TAKING ACTION
FOR
YOU
2 020 ANN UAL REPORT
On the cover,
Hardy Bongo, Carrefour Villiers-en-Bière
Production: Carrefour Group Communications
Division – April 2021.
Design and production: WordAppeal.
Photo credits: Clotilde Audroing-Philippe,
Léa Crespi, Nicolas Gouhier, Charlotte du Genestoux,
Pierre Gobled, Poh Kim Yeoh (Getty Images),
William Lacalmontie, Lagazeta, Marta Nascimento,
Cédric Vlemmings, ©Atacadão DR, ©Carrefour DR.
Infographic: Stéphane Jungers.
TABLE OF CONTENTS
/ 03
04 — Editorial by Alexandre Bompard
2020 RETROSPECTIVE
06 — Covid-19: responding to the emergency
14 — Also in 2020…
16 — Twenty-four hours in the service
of our customers
20 — 555, developing customer satisfaction
everywhere around the world
CARREFOUR’S COMMITMENTS
40 — Zero plastic challenge
42 — With local producers
44 — For the planet
46 — For the Community
48 — Committed with our teams
52 — For youth employment and training
56 — For diversity and equal opportunity
2020 ESSENTIALS
58 — Profile & key figures
60 — Our business model
62 — Our governance
64 — The leading team
66 — Financial and extra-financial indicators
22 — E-commerce according to Carrefour
24 — The e-commerce boom
28 — Taste test for the Carrefour Line
30 — Carrefour products: spotlight on
innovation
32 — Eating well: organic, local and
seasonal
34 — The organic family is getting bigger
36 — Cash & carry has the wind
in its sails
38 — Multi-format: a complementary
and winning approach
CARREFOUR — ANNUAL RE PORT 2020
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4 /
EDITORIAL
/ 05
“OUR TEAMS SHOWED
INCREDIBLE DEDICATION
IN THE FACE OF
IMMENSE CHALLENGES,
OUTDOING THEMSELVES
IN SUPPORT OF OUR
CUSTOMERS.”
on the sanitary front at all times. Our social and environmen-
tal commitments never wavered. Thanks to this exceptional
commitment, we have reaffirmed our role as a leader of the
food transition for all.
2020 was also a decisive year for Carrefour’s
transformation. The health crisis has accelerated the
ongoing transformations in our industry: the growth of e-com-
merce, the fragmentation of consumption patterns, the rise of
local convenience stores, increased demand in terms of
quality, authenticity and traceability... Our Group was already
working hard to address these transformations before the
crisis. Indeed, as early as 2018, our Carrefour 2022 plan called
for stepping up our investments in e-commerce, by rolling out
Drive pick-up points and express delivery solutions, strengthe-
ning our omnichannel model by leveraging our complementary
formats and opening new convenience stores, and consolida-
ting our leadership in the organic market. 2020 was a year of
customer satisfaction, with the wide rollout of the 555 method
across all our countries of operation. This method rallies all our
employees around a common priority: placing our customers
at the heart of all our actions.
These three years of transformation have yielded results:
Carrefour has established an attractive and sustainable model
that embraces new consumer trends and delivers growth in
our sales and profitability, allowing us to generate significant
financing capacity.
With 2020 now behind us, despite the crisis,
Carrefour continues to grow. In spite of the emergen-
cies, we are achieving our financial and extra-financial objec-
tives and inspiring confidence. Buoyed by this success, in 2021
we will continue to promote the values of diversity, dignity and
service, on which our Group is built. As always, we will be there
for our customers, who expect so much from us. —
A YEAR
OF COMMITMENT
AL EX AN DRE BO MPA RD — C H AIRMAN & C HI EF EXEC U T IVE O FF IC ER
he publication of our annual report follows an unprece-
dented year, marked by the Covid-19 pandemic whose health,
social and economic impact reverberates to this day in all the
countries in which we operate.
