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1
LYONESS CODE OF TEAM
CULTURE
Ing. Mario Slivka, MBA
Lyoness International
2
Dear colleagues,
Mutual respect, your polite expression, and your behavior in a
team environment is a sufficient guarantee that you will feel
good in Lyoness. Our code of a team culture contains all of our
important visions, goals, and expectations, which will all
contribute towards our better teamwork at Lyoness.
The team culture is binding for all of us. Under all
circumstances, we are all entitled to expect the same
performance of all duties from each senior worker or colleague.
However, if you feel it is otherwise, do not hesitate to talk
about it openly according to our Codex.
Moving forward together depends on an open communication
within a team. It belongs to the basic rules, and only together
we are strong.
We are part of the largest shopping community in the world.
Team culture is an integral part of the working environment in
relation to the external environment, our partners, and, last but
not least, to our members.
Thank you already for your personal contribution to the
adoption of the Code of Team Culture, because even you,
personally, are a model for others.
I remain yours faithful,
Mario Slivka
Managing Director
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What is our team culture at Lyoness?
Together we are strong
Company:
o Working environment, facilities, history,
honesty and achievements make up our
corporate spirit. Clear objectives and principles
of leadership are the key elements of our
strategy.
People:
o Being a role model for others.
o 360 degree feedback.
o Be prepared to continually develop.
o We are the mirror of our corporate culture.
o We value ethics and respect diversity.
o Trust of co-workers.
Members, customers, and business partners:
o Are the most important entities of our
company.
o Our shopping community creates our lasting
value.
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Lyoness Corporate Policies and Principles
The joy of shopping of our members and their satisfaction
shapes our personal character.
Understanding the environment determines our market share
in relation to business partners.
Flexibility and responsibility, acting swiftly, and knowledge of
procedures determines our success.
Honesty and openness are a principle of our behavior to others.
Points motivate us to improve.
Fairness to all of us, to members, and to business partners.
All our efforts must be directed to the satisfaction of our
members and business partners.
What is said is done.
Regional Office as well as the Head Office complies with the
legislation.
Our rules consist of regular feedback in the form of praise and
suggestions.
We are responsible for dynamic working environment and
committed people around us.
Good knowledge of our work provides for interchangeability.
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Lyoness Corporate Values
Corporate Shared
Freedom Strive for perfection
Responsibility independence
Sharing values transparency and
Respect open communication
Honesty and sincerity collective social
Solidarity success
Progress
Willingness to help others
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Lyoness Corporate Values
Lyoness corporate values are shared among its employees and intertwined into each of our
activities.
The global size of our company brings responsibilities and duties against our members, co-
workers, business partners.
Leadership, bringing pride that we are the leader, also requires a constant search for
perfection.
The art of being a merchant implies an ongoing openness to the world and people.
In order to sell, we must listed to and understand our customers.
In order to understand, we have to respect cultural differences of communities,
because we operate our business in their environment.
Our values are the heritage of people and companies that participated in the establishment of
Lyoness.
Our values are:
Freedom
Responsibility
Value sharing
Respect
Honesty and sincerity
Solidarity / willingness
Progress
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FREEDOM
Respecting freedom of choice of our members by offering various forms of purchase,
diversity of products and services. Strengthening freedom of our members by providing
complete and objective information.
Allowing our members to purchase at prices that match their purchasing power.
Making sure that all colleagues have the right to initiative and free work.
RESPONSIBILITY
Taking full responsibility for the consequences of the proceedings against our members,
company and its associates, business partners, institutions, and the environment.
SHARING VALUES
Focusing the entire know-how and potential of the company on value creation that will be
distributed among our members, colleagues, shareholders, and partners.
Discussing our values with our team, clearly stating our expectations and goals. Subsequently
creating a space for competence and personal development.
RESPECT
Respecting our employees, business partners, members. Listening and accepting their
differences. Understanding and respecting their way of life, customers, culture, and interest,
wherever we are present.
