S Group and Responsibility 2014

Total Page:16

File Type:pdf, Size:1020Kb

S Group and Responsibility 2014 S Group ...................................................................................................................................................... 1 CEO's Review ........................................................................................................................................ 1 Review by the CEO – Unparalleled benefits and convenience from your own store ...................... 1 S Group in brief ..................................................................................................................................... 2 Regional co-operatives .................................................................................................................... 2 S Group’s business model .............................................................................................................. 3 Values, vision and strategy .............................................................................................................. 4 S Group's key figures in 2014 ......................................................................................................... 6 Business Operations ............................................................................................................................ 6 Supermarket trade ........................................................................................................................... 7 Case: Kotimaista product line ....................................................................................................... 10 Department store and speciality store trade ................................................................................. 11 Case: Marks & Spencer ................................................................................................................. 13 Service station store and fuel sales ............................................................................................... 14 Travel industry and hospitality business ....................................................................................... 17 Hardware trade .............................................................................................................................. 19 Case: Eläinmaailma ....................................................................................................................... 22 S-Bank ........................................................................................................................................... 22 Case: New S-Bank's operations began in May 2014 .................................................................... 24 Neighbouring countries ................................................................................................................. 24 Corporate Governance and Management System .......................................................................... 26 SOK Supervisory Board 2014 ....................................................................................................... 27 SOK Executive Board 2014 ........................................................................................................... 28 SOK’s Corporate Management Team 2014 .................................................................................. 29 SOK Corporation’s Corporate Governance and Management System ........................................ 30 Responsibility Management .......................................................................................................... 36 S Group's responsibility programme ............................................................................................. 37 Case: The Society's commitment to sustainable development ............................................. 39 Stakeholders ....................................................................................................................................... 39 Systematic stakeholder engagement ............................................................................................ 40 Transparency builds trust .............................................................................................................. 40 Stakeholder dialogue on responsibility ......................................................................................... 41 Listening and working together ..................................................................................................... 41 Good business practices guide our work ...................................................................................... 41 Dialogue with decision-makers ..................................................................................................... 42 The village shop project aims to secure local services ................................................................. 42 Advocacy organisations for common interests ............................................................................. 42 New models of stakeholder engagement ...................................................................................... 43 S Group in figures ............................................................................................................................... 44 S Group's key figures .................................................................................................................... 44 Financials ....................................................................................................................................... 44 Outlets ........................................................................................................................................... 46 Co-op membership ....................................................................................................................... 48 Personnel ....................................................................................................................................... 48 Environment .................................................................................................................................. 49 Our actions ............................................................................................................................................. 50 Well-being through cooperative activities ....................................................................................... 50 Cooperative activities and co-op membership ............................................................................. 50 Co-op membership offers ample benefits ............................................................................. 51 Case: Co-op members influence the operations of their cooperative ................................... 52 S Group's social influence ............................................................................................................. 52 Creating well-being locally ..................................................................................................... 53 S Group's tax footprint ........................................................................................................... 54 National and regional responsibility cooperation ................................................................... 55 Case: The rewarded ABC kohtaa nuoria project .................................................................... 57 Personnel well-being and motivation ............................................................................................... 57 Working at S Group ....................................................................................................................... 57 An interesting place to work ................................................................................................... 58 Growing young people into retail professionals ..................................................................... 59 S Group as an employer ................................................................................................................ 61 Employer support for the personnel's working ability ............................................................ 62 Case: The HyviS project for the promotion of good working life ........................................... 63 A safe working environment is a fundamental right ............................................................... 63 Motivating performance-based rewards ................................................................................ 64 Case: A model of incentive rewards ....................................................................................... 65 Competitiveness and work productivity are permanent objectives .............................................. 66 Case: The right number of employees at the right time ......................................................... 67 Income and competitiveness through mastering multiple skills ............................................ 67 Case: The Virettä vaihdosta exchange project ...................................................................... 67 Responsible products and services .................................................................................................. 68 Responsible procurement ............................................................................................................. 68 S Group's suppliers and service providers ............................................................................ 68 S Group's private labels and own imports ............................................................................
