Own workforce
The Employee Experience is a central pillar of our corporate strategy and closely linked to our business objectives. A motivated, skilled and resilient workforce forms the foundation for excellent services and innovation – particularly as we transition from a traditional electronics retailer to a customer-focused solutions provider. We not only protect this human capital but also actively leverage it as a driver of sustainable development and transformation. Accordingly, we place strong emphasis on recognising employee performance and supporting individual development. Our focus areas include employee engagement, talent development and diversity. Optimised recruiting processes, structured talent programmes and targeted diversity initiatives create a working environment that enables growth and participation. At the same time, we are firmly committed to protecting labour and human rights.
The impacts, risks and opportunities related to our workforce are closely linked to our business model, as they make a significant contribution to our success. Increasing competition for qualified professionals presents a key challenge. A diverse and inclusive working environment creates opportunities for our employees, such as flexible working time models and broad access to training and development programmes. At the same time, risks may arise from insecure employment conditions, high workloads or inadequate compensation. Negative impacts can occur particularly in cases of discrimination or unequal treatment in development and promotion.
Our strategy is aimed at long-term value creation, employee well-being and responsible corporate management. To achieve this, we promote a supportive working environment, foster diversity and equal treatment, and expand targeted development opportunities. At the same time, challenges such as employee turnover, skills shortages and rising expectations regarding work-life balance, diversity and digital capabilities require forward-looking and flexible workforce management.
Impact, risk and opportunity management
All employees are treated with dignity, respect and fairness, regardless of their role or location. To put this commitment into practice, we have established binding policies and internal regulations covering topics such as non-discrimination, training and development, working hours, occupational health and safety, and freedom of association. Regular audits, employee surveys, grievance mechanisms and compliance reviews help embed these principles firmly in our corporate culture and leadership. In this way, we create a working environment in which fair treatment, inclusion and social responsibility are a given.
We address our key impacts in the areas of working conditions as well as equal treatment and equal opportunities. Topics such as gender equality, skills development and diversity are firmly embedded to promote a fair, inclusive and high-performing work environment.
Working conditions
A key focus area is secure employment. We consider stable employment relationships to be the foundation for motivation, health and performance. Particular emphasis is placed on protection in critical life situations such as illness, injury, parenthood or retirement. A lack of security can lead to stress, excessive workload or demotivation and may therefore also affect business performance. Our policies therefore provide comprehensive protection against work-related risks and, where national regulations are limited, enable measures that go beyond legal requirements. Local managers are encouraged to find individual solutions in specific cases that benefit both employees and the company.
Appropriate working hours are equally important. Flexible models help address individual needs while supporting job satisfaction and performance. We support part-time and flexible working arrangements wherever business requirements allow. In around 1,000 stores across 11 countries, related decisions are made locally. Regular communication and feedback discussions enable employees to actively shape their working hours.
Fair and market-appropriate compensation is another key factor. Our long-term remuneration strategy aims to secure a living income, attract qualified professionals and retain them over the long term. At the same time, we take economic conditions into account, as rising personnel costs can affect our cost structure and competitiveness. We therefore continuously monitor compensation developments to ensure a balanced relationship between employee attractiveness and economic stability.
Equal treatment and equal opportunities
We actively promote gender equality and equal pay for work of equal value and see ourselves as an inclusive employer offering fair working conditions. In the countries where we operate, equality measures are implemented locally, while central HR provides overarching guidelines.
A key priority is diversity and inclusion. As a signatory to the Diversity Charter, we explicitly commit to diversity and equal opportunities within our organisation. We foster a working environment free from discrimination, prevent harassment and set clear principles for respectful and appreciative interaction. Development and career progression are based on skills and performance – regardless of origin, age, gender, sexual orientation or identity, abilities, family status, religion, beliefs or political affiliation. Leaders are expected to lead by example, promote diversity and respect, and create a safe and inclusive workplace. Employees are encouraged to report any cases of discrimination or harassment without delay.
We also place strong emphasis on training and skills development. Targeted qualification strengthens motivation, performance and the successful sale of complex products and services. At the same time, we ensure that all employees have equal access to training and professional development opportunities.
