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Commercetools Platform This White Paper Applies to the Commercetools Platform Running in Europe, the US and APAC
Information Security White Paper commercetools platform This white paper applies to the commercetools platform running in Europe, the US and APAC www.commercetools.com Table of Contents Introduction 3 What is commercetools? 4 Security Culture 4 Information Security Management Information Security Controls Human Resource Security Physical Security 5 Data Center Offices commercetools Platform 6 System Overview API Security Payment API Product Security Data in Transit Data at Rest Data Access Restrictions Separation of Production and Non-Production Environments Operational Security 8 Network Security Vulnerability Management Patch Management Malware Prevention Monitoring Incident Management Security in Development Process 10 Performance Management 10 Data Backup and Business Continuity Management 10 Supplier Relationships 11 Compliance 11 Data Processing Agreements International Data Transfer Data Protection Officer Information Security Certifications Conclusion 12 Introduction From the world’s largest public companies to early-stage startups, people rely on the commercetools ecommerce platform to run their business. Using the platform, companies can provide customers with detailed product data and create and update carts. Order data and customer data are then managed together in the platform. Thus, it’s mission critical for all our merchants that the commercetools platform - especially its API - is running nonstop. But, providing a reliable solution is only the first step. commercetools must also follow the latest information security best practices and comply with privacy regulations. This allows all companies to securely run their business on commercetools. We believe that transparency in security processes and controls is indispensable. For our customers it is important to know who can access their data when, and what measures are taken to prevent unauthorized access. -
The Rise of Late-Stage Funding for European Technology Scale-Ups
Blooming Late: The rise of late-stage funding for European technology scale-ups NOVEMBER 2019 Introduction Europe’s technology industry continues to grow up. Across the EU, Israel, Russia and Turkey, startup ecosystems are flourishing, expanding and - in a few places - maturing into veritable world-class hotbeds for innovation. Evidently, challenges remain and Europe will have to overcome many of them to even have a chance of staying competitive in an ever-evolving world - and with haste to boot. To continue scaling up and accelerate the maturation process of its key tech hubs, Europe has to play to its strengths and eliminate some of its inherent weaknesses to mitigate the risk of getting left behind. Two of these weaknesses have historically been the lack of major exits and late-stage financing rounds (€100 million and more) for Europe’s fastest-growing tech businesses as catalysts for growth. As we’ve detailed in previous reports on the influx of capital for Europe’s finest tech startups, there has been a tremendous increase in investment volume for early-stage and growth-stage companies in recent years, with no signs of a slowdown so far. Numbers only tell part of a story, but the rise in seed and growth capital (Series A-B-C) flowing to European tech businesses across the region paints a picture of a healthy collection of ecosystems with potential for further growth. But when it comes to really big rounds of financing, Europe hasn’t really seen many of those to date, certainly not in comparison to the US and, increasingly, China. -
Packaging Instructions
