Sustainability 2009 –

Key Performance
Indicators and Targets
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 02

Preface
In the summer of 2010, METRO GROUP will release Group structure 3
its Sustainability Report 2009. To be able to respond
to relevant queries and ratings by the capital mar- Strategic direction 4
kets in advance, METRO GROUP has prepared this
document to report on its key performance indica- Guidelines and management systems 5
tors and goals in the area of sustainability. In ad-
dition, this document offers insights into the most Notes to the key performance indicators 2009 8
important guidelines and management systems the
company applies in this area. The reporting period Key performance indicators 10
covers business activities of 2009. Company 10
Supply chain and products 10
The key business figures and a portion of the work- Environment 11
force numbers were taken completely from the An- Employees 13
nual Report 2009. Other workforce data were drawn
from the respective departments at METRO AG. The Targets 15
business and workforce figures are based on all con-
solidated Group companies. The key environmental Portfolio of locations by country and 21
figures were obtained from the sales divisions using sales division
specific forms and internationally accepted defini-
tions. Imprint 22

The editorial deadline for this document was

18 June 2010.

You will find our

Annual Report under the
section Company at
www.metrogroup.de

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 METROGROUP
METRO
METRO GROUP :: GESCHÄFTSBERICHT
GROUP: GESCHÄFTSBERICHT
GESCHÄFTSBERICHT 2009
2009
2009
METRO GROUP : GESCHÄFTSBERICHT 2009
→ DAS
→→ DAS
DAS GESCHÄFT
METRO
GESCHÄFT
GESCHÄFT → KONZERNLAGEBERICHT
GROUP : GESCHÄFTSBERICHT 2009
→→ KONZERNLAGEBERICHT
KONZERNLAGEBERICHT
METRO Group : Sustainability 2009 – Key performance indicators and targets → DAS GESCHÄFT  p. 03 →→ KONZERNLAGE
→ DAS GESCHÄFT KONZERNLAGEBE

Group structure
DieSegmente
Die Segmenteder
derME
M
METRO GROUP is one of the leading international The segments of METRO GROUP Die Segmente
Die Segmente d
trade and retail companies. In 2009, it generated MetroCashCash&& &Carry
Carryistististinte
int
Metro
Metro Cash Carry int
sales of around €66 billion. The company does busi- Metro Cash & Carry is an international market Metro Cash & Carr
Metro Cash & Carry
bedienungsgroßhandel
bedienungsgroßhandel
bedienungsgroßhandel un
und
un
ness at more than 2,100 locations in 33 countries leader in its business area and operates in 30 coun- bedienungsgroßha
inin bedienungsgroßhan
inmittlerweile
mittlerweile
mittlerweile 30Ländern
3030 Länder
Länder
and employs about 290,000 people. tries under the brand names Metro and Makro. The in mittlerweile 30
aufdie
auf
auf diein
die mittlerweile 30
Anforderungen
Anforderungen
Anforderungen gL
gew
ge
product range is tailored specifically to the needs of auf die Anforderu
darunter
darunter
darunterauf die Anforderun
Hoteliers,
Hoteliers,
Hoteliers, Resta
Restaur
Resta
To achieve profitable, long-term growth at METRO commercial customers, including hotel operators, darunter Hoteliers
darunter Hoteliers,
GROUP, the efficiency- and value-enhancing pro- restaurant owners and caterers. Realzählt
zähltzuzuzudendenführenführe
Real
Real zählt den führe
gramme Shape was launched on 20 January 2009. Real zählt zu de
Real
Deutschland
Deutschland zählt
und
und
Deutschland und Polen. zu
Polen.
Polen. den D
The guiding principle of Shape 2012 is: as decentrally Real is among the leading hypermarket operators in Deutschland und
hinausDeutschland
hinaus
hinaus Standorteinin
Standorte
Standorte inundRum
Rumä
Rum P
as possible, as centrally as necessary. The changes Germany and Poland. The sales division also oper- hinaus Standorte
der
der hinaus
derTürkei.
Türkei.
Türkei. Alle Standorte
Alle
Alle Märktezei
Märkte
Märkte in
ze
ze
initiated as part of the programme are primarily de- ates stores in Romania, Russia, Ukraine and Turkey. der Türkei. Alle M
Sortiment dermit
Sortiment
Sortiment Türkei.
miteinem
mit einem
einemAlle Mär
hohe
hohen
hohe
signed to streamline the company’s organisational All stores offer a comprehensive assortment with a Sortiment mit eine
Sortiment mit einem
structure, completely transfer responsibility for the large amount of fresh produce.
EineVertriebslinie,
Eine
Eine Vertriebslinie,zwei
Vertriebslinie, zweis
zwei
operational business to the sales divisions, as well Eine Vertriebslini
SaturnEine
Saturn
Saturn sind
sind Vertriebslinie,
sinddiedieNummer
die Nummere
Nummer
as to strengthen the areas of finance, controlling and One sales division, two strong brands: Media Markt Saturn sind die N
Saturn sind
trofachmärkten.
trofachmärkten.
trofachmärkten. Einediedeze
Eine
Eine Num
de
de
compliance in the holding company. Shape 2012 en- and Saturn rank No. 1 among European consumer trofachmärkten. E
traktive
traktive trofachmärkten.
Sortimente
Sortimente
traktive Sortimente und und
und Eiin
ables METRO GROUP to respond more quickly and electronic stores. A decentralised organisational traktive Sortimen
Erfolg
Erfolg traktive
Erfolgder der Sortimente
derVertriebslinie
Vertriebslinie
Vertriebslinie b
flexibly to customer needs. The company continues structure, attractive product ranges and innovative Erfolg der Vertrie
vertreten Erfolg
vertreten
vertreten ist. der Vertriebs
ist.
ist.
to be led by the Düsseldorf-based METRO AG. Act- marketing fuel the success of the sales division, vertreten ist.
vertreten ist.
ing as the strategic management holding company, which now does business in 16 countries.
GaleriaKaufhof
Galeria
Galeria Kaufhofistist
Kaufhof istderderKon
der Ko
Ko
it oversees the areas of finance, controlling and Galeria Kaufhof is
deutschen Galeria
deutschen
deutschen Kaufhof istu
Warenhäusern
Warenhäusern
Warenhäusern
compliance for the entire Group. The operational Galeria Kaufhof is the concept and system leader deutschen Warenh
deutschen
Vertriebslinie
Vertriebslinie
Vertriebslinie als
als Warenhä
alsGaleria
GaleriaI
Galeria
business of METRO GROUP is managed by the sales among German department stores and the market Vertriebslinie als
Vertriebslinie
ternationale
ternationale
ternationale Sortiment,
Sortiment,
Sortiment, alsdie G
d
d
divisions Metro Cash & Carry, Real, Media Markt leader in Belgium, where the sales division is known ternationale Sortim
umfassendeternationale
umfassende
umfassende Sortim
Serviceange
Serviceangebo
Serviceange
and Saturn, as well as Galeria Kaufhof, which have as Galeria Inno. The high-quality, international as- umfassende Servi
tionund
tion
tion umfassende
und
und Erlebniseinkauf.
Erlebniseinkauf.
Erlebniseinkauf.Service
assumed leading positions in their respective seg- sortment, the pleasant atmosphere and a broad tion und Erlebnise
tion und Erlebnisein
ments. The real estate business is run and admin- range of services provide customers with inspiration
DieMETRO
Die
Die METROGroup
METRO GroupAsset
Group AssetM
Asset
istered by METRO GROUP Asset Management. The and an event-orientated shopping experience. Die METRO Group
Die METRO
lienvermögen
lienvermögen
lienvermögen der
der Group
derMETRO
METRO
METRO
sales divisions assume sole responsibility for the lienvermögen der
gaben
gaben lienvermögen
gabengehören
gehörenunter
gehören unter der
unterander andM
ande
and
entire process chain – from procurement to sales. In METRO GROUP Asset Management oversees METRO gaben gehören un
gaben
Portfolios,
Portfolios,
Portfolios, die
die
diegehören
Projektieru
Projektierun
Projektieru unte
such areas as logistics, procurement of advertising GROUP’s real estate assets in 32 countries. Its re- Portfolios, die Pro
die
die Portfolios,
dieVerwaltung
Verwaltung
Verwaltung der
der
derdie Projeb
bereits
bereits
bereits
materials and information technology, cross-divi- sponsibilities include actively increasing the value of die Verwaltung der
die Verwaltung der b
sional service companies support the segments by the portfolio, planning new stores and administering
providing comprehensive services. current locations.