Metrics and targets
Working conditions
We aim to provide our employees with the most comprehensive social protection possible – particularly for major life events such as illness, unemployment, injury or disability, parental leave and retirement. Our key metrics include the share of countries without coverage for relevant life events, the health rate, quantified employee satisfaction and qualitative feedback. While the country-level coverage is collected annually via local HR managers, the other metrics are recorded monthly and reported to executive management. Trend developments are used to assess progress: a declining health rate combined with decreasing employee satisfaction or increased feedback indicating insufficient protection signals a need for action. Results and the effectiveness of measures are regularly discussed at the international level.
Working time
We offer employees the option of part-time models upon request, wherever operationally feasible. Voluntary part-time work is already widely used and is an important factor for satisfaction and motivation as part of attractive working conditions. Our key metrics include the share of employees working part-time at country and company level, quantified employee satisfaction and qualitative feedback on part-time opportunities.
Training and development
Our key metrics include the participation rate in development discussions, the average number of training hours, the quantitative employee satisfaction score and qualitative employee feedback. We aim to maintain the average number of training hours across the Group at an appropriate level. “Appropriate” refers to a country-specific level that takes into account factors such as the economic situation, the maturity of the market environment and the respective product mix. We also view this target as a strategic opportunity, as training supports employee development and contributes to improved efficiency and revenue growth. In addition, we ensure that all country organisations integrate specific sales modules into their onboarding programmes and offer further training to support employees in sales roles. Currently, the share of countries offering such modules is 100%.
Equal treatment and equal opportunities
We aim to continuously increase the share of women in top management, particularly within executive leadership bodies. At the same time, the proportion of women in the two management levels below is also to be increased in order to build a strong internal pipeline for future top leadership positions. Our key metrics include the share of women in top management and in the two levels below, quantified employee satisfaction and qualitative feedback on the perceived effectiveness of our gender equality measures. The data is collected monthly and evaluated as part of HR reporting to executive management.
Actions
As a responsible employer, we take potential risks seriously and implement targeted measures to strengthen positive effects and mitigate possible negative impacts. With around 50,000 employees, training and development play a particularly important role. Regular development discussions help identify risks such as excessive workload or a lack of career prospects at an early stage. At the same time, comprehensive training programmes open to all employees support their professional and personal development.
Working conditions
We maintain regular dialogue with local employee representatives to identify key employee concerns at an early stage and adjust our measures where necessary. The status of social protection in the country organisations is reviewed annually, and priorities for the coming period are defined jointly. Best practices for additional employee benefits are regularly shared and assessed for broader implementation.
Based on these insights, we implement targeted measures to create attractive and needs-based working conditions. This includes offering employees the option to work part-time upon request, wherever operationally feasible. In addition, we regularly collect feedback through employee surveys on satisfaction with existing arrangements and derive specific improvement measures from the results.
Appropriate compensation is also a key factor in our attractiveness as an employer. We continuously monitor relevant developments and, where necessary, make targeted adjustments to attract and retain employees over the long term.
Training and development
We promote a culture of learning and development by strengthening our corporate principles through targeted training and exemplary leadership at all levels. We continuously derive specific actions from our employee survey, which includes targeted questions on satisfaction with training and development opportunities. The impact of these measures on sales performance and business success is monitored on an ongoing basis.
Our store employees receive regular training on products, services and sales techniques – particularly important given the frequent launch of new products. Our expanding e-learning offering includes training on specialist and leadership topics as well as function-specific exchange formats. Across the Group, we use the “GoodHabitz” platform, which provides more than 150 interactive online training courses based on the analysis of individual strengths, development potential and learning recommendations. In addition, we maintain a network of internal trainers, excellence circles and Group-wide knowledge-sharing formats.
To further develop our leadership capabilities, we have introduced additional initiatives. The International Leadership Program (ILP) prepares current and future leaders for business-critical roles and strengthens strategic thinking, self-leadership, people leadership and cross-country collaboration, with a focus on ownership, a growth mindset and resilience. In addition, the “Leadership Talks” podcast promotes a shared leadership language and culture by translating key leadership principles into everyday practice through discussions on values, empowerment, team leadership and strategic priorities. We are also developing additional career models, such as an expert career path that complements the traditional leadership track. Furthermore, we are introducing a structured performance management process across the Group, with a particular focus on the dimension of Diversity, Equity and Inclusion to strengthen our organisation sustainably.