HONESTY AND SINCERITY
Observing our commitments and promises, always acting sincerely and honestly with our
members, customers, colleagues, and business partners.
Being honest as an individual and as a team.
SOLIDARITY
Contributing to the development of the local economy, employment, education, and
contributing to the fight against discrimination in the communities, countries, cities, and
districts, where we develop our activities.
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Establishing fair trade and corporate policies by developing and sharing our values.
Developing mutual solidarity between workers throughout our company, regardless of
profession, position, or division.
PROGRESS
Promoting the progress and development of new technologies with a regard to the needs of
our members and business partners. Recognizing and accepting changes, promoting new
approaches and innovations.
1. Members (Shopping Community)
Each subsidiary of Lyoness adjusts and differentiates within the market in order to be seen as
a specific reference by each member.
Each subsidiary integrates into its surroundings in order to create a strong image.
The image of each subsidiary is the capital, which has to be protected and strengthened:
Image of member advantages over competitors
Image of offer adapted to the expectations of the members, offer shall be clear and
efficient
Image of quality through the offered services
Image of modernity, practicality, speed.
The pursuit of economic results should not be in conflict with the protection of the above
capital.
The image of our service, offer, and services is an important element to the overall reputation
of the company. The image shall be constantly improved.
We listen to our members and business partners
Personal contact is the best way of listening to our members and business partners. This
activity is continuous and allows to anticipate the needs, expectations, and behavior of our
members and business partners.
It is the most reliable means to find new members and business partners, while:
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Improving our business offer of services, products, and support.
Streamlining purchasing (CB Card, E-Vauchers, Online...)
Co-workers who are in direct contact with the members are responsible for listening to the
members. They forward all information to their superiors, who further deal with the
knowledge.
Receiving and listening contributes to the acquisition of faithful members and business
partners.
The use of all means of communication for attracting loyal members and business partners
(databases, studies, loyalty systems, etc.).
Advertising
Is an integral part of trade policy and image of the Lyoness Group. Contributes to the
development and turnover to gain market share.
Strengthens the image of each specific regional representation. Improves our members and
business partners and expresses the values of Lyoness.
Must be clear, transparent, effective, and for the best price, with the highest return on
investment. Its effectiveness is assessed regularly.
Institutional Communication
Strengthens the reputation of Lyoness in every place, in every country, and around the globe.
Its aim is to support the incorporation of Lyoness and its subsidiaries to the environment. It
expresses the value of the entire Lyoness Group.
Market Shares
Increasing market shares are a common goal for all regional branches and all employees of
Lyoness.
Market share in terms of services, market segment, product groups, departments, trade marks,
provides the country with an objective scale to evaluate the satisfaction of members and
business partners.
It has a direct impact on the competitiveness of purchase and sell prices and subsequently on
the turnover.
10
In order to acquire market shares, it is necessary to be able to withstand and predict the
evolution of the behavior of our members, competitors, environment, and business partners.
Development of market shares is observed in each country and individual representations are
compared with each other. In case of a failure, measures are immediately taken to recover any
lost position.
2. Assets
Lyoness capital consists of tangible and intangible assets.
Tangible assets: intangible property
Shopping vouchers, premises and their facilities, supplies, etc.
Intangible assets:
Company name, concepts, symbols, names, partnership contracts, appearance of signboards
with Lyoness logo.
Lyoness oversees the treatment of its assets and their commercial exploitation. Lyoness
premises shall not be rented to anyone.
Concept
Lyoness is an international group, the operation of which is based upon a loyalty system,
giving money back to the customer with every purchase. Within the industry, Lyoness aims to
take a leading position in the market Each type of regional representation is conceived so as
to best serves its members, business partners and adapt to local market.
Technology services may vary by country and correspond to the services and products and
purchase logic of our members.
