JYSK culture across all 19 conuntries

and more to come

Lars Dahl Christensen

• Head of HR for JYSK NORDIC in Logistics Denmark, Sweden, Poland and China and JYSK in Norway, Romania, Bulgaria, Hungary, United Kingdom and Greece.

• More than twenty years of experience within HR and Retail working in an international environment

LARS LARSEN RETAIL LARS LARSEN INVESTMENTS

NORDIC

DÄNISCHES BETTENLAGER

FRANCHISE

JYSK GROUP FURNITURE GROUP

LARS LARSEN GROUP

JYSK NORDIC February 2016

Countries 19

Stores 1040

Turnover 1.6 billion euro

Employees 9,980

Denmark 101

Norway 81

Sweden 134

Finland 71

Poland 189

Czech Republic 75

Hungary 73

Netherlands 82

Slovakia 36

United Kingdom 16

Slovenia 20

Croatia 39

Bosnia-Herz. 17

China 12

Serbia 24

Ukraine 31

Bulgaria 6

Romania 29

Greece 4

The very first JYSK

Silkeborgvej Aarhus April 2. 1979

Lars Larsen reopening October 9. 2014

Further expansion 1979 Danmark

1984 Tyskland

1984 Grønland

1986 Færøerne

1987 Island

1988 Norge

1991 Sverige

1995 Finland

1996 Canada

1996 Letland

2000 Polen

2000 Østrig

2002 Estland

2002 Litauen

2003 Tjekkiet

2004 Ukraine

2004 Kosovo

2005 Ungarn

2005 Bulgarien

2006 Holland

2006 Kasakhstan

2006 Slovakiet

2006 Schweiz

2007 Frankrig

2007 Rumænien

2008 Storbritannien

2008 Makedonien

2008 Slovenien

2009 Italien

2009 Spanien

2009 Kroatien

2010 Bosnien

2010 Kina

2011 Serbien

2013 Armenien

2014 Indonesien

2015 Montenegro

2015 Grækenland

2015 Singapore

2015 Albanien

2015 Vietnam

41 countries - + 2.300 butikker - + 20.000 employes

Expansion Whats next?

April 2017 ? DBL ? ?

851 880 853

+10%

F16/17

1.500

15.000

FY13/14

1.165

10.922

FY 12/13

936

10.121

FY11/12

9.337

FY10/11

9.008

FY09/10

8.378

Omsætning EBIT

Financial Goals

Total Sales Growth 10% EBIT min. 10%

Min. 5% sales growt on comp. stores

Number of staff

JYSK VALUES

JYSK Values – Group work

• Align on the meaning of the words in JYSK values – Tradesman – what do we mean by service minded etc.?

– Colleague

– Corporate Spirit

• Find examples in your daily work!

• Bring in the cultural aspects and own experiences from when you have encountered some differences in culture

• 30 minutes

• 6 groups

– Tradesman

– Colleague

– Cooperate Spirit

Presentation 5-10 minutes pr. group

Groups • Tradesman I:

• Mogens Futtrup, Theodora Antonatou, Kirsti Lorentzen Bergdahl

• Colleague I: • Theresa Færch, George Tsironis, Rusi Totev

• Corporate spirit I: • Lisbet Ritter, Konstantinos Dimopoulos, Anna Poradovska

• Tradesman II: • Mette Skovbjerg Jensen, Henriikka Tuovinen, Marco Woudstra

• Colleague II: • Camilla Ölander, Sandra Litwiniec, Rune Jungberg Petersen

• Corporate spirit II: • Britt-Marie Hult, Alia El-Azzeh, Lars-Petter Christensen

JYSK LEADERSHIP

JYSK Leadership expresses the behavior and attitude we expect from you as a manager at JYSK. We have Scandinavian roots and we trust each other. We believe in delegation and freedom with responsibility

Leader Result-oriented Decisive Responsible Proactive

Coach Developing Involving Feedback Focusing

Communicator Visible Motivating Convincing Informative

Working Cross Cultures

7 questions that can be used to find the culture

• What is more important, rules or relationships?

• Do we function in a group or as individuals?

• Do we display our emotions?

• How separate we keep our private and working lives

• Do we have to prove ourselves to receive status or is it given to us?

• Do we do things one at a time or several things at once?

• Do we control our environment or are we controlled by it?

A model of culture

Language

Food

Architecture

Music

Dress

Literature Climate

Noise

Pace of life

Public

emotion

Work ethic

Physical

contact

© People & Performance A/S

Reworked from: F. Trompenaars,

D. Eaton, R. Gesteland

Differences in National Culture – a starting point for cross-cultural understanding (1/2)

• Titles and position matter. Respect is based on “who you are” and your ranking in the organisational hierarchy. You are expected to follow the hierarchical structure and ways of working.

• In companies there is one boss who takes complete responsibility. Employees expect to be involved once a decision has been made by managers

• Status symbols of power are very important in order to indicate social position and hierarchical rank.

• Relation matter and it is accepted to bend the rules for relations

• Results and track record matter. Respect is earned based on experience and results. Hierarchy is not considered important and it is accepted to go directly to anyone in the organisation.

• High degree of autonomy. Power is decentralized and managers count on the experience of their team members.

• Managers are accessible and are expected to facilitate and empower employees.

• Relate to rules and formal structures. Believe in equality and rules apply to everyone regardless of their position

Differences in National Culture – a starting point for cross-cultural understanding (1/2)

• Business meeting are characterised by small talk. It is important to build up trustworthy and long lasting relationships: a meeting usually starts with general conversations in order to get to know each other before doing business.

• An effective manager is solely responsible for business decisions and will be very directive in his/her management style

• Few questions are asked

• Greeks are very passionate and demonstrative people: emotions are easily shown in their body language

• Avoid risks and uncertainty

• Formal rules and bureaucracy should be followed and changes cannot be implemented rapidly. We must follow the plan

• It is relatively easy to start doing business with the Danes. Small talk is kept at a minimum and you do not need to create relationships first. Danes are also known for using a very direct form of communication

• An effective manager is supportive and decision making is achieved through involvement.

• A lot of questions are asked

• Danes are more formal and will keep a professional attitude

• Take risks – it is better to ask for forgiveness than permission

• Do not need a lot of structure and predictability in their work life. Plans can change overnight, new things pop up and the Danes are fine with it.

The Cross-Cultural 3R

Recognise

Respect

Reconcile

3R

The Cross-Cultural 3R..

• Be aware of own cultural assumptions & values

• Work actively to uncover your counterparts' key values

• Meta-communicate about differences to establish

common ground

• Accept your own cultural standpoint

• Accept your counterparts’ standpoint

• Don’t assume that what you meant was understood

• Don’t assume that what you heard was what was meant

• Listen actively & test for understanding

• Uncover propositions

• Ask for background to understand

• Work with positives & negatives

• Reconcile for progress

Recognise

Respect

Reconcile

THANK YOU HAVE A NICE DAY