Overview of METRO GROUP and its segments

METRO GROUP

METRO AG

Metro Cash & Carry Media Markt METRO GROUP

Real Galeria Kaufhof
Makro Cash & Carry Saturn Asset Management
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 04

Strategic direction

It is the aim of METRO GROUP to increase the value of
the company over the long term by generating prof-
itable growth. The foundation for this is the highest
level of customer orientation, strategic expansion,
the positioning of the sales divisions, and efficient
processes. One characteristic of METRO GROUP is a
type of company management that encourages self-
responsibility on the part of every single employee.
The guiding principle is: as decentrally as possible,
as centrally as necessary.
Customer orientation
METRO GROUP puts customers at the centre of its
business. For the sales divisions, this means one
thing: they must flexibly design their concepts to
address the shopping habits of consumers and
commercial customers. This means offering needs-
based product ranges that win over customers
through their selection, quality and price. The high
level of customer orientation is also reflected in in-
dividual customer assistance, extensive shopping
convenience and exclusive services. The local focus
enables employees to recognise customer expecta-
tions and location-specific features at an early stage
and to react to them. In addition, the sales divisions
profit from the strengths of a global company.
Efficient processes and structures
METRO AG is the management holding company of
METRO GROUP. As part of a planning and budgeting
process, it steers the strategic decisions of the sales
divisions and allocates capital and resources to the
sales divisions. The retail and real estate businesses
are consistently separated from each other. In taking
this approach, METRO GROUP addresses the differ-
ent character of both asset classes. METRO GROUP
is also determined to efficiently design its processes
in order to better tap existing and new markets. The
Group’s complexity will be significantly reduced by
Shape 2012. Key features of the new organisation
are integrated structures and the sales divisions’ au-
tonomous authority over the operational business.
This facilitates increased customer orientation, im-
proved cost management and additional efficiency.
The sales divisions receive the entrepreneurial free-
dom they need to hit the centrally defined strategic
targets and to meet profitability targets.

Positioning and expansion

With its four sales divisions, METRO GROUP is well
positioned and successfully organised internation-
ally. The centrepiece of the business is formed by the
large-scale retail formats of Metro Cash & Carry,
Real, Media Markt and Saturn. They do business in
33 countries in Europe, Asia and Africa, independ-
ently fuelling their international expansion in the
process. Sensible acquisitions can accelerate this
development. METRO GROUP conducts business in
markets that are in various stages of development. To
promote customer loyalty and international expan-
sion, the sales divisions adapt their product ranges
to country-specific needs without altering the over-
arching design of the formats. The international po-
sitioning of METRO GROUP strengthens the Group’s
independence from phases of economic weakness
in individual countries or regions. In its expansion
efforts, the company focuses over the long term on
potential growth markets with increasing economic
strength and positive purchasing-power trends.
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 05

Guidelines and management systems

We have developed numerous guidelines and management systems
to implement sustainability at all levels of the company.