Equal treatment and equal opportunities
Promoting women is a high priority for us. Our goal is to become one of the leading employers for ambitious women in the retail sector. The foundation for this is our international “Women in Retail” initiative, which further develops our corporate culture and brings together concrete measures to attract women to MediaMarktSaturn, support their development and retain them over the long term. At the same time, the initiative addresses differences in development, promotion and compensation and strengthens fair conditions for all employees.
To increase the share of women at the first two management levels, we have defined binding targets for recruitment and succession planning. The management teams of all countries have made corresponding commitments, the implementation of which is regularly monitored by our Chief People Officer and the Executive Committee. In recruitment, we promote diversity through mandatory diversity training for all participants and consistently apply existing requirements: where qualifications are equal, women are given preference for top management positions until balanced gender representation is achieved. Before a male candidate is hired, at least one female candidate must be interviewed. If she is not selected, the decision must be clearly justified.
To raise awareness among employees, we implement targeted internal campaigns and mandatory training. These include awareness initiatives on topics such as mental health and diversity, as well as company-wide activities for International Women’s Day and Global Diversity Month. In addition, we conduct mandatory training on unconscious bias for employees across all countries. Anti-discrimination e-learning is mandatory for all leaders globally and for employees in Germany, Austria, Poland, Spain and Italy. Managers and all employees involved in recruitment also complete diversity training that introduces and supports the application of new recruiting standards.
Responsibility in supply chain
Impacts on workers along the supply chain are closely linked to our business model, as sustainable supply chains and the continuous improvement of social and environmental standards are firmly embedded in our strategy. This applies to all workers along the value chain who are significantly affected by our business activities, products and services. Accordingly, we are committed to systematically identifying, preventing and mitigating human rights and labour-related risks and to continuously monitoring working conditions. Based on the German Supply Chain Due Diligence Act (LkSG) as well as internationally recognised standards such as the United Nations Universal Declaration of Human Rights, the UN Guiding Principles on Business and Human Rights, the OECD Guidelines, ILO Conventions and the ten principles of the UN Global Compact, we have established structured processes for human rights due diligence in our supply chain.
These processes enable the systematic identification and assessment of potential negative impacts on workers. Key risks relate to working hours, wages, health and safety, freedom of association and protection against exploitation. Excessive working hours or inadequate wages can affect workers’ health and economic stability. Insufficient safety measures increase the risk of accidents and occupational health issues. Particularly severe risks include child labour and forced labour, which violate fundamental human rights. Restrictions on freedom of association or the absence of worker representation may also lead to poorer working conditions and reduced employee participation.
To prevent such risks, we rely on binding policies, clear supplier requirements and robust monitoring mechanisms. All suppliers are required to comply with our Supplier Code of Conduct, which is aligned with the standards of the Responsible Business Alliance (RBA). For private-label suppliers, additional requirements apply based on BSCI, RBA or SA8000. In this way, we promote fair working conditions throughout the entire value chain.
Impact, risk and opportunity management
The integration of human rights and environmental aspects is a central element of our corporate strategy and is embedded in our processes and targets. In addition to our Code of Conduct, our Group-wide Human Rights Policy Statement and Supplier Code of Conduct reflect our values and expectations. In particular, we expect our suppliers to prevent child and forced labor, comply with working time and remuneration requirements, respect freedom of association, and ensure safe and healthy working conditions. Sustainability clauses support implementation.
Our human rights due diligence meets the requirements of the German Supply Chain Due Diligence Act (LkSG) and other relevant regulations. A key element is a comprehensive due diligence process with annual risk analyses in accordance with the LkSG to systematically identify and assess potential human rights and labor-related risks. In doing so, we also consider the perspectives of workers in our value chain. Our reporting shows which risks have been identified, which measures have been taken, and how effective our processes are. We also provide accessible grievance mechanisms through which employees and external parties can report violations of human rights, labor standards, or ethical principles. Our web-based whistleblowing platform is anonymous, available 24/7, and offered in more than 70 languages. Reports are reviewed and handled in accordance with defined due diligence and remediation processes. Violations are addressed together with suppliers through appropriate corrective actions. Responsibility for risk management lies with our Human Rights Officer, who regularly reviews the effectiveness of the measures. In addition, we participate in industry initiatives such as the Responsible Business Alliance (RBA) and amfori BSCI to further develop common standards and strengthen implementation across the supply chain.
