The share of vehicles among METROs entire eet oftrucks that comply with the emission standard EURO5 rose by 16.4 percent to 90 vehicles in 2009 com-

pared with the previous year. At the same time, theaverage use of diesel fuel per 100 kilometres fell bymore than 4 percent.As part of the value- and efciency-enhancing pro-gramme Shape 2012, investments in the companysown truck eet are being extended over a longer pe-riod of time. As a result, the original goal of havingthe entire truck eet comply with the EURO 5 stand-ard by the end of 2009 was put off to the end of 2011.

Empoyees (f-tme eqvets)

The number of full-time employees totalled 251,338people a decrease of 1.2 percent. A key reason forthe slight drop was the restructuring steps takenby the value- and efciency-enhancing programmeShape 2012. The workforce reductions were largelycarried out in a socially acceptable manner throughnormal turnover. Many Group companies decidednot to hire people. Vacant jobs were not lled.

Geer strto mgemet postos

More than half of METRO GROUPs employees arewomen. Only 17.8 percent of management positionswere lled by women in the nancial year 2009. Theslight increase of 3.5 percent since 2008 resulted

primarily from positive trends among managementpositions in Eastern Europe and Asia /Africa. At 14.6percent, Germany virtually remained at previousyears levels.

Trover rte

The Group-wide turnover rate totalled 20.8 percentin 2009, 7.6 percent below the previous year. Par-ticularly in Eastern Europe, the challenging global

economic situation helped to lower the generallyabove-average turnover rate. In Germany, the turn-over rate rose to the pre-crisis level, a trend that canbe viewed as a sign that the labour market is slowlyrecovering.

Work-rete ets

In 2009, the number of work-related accidents inGermany fell by 1.4 percent compared with the pre-vious year. With a 1,000-man rate of 14.0, METROGROUP is below the sector average.

appretes

In Germany, about 2,300 school leavers began theirtraining programmes at METRO GROUP during2009, about 750 fewer than the previous year. At 8.6

percent, however, the training rate remains aboveaverage. The reason for the decrease in apprenticesis the companys strategic decision to base the train-ing programmes more closely on the companysneeds. In recent years, METRO GROUP has alwaysapplied the principle of training takes precedenceover hiring and trained many more people than thecompany actually needed. As the number of schoolleavers falls, this approach is no longer needed.

Employees


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Key performance indicators

Company

Data range2007 20092008

Active suppliers were those from countries

viewed as risk areas by the BSCI who provide

METRO GROUP in a particular year with clothing,

shoes, toys and hardlines for the EU market.

Suppliers who have passed audits can

demonstrate their successful compliance with

the standards SA8000, ICTI or BSCI by presentingthe certicate of an independent third party.

Supply chain and products

Social audits based on BSCI BSCI-relevant suppliers (active) / Of these, suppliers who passed the audit / Audit quota in %

2007 2008 2009 2007 2008 2009

36.6 52.027.3

Suppliers Successfully

audited suppliers

484

696

993

EBIT before special items*

in million

Sales (net)in million

* excluding Germany

METRO GROUP Germany Western Europe* Eastern Europe Asia /Africa

2007 2008 2009

64,

210

67,

955

65,

529

2007 2008 2009

26,

133

26,

665

26,

511

2007 2008 2009

20,

532

20,

993

20,

932

2007 2008 2009

15,

680

18,

084

15,

766

2007 2008 2009

1

,865

2

,213

2

,320

2007 2008 2009

2,

078

2,

222

2,

024

1

32

2

55

5

16

Turnover100 %

Turnover100 %

Turnover100 %Gender distribution

in managementpositions100 %

Gender distributionin managementpositions100 %

Gender distributionin managementpositions100 %

Sales100 %

Sales100 %

Sales100 %EBIT

100 %EBIT100 %

EBIT100 %Suppliers who

passed the socialaudit 100 %

Suppliers whopassed the socialaudit 100 %

Suppliers whopassed the socialaudit 100 %

Energy92 %

Energy92 %

Energy92 %

Environmentalbalance sheet100 %



Waste76 %

Waste83 %

Waste83 %

Recycling rate76 %

Recycling rate83 %

Recycling rate83 %

Water80 %

Water74 %

Water74 %

Environmen-tally optimalpaper95 %



Refrigerants89 %

Refrigerants86 %

Refrigerants86 %

Diesel usage100 %

Diesel usage100 %

Diesel usage100 %

Work-relatedaccidents42 %



Employees100 %

Employees100 %

Employees100 %

Personnelexpenses100 %



* 2009 (2008) adjusted for special itemsfrom Shape 2012: 343 million (237 million)


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Employees

Employees (full-time equivalents on annual average basis)Share of men / Share of women

* excluding Germany

2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009

239,

242

254,

457

251,

338

9

9,

957

9

9,

820

9

6,

941

51,

293

53,

297

51,

594

74,0

21

85,

280

87

,628

13,

971

16,

060

15,

175

Share of vehicles among the entire eet to

METRO company trucks that meet the

EURO 5 emission standard and the average

amount of diesel usage by all METRO vehicles

per 100 driven kilometres.2007 2008 2009 2007 2008 2009

Company truck eet Number of company trucks / Share of EURO-5 trucks in % / Diesel consumption per 100 km in l

Germany

205

209

195 3

3.