Above all, 2020 was a year of commitment for
Carrefour. Our teams showed incredible dedication in the
face of immense health, logistical and human challenges, out-
doing themselves in support of our customers. The Covid-19
pandemic has impacts every geographical region in which the
Group operates. Our subsidiary in Taiwan, one of the first
countries exposed to the pandemic, provided us with inva-
luable lessons on the best health practices to adopt in order to
protect employees and clients. This enabled us to take the
necessary preventive and protective measures in Europe and
Latin America from the earliest stage. From one wave of the
pandemic to the next, Carrefour promoted solidarity at every
turn: creating dedicated services for our priority customers,
including seniors and healthcare workers, financial and food
donations organised through our Foundation, as well as unique
support for local producers and small retailers. We adapted our
offer to protect the purchasing power of our customers by
freezing prices on thousands of products. Throughout the
year, our Group maintained a high level of vigilance and rigor
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06 /
2020 RETROSPECTIVE
/ 7
COVID-
19RESPONDING
SAFEGUARDING
THE SUPPLY CHAIN
TO THE
EMERGENCY
From the beginning of the crisis,
Carrefour's teams have taken exceptional
action together with the food and
agriculture industry to guarantee the
continuity of food distribution in an
unprecedented context.
The Group maintains the smooth
functioning of the supply chain by
implementing plans to guarantee supplies
to stores and warehouses, including special
measures for the most perishable and
prioritised products.
Across all its regions, Carrefour has set up
crisis units dedicated to managing the
supply chain and working with suppliers to
increase the flow of goods.
Head office teams are also on the ground to
lend a hand in-store with shelving, bagging
items at checkout, preparing orders for
delivery or drive-through, as well as giving
trolleys to customers.
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08 /
2020 RETROSPECTIVE
/ 09
ENSURING
THE HEALTH AND
SAFETY OF
CUSTOMERS AND
TEAMS
Carrefour stepped up its health and safety
measures at all stores. Social distancing and
protection measures are systematically displayed
at store entrances and mask use is mandatory.
The Group has also implemented several special
measures: cleaning and disinfecting equipment
(such as trolley and basket handles), markings on the
ground to indicate safe distances, and the provision
of hand sanitizer. Safety is enhanced at checkout
with the installation of Plexiglas panels.
Since the beginning of this unprecedented period,
the Carrefour Group has done everything in its power
to protect the health of its customers and teams.
It is constantly adapting to the health measures and
rules enforced by public authorities in each country.
In Spain, in June, Carrefour was the first company
to obtain certification from AENOR, the Spanish
certification body.
In September, Carrefour Brazil became the first
company in the retail sector to obtain the
international My Care label, developed by DNV,
the world's largest classification society.
The Romanian subsidiary received SAFE Asset
Group certification in October, which verifies the
resilience and security of real estate assets.
Carrefour France obtained the AFNOR certification
label in November from the French certification
body.
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10 /
10 /
2020 RETROSPECTIVE
/ 11
/ 11
PROTECTING
CUSTOMERS’
PURCHASING
POWER
In France and Belgium, Carrefour
decided to freeze the prices of
thousands of products sold in stores
and online, whether they were
Carrefour-brand or national-brand
products, with the exception of fresh
products such as seasonal fruits and
vegetables or seafood, whose prices
can fluctuate.
In Italy, Carrefour froze the prices of
350 basic necessities until further
notice.
Carrefour's renewed commitment to
purchasing power has also taken other
forms around the world.
In Brazil, for example, Carrefour
decided to offer massive daily
promotions on fruits and vegetables –
an unprecedented commercial policy
for the country.
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2020 RETROSPECTIVE
/ 13
SUPPORTING
THE AGRICULTURAL
SECTOR
The local economy is central to our
project. Across all of the Group’s countries,
preference is given to local producers and
local food networks for the supply of fruits
and vegetables.
In France, more than 90% of seasonal fruits
and vegetables already come from French
farmers, apart from exotic products that
are not grown in France. This share is
increasing all the time.
In Brazil, Carrefour offers exclusive financial
services to its suppliers at a time when
banks are limiting credit.