Metrics and targets
In line with the overarching objectives of our sustainability framework, we have defined two key targets. First, every new direct private-label supplier is required to sign a Supplier Code of Conduct based on the standards of amfori BSCI, the Responsible Business Alliance (RBA) or SA8000, thereby contractually committing to comply with social requirements.
Second, for direct suppliers with a very high risk profile, we monitor the validity of their social audits. In relevant high-risk countries, follow-up audits are conducted and the results are closely tracked. On average, 97% of suppliers held a valid audit in FY 2024/25. For suppliers with active orders, the rate was 100%, as orders are only released if a valid audit is in place.
Actions
We have defined comprehensive measures and allocated dedicated resources to improve working conditions and ensure compliance with labour standards across our value chain. This framework ensures that identified risks are translated into targeted actions.
During the onboarding of new suppliers, we secure binding commitments to comply with our human rights and sustainability requirements, including through framework purchasing agreements. Our suppliers are required to implement these requirements throughout their own supply chains. For private-label suppliers, signing a code based on the standards of amfori BSCI, the Responsible Business Alliance (RBA) or SA8000 is mandatory. Compliance with the Supplier Code of Conduct is regularly verified through audits. In cases of non-compliance, we set deadlines for remediation or terminate the business relationship if necessary. Since FY 2022/23, we have conducted software-based risk analyses to identify priority risks along the supply chain. Where elevated risks are identified, we implement targeted monitoring and remediation measures, including direct communication, corrective action plans and follow-up on implementation. In addition, ad hoc analyses are carried out whenever the risk situation changes significantly.
Our own employees receive e-learning training on human rights. For suppliers with elevated risk profiles, we offer targeted training as part of our supply chain management in line with the requirements of the German Supply Chain Due Diligence Act (LkSG).
Corporate Citizenship
We take responsibility beyond our core business and focus on socially relevant topics where our products and expertise can help people live a life full of opportunities.
Digital inclusion
Digital education and access to technology are essential for participation in our connected world. This is where we can create the greatest social impact and help ensure that as many people as possible are part of the digital world.
In Italy, our MediaWorld Labs support schools in the flood-affected region of Emilia-Romagna with technical equipment and digital skills training. In Spain, employees volunteer to help older people use technology safely and prevent social isolation. In Ingolstadt, the project group “Digital for All”, which we support, advises people with disabilities and provides them with accessible technology.
Local engagement
Our stores are deeply rooted in their local communities. Store managers decide which organisations to support through financial or technology donations. This enables long-term partnerships and allows for fast assistance in emergency situations.
At our headquarters in Ingolstadt, social engagement is an integral part of our corporate culture. Annual employee donations are matched by the company and have supported projects such as the construction of an inclusive playground, a support centre for homeless women and the establishment of a children’s hospice. We also provide fast and uncomplicated support for other regional requests. A cornerstone of our engagement is the main partnership with ERC Ingolstadt, which also supports charity initiatives such as “Goals for Kids” for disadvantaged children and a fan club for people with disabilities.
Emergency relief
Crises such as COVID-19, the war in Ukraine and the earthquakes in Turkey and Syria require rapid action. For example, following the 2023 earthquake in Turkey, we worked together with our local organisation to provide immediate assistance and deliver relief supplies to the affected regions. In the long term, we support educational reconstruction together with the Turkey Education Volunteers Foundation (TEGV). Four mobile learning units bring education to children in disaster areas and promote learning in IT, arts and creativity. The four-year project aims to open up new opportunities for more than 24,000 children.
We support projects and organisations in the countries and regions where our national organisations and stores operate. Please contact the respective national headquarters or your local store directly. For support at our Ingolstadt location and for general enquiries about social engagement, please contact us at corporatecitizenship@mediamarktsaturn.com. As we receive a large number of requests, we regret that we are unable to support every initiative, even though many are worthy of support.
Questions or ideas?
Sustainability
MediaMarktSaturn
sustainability@mediamarktsaturn.com