93

33.

20

31.

82

2007 2008 2009

39.7 46.24.4

Gender distribution in management positions Men in management positions / Women in management positions

Management positions are those in levels 13

(Management Board, executive management,

divisional managers, departmental managers and

store managers). The proportion of male andfemale employees in these positions is calculated.

* excluding Germany

0708 09 0708 09 0708 09 0708 090708 09 0708 09 0708 09 0708 090708 09 0708 09

Environment

5

7.

5

5

7.

6

5

7.

2

42.

5

42.

4

42.

8

6

2.

5

6

2.

1

6

1.

2

37.

5

37.

9

38.

8

4

8.

7

4

8.

3

4

7.

8

52.

3

51.

7

52.

2

5

9.

0

6

0.

4

6

0.

5

41.

0

39.

6

39.

5

1

8.

4

1

7.

2

1

7.

8

81.

6

82.

8

82.

2

1

4.

3

1

4.

5

1

4.

6

85.

7

85.

5

85.

4

1

7.

1

1

7.

2

1

6.

8

82.

9

82.

8

83.

2

3

1.

1

2

5.

9

3

0.

9

68.

9

74.

1

69.

1

4

2.

1

4

1.

8

4

2.

3

57.

9

58.

2

57.

7

2

6.

3

3

0.

4

3

5.

6

73.

7

69.

6

64.

4




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METRO GROu : SuSTanabTy 2009 KEy ERfORMancE ndcaTORS and TaRGETS . 15

Targets

cHaTER THEME TaRGETS MEaSuRES STaTuS

Company complie orgistio omplie mge-

met

METRO GROp will continue

to extend its comliance

organisation.

Adotion of additional comliance

guidelines combined with comrehen-

sive trainings by the end of 2010

Develoment of a comrehensive

communication strategy to kee

emloyees informed

Supply

chain and

products

Resore protetio /

Sstile ishig

METRO GROp will continue to

develo its sustainable shing

strategy.

The new GLOBALGAp aquaculture

standard is being tested in cooeration

with angasius and shrim suliers

in Vietnam

Fish buyers are being trained to usethe sh-stock database:

www.ortal-scherei.de

Sustainable sh assortment will

be extended by 15 ercent from 96

roducts in 2009 to 110 MSC-

certed roducts at the close of

2011.

Spplier triig METRO GROp will exand

its sulier training rogrammein develoing and emerging

countries, including in cooeration

with NIDO.

Relevant rogrammes will be

launched in two new countries in 2010

tertiol lor

orms /Soil strs

METRO GROp will exand

its commitment to enforcing fair

working conditions at suliers.

METRO GROp suorts the

construction of a day-care centre in

a textile lant in Bangladesh

The introduction of systematic

IT suort hels imrove internal

monitoring and documentation

rocesses

The new GRASp social standard

for agricultural roduction is being

tested with ve suliers in cooeration

with GLOBALGAp

Measure not yetimlemented

Measureimlemented

Target not yetreached

Target reached Ongoing measure


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Environ-

ment

cmte proteto /

Resore mgemet

Improvement of METRO GROUPsenergy management

Enhancement of staff qualicationand accountability

Development of uniform standardsfor new construction and renovation

Roll-out of successful efciencymeasures

By 2009, the rell rate for cooling

agents will be reduced to 12 per-cent from 18.5 percent in 2007.

Within Germany, the rell rate willbe reduced to 6 percent by 2009from 12.3 percent in 2007.

By 2011, the rell rate forcooling agents will be reduced to12 percent from 14.4 percent in2009.

We plan to extend the collectionof key environmental data to allcountries by 2010.

By 2011, the selling space coveredby published environmental datawill be increased to 90 percentfrom an average of 85 percentin 2009.

We plan to retrot our own truckeet with vehicles complyingwith the EURO 5 norm by the endof 2009.

We plan to retrot the own truckeet of METRO GROUP Logistics(MGL) in Germany with vehiclescomplying with the EURO 5 normby 2011.

Target from 2007

Targets

Measure not yetimplemented

Measureimplemented





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Environ-

ment

cmte proteto /

Resore mgemet

The average diesel consumptionof the own trucks of METROGROUP Logistics (MGL) in Ger-many will be reduced by 5 percent

to 30.3 l/100 km by 2011from 31.8 l/100 km in 2009.

METRO GROUP continues tomitigate the environmental impactof its logistics activities.

Introduction of a computer-basedinstrument for determining thepollution emissions of all procurementlogistics activities of METRO GROUPLogistics (MGL)

Driver trainings in fuel-efcientdriving

METRO GROUP will continue toimplement its environmentalguidelines in paper procurementfor advertising material.

Continually increased procurementof environmentally optimised andcertied paper for our sales brandsadvertising material

Reduction of paper purchasingvolumes through smaller advertisingmaterial formats

Employees Heth & Sfety METRO GROUP will continue tostrengthen its efforts in the areasof occupational safety and healthprotection for its employees.

Extension of KPI and reportingsystem on work-related accidents

Extension of employee healthmeasures

Optimisation of occupational safety

measures in stores and warehouses

dversty METRO GROUP will work tocontinually expand the share ofwomen in management positions.

Reinforcement of personnel mar-keting with a key focus in particular onfemale employees

Targets

Measure not yetimplemented

Measureimplemented





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