X5 Retail Group ("X5") is one of the leading Russian multi-format food retail companies.
The company was founded in 2006 as a result of the merger of the retail chains Pyaterochka and Perekrestok. During the merger, the combined company received an option to purchase the Karusel hypermarket chain in 2008, which was then owned by Pyaterochka shareholders.
Manages stores of several retail chains: convenience stores under the Pyaterochka brand, Perekrestok supermarkets, Karusel hypermarkets, and convenience stores under the Perekrestok Express brand. The market share in terms of revenue in 2018 was 10.7%. Shares in the form of global depositary receipts are listed on the London stock exchange(LSE) and Moscow Exchange (MCX).
On September 28, 2018, the Russian edition of Forbes magazine published a rating of the largest private companies, in which X5 Retail Group took second place after Lukoil.
In 2018, X5 topped the top 50 fastest growing Russian companies in terms of revenue and net profit according to RBC and entered the top 10 retailers in Europe in terms of turnover according to IGD. At the end of 2017, it took 47th place in the top 250 retailers in the world and 18th place in the top 50 fast-growing retailers in the world (according to Deloitte).
The largest stake in X5 (47.86%) belongs to the co-owners of Alfa Group - Mikhail Fridman (21.9%), German Khan and Alexei Kuzmichev. 14.43% belongs to the founders of Pyaterochka, 0.06% - to the directors of X5. Treasury shares - 0.02%, shares in free float - 37.64%.
In 2011, Andrey Rogachev, one of the founders of Pyaterochka, left the capital of X5 Retail Group by selling his 11% stake on the stock exchange. The proceeds from the sale were used to create a new network of Verny discounters.
Freely floated on the London Stock Exchange (LSE) - global depository receipts for 37.64% of the company's shares (stock ticker - LSE: FIVE, depositary - Bank of New York Mellon). The company's capitalization on the London Stock Exchange in November 2017 is $10.4 billion.
In February 2018, the company entered the Moscow Exchange (MCX) (stock ticker - MCX: FIVE). Also in February 2018, the company outperformed its main competitor, Magnit, in terms of capitalization.
Management
Supervisory Board
At the beginning of November 2006, the Supervisory Board of X5 Retail Group was headed by the son of one of the founders of the international Carrefour chain, Herve Deffort.
In March 2013, Dmitry Dorofeev, who previously served as Chairman of the Appointment and Remuneration Committee, took over as Chairman of the Supervisory Board.
In 2015, the Supervisory Board of X5 was headed by Stéphane DuCharme, who in 2008-2012 was already an independent director on the Supervisory Board before moving to the position of the company's CEO.
Top management
From 2006 until March 2011, Lev Khasis was the Chief Executive Officer.
From March 2011 to July 2012 Andrey Gusev held the position of Chief Executive Officer.
From July 2012 to November 2015, Stephane DuCharme served as CEO and Chairman of the Board of X5.
Since November 2015, Igor Shekhterman has been the CEO of the company.