PACKAGING INSTRUCTIONS Revision 2.1, February 2019 Revision control Revisions version 2.0, August 2018: • Company name and contact emails has been changed from Dansk Supermarked to Salling Group • Instruction is splitted into three individual instructions (Food,Non-food & Netto) • Appendix B added with a general information overview of Warehouses • Appendix C added with a complete handling fee overview (Pg. 17 in Part 1 General instructions) • External warehouse, Coldstar (Føtex/Bilka) is added (Pg. 20 in food instruction) • Warehouse, Skejby (Nonfood Føtex/Bilka) is added (Pg. 20 in Nonfood instruction) • Delivery of wine to Ishøj in containers (Pg. 21 in food instruction) • External warehouse, Agri-Norcold (Frozen warehouse for Netto East) is added to appendix A+B (Netto) Revisions version 2.1, February 2019: • Appendix A – pallet overview per warehouse has been updated • Appendix B - general information overview of Warehouses has been updated • Appendix C - complete handling fee overview has been updated • Packing of pallets has been updated (Pg. 12) • Loading of pallets on truck/container bullet point 3 has been updated (Pg.13) • Information required upon shipment has been updated (Pg.14) • Labelling of pallets has been updated (Pg. 15+16) • Chemicals & Fumigation has been updated (Pg. 17+18) • Goods reception control has been updated (Pg. 19) • Pallet requirements has been updated (Pg. 39+40) 2 INTRODUCTION .............................................................................................................................................. -
Global Powers of Retailing 2019 Contents
Global Powers of Retailing 2019 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Global Powers of Retailing Top 250 11 Geographic analysis 19 Product sector analysis 23 New entrants 27 Fastest 50 30 Study methodology and data sources 35 Endnotes 39 Contacts 41 Welcome to the 22nd edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2017 (fiscal years ended through June 2018), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook, looks at the 50 fastest-growing retailers, and highlights new entrants to the Top 250. Top 250 quick statistics, FY2017 Minimum retail US$4.53 US$18.1 revenue required to be trillion billion among Top 250 Aggregate Average size US$3.7 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 5.7% revenue growth net profit margin 5.0% Composite (CAGR from Composite year-over-year retail FY2012-201 2.3% return on assets revenue growth 3.3% Top 250 retailers with foreign 23.6% 10 operations Share of Top 250 Average number aggregate retail revenue of countries where 65.6% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2019. Analysis of financial performance and operations for fiscal years ended through June 2018 using company annual reports, Supermarket News, Forbes America’s largest private companies and other sources. 4 Global economic outlook 5 Global Powers of Retailing 2019 | Global economic outlook The global economy is currently at a turning point. -
How Digital Transformation Is Reshaping the Global Fashion Industry
Trending this season: How Digital Transformation Is Reshaping the Global Fashion Industry www.commercetools.com Executive Summary When it comes to online revenue share, the global fashion business takes the pole position. The growth of mobile commerce, as well as social media, translate both into new revenue streams but also into challenges which have to be met. This white paper talks about how well-known brands and retailers tackle things like brand experience, assortment, and scalability and how they leverage cloud infrastructure and in-house technical know-how to adapt to these changing conditions. Introduction According to McKinsey’s 2018 State of Fashion report1, “The total sales of the traditional fashion sector have grown by more than 20 percent over the last three years”. Every year, the fashion industry, ranging from retailers to luxury brands, drives a significant profit to the global economy. It is one of the biggest, yet most challenging industries impacted by hundreds of factors, including economic uncertainties as well as digital transformation. Digital transformation in the fashion industry brings a lot to the table, but if ignored, it can unravel everything else. In response to this digital wave, many fashion brands are now under pressure to innovate while at the same time being cost-conscious. Brands have started to improve their speed to market and to innovate and automate their core product design, manufacturing, and overall supply chain process. The need to embrace digital transformation is a need of time for them. Why? Because consumers’ expectations are now at the highest level. They are no longer content with the simple purchase transaction; they want to have an experience attached to it, and the credit goes to digital technologies they are exposed to. -
