Some important milestones were reached in the reporting year. The Migros N-CLA was renegotiated with the social partners, and Engagement Migros appeared as a Presenting Partner at Swiss Skills Bern 2014.

Women, Family & Career

The status of women in work and business plays an important role in both the prosperity and progress of society and the performance of businesses. It is almost impossible to imagine Migros' success without the work of women. After all, female employees make up more than half the workforce. That is one of the reasons why Migros supports the compatibility of career and family with a broad range of family policy measures and benefits.

Thanks to various family policy measures and the continuous promotion of women, there continued to be an encouraging number of women in managerial posts in 2014, despite the absence of specific guidelines or quotas. With 14.5% at directorate level (slightly down on the previous year) and 28.5% at executive level (slightly up), the proportion increased overall.

To make it easier for women to combine managerial roles with family life, and to help all employees achieve a better work-family balance, Migros has been promoting corresponding values and implementing different measures for many years. For example, the Migros N-CLA 2015-2018, which came into force on 01 January 2015, focuses on family policy aspects in the interest of improving the compatibility of career and family, as well as on the equal treatment of different family structures and ways of living.

Migros grants all new mothers 18 weeks of maternity leave at full salary and thereby exceeds the legal requirements. Fathers can also take up to five weeks of paternity leave during the first year of their child's life. Three of these weeks are paid, and unpaid leave can be taken for an additional two weeks. In the case of adoption, mothers and fathers are granted three weeks paid leave, with an option to take an additional two weeks unpaid.

A range of other family-friendly measures and benefits are offered by the individual Migros companies.

  • For example, they generally agree to management staff working part-time from a minimum employment level of 50%. The companies also offer support for management staff with families in the form of additional family allowances, arrangement of day-care places, and financial contributions towards other family-related services.
  • In addition, they offer family-friendly working time models, adapt the workplace or job offers to the needs of pregnant women and breastfeeding mothers, and grant care leave if a child or family member becomes ill.
  • The companies generally offer free and confidential social and family counselling as well as support with work-related and personal issues. It assists in the development of possible solutions, accompanies their implementation, provides information and puts staff in touch with internal and external departments and specialists.

Women in managerial posts

Women in managerial posts
(in %)
2010 2011 2012 2013 2014
Management 25.3% 25.9% 26.5% 26.7% 28.5%
Board 12.5% 14.6% 15.2% 15.5% 14.5%

Health & Safety at Work

Healthy staff = healthy company“ – this approach by Migros requires a comprehensive and systematic health policy that goes beyond the legal framework and occupational health and safety standards. It includes activities to maintain and boost the ability to work, as well as measures to prevent incapacity and facilitate the reintegration into working life.

Occupational Health Management / Friendly Work Space®

Within the Migros Group companies, activities aimed at boosting the ability to work, preventing incapacity and facilitating the reintegration into working life are systematically managed and optimised as part of occupational health management (OHM).

Migros aims to ensure that its occupational health management meets the highest standards. To this end, the Migros companies are regularly subjected to a multi-tier qualification process aimed at acquiring or retaining the national label Friendly Work Space®.

Thirteen companies of the Migros Group have already been awarded the Friendly Work Space® quality seal. Seven of these originate from the Cooperative Retailing strategic business unit (SBU), two from Industry & Wholesaling and four from the remaining SBUs. In 2014, the Migros Cooperative Valais was certified for the first time and four other companies were successfully recertified.

The certifications are proof of the positive advances in the Migros Group's occupational health management and serve to facilitate its further integration and development.

Occupational health and safety

Migros meets its legal responsibility towards employees with a group-wide solution (GWS) for the Migros companies. In 2014, it was recertified for a further five years after an extensive revision and update by the Federal Coordination Commission for Occupational Safety (FCOS). The GWS ensures the systematic implementation of occupational health and safety. Strengths and potential measures are identified across the companies and mutual solutions are developed. In addition, the companies are continuously informed of the latest health and safety aspects and receive support from specialists as well as subject-specific work and communication tools.

Prevention and health promotion

To maintain and boost the capacity for work, specific prevention and health promotion measures are taken within the Migros Group companies. The potential health of employees is maintained and improved with health-promoting working conditions. A range of information is provided to help improve the health literacy of individuals and potential measures are identified and developed on a continuous basis. The ergonomie.2014 initiative launched in 2014 has enabled Migros to improve its measures for preventing work-related musculoskeletal problems and identifying them at an early stage. The initiative is based on teaching specialist knowledge and making implementation tools available.