My friend the seller (a 61-year-old woman, but she is worth many young ones) was tortured with mockery and nit-picking. A woman tries to do everything well, but others very quickly begin to paralyze on this. She worked behind the counter, where meat, fish, sausages, cheeses and even salads, when there is no seller. So the employees, who are more arrogant, either ran to the warehouse, then called, then smoked, then had a tea party, then lunch. This woman's lunch time was never used up. She asked to be transferred to another department, or even better at night, but she was told that there was no way. Then the weirdness started. The price tags that butchers put up for meat are put somehow, and on some of them the codes are smeared or written with a ballpoint pen. One of the butchers yelled at her for taking the price tag to look at the code and said that when she was gone they were fine. What's good? The pigsty, which they arrange when laying out meat and fish, must be cleaned by sellers. Further more, once the woman made a mistake (or maybe not she, but the charge fell on her), the wrong code was dialed. Cashier didn't miss it, but it was enough for the Security Service to start spreading rot on the woman. When she came to work, the Security Council asked her: "Did they transfer her or not to another department?" To her question, why would it be, he replied that she was wearing glasses (although at least a third of the employees were wearing glasses). Of course, she was upset and went to find out from the Administrator, to which she replied that this was not his question. The woman was left behind the counter, but she began to look for vacancies, although she was very happy with the location of the store. Security Service, in front of other employees, tried to tell her that sellers should also set price tags for meat, to which he received a negative answer and left. But a very short time passes, and during the service of the buyer, a quarrel breaks out between them. The woman who was the instigator of the quarrel, as a result, accused the elderly couple and the woman seller that she was not only insulted, but almost beaten. Excuse me, but the seller was on the other side of the counter - this is one, the second, except for the words of an elderly couple - "go out into the street, smile at the sun. And the negative into a puddle." Thirdly. the female seller, when she finished serving the elderly couple, looked at the queue, but this female buyer did not react in any way and the seller began to serve the next buyer, deciding that another seller was serving her. As a result, the female customer started filming. The saleswoman was brought to tears. Further, a few days later, the Deputy approaches the seller. Director and begins to find out what's the matter. No one is looking at the cameras. Then, after the weekend, a woman comes to work - the seller, and the security guard tells her that she is now a fashion model, that her portrait is in the book of complaints. The saleswoman went to see what was written there. Not a grain of truth! The seller was upset and burst into tears, to which the administrator said that she (the seller) was inadequate. Where can they understand that a person is used to worrying about the work he does, but here it turns out that everything should not matter. The woman went on sick leave, she wanted to quit immediately. but they didn't make a statement. Questions arise Seller what, whipping girl. I want to write about myself. The seller is obliged to cut the meat, at least 50 grams, to give the buyer a try of sausage and other smoked meats, and this is in a circle. Great, I tried ten types of sausage, said that I didn’t like it and left without buying anything. Who is to blame? Of course the seller. Losses due to whom. Seller. And this is all a violation of the law. This I checked. But the most annoying thing is that a good seller. Even if she is a pensioner, she has lost her job. I read the responses of her colleagues that they are on her side, I also heard how they said that the SB had a hand in this. That's just how the Security Council began to manage the sellers and decide who should work where.
Across channels and systems, automate and optimize a range of tasks.
In particular, a single platform allows you to automatically discover assets in multi-cloud environments and on the company's own sites. Also, users will be able to proactively monitor events, alerts and anomalies, detect vulnerabilities and neutralize them. The platform will also help optimize capacity management and IT costs in the company. Platform users will be able to proactively provide the same quality service to all employees of the organization in all communication channels (including Skype, Slack, chat bots). Previously, these functions were performed by several separate BMC Software solutions.
BMC Helix (formerly Remedy) has already established itself in the market as a leader in cognitive IT service management, according to research firm Gartner. The structure of the updated platform, except BMC Helix, will include BMC Helix Remediate (before TrueSight Vulnerability Management), BMC Helix Optimize (before TrueSight Capacity Optimization) and BMC Helix Monitor (before TrueSight Operations Management).
In Russia and the CIS, the distributor of BMC Software is DIS Group.
| The updated BMC Helix platform for December, 2019 is available in the markets of Russia and the CIS. – The IT landscapes of companies have become much more complex. They can now include multiple clouds, the Internet of things, various DevOps tools, and machine learning. Chatbots and artificial intelligence can also be used to improve user experience. A single platform covering IT management issues from IT infrastructure to business processes, (ITOM and ITSM), becomes indispensable in such conditions, |
As of August 2010, BMC Remedy IT Service Management includes the following applications: BMC Remedy Service Desk, BMC Remedy Asset Management, BMC Remedy Change Management, and Service Level Management BMC Service Level Management. All of these applications work with one included BMC AtriumTM configuration management database to provide a comprehensive view of how technology components support business services. All of these applications run on one of the industry's best service management platforms, the BMC Remedy Action Request System.