Scandinavia's Leading Sustainable Living Event
13-14 November 2019 Scandinavia’s leading sustainable CO-LOCATED living event WITH NOW INCLUDING Online at www.nordicorganicfoodfair.com INTRODUCTION Dedicated to organic... Generate new Who visits the show: business in 2019 Key trade buyers from leading: Supermarkets | Online retailers | Department stores | and showcase Wholesalers & distributors | Importers & exporters | Health stores | Foodservice – public & private In 2018 we had buyers visit from: 7-Eleven | Aarstiderne | Aduki Oy | Apotekernes Amba | ARKET your products to (H&M) | Arla Foods | Axfood | BC Catering | Bergendahls Food AB | Biofood AB | Chefs Culinar AB | thousands of key Cloetta Sverige AB | Coop Danmark A/S | Coop Sverige AB | DagliBrugsen | Dasmeja | DermaPharm A/S | Ecolink Oy | Electrolux Professional | Fazer Kvarn AB | Findus Foodservices | Flying Tiger organic buyers Copenhagen | GoBamboo AS | Goodtrade Scandinavia AB | greenskin.dk | Gron Fokus | Helsam A/S | Hemmakvall AB | HKC Egenård AB | Holland and Barrett | ICA Sverige AB | IKEA Food Services AB | The Nordic Organic Food Fair Irma | Kesko | Lantmannen Cerealia AB | Lidl Danmark K/S | Life | Magasin Du Nord | Matas A/S | was launched back in 2013 and MatHem | Menigo Group Sweden | Midsona | nemlig.com | NETTO | Nordic Vet Shop | Norganic AS | was an instant success due to the Orkla Foods | Renee Voltaire AB | Ruohonjuuri Oy | Salling Group | Scandic hotels | Softskin.Se | high demand from the Nordic Spendrups Bryggeri AB | Stena Line | Sunkost Kjede AS | Svensk Cater | Talman Luomu Oy | region for organic food and drink. Tetra Pak Sverige AB | Total Produce Nordic A/S | WeMake With increasing demand for organic products from the Nordic region and the rest of Europe, the HoReCa 11% Top business types: show continues to grow in 2019. -
Connected Cars: Disruption in Mobility
Connected Cars: Disruption in Mobility commercetools.com The eCommerce Solution for Innovators and Visionaries commercetools is a next-generation software technology company providing the building blocks for the new digital commerce age. The cloud-native platform enables brands and retailers to build innovative shopping experiences across all touchpoints like web, mobile, voice, and in-car. www.commercetools.com Introduction When the automobile was invented at the end of the 19th century, it was basically meant to serve as a substitute for horses and carriages. With the help of a combustion engine, an array of knobs, switches, and a steering wheel, drivers could drive their vehicle around, carrying other passengers and goods. Now, imagine if a time machine could bring Karl Benz, Gottlieb Daimler, and Henry Ford to our time, what would they see? Electric cars are becoming more popular, instead of complex combustion engines, those cars only need simple electric motors. Cars are connected to the internet, which allows them to get automated updates and have drivers and passengers enjoy all The eCommerce kinds of entertainment. Oh, and no more knobs needed: people just use their voice to play a new song, look for the next service station, pre-order a cup of cofee or make dinner reservations. And in a not-so-soon future, Solution for vehicles drive autonomously, so no human drivers are needed. For sure, things have changed a lot. These days, the web is ubiquitous, connecting people and things with each other. Why should cars be an exception? Electronic mobility and autonomous driving are changing the way Innovators and in which car manufacturers deliver value to their customers. -
Dania Jest Światową Potęgą W Produkcji I Eksporcie Mleka, Mięsa, Masła I Serów