FAIRER REMUNERATION
In order to ensure higher compensation
for more than 30,000 farmers, Carrefour
has signed agreements with cooperatives
and dairy groups to increase milk prices
over the past three years. The new
Carrefour Quality Line UHT milk is subject
to multi-year, three-party contracts which
ensure fairer remuneration for the
producer, as well as a commitment on
volumes. This milk fulfills specific criteria
- cows fed without GMOs (< 0.9%), raised
with respect for animal welfare - and
remunerates its 326 partner producers at
390 euros per 1,000 litres of milk.
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14 /
ALSO
IN 2020…
2020 RETROSPECTIVE
/ 15
/ 15
77 MILLION CUSTOMER HOUSEHOLDS
WORLDWIDE
20/01_DEVELOPMENT
Acquisition of Potager City,
a leader in the online-
subscription delivery of
extra-fresh and seasonal fruit
and vegetable baskets from
local food networks. —
16/02_
DEVELOPMENT
Carrefour accelerates
the expansion of its
promising Atacadão
format by acquiring
30 Makro stores
in Brazil. —
02/06_
DEVELOPMENT
Carrefour
accelerates its
expansion by
acquiring
224 Wellcome
convenience stores
in Taiwan. —
24/01_FOOD
E-COMMERCE
Dejbox joins Carrefour.
The office meal delivery
specialist operates in
Paris, Lyon, Lille,
Bordeaux, Nantes and
Grenoble. —
13/05_FOOD
E-COMMERCE
Market Pay, Carrefour's
fintech, markets
its payment services
in France, Belgium,
Spain and Italy. —
11/02_FOOD
TRANSITION
Carrefour becomes
the first retailer
to commit to the
best in ovo sexing
technique for its
Carrefour Quality
free-range eggs,
putting an end
to the elimination
of male chicks. —
30/06_CARREFOUR
BRANDS
Carrefour
Belgium
launches its
“Les Belges”
line to highlight
Belgium‘s
rich culinary
heritage.—
27/07_FOOD
E-COMMERCE
Carrefour and Uber Eats
sign an agreement for daily
grocery delivery throughout
France, while also launching
the service in Belgium.
This agreement will be
followed by a partnership
with Deliveroo in spring
2021. —
27/08_
DÉVELOPPEMENT
Carrefour
strengthens its
position in Spain by
acquiring 172
convenience stores
and supermarkets
under the Supersol
banner. —
23/09_FOOD
TRANSITION
After Belgium, France and
Spain, Carrefour Poland
introduces the Nutri-Score
display on its brands. —
20/11_BRAZIL
Strong emotions
following the death
of Mr. João Alberto
Silveira Freitas. —
24/11_FOOD
TRANSITION
Launch of the INNIT
personalized nutrition
score on the Carrefour.fr
e-commerce site
in France. —
21/10_CSR
Carrefour Belgium ends the
sale of single-use plastic bags in
all its stores. —
02/12_CSR
After France,
Belgium, Italy and
Poland, Carrefour
Spain deploys the
use of anti-food
waste application
Too Good To Go. —
14/12_TOP RANKING
For the fourth year in a
row, Carrefour is ranked as
the number one French
retailer and one of the top
five global retailers by the
DJSI, a benchmark index
that measures the results
of CSR policies
implemented by more
than 3,500 companies
worldwide. —
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8:00 AM_“NICE AND
TOASTY, PLEASE”
At the bakery, the atmosphere
is rich with the aroma of warm
bread, even through a mask.
Lauréna has just taken a fresh
batch of baguettes out of the
oven... What a treat. —
10:30 AM_THE
COLOURS
(AND FLAVOURS)
OF WINTER
Apples, cabbage, potatoes, lamb‘s
lettuce... the early fruits and
vegetables are on the shelves.
Corinne and her husband enjoy the
organic market. —
16 /
CUSTOMER SATISFACTION
24H
IN THE SERVICE
OF OUR
CUSTOMERS
7:30 AM_ARRIVAL OF
THE FIRST
CUSTOMERS
When the doors open, it is usually
the regulars who take advantage
of the fully-stocked aisles.