BMC Remedy Service Desk is responsible for automating incident and problem management processes, allowing IT professionals to quickly and efficiently respond to situations that affect the provision of key services. The BMC Remedy Service Desk handles requests and incident information from users, as well as incident data from infrastructure elements. With its deployed, flexible features and capabilities, it reduces the time it takes to restore normal operations, helps prevent future events from negatively impacting business operations, and improves IT staff productivity.
The workflows implemented in the BMC Remedy Service Desk capture and serve relationships, from the occurrence of an incident to attribution to a problem, finding the root cause, known errors, and change requests. When used in conjunction with the BMC Remedy Knowledge Management module, Help Desk provides advanced authoring, natural language search, and self-service capabilities that reduce call volume from users for a given event and reduce troubleshooting time. The BMC Atrium Configuration Management Database identifies the services and users affected by the event and helps to identify the root cause of the event by displaying infrastructure dependencies.
BMC Remedy Service Desk will help you:
BMC Remedy Change Management has advanced planning, strategy management capabilities that help you reduce time to implement changes and organize them while minimizing business risk. This module allows you to define and implement standardized change implementation processes that cover the entire lifecycle of a change request, from submission, through planning, through implementation, to verification.
It ensures that the actions that are really needed are taken, the issues are agreed with the leaders with whom they should be agreed, and that there are reliable, fail-safe procedures. BMC Remedy Change Management, supported by the BMC Configuration Management module, takes the change request from the planning stage to the execution stage and obtains current information about the status of the change implementation and verification processes. Thanks to this, the procedure for introducing changes is carried out in accordance with the developed plan, and its full transparency is ensured.
The addition of BMC Remedy Change Management Dashboards provides change executors and IT leaders with visually compelling graphical reports that enable them to monitor the status and performance of the entire change implementation process, from request to implementation to audit.
BMC Remedy Change Management will help you:
BMC Remedy Asset Management helps reduce your IT budget, ensure compliance, and increase your ROI. By having your IT assets and ITIL operational processes rely on the same configuration management database data, you get a clearer and clearer picture of how incidents, problems, changes, configurations, and SLAs affect your assets, and vice versa, and you get the opportunity to take the necessary measures in a timely manner.
BMC Remedy Asset Management helps reduce software license overhead and compliance costs by integrating software license management into your IT asset management and operational processes. The included ITIL Reference Software Library defines relationships between change requests, software licenses, software descriptions, authorized system software locations, and detected manufacturing events. The module allows you to obtain data on existing assets and manage them throughout life cycle each IT asset - from the moment of placing an application for it until the moment it is written off. In addition, the module's contract management features automate the assignment of assets to software licenses, rental, maintenance, and support contracts. Its financial management features allow you to track total cost ownership, chargebacks and depreciation.
BMC Remedy Asset Management will help you:
BMC Service Level Management helps customers align their most critical IT infrastructure and service delivery processes with business priorities. BMC Service Level Management automates, monitors and manages the full range of processes that serve service level agreements.
In addition to monitoring service support parameters such as problem resolution time, BMC Service Level Management collects data from infrastructure management data sources, including BMC Performance Manager, BMC Transaction Management, and SNMP. The result is integrated management the process of providing and supporting business services in the light of the commercial tasks facing the enterprise. The application also tracks SLAs for configuration items contained in the BMC Atrium CMDB configuration management database.
BMC Remedy Level Management will help you:
The BMC Remedy IT Service Management package includes several common services for more efficient service management, including the BMC Atrium CMDB Configuration Management Database and Reference Software Library.
The BMC Atrium CMDB shows you how technology meets your business needs. It is an open, intelligent and scalable repository of data used by BMC Remedy ITSM applications and other BMC solutions. This database allows you to manipulate data and jobs within service management processes using common checkpoints for assets, configurations, application topologies, business services, and users that depend on them. For example, a system monitoring tool may open an incident related to a configuration item in the configuration management database, thus allowing help desk technicians to see information about that configuration item, including what business services it serves, assets and users associated with it, previous configurations, recent changes, asset contracts, related service level agreements, etc.
The ITIL Reference Software Library provides a unified view and management of your software applications. It automates the relationships between reference software descriptions, detected manufacturing events, authorized system software locations, and software licenses. This enables you to deploy software more efficiently and make changes to the software configuration or software license management configuration and resolve software issues more quickly.
