REWE Group is facing a broad range of human-resources challenges. As a result of demographic trends, the number of older employees will rise constantly and there will be increasing shortages of trainees and skilled workers. In addition, workplaces are being reshaped by globalisation and digitalisation, accompanied in part by technological change, the increasing complexity of markets, shifts in cultural values and growing individualisation. Work World 4.0 will be more digital, connected and flexible. It’s not yet foreseeable what future workplaces will look like (source: BMAS 2015).
REWE Group applies strategic personnel management in its efforts to position itself for the future, to attract talented individuals and to turn them into loyal employees – by offering employee-driven job concepts, providing safe working conditions, offering tailored advanced training and respecting every individual.
Raising satisfaction, boosting performance and productivity play a major role in this process. To achieve this goal at such a large and diverse company, it takes a strong sense of community among all employees and the departments in which they work. Dedicated, well-qualified employees contribute immensely to the company’s success. To gain their loyalty, the company offers fair pay, additional company benefits that extend beyond the level of negotiated wages, flexible working models that can be adjusted to meet individual employee needs as well as tailored ways to achieve work-life balance. The corporate culture of REWE Group is characterised by a trusting and respectful relationship among employees, customers and business partners. The company is determined to create a diverse employee structure and to provide its staff, regardless of their gender, age, religion, origin, sexual identity or disability, with non-discriminating jobs that offer equal opportunities to each member of the workforce.
The following areas of action have been defined for the pillar Employees: “values and culture”, “training and professional growth”, “health and safety”, “job and phases of life” and “diversity and equal opportunity”.
All areas of action are monitored by the “Employee” working group, a team that has been led by Dr Büchel, a member of the Divisional Management Board of Retail Germany who oversees HR and sustainability since mid-2016.
As a way of measuring the progress being achieved in the pillar Employees, REWE Group defined key performance indicators (KPIs):
|Key Performance Indicator (KPI)||Status 2017|
|KPI 1: Increase the training quota (share of trainees in the total workforce in full time equivalents) to 5.0 % by 2022 or at least keep it at the same level||4.8 %|
|KPI 2: Keep internal filling of management positions at a level of 75.0 % until 2022||79.7 %|
|KPI 3: Keep accidents per 1,000 FTE at a level of 48.0 % until 2022||47.4 %|
|KPI 4: Keep the share of management positions that are filled by women at the level of 47.9 % until 2022||48.6 %|
|KPI 5: Keep the number of people with disabilities based on headcount at least at a level of 3.0 % until 2022*||3.2 %|
|* The rate of people with disabilities is calculated by headcount and therefore has a different calculation basis than the determination of the mandatory share of employed people with severe handicaps according to Section 71, Book IX of the Social Welfare Code (SGB) (Germany). Calculating the rate of people with disabilities by headcount was chosen in order to determine a uniform key figure for Germany and Austria. Individuals with disabilities are defined according to Section 2 of the German Social Welfare Code and the Austrian Disabled Persons Employment Act (BEinstG).|
During the reporting period, REWE Group measured its sustainability strategy against the Sustainable Development Goals (SDGs). It then identified and prioritised the SDGs that are relevant to the company (see Strategy). One of the highest-priority SDGs was included in the area of responsibility for the pillar Employees: SDG 8: Decent Work and Economic Growth