Recommended publications
  • Finnish Grocery Trade 2019 Contents
    FINNISH GROCERY TRADE 2019 CONTENTS Regulation should support competition ................................................ 3 The competitive strength of the food supply chain can be improved through cooperation .................................................. 4 Grocery trade is an important part of society ................................... 5 Foodservice wholesale trade in Finland ................................................ 6 Statistics ............................................................................................................... 7 The Finnish Grocery Trade Association .............................................14 Member Companies ......................................................................................15 TEXTS Finnish Grocery Trade Association Translation: Delingua Oy PHOTOS P. 3 SOK, p. 9 Nielsen, other photos FGTA and image banks LAYOUT Tiina Aaltonen, gra & grappo PRINTING Erweko Oy 2019 2 www.pty.fi REGULATION should support competition In 2018, the economy and employment was a long-waited beginning. The rationalisa- in Finland showed a positive trend and tion of regulation should be continued, and we consumer confidence remained strong. The should move towards self- and co-regulation. year was favourable also for the daily con- sumer goods trade as the value of sales grew THE RENEWALS AND REFORMS CAN BE by 3.4% in comparison to 2017. Meanwhile, the REALISED IN A RESPONSIBLE MANNER volume trend of the daily consumer goods market stayed at +0.3%. Like elsewhere in Eu- The daily consumer goods trade has proven to ARTTU LAINE rope, the increase in sales was largely based act responsibly also in the changing regulato- President of the on the rising prices. In Finland, the increased ry environment. Commerce has taken action Finnish Grocery alcohol and tobacco taxes contributed to the to promote the objectives of circular economy, Trade Association trend as well. including collection of packaging, reducing The economic performance is expected to food waste and use of plastic bags, and sav- weaken in the future.
    [Show full text]
  • President and CEO Matti Halmesmäki's Answers to Questions at Kesko's Q1/2012 Media and Analyst Briefing on 26 April 2012
    President and CEO Matti Halmesmäki's answers to questions at Kesko's Q1/2012 media and analyst briefing on 26 April 2012 Heino Ylisipola of Kaleva, Turun Seudun Sanomat and Väli-Suomen Media: Was Kesko interested in acquiring the R-Kiosk chain before it was sold to Norway about a month ago? Matti Halmesmäki: Of course, the chain is interesting as a well-known and significant brand. But we did not participate in the final bidding because we decided to concentrate on our own concepts. The eventual price was quite low, but we don't regret it, even if R-kioski is a well managed business. However, there are certain risks associated with the declining sales of magazines, which will reduce customer flow. In addition, games are going online, opening hours have weakened R-kioskis' competitive advantage, and logistics are so expensive that price competitiveness is difficult to maintain. As for us, we are strongly developing K-citymarket's information and service concept. For example, we will introduce Smartpost automatic parcel points in all K-citymarkets to be operated in connection with the information & customer service desks. Customers can order products online for delivery to the parcel point at any of the over 70 K-citymarkets, plus some of our K-supermarkets. We are aware that with this service, we will support competitors' online trade. But we see customer service as the main thing, and at the same time, the service will help K-citymarkets to increase their own online sales, as it will enable special product sizes or models to be ordered for customers.
    [Show full text]
  • Here Practices Will Be Intimately Connected with Knowledge, and Knowledge Will Create Practices
    mega-trends in Nordic-Baltic food systems MEGATREND 1 Technology will penetrate all areas of social life #1 Technology will penetrate all areas of social life We’re living in the fourth industrial revolution — Industry 4.0 — where practices will be intimately connected with knowledge, and knowledge will create practices. New technologies combined with digital innovations will make it possible to engage with longstanding societal, environmental and economic issues. Furthermore, our personal access to technology, as well as any limits to its access, will continue to influence our relationship with food. In a context in which data is the new gold, collected from satellites, drones, equipment and machines such as those used by the primary sector and the food industry, nature-based solutions will provide a counter-balance to the “tech-can-fix-it” paradigm. MEGATREND 2 Food systems will be redesigned with a new set of goals #2 Food systems will be redesigned with a new set of goals The 21st century is creating further turmoil in food systems. The present challenges associated with food security, new dietary patterns and the increasing perception of food as a lifestyle commodity will result in growing numbers of conflicting ideas regarding how to produce, distribute, sell and consume food. Climate change, loss of biodiversity and environmental degradation will become even larger threats to the Nordic-Baltic region and the world. The agri-food industry will become a key player in reversing many environmental issues. The major challenge will be ensuring diets that support human and planetary health, while striking a balance between promoting international trade in food and agriculture and protecting local food systems.