BMC Remedy ITSM applications work in conjunction with other BMC solutions to automate workflows that improve IT management efficiency in terms of solving business problems:
BMC Discovery for maintaining the configuration management database
BMC Discovery is a scalable solution for working with data about assets, configurations, application topologies, and even your users, which allows you to see the interdependencies of assets and services that are provided to your users.
Manage software with BMC Configuration Management
The addition of the BMC Configuration Management module automates the provisioning and maintenance of your client software configurations and server assets. In conjunction with the BMC Remedy Change Management module and reference software library, BMC Configuration Management allows you to automate the introduction of configurations and software license usage policies in a reproducible closed-loop process from authorization to execution and verification.
The BMC Analytics module allows you to analyze the effectiveness of IT service management. With Business Objects XI technology, data is presented in a way that is understandable to users without SQL data skills. Such users can receive up-to-date information on trends and developments affecting service management.
BMC Remedy ITSM applications have a multi-participant dataset architecture with role-based security at the row level. Thus, a single IT service management team can serve multiple business units or customers with a single deployment. BMC Remedy ITSM applications are fully Section 508 compliant.
All BMC Remedy ITSM applications are built on the BMC Remedy AR System service management platform, which allows you to quickly deploy, scale and adapt to your unique and ever-changing needs. Graphical user interface
The BMC Remedy AR System enables IT administrators to rapidly extend application functionality without the need for programming. What's more, it provides a single point of integration for third-party applications and tools through a fully open application API, web services, enterprise integration engine, component object model, OLE, and direct SQL access.
Completed in X5 Retail Group large-scale project organizational changes. On the basis of the Directorate for Information Technology Management, a business support unit was created, which is responsible for the integrated operation of all systems and assets of the company. Reorgan experience
There are five phases that any organization goes through when implementing an organizational change program: stagnation, preparation, implementation, testing of strength, achievement of goals. Consider the history of changes in X5 Retail Group N.V.
There was no stagnation as such, the IT management department was confidently moving towards achieving the strategic goals of transferring the company to a new centralized sales management system based on SAP Retail. By September 2009, a pilot project was completed in one of the branches. It covered the work of not only stores and the branch office, but also distribution centers. In parallel, the creation of an appropriate IT infrastructure was going on. A project was launched to transfer a unified user support system from the HP OpenView platform to the BMC Remedy platform. This was to be followed by the implementation of several more ITIL processes in the company. The BMC product was chosen as a comprehensive platform for them. But intervened economic crisis. It became clear that global leadership Russian market is impossible without radical changes in company management aimed at improving business efficiency. The path of transformation was chosen, based to the maximum extent on the methods of work of the Directorate for Information Technology Management (DUIT). It was at this stage that the decision was made to begin the preparation phase.
The Trinity project was launched, the main goal of which is to form a business support unit based on the DUIT, the branch management department and the real estate and operation departments in the branches. Teymur Sternlib, Deputy Chief Executive Officer for Business Support, has been appointed head of the unit. The project team included two project managers, business analysts, developers and experts. It also included candidates for the positions of heads of divisions of the first level in the organizational structure of the business support unit.
The key words of the project were "integration" and "services". The members of the project team came to the conclusion that uniting the subdivisions providing service support into a single block will give a synergistic effect and will improve the quality of the services provided, as well as increase the efficiency of support. In the business support block, the divisions of operation, IT and branch management were united. It was understood that the transition to a service-oriented business support architecture would accelerate the resolution of many current problems, reduce the relative cost of providing services, and, therefore, increase the efficiency of the company as a whole. Since the process of integrating disparate departments of business IT support and operation of real estate, commercial and engineering equipment was the most difficult, at this phase a list of functions and a list of specialists needed to create a unified operation service was formed. The goal of the integration process was to create a one-stop-shop for incident registration, eliminate duplicative functions of joint operations staff, use a single approach to problem solving, and a single tool for registering and processing user requests. To prepare the team for changes and form a positive “public opinion” about the planned reforms, a survey was organized for the heads of operations departments (IT and engineering) in all eight branches of the company. Judging by the responses received, the heads of departments were actively involved in the discussion of the planned organizational changes.