Company

Integrated management systems and an organisa-
tional structure with clearly defined areas of respon-
sibility are essential if sustainability is to contribute
to the long-term increase in the company’s value.
Realising this, METRO GROUP set up a Sustainabil-
ity Board in the autumn of 2009. This board over-
sees the many sustainability activities already being
undertaken and anchors the issue of sustainability
more firmly within the company. Led by the CEO of
METRO GROUP, the Sustainability Board works
with the Management Board of METRO GROUP to
propose binding targets, guidelines, standards and
programmes. In addition, the board continuously re-
fines the company’s sustainability strategy and de-
termines focal points as well as the key performance
indicators used to measure success. In addition to
the heads of the central holding functions, each sales
division of METRO Group is represented on the
Sustainability Board by one member of its own Man-
agement Board. In taking this approach, the com-
pany can assure that decisions and measures are You will find additional
information about
practical and designed for daily business operations. the composition of the
Sustainability Board online at
www.metrogroup.de/
The Sustainability Board is supported by four work- sustainability
ing groups consisting of experts from the corporate
departments of the holding company and of special-
ists in such areas as procurement and human re-
sources in the sales divisions. In the areas of “qual-
ity, health and environment”, “energy and resource
management”, “employees and social affairs” as
well as “social policies and stakeholder dialogue”,
the working groups develop specific programmes
and propose them to the Sustainability Board for
a decision. The sales divisions ensure that the ap-
proved activities are practical and are firmly imple-
mented in daily business operations. They comment
on the working groups’ recommendations and sub-
mit their own proposals as well. They also issue re-
ports about the progress of projects and provide the
data needed to measure success.

Management Board of METRO AG

Sustainability Board of METRO GROUP

Chairman: Dr. Eckhardt Cordes, CEO of METRO AG

Vice Chairman and Coordination: Dr. Michael Inacker, Head of Communications, Public Affairs and CSR of METRO AG

Sales divisions and real estate: Holding functions:

Metro Cash & Carry Corporate Relations
Real Investor Relations
Media Markt and Saturn CSR
Galeria Kaufhof Corporate HR
METRO GROUP Asset Management Strategic Quality Management
Legal Affairs & Governance

Sustainability management

Work groups

Quality, health and Energy and resource Employees and Social policies and
environment management social affairs stakeholder dialogue

