Umschlag_engl._2004 13.4.

2005 14:06 Uhr Seite 1

1,433 in Switzerland
t XXL – Aarau Pronto Tankstelle Telli – Aarau Tankstelle Bahnhofstrasse – Aarberg – Aarberg Pronto Tankstelle – Aarburg – Aarburg Lumimart – Aarburg Pronto Tankstelle – Abtwil
gno – Aigle – Airolo – Allaman – Allaman Brico+Loisirs – Allaman Toptip – Allaman Interdiscount – Allaman Pronto station-service – Alle – Allmendingen – Allschwil Dorf – Allschwil
ptip – Altendorf Lumimart – Altstätten SG – Ambri – Amriswil – Amriswil EPA – Amriswil Interdiscount – Amriswil Pronto Tankstelle – Andermatt – Anzère – Appenzell – Arbon – Arbon
hes Pronto station-service – Baar Gotthard – Baar Oberdorf – Baar Pronto Tankstelle – Bachenbülach Megastore – Bachenbülach Toptip – Bachenbülach Interdiscount – Bachenbülach
scount Dättwil – Balsthal – Balsthal Pronto Tankstelle – Bäretswil – Basel Spalemärt – Basel Bachletten – Basel Bäumlihof – Basel Europe – Basel Gundeli – Basel Klybeck – Basel
Basel Hüningerstrasse – Basel Mattenstrasse – Basel Michelacker – Basel Mülhauserstrasse – Basel Neuweilerplatz – Basel Schorenweg – Basel Wanderstrasse – Basel Wiesenplatz
merie Gerbergasse – Basel Import Parfumerie Greifengasse – Basel Import Parfumerie St. Jakob-Park – Basel Import Parfumerie Sternengasse – Basel Interdiscount XXL – Basel
rgasse – Basel Pronto Badischer Bahnhof – Basel Pronto Centralhalle – Basel Pronto Güterstrasse – Basel Pronto Tankstelle Reinacherstrasse – Basel Pronto Tankstelle St. Jakob
– Bellinzona Centro – Bellinzona Nord – Bellinzona PY – Bellinzona Sud – Bellinzona Interdiscount – Bellinzona stazione servizio – Belp – Berikon – Beringen – Bern Bethlehem – Bern
sse – Bern Sulgenbach – Bern Winkelriedstrasse – Bern Zähringerstrase – Bern Coop City Marktgasse – Bern Coop City Rifflyhof – Bern Bau+Hobby Bethlehem – Bern Toptip – Bern
scount Aarbergergasse – Bern Interdiscount Bethlehem – Bern Interdiscount Neuengasse – Bern Interdiscount Waisenhausplatz – Bern Pronto Neuengasse – Bern Pronto Tankstelle
erist – Biberist Pronto Tankstelle – Biel Bahnhof – Biel Bözingen – Biel Centre – Biel Mett – Biel Moserstrasse – Biel Coop City – Biel Bau+Hobby – Biel Toptip – Biel Lumimart – Biel
Pronto Tankstelle Längfeldweg – Biel Pronto Tankstelle Solothurnerstrasse – Biel Vitality Apotheke – Biglen – Binningen – Binningen Pronto Tankstelle – Bioggio – Bioggo Toptip
dry – Breganzona – Breitenbach – Bremgarten AG – Brienz – Brig – Brig Bau+Hobby – Brig Import Parfumerie – Brig Interdiscount – Brig Pronto Tankstelle – Brittnau – Broc – Brugg
arfumerie – Brügg Interdiscount – Brunnen – Brüttisellen Pronto Tankstelle – Bubendorf – Buchs AG – Buchs SG – Buchs SG Import Parfumerie – Buchs SG Interdiscount – Buchs SG
de Riaz – Bulle Interdiscount Route de Vevey – Buochs – Büren – Burgdorf Schützenmatte – Burgdorf Stadt – Burgdorf Import Parfumerie – Burgdorf Interdiscount – Burgdorf Pronto
d – Carouge Toptip – Carouge Pronto station-service – Carouge Interdiscount – Caslano – Castione – Castione Edile+Hobby – Celerina – Cernier – Cevio – Cham – Cham Bau+Hobby
Dogana – Chiasso Soldini – Chur Quader – Chur Kurfirsten – Chur Tittwiesen – Chur Coop City – Chur Bau+Hobby – Chur Toptip – Chur Lumimart – Chur Import Parfumerie – Chur
s – Collombey Interdiscount – Collombey Pronto station-service – Colombier – Confignon – Conthey – Conthey Lumimart – Conthey Pronto station-service – Cortaillod – Cossonay
Interdiscount – Crissier Pronto station-service – Crissier Vitality pharmacie – Cully – Dagmersellen – Däniken SO – Davos – Davos Import Parfumerie – Davos Interdiscount – Davos
station-service – Derendingen – Dielsdorf – Dielsdorf Import Parfumerie – Dielsdorf Pronto Tankstelle – Diepoldsau Pronto Tankstelle – Diessenhofen – Diessenhofen Tankstelle
likon Interdiscount – Dintikon Pronto Tankstelle – Disentis – Domat-Ems – Dombresson – Dongio – Dornach – Dottikon – Dübendorf – Dübendorf Bau+Hobby – Dübendorf Toptip
ublens Interdiscount – Ecublens Pronto station-service – Effretikon Effimärt – Effretikon Watt – Egerkingen Megastore – Egerkingen – Egerkingen Bau+Hobby – Egerkingen Toptip
Emmenbrücke Sprengi – Emmenbrücke Import Parfumerie – Emmenbrücke Interdiscount – Engelberg – Entlebuch – Epalinges – Epalinges Brico+Loisirs – Erstfeld – Eschen Pronto
bby – Feuerthalen Toptip – Feuerthalen Pronto Tankstelle – Fiesch – Fiesch Pronto Tankstelle – Filisur – Fislisbach – Flamatt – Flawil – Fleurier – Flims – Flüh – Flums – Fontainemelon
platz – Frauenfeld Interdiscount Thurgipark – Frauenfeld Pronto Tankstelle Ost – Frauenfeld Pronto Tankstelle West – Frenkendorf – Frenkendorf Tankstelle – Fribourg Jura – Fribourg
sdorf Interdiscount – Fully – Gebenstorf – Gelterkinden – Gelterkinden Pronto Tankstelle – Genève Augustins – Genève Eaux-Vives – Genève Montbrillant – Genève Servette – Genève
tchoisy – Genève Pâquis – Genève Rue de Lausanne – Genève Saint-Jean – Genève Sports – Genève Vieusseux – Genève Voltaire – Genève Coop City – Genève Coop City Fusterie
les – Genève Interdiscount Coutance – Genève Interdiscount Cygnes – Genève Interdiscount Forum 2000 – Genève Interdiscount Fusterie – Genève Interdiscount Rive – Genève
gg – Glattfelden – Goldach – Goldau – Gommiswald – Göschenen – Gossau SG – Gossau SG Bau+Hobby – Gossau SG Import Parfumerie – Gossau SG Pronto Tankstelle – Gossau ZH
– Grand-Lancy 1er Août – Grand-Lancy Palettes – Granges-Marnand – Granges-Marnand station-service – Granges-Paccot – Granges-Paccot Interdiscount – Gränichen – Grellingen
tten Tankstelle – Gstaad – Gümligen Dorf – Gümlingen Melchenbühl – Sigriswil – Gunzgen A1 Pronto – Haag Megastore – Haag Tankstelle – Hägendorf – Hallau – Hasle-Rüegsau
nbuchsee – Hindelbank – Hinwil – Hinwil Toptip – Hitzkirch – Hochdorf – Holderbank Pronto Tankstelle – Horgen Leue-Huus – Horgen Waldegg – Horw – Horw Toptip – Hünenberg
ken Toptip – Interlaken Import Parfumerie – Interlaken Interdiscount – Interlaken Pronto – Isérables – Ittigen – Ittigen Bau+Hobby – Ittigen Lumimart – Ittigen Tankstelle – Jegenstorf
tip – Kaiseraugst Interdiscount – Kandersteg – Kehrsatz – Kemptthal A1 Pronto – Kerzers – Kilchberg – Kirchberg – Kleindöttingen – Klosters Platz – Klosters Dorf – Kloten – Kloten
r – Kreuzlingen EPA – Kreuzlingen Bau+Hobby – Kreuzlingen Toptip – Kreuzlingen Import Parfumerie – Kreuzlingen Interdiscount Hauptstrasse – Kreuzlingen Interdiscount Karussell
sägestrasse – Kriens Tankstelle Pilatusmarkt – Kriens Vitality Apotheke – Kronbühl Pronto Tankstelle – Küblis – Küsnacht ZH Dorf – Küsnacht ZH Itschnach – Küsnacht ZH Bau+Hobby
Toptip – La Chaux-de-Fonds Lumimart – La Chaux-de-Fonds Interdiscount – La Chaux-de-Fonds Pronto station-service – La Chaux-de-Fonds station-service – La Neuveville – La Roche
Langenthal Bau+Hobby – Langenthal Toptip – Langenthal Import Parfumerie – Langenthal Interdiscount XXL – Langenthal Tankstelle – Langnau am Albis – Langnau im Emmental
usanne Prélaz – Lausanne Chailly – Lausanne Chissiez – Lausanne Cour – Lausanne Entrebois – Lausanne Harpe – Lausanne Pontaise – Lausanne Sallaz – Lausanne Coop City
Bourg – Lausanne Interdiscount XXL – Lausanne Interdiscount Bel-Air – Lausanne Interdiscount Gare – Lausanne Pronto – Lausen – Lausen Pronto Tankstelle – Lauterbrunnen
erdiscount – Les Breuleux – Les Diablerets – Leysin – Leytron – Liestal – Liestal Pronto – Littau – Locarno Piazza Grande – Locarno Saleggi – Losone – Losone Interdiscount – Lostallo
y – Lützelflüh – Luzern Löwencenter – Luzern Hubelmatt – Luzern Kasernenplatz – Luzern Schlossberg – Luzern Winkelried – Luzern Coop City – Luzern Import Parfumerie Hertenstein
s – Lyss Interdiscount – Madiswil – Magden – Maggia – Malters – Malvaglia – Männedorf – Marin-Epagnier Interdiscount – Marin-Epagnier Pronto station-service – Marly – Martigny
Matten bei Interlaken – Matzendorf – Matzingen – Meggen – Meiringen – Melide – Mellingen – Mellingen Pronto Tankstelle – Mels Pizolcenter – Mels Dorf – Mels Bau+Hobby – Mels
nusio – Möhlin – Montagny – Montagny Brico+Loisirs – Montagny Toptip – Montagny Interdiscount – Montagny Pronto station-service – Montana – Monthey – Monthey Interdiscount
rbio Inferiore Interdiscount – Mörel – Morges Charpentiers – Morges La Gottaz – Morges Lumimart – Morges Interdiscount – Morges station-service – Moudon – Moutier – Moutier
n – Münsingen Bau+Hobby – Münsingen Toptip – Münster VS – Muralto Interdiscount – Murgenthal – Murgenthal Pronto Tankstelle – Muri AG – Muri AG Tankstelle – Mürren – Murten
tstal Interdiscount – Neuchâtel Portes Rouges – Neuchâtel Clos-de-Serrières – Neuchâtel La Treille – Neuchâtel Vauseyon – Neuchâtel EPA – Neuchâtel Toptip – Neuchâtel Import
– Niederbipp – Niederbipp Pronto Tankstelle – Niedererlinsbach – Niederglatt – Niedergösgen – Niederrohrdorf – Niederscherli – Niederurnen – Niederuzwil – Niederwangen – Noës
h Pronto Tankstelle – Oberburg – Oberburg Bau+Hobby – Oberdiessbach – Oberdorf – Oberehrendingen – Oberengstringen – Oberentfelden Toptip – Oberrieden – Oberriet – Oberriet
n Interdiscount – Olten Bifang – Olten Wilerfeld – Olten Coop City – Olten EPA – Olten Interdiscount Baslerstrasse – Olten Interdiscount Sälipark – Onex – Onex Brico+Loisirs – Orbe
co+Loisirs – Payerne Interdiscount – Penthalaz – Peseux – Petit-Lancy – Pfäffikon SZ Seedamm – Pfäffikon SZ Dorf – Pfäffikon SZ Bau+Hobby – Pfäffikon SZ Interdiscount Seedamm l
Lumimart – Pregassona – Prilly Centre – Prilly Malley – Prilly Interdiscount – Pully – Rapperswil SG Sonnenhof – Rapperswil SG Import Parfumerie – Rapperswil SG Interdiscount
bby – Regensdorf Toptip – Regensdorf Import Parfumerie – Regensdorf Interdiscount – Regensdorf Pronto Tankstelle – Reichenburg – Reiden – Reinach AG – Reinach AG Bau+Hobby
2004 Annual Report of the Coop Group

az Brico+Loisirs – Rennaz Interdiscount – Rennaz Pronto station-service – Reussbühl Pronto Tankstelle – Rheineck – Rheineck Tankstelle – Rheinfelden – Rheinfelden Pronto Tankstelle
Riederalp – Riehen Rauracher – Riehen Lörracher – Riehen Schmiedgasse – Riehen Pronto – Riggisberg – Riva San Vitale – Roggwil – Rohr – Rohrbach – Rolle – Romanel-sur-Lausanne
mimart – Rorbas – Rorschach – Rorschach Import Parfumerie – Rorschach Interdiscount – Rorschach Pronto Tankstelle – Rothenburg – Rothrist – Rotkreuz – Roveredo – Rüfenacht BE
aas Grund – Safenwil – Safnern – Saignelégier – Samedan – Sargans – Sarnen – Savièse – Savigny – Saxon – Schaan Tankstelle – Schaffhausen Fronwagplatz – Schaffhausen Gruben
Herblingen – Schaffhausen Import Parfumerie Löwengässli – Schaffhausen Interdiscount Rhypark – Schaffhausen Interdiscount Vordergasse – Schaffhausen Interdiscount Vorstadt
n Wagi – Schlieren Import Parfumerie – Schlieren Interdiscount – Schmitten – Schöftland – Schönbühl – Schönbühl Interdiscount – Schönenwerd – Schnönenwerd Bau+Hobby
Interdiscount – Seewen SZ Pronto Tankstelle Bahnhofstrasse – Seewen SZ Pronto Tankstelle Seewenmarkt – Seewen SZ Vitality Apotheke – Selzach – Sembrancher – Sementina
ny Interdiscount XXL – Sihlbrugg Pronto Tankstelle – Sins – Sion Coop City – Sion Interdiscount – Sion Pronto – Sion Pronto station-service – Sirnach – Sissach – Sissach Bau+Hobby
Hauptgasse 37-39 – Solothurn Interdiscount Hauptgasse 55 – Sonceboz – Spiez – Spiez Interdiscount – Spreitenbach – Spreitenbach Lumimart – Spreitenbach Import Parfumerie
Neugasse – St. Gallen EPA – St. Gallen Bau+Hobby – St. Gallen Toptip – St. Gallen Lumimart – St. Gallen Import Parfumerie Gallusmarkt – St. Gallen Import Parfumerie Multergasse
smarkt – St. Gallen Interdiscount Marktgasse – St. Gallen Pronto Tankstelle Rorschacherstrasse – St. Gallen Pronto Tankstelle Zürcherstrasse – St. Gallen Vitality Apotheke Neumarkt 5
ellevue – St. Moritz Dorf – St. Moritz Interdiscount – Stabio – Stäfa – Stans – Stans Bau+Hobby – Stansstad – St-Aubin FR – St-Blaise – Steckborn – Ste-Croix – Steffisburg – Stein AG
uhr Interdiscount – Sulgen – Sumiswald – Sursee – Sursee Interdiscount – Tafers – Tägerwilen – Täsch – Taverne – Tenero – Tenero Edile+Hobby – Tenero Import Parfumerie – Tenero
Tankstelle – Thierrens – Thun Strättligen Markt – Thun Lerchenfeld – Thun Schönau – Thun Coop City Freienhof – Thun Coop City Kyburg – Thun Bau+Hobby – Thun Toptip – Thun
– Treyvaux – Triengen – Trimbach – Trübbach – Turbenthal – Turgi – Uetendorf – Uetikon – Uettligen – Umiken Tankstelle – Unterägeri – Unterentfelden – Unterentfelden Bau+Hobby
e – Vallorbe – Verbier – Vernayaz – Vernier – Verscio – Versoix – Vésenaz – Vevey – Vevey EPA – Vevey Import Parfumerie – Vevey Interdiscount Rue de Lausanne – Vevey Interdiscount
Pont – Villeneuve VD – Villeneuve VD Toptip – Villmergen – Villmergen Bau+Hobby – Visp – Visp Interdiscount – Volketswil Megastore – Volketswil Coop City – Volketswil Bau+Hobby
Pronto Tankstelle Zentrum – Volketswil Vitality Apotheke – Vouvry – Vuadens – Wabern – Wädenswil – Wädenswil Interdiscount – Wald ZH – Waldstatt – Walenstadt – Wallisellen
– Wattwil Pronto Tankstelle – Weinfelden Thurmarkt – Weinfelden Marktplatz – Weinfelden Bau+Hobby – Weinfelden Toptip – Weinfelden Interdiscount – Weinfelden Pronto Tankstelle
Widnau Interdiscount – Wiedlisbach – Wiesendangen – Wil SG – Wil SG Coop City – Wil SG Import Parfumerie – Wil SG Interdiscount – Wil SG Pronto Tankstelle – Wildhaus – Willisau
k – Winterthur Feldstrasse – Winterthur Gutschick – Winterthur Rosenberg – Winterthur Seen – Winterthur Stadttor – Winterthur Töss – Winterthur Coop City – Winterthur Bau+Hobby
trasse – Winterthur Interdiscount Grüzemarkt – Winterthur Interdiscount Marktgasse – Winterthur Interdiscount Neuwiesen – Winterthur Interdiscount Obertor – Winterthur Pronto
nlos Import Parfumerie – Yverdon – Yverdon Interdiscount – Yvonand – Zermatt – Zernez – Zizers – Zofingen – Zofingen Interdiscount – Zollikerberg – Zollikon – Zollikofen – Zollikofen
count Hertizentrum – Zug Interdiscount Metalli – Zumikon – Zuoz – Zürich Center Eleven – Zürich Letzipark – Zürich Wiedikon – Zürich Altstetten – Zürich Bahnhofbrücke – Zürich
Bärengasse – Zürich Dorflinde – Zürich Engimärt – Zürich Fluntern – Zürich Grosswiesenstrasse – Zürich Grünau – Zürich Gutstrasse – Zürich Hofwiesenstrasse – Zürich Hohlstrasse
of – Zürich Scheffelstrasse – Zürich Schwamendinger Huus – Zürich Schweighofstrasse – Zürich Schwellistrasse – Zürich Seefeld – Zürich Stadelhofen – Zürich Stauffacher – Zürich
– Zürich Coop City Bellvue – Zürich Coop City Oerlikon – Zürich Coop City St. Annahof – Zürich EPA – Zürich Bau+Hobby – Zürich Import Parfumerie Bahnhofstrasse – Zürich Import
ch Import Parfumerie Löwenstrasse – Zürich Import Parfumerie Lutherstrasse – Zürich Import Parfumerie Oerlikon – Zürich Import Parfumerie Shopville – Zürich Import Parfumerie
erdiscount Center Eleven – Zürich Interdiscount Enge Tessinerplatz – Zürich Interdiscount Hauptbahnhof – Zürich Interdiscount Löwen – Zürich Interdiscount Shopville – Zürich
rich Pronto Tankstelle Pfingstweid – Zürich Vitality Apotheke – Zurzach – Zweisimmen – Zwingen Bau+Hobby – Zwingen Toptip

2004 Annual Report of the Coop Group

The Coop Group at a glance
2004 2003 Change %

Key financial data consolidated (CHF m.)

Retail trade turnover 13 983 14 396 – 413 – 2.9
Cash turnover/direct sales 14 866 15 222 – 356 – 2.3
Gross supplies of merchandise and services 16 539 16 672 – 134 – 0.8

Net sales 14 127 14 434 – 308 – 2.1

Operating cash flow (EBITDA) 1 171 1 177 – 6 – 0.5
Operating profit (EBIT) 491 531 – 40 – 7.5
Financial results – 103 – 98 – 6 + 5.8
Profit/loss for the financial year 320 341 – 21 – 6.2

Interest-bearing liabilities 4 360 4 448 – 88 – 2.0

Net financial debt 4 049 4 115 – 66 – 1.6
Equity incl. minority interests 4 264 3 930 + 334 + 8.5
Equity ratio in % 37.8 34.5 + 3.2 + 9.4
Total assets 11 290 11 385 – 95 – 0.8

Cash flow before changes in net current assets 905 849 + 56 + 6.6
Cash flow from operating activities 481 864 – 383 – 44.3
Cash flow from investment activities – 431 – 858 + 427 – 49.7
Cash flow from financial transactions – 71 – 119 + 48 – 40.6

Personnel
Employees (on 31 December) 47 158 50 406 – 3 248 – 6.4
Full-time employees 39 292 41 249 – 1 957 – 4.7

Member households (on 31 December) 2 323 602 2 250 740 + 72 862 + 3.2

Market shares (%)

Basis: market volume acc. to BAK
Food 21.6 22.2 – 0.6
Nonfood 10.0 10.8 – 0.8
Coop Group 15.7 16.4 – 0.7

Sales outlets
Sales outlets (on 31 December) 1 433 1 513 – 80 – 5.3
Sales area (m2) (on 31 December) 1 455 584 1 458 149 – 2 565 – 0.2
Cash turnover (CHF m.) 13 649 14 032 – 383 – 2.7

2
 Contents

2 The Coop Group at a glance

8 Foreword
18 Strategic projects
22 Points of sale
28 Products and services
36 Customer services
40 Logistics and manufacturing
44 Personnel
46 Sustainability and social commitment
68 Corporate Governance
77 The Coop Group in figures
91 Consolidated annual accounts of the Coop Group
1 1 1 Executive bodies, management and addresses

3
Coop is always near by.

Coop megastore

Coop supermarket

Coop City/EPA department store

Coop building and hobby centre

Toptip

Lumimart

Import Parfumerie

Interdiscount XXL

Interdiscount

Coop petrol station/Pronto shop

Coop Vitality pharmacy

4
 0
10
20
30
40
50
60
70
80
90
100 km

5
© 2001 Federal Office of Topography DU 022006
Coop is always on top of things.

1 500 – 2 000 m
Coop supermarket 14
Import Parfumerie 1
Interdiscount 2
Coop Pronto 2

1 000 – 1 500 m
Coop supermarket 38
Coop Pronto petrol station 1

500 – 1 000 m
Coop megastore 1 Import Parfumerie 18
Coop supermarket 215 Interdiscount 40
Coop City/EPA 10 Coop Pronto 5
Coop building and hobby centre 18 Coop Pronto petrol station 30
Toptip 15 Coop petrol station 5
Lumimart 6 Coop Vitality pharmacy 3

200 – 500 m
Coop megastore 11 Interdiscount XXL 8
Coop supermarket 525 Interdiscount 124
Coop City/EPA 34 Coop Pronto 17
Coop building and hobby centre 45 Coop Pronto petrol station 81
Toptip 29 Coop petrol station 14
Lumimart 11 Coop Vitality pharmacy 8
Import Parfumerie 68

6 Schmutztitel
 2 000

1 500

1 000

500

Schmutztitel 7
Foreword

“CoopForte” on schedule
The “CoopForte” project, which was initiated in 2001 with the merger of 14 regional cooperative
societies and Coop Switzerland to form one organization, is on course. Work on refurbishing all
the supermarkets is on schedule. New sales formats are establishing themselves in the market.
And implementation of the logistics strategy to boost efficiency will, with few exceptions, be
completed next year.
With the realization of “CoopForte” we are now well equipped to address the challenges currently
facing us in the retail sector.