Prevention and health promotion is also important when it comes to mental health. The companies have access to various tools developed at Group level (e.g. to help identify physiological strain at an early stage or reintegrate absentees) as well as material for raising awareness of the subject.

Absenteeism and case management

A key aspect of the Migros companies' social responsibility is the support and reintegration of sick or injured employees. Helpful discussions are held as soon as possible with those affected and reintegration processes are actively promoted. Measures are taken quickly and in accordance with the needs of the employees. The internal and external positions involved work together closely to activate the resources needed for optimum support.

On this basis, it was possible to improve the collaboration between the different network partners even further thanks to a central IV contact person in the Romandie who is very familiar with the circumstances of the IV offices and the affected Migros companies.

Working Hours, Absence and Accidents

At Migros, OHM is integrated in the management systems as a strategic element and is part of responsible business management. This is reflected in the figures for 2014: the percentage of hours worked against paid working hours increased slightly to 81.11%. At 95.4%, the health rate was also up on the previous year.

The rate of absence due to accident and illness was 4.07%, slightly better than the previous year and just above the Swiss average of 4.0%. On the other hand, the weekly length of absence per employee is below the Swiss average. The decrease in the overall rate of absence is due to a reduction in illness-related absence by 0.07% to 3.38% and a reduction in non-occupational accidents to 0.42%. The non-occupational accident rate (OA rate incl. occupational illness rate; OI rate) was unchanged at 0.26%. The slightly better or unchanged rates prove the long-term effectiveness of the measures taken as part of occupational health management.

The accident rates analysed by SUVA over a period of five years show a clear trend towards less risk of occupational accidents in the industrial companies and in the distribution and service companies. The risk of an incident is also declining for the Migros Cooperatives and their subsidiaries. The risk of non-occupational accidents in the industrial companies, the Migros Cooperatives and their subsidiaries is the same or on a slight downward trend; in the distribution and service companies, it is falling considerably. The risk of incidence is based on the number of accidents per 1'000 employees.

In line with the company mission, Migros performs a number of activities to create health-promoting working conditions. Other activities have a direct impact on the conditions and the conduct of employees at work and make staff more aware of how to behave safely, including in their leisure time.

Reintegration support is also offered to disability pensioners. In 2014, Migros employed around 740 people who receive a disability pension; this corresponds to 0.9% of all Migros staff in Switzerland. In Cooperative Retailing, this figure stands at around 1.1%; however, it should be noted here that the employer is not aware of every incidence of a pension being drawn.


Working hours, leave and absence

Proportion of working hours, holidays and absences 2012 2013 2014
Total paid working hours (in h) 116'859'099 117'655'003 119'846'599
Hours worked 81.5% 80.8% 81.1%
Paid leave and absence 18.5% 19.2% 18.9%


Health rate

Health rate
(in %)
2012 2013 2014
Health rate 95.4% 95.3% 95.4%


Rate of absenteeism

Area Rate of absenteeism
Migros Group 4.1%
Information and communication 3.0%
Freelance, academic and technical services 3.2%
Public administration 3.2%
Hospitality industry 3.3%
Art, entertainment, private households, other services 3.8%
Banking and insurance industry 3.9%
Agriculture and forestry 4.0%
Commerce, repair business 4.0%
Manufacturing / energy supply 4.1%
Health and social care 4.1%
Transport and storage 4.5%
Construction 5.2%
Property, other economic services 5.7%


Duration of absence per job in weeks

Duration of absence per job in weeks Duration of absence in weeks
Migros Group 1.6
Information and communication 1.2
Freelance, academic and technical services 1.3
Hospitality industry 1.4
Public administration 1.4
Banking and insurance industry 1.6
Art, entertainment, private households, other services 1.6
Manufacturing / energy supply 1.7
Commerce, repair business 1.7
Health and social care 1.7
Agriculture and forestry 1.8
Transport and storage 1.9
Construction 2.2
Property, other economic services 2.4


Rate of absenteeism, occupational and non-occupational accidents

Rate of absenteeism, occupational and non-occupational accidents
(in %)
2012 2013 2014
OA/OI 0.2% 0.3% 0.3%
NOA 0.5% 0.5% 0.4%
Illness 3.4% 3.5% 3.4%

Social Partnership & CLA

At Migros, multi-level social partnership is a stance based on the representativeness and professionalism of hundreds of elected staff representatives who dedicate themselves to the needs of employees, be it on the boards of directors, the personnel policy committees of Migros companies or the National Committee of the Migros Group.