3. People
Our strongest instrument is the motivation of Lyoness employees. Leyoness employs the best
traders and the largest experts in the field.
We act so that we are externally recognized and known. The filling of vacant positions
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is always based on the professional selection. Individual statements are always based on the
principle of 4 eyes at the presence of immediate superior. We personally greet each new
employee. We provide each employee with a sufficient assistant to integrate into the
company. We bid farewell to our employees in a fair and respectful manner.
Work organization
Work organization of Lyoness and regional offices.
Determines the number of employees and necessary qualifications.
Optimizes the efficiency of co-workers
Promotes balance and personal development of each individual.
It is closely related to the development of members, business partners and turnover,
peculiarities of the country, and technological innovations.
Lyoness invests in instruments that allow its staff to increase its efficiency and to decide to its
profession, i.e. to the trade and provision of services.
Trainings
It is essential to educate ourselves and others, if we want to:
Strengthen our expertise and professionalism in our fields and positions
Exchange experiences and skills
Engage and participate in the company values
Spread and enrich of Lyoness culture.
Before recruitment, each employee passes through worker training.
Trainings are adapted to the evolving requirements of members and trading partners, which
helps to develop the employees and their careers.
Senior workers are responsible for the quality of training. They deal with the quality of
training and regular checks thereof.
12
Professional approach
Every employee in the company can advance to a higher position as soon as (s) he fulfills its
role, achieves its goals, and adapts and comes up with new methods.
Professional advancement of staff meets the needs of the company and takes into account
personal wishes.
Occupational and geographical mobility facilitate this development.
We prefer an internal procedure; however, the arrival of new employees from the outside
enriches the experiences of the Lyoness Group.
Experience in trade at other companies, as well as international experience is most welcome
for professional development.
We have full confidence in our employees that there will overcome their forthcoming
challenges. We are constantly open to receive suggestions from them for improvements and
ideas, which together will move our company forward.
“Talk, not Tick”. We communicate personally. We talk. We support each other and encourage
us to be productive. We engage our colleagues and use their expertise and competence.
We share all necessary information so that the employees can properly use them to meet our
expectations and work assignments. Our regular personal interview serves to provide our own
feedback. The way we communicate and our approach is open and fair to all of our
employees. We act as we expect to be dealt with by our superior -- with respect.
We serve as a model for our employees.
Remuneration
Remuneration must be motivating for each brand of the Lyoness Group, in each country.
Remuneration is fair, which means that it corresponds to the level of skills, training,
responsibility, and efficiency of each individual.
It strengthens the motivation of employees to achieve their objectives, especially in some
places, with the possibility of receiving a variable component.
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The status of "shareholder", as a complement to other elements of the remuneration system,
gives each employee to benefit from the value created by the company.
Organization and Operation of the Company
Support
Decisions are taken as close to the field as possible with a regard to the general interests.
Simplicity
Responsibilities associated with a given position are clear and simple. Structures are minimal.
Members and business partners are a priority.
Transparency
The arrangement is clear to all, from company headquarters, regional offices up to the trade
itself.
Single Representative
Clearly designated persons are dedicated to each area and each team responsible for making
decisions; partner is always the same.
Responsiveness
Action and reaction happen fast and continuously at all levels of the company.
Solidarity
Groups, sectors, and individual offices always act to be in solidarity with each other.
People leadership
Leadership is based on the involvement and motivation of Lyoness employees. The rule is the
decision-making on two levels.
Everyone can choose the means necessary to attain its objectives.
We encourage individual expression and initiative.
The activity of each employee is regularly evaluated in collaboration with its supervisor, on
the basis of clearly defined objectives.
We encourage and reward collective success.
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A systematic comparison of the efficiency of workers allows for their overall improvement.
Observation of fundamental workers' rights is part of the culture of Lyoness.
Internal communication
Internal communication is the main prerequisite for the smooth operation of the entire
company; its aim is to give complete and clear information to all of our employees.