Consolidation of growth phase

Coop has steadily improved its earnings and financial situation in the last few years. In view of
the difficult market situation and the various restructuring measures in progress, the 2004
result was satisfactory. Consolidated turnover amounted to 14.87 billion Swiss francs, 2.3%
less than in the previous year. Coop’s retail trade turnover fell by 2.9% to 13.98 billion Swiss
francs, while turnover of the sales outlets was 13.65 billion, down 2.7% on the year-back
figure. This was due above all to stores being closed or used for other purposes, and to an
average 2.0% drop in Coop’s prices.
After completion of the previous year’s acquisitions and streamlining of various locations, the
number of sales outlets decreased by 80 to 1,433. The sales area amounted to 1,455,584 m2,
almost as high as in the previous year.

Good earnings and financial situation

Operating cash flow (EBITDA) amounted to 1.17 billion Swiss francs, just marginally below the
year-back figure. Operating profit was 491 million Swiss francs, 7.5% down on the year-back
figure, and the result for the year decreased by 6.2% to 320 million Swiss francs.
As in the previous years, there was a further improvement in the balance sheet. Net financial
debt declined by 1.6% year-on-year to 4.05 billion Swiss francs. Liabilities fell by 428 million
to 7.03 billion Swiss francs, or 62.2% of total assets. Equity (including minority interests)
increased by 334 million to 4.26 billion Swiss francs, or 37.8% of total assets, up 3.2 percen-
tage points year-on-year.

8 Foreword
Prices
Against the backdrop of a difficult economic environment there has been a marked increase in
price awareness among consumers. This, together with the emergence of foreign retailers in the
Swiss market, is creating increasingly competitive conditions. We are taking this development
seriously, as evidenced by both the downward price trend of Coop’s range in the year under
review due to substantial year-round price cuts and the lowering of prices on selected branded
articles and own brands, and the launch of the guaranteed bargain-price label, “Prix Garantie”,
in January 2005.

Differentiation
We shall be taking further measures to improve our pricing performance, though without losing
sight of our continuing unconditional commitment to quality. We shall be offering four price
segments, ranging from the Prix Garantie bargain-price label to the flagship labels and premium
products. And we shall aim to offer the best value for money in each category. Despite the
short-term pricing discussion currently dominating our operating environment, however, we
shall not lose sight of our long-term strategies and targets. We shall continue to differentiate
ourselves from the competition and create added value for our customers by providing the
densest network of state-of-the-art sales outlets, environmentally and socially responsible
flagship labels, the largest selection of branded articles, a wider range of fresh produce, inno-
vative merchandise, highly professional staff and an attractive communication style.

10 years of Coop Naturaline, plus regional organic specialities

Our range of textiles made from organically produced cotton and sold under the Coop Natura-
line flagship label is an example of an offering that differentiates us from the competition.
Thanks to cooperation with Remei AG we started producing organic cotton ten years ago in
Maikaal, India. Coop has now advanced from pioneer status to the world’s biggest provider of
organic cotton. We shall be celebrating Coop Naturaline’s 10th anniversary in 2005 with an
original campaign and, of course, attractive special offers in the supermarkets and Coop City
department stores.
With its new line of regional organic specialities – a further example of an offering that sets us
apart from the competition – Coop has created added value not only for customers but also for
Swiss farming. This is because the aim of our regional organic products is not only to satisfy our
customers’ desire for authentic Swiss products but also to create new sales channels for peri-
pheral regions.

Foreword 9
 Sustainability and innovation
We attach importance to ecological and socio-ethical as well as economic considerations not
only in our choice of products but also in the entire supply chain. In the “Sustainability Report”
published in September, we for the first time gave a complete account of the economic, ecolo-
gical and social development of our company and of our relations with our stakeholders. These
stakeholders also include our business partners. They have supported us in the realization of
our “CoopForte” project and, thanks to their innovative energy, have contributed to our shared
success of the last few years. In 2004, we again awarded the Coop Natura Prize to selected
business partners for their exceptional achievements on behalf of our flagship labels.

Efficiency from reorganization

Our customers were also the focus of the restructuring activities carried out during the year
under review. Coop Category Management (CCM) and all purchasing activities were merged to
form the new CCM/Purchasing Business Unit. This enabled us to generate synergies in terms
both of products and services and of sourcing. The new business unit is headed by Jürg Peritz,
who was appointed to the Executive Committee at the beginning of 2004.
Having reached retirement age, Hans Winiger stepped down from the Executive Committee in
mid-2004. The Logistics unit he had headed was then integrated into the new Logistics/IT/
Production Business Unit under Jörg Ackermann. This merger of the two key areas of logistics
and IT will bring about additional improvements in efficiency that customers will see reflected
in our prices.

Acknowledgements
We should like to express our appreciation to all those who have supported us in our efforts to
create the new Coop. Our thanks go to our customers for their loyalty, our business partners
for their innovative energy and our staff for their dedication, which we know we can also count
on in the future.

Anton Felder Hansueli Loosli

Chairman of the Board of Directors Chief Executive Officer

10 Foreword
Hansueli Loosli and Anton Felder, Tägipark shopping centre, Wettingen, Canton of Aargau

Foreword 11
 Bern

Coop distribution centre

at Niederwangen

Lötschberg

Coop supermarket
at Riederalp

Goppenstein Mörel

Brig
Distribution centre at Niederwangen, 1 a.m. Roll containers destined for the Coop store at Riederalp are loaded with orders. Then they are transferred to the freight train which is standing at the ready.
Arrival in Brig on schedule. After reloading, the consignment is transported along the trunk road to the valley station of the Riederalp cable car in Mörel. The driver unloads the roll containers for further transport.
They are then attached to the cable cars and whisked up to Riederalp station, 1166 metres higher. There they are reloaded on to the transporter and delivered to their destination, Coop’s Riederalp store,
a few metres away. The roll containers are then unloaded at the ramp. Receipt of the consignment is confirmed and staff start filling the shelves. At 8 a.m., the store opens its doors.
Strategic projects

Value-oriented differentiation
With the emergence of new players and the heated
debate about pricing, the competitive situation is be-
coming increasingly fierce. Coop stands out from its
rivals thanks to its unique products and services, cus-
tomer focus, quality, choice and innovative strength.
We are confident that consumer awareness will con-
tinue growing. Customers will look for the best value for
money rather than simply buying the cheapest goods
at rock-bottom prices. For Coop this means differen-
tiating itself from its competitors in every respect by
providing the densest network of modern, attractive
sales outlets, the Coop flagship labels for environmen-
tally and socially responsible products, the widest
range of branded articles, a broad range of fresh pro-
duce, comprehensive quality assurance, well trained
staff and a lively and innovative communication style.
In this way Coop creates unique values – values that
competitors geared solely to price considerations can-
not create or even copy. By pursuing this value-oriented
differentiation, Coop aims to further expand its leader-
ship in Swiss food retailing.

By pursuing value-oriented
differentiation, Coop aims to
further expand its leadership in
Swiss food retailing.

18 Strategic projects
In the year under review, Coop Coop Category Management for supermarkets
and department stores
invested substantial resources in
At the beginning of 2004, Coop merged Coop Category
improving its pricing performance. Management (CCM) and all sourcing activities for
supermarkets and department stores to form the new
Growing importance of price CCM/Purchasing Business Unit. These activities had
Greater price-awareness among consumers is a reality previously been part of the Retail and Trading Business
that no Swiss retailer can afford to ignore. In the year Units. The change ensures that the existing staff and
under review, Coop invested substantial resources in organizational resources will be deployed more effect-
improving its pricing performance – through both ively and decision-making channels shortened. By con-
large-scale special offers and selective price cuts. centrating these two areas, Coop is demonstrating that
Coop set an example in November 2004 when it slashed sourcing activities, too, are focused on customer needs.
the prices of 50 branded articles of everyday use by Since January 2005, the CCM/Purchasing Business
10% to 20% and in February 2005 when it reduced Unit has been working not with two but three non-food
the prices of 300 products among its own brands and areas: near food, hard goods and textiles. Thanks to
the branded articles. Prices at Coop are becoming more this reorganization, the strategies, concepts and tacti-
attractive, both for own brands and for branded articles, cal measures involved can be geared and implemented
legitimizing its claim to be the retailer that offers the even more specifically to the needs of the individual
best value for money, even in a changed competitive product groups.
environment.
With its guaranteed bargain-price label, “Prix Garantie”, Efficient logistics and IT under one roof
Coop has launched a new offering in the entry-level In July 2004, logistics, IT and production were merged
price range. Since January 2005, some 150 articles to form the new Logistics/IT/Production Business Unit.
of everyday use in the supermarkets and a further Efficient logistics are unthinkable without IT. Manage-
50 non-food items in the Coop City department stores ment of these two areas under one roof will generate
have been on sale at unbeatable, steady low prices. additional efficiency gains.
And despite price cuts of up to 50%, these products The main task of Coop logistics is to distribute mer-
are consciously offered without any loss of quality. chandise, supplying the right sales outlet with the right
All “Prix Garantie” articles are of the corresponding merchandise in the right quantity and quality and at the
own-brands’ accustomed quality and therefore stand right time. Logistics is a background activity, without
out clearly against the articles offered at hard-discount any directly visible benefits for the customer. It must
prices by other retailers. therefore operate at the lowest possible cost to the
company while at the same time ensuring optimum
availability of merchandise. Coop will achieve this goal
by successfully implementing its Logistics Strategy, a
process that will soon be completed. It has involved
investment of a total of CHF 500 million over a period
of several years in infrastructure facilities, refurbishment
or construction of distribution centres, technology for
order-picking, materials-handling and warehousing,
and IT.

Strategic projects 19
When the distribution centre in Aclens comes on stream “Regional organic specialities”
in 2006, Coop will have completed implementing the create new sales channels for peripheral regions
structures of the Logistics Strategy. Compared with the In autumn 2004, Coop launched a new line of “regio-
previous situation, over CHF 60 million in annual pro- nal organic specialities” under its Naturaplan flagship
cess costs will have been saved – savings from which label. With these organic specialities Coop also pro-
customers will benefit in the form of price reductions. vides smaller producers with reliable markets for their
products: though items produced in small quantities
are stocked locally in a limited number of sales outlets,
When Coop has implemented the
these specialities – capacity allowing – are generally
structures of the new Logistics marketed at a regional or even nation-wide level. The
Strategy, over CHF 60 million in launch is a response to consumers’ growing demand
for authentic, unmistakably Swiss products from the
annual process costs will have region. It means that Coop is providing new sales
been saved. channels for producers in peripheral regions while also
creating added value and jobs there. A start was made
with dairy produce, cheese and herbal teas. Later
Streamlining of locations and a new look for items will include sausage-meat and cereal-based
Coop City products. Coops aims to achieve medium-term sales
Since early 2003, Coop and EPA have been running the of 100 million Swiss francs with the regional organic
department-store channel under one roof with the aim specialities programme, which currently comprises
of gradually converting all EPA stores with commercial some 30 items.
potential into Coop City department stores. With effect
from January 2004, all staff of the former EPA were
The launch is a response to
included in Coop’s collective employment agreement.
Category Management for department stores was inte- consumers’ growing demand for
grated into the CCM/Purchasing Business Unit. authentic, unmistakably Swiss
In 2004, Coop pressed on with the transformation of
EPA to Coop City and the nationwide streamlining of products from the region.
locations this entailed. Further refurbishments and
closures will be required before these processes are
completed at the end of 2005. In summer, Coop City
gave its department stores a new, more appropriate,
advertising look.
In a declining market environment, Coop City depart-
ment stores also posted a drop in sales, though this
was partly due to closures and refurbishments. The
strategic goal remains clear: with its ultimate target
of 40 department stores at first-rate central locations,
Coop City will cover all major urban areas as the un-
disputed number two in the Swiss national market.

20 Strategic projects
New Coop commitment
in the catering-supplies field
In January 2005, Coop and the Rewe Trading Group
agreed to establish a joint venture under the name of
transGourmet Holding AG in the field of catering sup-
plies for the Swiss and French markets. Other players
in this joint venture will include the cash and carry
wholesalers Prodega-/Growa-Cash+Carry and the
wholesale catering suppliers Howeg in Switzerland and
Aldis Service Plus in France, currently members of the
Bon Appétit Group. From the Coop side, Bell Gastro
Service will also be participating. Though part of a joint
enterprise, the operating companies will retain their
familiar brands. The Rewe Trading Group and Coop will
each hold a 50% stake in this joint venture.
transGourmet Holding AG and its member companies
will provide tailor-made concepts for small, major and
system clients in the wholesale supplies sector. The
21 Swiss cash-and-carry stores of Prodega CC and
Growa CC will continue to offer a complete range of
around 30,000 products.
With this commitment Coop is entering a new, though
related, business area and embarking on its first stra-
tegically significant undertaking outside Switzerland.

Strategic projects 21
Points of sale

Food formats
Supermarkets: 792 in Switzerland
Supermarkets are Coop’s core business. The Group is
represented 792 times with a supermarket in all re-
gions of Switzerland, giving it the country’s densest
network of sales outlets. Coop is the Swiss retailer that
is closest to its customers: about 65% of the Swiss
population have a Coop supermarket in their local com-
munity and 99% can reach the nearest Coop store
within ten minutes.
In the year under review, Coop supermarkets generated
sales of 9.01 billion Swiss francs, 5.0% less than in
the previous year. Coop opened 16 new stores and
closed 44. The sales area decreased by 3.3% from
787,012 m2 to 761,310 m2.
Work on remodelling the supermarkets in accordance
with the new sales-outlet concept continued in 2004,
with Coop investing over 600 million Swiss francs in
remodelling a wide range of POS. The refurbishing of
supermarkets will continue this year and should be
completed by 2008.

About 65% of the Swiss popula-

tion have a Coop supermarket in
their local community and 99%
can reach the nearest Coop store
within ten minutes.

Twelve megastores throughout Switzerland

In June 2004, after a lengthy refurbishment phase
caused by the authority’s decision to suspend building
work on the project, Coop opened the former Waro
store in Bachenbülach as a new megastore. Two further
megastores opened in December in Wettingen’s Tägi-
park shopping centre and in Dietikon. Together with the
existing megastores in the cantons of Geneva, Vaud,
Solothurn, Lucerne, St. Gallen and Zurich, Coop now
operates twelve megastores throughout Switzerland.
A new megastore will be inaugurated at Berne’s Wank-
dorf Stadium in August 2005. With some 40,000 articles
and an average sales area of over 5,000 m2, Coop’s
flagship stores offer a new shopping experience.

22 Points of sale
Shopping centres meet a need More fresh products at Coop Pronto
Coop also opened sales outlets in shopping centres in Coop Pronto convenience shops posted sales of 250
2004. They include the Milavy Centre in Avenches, the million Swiss francs in 2004, a 19.6% increase year-
Stadtmarkt in Wil and the Seewenmarkt in Seewen. on-year. This success demonstrates the uninterrupted
Apart from a comprehensive range of Coop articles, expansion of the convenience segment. In 2004, Coop
these centres offer customers other shops with ranges opened 13 new Coop Pronto shops attached to petrol
that complement Coop’s offering. In October, Coop stations and seven stand-alone shops.
opened the biggest shopping centre in Tenero, in the The new Coop Pronto in Basel’s “Centralhalle” was a
Sopraceneri region, comprising a Coop supermarket, milestone in the development of this format. On a sales
a building and hobby supplies superstore, an Interdis- area of 260 m2, this Coop Pronto offers fresh produce
count XXL, a Vitality pharmacy and an Import Parfu- such as salads, fruit, muesli and antipasti sold on a
merie shop. 2005 will see the opening of the Aarepark self-service basis as well as the traditional range of
shopping centre in Würenlingen in May and the shopping convenience-shop items.
centre in Berne’s new Wankdorf Stadium in August. A further 20 shops with or without petrol stations will be
opened for business in 2005. The range of some 2,500
Coop’s Online Supermarket now bilingual articles is being constantly adapted to changing needs,
www.coop.ch, Coop’s Online Supermarket, continued particularly the growing demand for fresh produce.
to enjoy growing popularity among customers in the
year under review. Sales rose by approximately 55% Unique in Europe:
year-on-year to 16 million Swiss francs, owing in part Coop Restaurants and their organic menus
to the steady expansion of the delivery area. Since Despite operating in a declining market, Coop Restau-
November 2004, customers living in the Aarau/Olten, rants had a good 2004, thanks to the attractive value for
Biel/Lyss and Zug/Cham regions can also shop online money they offer. A total of ten new Coop restaurants
at Coop. The inclusion of the Geneva/Lausanne/Mon- were opened for business, plus three new bistros and
treux region in early December 2004 was an important one take-away outlet. Seven restaurants were closed.
step forward in that the Online Supermarket became Virtually all Coop restaurants have been certified for
bilingual. cuisine based on organic ingredients. This organic cer-
The range has been extended to include fresh meat tification of an entire chain of restaurants is unique not
products and frozen food, brand-name perfumes at only in Switzerland but also in the whole of Europe.
discount prices and a range of cosmetic and body-care
products, plus 50 different wines. Specialist retail formats
The average value of each order is close to 200 Swiss Coop City:
francs. Most orders are placed on Friday and in the transformation and streamlining of locations…
week before major public holidays. Since the beginning of 2003, Coop and EPA have been
operating the department store channel jointly on the
basis of a uniform concept. EPA stores with commercial
The inclusion of the Geneva/Lau-
potential are being gradually refurbished and transfor-
sanne/Montreux region in early med into Coop City department stores.
December 2004 was an important After eight total refurbishments in the previous year and
a further eight new openings, Coop City already boasted
step forward in that the Online 26 stores in 2004, plus a number of remaining EPA
Supermarket became bilingual. branches scheduled for closure. The EPA department
stores in St. Gallen and Neuchâtel are to be completely
remodelled and reopened this year as Coop City stores.
The offerings of the EPA stores at the Zurich Sihlporte,
Zug, Basel Gerbergasse, Geneva Meyrin and Lausanne
locations will be adapted to the Coop City ranges.
These establishments will then be operated under the
Coop City label.

Points of sale 23
Six outlets were closed in 2004 and a further 13 are Building and Hobby Supplies:
scheduled for closure in 2005. With these measures, benefits from ProfiCard
the streamlining of locations will be completed by the Building and Hobby Supplies posted sales of 619 mil-
end of 2005. lion Swiss francs in 2004, an increase of 4.7% year-
In a difficult market environment, EPA and Coop City on-year. Coop was able to extend its leadership in this
department stores posted sales of 1.09 billion Swiss segment. With the opening of new centres in Bülach,
francs, 11.4% down on the year-back figure. This Bulle, Seewen and Tenero, the number of sales outlets
decline in sales was due above all to the reduction in rose to 63 in 2004. The Building and Hobby centres in
the number of sales outlets and to temporary closures Brig-Glis, Villmergen, Lugano-Grancia, Würenlingen
for refurbishment. and Wettingen were refurbished and expanded. Garden
Coop City aims to operate 40 department stores at supplies in particular underwent particularly marked
first-rate locations, covering the whole of Switzerland expansion, in accordance with the “Building and
as the clear number two in the market. Coop City’s Hobby Supplies Strategy 2008”. Building and Hobby
position as generalist department stores offering good Supplies is on course to meet the expansion goals set,
value for money and targeting women in particular is i.e. to have a total of 85 specialist outlets by 2008.
to be strengthened. The strategic cooperation with the international pur-
Coop has integrated all former EPA staff into its collec- chasing cooperative Toomax-x again proved its value
tive employment agreement. In addition, it has trans- in the year under review. Thanks to more favourable
ferred Category Management for department stores to purchasing terms for items sourced in the Far East and
Coop’s CCM/Purchasing Business Unit. to the launch of joint own brands, customers benefited
from lower prices on a range of different articles.
Building and Hobby Supplies also increased sales of
Coop City aims to operate 40
Coop Oecoplan products by a double-digit percentage
department stores at first-rate figure.
locations, covering the whole of The ProfiCard launched by Building and Hobby Supplies
in 2003 has been a complete success. Over 6,000 small
Switzerland as the clear number tradesmen and farmers are already using the card and
two in the market. benefiting from special discounts.

Building and Hobby Supplies

…plus a new look and new ranges
In July 2004, Coop City launched a new advertising
posted sales of 619 million Swiss
concept that was more emotional in its appeal and francs in 2004, an increase of
geared more specifically to department stores, and the
4.7% year-on-year.
logo was modified slightly. The existing shop-design
concept was adapted in a few respects to meet new
specifications. Customers will experience these changes Toptip/Lumimart: cooperation with WWF
only after the total refurbishments have been completed Toptip and Lumimart together posted sales of 255 million
in 2005. Starting in 2004, the food departments of the Swiss francs in 2004. Compared with the year-back
EPA stores, which used to be supplied by Usego, are figure, Toptip alone raised its sales by 0.4% and Lumi-
now being supplied by Coop with food products and a mart by as much as 5.2%. Despite fierce competition
supplementary range of articles from the non-food range. in the furniture market, Toptip was able to increase its
In the perfumes segment, Coop City stepped up cooper- market share to 7.3%.
ation with Import Parfumerie. Having opened two new stores and closed two, Toptip
now operates 44 outlets throughout Switzerland and
Lumimart 17.

24 Points of sale
Toptip is responding to customer demand for environ- The biggest XXL store opened for business in Basel’s
mentally friendly products in the furniture segment. It Märthof, a former Coop City department store. With
has concluded an agreement with WWF Switzerland to over 4,000 m2 of sales area on six floors, it offers a full
cooperate on product development, and it also provides range of high-quality appliances and accessories, laid
information in the form of a customer-friendly declara- out according to segment so as to provide a clear over-
tion on the type of wood and production method used view of the offering. Here customers can find all the
in its products, and the country of origin. From spring latest innovations in the field of consumer electronics
2005 on, ten Toptip stores will feature special WWF under one roof. And the fast, inexpensive home-deli-
eco-platforms with FSC-certified wood products. very service guarantees the problem-free purchase of
Tiptop presented the first of these special platforms at large appliances.
the opening of the Emmen home-furnishings centre in Thanks to the systematic expansion and refurbishment
March 2005. of its POS network, Interdiscount posted an increase
of 1.8% to 865 million Swiss francs in sales compared
with the previous year and also gained market share.
Despite fierce competition in the Further gains in market share and targeted expansion,
furniture market, Toptip was thus including five new XXL outlets, are the goals for 2005.

able to increase its market share

Interdiscount pressed on with
to 7.3%.
the expansion of the new XXL store
Systematic discount strategy at Import Parfumerie format.
Import Parfumerie applied its discount strategy even
more consistently in 2004, streamlining its offering New Coop Vitality pharmacies in shopping centres
to the 4,000 or so most popular items and cutting the With four new outlets, Coop Vitality pharmacies
fixed price of the 300 most important articles. Import achieved sales of 20 million Swiss francs in 2004,
Parfumerie posted sales of 141 million Swiss francs, 86.3% up on the year-back figure.
just short of the year-back figure. Nine new perfumery At the beginning of 2004, Coop Vitality took over the
stores opened for business, including the first three in former EPA pharmacy at Basel’s Marktplatz. In the
Ticino, while twelve outlets were closed. course of the year, new pharmacies opened for business
Import Parfumerie, which was transferred from Retail in shopping centres in Seewen, Tenero and Wettingen.
Companies to the Trading Business Unit at the begin- At least seven further pharmacies are scheduled to open
ning of 2004, has been part of the Coop Group since in 2005. The mid-term target continues to be a total of
1994. It has been celebrating its tenth anniversary 50 pharmacies.
since October 2004 with a monthly series of special
offers. Coop Mineraloel AG:
further market-share gain in the petrol business
Retail companies Coop Mineraloel AG, which comprises Coop’s petrol
Interdiscount XXL throughout Switzerland stations, Pronto Shops and the sale of heating oil,
Interdiscount pressed on vigorously with the remodell- increased its sales to 1.02 billion Swiss francs, a rise
ing of its sales outlets in 2004. A total of 76 of its of 19.7% year-on-year. Sales of heating oil were com-
174 locations have now been refurbished in accordance parable with the previous year, but in the filling station
with its new store concept. As part of the location opti- business petrol sales were up 27%, and there was a
mization programme, 15 sales outlets were closed and further gratifying gain in market share. This result was
seven new ones opened. due in part to the growth of Coop Pronto Shops.
Interdiscount pressed on with the expansion of the new
XXL store format. Having opened new stores in Lau-
sanne, Zurich, Basel, Aarau, Egerkingen and Tenero,
Interdiscount now operates eight of these large-scale
formats throughout Switzerland.