As a result, the collective labour agreements concluded in relation to this social partnership are always the collective labour agreements of the Migros employees as well. The Migros Group's CLAs stand for progressive, exemplary and responsible working conditions.

Migros N-CLA

Together with its social and contractual partners (the National Committee of the Migros Group, KV Schweiz, and Metzgereipersonal-Verband), Migros has pledged to continue meeting its legal responsibility towards employees over the coming years. The revisions of the N-CLA for the years 2015 to 2018 focus on family policy aspects in the interest of improving the compatibility of career and family, as well as on equal treatment of different family structures and ways of living. Maternity leave has been extended from 16 to 18 weeks at full pay, and paid paternity leave has been extended from two weeks to three. In the case of adoption, the leave granted is equivalent to paternity leave. Foster parents and carers, registered same-sex partnerships and unmarried couples now have the same rights as married couples, and adopted children are treated the same as biological children. Annual salary negotiations are being introduced in the sectors of logistics, restaurants & takeaways, butchers, Club Schools and leisure facilities.

Migros' national collective labour agreement (N-CLA) has stood for family-friendly working conditions since 1983 and is now one of the best and largest collective labour agreements in Switzerland. More than 50'700 employees in some 40 companies benefit from the terms of this collective labour agreement. Its standards, benefits and achievements set national benchmarks in 29 sectors and markets.

CLA Travel

On 01 January 2011, the first collective labour agreement for the Swiss travel industry came into force in the form of the CLA Travel. It was agreed by Hotelplan Suisse, Hotelplan Management and Interhome with Migros' Travel employees' association and the personnel policy committees of the Hotel Plan Group. It is valid until the end of 2014. The subsidiaries BTA First Travel and Travelwindow apply the CLA terms equally, which means that all companies of the Hotelplan Group in Switzerland now have standard working conditions for the first time ever. A comprehensive participation system creates extensive possibilities for employees to play a part in determining the working conditions. The CLA Travel was renegotiated in 2014 and also sets high standards for working conditions in the travel industry for 2015 to 2018.

CLA Globus

The 2012-2015 CLA of the Globus Group is one of the few collective labour agreements for retailing (including warehouses) in the whole of Switzerland. It applies to the companies Globus, Herren Globus, Interio and Office World. The agreement sets the tone in family policy, further training, occupational health management and social partnership, as well as with regard to extracurricular youth work and the protection of whistleblowers.

With the employees' association ghio, founded in 2011, employees were given more and better options to participate. ghio is a social partner for CLA negotiations, especially those relating to wage policy. The CLA of the Globus Group remains the only exclusive collective labour agreement in the department store sector, clothing retailing, stationery retailing and the furniture and interior decorating sector.

Subordination to Collective Labour Agreements

In 2014, the number of employees covered by a collective labour agreement in the Migros companies was 65.7%, considerably higher than the average for the Swiss labour market (39.1%).


Subordination to CLA compared Migros / Switzerland

Subordination to CLA compared Migros / Switzerland
(in %)
Migros Switzerland
Total CLA subordination 65.7% 39.1%


Subordination to CLA in Migros Group

Subordination to CLA in Migros Group Proportion
Migros N-CLA 59.5%
CLA Globus 4.7%
CLA Travel 1.5%
Not covered by CLA 34.3%

Staff participation

In 2014, the 46 personnel policy committees and delegations consisted of 364 members. As democratically elected staff representatives, 151 women and 213 men performed a key role with extensive participation rights at corporate level.

As an occupational social partner of the companies and the regional cooperatives, they represented the social and economic interests of employees in all business units at around 1'300 sites. The personnel policy committees are democratically authorised and representative. They also represent the executive employees below the directorate level, who can contribute their expertise to the committees accordingly. In the election year in 2014, more than 5'000 colleagues supported the members.

With a share of 79.4% employees, 3.3% apprentices and 17.3% executive employees, there is a broad and balanced representation in the personnel policy committees.


Functional position of the members of pers. policy committees

Functional position of the members of pers. policy committees Proportion
Management 17.30%
Employees 79.40%
Trainees 3.33%

Vocational Training & Personnel Development

As Switzerland's largest private employer, the Migros Group is committed to the dual training system. By training apprentices, the company invests specifically in young people and offers them prospects for the future. Professional development and lifelong learning are equally important pillars of personnel and leadership development at Migros.