Sales divisions und real estate management of METRO GROUP

Metro Cash & Carry, Real, Media Markt and Saturn, Galeria Kaufhof, METRO GROUP Asset Management
METRO Group : Sustainability 2009 – Key performance indicators and targets
You will find additional
information about the business
principles at
www.metrogroup.de/compliance
You will find the BSCI Code of
Conduct and background
information about the BSCI
management system on our
home page at
www.metrogroup.de/
sustainability/guidelines
or at www.bsci-eu.org
Compliance management system further
expanded internationally
The activities of METRO GROUP are subject to an
array of legal regulations, company guidelines, pro­
cesses and standards. The Group-wide compliance
management system helps employees and manag­
ers to understand and comply with these rules.
The compliance organisation is centrally managed
by METRO AG. It helps individuals who have subject-
matter responsibility in the holding and country
companies to develop and implement compliance
rules for METRO GROUP employees. More than 60
compliance officers work throughout the Group. In
organisational terms, the compliance function of
METRO GROUP is separate from the internal audit­
ing department. Its sole mission is to guard against
behaviour-related risks. These risks include all
types of behaviour by managers and employees that
could harm the company’s business or reputation.
Business principles of METRO GROUP form the
foundation
The elemental foundation of compliance at METRO
GROUP is formed by eight business principles:
 The avoidance and addressing of conflicts
of interest
 The provision and granting of benefits
 The solicitation and acceptance of benefits
 The appropriate handling of corporate
information
 Compliance with antitrust law
 Diversity, equal opportunity and tolerance –
non-discrimination
 Respect for fair terms and conditions of
employment
 Compliance with applicable laws and company
guidelines
Supply chain and products
METRO GROUP sells a number of high-quality
private-label products for which it assumes direct
product responsibility. This means that we must en­
sure the quality and safety of the products as well as
observe social and environmental standards related
to their manufacture and procurement. We have de­
veloped some guidelines of our own covering various
links in the value chain. We also apply globally recog­
 p. 06
Through training and discussions, employees learn
about the behavioural standards and legal regula­
tions that apply to their work areas and receive guid­
ance concerning compliance with the responsibili­
ties arising from them.
When problematic situations arise, employees can
turn to their supervisor, their particular compliance
officer and a compliance helpline. The helpline ac­
cepts tips about improper conduct within the compa­
ny. The discussions can be conducted anonymously.
Support of sustainability management by
compliance
Guarding against behaviour-related risks initially
means to systematically identify them and to assign
clear responsibilities for consistent, Group-wide
risk management to the specialist departments of
METRO GROUP. These activities are guided by clear
rules as well as special trainings and information for
all affected managers and employees.
In recent months, METRO GROUP has introduced or
revised valid Group-wide guidelines and processes
concerning fundamental behaviour-related risks
of its business activities, including explicit antitrust
guidelines, and has developed the related training
material for employees.
In the area of sustainability, numerous activities
undertaken by METRO GROUP are subject to strict
behaviour standards and guidelines as well. Even
though most of these rules are voluntary and self-
imposed, consistent compliance with them and
their verifiable implementation is essential to the
company’s long-term credibility. Drawing on struc­
tures implemented throughout the Group and clear
process management, the compliance organisation
will increasingly ensure that commitments made by
METRO GROUP or individual sales divisions in the
area of sustainability are met and can be monitored.
nised regulations and testing systems and in many
cases design them from the very beginning.
Humane working conditions in the supply chain
Complying with international labour standards and
basic human rights is a critically important issue
for METRO GROUP outside its own stores and op­
erations as well. We expect all business partners
METRO Group : Sustainability 2009 – Key performance indicators and targets
to meet minimum social standards. A ban on child
labour, forced labour and any form of exploitation
is a fundamental component of agreements with
suppliers.
For the import of products from certain groups
of goods into the European Union, we have also
pledged to review our suppliers and help them to
introduce improved working conditions. We are
one of the charter members of the Business Social
Compliance Initiative (BSCI), a group that is commit-
ted to the observance of fundamental human rights
in the production and supply chain. To ensure that
minimum social standards are followed during the
manufacture of products, we require our suppliers
to observe the BSCI Code of Conduct.
Environment
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 value
chain and can influence environmentally relevant
processes particularly at its own locations. Our goal
Employees
METRO GROUP’s business success in the financial
year 2009 was generated by about 290,000 employ-
ees from more than 150 countries. Our aim is to
provide all employees with fair working conditions
and professional growth opportunities as well as to
strengthen their loyalty to the company. The start-
ing point of our far-sighted human-resources poli-
cies is clear guidelines that provide all employees
and managers with a basis for action and security in
their daily business activities.
Global commitment to fair working
conditions
METRO GROUP works around the world to promote
fair working conditions. Within the domain of its own
stores and operations, it unconditionally supports
the guidelines contained in the four core principles
of the International Labour Organisation (ILO). This
means that the freedom of association, the right of
collective 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 all
markets and companies.
 p. 07
Transparent communication on the issue of
genetically modified products You will find additional informa-
tion about METRO GROUP’s
The use of genetically modified products in foods approach to the issue of green
is a complex issue. In the European Union, the la- genetic technology on the Topic
Special page under the section
belling of genetically modified products is strictly Group Communications at
regulated. METRO GROUP supports the EU’s regu- www.metrogroup.de
lations and clearly focuses on consumer protection
and transparent communications. Our goal is to
provide consumers with the most comprehensive
information about all aspects of genetically modified
foods, as well as to enable them to make a conscious
consumer decision. For this reason, we require our
industrial partners to label foods in a manner that
strictly complies with valid regulations.
is to keep the consumption of energy and resources You will find the entire set
of guidelines online at
related to our business activities and our release of www.metrogroup.de/
climate-relevant emissions as low as possible. We sustainability/guidelines
formulated this commitment in the global environ-
mental guidelines we issued in 1997.
Commitment to diversity, equal opportunity All guidelines covering the
chapter “Employees”
and tolerance are available online at
In its business principles, METRO GROUP has clear- www.metrogroup.de/
sustainability/guidelines
ly spoken out against discrimination, among other
things. The business principle covering anti-dis-
crimination calls on all employees and managers of
METRO GROUP around the world to refrain from di-
rect or indirect discrimination – particularly in terms
of 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 also
applies to employees in dealings with each other.
The commitment to fair working conditions and the
anti-discrimination business principle are part of the
compliance organisation at METRO GROUP. For this
reason, the oversight of implementation and observ-
ance is carried out by the corresponding compliance
structures.
METRO Group : Sustainability 2009 – Key performance indicators and targets
Society
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 financial
support, the guideline on donations & sponsoring
applies.
Financial assistance clearly regulated
In the guideline on donations & sponsoring, METRO
GROUP has clearly spelled out how donations and
sponsoring activities are to be carried out. The
goals of the guideline approved in 2009 include the
avoidance of reputation risks as well as the preven-
tion of the use of donations and sponsoring fund-
ing for illegitimate purposes. The guideline applies
around the world to all employees and managers of
METRO GROUP who receive requests for donations
and sponsoring activities.
The key points of the guideline on donations &
sponsoring:
 Regardless of the amount involved, requests for
donations by METRO AG will be processed by the
Explanation of key performance indicators 2009
Supply chain and products
Social audits based on BSCI
At the end of 2009, all textile suppliers from risk
countries had undergone a BSCI-based audit. More
than half of the relevant suppliers were in compli-
ance with the requirements laid down by the Code
of Conduct of the Business Social Compliance Initia-
Environment
Energy
Specific energy consumption per square metre of
selling space was lowered by more than 5 percent to
414 kWh in 2009 compared with the previous year. In
addition to a new awareness about the issue and train-
ing of employees, the main reasons for this reduction
were optimised building-management systems and
the use of efficiency technologies in all sales divi-
 p. 08
Corporate Communications, Public Affairs and CSR
departments at METRO AG.
 Requests for donations by the sales divisions
that total up to €20,000 will be processed by the divi-
sions themselves. The Corporate Communications,
Public Affairs and CSR departments at METRO AG
will 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 involving
political parties or institutions associated with them
may be approved only by the Management Board of
METRO AG.
The donations & sponsoring guideline is part of
METRO GROUP’s compliance organisation and is put
in place through the corresponding structures and
management systems.
tive (BSCI). The increased number of successful au-
dits resulted from improved awareness and optimal
management instruments being used by the suppli-
ers. Improved internal procedures involving inspec-
tions and documentation of the audit process had a
positive effect as well.
sions. In a reflection of this, the need for heating was
significantly lowered in Western Europe in spite of the
cold winters in 2008 and 2009.
Waste
Specific volumes of waste per square metre of sell-
ing space were lowered by more than 11 percent to
46.2 kg in 2009. The reasons were both decreased
METRO Group : Sustainability 2009 – Key performance indicators and targets
sales as well as a marked reduction in transport
packaging. At 76.2 percent, the recycling rate of
METRO GROUP slipped slightly compared with the
previous year (77.4 percent). In Eastern Europe, on
the other hand, the recycling rate climbed nearly 15
percent due to the expansion of the national recyc­
ling infrastructure.
Refrigerants
The refill rate for refrigerants rose 3.6 percent com-
pared with the previous year. The rise resulted from
the replacement of the HCFC refrigerant R22 with
the more environmentally responsible HFC refrig-
erant in all units in Germany. METRO GROUP has
chosen the newly developed refrigerant R422D as an
alternative to R22. Because the refrigerant service
provider lacked experience with the technical issues
related to R422D, leaks frequently occurred during
the initial phase of the transition. For this reason, 22
percent more refrigerant escaped in Germany com-
pared with the previous year.
Employees
Employees (full-time equivalents)
The number of full-time employees totalled 251,338
people – a decrease of 1.2 percent. A key reason for
the slight drop was the restructuring steps taken
by the value- and efficiency-enhancing programme
Shape 2012. The workforce reductions were largely
carried out in a socially acceptable manner through
normal turnover. Many Group companies decided
not to hire people. Vacant jobs were not filled.
Gender distribution in management positions
More than half of METRO GROUP’s employees are
women. Only 17.8 percent of management positions
were filled by women in the financial year 2009. The
slight increase of 3.5 percent since 2008 resulted
primarily from positive trends among management
positions in Eastern Europe and Asia  /Africa. At 14.6
percent, Germany virtually remained at previous
years’ levels.
Turnover rate
The Group-wide turnover rate totalled 20.8 percent
in 2009, 7.6 percent below the previous year. Par-
ticularly in Eastern Europe, the challenging global
 p. 09
Paper
In 2009, 75 percent of the paper acquired around the
world 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. All
sales divisions changed their paper portfolio to fa-
vour more environmentally friendly alternatives.
Explanation on the truck fleet
The share of vehicles among Metro’s entire fleet of
trucks that comply with the emission standard EURO
5 rose by 16.4 percent to 90 vehicles in 2009 com-
pared with the previous year. At the same time, the
average use of diesel fuel per 100 kilometres fell by
more than 4 percent.
As part of the value- and efficiency-enhancing pro-
gramme Shape 2012, investments in the company’s
own truck fleet are being extended over a longer pe-
riod of time. As a result, the original goal of having
the entire truck fleet comply with the EURO 5 stand-
ard by the end of 2009 was put off to the end of 2011.
economic situation helped to lower the generally
above-average turnover rate. In Germany, the turn­
over rate rose to the pre-crisis level, a trend that can
be viewed as a sign that the labour market is slowly
recovering.
Work-related accidents
In 2009, the number of work-related accidents in
Germany fell by 1.4 percent compared with the pre-
vious year. With a 1,000-man rate of 14.0, METRO
GROUP is below the sector average.
Apprentices
In Germany, about 2,300 school leavers began their
training programmes at METRO GROUP during
2009, about 750 fewer than the previous year. At 8.6
percent, however, the training rate remains above
average. The reason for the decrease in apprentices
is the company’s strategic decision to base the train-
ing programmes more closely on the company’s
needs. In recent years, METRO GROUP has always
applied the principle of “training takes precedence
over hiring” and trained many more people than the
company actually needed. As the number of school
leavers falls, this approach is no longer needed.
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 10