    [Show full text]
  • Retail of Food Products in the Baltic States
    RETAIL OF FOOD PRODUCTS IN THE BALTIC STATES FLANDERS INVESTMENT & TRADE MARKET SURVEY Retail of food products in the Baltic States December 2019 Flanders Investment & Trade Vilnius Retail of Food Products in the Baltic States| December 2019 1 Content Executive summary ................................................................................................................................. 3 Overview of the consumption market Baltic States ................................................................................ 4 Economic forecasts for the Baltic States ............................................................................................. 4 Lithuania .......................................................................................................................................... 4 Latvia ............................................................................................................................................... 5 Estonia ............................................................................................................................................. 6 Structure of distribution and market entry in the Baltic States ............................................................ 13 Structure ............................................................................................................................................ 13 Market entry ..................................................................................................................................... 14 Key
    [Show full text]
  • Tallinn Travel Guide
    TALLINN TRAVEL GUIDE FIREFLIES TRAVEL GUIDES TALLINN Steeped in Medieval charm, yet always on the cutting- edge of modernity, Tallinn offers today’s travelers plenty to see. The city is big enough and interesting enough to explore for days, but also small and compact enough to give you the full Tallinn experience in just a few hours. DESTINATION: TALLINN 1 TALLINN TRAVEL GUIDE Kids of all ages, from toddlers to teens, will love ACTIVITIES making a splash in Tallinn’s largest indoor water park, conveniently located at the edge of Old Town. Visitors can get their thrills on the three water slides, work out on the full length pool or have a quieter time in the bubble-baths, saunas and kids’ pool. The water park also has a stylish gym offering various training classes including water aerobics. Aia 18 +372 649 3370 www.kalevspa.ee Mon-Fri 6.45-21.30, Sat-Sun 8.00-21.30 If your idea of the perfect getaway involves whacking a ball with a racquet, taking a few laps at MÄNNIKU SAFARI CENTRE high speed or battling your friends with lasers, The Safari Centre lets groups explore the wilds of then Tallinn is definitely the place to be. Estonia on all-terrain quad bikes. Groups of four to 14 people can go on guided trekking adventures There are sorts of places to get your pulse rate up, that last anywhere from a few hours to an entire from health and tennis clubs to skating rinks to weekend. Trips of up to 10 days are even available.
    [Show full text]
  • Tropical and Off-Season Fruits in Finland
    Tropical and off-season fruits in Finland Finnpartnership 2018 Image: Diet Doctor TROPICAL & OFF-SEASON FRUITS Finland is a relatively small European Union market for tropical and off-season fruits. However, Finnish consumers have a large interest in increasing variety of available products. Increased global mobility and internet make it possible for Finnish people to travel to the countries of origin of tropical fruits and learn about new products. Besides, the food retail market in Finland is highly concentrated. Almost all fresh fruit and vegetables are sold through the supermarkets, hypermarkets, and other stores that belong to one of the few retail chain groups. Finnish retail is vertically integrated with sourcing (wholesale) and distribution companies. In this fact-sheet, specifications for the fresh tropical and off-season fruits in the Finnish market are provided. Contents A. Product description 2 1. HS code and language for popular fruit imported into Finland (in Finnish) ........................................ 2 2. Fruit product description .............................................................................................................................. 3 2.1. Weight classes per portion 3 2.2. Labeling 4 2.3. Packing 4 B. Finnish fruit market 5 1. Fruits produced and cultivated in Finland ................................................................................................. 5 2. Wholesalers ...................................................................................................................................................