During this phase, the formation staffing tables for five new directorates. The organizational structure of the business support block was finally fixed. The principle of service orientation of directorates served as the key and basis for the formation of the staff structure.
It was supposed to organize the work of all service departments based on the business processes recommended by the ITIL library, such as Problem Management, Service Level Management, Configuration Management, etc.
The directorates included in the business support block are responsible for the development and support of groups of certain services. This approach makes it possible to make the relationship between business directorates and service directorates more transparent. If earlier the IT director was responsible for IT support of business services and the development of IT infrastructure, now there are directorates responsible for supporting and developing all business services, there are directorates responsible for supporting all infrastructure services, and there is a directorate responsible for support for "other" corporate services that are not directly related to the main business processes of the company. At the same time, all directorates of the business support block now work according to a single principle based on the use of the Service Desk and tested in the former directorate for IT management.
The Business Services Directorate consists of departments responsible for providing IT services to various business units of the company: logistics and procurement, finance and reporting, operations and marketing, etc. Each department has consultants, developers, user training and support specialists services. The Infrastructure Services Directorate is responsible for the operability of server equipment and communication channels, supports corporate software, is responsible for the architecture of the entire IT infrastructure and the development of engineering equipment systems. Its strategic objectives are to build an adaptive infrastructure that meets the requirements of a growing business, use standard proven solutions, and implement proactive monitoring. One of the key projects of this directorate was the strategic project "Energy Saving Program", within which X5 plans to significantly reduce energy consumption and energy supply costs. The operations service, with the help of the updated ServiceDesk, meets the needs of numerous end users, not related, as before, only to business IT support. The Branch Management Directorate has significantly expanded the functions of quality assurance, implementation of business processes in branches and interaction with local authorities. Its strategic goal is to bring all branches of the company to a single standard covering business processes and the branch management system, facility equipment, quality management and certification systems. The Directorate of Corporate Services, in addition to a large number of internal services necessary for the normal functioning of the Directorates of the Business Support Unit, provides a number of services directly to businesses and is responsible for the support and development of organizational and management services. Of these, the most significant are: IT support for opening new retail facilities and mergers and acquisitions, organization of the company's business processes (description, development, implementation), project and program management.
In parallel with the formation of new staffing tables, work was underway to create an album of functions up to the third level of business support units and the division of areas of responsibility of the new directorates was underway. As soon as the functions of the divisions were fixed, and first of all, the joint operation service, an order was issued to transfer functions to the area of responsibility of the business support unit and transfer employees to the joint operation management in one of the company's branches. An analysis of how the transfer of functions was carried out in it within one month revealed planning shortcomings and difficulties associated with the introduction of new staffing tables. An additional complexity was created by the matrix organization of management in the branches. The reorganization in the seven remaining branches tended to proceed more smoothly and with fewer disruptions. Now, although branch operations officers still report to both the branch director and operations managers from central office, they, together with the director of the branch, are in a single structure - a business support unit, which significantly reduces the likelihood of contradictions inherent in the matrix management structure. Maxim Efanenkov has been appointed head of the joint operation service.
First of all, in the pilot region, employees of the operation service involved in supporting retail facilities and technological infrastructure were connected to the upgraded ServiceDesk system. Now a single system registers user requests for troubleshooting office computers, refrigeration units in stores, etc. The work of service departments is organized according to a single principle, which makes it possible to obtain objective information about the quality of services provided to the company. On the basis of the methods developed and implemented in the IT Management Department, the employees of engineering services received their own performance indicators (KPI), on the basis of which they are encouraged. All this became possible after the implementation of the Incident Management process. Currently, the implementation of two more ITIL processes - Service Level Management and Configuration Management - is nearing completion. ITIL processes were methodological basis to build business support processes.