Key performance indicators

Data range
2007 Sales
2008 Sales
2009 Sales
Turnover 100 % EBIT Turnover 100 % Ebit Turnover 100 % EBIT
100 % 100 % Suppliers who 100 % 100 % Suppliers who 100 % 100 % Suppliers who
Gender distribution Gender distribution Gender distribution
in management passed the social in management passed the social in management passed the social
positions audit 100 % positions audit 100 % positions audit 100 %
100 % 100 % 100 %
Environmental Environmental Environmental
Personnel balance sheet Personnel balance sheet Personnel balance sheet
expenses 100 % expenses 100 % expenses 100 %
100 % 100 % 100 %

Employees Energy Employees Energy Employees Energy

100 % 92 % 100 % 92 % 100 % 92 %

Work-related Waste Work-related Waste Work-related Waste

accidents 76 % accidents 83 % accidents 83 %
42 % 39 % 39 %

Diesel usage Recycling rate Diesel usage Recycling rate Diesel usage Recycling rate
100 % 76 % 100 % 83 % 100 % 83 %
Refrigerants Water Refrigerants Water Refrigerants Water
89 % Environmen- 86 % Environmen- 86 % Environmen-
80 % 74 % 74 %
tally optimal tally optimal tally optimal
paper paper paper
95 % 95 % 95 %

Company
Sales (net) in € million EBIT before special items*
in € million
METRO GROUP Germany Western Europe* Eastern Europe Asia  /Africa
67,955

65,529
64,210

2,222
2,078

2,024
26,665

26,511
26,133

20,993

20,932
20,532

18,084

15,766
15,680

2,320
2,213
1,865

2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009
* excluding Germany *2
 009 (2008) adjusted for special items
from Shape 2012: €343 million (€237 million)

Supply chain and products

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

Suppliers Successfully
audited suppliers
993

Active suppliers were those from countries

viewed as risk areas by the BSCI who provide
696

METRO GROUP in a particular year with clothing,

484

shoes, toys and hardlines for the EU market.

27.3 36.6 52.0 Suppliers who have passed audits can
demonstrate their successful compliance with
132

255

516

the standards SA8000, ICTI or BSCI by presenting

2007 2008 2009 2007 2008 2009 the certificate of an independent third party.
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 11

Environment
Carbon footprint kg CO2 per m² of selling space

METRO GROUP Germany Western Europe* Eastern Europe Asia   /Africa

588
581
574
572
562

545
Specific greenhouse gas emissions of METRO
GROUP stores based on selling space.
Consideration is given to greenhouse gases
357
355

336

produced from electricity and heat usage

303

290
281

270

262

at stores and the main office in Düsseldorf,

217
refrigerant emissions, logistics, paper
consumption for advertising material, and
business trips (without company cars).
The calculations were performed by Germany’s
2006 2008 2009 2006 2008 2009 2006 2008 2009 2006 2008 2009 2006 2008 2009 Öko-Institut.
* excluding Germany