Points of sale 25
26 Mitarbeitende
Seewenmarkt shopping centre, Seewen, Canton of Schwyz
Products and services

A brand mix that sets Coop’s ranges apart

A high level of competence in product ranges, and
products and services that distinguish it from the
competition, are of great importance to Coop. By de-
veloping its brand profile, Coop will seek to stand out
even more clearly against the competition. In spite –
or even because – of the current discussion of prices,
Coop’s brand profile will continue to be based on a
quality-oriented brand mix that cannot be copied. The
mix embraces the Coop flagship labels, which currently
account for 19% of sales, Coop’s own brands, which
account for 27%, and branded products, which account
for 54%, by far the largest proportion.
Since the launch of the Prix Garantie bargain-price label
in January 2005, customers have been able to choose
from between four price segments ranging from entry-
level to premium products.

The continuing success of

Coop’s environmentally and
socially responsible flagship labels
is also due to the innovative
strength of its business partners.

Environmentally and socially responsible

flagship labels
Coop Natura Prize for innovations
by business partners
The flagship labels Coop Naturaplan, Coop Naturaline,
Coop Oecoplan and Max Havelaar again posted a mar-
ked rise in sales in 2004, growing 10.2% year-on-year
to 1.36 billion Swiss francs. Coop Naturaplan is the
best-known label in Switzerland for food produced in
line with humane animal husbandry and the natural
environment. The continuing success of Coop’s envi-
ronmentally and socially responsible flagship labels
is also due to the innovative strength of its business
partners. Every two years, Coop singles out particularly
outstanding examples of innovation. In September
2004, it awarded the Natura Prize to three business
partners:
– bio-familia AG, Sachseln, for pioneering achieve-
ments in the promotion of organic farming and for
the first organic muesli in the Naturaplan range

28 Products and services

– FLAWA AG, Flawil, for the production of cotton-wool Coop is celebrating the
products made with organic cotton, which resulted
10th anniversary of
in Coop’s entire cotton-wool range being switched to
organic cotton. Coop Naturaline in 2005.
– Andermatt Biogarten AG, Grossdietwil, for innova-
tions in the field of organic plant protection for the Coop Naturaline: World’s largest retailer of
amateur gardener. organic cotton-based textiles
In the year under review, the Naturaline label, i.e. ecolo-
Coop Naturaplan: gically produced textiles and cosmetics, posted a 10.2%
organic specialities from the regions increase in sales to 43 million Swiss francs. Coop is
Sales of the Coop Naturaplan flagship label increased celebrating the 10th anniversary of Coop Naturaline in
by a further 6.7% to 1.11 billion Swiss francs in the 2005. Though originally launched in 1993 as a label for
year under review. The Naturaplan label now comprises environmentally friendly clothing made with cotton from
over 1,700 products, a good 1,300 of which are of or- integrated production, Coop Naturaline switched over in
ganic quality. It already accounts for over 50% of some 1995 to organic cotton produced in accordance with
product groups. The Naturaplan range is also being fair-trade principles. This change was made possible by
expanded in the fish/seafood segment. Its organic cooperation with Remei AG, which initiated a project to
shrimps, which appeared on Coop’s shelves for the promote organic cotton cultivation in Maikaal, India.
first time in 2004, are a particular focus of innovation. With more than 1,400 farmers taking part, Maikaal is
Coop has now switched almost the entire range of now the world’s biggest organic cotton-growing associa-
shrimp products to organic quality. tion. 1994 saw the establishment of a similar project in
In autumn 2004, Coop launched a new line of “regio- Meatu, Tanzania. Though a relatively small retailer by
nal organic specialities” under its Naturaplan flagship international standards, Coop is now the world’s largest
label. Fresh products in this new range stem entirely provider of organically grown cotton-based textiles.
from the respective region, while at least 90% of the The anniversary will be celebrated with exciting themed
primary materials of processed products come from promotions in the sales outlets and, of course, attrac-
the region and the processing takes place in the region tive special offers for customers. The aim is to acquire
itself, wherever possible. Though regional organic pro- new customers, strengthen the Naturaline brand and
ducts produced in small quantities may only be stocked further expand its pioneering role and its contribution
locally in a limited number of sales outlets, these prod- to what makes Coop stand out.
ucts are generally marketed at a regional or, capacity
allowing, even nationwide level. With this new range, Coop Oecoplan: “natureplus” label for healthy
Coop is offering its customers food products with a building materials and products
regional character while also seeking to create new The Coop Oecoplan flagship label posted sales of
sales outlets, plus added value and jobs, for peripheral 94 million Swiss francs in 2004, an increase of 16.0%
regions. A start was made with dairy produce, cheese year-on-year.
and herbal teas. Later items will include sausage-meat Up to 60% of wood products sold in Coop supermar-
and cereal-based products. Coops aims to achieve mid- kets and building and hobby centres now meet the re-
term sales of 100 million Swiss francs with the regional quirements of the FSC criteria for sustainable forestry.
organic specialities programme, which currently compri- In December 2004, Coop for the first time stocked
ses some 50 products from 20 regions. FSC-certified Christmas trees from Switzerland.
Along with the WWF and the SIB (Swiss interest group
for ecological architecture), Coop has been one of the
Coop has now switched almost backers of the “natureplus” association. “natureplus”
the entire range of shrimp products is a quality label for building materials and products
that have no harmful effects on health, are produced
to organic quality. under environmentally compatible conditions and are

Products and services 29

functionally flawless. At least 85% of their starting Every third fair-trade banana
materials must stem from renewable and/or mineral
marketed in Europe is sold in a
sources. The first “natureplus”-certified Oecoplan prod-
ucts will go on sale in the building and hobby centres Coop supermarket.
this year.
Certain native plants create sources of food, and there- Flagship labels in the convenience
fore also habitats, for butterflies. Coop supports the and health segments
Pro Natura campaign “More Room for Butterflies” by New Microwave Menus from Betty Bossi
stocking butterfly-friendly plants, including seeds, in Thanks to its Betty Bossi flagship label, Coop is the
the building and hobby centres and larger sales outlets. market leader in fresh convenience food. Betty Bossi de-
velops top-class culinary specialities for Coop that are
Max Havelaar: ready to cook or ready to eat. They are also processed
All Coop bananas are from fair trade carefully so as to preserve their nutrients and are largely
Thanks to continuous and systematic application of free of artificial additives. The Betty Bossi label now
the fair-trade strategy, sales of Max Havelaar products comprises some 650 items. Sales continued to grow,
at Coop in 2004 grew by 54.3% to 111 million Swiss with a rise of 9% to almost 400 million Swiss francs
francs. If Max Havelaar-certified organic products being posted in the year under review. The baked goods
are included, the corresponding figure is as high as segment was substantially expanded, with biscuits,
123 million Swiss francs. Swiss rolls and sponge cakes being added to the range.
Since February 2004, Coop has been selling only ba- Also added was the first dairy product, Betty Bossi fresh
nanas with the Max Havelaar fair trade quality label, a cheese fondue.
decision that underscores Coop’s pioneering role as Under its Betty Bossi flagship label, Coop is the first
the world’s biggest retailer of fair-trade products. Ba- retailer in Switzerland to stock the new Microwave
nanas are Coop’s best-selling fruit. In 2004, it sold Menus, whose innovative polypropylene packaging,
over 19 million kilograms of Max Havelaar bananas, functioning as both baking tray and plate, becomes a
generating sales of 57 million Swiss francs. Every third small steam-cooker when placed in the microwave.
fair-trade banana marketed in Europe is sold in a Coop The meals then cook in their own juices and are ready
supermarket. Coop is the world’s first retailer to stock to eat within three to five minutes.
only fair-trade bananas.
Coop also actively supports fair trade in many other
The Betty Bossi label now
product categories. In 2004, 40% of all cut flowers sold
at Coop bore the Max Havelaar quality label, generating comprises some 650 items.
sales of 43 million Swiss francs in the flowers and
plants segment. Coop expanded its market leadership Lifestyle: products for the calorie-conscious
position in early April 2005 when it switched its entire The Lifestyle label is Coop’s contribution to combating
range of roses to Max Havelaar-certified products. the worldwide health-related problems of obesity and
diabetes. Lifestyle products are low-fat and contain
very little or even no refined sugar, making them a valu-
able addition to a balanced diet. With its new flagship
label, Coop now offers low-calorie food products that
satisfy the highest quality requirements and also taste
good. The range will be expanded in the coming years.
Some 30 new Lifestyle items were launched in the year
under review, notably yoghurts, ice-creams and, in the
fresh convenience-food segment, sandwiches and
ready-to-eat meals. The label now comprises approxi-
mately 130 products, and posted sales of 64 million

30 Products and services

Swiss francs in 2004. Lifestyle yoghurts are particularly Branded products
popular, now accounting for about 30% of Lifestyle Number one in Switzerland
sales and about 10% of total yoghurt sales. No Swiss retailer does as much to promote branded
products and brand diversity as specifically as Coop.
Branded products now account for a high 54% of
The Lifestyle label is Coop’s contri-
Coop’s sales. With over 3,500 branded products on its
bution to combating the worldwide shelves, Coop offers a full range and enormous choice.
health-related problems of obesity It deploys its large selection of brands to stand out
against the competition. Leading branded products
and diabetes. remain of great strategic and commercial significance
for Coop. This was demonstrated in the large-scale
campaign for branded products launched in the print
media in January 2004. Coop is further expanding its
number-one position in terms of sales of branded
products, brand choice and brand promotion and there-
fore remains the most important partner of the Swiss
branded-products sector.

Coop deploys its large selection

of brands to stand out against the
competition.

Coop own-brand articles

“Fine Food” and “Prix Garantie” added to the range
Coop own-brand articles currently account for 27% of
sales. They hold a distinctive position between the
branded products and Coop’s flagship labels. Articles
bearing the Coop logo on a square, black background
make an important contribution to providing value for
money, enhancing customer loyalty and differentiating
Coop from the competition. The Swiss branded-prod-
ucts industry produces the greater part of Coop’s own-
brand articles. As a rule, therefore, Coop’s own-brand
articles are a sign not just of vertical integration but of
intensive partnership-based cooperation between re-
tailing and production.
Since late 2004, Coop has been marketing the “Fine
Food” label – exclusive specialities offered at a fair
price and with their own distinctive look. The label got
off to a start in time for Christmas with salmon prod-
ucts from the firm of Dyhrberg in Balsthal, the oldest
smokers of salmon in Switzerland, whose work is done
almost entirely by hand and using the finest materials.
Coop’s offer range was further extended by the launch

Products and services 31

of “Prix Garantie” – a guaranteed bargain-price label monitored by independent monitoring bodies. All Coop
that offers unbeatable prices but at Coop’s accustomed Group food production plants and bakeries are already
quality. on course to be awarded the corresponding certifica-
tion.
EU Directive 178/2002, which is aimed at ensuring the
Coop’s offer range was further seamless traceability of foodstuffs and animal feed, is
extended by the launch of “Prix Ga- also applied, as appropriate, in Switzerland. As large-
scale investigations by the Quality Centre have shown,
rantie” – a guaranteed bargain-price
the level of compliance among both partners and Coop
label that offers unbeatable prices production companies is good.
but at Coop’s accustomed quality.
More incentives for GMO-free animal feed
More than 80% of consumers in Switzerland will not
Quality buy food containing genetically modified ingredients.
More quality thanks to systematic checks And, as a Coop survey has indicated, this attitude has
Every article Coop stocks is subjected to comprehen- become increasingly widespread. Coop therefore does
sive quality assurance and improvement measures. not use genetic engineering in its own-brand products
In 2004, the Coop Quality Centre carried out approxi- or – as goes without saying – its flagship labels. Be-
mately 165,000 tests on 15,000 food and non-food sides analysing products for unwanted genetically mo-
samples and articles. The products and raw materials dified organisms (GMOs), the Coop Quality Centre also
were tested for sensory or technical quality, freshness, performs checks to determine whether separate mer-
ingredients and additives, germs, and residues of heavy chandise flows and product traceability are ensured.
metals, animal medication and pesticides. Even after the new Swiss genetic-engineering law has
The Quality Centre also addressed the problem of acryl- been adapted to the more rigorous EU regulations, the
amide, a substance that forms when, for instance, po- Quality Centre will continue to ensure that any GMOs
tatoes are heated, and whose carcinogenic risk experts in foodstuffs are properly labelled.
cannot agree on. Since September 2004, Coop has Consumers also reject GMOs in feed used in the pro-
been stocking potatoes, packaged in specially labelled duction of meat and dairy products. Coop therefore
red bags, which are particularly suitable for frying, bak- supports efforts in Switzerland to ensure that animal
ing and deep-frying as they are less susceptible to the husbandry based on feed that does not contain GM
formation of acrylamide. plants can also be rewarded in the future, because this
creates an incentive to produce GMO-free feed.
Sustainable sourcing based on defined standards
The Quality Centre set up the Sustainability Unit to
Coop does not use genetic engin-
promote and monitor the systematic application of
environmental and socio-ethical standards by Coop’s eering in its own-brand products or
business partners. – as goes without saying – its
Coop also actively promotes the implementation of
international quality concepts and standards. For in- flagship labels.
stance, it requires fruit and vegetable producers and
suppliers of flowers and other plants to respect the
EurepGAP norms that define standards for “good agri-
cultural practice”, occupational hygiene and environ-
mental protection. In addition, Coop is a member of
the task force set up by the international retail sector’s
“Global Food Safety Initiative” to ensure the safety of
food sold in retail outlets, and in this connection it re-
quires producers of its own-brand products to imple-
ment the defined food-safety standards. Compliance is

32 Products and services

In mid-November 2004, “Prix Garantie”,
Coop’s new guaranteed bargain-price label
Coop slashed the fixed prices
With the help of a striking all-pink look, Coop launched
of 50 leading branded products the “Prix Garantie” guaranteed bargain-price label in
by 10 to 20%. January 2005. The label represents Coop’s investment
of savings and efficiency improvements from the
“CoopForte” merger process in prices and lower mar-
Prices and markets gins. It comprises existing Coop own-brand products
Coop takes consumers’ increased price awareness offered at guaranteed prices cut by up to 50%, but
seriously 25% on average, with no loss of quality. The first 150
Coop is determined to maintain its leadership in Swiss or so “Prix Garantie” items constitute a wide range of
food retailing and to offer the best value for money in articles of everyday use such as UHT milk, ham, pota-
all four price segments rather than simply selling the toes, apples, mineral water, flour, pasta, detergents,
cheapest goods at rock-bottom prices. The 2.0% toilet paper and shampoo. In Coop City department
downward trend in Coop’s prices in the year under re- stores, the “Prix Garantie” label includes 50 or so non-
view shows that the company is responding to the in- food products such as underwear, hosiery or crockery.
crease in price awareness among consumers. All these items are systematically offered without any
In 2004, Coop again stepped up its programme of spe- loss of quality. All “Prix Garantie” articles are of the
cial offers. Besides the “Low price of the month” and corresponding own-brands’ accustomed quality and
the “Megahits”, the monthly half-price articles and the therefore stand out clearly against the articles offered
coupon offers in the Coop Press met with a high level at hard-discount prices by other retailers.
of acceptance. The new “Prix Garantie” label is Coop’s response to
In mid-November 2004, Coop slashed the fixed prices growing price awareness among consumers and
of 50 leading branded products by 10 to 20%. In Febru- implies a triple guarantee in that the products are:
ary 2005, it cut prices on a further 200 branded articles guaranteed to be inexpensive, meaning bargain prices
and 100 own brands. Coop is bearing the brunt of these within the Coop range; they are guaranteed to stay in-
substantial price cuts itself in order to set an example in expensive, meaning permanent bargain prices rather
the negotiations with business partners who, in Coop’s than limited special offers; and they are guaranteed to
view, should take a more proactive approach to the be good, meaning that Coop does not compromise on
issue of customers’ growing price-awareness. A further its accustomed quality.
problem in the present pricing environment is the fact
that Coop pays much higher cost prices for many iden-
tical branded products than retailers in neighbouring “Prix Garantie” represents Coop’s
countries. investment of savings and
efficiency improvements from
the “CoopForte” merger process
in prices and lower margins.

Products and services 33

From success to success with the situation is different in the still high-barrier domestic
trophy campaigns market. However, a partnership-based relationship
The trophy campaigns have become an integral part of with suppliers does not mean that new approaches to
Coop’s offering. In spring 2004, Coop had to distribute sourcing, such as parallel imports or auctions, are not
a further million trophy pots and pans in response to the being increasingly adopted.
surprisingly high number of orders received for them.
Hot on their heels came the big trophy-ball campaign. Political environment
As befits a year in which the European football cham- The political environment in the year under review was
pionships were held, Coop unleashed a veritable ball characterized by discussion of shop opening times in
euphoria among its younger customers in Switzerland the evenings and on Sundays and public holidays, with
with its Dunlop-ball campaign, with every household in tightening of the regulations governing authorization
the country acquiring an average of one ball. of Sunday opening during the run-up to Christmas.
For their Villeroy&Boch campaign, Coop was able to While shop-opening times in neighbouring countries are
link up with one of the most prestigious suppliers of more uniform and above all more liberal, in Switzerland
branded articles in the crystal tableware segment for a there are still great differences between the cantons,
further trophy item. The crystal trophy campaign was and the regulations are being applied more rigorously.
launched in September 2004. As in the other trophy Coop would like to see standardized, customer-friendly
campaigns, demand proved to be enormous – by shop-opening times.
January 2005 the entire population of Switzerland In view of the successful conclusion of the second
could have toasted one another’s health with all the round of Bilateral Agreements with the EU (provided
glasses sold! they are approved by the electorate), Coop expects to
see a tangible reduction in the customs duty levied on
Fierce competition in Swiss retailing sector pasta, baked goods and sugar-containing products.
In mid-November 2004, the Swiss Competition Com- The Agreements should also improve the competitive-
mission announced the completion of its investigation ness of Coop’s production companies in European
into the “CoopForte bonus” scheme, with agreement markets.
being reached with Coop on a solution. The Competi-
tion Commission reiterated its view that competition
in the Swiss retailing market was fierce. It basically
acknowledged that Coop’s demands in respect of the
scheme were demonstrably matched by the services it
offered in return. Coop undertook to reimburse smaller
suppliers who were able to demonstrate convincingly
that they did not benefit from these services.
The principle of equitable quid pro quo is also a key
point in the code of conduct that Coop has drawn up in
collaboration with representatives of the Swiss bran-
ded-articles association Promarca. For the first time
the code lays down in writing the principles of conduct
to be observed in dealings with business partners.
Transparency and openness, non-discrimination,
customer-focused range selection and a partnership-
based approach are key requirements. The code is also
a response to the stricter anti-trust laws that came into
effect in April 2004. While, in terms of demand, Coop
has little power on the global sourcing market, the

34 Products and services

“Suisse Garantie” – a label for Swiss farming
In view of the current round of WTO negotiations, the
launch of the certificate of guarantee and origin for
Swiss food, “Suisse Garantie”, which was supported by
Coop, came at just the right time. The aim of the label
is to persuade consumers of the advantages of buying
Swiss products: proximity to the customer, freshness,
clear specifications with regard to animal health and
environmental protection, no use of genetic engineering
even in animal feed, and traceability. Coop launched
“Suisse Garantie” for fresh fruit and vegetables in Sep-
tember 2004, followed in January 2005 by fresh meat
and some meat products, milk and dairy products and
cans/jars of fruit and vegetables. Coop’s launch of or-
ganic regional specialities under the Coop Naturaplan
label was a further approach to promoting Swiss agri-
cultural products, despite some dismantling of cross-
border barriers.
The founding of an interest group for producers of
the Coop Naturaplan Porc programme symbolizes the
serious, partnership-based dialogue being conducted
along the entire agricultural supply chain.
Dialogue is also a hallmark of the regular high-level
meetings that take place between Coop on the one
hand and the Bio Suisse organic farming association
and the Swiss Farmers’ Association on the other. Their
shared commitment to quality, the market and environ-
mental protection is a sound basis for concrete cooper-
ation in the different markets.

In view of the current round of WTO

negotiations, the launch of the
certificate of guarantee and origin
for Swiss food, “Suisse Garantie”,
which was supported by Coop,
came at just the right time.

Products and services 35

Customer services

More queries to the consumer service

Coop’s Customer Service is an important resource for
consumers. It works closely with the Market Research
and Sales Planning departments and passes on valu-
able suggestions for improvement to Category Man-
agement. In 2004, the Customer Service answered
99,791 queries from consumers, an increase of 25%
year-on-year (2003: 79,750).
Customer queries focused particularly on foodstuffs
stocked by Coop, many of them relating to health
aspects. There were also queries about current deci-
sions taken on business policies as well as questions
about new special offers or the trophy campaigns.

In 2004, the Customer Service

answered 99,791 queries from
consumers.

Nutrition Unit: guidelines for Lifestyle products

About half the population of Switzerland will admit to
being occasional vegetarians. This situation is also re-
flected in the increase in questions directed at Coop’s
Nutrition Unit on this subject. In 2004, Coop therefore
issued a new brochure informing the public on the ovo-
lacto vegetarian diet and Coop’s vegetarian logo.
There was also an increase in queries about obesity.
The Nutrition Unit constantly examines whether and
how product ingredients can be improved, for instance
by reducing trans fatty acids in baked goods. In 2004,
the Unit drew up a set of guidelines for the new Life-
style flagship label, which comprises food products for
the calorie-conscious customer.
Coop has also expanded the “Food and Drink” section
of its website where vegetarians, diabetics and people
who are lactose or gluten intolerant will find valuable
nutritional tips and regularly updated lists of suitable
products.

36 Customer services
Getting children physically active and Supercard local-branch concept dropped
away from alcohol Used by over 2.2 million card-holders, Supercard con-
Regular physical activity as well as a balanced diet are tinues to be the biggest customer-loyalty programme
essential for staying healthy. Coop systematically sup- in Switzerland. In 2004, more than 1.6 million bonus
ports projects that combine diet with exercise. The gifts were collected in exchange for about 11.2 billion
“Freestyle Tour” is a case in point: young people pre- Supercard points, i.e. 90% of all the points obtained.
pare health meals together with a rapper cook, while Since early 2004, Supercard holders have been able to
putting their skateboarding or breakdance skills to the earn points through Swisscom Fixnet, the second large
test against genuine cracks. external partner in the Supercard Programme after
Growing alcohol consumption among children and Gidor Coiffure. It was followed in June by the Pneu Egger
young people is a problem that should not be under- garage chain. Since September 2004, customers have
estimated. Coop’s policy in this area is systematic pre- also been able to gain points though Hertz Car Rentals.
vention. In regular training sessions, check-out staff And they can boost their Supercard point balance through
practise the correct behaviour for dealing with young the MasterCard or VISA Card of the Swiss cantonal banks,
people. When an alcohol product is being checked out, Raiffeisen banks, RBA regional banks and Coop Bank.
a pre-programmed alert tells staff that ID is required Since mid-2004, the Supercard local-branch concept
from the customer. With regard to tobacco products, has been dropped: the current point balance is now
Coop has imposed a voluntary age limit of 16 years, printed on the check-out slips at all Coop supermar-
the implementation of which is also supported by a kets, Coop Building and Hobby Supplies centres and
pre-programmed alert at check-out. Coop City department stores rather than only at the
customer’s local branch.
In 2005, the Supercard Programme will celebrate its
fifth anniversary. It will be marked by special anniver-
sary bonus gifts as well as by an anniversary edition
of the full catalogue.

Used by over 2.2 million card-

holders, Supercard continues to
be the biggest customer-loyalty
programme in Switzerland.