    [Show full text]
  • Customer Satisfaction Level of S-Card Members in Sokos Hotel Ilves
    CUSTOMER SATISFACTION LEVEL OF S-CARD MEMBERS IN SOKOS HOTEL ILVES Eric Thande Bachelor’s thesis Aprill 2012 Degree Programme in Tourism Tampere University of applied sciences 2 ABSTRACT Tampere University of Applied Sciences Degree Programme in Tourism ERIC THANDE Customer Satisfaction of S-card members in Sokos Hotel Ilves Bachelor's thesis 44 pages, attachment 3 pages April 2012 Companies try to find point of uniqueness to differentiate themselves from their competitors. In order for the companies to differentiate themselves from competitors, they must measure their customer satisfaction level. This way they can take corrective action to strengthen their relationship with the customers. The main aim of this thesis is to measure the customer satisfaction of level of S-card members. The research is carried out in Sokos hotel Ilves located in Tampere Finland. The author also aims at measuring the service quality offered by the employees. The theoretical framework of this thesis is concentrated on customer satisfaction, service quality and loyalty. Questionnaire feedback was analyzed using SERVQUAL service dimensions and employ service quality reports using employee customer service model. The results of the questionnaire and employee reports indicated the overall satisfaction to be high. The author concluded that the S-card program is doing well against the ever increasing competition. Sokos hotel brand is trustworthy and reliable as seen from the respondent´s feedback. Key words: Customer satisfaction, service quality, loyalty 3 CONTENTS
    [Show full text]
  • Nielsen Press Release Template
    Press Release Grocery Shop Directory 2015 CONTACTS: Sanna Kotakorpi, Market Leader E-mail: [email protected] Tel. +358 9 4300 3239, +358 50 363 1068 INTENSE PRICE COMPETITION IN FINNISH GROCERY TRADE IN 2015 Year 2015 can be characterized as one of intense price competition within the grocery trade in Finland. Grocery sales declined for the first time since 1995 when Finland joined the European Union and the grocery prices dropped considerably. The value sales developed by -0.7% versus previous year, and the grocery sales amounted to EUR 16.6 billion. The information is based on Nielsen's annual Grocery Shop Directory. The drop in prices generated some small positive development in the sales volume which has for long been developing poorly. The sales volume increased by 0.4% versus 2014 whereas the volume development of the three previous years was practically non-existent, very close to zero. Even so, the volume development continues to lag significantly behind the average volume growth of the Finnish grocery market in the 21st century which has been on average 1.4% a year. The price competition attracted more shoppers to big stores and hypermarkets returned to growth trajectory after the small drop of the previous year. By contrast, the grocery sales of small stores under 400 sqm sank to their all-time low market share in the 38 years of the history of the Grocery Shop Directory; they represented 20% of the Finnish grocery sales. This was partly influenced by store closures; 102 stores below 400 sqm were closed in 2015.
    [Show full text]
  • S Group and Responsibility 2016 Owned by You – S Group and Responsibility 2016
    Owned by you – S GROUP AND RESPONSIBILITY 2016 OWNED BY YOU – S GROUP AND RESPONSIBILITY 2016 2 CONTENTS Contents ...............................................................................................................................................................................5 From the management .......................................................................................................................................................5 Benefits and convenience for co-op members’ daily life..................................................................................................5 Let’s make Finland the Best Place to Live .......................................................................................................................6 S Group in brief ..................................................................................................................................................................7 Business areas .................................................................................................................................................................11 Supermarket trade .......................................................................................................................................................11 Department stores and speciality stores .......................................................................................................................13 Service station store and fuel sales ...............................................................................................................................15
    [Show full text]
  • Sok-Corporation
    SOK-CORPORATION Interim Report 1 January – 30 June 2019 Development of the operating Financial development environment SOK’s operations The overall development of the Finnish national economy and that SOK is the parent company of SOK Corporation. In accordance of private consumption, in particular, has a considerable effect on with its statutes, SOK serves as the central organisation of the result of SOK Corporation and the entire S Group. Consumer S Group, promoting and developing the operations of the coop- confidence in personal finances has decreased due to the trade war, erative enterprises and other organisations belonging to S Group, Brexit and weaker economic growth. Employment has remained and managing and supervising the Group’s overall resources for at a good level, even though its growth rate seems to have peaked. maximum efficiency while also monitoring operations and seeing A good employment rate would facilitate private consumption if to the interests of S Group and its segments. consumers regained confidence. A resolution of the trade war and SOK is responsible for S Group’s overall strategic management. measures implemented by central banks play a decisive role in Its tasks are to provide S Group companies with chain manage- resum-ing economic growth. ment, co-op membership and marketing services, as well as other Finland’s GDP grew by 1.7% in 2018, which was less than group and corporate services and development activities related expected. The forecast for 2019 is 1.5%, and slightly higher for to these services and other activities of S Group. Services central 2020. Global economic growth has peaked, which is reflected in to S Group’s operations also include procurement and assortment a decrease in investments in the Finnish economy.