Energy Electricity consumption in kWh per m² / Heating in kWh per m²

METRO GROUP Germany Western Europe* Eastern Europe Asia  /Africa

132 596

114 561

25 543

81 539
119 536

17 489
95 446

89 436

62 423
81 414

62 412
101 401

54 390
95 383

78 368

Specific energy consumption of METRO GROUP

stores based on selling space. Energy
351

347

333

300

288

290

360

351

335

464

447

417

472

518

458

consumption consists of electricity usage and

2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 heating (heating oil, natural gas, district heat).
* excluding Germany

Waste Amount of waste in kg per m² / Recycling rate in %

METRO GROUP Germany Western Europe* Eastern Europe Asia  /Africa

74.2
70.4

65.2

60.1

55.0
52.1

50.0
46.2

46.2

43.0

43.0

39.6

39.1
38.8

34.8

Specific amount of waste (total quantity of

waste for disposal, for recycling or recovery,
hazardous waste and organic waste) of METRO
GROUP’s stores based on selling space. The
2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 recycling rate is calculated on the basis of the
quantity of waste for recycling or recovery,
and the organic waste in relation to the total
75.9 77.4 76.2 93.5 97.1 86.9 70.8 77.8 75.3 51.0 54.7 62.7 78.8 78.8 36.7 quantity of waste.
* excluding Germany
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 12

Environment
Water Water consumption in l per m²

METRO GROUP Germany Western Europe* Eastern Europe Asia  /Africa

3,134

2,805

2,001
1,325

1,194

1,143
860

850

751

617

561
533
524

515

431
Specific water consumption by METRO GROUP
2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 stores based on selling space.
* excluding Germany

Refrigerant Refill rate in %

METRO GROUP Germany Western Europe* Eastern Europe Asia  /Africa

34.9
29.5

Quantity of refrigerant that, according to the

19.2

18.8
18.5

18.4

service records of the refrigeration companies,

17.3
16.7

16.1

16.1

was refilled in the commercial refrigeration

14.4
13.9

12.3

12.2

systems of Metro Cash & Carry and Real in

10.0

relation to the overall quantities of the systems.

Refrigerant has to be added due to emissions
caused by leaks or malfunctions such as pipe
ruptures or because of the substitution of refrig-
2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 erants (HFC instead of HCFC).
* excluding Germany

Paper Share of environmentally optimised paper in %

METRO GROUP Germany Western Europe* Eastern Europe

The following types of paper are considered

84.0
82.0

78.0

environmentally optimised: newspaper print

75.0
71.0

67.0

65.0

papers contain 65–100 percent recovered paper

62.0
58.0

58.0

fibres; magazine paper is FSC-certified or made

52.0

of chlorine-free, bleached pulp and  /or with a

30.0

minimum recovered paper content of 20 percent.

The percentage of these types of paper is
calculated in relation to the total quantity of paper
purchased for advertising materials and brochures.
2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 Office paper is not included.
* excluding Germany
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 13

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

Germany

33.93

33.20
209

31.82
205

195

Share of vehicles among the entire fleet to

4.4 39.7 46.2 Metro company trucks that meet the
EURO 5 emission standard and the average
amount of diesel usage by all Metro vehicles
2007 2008 2009 2007 2008 2009 2007 2008 2009 per 100 driven kilometres.

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

METRO GROUP Germany Western Europe* Eastern Europe Asia  /Africa

254,457

251,338
239,242

99,957

99,820

96,941

87,628
85,280
74,021
53,297

51,594
51,293

16,060

15,175
13,971

2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009
* excluding Germany

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

METRO GROUP Germany Western Europe* Eastern Europe Asia /Africa

42.5
42.4
42.8
81.6
82.8
82.2

37.5
37.9
38.8
85.7
85.5
85.4

52.3
51.7
52.2
82.9
82.8
83.2

41.0
39.6
39.5
68.9
74.1
69.1

57.9
58.2
57.7
73.7
69.6
64.4

Management positions are those in levels 1–3

(Management Board, executive management,
divisional managers, departmental managers and
57.5
57.6
57.2
18.4
17.2
17.8

62.5
62.1
61.2
14.3
14.5
14.6

48.7
48.3
47.8
17.1
17.2
16.8

59.0
60.4
60.5
31.1
25.9
30.9

42.1
41.8
42.3
26.3
30.4
35.6

store managers). The proportion of male and

07 08 09 07 08 09 07 08 09 07 08 09 07 08 09 07 08 09 07 08 09 07 08 09 07 08 09 07 08 09 female employees in these positions is calculated.
* excluding Germany
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 14

Employees
Personnel expenses in € million
METRO GROUP Thereof Thereof
wages and social contributions,
salaries contributions to pensions
7,185
7,075

and support Personnel expenses include wages and salaries,

6,710

social contributions and expenditures for

5,910
5,808
5,564

pensions and related employee benefits. Wages

and salaries also include income taxes and the
employer contribution to social insurance. Social
contributions include contributions to insurance
for pensions, healthcare, unemployment benefits
1,267

1,275
1,146

and long-term care, as well as contributions

to the employers’ liability insurance association
(accident insurance). Support contributions
2007 2008 2009 2007 2008 2009 2007 2008 2009 include subsidies for on-site meals.