Customer services 37
New Coop Press concept has paid off Telescoop caravans travel every
Coop Press with its three language editions further ex-
week to a different region.
panded its position as Switzerland’s largest and most
widely read newspaper. A total of 3.3 million people,
i.e. a third of all Swiss households, read Coop Press Telescoop: entertainment and cooking
regularly. Subscription rose by over 100,000 in 2004, Telescoop with its varied 24-minute programme was
making it the newspaper with the highest circulation in also successful in 2004. Up to 160,000 viewers followed
all of Switzerland’s three language regions. Despite a the entertaining mix of reports, cookery demonstration,
decline in the advertising market, Coop Press increased interviews and games on SF1 every day at 12.30 p.m.
its revenues from advertising, thus demonstrating that or in the 4 p.m. repeat. This means that Telescoop’s
the new graphic and editorial concept meets the read- midday slot achieves quotas of about 21% and even
ership’s needs. 24% in the German- and French-speaking parts of
Switzerland respectively.
Since January 2005, Telescoop has had a new look.
A total of 3.3 million people,
Telescoop caravans travel every week to a different re-
i.e. a third of all Swiss households, gion, filming at locations that change daily and giving

read Coop Press regularly. the top young cooks of tomorrow an opportunity to
demonstrate their skills. Telescoop is presented by
Corinne Waldmeier and Reto Peritz in German and by
Mireille Jaton and Mathias Froidevaux in the French
edition.

Coop Studio: television with a customer focus

Last year, Coop Studio with its new concept focused
even more closely on viewers’ needs. Tanja Gutmann
and Mark von Weissenfluh for the German edition, Niki
Zischka for the French and Caroline Roth for the Italian
present interesting features, new products and attrac-
tive special offers in a relaxed ambience. Besides inter-
views with experts and insights into what goes on be-
hind the scenes, consumers’ opinions are also heard in
weekly street surveys. An average of 800,000 viewers
watch Coop’s classic TV programme broadcast every
Wednesday evening before the news.

38 Customer services
Internet: Coop quiz show with quality label
The www.coop.ch website is an important communi-
cation channel for Coop. About 40 million pages were
viewed in 2004. In the year under review, Coop re-
designed its website, giving it a more user-friendly
structure and a stronger focus on sales by positioning
attractive special offers on the home page. Coop
Supermarkets, Coop City Department Stores and Coop
Restaurants were given their own Web pages. Also new
was “Coop Quizshow”, an online quiz that was played
over 700,000 times by some 32,000 registered users.
“Coop Quizshow” was singled out for the “Best of
Swiss Web 2004” quality label at the Swiss Dialogue
Marketing Awards for 2004.

Recharging prepaid cards at Coop check-outs

Since April 2004, customers have been able to re-
charge their prepaid cards for mobile phones at every
Coop check-out point. This simple and convenient
service is provided by the supermarkets, department
stores, building and hobby supplies centres, Interdis-
count stores and Coop Pronto shops.

Since April 2004, customers have

been able to recharge their prepaid
cards for mobile phones at every
Coop check-out point.

Customer services 39
Logistics and manufacturing

Logistics and IT
Logistics: improving efficiency nationwide…
Implementation of the Coop Logistics Strategy ap-
proved four years ago is approaching completion. The
Strategy envisages concentrating the intermediate stor-
age of a large part of the Coop range in seven national
distribution centres, while regional distribution centres
will supply the sales regions with fresh products and
specific fast-turnover items.
The Wangen facility is by far the largest national distri-
bution centre. Since summer 2004, it has supplied all
sales regions with non-food articles and food-related
hard goods. On completion of the centre in 2006,
100 trucks will deliver some 3,500 pallets to the centre
every single day.
The distribution centre in Pratteln is responsible for
supplies of wine, spirits, beer and syrups. It also sup-
plies flowers, fruit, raw materials and all imported food-
related hard goods. The national distribution centres for
all frozen products are located at Hinwil and Givisiez.
The Building and Hobby Supplies centres are supplied
from the distribution centre in Gwatt. All Coop Pronto
shops receive daily deliveries from Schafisheim. And
the former EPA distribution centre in Rupperswil now
supplies Coop City department stores throughout
Switzerland with non-food articles.

…and in the regions

Distribution centres and hubs have also been stream-
lined in the sales regions. The distribution centre ope-
ned in Castione in Ticino at the end of 2003 has devel-
oped very satisfactorily. It has replaced three previous
distribution centres, resulting in more frequent deliv-
eries to the sales outlets and in lower logistics costs.
The situation in the French-speaking region is similar.
The new distribution centre in Aclens, which has been
under construction since May 2004, will replace the
centres in Satigny, Renens, Crissier, Châteauneuf and
Fribourg.
Completion of the distribution centre in Aclens in 2006
will also mark the completion of the infrastructure en-
visaged in the Logistics Strategy. It will mean savings of
over CHF 60 million in annual process costs – savings
from which customers will benefit.

40 Logistics and manufacturing

Completion of the distribution cen- Coop is currently cooperating with strategically important
business partners to develop this paperless approach to
tre in Aclens in 2006 will mark the
the supply chain, which eliminates processing errors.
completion of the infrastructure The system should be in place for all business partners
envisaged in the Logistics Strategy. by the end of 2006. It requires, however, the use of
Electronic Data Interchange (EDI) for transmitting orders,
order confirmations and dispatch advice data. Coop pro-
IT: one system for the entire supply chain vides its business partners free of charge with an Inter-
Supply chain management, a concept that embraces all net-based EDI solution. It will also be possible in future
merchandise flows and processes, is inseparably linked to send and settle invoices on a paperless basis.
to the logistics infrastructure. In future, all processes,
ranging from deliveries by suppliers and order-picking Transport:
in the distribution centres to sale in the POS and subse- by rail to the Upper Valais and Lower Engadine
quent follow-up orders, will be executed using the SAP Rail accounts for slightly less than one third of trans-
and WAMAS software for supply chain and warehouse ports from the national to the regional distribution
management. Applications of the new system to date centres. In 2003, Coop set up a special unit for the
have already brought about the expected improvements. purpose of increasing the proportion of national trans-
The switchover was completed in the distribution cen- ports carried by rail. Swiss Railway’s freight division,
tres of the French-speaking region in September 2004, SBB Cargo, has improved its services by organizing
followed by the centre in Schafisheim in November. later departure schedules with unchanged early arrival
The SAP/WAMAS system therefore looks set to come on times and providing more modern rolling stock. In
stream for all ranges in all distribution centres in the 2004, rail transport increased disproportionately in
course of 2005 and 2006. comparison with road transport.
Consignments are also transported from the regional
Paperless cooperation with business partners distribution centres to the sales outlets by rail in some
The EAN database, “Edb” in short, ensures that trading cases, for instance goods from the Upper Valais are
partners can access the master data of articles at a carried by rail to Brig, before being delivered to the sales
central source. The producers enter the article data in outlets by truck. Since the opening of the Vereina Tunnel,
the Edb and thus put them at the disposal of all its the Engadine has been supplied by rail from Chur.
trading partners.
Articles ordered with the help of these master data are
Rail accounts for slightly less than
delivered to the distribution centre in pallets which are
labelled with the SSCC (Serial Shipping Container Code). one third of transports from the
The SSCC, in conjunction with the electronic dispatch national to the regional distribution
advice received in advance, enables the goods to be
clearly identified and is the basis of the traceability centres.
system. The WAMAS warehouse management software
takes over the information provided by the SSCC and
uses it to control the subsequent internal flow of goods.
WAMAS provides staff at the distribution centres with
technical assistance in order-picking and delivery to
the POS.

Logistics and manufacturing 41

HiCoPain AG produces frozen dough products Bell Group
for Coop Tighter operating conditions
Coop is withdrawing from the long-life baked goods In 2004, sales of the Bell Group were virtually unchanged
production business and now produces only freshly at 1.53 billion Swiss francs. Sales in terms of volume
baked goods itself. In collaboration with Hiestand AG, were down year-on-year. Earnings also fell short of ex-
Coop founded the jointly owned subsidiary HiCoPain pectations at 36 million Swiss francs, about 26% less
AG for the production of frozen dough products. The than in the previous year.
manufacturing facility in Dagmersellen came on Persistently high prices weighed on consumer sentiment,
stream at the end of 2004. As a result of this stream- and private consumption remained at the previous year’s
lining of the production of frozen dough products and level. An intensive series of special offers to retailers pre-
the resulting restructuring of fresh baked-goods pro- vented major drops in volume-based sales.
duction, the bakery in Kriens was closed down. The Higher prices for raw materials – up approximately 16%
employees affected by these measures were offered on average for beef and at times for pork as well – in-
jobs in Dagmersellen and other Coop bakeries. creased the pressure on margins. Because of the fierce
competition in the sector, it was not possible to pass
on these higher prices to consumers. There was a sur-
In collaboration with Hiestand AG, prisingly big drop in poultry sales, particularly of im-
Coop founded the jointly owned ported meat, in the first half of the year.
In 2004, Bell implemented the new brand strategy
subsidiary HiCoPain AG for the pro- according to plan. A successful new advertising con-
duction of frozen dough products. cept was initiated in the fourth quarter.
In January, Coop and the Rewe Trading Group agreed
Property to establish a joint venture in the catering-supplies
Focus on properties needed for field. For this purpose Coop acquired the Bell Gastro
business operations Service and integrated it into the newly founded
The Property Business Unit professionally manages transGourmet Holding AG.
Coop’s entire property portfolio in the interests of Coop’s
core business and is responsible for functions such as
In January, Coop and the Rewe
securing of locations, project development, building
management, contract management, management of Trading Group agreed to establish
the largest shopping centres and portfolio optimization. a joint venture in the catering-
In 2004, it implemented a large number of projects in
the framework of Coop’s Property Strategy, which envi- supplies field.
sages Coop focusing in the long term on properties that
are needed for its business operations. By disposing of Coop’s production companies
properties not required for its operations, Coop frees At the beginning of 2004, production companies that
up financial resources that it can invest in refurbishing had previously operated as wholly owned subsidiaries
existing sales outlets or in building new ones. were integrated into Coop . The former subsidiaries will
In 2004, the Property Business Unit completed seven henceforth operate as separate divisions and profit cen-
large-scale projects, the largest of which was the tres within the Logistics/IT/Production Business Unit.
shopping centre in Tenero. At the end of the year, five
major projects were still under construction, including Swissmill
the Wankdorf shopping centre in Berne and the Western Flour blends, semolina, maize, oats, extruded products,
Switzerland distribution centre in Aclens. Eight other durum wheat flour.
large projects are on the drawing board. Swissmill increased annual output in 2004 by approxi-
mately 5% to 200,000 tonnes, the highest since the
company was set up. In the year under review, Swissmill
built a high-rise warehouse with room for 3,000 pallets.

42 Logistics and manufacturing

Chocolats Halba Steinfels Cleaning Systems
Chocolate bars, chocolates, festive assortments, Detergents and cleaning products for bulk users,
chocolate for industrial purposes (couverture, fillings). site/building cleaning, consulting.
Halba invested substantial sums in renovating the SCS maintained its good market position in the cater-
roasting plant and the mechanical processing plant ing and health markets. It grew its market share in the
for cocoa solids. As part of its IFS (International Food most important product group, kitchen hygiene. The
Standard) certification, Chocolats Halba uses system- building-cleaning business posted gratifying growth,
based analysis to ensure the traceability of the raw whereas textile cleaning/industrial laundries business
materials it uses. and food-processing industry business reported a mar-
ket decline in sales.
Nutrex
Table vinegar, alcohol vinegar, vinegar for pickling, Reismühle Brunnen
cleaning and descaling. Different varieties of rice, rice blends, ready-made meals.
In the past year, Nutrex consolidated its already strong Output fell by about 10% to approximately 9,200 tonnes
position in the Coop Naturaplan vinegar specialities compared with the previous year.
range and acquired new customers with its special Two new specialities were developed; Red Camargue
vinegars for the food industry. In December 2004, Rice and Basmati Mix, a blend of Indian basmati rice
Nutrex achieved a milestone in its quality management and wild rice. After intensive groundwork, Reismühle
policy when it was certified to IFS (International Food Brunnen launched Basmati rice on the market as a fair-
Standard). trade product sold under the Max Havelaar label. With
its expanded range Reismühle Brunnen now offers the
CWK largest selection of rice products in Switzerland.
Cosmetics, household cleaning products, industrial
cleaners. Argo
CWK felt the harsher operating environment in 2004. Tights, stockings, socks.
Despite a weaker summer than in 2003, the Sherpa The Argo hosiery factory ceased production on 30 No-
Tensing sun block, CWK’s second-strongest brand in vember 2004. Despite last year’s attempt to stay in
the Coop range, further expanded its market position business despite growing pressure from foreign com-
and gained market share. CWK again increased sales petitors by outsourcing the knitting and sewing plants,
of the Oecoplan detergents and cleaning agents it pro- there was no alternative but to cease operations.
duces for Coop.
Primary-Materials Purchasing
Pasta Gala Purchase and sale of raw materials, banana-ripening
Pasta, semi-finished products for ready-made meals plant.
and soups. Coop Primary-Materials Purchasing has been part of the
A full range of advertising measures resulted in a marked Logistics/IT/Production Business Unit since January
rise in sales compared with the previous year. Exports 2004. The coffee roasting plant is to be closed down at
were also up slightly on the year-back figure. In 2004, the end of 2005. SKR AG, a member of the European
Coop invested substantial sums in Pasta Gala, including Drie Mollen group, will be responsible for production in
replacement of the entire packaging plant for long goods Switzerland. Employees will be offered jobs elsewhere
and of the automated palleting systems for three pro- at Coop and at SRK AG.
duction lines.

Logistics and manufacturing 43

Personnel

Coop creates more traineeships

By 2008, Coop plans to create an additional 500 trai-
neeships as well as the 2,000 that are already in place.
This means that a further 125 traineeships will be
created in each of the next four years. Coop is therefore
actively supporting nationwide efforts to offer a training
position to as many school leavers as possible. But
Coop’s commitment does not end with the completion
of a traineeship: wherever possible, Coop then offers
the trainee a job.
It is, however, becoming increasingly difficult to find
suitable candidates and Coop was unable to fill all the
apprenticeship positions available in the year under
review.

Coop is actively supporting nation-

wide efforts to offer a training posi-
tion to as many school leavers as
possible.
Verkauf.CH, the new basic training for sales staff
In 2004, Coop made a decisive contribution to “Ver-
kauf.CH”, the new basic training scheme for retailing
staff. This new sales traineeship takes three years to
complete. The successful trainee can then go on to
take the vocational school-leaving certificate and even
study retail business management at a university of
applied sciences. The two-year training leads to a
certificate that will no longer be recognized as a federal
apprenticeship. However, Coop will continue to offer
both options.
Coop has done all the necessary groundwork for the
introduction of the new traineeship scheme, and so
there is no obstacle to the launch in August 2005.
A key feature of the new traineeship is a three- to six-
month training period which all future trainees (the
new designation for apprentices) will complete at an-
other sales outlet.

44 Personnel
Wage increases and extension CPV/CAP: integration of EPA pension fund
of collective employment agreement In 2004, the EPA pension fund with its approximately
Coop’s headcount at the end of 2004 was some 6% 2,100 insured active members and 1,500 or so pensio-
down on the year-back figure due to the “CoopForte”- ners was integrated into the CPV/CAP, the pension
driven optimization of processes and to restructuring in fund organization of the Coop Group. Also integrated
sales, logistics and production. It was achieved mainly into the CPV/CAP were EPA pension fund assets of
by natural fluctuation of over 10%, normal retirement, about 460 million Swiss francs. At the end of 2004,
and early retirement on generous terms. In addition, the CPV/CAP comprised approximately 33,600 active
jobs were created in companies that have taken over insured members and about 13,800 current pensioners.
Coop functions. The CPV/CAP reported total assets amounting to a
Coop engages in regular dialogue with employee repre- good 5.8 billion Swiss francs.
sentatives in a spirit of partnership. Cooperation with Owing to the poor development of investments in the
the different employee organizations was again good financial markets, 2004 ended with a shortfall of
in 2004. 37 million Swiss francs, which corresponds to 0.65%
Coop had already agreed well in advance with the nego- of calculated obligations.
tiating partners KV Schweiz (Swiss commercial associa- The Board of Directors of the CPV/CAP decided to leave
tion), Syna/OCST (trade unions) and VdAC (Coop’s own the interest on retirement savings capital at 2.75%,
in-house employee association) that the collective em- which is still 0.25% higher than the minimum interest
ployment agreement scheduled to expire at the end of rate laid down by the Federal Council. For reasons con-
2005 was not to be terminated but would be extended nected with its policy on reserve capital, the CPV/CAP
for a further year, i.e. to the end of 2006. After tough also decided not to raise current pensions paid out in
but fair negotiations, Coop also agreed to increase its 2005.
total payroll by 1.5%, with effect from the beginning of The number of disability pensions continued to grow
2005. The negotiating partners attached particular im- rapidly, with the CPV/CAP also taking over about 200
portance to increasing the wages paid to female staff. such pensions from the EPA pension fund. The total of
Of the 1.5% increase in the payroll, 0.3% was reserved 360 additional disability pensions reveals a trend that
for individual and structural improvements to women’s has been growing unabated for years. A decision was
wages, while 1% went to individual, performance-based therefore taken to increase risk premiums by 1% of in-
pay rises. A further 0.2% was available for individual sured salary, with effect from January 2005.
and structural improvements to wages in the 3,900 –
4,800 Swiss francs range. Wages paid by the hour were Coop Forte Magazine even more on the ball
raised across the board by 1%. The Coop Forte magazine provides information for em-
ployees of the Coop Group in three languages, six times
a year and with a print-run of 65,000. Starting this
In 2004, a total of 785 administra-
year, it has been revamped and is now published in six
tive staff each completed a regional editions. The new sections have met with a
two-day spell at a sales outlet. good response from the readership. They include articles
on individual sales outlets, cookery sessions with staff
members, a forum page for readers’ contributions and a
Administration at the sales front guest column.
In 2004, a total of 785 staff each completed a two-day
spell at a sales outlet. The primary aim was to let them
sample the atmosphere of a POS and show them the im-
pact of their own work on sales. Many of the insights
gained by the seconded staff can be applied to the day-
to-day work and create a better understanding of the
processes involved.

Personnel 45
Sustainability
and social commitment

Environmental protection
Energy consumption for heating and electricity up,
CO2 emissions down
Coop’s energy consumption as a whole presented a
diverse picture in the year under review. Overall con-
sumption for heating purposes was slightly up, while
CO2 emissions were slightly lower. But there was a
substantial rise in electricity consumption.
Despite a marked year-on-year increase in floor-space
in the period under review from July 2003 to June
2004 (first-time integration of Waro and EPA) and a
cold winter, sales outlets posted only a slight rise in
energy consumption for heating purposes. There was
even a substantial fall in specific CO2 emissions. This
success was due to the new energy management system
already installed in 180 sales outlets that are now heated
with heat recovered from refrigeration systems, com-
pressors and lighting. Electricity consumption presented
another picture, with a marked increase attributable to
the greater floor-space and the hot summer.
Energy consumption also varied at the distribution cen-
tres and production plants. Site relocations and parallel
operations led to massive increases in consumption in
a number of distribution centres. There were, however,
substantial improvements as well. The production and
distribution centre in Pratteln modernized its heating
and process-energy plant, switching from gas and oil
to heat recovered from the nearby sludge-incineration
plant. As a result, consumption of energy for heating
purposes fell by 8% and CO2 emissions by 17%. At the
Basel-Lysbüchel distribution centre, about 7% of heat
requirements are now covered by waste heat from the
bakery ovens. Panofina industrial bakery improved heat-
ing efficiency by replacing hot steam with high-pressure
pumps to moisturize the automated fermenters.

46 Sustainability and social commitment

CO2 target agreements: successful audit Disproportionate rise in rail transport
The audit to establish whether the targets drawn up Rail traffic between the national and regional distribu-
in cooperation with the Business Energy Agency meet tion centres grew at a relatively faster pace than road
the commitment requirements was performed in March haulage in 2004.
2004. The targets were accepted, making Coop the first Traffic between the regional distribution centres and the
large retailer to have Group-wide CO2 target agreements sales outlets required more kilometres to be travelled by
recognized by the Confederation. In the consultation Coop’s fleet of trucks and correspondingly more fuel.
exercise for the proposed CO2 levies, Coop advocated Though specific fuel consumption per kilometre was
a moderate charge that would neither redirect cross- only marginal better, there was still an improvement of
border “refuelling” nor increase cross-border shopping. 3% in relation to sales.

Social responsibility
Coop is the first large retailer
Socio-ethical sourcing thanks
to have Group-wide CO2 target to worldwide standards of social accountability
agreements recognized by the Coop’s efforts in the field of sustainable sourcing have
been focused in recent years on the flagship labels, with
Confederation. which Coop is now a world leader. In parallel, however,
Coop has also tightened up the requirements that its
Higher recycling quotas standard range has to satisfy.
The recycling quota at the production plants rose to It has, for instance, set up a sustainable-sourcing steer-
78%, with a good two thirds going to animal feed. The ing committee which aims in particular to multiply the
quota at distribution centres, including returns to sales experience gained from two pilot projects focusing on
outlets, fell slightly to 57%. However, more plastic foil, textiles and vegetable production respectively. As a rela-
cardboard and paper were recycled. tively small provider by world standards, Coop is having
Customers returned two times as many PE milk bottles, difficulty in ensuring compliance with the guidelines on
boosting the return quota from 25% in the previous year ecological and socio-ethical sourcing that it approved in
around 50% in 2004. In addition, 8% more batteries 2002. At the beginning of 2005, it therefore became a
and 2% more electrical appliances and electronic equip- signatory to the “Business Social Compliance Initiative”
ment that had outlived their usefulness were returned. (BSCI), a monitoring system developed jointly by Euro-
The introduction of the advance recycling charge (vRG) pean companies.
on toys and garden and DIY appliances at the beginning Social responsibility was also an important topic in
of 2005 did not encounter any problems. The organi- agriculture. Together with EurepGAP, Coop conducted
zation of an advance recycling charge on lamps and pilot audits of three business partners in southern Spain
lighting equipment has been under discussion since and their suppliers. The experience gained in the pilot
mid-2004. Here, too, the retail trade advocates cooper- project will be brought to bear in the EurepGAP certifica-
ation with the S.EN.S (Swiss Waste Disposal Founda- tion standards. EurepGAP stands for Good Agricultural
tion). On recycling and littering issues, Coop cultivates Practices of European retailers and has until now
constructive cooperation with the responsible recycling focused on regulating ecological issues relating to the
organizations, the Association of Swiss Cities and the cultivation, hygiene and quality of products. It will also
“Pusch” Foundation for Practical Environmental Protec- provide a common basis for integrating social criteria
tion in Switzerland. into the BIO SUISSE guidelines.

Sustainability and social commitment 47

Textile industry Code of Conduct geared New projects for Coop Naturaplan Fund
to SA 8000 Coop’s commitment to the well-being of the environ-
Naturaline business partners and their suppliers were ment, people and animals is reflected in the Coop Na-
again monitored for compliance with the textile industry turaplan Fund, with which it supports major projects
Code of Conduct in 2004. The purpose of such checks with a sustainability dimension to them to the tune of
is to ensure that all Naturaline partners meet the requi- ten million Swiss francs each year at least until 2012.
rements of SA 8000 certification. One business part- Half the money is devoted to projects and activities that
ner in China was already certified to the standard in promise medium- or long-term benefit to consumers,
the summer of 2004. This supplier was assisted and producers and Coop itself. The other half goes to pro-
supported by Coop over a period of two years. A total jects of a purely developmental nature. Coop Natura-
of four Naturaline partners have now been certified to plan Fund supported the following organizations and
SA 8000. The monitoring programme will be gradually projects in 2004:
extended to the remaining textile suppliers as well.
The focus will be on firms in the Far East, a risk analy- BioRe Foundation:
sis based on self-assessments having shown that the bioRe Demofarms – new training centres in the form of
need for action is greatest in this region. From 2005 demonstration farms for cotton producers in Maikaal,
on, the audits will be coordinated with BSCI, which India, and Meatu, Tanzania, the areas where Coop Na-
means that the monitoring programme can be imple- turaline organic cotton is grown.
mented much more rapidly.
Farms in the Altishofen region of Lucerne
Installation of a community biogas plant, including a
The purpose is to ensure that all combined heat and power plant and production of
Naturaline partners meet the re- bio-slurry that can be certified as an organic fertilizer
and used in farming and horticulture.
quirements of SA 8000 certification.
BIO SUISSE
Sustainability planète bio suisse – hands-on experience for school
Coop’s Sustainability Report wins plaudits classes on organic farms. Group activities that promote
In September 2004, Coop presented its first sustain- a better understanding of organic farming.
ability report to an interested public. The report pro-
vides a broad insight into the economic, ecological and BIO SUISSE, Demeter,
social achievements of the Coop Group. It was drawn Research Institute for Organic Farming (FiBL)
up in conformity with the internationally recognized Pilot project: final year of two-year basic agricultural
“Global Reporting Initiative” (GRI) criteria. In February course leading to a federal qualification as a farmer
2005, Coop was awarded the prize for the best sustain- specialized in organic methods.
ability report by öbu, the Swiss Association for Ecologi-
cally Aware Company Management. Naturland – Association for Organic Agriculture (Germany)
Development of scientific bases for organic aquaculture,
prevention/treatment methods not involving antibiotics,
In February 2005, Coop was
and preservative-free food processing.
awarded the prize for the best
sustainability report.