Stores open earlier due to the
curfew in France. Customers are
reminded of social distancing
and protection measures at the
door, where hand sanitizer
is also available. —
Friday, February 12 – Villiers-en-Bière,
60 kilometres south of Paris. Since 5 am, a force
of 80 employees has been at work in this
hypermarket, all driven by the same objective:
to be ready to welcome and serve their
customers. —
S Satisfying our customers is our
business! The tone is set as soon
as you cross the stairs leading to
the store's offices. This is the
point of passage for all teams as
they begin their day of service.
One indicator is prominently
displayed: the Net Promoter Score®, which
evaluates customer satisfaction. And, this
morning, it is well in the green with a score of
62.5 points (close to the record of 69 points
and well above the average of 49.2 points for
2020). This is a mark of recognition for the
teams working in this 26,000-square-metre
hypermarket, one of the Group's largest. Here,
customers are pampered. The store's com-
mitments are featured: no more than three
people queuing at checkout – promotional
sales are run daily and you can even find the
contact information of the store manager,
whose office is there on the shop floor. But it
is in the middle of the aisles that staff best
showcase their attention to customers: “Yes,
we do have gluten-free bread”, “I recommend
the scallops – they’re on sale this week”, “Need
a break? You’re welcome to use one of our
benches”.
In the aisles, customers cross paths with
order pickers (in 2020, the drive-through
business grew by nearly 50%). If you choose
to stop in Villiers-en-Bière, you will see plenty
of surprises: a beautiful selection of local
products, a vast Bio Expérience space, a
Carrefour Occasion section and more. You
can find almost anything in this hypermarket,
even vinyl records! —
11:00 AM_TEAM
MEETING
How did the opening go?
What were yesterday's results?
What is the commercial news
for this weekend? Laurent
assembles the managers
to reinvigorate the teams for
the rest of the day. —
We redesigned our packaging to
limit the use of plastic.—
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CUSTOMER SATISFACTION
/ 19
12:00 PM_SIMPLY
WELL CAUGHT
Still no wild sea bass as Valentine‘s
Day approaches. It's the breeding
season... and Carrefour is
committed to responsible fishing.
For Marc, it will be cod, following
the good advice of Ikram. —
2:00 PM_A SMOOTH
CHECKOUT
A comment? An item out of stock?
Teams record customer questions
in their notebooks every day. —
4:45 PM_SCHOOL’S OUT
AND THE BOOKSTORE
IS STOCKED
Kids and adults enjoy the store's
wide selection of comics.
And, for the gaming types, Pablo
is the go-to expert! —
2:30 PM_THE
SHELVES
GET A MAKEOVER
There is always an employee
present in the aisles. —
“
“THE CUSTOMER
IS OUR ONLY
GUIDE”
RAMI BAITIEH, EXECUTIVE DIRECTOR FRANCE AND
MEMBER OF THE CARREFOUR GROUP EXECUTIVE
COMMITTEE
The customer must always remain
at the top of our pyramid. Store
teams are our first point of
contact with them. Next are the
warehouses, which guarantee
product availability, and finally the
head offices, whose employees
serve the rest of the pyramid: they support
everyone working with customers in the field
on a daily basis. To succeed in our transforma-
tion and stand out, the customer is our only
guide. At all times, we need to listen to their
needs, take note of their comments on our
products, prices and services, and respond to
them as best we can in store, in partnership
with our suppliers.