    [Show full text]
  • Kesko´S Year 2011
    KESKO’S YEAR 2011 KESKO GROUP 1 Kesko in brief 2 The year in fi gures 4 Events in 2011 6 Review by the President and CEO 8 Vision and values 9 Strategic objectives DIVISIONS 14 Food trade 18 Home and speciality goods trade 22 Building and home improvement trade 26 Car and machinery trade COMMON OPERATIONS 32 Responsibility 36 K-Plussa 38 Human resources 40 K-retailer career 42 Real estate operations CORPORATE GOVERNANCE 46 Kesko’s Corporate Governance 56 Board of Directors 58 Corporate Management Board FINANCIAL STATEMENTS 62 Financial Statements, contents 63 Report by the Board of Directors 69 Group’s performance indicators 76 Consolidated fi nancial statements (IFRS) 80 Notes to the consolidated fi nancial statements 123 Parent company’s fi nancial statements (FAS) 134 Shares and shareholders 140 Shareholder information 141 Information about Kesko as an investment 142 Contact information 144 Glossary DIVISIONS DIVISIONSHARE OF SHARE OF KESKO GROUP’S KESKO GROUP’S NET OPERATING PROFIT SALES excl. non-recurring items FOOD TRADE 43% 60% HOME AND SPECIALITY GOODS TRADE 16% 13% BUILDING AND HOME IMPROVE- 28% 9% MENT TRADE CAR AND MACHINERY TRADE 12% 18% DIVISION’S DIVISION’S OPERATING DIVISION’S NET SALES PROFIT BRANDS excl. non-recurring items €4,182m €172m +7% +€12m €1,564m €37m 0% -€29m €2,716m €27m +8% +€3m €1,174m €52m +23% +€19m KESKO GROUP KESKO IN BRIEF Kesko is a highly valued listed trading sector company. It manages retail store chains that are valued by customers, and effi ciently produces services for retail store chains' purchasing, logistics, network development and data management.
    [Show full text]
  • Nuts and Nut-Related Snacks in Finland
    Nuts and nut-related snacks in Finland Finnpartnership 2018 Image: Cooking Light NUTS & NUT-RELATED SNACKS IN FINLAND Finland is a relatively small EU market for edible nuts. The food retail market in Finland is highly concentrated. Almost all edible nuts and related snacks are sold through supermarkets, hypermarkets, and other stores that belong to one of the few retail chain groups. Finnish retail is vertically integrated with sourcing (wholesale) and distribution companies. In this fact-sheet, specifications for the edible nuts and related snacks in the Finnish market are provided. CONTENT A. Product description 2 1. HS code and language for popular nut products imported into Finland (in Finnish) 2 2. Nut product description 2 2.1. Weight classes per portion 3 2.2. Labeling 3 2.3. Packing 4 B. Finnish nuts and nut-related snacks market 5 1. Nut and nut-related snacks brands in Finnish market 5 2. Retailers 5 3. Market information 7 C. Retail price 9 D. Channels to bring nuts into the Finnish market 10 1. European market channels for edible nuts 10 2. Direct contact with buyers through trade fairs 10 3. Promotion 11 E. Export and import in the Finnish nuts market 12 F. Requirements for importing nuts in to Finland 15 1. Terms of payment and delivery 15 2. Legal requirements 15 3. Non-legal requirements 16 G. References and useful sources 19 1 NUTS & NUT-RELATED SNACKS IN FINLAND A. Product description 1. HS code and language for popular nut products imported into Finland (in Finnish) More vocabulary for nuts can be found here.
    [Show full text]