Turnoverrate in %

METRO GROUP Germany Western Europe* Eastern Europe Asia /Africa

34.2

33.1
32.4
27.5

27.3

25.3

24.1
24.1

22.5

20.8

15.6

14.7
14.6
14.3

13.0

Turnover is defined as all employees leaving, i.e.,

those who retire, die or hand in their notice.
The turnover rate is the number of these persons
leaving in relation to the average number of
2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 2007 2008 2009 employees.
* excluding Germany

Work-related accidents 1,000-man rate Vocational trainees

Number of vocational trainees / Training rate in %
Germany
Germany Thereof Thereof
success rate in % hiring rate in %
15.1

14.7

14.0

8,766

8,689

8,300

96.0

95.1

95.9

74.4

69.6

63.3

Number of workplace accidents subject to report

that result in more than three days of lost work
2007 2008 2009 per 1,000 employees. 2007 2008 2009 2007 2008 2009 2007 2008 2009

8.5 8.7 8.6

METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 15

Targets
Measure not yet Measure Target not yet Target reached Ongoing measure
implemented implemented reached

CHapter ThemE Targets Measures Status

Company Compliance organisation METRO Group will continue  Adoption of additional compliance
and compliance manage- to extend its compliance guidelines combined with comprehen­
ment organisation. sive trainings by the end of 2010  

 Development of a comprehensive
communication strategy to keep
employees informed  

Supply Resource protection / METRO Group will continue to  The new GLOBALGAP aquaculture
Sustainable fishing develop its sustainable fishing standard is being tested in cooperation
chain and strategy. with pangasius and shrimp suppliers  
products in Vietnam

 Fish buyers are being trained to use

the fish-stock database:
www.portal-fischerei.de  

Sustainable fish assortment will

be extended by 15 percent from 96
products in 2009 to 110 MSC-
 
certfied products at the close of
2011.

Supplier training METRO Group will expand  Relevant programmes will be

its supplier training programme launched in two new countries in 2010
in developing and emerging
 
countries, including in cooperation
with UNIDO.

Internatio­nal labour METRO Group will expand  METRO GROUP supports the
norms /Social standards its commitment to enforcing fair construction of a day-care centre in
working conditions at suppliers. a textile plant in Bangladesh  

 The introduction of systematic

IT support helps improve internal
monitoring and documentation  
processes

 The new GRASP social standard

for agricultural production is being
tested with five suppliers in cooperation  
with GLOBALGAP
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 16

Targets
Measure not yet Measure Target not yet Target reached Ongoing measure
implemented implemented reached

Chapter Theme Targets Measures Status

Supply Internatio­nal labour By the end of 2011, the share of  By the end of 2010, 100 percent
norms /Social standards BSCI-relevant suppliers that of BSCI-relevant suppliers of durable
chain and have passed a social audit will be consumer goods will be subject to BSCI  
products raised to 75 percent from audits
52 percent in 2009.
 Increased monitoring of the timely
implementation of re-audits at suppliers
receiving a “critical” assessment in the  
initial audit

Animal protection METRO GROUP will continue the

dialogue on animal protection with
experts and stakeholders.

Quality assurance
By the end of 2015, 90 percent
of METRO GROUP’s non-food
suppliers with the highest risk and
sales potential will be certified
under the BRC Consumer Product
Standard.
 Two preparatory workshops will
be conducted with suppliers in China in
2010
 

Resource protection/ METRO Group will continue to

Packaging guidelines
update its existing packaging
guidelines in accordance with the
 
recommendations of the Con­
sumer Goods Forum.

Environ- Climate protection / By 2015, specific greenhouse gas

Resource management emissions will be reduced by
ment 15 percent to 302 kg/m2 from 355
kg/m2 (adjusted figures) in 2006.

We aim to reduce specific energy  

consumption per m2 of selling
space by 3.5 percent from 446 kWh
in 2007 to 430 kWh in 2009.

By 2011, specific energy

consumption per m2 of selling
space will be reduced by 3 percent
 
to 402 kWh from 414 kWh in 2009.

Improvement of METRO Group’s  Increased gathering and monitoring

energy management of energy-consumption data with
the help of smart metering systems  

Target from 2007

METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 17

Targets
Measure not yet Measure Target not yet Target reached Ongoing measure
implemented implemented reached

Chapter Theme Targets Measures Status

Environ- Climate protection / Improvement of METRO Group’s  Enhancement of staff qualification

Resource management energy management and accountability
ment  

 Development of uniform standards

for new construction and renovation
 

 Roll-out of successful efficiency

measures
 

By 2009, the refill rate for cooling

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

Within Germany, the refill rate will

be reduced to 6 percent by 2009
from 12.3 percent in 2007.

By 2011, the refill rate for

cooling agents will be reduced to
12 percent from 14.4 percent in  
2009.

We plan to extend the collection

of key environmental data to all  
countries by 2010.

By 2011, the selling space covered

by published environmental data
will be increased to 90 percent
 
from an average of 85 percent
in 2009.

We plan to retrofit our own truck

fleet with vehicles complying  
with the Euro 5 norm by the end
of 2009.

We plan to retrofit the own truck

fleet of Metro Group Logistics
(MGL) in Germany with vehicles
 
complying with the Euro 5 norm
by 2011.

Target from 2007

METRO Group : Sustainability 2009 – Key performance indicators and targets
Targets
Measure not yet Measure Target not yet
implemented implemented reached
Chapter Theme Targets
Environ- Climate protection / The average diesel consumption
Resource management of the own trucks of Metro
ment Group Logistics (MGL) in Ger­
many will be reduced by 5 percent
to 30.3 l/100 km by 2011
from 31.8 l/100 km in 2009.
METRO Group continues to
mitigate the environmental impact
of its logistics activities.
METRO Group will continue to
implement its environmental
guidelines in paper procurement
for advertising material.
Employees Health & Safety METRO GROUP will continue to
strengthen its efforts in the areas
of occupational safety and health
protection for its employees.
Diversity METRO GROUP will work to
continually expand the share of
women in management positions.
 p. 18
Target reached Ongoing measure
Measures Status
 
 Introduction of a computer-based
instrument for determining the
pollution emissions of all procurement
 
logistics activities of METRO Group
Logistics (MGL)
 Driver trainings in fuel-efficient
driving
 
 Continually increased procurement
of environmentally optimised and
certified paper for our sales brands’
advertising material
 Reduction of paper purchasing
volumes through smaller advertising
material formats
 Extension of KPI and reporting
system on work-related accidents
 