The application of 555, a simple method
based on three pillars – trust, service and
experience – allows us to focus all our atten-
tion on our customers. In every country, as
soon as we adopt this mindset, our Net
Promoter Score® improves immediately and
customer satisfaction rises.” —
5:45 PM_LAST
MEETING
The managers come down from
their offices to visit the checkout
lines. Martine and Corinne answer
questions from staff and
customers. The store closes at 6 PM
during the curfew. —
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20 /
20 /
CUSTOMER SATISFACTION
/ 21
/ 21
/ 21
555 TRUST
DEVELOPING
CUSTOMER
SATISFACTION
EVERYWHERE
IN THE WORLD
q With 555, Carrefour is renewing its pact of
trust with its customers. Thanks to the indivi-
dual and collective commitment of its teams,
both in stores and at the head offices, the
Group can offer an increasingly clear, com-
prehensible and transparent range of pro-
ducts and services, both in terms of price and
quality. Improving the visibility of sales on the
shelves, avoiding stock shortages in stores
and taking extra care to prepare drive-
through orders are all crucial steps in a cus-
tomer journey that Carrefour is committed to
improving.
This trust proved especially valuable during
the health crisis: millions of customers were
able to continue shopping safely in our stores
every day thanks to the reliable systems put in
place by our employees. —
With 555, the customer is king! The method is
based on three pillars: trust, service and
experience. They are translated into specific
commitments across all the Group's businesses.
The method first proved its merit in Taiwan,
Argentina, Poland and Spain, before it was
expanded to all regions in 2020, with tremendous
success: customer satisfaction is on the rise once
again, accelerating growth in all formats. —
SPAIN
PROTECTING
CUSTOMERS
In its stores, Carrefour Spain has set up
a "Covid Special" 555 based on the pillars of
safety, hygiene and business model.
Teams have worked to promote
contactless payment, develop the drive-
through service and remain attentive to
customers over 65 years of age. Baskets,
trolleys and shelves are systematically
disinfected, while home delivery is now
"zero-touch". Carrefour has also adapted
its offer to the crisis, focusing on its own
brands with the best value for money as
well as on local and entry-level
products. —
SERVICE
EXPERIENCE
q Improving service quality is Carrefour's
number one priority. This is why the Group is
particularly attentive to consumer demands.
Thanks to 555, customer understanding has
become a core skill developed by all
employees.
Listening to customers, providing informa-
tion, responding to their complaints, noting
their comments and ensuring that both posi-
tive and negative feedback is passed on are
some of the best practices that the 555 com-
mitments, posted in all store areas, remind us
of and help us to implement. The result is an
ever more responsive team, whose mission is
to serve customers with passion. —
q The overall goal of 555 is to offer the most
pleasant shopping experience to customers,
whether they shop alone or with their families,
in store, by drive-through or online.
A thousand little details help to enrich the
customer journey: greeting customers with a
smile, ensuring the well-being of everyone,
including infants and small children, planning
breaks, supporting new e-commerce and
drive-through customers, lending a hand
whenever necessary, serving and delivering
with care, recognizing and rewarding loyalty...
All these subtle ingredients make shopping a
smoother and more pleasant experience for
everyone. —
ROMANIA
REWARDING
COMMITMENT
Carrefour Romania highlights its
team members who are responsible for
positive customer feedback.
The most involved employees, or 555
"heroes", receive a certificate recognizing
their actions. A monthly internal
newsletter also reports on the best
customer feedback collected on social
media or by the Carrefour call centre.
To help in-store employees respond
even more effectively to requests, the
company has drawn up a list of the top
five customer questions and
answers. —
FRANCE
DELIGHTING THE
CUSTOMER
With 555 “Cote d’Amour”, Carrefour France
is doing everything possible to ensure
that its customers have a good experience
in its stores. A few simple actions that
contribute to this goal: offering a coffee or
bottle of water at checkout or drive-through
queues, providing games and children's
trolleys to families, installing benches where
customers can take a break while
shopping... And if a customer has more than
two items in hand, an employee offers them
a basket. Customers are notified as soon as
a checkout lane becomes available,
products are scanned to reduce waiting time
and, if a product is heavy, an employee
carries it to their car. —
+12 PTS
That is the improvement
in our Net Promoter Score®
(NPS), which measures
customer satisfaction.
This improvement reflects
our better price image,
operational excellence and
constant attention to
customers.