The longest activity of the Trinity project was the development of a strategy for the business support block, which contains the goals of the block for a three-year period and the activities necessary to achieve the set goals. A lot of attention was paid to building a tree of block goals down to the level of each directorate.
The regulations on the directorates set indicators for achieving goals (Key Goal Indicators, KGI). The COBIT approach was used, which defines KGI as a key indicator of goal achievement. In this case, these are metrics that show management whether business goals have been achieved and to what extent. It turns out that if you replace the letters IT with the letters BS (Business Support), many of the COBIT approaches are quite applicable. The same applies to the ITIL library. The strategy contains a description of the block management model, including the principles and levels of decision making. Decentralization is considered as the main tool for effective branch management. The project provides for the creation new system operational reporting covering the performance of all newly formed directorates.
It is safe to say that the Trinity project team and the created unit are already firmly on their feet. Of course, not everything went smoothly. However, the preliminary study of possible risks has borne fruit and many troubles have been avoided. It is clear that it is impossible to revise, change, coordinate and approve dozens of normative and administrative documents at once. Therefore, it was decided to temporarily keep the existing orders in force. The issue with the budget was also solved in approximately the same way: correct budgeting of new functions for departments is impossible without deep knowledge of the budget structure. Since the staff formerly involved in the budgeting of building maintenance did not move to the newly created directorates, there was a real risk of an inadequate funding plan. To avoid a negative development of events, temporary agreements were reached to support the budgeting process in the transition period. At the same time, difficulties arose due to the lack of experience of such transformations in Russia. It was difficult to find references to some integration solutions based on IT departments in terms of creating a unified operations service. However, in these cases, there were no precedents for such a large-scale coverage of all aspects of business support. For example, if earlier, when a refrigerator on the sales floor failed, store employees called either a specific store support engineer, or the company responsible for the equipment in this store, or the head of the operation service at the branch office, now for all incidents with any equipment they call to a single Service Desk phone. Changing the way users interact with service providers has proven to be a difficult task. To more clearly demonstrate the depth and breadth of the area of responsibility of the business support unit in X5, we can give some quantitative characteristics of the unified system of unified user support. The number of employees reporting incidents to ServiceDesk has exceeded 9,000. There are more than 1000 specialists who are assigned these incidents and service requests (and these are not only company employees, but also employees of contractors connected to ServiceDesk). These specialists are divided into 144 support groups. More than 2,500 requests and service requests are registered in ServiceDesk per day. The last item to be connected to ServiceDesk was a product quality control system, which made it possible to significantly increase the transparency of the corresponding service, but significantly increased the load on ServiceDesk. Today, almost 1,500 specialists work in the business support unit.
It is still too early to talk about achieving the final goals - the project of organizing a business support block has not been completed, only the first stage has been completed. However, the absolute correctness of the chosen path is illustrated by the words of an ordinary director of one of the Perekrestok stores: “Over the past four months, I have got the feeling that someone is taking care of the store. Problems began to be solved, and quite quickly.” There are still many difficult tasks to be solved. Among them: increasing the capacity of the BMC Remedy system to connect hundreds of stores opening annually and dozens of distribution centers and implementing several ITIL processes (Problem Management, Change Management, Event Management, Asset Management), developing a business continuity plan, creating and signing numerous SLAs, modernizing existing and implementation of new business processes. But there is no doubt that the business support unit will be able to improve the quality of the services provided and the efficiency of the company.
Andrey Grudev - Head of Projects for the Development of Services at X5 Retail Group N.V.;[email protected]
X5 Retail Group N.V. is the largest retail company in Russia. It develops three chain stores: Pyaterochka discounters, Perekrestok and Zeleny Perekrestok supermarkets, and Karusel hypermarkets.
At the end of 2009, the company managed 1,372 stores located in Moscow, St. Petersburg and 43 other cities in the European part of Russia, in the Urals and Ukraine, with a total sales area of more than 1 million sq.m. The company has 23 distribution centers in 8 regional branches. Consolidated retail revenue, including the turnover of the acquired network "Paterson", in 2009 exceeded 275 billion rubles.