The information is simple, accurate, and trustworthy.
Information is available to all. They spread fast.
Everyone can find necessary information, and everyone is responsible for information
that it shares.
Positive experiences are shared and valorised. The company's success is brought to the
fore.
Each employee shall respect the strict confidentiality of the available information in
regard to the outside world.
4. Services
Services are the driving force behind our activities to attract members to our business
partners.
The services we offer must meet the expectations of our members and business partners in
every country, in every region, and in every type of business.
Key factors of service policy are as follows:
Composition of benefits
Competitiveness when purchasing
Competitiveness when selling
Quality of service and processes
Communication Service:
Information at the point of sale
External information
Flow management
Business partners
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The relationship with trade partners takes place on the basis of the profitability of each party.
When assigning a business partner, it is necessary to monitor, mainly, the following three
conditions:
Meets the expectations of members.
Lyoness gains market shares in the segment.
The assigned business partner contributes to a quantitative and qualitative
improvement of trade categories, to which it belongs.
In the context of sustained and balanced concept, Lyoness develops specific relations with
various business partners.
We distinguish between:
Large national and international groups, which occupy a leading place within their
group, that supply and sell products
SMEs that supply and sell products that are leading in their segment and local
products
Business partners offering services.
Online
The balance between different types of business partners ensures economic independence of
Lyoness and supports its inclusion in the economic context.
Through local business partners it is easier for Lyoness to involve in economic and social
fabric. Lyoness makes sure that its business partners comply with social and societal
agreements.
Quality of service
Quality is a factor, thanks to which Lyoness differs from its competitors.
It is constantly adapted to the needs, expressed or implied, of our members and business
partners. It must be sufficiently distinct to be recognized by our members and business
partners.
Each level of ratio « requirement / quality » corresponds to a certain price level. Each price
level must have the best relationship « quality / price ».
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5. Money
All managers and business executives must do everything possible to reach or exceed the
objective set out in the office budget.
Tools and methods
All senior workers have an access to a planning schedule and performance indicators that
enable to measure progress and quickly identify deviations from targets and immediately
implement necessary measures to mitigate these deviations.
Analysis of the breakdown and detailed elaboration of action plans is carried out by each
responsible employee, together with its superior, during the monthly performance review, at
all levels of the company.
All responsible workers favour transparency, simplicity, efficiency, and graphical
representation. Procedures have a well-defined form, which ensures consistency and safe
operation of the company. Audits control all aspects of the operation and provide for
reliability of the operation.
Investments
Each investment becomes part of the medium-term plan. The decision is taken at the
appropriate hierarchical level, depending on the amount of investment and based on the
following economic considerations:
Return on employing capital, net present value of cash flow.
The level and nature of investment must be tailored to the potential of the project and the
specifics of the country and the economy of the zone.
Each investment must fit into the financial policy of the Group, country, and the company.
Distribution costs
Management of distribution costs is necessary for the company's profitability.
Distribution costs may not grow faster than turnover. We constantly strive for higher
productivity and profitability through:
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Adjustment of systems, organization, and procedures.
Reduction of the number of missing gift vouchers and their optimization versus
turnover.
Mastering overheads.
These activities must not jeopardize the permanence of the working instrument.
Management principles
All senior workers spend only the costs that are associated with the operation and application
of the policy.
It is necessary to constantly monitor the rate « turnover / used capital » (assets, cash flow
stored in assets - shopping vouchers) and optimize this rate.
The cash flow stored in assets (shopping vouchers, inventories, supplier payment terms) is
subject to regular monthly monitoring.
Objectives and action plans are formulated to reduce inventories and optimize payment terms.
Conclusion
For us, the team culture is fair and collegial management on the part of our
leadership. It is a sufficient step for our employees to enjoy our work.
Our policies and corporate values, which form the basis of our team culture, we
have summarized for you all goals and expectations, which lead to even better
results and cooperation within our teams.