48 Sustainability and social commitment

ProSpecieRara The aim of the “planète bio Suisse”
Preserving and promoting the biodiversity of plant and
project realized jointly by BIO SUISSE
animal life through demonstration gardens and farms,
and networking the different locations, including and Coop is to give young people a
the showcase orchard in Zofingen, by communication sensual and emotional feel for the
measures.
exciting world of organic farming.
WWF
Soya farming destroys tropical forest – Promoting sus- Project example 2: aiming for sustainable soya
tainable cultivation of soya in South America without Under an initiative launched by Coop and the WWF,
having to clear rain forests. sustainable soya should become the standard in
Switzerland in the near future. Through the realization
For further information on Coop Naturaplan Fund, go of a number of projects and the commissioning of a
to www.coop.ch/nachhaltigkeit. feasibility study, Coop is promoting the cultivation of
sustainable soya in Brazil – soya that does not require
Project example 1: 1,500 young people plunged tropical forests to be cleared or valuable savannah to
into the world of organics be misappropriated. WWF and Coop have cooperated
The aim of the “planète bio Suisse” project realized in drawing up criteria for the sustainable production of
jointly by BIO SUISSE and Coop is to give young people soya. These “Basel criteria” will enable sustainable
a sensual and emotional feel for the exciting world of soya to be used in animal husbandry and food produc-
organic farming. “planète bio Suisse” toured eleven tion, provided the requirements of technical feasibility
regions of the German- and French-speaking parts of and marketability are met. Coop played an active part
Switzerland in 2004. Exhibitions and workplaces were in the international round-table discussions held in
installed for the young visitors in caravans at selected Foz do Iguaçu (Brazil) in March 2005 that brought
organic farms. They were given an opportunity to re- together stakeholders from the cultivation, processing
search, observe and cook. In the course of one day, and trade sectors and NGOs active in the environmen-
they were able to familiarize themselves with the organ- tal and social fields. Discussions conducted by Coop
ic cycle, seeing for themselves that organics was both with the Swiss animal-feed industry, which is also
a modern management method and a pleasurable and interested in sustainable soya, were very successful.
exciting lifestyle choice.
BIO SUISSE’s aim in developing the project is to intro-
duce young people to organic farming and organic prod-
ucts and break down preconceived ideas about the
subject. Investigations have shown that young people
are very poorly informed on the environmental added
value of organic farming. The “planète bio Suisse” pro-
ject will tour Switzerland again this summer.

Coop supports major projects with

a sustainability dimension to them to
the tune of ten million Swiss francs
each year at least until 2012.

Sustainability and social commitment 49

Social commitment Help after the seaquake in Southeast Asia
Help for mountain farmers from Coop Sponsorship Coop also took part in the worldwide expression of
Coop Sponsorship for Mountain Regions is a coopera- solidarity that followed the devastating seaquake in
tive society set up to assist Alpine farmers by providing Southeast Asia on 26 December. Together with the
residual financing for building projects. Since Coop Swiss Red Cross, Coop organized the air transport
pays the operating costs of Coop Sponsorship, every of 26 tonnes of urgently needed relief aid worth
Swiss franc donated benefits Switzerland’s mountain 250,000 Swiss francs to Sri Lanka. It also donated a
farmers in full. further 250,000 Swiss francs to the Swiss Solidarity
In 2004, Coop Sponsorship received a record level of fund-raising organization for a reconstruction project
donations to the value of 2.7 million Swiss francs. The in the crisis region.
takings from the traditional Swiss National Day “Weggen”
campaign (involving the symbolic donation of a loaf of
bread) at Coop sales outlets were passed on to five
self-help projects involving mountain farmers and their
families in the Canton of Obwalden. Coop Sponsorship
is also collaborating with the Swiss Red Cross on the
“working poor” project “Zwei Mal Weihnachten” (which
translates roughly as “Two Times Christmas”) until the
end of 2005.

Combating growing poverty with “Swiss Tables”

and “Table-Be-Set”
Since January 2005, Coop has provided crucial finan-
cial backing for the “Swiss Tables” and “Table-Be-Set”
projects, thereby extending its commitment to combat
growing poverty in Switzerland. Thanks to this addition-
al support, the two organizations are able to step up
their community-service activities and extend them to
western Switzerland. They are active in various Swiss
towns, collecting surplus, but perfectly fresh, food every
day and distributing it directly to needy individuals or to
institutions such as emergency shelters, accommodation
for the homeless, soup kitchens and charitable organi-
zations.

Since January 2005, Coop has

provided crucial financial backing
for the “Swiss Tables” and “Table-
Be-Set” projects.

50 Sustainability and social commitment

Arts and sports sponsorship Good music and good wine
Traditional sports in Central Switzerland… In the summer, Ascona again assumed its role of world
The triennial Federal Swiss Wrestling and Alpine Games capital of traditional jazz with the 2004 “New Orleans
Festival was staged last summer in Lucerne, with Coop Jazz Ascona” festival, the second to benefit from Coop
sponsoring the “Schwinger [Wrestler] King”. Some sponsorship. “Wineshop” was the heading for Coop’s
88,000 spectators followed the occasion in the arena activities at this Ticino event, with visitors having an
and 540,000 viewed it on television. Coop was the opportunity to sample and order wines. With its pres-
Principal Sponsor of this traditional event and, together ence on the banks of Lago Maggiore Coop communica-
with Bell, was also responsible for the meat and bakery ted its standing as the leading company on the Swiss
products part of the catering. In addition, Coop featured wine market.
as a sponsor in the 16-hour live TV broadcast on SF1. In the French-speaking part of Switzerland, the Live
In August, Coop and Bell included special products Music Production concerts again sponsored by Coop
in its August offering such as “Schwinger sausage”, in 2004 enjoyed great popularity among people of all
“Schwinger cheese” and “Alpine bread”, which posted age. The events featured singers and groups such as
good sales. Phil Collins or the Irish band The Corrs.

Coop concentrated its sports

sponsorship on beach volleyball
and cross-country skiing.

…and beach volleyball in Athens

Coop concentrated its sports sponsorship on beach
volleyball and cross-country skiing. The Coop-backed
beach volleyball team of Patrick Heuscher and Stefan
Kobel enjoyed their best year in 2004, winning the
bronze medal at the Olympic Games in Athens and
being voted “Team of the Year” at the Swiss Sports
awards.
In winter, Swiss cross-country skiing – with the Enga-
dine Ski Marathon as the highlight of the year – can
continue to count on Coop’s backing. Another example
of Coop’s commitment to popular sport is the Swiss
Alpine Marathon staged in the Davos region, with over
4,500 participants taking part in the 2004 event, of
which Coop was the Principal Sponsor. This major
running event with its mountain setting offers challen-
ges for top-class and amateur runners alike, plus an
attractive programme for spectators.

Sustainability and social commitment 51

52 Verkaufsstellen
Coop supermarket, St. Moritz, Canton of Graubünden, 1,827 metres above sea level
Verkaufsstellen 53
54 Umwelt und soziale Verantwortung
Interdiscount XXL, Basel Marktplatz, Canton of Basel-Stadt, 260 metres above sea level
Umwelt und soziale Verantwortung 55
56 Marktleistungen
Coop City department store, Schaffhausen, Canton of Schaffhausen, 404 metres above sea level
Marktleistungen 57
58 Marktleistungen
Coop supermarket, Uettligen, Canton of Berne, 562 metres above sea level
Marktleistungen 59
60
Coop Pronto petrol station, La Tour-de-Trême, Canton of Fribourg, 741 metres above sea level
62 Strategische Projekte
Coop building and hobby centre, Brig-Glis, Canton of Valais, 681 metres above sea level
Strategische Projekte 63
64 Verkaufsstellen
Coop supermarket, Zurich Bahnhofbrücke, Canton of Zurich, 409 metres above sea level
Verkaufsstellen 65
66 Umwelt und soziale Verantwortung
Coop supermarket, Coop building and hobby centre, Toptip and Coop Pronto petrol station, Rhymarkt, Feuerthalen, Canton of Schaffhausen, 414 metres above sea level
Umwelt und soziale Verantwortung 67
Corporate Governance

The report on the corporate governance of the Coop

Group follows the guidelines of the SWX Swiss Ex-
change, which were drawn up in accordance with the
Swiss Federal Act on Stock Exchanges and Securities
Trading. This law has been in force for joint stock com-
panies and companies that have issued participation
certificates or non-voting dividend rights certificates
since July 2002.
As a cooperative, Coop is not included in the companies
listed in the aforementioned definition. Nonetheless,
as Coop voluntarily applies the provisions of the new
Federal Swiss Stock Exchange Law, it observes the
guidelines on corporate governance and thus offers all
groups interested in the company the greatest possible
transparency. Coop takes the trust of all its stakeholders
very seriously. These stakeholders include the banks as
providers of capital, Coop’s suppliers as business part-
ners, the state as legislative and controlling authority
and, of course, Coop’s customers, who reward trans-
parent, farsighted business practices and thereby
secure the continued existence of the Group.
The only company in the Coop Group that has issued
SWX-listed equities is Bell Holding AG. Specific details
on the company’s corporate governance may be found
in its annual report and at its website, www.bell.ch.

68 Corporate Governance
Group structure Anton Felder
The Group structure can be seen in the list of Coop com- Born 1948. Swiss.
panies provided in the consolidated annual accounts. Swiss diploma in accounting and controlling
Changes in the consolidated Coop companies can be Full-time Chairman of the Board of Directors of Coop
found on page 108. Member of Board Committee
There are no crossholdings between Coop companies.
Directorships:
Capital structure – Coop Personalversicherung CPV/CAP, Basle
The capital structure can be seen in the consolidated (Chairman)
balance sheet (page 93) and the notes to the consoli- – Bell Holding AG, Basle
dated balance sheet (pages 100 –104). – National Versicherungs-Gesellschaft, Basle
– Betty Bossi Verlag AG, Zurich
Board of Directors – Coop Mineraloel AG, Allschwil
See Coop executive bodies and Coop Delegate Assembly – Coop Immobilien AG, Berne (Chairman)
on pages 112 and 113.
Edgar Spicher stepped down from the Board of Direc- Jean-Claude Badoux
tors for age-related reasons at the end of 2004. In line Born 1935. Swiss.
with the Articles of Association, he was not replaced. Prof. Dr. Ing. ETH
Accordingly, the Board of Directors has 17 members Honorary President of the EPF Lausanne
at present. Member of Board Committee

Directorships:
– Coop Immobilien AG, Berne
– Société des éditions techniques universitaires,
Zurich

Other functions and offices:

– President, Commission for Professional Standards,
Swiss Society of Engineers and Architects (SIA),
Zurich
– Honorary Consul of South Korea for culture,
science and technology

Stefan Baumberger
Born 1948. Swiss.
Dipl. Chem. HTL
Managing Director, Hänseler AG, Herisau
Member of Board Committee

Directorships:
– Bell Holding AG, Basle
– Coop Immobilien AG, Berne
– Hänseler Holding AG, Herisau
– Appenzeller Bahnen AG, Herisau
– Steinegg AG, Herisau

Corporate Governance 69
 Silvio Bircher Hansjürg Käser
Born 1945. Swiss. Born 1956. Swiss.
lic. rer. publ. Head, Transport Aid (THM) Pool
Consultant and publicist Employee representative on the Board of Directors
Former govt. and national councillor
Member of Board Committee Other functions and offices:
– VHTL Section, Coop
Directorships:
– Coop Immobilien AG, Berne Irene Kaufmann
Born 1955. Swiss.
Paul Flubacher Dr. oec. publ.
Born 1936. Swiss. Corporate consultant
Retired management executive Vice Chairwoman of the Board of Directors
Member of Board Committee
Diego Giulieri
Born 1941. Swiss. Directorships:
lic. oec. HSG – Bank Coop AG, Basle
Retired bank director – Coop Immobilien AG, Berne
Member of Board Committee
Other functions and offices:
Directorships: – Member of the Foundation Board of Juventus
– Coop Immobilien AG, Berne Schools, Zurich

Felix Halmer Lillia Rebsamen

Born 1952. Swiss. Born 1953. Swiss.
Commercial employee. Businesswoman
Buyer
Employee representative on the Board of Directors Jean-Charles Roguet
Born 1942. Swiss.
Other functions and offices: Lawyer
– Chairman, Association of Salaried Employees of Coop Partner, Pestalozzi, Lachenal & Patry, Geneva
– Chairman, Association of Salaried Employees
for the Basle Region Directorships:
– Arn, Wutrich et Frigerio S.A., Geneva
Edgar Hofer – Coges Corraterie Gestion S.A., Geneva
Born 1940. Swiss. – Dipan S.A., Carouge
Retired trade union secretary – Dumar S.A., Geneva
– Ferrier Lullin & Cie S.A., Geneva
Walter Holderegger – Finasma Financial Asset Management S.A.,
Born 1943. Swiss. Cologny
Engine driver BLS (Berne-Lötschberg-Simplon Railway) – Insiger de Beaufort S.A., Geneva
– Interswitex S.A., Geneva
Other functions and offices: – Kessler Gestion S.A., Geneva
– Chairman, Vereinigung Cerebral (Swiss Association – Label Communication S.A., Geneva
for the Cerebrally Handicapped), Berne – Label Technologies S.A., Geneva
– Board member, Gewerkschaftsbund Berner Oberland – Onyx Suisse S.A., Fribourg
(Federation of Trade Unions of the Bernese Oberland) – Publipartner S.A. Plan-les-Ouates
– Municipal councillor, Spiez – Sarp Industries (Suisse) S.A., Geneva
– Tech Value S.A., Geneva

70 Corporate Governance
 Eric Santschy Internal organization
Born 1948. Swiss. The Board of Directors has 17 members at present.
Commercial specialist From the beginning of the new term of office starting
on 29 April 2005 the Board of Directors will have
Giampiero Storelli 11 members. Until the end of the current term of office
Born 1938. Swiss. in 2005, the Chairman of the Board of Directors and
Architect the chairmen of the six regional councils, who are also
members of the Board of Directors, constitute the
Felix Truffer Board Committee.
Born 1962. Swiss.
lic. iur. Regulation of responsibilities
Lawyer and notary In accordance with the statutory regulations for joint
Partner Amherd, Carlen, Truffer Law Office, Brig-Glis stock companies, the basic functions of the Board of
Directors are defined in Article 29 of the articles of
Giusep Valaulta association and those of the Executive Committee in
Born 1951. Swiss. Article 31. The organizational regulations drawn up by
lic. iur. the Board of Directors provide for a strict division of
Member of Board Committee responsibilities between the Board of Directors and the
Executive Committee in all fundamental matters such
Directorships: as finance, corporate strategy, human resources and
– Coop Immobilien AG, Berne organization. The Executive Committee has drawn up
regulations that define in detail the operational respon-
The following information about the Board of Directors sibilities of the individual management levels.
includes references to Coop’s articles of association.
These can be accessed at www.coop.ch. Instruments of information and control over the
Executive Committee
Election and term of office of the Every month the Executive Committee submits a
Board of Directors written report to the Board of Directors with key figures
The members of the Board of Directors are elected on current business developments and important in-
by the Delegate Assembly in accordance with the prin- formation on all business segments. In addition, every
ciples set out in Article 27 of the articles of associa- four months it submits reports and results in writing to
tion. The term of office for all members is four years; the Board of Directors, which are also presented orally
the current term of office ends in February 2005. The at meetings and discussed. The Chairman of the Board
articles of association do not place any limits on re- of Directors regularly attends the meetings of the Ex-
election, but do place restrictions on the age of mem- ecutive Committee. He is also responsible for Internal
bers (members must retire at the end of the year in Auditing. Coop also implements procedures for regular
which they celebrate their 70th or, from 2005, their reporting to the Board of Directors, including Balanced
65th birthday). Scorecard reports.

Corporate Governance 71
Instruments of supervision and control Hansueli Loosli
over the auditors Born 1955. Swiss.
As the auditors are appointed for one year, the Delegate Swiss diploma in accounting and controlling
Assembly elects the auditors each year. The full-time Chief Executive Officer
Chairman and the members of the Board Committee, Head, Retail Business Unit
the Chief Executive Officer and the Head of the Finances
and Services Business Unit maintain regular contact Directorships:
with the auditors. In particular, they discuss the results – Betty Bossi Verlag AG, Zurich
of the audit. Furthermore, the work of the auditors and – Further directorships of Coop subsidiaries
their independence are regularly assessed.
Jörg Ackermann
Executive Committee Born 1958. Swiss.
See Management structure and Management on pages Graduate in business management (HWV)
114 –116. Head of Logistics/ IT/Production Business Unit
Jürg Peritz was appointed to the Executive Committee Vice Chairman of the Executive Committee
at the beginning of 2004, taking on responsibility for
the new CCM/Purchasing Business Unit. Having reached Directorships:
retirement age, Hans Winiger stepped down from the – Bell Holding AG, Basel (Chairman)
Executive Committee at the end of June. The Logistics – Eurogroup SA, Bruxelles (Chairman)
and IT/Production Business Units were merged to form – Eurogroup Far East Ltd, Hongkong (Chairman)
the new Logistics/IT/Production Business Unit headed – Further directorships of Coop subsidiaries
by Jörg Ackermann, who was also appointed Vice Chair-
man of the Executive Committee at the beginning of July. Rudolf Burger
Born 1946. Swiss.
Commercial specialist
Head of Retail Companies Business Unit

Directorships:
– Coop Mineraloel AG, Allschwil (Chairman)
– Coop Vitality AG, Berne (Chairman)
– Further directorships of Coop subsidiaries

Jean-Marc Chapuis
Born 1954. Swiss.
lic. en sciences économiques et sociales
Head of Property Business Unit

Directorships:
– Directorships of Coop subsidiaries

Christoph Clavadetscher
Born 1961. Swiss.
Swiss diploma in commerce and retailing
Head of Trading Business Unit

72 Corporate Governance
 Jürg Peritz Rights of participation
Born 1947. Swiss. The rights of participation are defined in Coop’s articles
Commercial specialist of association.
Head of Coop Category Management/Purchasing
Business Unit Auditors
Duration of mandate and term of office
Directorships: of lead auditor
– Coop Switzerland Far East Ltd., Hongkong PricewaterhouseCoopers (PWC) has been Coop’s au-
– Eurogroup SA, Bruxelles ditors since 1994. Daniel Suter and Ralph Maiocchi
– Eurogroup Far East Ltd., Hongkong have been the responsible lead auditors since 1994
– Stiftung bioRe, Rotkreuz and 1997 respectively.
– HiCoPain AG, Dagmersellen
Auditing fee
Hans Peter Schwarz The following auditing fees were billed for services
Born 1950. Swiss. performed for 2004:
Swiss diploma in accounting and controlling Auditing services: 1.8 million Swiss francs
Head of Finance and Services Business Unit Other services: 1.2 million Swiss francs
The amount billed for auditing services includes the
Directorships: work undertaken by the auditing company for the
– Bank Coop AG, Basle examination of the consolidated financial statements.
– Bell Holding AG, Basle This work is performed every year to enable an opinion
– Coop Mineraloel AG, Allschwil to be expressed on the consolidated financial state-
– Coop Vitality AG, Berne ments and reports to be prepared on the statutory
– Further directorships of Coop subsidiaries annual accounts as required by local legislation.
The auditing services also include tasks, for instance
Management agreements the examination of one-off transactions, that are per-
Members of the Executive Committee do not perform formed exclusively by the group auditor.
any operational management tasks for companies
outside the scope of consolidation. Information policy
At the beginning of each year the previous year’s sales
Remuneration are announced. The annual results conference takes
In 2004, the Board of Directors (18 members) of Coop place in spring and the Delegate Assembly in May. The
received an aggregate amount of 1.3 million Swiss annual report is published in April. A second Delegate
francs in remuneration (2003: 1.3 million Swiss francs Assembly takes place in December.
for 19 members). In addition, the delegates receive a report every four
The gross salaries of Coop’s Executive Committee months informing them of the company’s business
(7 members) totalled 3.5 million Swiss francs in 2004 development.
(2003: 3.4 million Swiss francs for seven members).
Coop is entitled to any fees paid to the Chairman of
the Board of Directors and the members of the Execu-
tive Committee for activities performed as members of
the Boards of Directors of Coop subsidiaries and non-
Group companies. The Chairman of the Board of Direc-
tors and the members of Coop’s Executive Committee
do not enjoy special pension rights.

Corporate Governance 73
16.00 17.00 18.00 19.00
20.00 21.00 22.00

Coop Pronto at Delémont station, Canton of Jura. There’s always some shopping to do. No matter how late it is.
76 The Coop Group in figures
 The Coop Group
in figures

78 Cash turnover/direct sales

79 Sales/retail turnover
80 Market shares
81 Sales outlets
82 Subsidiaries/divisions/bank loans
83 Key financial data/investments
84 Employees
86 Statement of added value
87 Development of the Coop Group
88 Key environmental figures

In previous years, sales outlets turnover was reported on the basis of “Sales of merchandise
and services”, which meant that discounts granted were included but not value-added tax.
As from 2004, the basis has been changed to “Cash turnover”. As a result, sales figures have
been adjusted to take account of the relevant sales deductions (decrease due to the factoring
out of discounts; increase by the amount of value-added tax). On balance, the result is a
slight decrease of approximately CHF 200 million.
Year-back figures have been correspondingly adjusted. The following charts and diagrams
therefore now specify the respective cash turnovers on a comparable basis.

All values rounded up/down individually.