Swiss Skills Bern 2014

In the reporting year, the Migros Group successfully presented its vocational training at Swiss Skills Bern 2014. Trainees and vocational trainers, together with the heads of vocational training from the regional Cooperatives and from the retail, industrial, logistics and service companies, guided the visitors through Migros' diverse world or work, which comprises more than 40 different professions. The aim of the trade fair appearance was to give pupils and their parents an active insight into the exciting careers on offer.

Generation M promise

With its competence and dedication, and by creating optimum framework conditions, the Migros Group ensures relevant, comprehensive and practice-oriented training. This enables trainees to develop into responsible, independent and competent professionals and prepare for their future in an optimum way. Migros has made a promise as part of Generation M to employ as many trainees as possible after they complete their apprenticeships and to continue supporting and developing them. At present, 67% of all trainees are kept on after graduating.

Trainees at Migros

Apprentices are professionally accompanied, trained and individually supported. Optimum framework conditions and comprehensive, practice-oriented training prepare them for a future as independent and competent professionals.

Migros trained 3'650 trainees in the reporting year. It offers young professionals an enormous variety, with more than 40 different professions in 34 retail, industrial, logistics and service companies. 84% of basic training programmes are completed with a Swiss federal certificate of proficiency, of which 4% with a federal vocational diploma and 16% with a federal vocational certificate.

Migros has posted a success rate of more than 97% in its qualification procedures for many years.


Trainees at Migros – development and workforce

Trainees at Migros – development and workforce 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Trainees 2179 2591 2703 2896 2809 2957 3178 3264 3328 3386 3358 3495 3650


Ratio of trainees

Ratio of trainees
(in %)
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Ratio of trainees 3.6% 4.5% 4.8% 5.0% 4.9% 5.0% 5.3% 5.5% 5.6% 5.7% 6.0% 6.1% 6.2%


Vocational training in the Migros Group

Vocational training in the Migros Group
(in %)
Ratio of trainees 6.2%
Rate of subsequent employment 67.0%
Certificate 16.2%
Federal certificate of proficiency 80.2%
Vocational diploma 3.6%


Vocational training by strategic business unit

Vocational training by strategic business units
(in %)
Rate of subsequent employment Vocational diploma Certificate Federal certificate of proficiency 1 Ratio of trainees
Retail 68.5% 2.2% 19.8% 78.0% 6.7%
Commerce 56.3% 1.6% 9.6% 88.8% 5.9%
Industry & Wholesaling 58.7% 4.7% 8.1% 87.3% 4.6%
Financial Services 90.9% 59.3% 0.0% 40.7% 4.3%
Travel 86.0% 10.9% 0.0% 89.1% 14.0%
Other companies 100.0% 0.0% 25.0% 75.0% 1.8%

1 Federal certificate of proficiency

Personnel and Leadership Development

Career-oriented training and further training options are available to employees at all levels, from basic training through to directorate level. Making its employees more employable is very important to Migros. To this end, specific measures are taken to enhance and broaden the existing skills of staff. Migros encourages its staff to take certified or federally recognised qualifications and, alongside internal and external development measures, makes use of courses offered by the Migros Club School. The further training of managers and trainee managers at higher management level is actively supported at renowned business schools and universities.

Further vocational training

Further vocational training at Migros is skills-oriented and covers the development requirement with regard to specialist, leadership and personal skills according to the level of the employee. It focuses on the key skills needed by the employee and ensures that they meet both the personal and professional requirements. Individual training and further training measures are agreed with the employee's line manager during regular M-FEE meetings, which address employee management, development and remuneration.

Employees are entitled to paid further vocational training to enable them to develop the necessary skills to fulfil their work roles in the best possible way. The company continues to pay their full salary during the vocational training and, depending on the individual circumstances, also covers the cost of the training.

In 2014, the staff made intensive use of these further training options: 697'750 paid training and further training hours were completed in total, 600'200 of which by lower-level employees and more than 97'550 by management staff of the Migros Group. In addition, around 40'000 hours were used for e-learning programmes.

The Migros companies invested more than CHF 40 million in the further training of staff in 2014 (not including salary payments or other absence-related costs).


Training hours during working time in 2014

Paid training hours during working time in 2014
(in h) 1
Total Per person
Employees 600'200 7.6
Management 97'550 17.7
Total 697'750 8.3

1 Training by means of e-learning not included

Private further training

Migros supports employees who dedicate their free time to advancing their career. The company contributes towards the cost of attending courses and classes at the Migros Club School, Switzerland's leading provider of adult training and education.

Focus (pdf, 82.94 KB)