Raport Sektorowy Sektor spożywczy w Danii Sektor spożywczy w Danii © PAIH S.A. Niniejsza publikacja ma charakter informacyjny. Została opracowana na podstawie informacji uznanych za wiarygodne i nie stanowi wykładni ani opinii prawnej. PAIH S.A. nie ponosi odpowiedzialności za sposób wykorzystania zamieszczonych w niniejszej publikacji informacji oraz za możliwe konsekwencje jakichkolwiek działań podjętych w oparciu o te informacje. Wydawca: Polska Agencja Inwestycji i Handlu S.A. Warszawa, październik 2018 r. Spis treści I. Branża rolno-spożywcza w Danii - informacje podstawowe . 5 II. Charakterystyka duńskiej branży rolno-spożywczej . 7 III. Eksport / import . 9 IV. Najważniejsze przedsiębiorstwa na duńskim rynku spożywczym . 11 V. Inwestycje zagraniczne. 14 VI. Perspektywy branży . 15 VII. Uwarunkowania formalno–prawne wejścia na rynek . 17 VIII. Aktualne formy pomocy publicznej . 18 IX. Przydatne kontakty. 19 Sektor spożywczy w Danii 3 4 Polska Agencja Inwestycji i Handlu Branża rolno-spożywcza w Danii - informacje podstawowe I. Branża rolno-spożywcza w Danii - informacje podstawowe Duński sektor rolno-spożywczy zatrudnia ok. 150 tys. osób, czyli 5-6% aktywnych zawodowo mieszkańców Danii. Ponad 25% zatrudnienia jest zlokalizowane we wschodniej części Danii1. Rynek spożywczy w Danii wzrósł w 2017 r. o 2,2% osiągając wartość ok. 21,7 mld EUR2. W latach 2013-2017 średnie tempo wzrostu rynku wynosiło 2,1% rocznie. Tabela 1. Wartość rynku spożywczego w Danii. Rok mld EUR wzrost % 2013 20 2014 20,4 2,1 2015 20,9 2,1 2016 21,3 2,1 2017 21,8 2,2 CAGR: 2013-2017 2,1 Źródło: Opracowanie własne na podstawie danych MarketLine. Największe segmenty rynku to żywność (69,7%), napoje (18%), tytoń i wy- roby tytoniowe (10%), inne artykuły gospodarstwa domowego (2,3%). -
CSR Report 2014 Our Aim Is to Deliver Results
CSR Report 2014 Our aim is to deliver results “As Denmark’s lar Our CSR-related ambitions are as Until the beginning of 2014 the majo- gest retail com clear. We concentrate our efforts in 5 rity of Dansk Supermarked was pany Dansk Super areas: owned by the Maersk Group and as marked holds a unique position • Our people such participated as a subsidiary in in the everyday life of our cust • Our community the Maersk CSR programme and the omers. Operating 1,400 stores • Our climate and environment annual Maersk Sustainability Report. • Our suppliers In 2014, the F. Salling Foundations in five countries we handle • Our products bought back the majority ownership more than 9 million shopping of Dansk Supermarked, and thus this trips each week. 46,000 emplo Dansk Supermarked will maintain report constitutes the first comprehen- yees across Denmark, Germany, a strong CSR agenda in the years sive CSR report for our company in Per Bank, CEO & President Poland, Sweden and the UK ahead. The initiatives we take will accordance with the Danish Financial seek to deliver the best pos continue to focus on creating value Statements Act, articles 99a and b. sible shopping experience for our customers and our busi- I would like to thank the colleagues ness. Customers expect that we live The change in ownership means that who have made a special effort to to each and every one of our up to the high standards we set for we are able to remain a 100% Danish contribute to this report. It is not a cus tomers, every single day.” ourselves, they judge us not on the owned company and a financially small thing to gather data and stories promises we make but on the results very strong retail company. -
Unternehmenssteckbrief
Unternehmenssteckbrief Firmierung commercetools GmbH Branche E-Commerce, Onlinehandel, Plattform-Betreiber, Cloud-Anbieter Gegründet 2006 Geschäftsführung Dirk Hoerig, CEO und Mitgründer Denis Werner, Mitgründer und Geschäftsführer Arthur Lawida, President, commercetools Inc. Kelly Goetsch, Chief Product Officer Hajo Eichler, Chief Technology Officer Mitarbeiter > 200 weltweit Standorte Europa München (Headquarter), Berlin, Jena (Deutschland) Amsterdam (Niederlande), London (Vereinigtes Königreich) USA Durham (North Carolina) Asien-Pazifik-Raum Singapur Australien Melbourne Tätigkeit commercetools ist ein weltweit führendes Software-Unternehmen und steht für die gleichnamige Plattform für den B2C- und B2B-Handel