The Coop Group in figures 77

Cash turnover/direct sales
CHF m. CHF m. Change Change
2004 2003 CHF m. %

Megastores 4500–8000 m2 570 526 + 45 + 8.5

Supermarkets C 1800–3000 m2 2 711 2 961 – 250 – 8.5
Supermarkets B 800– 1400 m2 2 781 2 781 + 0 + 0.0
Supermarkets A 250– 600 m2 3 516 3 736 – 220 – 5.9
Supermarkets 9 008 9 478 – 471 – 5.0
Megastores/supermarkets 9 578 10 004 – 426 – 4.3
Other 25 27 – 2 – 8.5
Coop Retail 9 602 10 031 – 428 – 4.3

Department stores 1 089 1 230 – 141 – 11.4

Building & hobby centres 619 592 + 28 + 4.7
Toptip 216 216 + 1 + 0.4
Lumimart 33 32 + 2 + 5.2
Import Parfumerie 141 142 – 1 – 0.7
Other 5 20 – 15 – 76.8
Superstores 1 015 1 001 + 14 + 1.4
Coop Trading 2 104 2 231 – 127 – 5.7

Interdiscount 829 815 + 14 + 1.8

Hotels 30 26 + 4 + 15.3
Coop 12 565 13 101 – 537 – 4.1

Alcoba Distribution SA 79 76 + 2 + 2.8

Andréfleurs Assens SA 7 7 – 0 – 3.4
Bell-Gruppe (POS) 17 65 – 49 – 74.7
Petrol stations 712 562 + 150 + 26.7
Coop Pronto at petrol stations 195 168 + 27 + 15.9
Coop Pronto stand-alone 55 41 + 14 + 34.5
Coop Mineraloel AG 962 771 + 191 + 24.8
Coop Vitality AG 20 10 + 9 + 86.3
Cash turnover of sales outlets 13 649 14 032 – 383 – 2.7

Remote Ordering 16 10 + 6 + 54.5

Onward retail sales 319 354 – 35 – 9.9

Retail turnover 13 983 14 396 – 413 – 2.9

Sales to large customers 883 827 + 57 + 6.9

Cash turnover/direct sales 14 866 15 222 – 356 – 2.3

78 The Coop Group in figures

Sales/retail turnover

Cash turnover/direct sales Retail turnover

CHF m.
13 007 13 565 14 540 15 222 14 866 by main categories
16 000
CHF m.
14 000

12 000

10 000 5 120 (37%) 8 863 (63%)

Nonfood Food

8 000

6 000

4 000

2 000

0
2000 2001 2002 2003 2004 Food
Sales to large customers
12%
Onward retail sales Beverages
Cash turnover of sales outlets 10%
Miscellaneous food 6%
Savoury snacks/
10% Tobacco and
Convenience accessories
3% 12%
Frozen products Fruit/Vegetables,
Flowers/Plants
16%
Meat, Fish 13%
Dairy produce/Eggs
12%
Breakfast/Side dishes, 6%
Confectionery Bread/Baked goods

Nonfood

11% 10%
Perfumes/Cosmetics Detergents/Cleaning products

4% 6%
Textiles, mulitmedia Kitchen, Tableware

13% 21%
Building & hobby Festive items,
Electrical appliances
35%
Sundry nonfood

The Coop Group in figures 79

Market shares

Food Nonfood
in % in %
24.0 19.9 20.7 21.5 22.2 21.6 24.0 8.6 9.0 10.0 10.8 10.0
22.0 22.0
20.0 20.0
18.0 18.0
16.0 16.0
14.0 14.0
12.0 12.0
10.0 10.0
8.0 8.0
6.0 6.0
4.0 4.0
2.0 2.0
0 0
2000 2001 2002 2003 2004 2000 2001 2002 2003 2004

Coop Group
in %
13.9 14.5 15.6 16.4 15.7
24.0
22.0
20.0
18.0
16.0
14.0
12.0
10.0
8.0
6.0
4.0
2.0
0
2000 2001 2002 2003 2004

CHF m. 2000 2001 2002 2003 2004

Retail turnover 12 154 12 453 13 536 14 396 13 983

./. Petrol stations, fuels 688 585 603 723 845
Coop retail trade turnover for market shares 11 467 11 868 12 933 13 673 13 138
Market volume, food 37 951 39 090 39 559 40 710 41 102
Market volume, nonfood 43 497 44 178 43 689 42 552 42 762
Total volume acc. to BAK research 81 448 83 268 83 248 83 261 83 864

80 The Coop Group in figures

Sales outlets
Sales outlets Sales area Cash turnover of sales outlets
Number on 31 December m2 on 31 December CHF m. CHF m. % %
2004 2003 2004 2003 2004 2003 Share

Megastores 4500–8000 m 2 12 8 65 140 43 926 570 526 + 8.5 4.2

Supermarkets C 1800–3000 m 2 81 92 233 308 270 391 2 711 2 961 – 8.5 19.9
Supermarkets B 800– 1400 m 2 156 164 233 728 229 953 2 781 2 781 + 0.0 20.4
Supermarkets A 250– 600 m 2 555 582 294 274 286 668 3 516 3 736 – 5.9 25.8
Supermarkets 792 838 761 310 787 012 9 008 9 478 – 5.0 66.0
Megastores/supermarkets 804 846 826 450 830 938 9 578 10 004 – 4.3 70.2
Other 5 26 1 665 9 167 25 27 – 8.5 0.2
Coop Retail 809 872 828 115 840 105 9 602 10 031 – 4.3 70.4

Department stores 44 50 156 153 170 327 1 089 1 230 – 11.4 8.0
Building & hobby centres 63 59 239 534 214 291 619 592 + 4.7 4.5
Toptip 44 46 136 255 132 477 216 216 + 0.4 1.6
Lumimart 17 16 12 856 12 280 33 32 + 5.2 0.2
Import Parfumerie 87 90 8 809 9 185 141 142 – 0.7 1.0
Other 1 6 292 3 633 5 20 – 76.8 0.0
Superstores 212 217 397 746 371 866 1 015 1 001 + 1.4 7.4
Coop Trading 256 267 553 899 542 193 2 104 2 231 – 5.7 15.4

Interdiscount 174 182 48 271 40 396 829 815 + 1.8 6.1

Hotels 3 3 30 26 + 15.3 0.2
Coop 1 242 1 324 1 430 285 1 422 694 12 565 13 101 – 4.1 92.1

Alcoba Distribution SA 2 2 9 002 9 002 79 76 + 2.8 0.6

Andréfleurs Assens SA 1 10 918 7 7 – 3.4 0.1
Bell-Gruppe (POS) 23 38 801 3 433 17 65 – 74.7 0.1
Petrol stations 131 124 712 562 + 26.7 5.2
Coop Pronto at petrol stations (112) (101) 9 246 7 863 195 168 + 15.9 1.4
Coop Pronto stand-alone 24 17 3 383 2 318 55 41 + 34.5 0.4
Coop Mineraloel AG 155 141 12 629 10 181 962 771 + 24.8 7.1
Coop Vitality AG 11 7 2 867 1 921 20 10 + 86.3 0.1
Subsidiaries 191 189 25 299 35 455 1 084 930 + 16.5 7.9

Sales outlets 1 433 1 513 1 455 584 1 458 149 13 649 14 032 – 2.7 100.0

The Coop Group in figures 81

Subsidiaries/divisions/bank loans

Subsidiaries

Net sales Full-time Share capital at

employees 31.12.2004
Coop holding
CHF m. CHF m.
2004 2003 31.12.2004 CHF m. %

Alcoba Distribution SA 70 68 180 4.7 50.0

Andréfleurs Assens SA 6 7 34 0.0 100.0
Bell-Gruppe 1 525 1 543 3 394 2.0 60.5
Coop Bildungszentren Muttenz + Jongny 13 12 72 0.4 100.0
Coop Mineraloel AG 1 019 851 53 10.0 51.0
Coop Vitality AG 19 11 74 5.0 51.0
Fehr & Engeli AG 1 1 3 0.1 100.0

Divisions

CHF m. CHF m. Change Change

2004 2003 CHF m. %

Cash turnover 829 815 + 14 + 1.7

Onward retail sales 36 35 + 1 + 2.7
Interdiscount division 865 850 + 15 + 1.8

Cash turnover Toptip 216 216 + 1 + 0.4

Cash turnover Lumimart 33 32 + 2 + 5.2
Onward retail sales 6 6 + 0 + 0.7
Toptip division 255 253 + 3 + 1.0

Bank loans

Status on 31 December
Credit line Used Unused credit line
2004 2003 2004 2003 2004 2003

Big banks 670 733 66 322 604 411

Cantonal banks 743 808 437 519 305 290
Regional banks 68 78 48 58 20 20
Bank Coop 98 117 55 38 43 80
Foreign banks in Switzerland 350 350 310 340 40 10
Foreign banks 195 120 163 120 32 0
All banks 2 125 2 207 1 080 1 379 1 044 810

82 The Coop Group in figures

Key financial data / investments

Key financial data Breakdown of net investments fixed assets

(consolidated)

CHF m. CHF m.
1 400 1 400
1 300 1 200
1 200 1 000
1 100 800
1 000 600
900 400
800 200
700 0
600 – 200
500 – 400
400 – 600
300 – 800
200 2000 2001 2002 2003 2004
100
Gross investments fixed assets
0
Disposal of fixed assets
– 100
Net investments fixed assets
–200
2000 2001 2002 2003 2004

Net investments
Operating cash flow (EBITDA)
Cash flow from operating activities
Operating profit (EBIT)
Profit for the financial year

CHF m. 2000 2001 2002 2003 2004

Suisse Romande Region 246 203 146 130

Bern Region 85 162 123 135
Nordwestschweiz Region 269 519 384 344
Zentralschweiz-Zürich Region 141 175 113 274
Ostschweiz-Ticino Region 116 177 172 116
Gross investments fixed assets 915 856 1 236 938 998
Disposal of fixed assets – 263 – 167 – 360 – 327 – 559
Net investments fixed assets 652 689 876 611 439
Net investments in participating interests/financial investments – 39 69 – 207 247 – 8
Net investments 613 758 669 858 431
Operating cash flow (EBITDA) 1 085 1 066 1 151 1 177 1 171
Operating profit (EBIT) 570 521 563 531 491
Profit for the financial year – 198 302 331 341 320
Cash flow from operating activities 781 832 1 255 864 481

The Coop Group in figures 83

Employees
2004 2003 Change %

SRE Suisse Romande 4 052 4 363 – 312 – 7.1

SRE Bern 3 211 3 494 – 283 – 8.1
SRE Nordwestschweiz 4 065 4 312 – 247 – 5.7
SRE Zentralschweiz-Zürich 4 534 4 715 – 181 – 3.8
SRE Ostschweiz-Ticino 4 318 4 611 – 293 – 6.4
Corporate Services Retail 1) 76 166 – 90 – 54.3
Retail 20 256 21 661 – 1 406 – 6.5
Department stores 1) 3 661 4 033 – 372 – 9.2
Building & hobby centres 1 305 1 264 + 42 + 3.3
Toptip 562 544 + 18 + 3.3
Lumimart 78 84 – 6 – 7.1
Import Parfumerie 411 428 – 18 – 4.1
Corporate Services Trading 39 35 + 5 + 14.2
Trading 6 056 6 387 – 331 – 5.2
Interdiscount 1 649 1 582 + 68 + 4.3
Logistics 4 997 5 066 – 69 – 1.4
Manufacturing 631 678 – 47 – 7.0
Other corporate services/Property Business Unit 1) 1 894 1 664 + 230 + 13.8
Coop parent company 35 482 37 038 – 1 556 – 4.2
Coop Mineraloel AG 53 51 + 1 + 2.8
Coop Vitality AG 74 47 + 27 + 58.8
Bell-Gruppe 3 394 3 693 – 299 – 8.1
Other companies 290 420 – 130 – 31.0
Full-time employees (incl. trainees) 39 292 41 249 – 1 957 – 4.7

SRE Suisse Romande 5 193 5 647 – 454 – 8.0

SRE Bern 4 297 4 702 – 405 – 8.6
SRE Nordwestschweiz 4 940 5 324 – 384 – 7.2
SRE Zentralschweiz-Zürich 6 061 6 269 – 208 – 3.3
SRE Ostschweiz-Ticino 5 473 5 824 – 351 – 6.0
Corporate Services Retail 1) 76 141 – 65 – 46.1
Retail 26 040 27 907 – 1 867 – 6.7
Department stores 1) 4 142 4 884 – 742 – 15.2
Building & hobby centres 1 587 1 526 + 61 + 4.0
Toptip 681 665 + 16 + 2.4
Lumimart 114 119 – 5 – 4.2
Import Parfumerie 513 552 – 39 – 7.1
Corporate Services Trading 40 45 – 5 – 11.1
Trading 7 077 7 791 – 714 – 9.2
Interdiscount 1 759 1 692 + 67 + 4.0
Logistics 5 354 5 636 – 282 – 5.0
Manufacturing 701 778 – 77 – 9.9
Other corporate services/Property Business Unit 1) 2 183 1 966 + 217 + 11.0
Coop parent company 43 114 45 770 – 2 656 – 5.8
Coop Mineraloel AG 54 52 + 2 + 3.8
Coop Vitality AG 124 85 + 39 + 45.9
Bell-Gruppe 3 540 3 941 – 401 – 10.2
Other companies 326 558 – 232 – 41.6
Employees (incl. trainees) 47 158 50 406 – 3 248 – 6.4
The decline in headcount in relation to the decline in full-time employees was due mainly to reclassification/restatement of deactivated auxiliary, part-time and full-time employ-
ment contracts.

84 The Coop Group in figures

 2004 2003 Change %

SRE Suisse Romande 163 173 – 10 – 5.8

SRE Bern 140 151 – 11 – 7.3
SRE Nordwestschweiz 225 235 – 10 – 4.3
SRE Zentralschweiz-Zürich 292 294 – 2 – 0.7
SRE Ostschweiz-Ticino 257 296 – 39 – 13.2
Corporate Services Retail 1) 0 2 – 2 – 100.0
Retail 1 077 1 151 – 74 – 6.4
Department stores 1) 166 196 – 30 – 15.3
Building & hobby centres 72 75 – 3 – 4.0
Toptip 14 12 + 2 + 16.7
Lumimart 0 0 + 0 + 0.0
Import Parfumerie 48 48 + 0 + 0.0
Corporate Services Trading 0 0 + 0 + 0.0
Trading 300 331 – 31 – 9.4
Interdiscount 300 296 + 4 + 1.4
Logistics 96 95 + 1 + 1.1
Manufacturing 14 14 + 0 + 0.0
Other corporate services/Property Business Unit 1) 69 63 + 6 + 9.5
Coop parent company 1 856 1 950 – 94 – 4.8
Coop Mineraloel AG 2 1 + 1 + 100.0
Coop Vitality AG 17 12 + 5 + 41.7
Bell-Gruppe 51 79 – 28 – 35.4
Other companies 6 13 – 7 – 53.8
Trainees (full-time) 1 932 2 055 – 123 – 6.0
1) Reclassified to the new CCM/Purchasing Business Unit

Although additional traineeships were created, it was not possible to fill them with suitable candidates.

Gender Type of employment

39% 25%
Men Paid hourly
61% 75%
Woman Paid monthly

Nationality Trainees

10%
31% 7% Trades/other
Non-Swiss Commercial
69%
Swiss
83%
Sales

The Coop Group in figures 85

Statement of added value
CHF m. CHF m. Change
2004 2003 %

Gross supplies of merchandise and services 16 539 16 672 – 0.8

Merchandise – 8 867 – 9 100 – 2.6
Other – 3 114 – 3 122 – 0.3
Purchase of goods and services – 11 980 – 12 222 – 2.0
Gross added value 4 558 4 450 + 2.4
Depreciation and provisions – 793 – 605 + 31.0
Net added value 3 766 3 845 – 2.1

Wages and salaries – 2 137 – 2 223 – 3.9

Social security contributions – 367 – 378 – 2.9
Other personnel costs – 68 – 67 + 1.8
Personnel discounts, incl. personnel superpoints – 45 – 44 + 1.3
Personnel – 2 618 – 2 713 – 3.5

Taxes – 83 – 84 – 1.7
Operations-related taxes, charges and fees – 33 – 30 + 12.7
Customs duties – 504 – 451 + 11.7
Value-added tax – 85 – 95 – 10.5
Public sector – 705 – 660 + 6.8

Investors – 123 – 132 – 6.8

Creation of (–)/withdrawal (+) from reserves – 320 – 341 – 6.2

Distribution of added value – 3 766 – 3 845 – 2.1

Distribution 2004

3.4% 8.6%
Investors Creation of reserves

18.7%
Public sector

69.3%
Personnel

86 The Coop Group in figures

Development of the Coop Group
2000 2001 2002 2003 2004

Key financial data consolidated (CHF m.)

Retail turnover 12 154 12 453 13 536 14 396 13 983
Cash turnover/direct sales 12 966 13 223 14 361 15 222 14 866
Gross supplies of merchandise and sevices 16 672 16 539

Net sales 12 337 12 759 13 721 14 434 14 127

Operating cash flow (EBITDA) 1 085 1 066 1 151 1 177 1 171
Operating profit (EBIT) 570 521 563 531 491
Financial results – 171 – 191 – 166 – 98 – 103
Profit/loss for the financial year – 198 302 331 341 320

Interest-bearing liabilities 5 058 4 998 4 464 4 448 4 360

Net financial debt 4 595 4 503 4 019 4 115 4 049
Equity incl. minority interests 2 993 3 223 3 625 3 930 4 264
Equity ratio in % 28,6 29,9 32,7 34,5 37,8
Total assets 10 459 10 794 11 095 11 385 11 290

Cash flow before changes in net current assets 783 778 971 849 905
Cash flow from operating activities 781 832 1 255 864 457
Cash flow from investment activities – 613 – 758 – 669 – 858 – 434
Cash flow from financial activities – 112 – 43 – 636 – 119 – 43

Personnel
Employees (on 31 December) 45 103 46 197 49 247 50 406 47 158
Full-time employees 36 128 37 417 40 528 41 249 39 292

Member households (on 31 December) 2 033 545 2 082 387 2 149 863 2 250 740 2 323 602

Market shares (%)

Basis: market volume acc. to BAK
Food 19.9 20.7 21.5 22.2 21.6
Nonfood 8.6 9.0 10.0 10.8 10.0
Coop Group 13.9 14.5 15.6 16.4 15.7

Sales outlets
Sales outlets (on 31 December) 1 610 1 597 1 487 1 513 1 433
Sales area (m2) (on 31 December) 1 133 931 1 188 157 1 354 405 1 458 149 1 455 584
Cash turnover (CHF m.) 11 800 12 070 13 187 14 032 13 649

The Coop Group in figures 87

Key environmental figures
Survey period for energy data collection July to June, calendar year for other data
Year-back energy-related figures excl. Waro and EPA, therefore not directly comparable

2004 2003 %

Coop flagship labels

Sales of Coop Naturaplan (1000 CHF) 1) 1 112 763 1 043 000 + 6.7
Sales of Coop Naturaline (1000 CHF) 43 197 39 199 + 10.2
Sales of Coop Oecoplan (1000 CHF) 93 921 80 972 + 16.0
Sales of Max Havelaar (1000 CHF) 111 391 72 172 + 54.3
Sales (1000 CHF) 1) 1 361 272 1 235 343 + 10.2

Electricity
Consumption sales outlets (MWh) 2) 562 814 445 577 + 26.3
Consumption distribution centres (MWh) 96 565 94 604 + 2.1
Consumption production plants (MWh) 3) 40 645 40 737 – 0.2
Consumption central administration (MWh) 4) 7 346 5 151 + 42.6
Consumption (MWh) 707 372 586 069 + 20.7

Consumption sales outlets per m2 of sales area (kWh) 458 431 + 6.4
Consumption sales outlets per 1000 CHF of turnover (kWh) 46 39 + 18.4
Consumption production plants per 1000 CHF of turnover (kWh) 77 78 – 0.7

Heating
Consumption sales outlets (MWh) 172 934 169 208 + 2.2
Consumption distribution centres (MWh) 108 776 108 762 + 0.0
Consumption production plants (MWh) 32 712 31 750 + 3.0
Consumption central administration (MWh) 4 167 4 282 – 2.7
Consumption (MWh) 318 590 314 002 + 1.5

Consumption sales outlets per m2 of sales area (kWh) 141 164 – 14.0
Consumption sales outlets per 1000 CHF of turnover (kWh) 14 15 – 4.2
Consumption production plants per 1000 CHF of turnover (kWh) 62 61 + 2.6

Total energy consumption,

GWh CHF m.
1 200 14 Energy consumption per m2 of
1 100 sales area
1 000 12
900
10
800 kWh
700 8 700
600 600
500 6 500
400 400
4
300 300
200 200
2
100 100
0 0 0
2000 2001 2002 2003 2004 2000 2001 2002 2003 2004
Heating Electricity Turnover Heating Electricity

88 The Coop Group in figures

 2004 2003 %

Energy (electricity + heating)

Consumption sales outlets (MWh) 735 749 614 785 + 19.7
Consumption distribution centres (MWh) 205 341 203 366 + 1.0
Consumption production plants (MWh) 73 385 72 487 + 1.2
Consumption central administration (MWh) 11 514 9 433 + 22.1
Consumption (MWh) 1 025 961 900 071 + 14.0

Consumption sales outlets per m2 of sales area (kWh) 599 595 + 0.7
Consumption sales outlets per 1000 CHF of turnover (kWh) 60 53 + 12.2
Consumption production plants per 1000 CHF of turnover (kWh) 140 139 + 0.8

CO2 emissions
Emissions (t) sales outlets 38 754 39 510 – 1.9
Emissions (t) distribution centres 18 124 17 931 + 1.1
Emissions (t) production plants 5 900 5 805 + 1.6
Emissions (t) central administration 560 576 – 2.8
Emissions (t) 63 338 63 822 – 0.8

Water
Consumption distribution centres (m3) 419 154 481 195 – 12.9
Consumption production plants (m3) 149 507 167 424 – 10.7
Consumption central administration (m3) 13 827 14 948 – 7.5
Consumption (m3) 582 488 663 567 – 12.2

Diesel consumption by goods vehicles per 100 km (in litres) 32 33 – 0.9

Percentage of waste recycled

Distribution centres incl. consignments from sales outlets 57 59 – 3.8
Other distribution centres 72 66 + 8.5
Production plants 78 76 + 3.3
Central administration 36 30 + 19.8
1) Sales of Naturaplan meat are now calculated on the basis of sales to customers rather than by consignments. Year-back figures have been correspondingly adjusted.
2) Supermarkets, department stores, building and hobby centres
3) Banana ripening plant, Chocolats Halba, CWK, Nutrex, Panofina, Pasta Gala, Reismühle Brunnen, SCS, Swissmill
4) Locations in Basel

Specific diesel consumption by Percentage of waste recycled, overall

goods vehicles

l/100 km
33 in %
32 70
31 60
30 50
29 40
28 30
27 20
26 10
25 0
2000 2001 2002 2003 2004 2000 2001 2002 2003 2004

The Coop Group in figures 89

90 Consolidated annual accounts of the Coop Group
 Consolidated
annual accounts
of the Coop Group

92 Consolidated profit and loss account

93 Consolidated balance sheet
94 Consolidated cash flow statement
96 Notes to the consolidated annual accounts
96 Consolidation principles
96 Valuation principles for selected items
97 Changes in the consolidated Coop companies
98 Notes to the consolidated profit and loss account
100 Notes to the consolidated balance sheet
105 Notes to the consolidated cash flow statement
106 Additional notes to the consolidated annual accounts
108 Consolidated Coop companies
109 Report of the Group Auditors

All values rounded up/down individually

Consolidated annual accounts of the Coop Group 91

Consolidated profit and loss account
Notes CHF m. Share CHF m. Share
2004 % 2003 %

Gross supplies of merchandise and services 1) 16 539 16 672

Sales deductions 1) 1 – 2 412 – 2 238
Net sales 2 14 127 100.0 14 434 100.0
Merchandise expense – 9 371 – 9 551
Gross income 4 756 33.7 4 883 33.8

Other operating income 3 625 603

Personnel costs 4 – 2 573 – 2 668
Advertising costs – 365 – 355
Other operating expenses 5 – 1 273 – 1 285
Operating cash flow (EBITDA) 1 171 8.3 1177 8.2

Depreciation 6 – 679 – 646

Operating profit (EBIT) 491 3.5 531 3.7

Financial income/expense 7 – 103 – 98

Non-operating income from property transactions 8 13 23
Other non-operating result 9 74 6
Pre-tax profit/loss 474 3.4 462 3.2

Taxes 10 – 124 – 108

Profit/loss after taxes 351 2.5 353 2.4

Minority interests in profit/loss – 31 – 12

Profit/loss for the financial year 320 2.3 341 2.4

1) Adjusted in accordance with note 1. Year-back figures have been correspondingly adjusted. From “Net sales” on, year-back figures remain unchanged.