 Extension of employee health
measures
 
 Optimisation of occupational safety
measures in stores and warehouses  
 Reinforcement of personnel mar-
keting with a key focus in particular on
female employees  
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 19

Targets
Measure not yet Measure Target not yet Target reached Ongoing measure
implemented implemented reached

Chapter Theme Targets Measures Status

Employees Diversity METRO GROUP will work to  Increased consideration of

continually expand the share of women in executive development and
women in management positions. succession planning

METRO GROUP strives to promote  Extension of qualification and

the strengths of its diverse work- development programmes as well as
force through active and targeted age-appropriate workplaces for
demographic management. older employees including preventative
measures

Employee retention METRO GROUP will continue to  Development of new training

expand its employee training modules in the areas of customer
programmes. management, sales and procurement  

 Expansion of eTraining modules

 

 Roll-out of eTraining at
Metro Cash & Carry in 22 countries
by the end of 2010  

METRO GROUP will continue to  Continued expansion of in-house

expand its employee development “International Development Centres”
programmes. (IDC) to assess employees’ capacities
and skills

 Employee development based on

individual development plans

METRO GROUP will continue to  Regular employee survey to

improve Group-wide employee en- evaluate employee engagement
gagement to provide for increased
customer satisfaction and greater
business success.
 Development of action plans
by teams of employees to strengthen
employee engagement

Internatio­nal labour METRO GROUP will reinforce its  Strengthening of cooperation with
norms commitment to the labour norms the European works council of METRO
of the International Labour Orga- GROUP “Euro-Forum”
nisation (ILO).

 Continued cooperation with the

international labour union organisation
UNI Global Commerce
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 20

Targets
Measure not yet Measure Target not yet Target reached Ongoing measure
implemented implemented reached

Chapter Theme Targets Measures Status

Employees Vocational Training We plan to create a practice-orien-  Instead of national-level solutions,

tated and accredited professional METRO GROUP supports a uniform
training programme in Russia and Europe-wide approach
Romania by the end of 2009.

Society Corporate Citizenship We aim to strengthen our

support of food banks at an inter-
national level.

By 2011, Metro Cash & Carry’s

“Care & Share” programme
will cover 25 countries compared  
to 18 in 2009.

By the end of 2011, Real will

have supported more than 1,500
German day-care centres under  
its familymanager initiative.

Target from 2007

METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 21

Portfolio of locations by country and sales division

Metro Media Markt
Cash & Carry Real and Saturn Galeria Kaufhof Others METRO GROUP

Country 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008 2009 2008

Germany 124 126 333 343 375 367 126 126 59 1081 1,017 1,0701

Austria 12 12 34 33 46 45
Belgium 11 11 18 15 15 15 44 41
Denmark 5 5 5 5
France 91 91 32 29 123 120
Italy 48 48 99 92 147 140
Luxembourg 1 1 1 1
Netherlands 17 17 32 30 49 47
Portugal 11 11 9 9 20 20
Sweden 16 14 16 14
Switzerland 20 18 20 18
Spain 34 34 61 57 95 91
United Kingdom 30 33 30 33
Western Europe excl. Germany 259 262 322 298 15 15 596 575

Bulgaria 11 11 11 11
Croatia 6 6 6 6
Czech Republic 13 13 13 13
Greece 9 9 10 9 19 18
Hungary 13 13 22 22 35 35
Kazakhstan 1 1
Moldova 3 3 3 3
Poland 29 29 54 53 53 50 136 132
Romania 24 24 24 20 48 44
Russia 52 48 15 12 20 14 87 74
Serbia 5 5 5 5
Slovakia 5 5 5 5
Turkey 14 13 14 11 16 8 44 32
Ukraine 25 23 1 26 23
Eastern Europe 210 202 108 96 121 103 439 401

China 42 38 42 38
India 5 5 5 5
Japan 6 4 6 4
Morocco 8 8 8 8
Pakistan 5 2 5 2
Vietnam 9 8 9 8
Asia /Africa 75 65 75 65

International 544 529 108 96 443 401 15 15 1,110 1,041

METRO GROUP 668 655 441 439 818 768 141 141 59 1081 2,127 2,1111
1
The 84 Dinea locations have been reclassified from the “Others” segment to the Galeria Kaufhof segment. They are no longer counted as independent locations in the Galeria Kaufhof segment, but
attributed to the respective Galeria Kaufhof location. As a result, the locations are no longer disclosed separately.
METRO Group : Sustainability 2009 – Key performance indicators and targets  p. 22

Imprint
Published by This document contains statements about the future.
METRO AG These types of forecasts are based on certain
Schlüterstr. 1 assumptions and expectations made at the time
40235 Düsseldorf that this report was published. For this reason,
P.O. Box 23 03 61 they are associated with uncertainties, and actual
40089 Düsseldorf results may vary significantly from the forecasts
described in this report. A large number of these
METRO GROUP online uncertainties are determined by factors that are
www.metrogroup.de not within METRO GROUP’s sphere of influence and
cannot be reliably foreseen today. These include
Sustainability and Environment future market conditions and economic develop-
Telephone: +49(211) 6886-1737 ments, the behaviour of other market participants,
Telefax: +49(211) 6886-1840 as well as legal and political decisions. METRO
sustainability@metro.de GROUP also does not consider itself obligated to
publish corrections to these predictions to reflect
Investor Relations events or circumstances that occur after the publi-
Telephone: +49(211) 6886-1051 cation date of these materials.
Telefax: +49(211) 6886-3759
sri@metro.de

Responsible
Dr. Michael J. Inacker
Marion Sollbach

Concept and editorial work

Marion Sollbach
Christine Bossak

Creation and realisation

Kuhn, Kammann & Kuhn, Cologne

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