der nächsten Generation. Die cloudbasierte headless E-Commerce-Software stützt sich auf einen API-First-Ansatz und flexible Microservices. commercetools bietet seinen Kunden flexible Entwicklungs- bausteine und eine echte Cloud-Plattform. Damit können Unternehmen innovative Geschäftsmodelle realisieren und ihren Kunden über alle Touchpoints hinweg umfassende und inspirierende Einkaufserlebnisse bieten. Internationale Marken und Fortune-500-Unternehmen aus den verschiedensten Branchen – von Automotive über Telekommunikation und Retail bis hin zu Fashion – nutzen die Multi-Tenant-SaaS-Lösung der commercetools GmbH. Lösung commercetools hat einen reinen headless, cloud-native Ansatz für den digitalen Handel entwickelt, bei dem die Backend-Funktionalität von dem Frontend, der Schnittstelle zum Konsumenten, getrennt ist. Darüber -
Csr Report 2017 Page Page Page 04-07 14-17 20-27 Improving Our Our Everyday Life Business Risks
CSR REPORT 2017 PAGE PAGE PAGE 04-07 14-17 20-27 IMPROVING OUR OUR EVERYDAY LIFE BUSINESS RISKS 14-15 OUR OWNERS 22 HUMAN RIGHTS – THE SALLING FOUNDATIONS 23 SOCIAL AND EMPLOYEE CONDITIONS 16-17 OUR FINANCIAL FOOTPRINT 24 ANTI-CORRUPTION AND BRIBERY 25 CLIMATE 26-27 ENVIRONMENTAL IMPACT PAGE PAGE PAGE 08-13 18-21 28-39 OUR FOCUS OUR DUE OUR AREAS DILIGENCE PERFORMANCE 08-09 SUSTAINABILITY 18-19 OUR DUE DILIGENCE 28-29 ENGAGING WITH OUR STAKEHOLDERS 10-11 CUSTOMER VALUE IN PROCUREMENT 30 KEY PERFORMANCE INDICATORS 12-13 OPPORTUNITIES 20-21 OUR RISKS 32-33 INDEPENDENT PRACTIONERS LIMITED ASSURANCE 33 MANAGEMENT STATEMENT 34-35 REPORTING APPROACH 36-39 REPORTING CRITERIA AND PERFORMANCE 40-41 COMPANY INFORMATION IMPROVING EVERYDAY LIFE IMPROVING EVERYDAY LIFE Integrity Eleven million customers visiting our A NEW SHARED PURPOSE WILL stores every week indicate that we GUIDE OUR DECISIONS We build trust by acting with decency, are an impactful retailer, particularly in responsibility and honesty. Denmark. We recognise the responsi- With the values in place, we have also bility that is embedded in our position, introduced a purpose that will unite and and in 2017 we took further steps to drive us across the group. The purpose increase our social footprint. In addition, ‘Improving Everyday Life’ expresses the some of the fundamentals related to role we want to play in people’s lives Passionate our history, identity and culture were regardless of whether they are custo- anchored further to encourage a more mers, colleagues, neighbours or part- value- driven organisation with a strong ners. -
Group Strategy / Capital Markets
Capital Markets Day 2021 Copenhagen August 18, 2021 Agenda 1.0 Point of Departure: ”Renewing Matas” Gregers Wedell-Wedellsborg 2.0 Introducing New Strategy: ”Growing Matas Group” Gregers Wedell-Wedellsborg 2.1 Commercial: Expanding the Range Lise Ryevad 2.2 Ecommerce: Digital Growth Platforms Brian Andersen 2.3 Connected Retail: Omnichannel Platform Christian Schmidt 2.4 Brands: Differentiation, Growth & Margin Improvement Michael Shin 2.5 Logistics: Automating & Scaling Logistics Brian Gøbel Poulsen 3.0 Financial Ambitions Anders T. Skole-Sørensen 4.0 Closing Remarks and Q&A Gregers Wedell-Wedellsborg Capital Markets Day – 18 August 2021 | 2 Today’s presenters Gregers Wedell-Wedellsborg Anders T. Skole-Sørensen Brian Andersen Lise Ryevad CEO CFO Ecommerce Director Commercial Director Christian Schmidt Michael Shin Brian Gøbel-Poulsen Retail Director Brands Director Logistics Director Capital Markets Day – 18 August 2021 | 3 1.0 Point of Departure: ”Renewing Matas” Gregers Wedell-Wedellsborg CEO Capital Markets Day – 18 August 2021 | 4 Point of Departure: ”Renewing Matas” Capital Markets Day – 18 August 2021 | 5 The ”Renewing Matas” 5-year strategy plan launched in 2018 has delivered results across all five tracks Live our purpose • Improved brand to become #3 best brand in Denmark 1 Beauty & Wellbeing for Life • ~20% increase in matas.dk satisfaction since 2018/19 Win online • Matas.dk is 2nd most used webshop in Denmark • +600% growth on matas.dk since 2017/18 2 From top 3 to undisputed market leader • Profitability increased significantly