92 Consolidated annual accounts of the Coop Group

Consolidated balance sheet
On 31 December
Notes CHF m. Share CHF m. Share
2004 % 2003 %

Liquidity 11 311 332

Trade debtors 12 277 355
Other debtors 13 399 210
Stocks 14 1 573 1 526
Current assets 2 560 22.7 2 424 21.3

Intangible fixed assets 15 281 323

Financial assets 16 206 257
Furniture, vehicles, machinery 17 1 309 1 247
Immovable property 18 6 935 7 134
Fixed assets 8 731 77.3 8 961 78.7

Assets 11 290 100.0 11 385 100.0

Trade creditors 19 993 1 088

Other liabilities 20 1 039 1 119
Short-term liabilities 2 031 18.0 2 207 19.4
Long-term liabilities 21 3 153 2 850
Liabilities secured by lien 22 888 1 371
Provisions 23 954 1 027
Long-term liabilities 4 995 44.2 5 248 46.1
Liabilities 24 7 027 62.2 7 455 65.5

Participation certificate capital

Reserves 1 344 1 162
Revenue reserves 2 376 2 219
Profit/loss for the financial year 320 341
Unappropriated profit/accumulated loss 2 696 2 560
Equity excl. minority interests 4 041 35.8 3 722 32.7
Minorities 223 2.0 208 1.8
Equity incl. minority interests 25 4 264 37.8 3 930 34.5

Liabilities and equity 11 290 100.0 11 385 100.0

Consolidated annual accounts of the Coop Group 93

Consolidated cash flow statement
Source/application of liquidity
Notes CHF m. CHF m.
2004 2003

Profit/loss for the financial year 320 341

Writedown of financial investments 1
Depreciation of intangible assets 63 61
Depreciation of furniture, vehicles and machinery 327 357
Depreciation of immovable property 426 290
Depreciation of non-operational plant 7 7
Depreciation 825 715
Profit (–)/loss on sale of fixed assets – 210 – 98
Results not impacting on liquidity – 1
Income (–)/expense on valuation of equity stakes – 3
Increase/decrease in provisions – 29 – 106
Cash flow before changes in net current assets 905 849

Increase/decrease (–) in current assets – 157 24

Increase/decrease in interest-free liabilities – 267 – 9
Cash flow from operating activities 481 864

Investments in intangible assets – 19 – 26

Disposals of intangible assets 0
Reclassifications of intangible assets 0
Intangible assets – 19 – 26
Investments in furniture, vehicles and machinery – 406 – 336
Disposals of furniture, vehicles and machinery 15 12
Furniture, vehicles and machinery – 390 – 324
Investments in immovable property – 570 – 572
Immovable property, own work capitalized – 3 – 4
Disposals of immovable property 544 315
Immovable property – 29 – 261
Investment in participating interests – 4 – 343
Disposal of participating interests 2
Participating interests – 2 – 343
Financial investments – 19 – 24
Disposal of financial investments 29 120
Reclassifications of financial investments
Total financial investments 10 96
Cash flow from investment activities 26 – 431 – 858

Increase/decrease in interest-bearing liabilities – 85 – 118

Increase/decrease in minority interests 15 – 1
Impact of changes in foreign exchange rates 0 0
First application of ARR 24 – 2 0
Cash flow from financial transactions – 71 – 119

Cash flow/cash drain (–) – 21 – 113

Liquidity at beginning of year 332 445

Cash flow/cash drain (–) – 21 – 113
Liquidity at end of year 311 332

94 Consolidated annual accounts of the Coop Group

Free cash flow

CHF m.
1 400
1 300
1 200
1 100
1 000
900
800
700
600
500
400
300
200
100
0
– 100
– 200
– 300
– 400
2000 2001 2002 2003 2004

Cash flow from operating activities

Investment/disposals (excluding financial investments)
Free cash flow

Change in net financial debt

CHF m.
500
400
300
200
100
0
– 100
– 200
– 300
– 400
– 500
– 600
2000 2001 2002 2003 2004

Net financial debt:

Interest-bearing liabilities less liquidity

Consolidated annual accounts of the Coop Group 95

Notes to the Other investments
All other investments, i. e. those in which a share of less
consolidated annual accounts
than 20% is held, are stated at cost less necessary valua-
tion adjustments, and are posted under financial assets
or securities.
Consolidation principles
Scope of consolidation
Principles The consolidated Coop companies are listed on page 108.
The consolidated accounts of the Coop Group are in con-
formity with the Swiss GAAP ARR. On this basis, internal
classification, valuation and reporting principles have Valuation principles for selected items
been defined and applied uniformly. The consolidated
accounts are based on the internal, audited results of Liquidity
individual operations with a cut-off date of 31 December Liquidity comprises cash, postal account and bank account
and constitute a true representation of the Group’s balances. Securities and bonds are marketable instruments
assets, finances and income. that can be easily realized. They are carried in the balance
sheet at the “lower of cost or market value”.
Fully consolidated companies
The Coop Group comprises the Coop cooperative society Trade debtors and other debtors
and its subsidiaries, plus all companies in Switzerland and Accounts receivable are posted at their net recoverable
abroad that it controls either directly or indirectly (with a value. A general allowance of 1% is made for bad and
Coop Group holding of at least 50% of voting rights). All doubtful debts after adjustment of individual items.
assets, liabilities, expenses and earnings are fully con-
solidated. Any third-party interests in fully consolidated Stocks
companies are stated separately as minority interests. Stocks are stated at cost, which corresponds to the net
Newly acquired companies are consolidated from the day purchase price plus auxiliary costs. Where the computed
of acquisition, and companies sold are excluded from the price of merchandise on the balance sheet date is below
scope of consolidation from the date of sale. Only the the cost price, the “lower of cost or market” principle is
Group portion of any surplus value in net assets acquired applied. Individual value adjustments are made for mate-
is capitalized. rials no longer serviceable.
All intragroup relations and transactions are eliminated.
Capital is now consolidated according to the purchase Intangible fixed assets
method used in the English-speaking world, whereby a Goodwill arising from the acquisition of investments is
company’s equity at the time of acquisition or establish- generally capitalized and depreciated over 5– 8 years on
ment is offset against the carrying amount of the partici- a straight-line basis. Goodwill from acquisitions prior to
pation in the parent. Various investigations have indicated 1 January 1993 was directly offset against accumulated
that interim profits may be regarded as insignificant. profits. Other intangible assets are stated at their acquisi-
tion value and depreciated over 3–8 years on a straight-
Equity method line basis. This group includes brand-name rights, which
As a rule, interests in companies in which the Coop Group are subjected to a precise valuation every year.
holds 20–50% of voting rights are included in the
accounts – where economically significant – in proportion Financial assets
to the percentage of equity held and are valued in propor- Financial assets are carried in the balance sheet at cost,
tion to the relevant share of their annual net earnings. taking into account any necessary writedowns.

96 Consolidated annual accounts of the Coop Group

Tangible fixed assets Changes in the consolidated Coop companies
Tangible fixed assets are stated at cost less necessary
depreciation, which is applied on a straight-line basis over In the 2004 business year, the following changes occurred
the expected useful life of the assets. Useful life is as fol- in the scope of consolidation at Coop compared with the
lows: previous year:
Shop fittings 8 years The retail companies Coop Einzelhandels AG, Toptip AG,
Furnishings 5 – 10 years EPA AG and Waro AG as well as the manufacturing com-
Machinery and plant 10 – 15 years panies Argo AG, Chocolats Halba AG, CWK AG, Nutrex AG,
Vehicles 3 – 10 years Pasta Gala SA, Reismühle Brunnen AG and Steinfels
Temporary buildings 3 – 20 years Cleaning Systems AG were merged with Coop Immobilien
Immovable property 50 – 100 years AG, effective 1 January 2004. The operational parts were
Fixed assets financed by leasing agreements are capital- transferred to Coop.
ized in the same way as other assets and depreciated on a Toptip AG was renamed TT Immobilien AG, while Pasta
straight-line basis in accordance with the above table. The Gala SA was renamed PG Immobilien SA.
corresponding cash values (excluding interest) are posted BGM Immobilien AG, Brand Immobilien AG and Wehrli & Co.
to long-term liabilities under “leasing commitments”. AG were all merged with Coop Immobilien AG.
The market values of Coop’s real estate are determined CAG Verwaltungs AG was taken over with effect from 1 July
internally. Taken as a whole, the market values of these 2004.
properties are well above their book values, which means On 31 December 2004, the company Andréfleurs Assens SA
that on the basis of going concern values there are sub- was sold.
stantial reserves left over.

Debt
Short-term debt includes all deferrals and debt due within
one year. Long-term debt comprises obligations with a
maturity of more than one year. Liabilities are carried in
the balance sheet at face value. Provisions are measured
in accordance with commercial criteria.

Taxes
All taxes on income which are due on taxable profits in the
business year are charged to the profit and loss account,
regardless of the time at which they are due. In addition,
taxes also result (deferred taxes) from differences in the
timing of recording individual earnings and expenses in
the consolidated accounts and in the accounts of the indi-
vidual operations drawn up for tax purposes. The deferred
taxes resulting from these differences are calculated at
an average tax rate based on local tax rates and tax loss
carry-forwards.

Definition of gross supplies of merchandise

and services
Gross supplies of merchandise and services comprise the
value of all goods delivered to the sales outlets and the
proceeds of direct sales and sales to third parties. This
value has been reduced by the figure for sales deductions.
The year-back figures have been adjusted for purposes of
comparison. The percentage positions of the consolidated
profit and loss account are – as before – based on net sales.

Consolidated annual accounts of the Coop Group 97

Notes to the consolidated profit and loss account
CHF m. CHF m.
2004 2003

Special offers and discounts – 1 425 – 1 219

Personnel discounts, incl. personnel superpoints – 45 – 44
Value-added tax – 627 – 641
Superpoints – 112 – 126
Merchandise depreciation/inventory differences – 204 – 209
1 Sales deductions – 2 412 – 2 238
Gross supplies of merchandise and services comprise the value of all goods delivered to the sales outlets and the
proceeds of direct sales and sales to third parties. This value has been reduced by the figure for sales deductions.
Direct price-cutting measures are not included in sales deductions.

Net sales food 9 144 9 248

Net sales nonfood 4 982 5 186
2 Net sales 14 127 14 434

Suisse Romande Region 2 734 2 765

Bern Region 1 910 1 965
Nordwestschweiz Region 2 717 2 858
Zentralschweiz-Zürich Region 2 933 3 002
Ostschweiz-Ticino Region 2 568 2 634
Headquarters/Production 1 264 1 211
2 Net sales 14 127 14 434

Other operating income 518 512

Operating rent income 101 92
Own work capitalized 3 4
Change in stocks of semi-manufactured and finished goods 4 – 4
3 Other operating income 625 603
“Other operating income” also includes revenues from the Toto (football pools), Lotto (lottery), car parks, advertising,
dry cleaning facilities, film-processing laboratories and various agency commissions.

Wages and salaries – 2 137 – 2 223

Social security contributions – 367 – 378
Social security contributions as % 17.2 17,0
Other personnel costs – 68 – 67
4 Personnel costs – 2 573 – 2 668

Rent – 344 – 343

Office and administrative costs 1) – 142 – 155
Insurance premiums (nonlife) and charges – 56 – 56
Maintenance and replacement costs – 231 – 224
Energy and supplies – 231 – 232
Miscellaneous expenses 1) – 270 – 276
5 Other operating expenses – 1 273 – 1 285
1) Reclassification of year-back amounts totalling CHF 11 million.

98 Consolidated annual accounts of the Coop Group

 CHF m. CHF m.
2004 2003

Goodwill – 40 – 20
Other investments in intangible assets – 23 – 25
Furniture, vehicles and machinery – 324 – 334
Immovable property – 292 – 266
6 Depreciation – 679 – 646
Cf. details in 8 “Non-operating income from property transactions” and 9 “Other non-operating result”

Interest income and dividends 17 31

Investment income from equity-consolidated companies 3 3
Financial income 19 34
Interest expense – 114 – 127
Unrealized losses on equities – 1 – 1
Other financial expenses – 8 – 3
Financial expenses – 123 – 132
7 Financial income/expense – 103 – 98

Rental income 26 38
Non-operating depreciation – 7 – 7
Other non-operating expenses – 5 – 8
8 Non-operating income from property transactions 13 23

Income from disposal of fixed assets 210 98

Release of provisions no longer required 23 41
Release of restructuring and integration provisions 0 28
Non review period-related and other non-operating income 159 190
Other non-operating income 392 357
Non-operating depreciations resulting from impairment of intangible assets – 0 – 16
Non-operating depreciations resulting from impairment of financial investments
Non-operating depreciations resulting from impairment of fixed assets – 138 – 47
Creation of restructuring and integration provisions – 5 – 125
Creation of provisions – 80 – 70
Non review period-related and other non-operating expense – 95 – 93
Other non-operating expense – 318 – 351
9 Other non-operating result 74 6

Taxes on capital, earnings and property gains – 72 – 79

Property transfer tax – 10 – 5
Deferred taxes – 41 – 24
10 Taxes – 124 – 108

Consolidated annual accounts of the Coop Group 99

Notes to the consolidated balance sheet
CHF m. CHF m.
2004 2003

Cash at banks and in hand 251 263

Term deposits at banks 19 23
Securities 41 45
11 Liquidity 311 332

Trade debtors 277 355

Sums due from partly consolidated companies 0 0
12 Trade debtors 277 355

Other debtors 248 52

Prepaid expenses and deferred charges 151 159
13 Other debtors 399 210

Merchandise 1 347 1 287

Semi-manufactured and finished goods (production) 122 129
Raw material 92 92
Auxiliary and packaging materials 12 18
14 Stocks 1 573 1 526

Patents/ Organiza-
Goodwill licences/ tional costs Software
brands

Net book value on 1.1. 258 2 27 36 323 154

Acquisition value on 1.1. 323 3 95 57 478 550

Changes to scope of consolidation – 0 – 0 0 0 0
Investments – 0 1 19 19 225
Disposals – 1 – 0 – 2 – 3 – 6
Impact of changes in foreign exchange rates – 0 – 0 – 0 – 0 0
Reclassifications – 1 19 – 20 4 3 – 291
Acquisition value on 31.12. 320 22 76 78 497 478

Accumulated depreciation on 1.1. – 66 – 1 – 68 – 20 – 155 – 397

Changes to the scope of consolidation 0 – 0 – 0 – 0 – 0
Depreciation – 39 – 0 – 9 – 14 – 63 – 45
Non-operating depreciation – 16
Accumulated depreciation on disposals 1 0 1 3 6
Impact of changes in foreign exchange rates 0 0 0 0 – 0
Reclassifications 1 – 9 10 – 3 – 1 297
Accumulated depreciation on 31.12. – 103 – 11 – 67 –36 – 216 – 155

15 Intangible assets on 31.12. 218 11 9 42 281 323

No R & D costs were capitalized.

100 Consolidated annual accounts of the Coop Group

 Financial assets Other financial Participations CHF m. CHF m.
held at banks assets (Equity method) 2004 2003

Net book value on 1.1. 64 180 12 257 344

Addition 19 6 25 33
Disposal – 48 – 26 – 74 – 120
Value adjustment – 1 – 1
Reclassifications 0 – 2 – 2
16 Financial assets on 31.12. 17 171 18 206 257

Furniture/ Vehicles IT Machinery/

tools plant

Net book value on 1.1. 763 68 128 288 1 247 1 276

Acquisition value on 1.1. 1 912 174 502 806 3 394 3 159

Changes to scope of consolidation – 1 – 0 – 1 – 1 – 2 61
Investments 219 18 35 134 406 336
Disposals – 347 – 37 – 141 – 65 – 589 – 133
Impact of changes in foreign exchange rates – 0 – 0 – 0 – 0 – 0 1
Reclassifications 42 – 0 3 – 55 – 10 – 29
Acquisition value on 31.12. 1 826 155 397 820 3 198 3 394

Accumulated depreciation on 1.1. – 1 150 – 106 – 374 – 518 – 2 147 – 1 883

Changes to the scope of consolidation 1 0 1 1 2 – 33
Depreciation – 187 – 17 – 62 – 58 – 324 – 334
Non-operating depreciation – 2 – 1 – 3 – 23
Accumulated depreciation on disposals 337 35 140 63 574 122
Impact of changes in foreign exchange rates 0 0 0 0 0 – 0
Reclassifications 7 0 3 – 2 9 5
Accumulated depreciation on 31.12. – 994 – 87 – 292 – 516 – 1 889 – 2 147

17 Furniture, vehicles, machinery on 31.12. 832 67 106 304 1 309 1 247

“Reclassifications” refers to transfers of down payments to another investment class.

Consolidated annual accounts of the Coop Group 101

 Vacant plots Installa- Buildings Properties CHF m. CHF m.
of land tions not used 2004 2003
for operational
purposes

Net book value on 1.1. 58 1 124 5 855 96 7 134 6 878

Acquisition value on 1.1. 63 1 893 7 834 141 9 930 9 438

Changes to scope of consolidation 0 – 6 – 6 258
Investments – 0 240 333 573 576
Disposals – 8 – 127 – 434 – 37 – 607 – 359
Impact of changes in foreign exchange rates – 0 – 0 – 0 – 0 2
Reclassifications 3 85 – 69 – 32 – 13 15
Acquisition value on 31.12. 58 2 091 7 658 71 9 878 9 930

Accumulated depreciation on 1.1. – 4 – 768 – 1 979 – 45 – 2 796 – 2 561

Changes to the scope of consolidation – 0 2 2 – 82
Depreciation – 1 – 121 – 176 – 1 – 299 – 273
Non-operating depreciation – 1 – 133 – 134 – 24
Accumulated depreciation on disposals 4 112 141 15 272 140
Impact of changes in foreign exchange rates 0 0 0 0 0 – 1
Reclassifications – 1 7 – 4 11 13 4
Accumulated depreciation on 31.12. – 2 – 772 – 2 149 – 20 – 2 943 – 2 796

18 Immovable property on 31.12. 55 1 319 5 509 52 6 935 7 134

“Reclassifications” refers to transfers of down payments to another investment class.

Buildings under construction (in “Buildings”)

Net book value on 1.1. 164 275

Acquisition value on 1.1. 169 279

Changes to scope of consolidation 2
Investments 204 131
Disposals – 3 – 62
Reclassifications – 130 – 183
Acquisition value on 31.12. 239 169

Accumulated depreciation on 1.1. – 4 – 4

Changes to the scope of consolidation
Depreciation
Non-operating depreciation – 2
Accumulated depreciation on disposals 2 2
Reclassifications 0
Accumulated depreciation on 31.12. – 3 – 4

Buildings under construction at 31.12. 236 164

Book value of assets pledged to secure own commitments 2 101 3 027

Secured liabilities 888 1 356

102 Consolidated annual accounts of the Coop Group

 CHF m. CHF m.
2004 2003

Trade creditors 992 1 087

Sums owed to partly consolidated companies 0 1
19 Trade creditors 993 1 088

Other short-term liabilities, non-interest-bearing 259 382

Other short-term liabilities, interest-bearing 319 227
Deferred income 461 510
20 Other liabilities 1 039 1 119

Deposit and investment accounts 844 813

Medium-term notes 168 169
Bonds Bell Holding AG 1998 – 2005 4% 70
Coop 1998 – 2005 3 1/2 % 250
Coop 1996 – 2006 4 1/2 % 100
Coop 1997 – 2007 3 3/4 % 200
Coop 1999 – 2009 4% 250
Coop 2003 – 2008 2 3/4 % 325
Coop 2004 – 2011 2 3/4 % 250 1 445 1 195
Bank loans 536 538
Other loans 161 134
Commitments towards pension funds 0 1
21 Long-term liabilities 3 153 2 850
See also details of available bank credit lines on page 82.

Mortgages 888 1 356

Building loans 14
22 Liabilities secured by liens 888 1 371

Pension Restruc- Deferred Other

Fund turings taxes provisions

Provisions on 1.1. 26 66 485 450 1 027 1 178

Changes to scope of consolidation 0 0 37
Creation of provisions 3 5 43 100 151 211
Use of provisions – 1 – 31 – 168 – 200 – 116
Release of provisions no longer required – 0 – 0 – 2 – 23 – 26 – 282
Reclassifications – 0 0 0 – 0
Impact of changes in foreign exchange rates – 0 – 0 – 0 0
23 Provisions on 31.12. 29 41 526 359 954 1 027
Deferred taxes have been calculated on the basis of an average tax rate of 25% on untaxed reserves. Statement as per ARR 23.
Year-back figures have been correspondingly adjusted.

Consolidated annual accounts of the Coop Group 103

 CHF m. CHF m.
2004 2003

CoopForte 134
Bank Coop 42 50
Supercard 219 206
Value-added tax 40
Sundry items 58 61
Other provisions 359 450

Short-term interest-bearing liabilities 319 227

Long-term interest-bearing liabilities 4 041 4 221
Interest-bearing liabilities 4 360 4 448
Non-interest-bearing liabilities 2 667 3 007
24 Liabilities 7 027 7 455

Interest-bearing liabilities 4 360 4 448

Liquidity – 311 – 332
Net financial debt 4 049 4 115

Published Revenue Profit for Equity Minorities Equity

reserves reserves the finan- excl. minority incl. minority
cial year interests interests

Equity on 1.1. 1 162 2 219 341 3 722 208 3 930

Appropriation of profit/dividend 182 159 – 341 – 15 – 15
Changes to scope of consolidation
First application of ARR 24 – 2 – 2 – 2
Profit for the financial year 320 320 31 351
25 Equity on 31.12. 1 344 2 376 320 4 041 223 4 264

104 Consolidated annual accounts of the Coop Group

Notes to the consolidated cash flow statement
CHF m. CHF m.
2004 2003

Investment in intangible assets – 19 – 26

Investment in furniture, vehicles, machinery – 406 – 336
Investment in immovable property – 570 – 572
Reclassifications
Own work – 3 – 4
Investments – 998 – 938
Disposal of intangible assets 0
Disposal of furniture, vehicles, machinery 15 12
Disposal of immovable property 544 315
Disposals 559 327
Net investment in fixed assets – 439 – 611
Investment in participating interests – 4 – 343
Financial investments – 19 – 24
Investment in participating interests/financial investments – 23 – 367
Disposal of participating interests 2
Disposal of financial investments 29 120
Disposal of participating interests/financial investments 31 120
Reclassifications
26 Cash flow from investment activities – 431 – 858

Investment in intangible assets – 19 – 26

Investment in furniture, vehicles, machinery – 406 – 336
Investment in immovable property – 570 – 572
Investment in participating interests – 4 – 343
Financial investments – 19 – 24
Own work – 3 – 4
Investments – 1 022 – 1305
Disposal of intangible assets 0
Disposal of furniture, vehicles, machinery 15 12
Disposal of immovable property 544 315
Disposal of participating interests 2
Disposal of financial investments 29 120
Disposals 590 447
26 Cash flow from investment activities – 431 – 858

Consolidated annual accounts of the Coop Group 105

Additional notes to the consolidated annual accounts
CHF m. CHF m.
2004 2003

Guarantees in favour of third parties 120 173

Commitments towards pension funds 314 476
of which secured by lien 313 475
The Coop Group assumes the costs of the occupational pension provision for all employees
and their survivors as stipulated under law.
All pension schemes of the Coop Group companies are defined-contribution plans.
Statutory employee contributions 70 66
Statutory employer contributions 154 153
Employer contribution reserve 89 71
Insured value of movable property 13 905 13 769

Commitments from long-term rental and right-to-build agreements broken down by term
2004 272
2005 331 255
2006 298 202
2007 271 176
2008– 2011 (year-back figures: 2008– 2010) 1 018 536
There are other major commitments from rental and right-to-build agreements extending beyond 2011.

Currency conversion
For the purpose of translating annual accounts
in foreign currencies the following exchange rates were used:
Year-end rates for the balance sheet
EUR 1 1.544 1.558
HKD 1 0.146 0.160
USD 1 1.132 1.240
GBP 1 2.183 2.206
JPY 100 1.104 1.160
Average rates for the year for the profit and loss account
EUR 1 1.544 1.521
HKD 1 0.160 0.173
USD 1 1.243 1.345
GBP 1 2.276 2.197
JPY 100 1.149 1.161

106 Consolidated annual accounts of the Coop Group

Off-balance-sheet business Contract value Replacement value
positive negative
2004 2003 2004 2003 2004 2003
Interest 90 70 2 2
Currencies 109 117 1 1 3
Other derivative financial instruments (commodities, equity securities) 238 282 2 1 1
The values stated contain all derivative financial instruments outstanding on the balance sheet date, valued at market prices.
These are only included in the annual accounts on falling due.

Betty Bossi Verlag AG

On 1.1.2002 Coop acquired 50% of the shares in Betty Bossi Verlag AG. From 1.1.2002 until 31.12.2011 Ringier AG, Zofingen,
holds a put option for the remaining 50% of the shares at a predetermined price.

Events after the balance sheet date

Coop and Rewe agreed in January 2005 to merge their activities in the catering supplies sector. Sales are estimated at
approx. 2.2 billion Swiss francs. The Swiss competition authority approved the transaction on 4 February 2005, while the
office of the European competition authority declared the matter outside its field of competence. The transaction can
therefore be implemented immediately.

Consolidated annual accounts of the Coop Group 107

Consolidated Coop companies
Status on 31 December 2004
Percentage Nominal Capital Basis 1)

held by Group 31.12.2004

CHF m.

Coop Basel
Alcoba Distribution SA F-Strasbourg 50.00 4.7 F
Bell Holding AG Basel 60.54 2.0 F
Bell AG Basel 100.00 F
Bell Finance Limited GB-Jersey 100.00 F
Frigo St. Johann AG Basel 100.00 F
GZM Extraktionswerk Lyss 19.90 –
GWI Geflügel- und Wildimport AG Basel 100.00 F
Maurer Frères SA F-Kingersheim 50.00 F
SBA Schlachtbetrieb Basel AG Basel 48.00 E
Betty Bossi Verlag AG Zürich 50.00 E
BG Buchiacker, Bützberg Thunstetten 100.00 1.5 F
BG Rosengarten Solothurn AG Solothurn 62.00 0.1 F
CAG Verwaltungs AG Basel 100.00 1.0 F
Centre de formation «du Léman» Jongny 100.00 0.0 F
Coop Bildungszentrum Muttenz 100.00 0.4 F
Coein AG in liquidation Jegenstorf 100.00 5.0 F
Coop Immobilien AG Bern 100.00 855.4 F
Complexe de Chêne-Bourg-A SA Chêne-Bourg 100.00 F
Complexe de Chêne-Bourg-C SA Chêne-Bourg 100.00 F
Complexe de Chêne-Bourg-D SA Chêne-Bourg 100.00 F
Coop Mineraloel AG Allschwil 51.00 10.0 F
Coop Switzerland Far East Ltd. HK-Hongkong 100.00 0.0 F
Coop Vitality AG Bern 51.00 5.0 F
EPA AG Zürich 100.00 40.0 F
Eurogroup SA B-Bruxelles 50.00 E
Eurogroup Far East Ltd. HK-Hongkong 33.30 E
Fehr & Engeli AG Ueken 100.00 0.1 F
HiCoPain AG Dagmersellen 40.00 E
Konsumverein Zürich AG Zürich 100.00 35.0 F
Könizer Siedlungs-AG Liebefeld 100.00 1.0 F
Panflor AG Zürich 100.00 0.5 F
PG Immobilien SA Basel 100.00 2.5 F
Toomax-x Handelsgesellschaft m.b.H. A-Klosterneuburg 25.00 E
TT Immobilien AG Oberentfelden 100.00 10.0 F
Waro AG Basel 100.00 0.1 F
1) F = Fully consolidated company E = Consolidated by the equity method

108 Consolidated annual accounts of the Coop Group

Consolidated annual accounts of the Coop Group 109
110 Organs, management and addresses
 Executive bodies,
management and addresses

1 12 Coop executive bodies

1 13 Coop Delegate Assembly
1 13 Coop Board of Directors
1 14 Management structure
1 15 Management
1 17 Addresses of the Coop Group

Executive bodies, management and addresses 111

Coop executive bodies
Status on 1 January 2005

2 323 602 member households

Regional Councils

Suisse Bern Nordwest- Zentralschweiz- Ostschweiz Ticino

Romande schweiz Zürich

Delegate Assembly

Auditors
Board of Directors

Committee of the Board of Directors

Executive Committee

112 Executive bodies, management and addresses

Coop Delegate Assembly
The following members of the Regional Committees constitute the Coop Delegate Assembly (Status on 1 January 2005).

Suisse Romande region

Maurice Balmat Arlette Di Vetta André Jordan Jean-Marc Nicoulaz Pierre Tissot
André Bollin Adrien Dormond Anne-Lyse Karlen Jean-Maurice Paroz Georges-Edouard Vacher
Edmond Bourguet Hubert Ducry Jean-Daniel Kramer Christine Pasche Martine Veillard
Claude Buillard John Dupraz Jean-Marc Kuhn Aurèle Perrin Christian Volken
Guy Cotter Henri Fournier Jacqueline Lugeon Camille Rebord Daniel Willi
Bernadette Crettol Antonio Galera Jacques Maurer Jean-Marie Rime Alain Winkelmann
René Curti Gérard Gillioz Marcel Maury Jacques Robert Renée Wüthrich
Monika Dash Nicole Hosseini Josiane Mayor Jean-Claude Rossel
Denis Desaules Philippe Jaton Marie-Jeanne Meichtry Dolly Saner

Bern region

Annemarie Aeschlimann Richard Gsponer Karl Lauber Fritz Schori Emil Zurbrügg
Fritz Bärtschi Manfred Jakob Walter Liniger Martin Schweizer
Katharina Bieler-Heldner Doris Kelterborn Fritz Probst Hans Sterchi
Hans-Rudolf Blatter Ernst Köhli Fritz Schärer Jakob Zbinden
Lily Frei Ruth Läderach Hugo Schärer Pierrette Zumwald

Nordwestschweiz region

Willi Buess Erich Heggendorn Peter Kohler Urs Schneider Roland Zeller
Hans Christen Walter Heinimann Theo Meyer Charles Suter Eduard Zimmermann
Irmgard Fischli Bruno Hess Verena Reber Erika Thoma
Samuel Gerber Ernst Jordi Greta Schindler Peter Villiger
Christoph Gürtler Trudi Jost Peter Schmid Jörg Vitelli

Zentralschweiz-Zürich region

Hans Aepli Renato Blum Hans Frei Elisabeth Michel-Alder Josef Schuler
Alfred Bartholet Lorenz Bösch Marlis Hürlimann Hans Rüegg
Ruth Beck Emil De-Boni Hans Kissling Otto Rütter
Beatrice Bertschinger Ernst Dubacher Hans Lustenberger Ivo Schmid

Ostschweiz region

Pia Eberle Josef Hemmi Peter Luck Gerhard Riediker

Peter Fischer René Huber Tarzis Meyerhans Leo Schönenberger
Heinz Flammer Peter Keller Henry Müller Bruno Stacher
Peter Gloor Maria Knecht Roberto Pedrini Martha Veraguth

Ticino region

Giovanni Balmelli Carlo Crivelli Marilena Fontaine-Macullo Fiorangela Pusterla Brunetto Vivalda
Daniele Bigger Andrea Ferrari Giancarlo Lafranchi Gabriella Rossetti

Coop Board of Directors

C = Chairman; VC = Vice Chairwoman; BC = Board Committee

Jean-Claude Badoux (BC) Diego Giulieri (BC) Irene Kaufmann (VC) Felix Truffer Internal Auditing
Stefan Baumberger (BC) Felix Halmer Lillia Rebsamen Giusep Valaulta (BC) Franz Kessler,
Silvio Bircher (BC) Edgar Hofer Jean-Charles Roguet Head of Internal Auditing
Anton Felder (C) Walter Holderegger Eric Santschy
Paul Flubacher Hans-Jürg Käser Giampiero Storelli

Executive bodies, management and addresses 113

Management structure
Status on 1 January 2005

Chief Executive Officer

Hansueli Loosli

Members of the Executive Committee (EC)

Chief Execu- Retail Trading CCM/ Logistics/ Finance and Property Retail
tive Officer Purchasing IT/ Services Companies
Production
Hansueli Hansueli Christoph Jürg Jörg Hans Peter Jean-Marc Rudolf
Loosli Loosli Clavadetscher Peritz Ackermann Schwarz Chapuis Burger

Sales Logistics Property

Regions Regions Regions
(SRE) (LRE) (PRE)

Personnel/ SRE Building and CCM LRE Finance PRE Division

Training Suisse Hobby Fresh Products Suisse Suisse Interdiscount
Romande Romande Accounting Romande
General Department CCM
Secretariat SRE Stores Basic Foods/ LRE Controlling PRE Coop
Bern Beverages Bern Bern Vitality AG
Communi- Expansion/ Management
cations/ SRE Total Store CCM LRE Services PRE Coop
Quality Nordwest- Near Food Nordwest- Nordwest- Mineraloel AG
Assurance schweiz Division schweiz Projects schweiz
Toptip CCM
SRE Hard Goods LRE PRE
Zentral- Division Zentral- Zentral-
schweiz- Import CCM schweiz- schweiz-
Zürich Parfumerie Textiles Zürich Zürich/
Ostschweiz-
SRE Purchasing & LRE Ticino
Ostschweiz- Stock Mgt Ostschweiz-
Ticino Food Ticino
Business
Purchasing & Management/
Total Store Stock Mgt Central Controlling
Nonfood Functions
Marketing for Logistics
Controlling/
Systems/ Central
Processes/ Functions
Projects for Bakeries

National
Logistics
Pratteln

National
Logistics
Wangen

Panofina

Bâlehotels

Information
Technology

Production

Bell Holding AG

Eurogroup SA

114 Executive bodies, management and addresses

Management
Status on 1 January 2005

Executive Committee (EC)

Hansueli Loosli, Chief Executive Officer Christoph Clavadetscher, Head of Trading Business Unit
Jörg Ackermann, Head of Logistics/IT/Production Business Unit Jürg Peritz, Head of CCM/Purchasing Business Unit
Rudolf Burger, Head of Retail Companies Business Unit Hans Peter Schwarz, Head of Finance and Services Business Unit
Jean-Marc Chapuis, Head of Property Business Unit

Presidium of the Executive Committee Business Unit

Hansueli Loosli, Chief Executive Officer Walter Stutz, Head of Quality Centre
Peter Keller, Head of Personnel/Training National Felix Wehrle, Head of Communications/Quality Assurance
Markus Schelker, Head of General Secretariat

Retail Business Unit

Hansueli Loosli, Chief Executive Officer Peter Schmid, Head of BE Sales Region
Livio Bontognali, Head of OT Sales Region Heino Peier, Head of Marketing
Theo Jost, Head of ZZ Sales Region Staff
Raymond Léchaire, Head of SR Sales Region Robert Joss, Head of Marketing Services
Oskar Sager, Head of NW Sales Region Benedikt Pachlatko, Head of Marketing Concepts/Supercard
Suisse Romande (SR) Sales region
Raymond Léchaire, Head of SR Sales Region Patrick Fauchère, Head of Sales 2
Stéphane Bossel, Head of Business Mgt/Controlling Rudolf Hägler, Head of Business Mgt/Controlling
(from 1 March 2005) (until 28 February 2005)
Jean-Luc Ecuyer, Head of Personnel/Training André Mislin, Head of Sales 1
Bern (BE) Sales region
Peter Schmid, Head of BE Sales Region Pierre-Alain Grichting, Head of Sales 1
Rico Bossi, Head of Sales 2 Bruno Piller, Head of Personnel/Training
Bernhard Friedli, Head of Business Mgt/Controlling

Nordwestschweiz (NW) Sales region

Oskar Sager, Head of NW Sales Region Rolf Scheitlin, Head of Personnel/Training
Hans Amacher, Head of Sales 2 Pierre Zinggeler, Head of Sales 1
Angelo Durante, Head of Business Mgt/Controlling
Zentralschweiz-Zürich (ZZ) Sales region
Theo Jost, Head of ZZ Sales Region Robert Weiss, Head of Sales 2
Walter Flessati, Head of Personnel/Training Paul Zeller, Head of Sales 1
Eduard Warburton, Head of Business Mgt/Controlling
Ostschweiz-Ticino (OT) Sales region
Livio Bontognali, Head of OT Sales Region Henry Stamm, Head of Business Mgt/Controlling
Mario Colatrella, Head of Sales 3 Karl Sturzenegger, Head of Sales 1
Hans Ernst, Head of Personnel/Training Bruno Veit, Head of Sales 2

Trading Business Unit

Christoph Clavadetscher, Head of Trading Business Unit Kaspar Niklaus, Head of Sales
Reto Grubenmann, Head of Import Parfumerie Division Daniel Zimmermann, Head of Sales, Region Central
Urs Jordi, Head of Building and Hobby Supplies (B+H) Jean-Francois Zimmermann, Head of Sales, Region West
Peter Meier, Head of Total Store/Expansion Coop Category Management (CCM) B+H
Urs Meister, Head of Toptip Division Bruno Haberthür, Head of CCM B+H
Department Stores Rainer Pietrek, CCM Garden Fresh/Hard Goods
Christoph Clavadetscher, Head of Department Stores Dieter Strub, CCM Leisure
Beat Ammann, Head of Business Mgt/Controlling Walter Studer, CCM Garden Hard Goods
Martin von Bertrab, Head of Personnel/Training Roland Todt, CCM Building/Crafts Supplies
Thomas Bichler, Head of Logistics Matthias Wermuth, CCM Crafts
Jürg Birkenmeier, Head of Sales, Region East

Executive bodies, management and addresses 115

 CCM/Purchasing Business Unit

Jürg Peritz, Head of CCM/Purchasing CCM Hard Goods

Jörg Ledermann, Head of Controlling/Systems/Processes/Projects Rolf Kuster, Head of CCM Hard Goods
CCM Fresh Products Bruno Cabernard, CCM Festive/Press/Consumer Electronics
Philipp Wyss, Head of CCM Fresh Products Daniel Walker, CCM Kitchen/Electrical Appliances
Marie-Claire Chepca Cordier, CCM Dairy Produce/Eggs CCM Textiles
Marlies Hartmann Käfer, CCM Bread/Baked Goods Sandro Corpina, Head of CCM Textiles
Roland Lienhard, CCM Frozen Food Daniel Gerber, CCM Children’s Wear/Baby Products/Toys
Alfred Leder, CCM Fruit/Vegetables Purchasing & Stock Mgt Food
Hans Thurnheer, CCM Restaurants Lorenz Wyss, Head of Purchasing & Stock Mgt Food
CCM Basic Foods and Beverages Christoph Bürki, Buying Pool (BP) Beverages
Roland Frefel, Head of CCM Basic Foods and Beverages Christian Guggisberg, BP Fruit/Vegetables/Flowers/Plants
Pius Buchmann, CCM Wines/Sparkling Wines Renato Isella, BP Bread/Dairy Produce/Cheese/Frozen Food
Christoph Hollenweger, CCM Confectionery Michael Sieber, BP Basic Foods
Daniel Noirjean, CCM Savoury Snacks/Tobacco Goods/Pet Supplies Robert Trachsler, Stock Mgt Pool Food
Markus Schmid, CCM Breakfast/Garnishes/Baking Ingredients Purchasing & Stock Mgt Nonfood
Beat Seeger, CCM Soft Drinks/Spirits Philipp Schenker, Head of Purchasing & Stock Mgt Nonfood
CCM Near Food Emanuel Büchlin, BP Apparel/Accessoires
Helmut Träris-Stark, Head of CCM Near Food Christian Kaufmann, Stock Mgt Pool Nonfood
Helene Loeb, CCM Detergents and Cleaning Agents/Hygiene Olivier Schwegler, BP Near Food
Peter Willimann, CCM Perfumery/Bodycare/Vita Shop

Logistics/IT/Production Business Unit

Jörg Ackermann, Head of Logistics/IT/Production Business Unit Niklaus Stehli, Head of NW LRE
Leo Ebneter, Head of OT Logistics Region (LRE) Guy Théoduloz, Head of SR LRE
August Harder, Head of IT Daniel Woodtli, Head of National Logistics Pratteln
Marc Haubensak, Head of Bâlehotels Beat Zaugg, Head of National Logistics Wangen
Hans Ludwig, Head of BE LRE Production
Rolf Müller, Head of ZZ LRE Josef Achermann, Head of Production
Felix Ruckstuhl, Head of Panofina Walter Käser, Head of CWK Division
Peter Schär, Head of Central Functions for Logistics Lorenzo Pelucchi, Head of Primary Materials Purchasing
Ernst Seiler, Managing Director of Eurogroup SA Felix Ruckstuhl, Head of Division Halba
Andreas Schwab, Head of Central Functions for Bakeries

Finance and Services Business Unit

Hans Peter Schwarz, Head of Finance and Services Business Unit Hansjörg Klossner, Head of Controlling
Konrad Burkhalter, Head of Accounting Beat Leuthardt, Head of Finance
Björn Carow, Head of Projects Rudolf Zurflüh, Head of Controlling (until 28 February 2005)

Property Business Unit

Jean-Marc Chapuis, Head of Property Business Unit Josef Hugentobler, Head of ZZ-OT PRE
Armin Beutler, Head of NW Property Region (PRE) Michel Produit, Head of SR PRE
Arthur Hauri, Head of Business Mgt/Controlling Bruno Riedo, Head of BE PRE

Retail Companies Business Unit

Rudolf Burger, Head of Retail Companies Business Unit Pierre Pfaffhauser, Head of Personnel/Training
Division Interdiscount Daniel Stucker, Head of Business Mgt/Controlling
Andreas Frischknecht, Head of Marketing/Purchasing Joos-Rudolf Sutter, Head of Sales

116 Executive bodies, management and addresses

Addresses of the Coop Group
Status on 1 January 2005

Coop Coop
headquarters regions
Presidium of Suisse Romande
Executive Committee Coop
Retail Business Unit Région Suisse Romande
Hansueli Loosli Chemin du Chêne 5
Case postale 518
CCM/Purchasing CH-1020 Renens
Business Unit Tel. +41 21 633 41 11
Jürg Peritz Fax +41 21 633 42 11

Logistics/IT/Production
Business Unit Bern
Jörg Ackermann Coop
Region Bern
Finance and Riedbachstrasse 165
Services Business Unit Postfach
Hans Peter Schwarz CH-3001 Bern
Tel. +41 31 980 96 11
Fax +41 31 980 96 26
Coop
Thiersteinerallee 12
Postfach 2550 Nordwestschweiz
CH-4002 Basel Coop
Tel. +41 61 336 66 66 Region Nordwestschweiz
Fax +41 61 336 60 40 Güterstrasse 190
Postfach 2575
CH-4002 Basel
Tel. +41 61 327 75 00
Trading Business Unit Fax +41 61 327 75 10
Christoph Clavadetscher

Coop Zentralschweiz-
Postfach Zürich
CH-5600 Lenzburg 1 Coop
Tel. +41 62 885 91 91 Region Zentralschweiz-
Fax +41 62 885 92 16 Zürich
Turbinenstrasse 30
Postfach Sihlpost
CH-8021 Zürich
Property Business Unit Tel. +41 44 275 44 11
Jean-Marc Chapuis Fax +41 44 275 40 13

Coop
Direktion Immobilien Ostschweiz-
Kasparstrasse 7 Ticino
Postfach Coop
CH-3027 Bern Region Ostschweiz
Tel. +41 31 998 64 00 Industriestrasse 109
Fax +41 31 998 64 96 Postfach
CH-9201 Gossau SG 1
Tel. +41 71 388 44 11
Fax +41 71 388 44 39
Retail Companies Business Unit
Rudolf Burger Coop
Regione Ticino
Coop Via Industria
Bernstrasse 90 Casella postale
CH-3303 Jegenstorf CH-6532 Castione
Tel. +41 31 764 44 03 Tel. +41 91 822 35 35
Fax +41 31 764 44 63 Fax +41 91 822 35 36

Nordwest-
schweiz

Zentral-
schweiz-
Zürich
Ostschweiz-
Suisse Ticino
Romande
Bern

Executive bodies, management and addresses 117

 Subsidiaries Divisions

Swissmill Reismühle Brunnen

Coop Mineraloel AG Toptip Division der Coop, Basel Division der Coop, Basel
Hegenheimermattweg 65 Division der Coop, Basel Postfach Industriestrasse 1
Postfach Köllikerstrasse 80 8037 Zürich Postfach 460
4123 Allschwil 1 5036 Oberentfelden Tel. +41 44 447 25 25 6440 Brunnen
Tel. +41 61 485 41 41 Tel. +41 62 737 11 11 Fax +41 44 447 25 88 Tel. +41 41 825 30 00
Fax +41 61 482 03 66 Fax +41 62 737 11 12 www.swissmill.ch Fax +41 41 825 30 09
www.coop-mineraloel.ch www.toptip.ch DM: Josef Achermann www.reismuehle.ch
C: Rudolf Burger DM: Urs Meister DM: Karl Haf
M: Walter Eberle

Import Parfumerie
Coop Vitality AG Division der Coop, Basel Chocolats Halba Rohwarenbeschaffung
Untermattweg 8 Turbinenstrasse 24 Division der Coop, Basel Division der Coop, Basel
Postfach Postfach 754 Alte Winterthurerstrasse 1 Gottesackerstrasse 4
3001 Bern 8037 Zürich Postfach 467 4133 Pratteln
Tel. +41 31 990 86 20 Tel. +41 44 446 44 44 8304 Wallisellen Tel. +41 61 825 44 44
Fax +41 31 990 86 30 Fax +41 44 271 20 20 Tel. +41 44 877 10 10 Fax +41 61 825 45 85
www.coop.ch/vitality www.impo.ch Fax +41 44 877 17 77 DM: Lorenzo Pelucchi
C: Rudolf Burger DM: Reto Grubenmann www.halba.ch
M: Doris Schwizer DM: Felix Ruckstuhl

Interdiscount
Division der Coop, Basel Nutrex
Bell Holding AG Bernstrasse 90 Division der Coop, Basel
Elsässerstrasse 174 3303 Jegenstorf Juraweg 5
Postfach Tel. +41 31 764 44 44 3292 Busswil
4002 Basel Fax +41 31 764 44 00 Tel. +41 32 386 79 11
Tel. +41 61 326 26 26 www.interdiscount.ch Fax +41 32 386 79 19
Fax +41 61 322 10 84 DM: Rudolf Burger DM: Thomas Flühmann
www.bell.ch
C: Jörg Ackermann
M: Adolphe R. Fritschi

CWK
Division der Coop, Basel
St. Gallerstrasse 180
Postfach 170
8411 Winterthur
Tel. +41 52 234 44 44
Fax +41 52 234 43 43
www.cwk.ch
DM: Walter Käser

Pasta Gala
Division de la Coop, Bâle
Rue du Dr Yersin 10
Case postale
1110 Morges 1
Tel. +41 21 804 93 00
Fax +41 21 804 93 01
DM: Philipp Gloor

Steinfels
C= Cleaning Systems
Chairman of the Division der Coop, Basel
Board of Directors St. Gallerstrasse 180
Postfach 53
M= 8411 Winterthur
Managing Director Tel. +41 52 234 44 00
Fax +41 52 234 44 01
DM = www.scs-ag.ch
Divisional Management DM: Walter Käser

118 Executive bodies, management and addresses

Any statements in this report that do not refer to historical
facts relate to the future and do not constitute guarantees of
future products and services. They incorporate risks and
uncertainties including, but not exclusively, future global
economic conditions, exchange rates, statutory regulations,
market conditions, competitors’ activities and other factors
beyond the company’s control.

This Annual Report is published in German, French, Italian

and English and can also be downloaded from our website
www.coop.ch.

The German version is authoritative.

Print-run
13 000 Ge / 3 500 Fr / 1500 It / 1500 En

Published by
Coop
Thiersteinerallee 12
P. O. Box 2550
CH-4002 Basle
Tel. +41 61 336 66 66
Fax +41 61 336 60 40
www.coop.ch

This Annual Report can be ordered from

Coop
Info Service
P. O. Box 2550
CH-4002 Basle
Tel. +41 61 336 66 66
www.coop.ch

Concept and design: Facing Ltd, Zurich

Text: Coop, Public Relations, Basle
Photography: Peter Tillessen, Zurich
Typesetting and printing: Birkhäuser+GBC, Reinach BL