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22 /
E-COMMERCE
/ 23
E-COMMERCE ACCORDING
TO CARREFOUR
Whether it's for everyday groceries, fine wines or toys: all shopping
can be done online. Our teams deliver to your home or prepare your orders
for drive-through pickup.
Carrefour, no. 1 in home delivery in France… —
THE AVERAGE RATING OF CARREFOUR
DELIVERY DRIVERS BY FRENCH CUSTOMERS
(BASED ON FRIENDLINESS).
4,75/5
08
05
01
LOG IN
02
ENTER YOUR ADDRESS
TIME FOR CHECKOUT
03
Confirm your
cart
Confirm your
delivery or
pickup time
Pay for your
items
On a Carrefour country site
CHOOSE YOUR DELIVERY METHOD
The next available slots will appear
Via your Carrefour
app
Pick up your items by car
or on foot
• 2h pickup • Carrefour Drive
• Carrefour Pedestrian Drive
(in France)
Get them delivered
• Carrefour Home Delivery
• Carrefour Express Delivery
• Get items delivered by one
of our partners
OR
04
On the site or app
• of one of our specialised brands
(Greenweez)
• of one of our partners
(Uber Eats, Glovo, Rappi, etc.)
FILL YOUR SHOPPING CART
Choose from a selection of up to 26,000 items, depending
on your location in France
06
WE PREPARE YOUR ORDER
based on your location and delivery method
Directly at the store
At one of our logistics
sites dedicated to
e-commerce
including 2 mechanical sites
and 1 automated site
(in France)
Fleet with 30% of trucks
running on biofuels
OR
07
YOUR ITEMS ARE PREPARED AND READY
For pickup
Delivered directly
to your home
For drive-through
at the store
YOU CAN PICK UP
YOUR ITEMS
at one of our Carrefour
points
OR
RECEIVE
YOUR ORDER
at home at a chosen
time
CARREFOUR MAKES THE
DIFFERENCE
A rich and varied range of products,
and service quality recognised by
customers.
Have a problem with a product?
Get a refund with no questions
asked.
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
24 /
The health crisis brings with
it unprecedented growth in
e-commerce which is seen across
all Group locations. Thanks to the
transformation efforts of the past
few years, the Group is well
positioned to fully benefit from this
new trend, thanks to improved
logistics, and by offering services
sought after by customers.
529
DRIVE-THROUGHS OPENED
IN 2020
E-COMMERCE
/ 25
THE
E-COMMERCE
BOOM
Working on the front lines during the
health crisis, Carrefour has considerably
beefed up its e-commerce offer to serve
its customers. By making all of its
products available online, diversifying the
services it offers and optimising its
logistics, the entire Group has gone
digital in the space of a few months. —
Shopping online, picking up at the drive-through or
having your order delivered to your home, all in total
safety: these are now perfectly natural choices for
millions of consumers around the world. The invest-
ments Carrefour has made in its digital transforma-
tion since 2018 have enabled it to ramp up its efforts
during the health crisis and allow its customers to
access all its products, thus limiting their trips to the store.
on October 30, the closure of "non-essential" departments led
Carrefour to speed up the availability of non-food products on
its website: customers were able to make their Christmas pur-
chases as early as November 4. In all the Group's geographies,
e-commerce has seen significant growth. Customer satisfac-
tion followed this trend, with the Group's e-commerce Net
Promoter Score® up 15 points overall for the year.
The era of drive-throughs and express delivery
— To ensure that all customers, regardless of their location, can
benefit from the e-commerce offer, Carrefour has continued
to roll out its drive-through network and to strengthen its
delivery capacities in all its regions. With 529 new locations
opening during the year, the Group increased the number of its
drive-throughs to 2,225 worldwide. It also expanded home deli-
very, with full coverage in Spain and expansion to new areas in
France, where more than 5,500 communities are now served
throughout the country.
An unprecedented explosion in online orders
— 2020 was the year of food e-commerce: it grew by more than
70% across the Group, with particularly strong growth in Brazil
(+230%), Spain (+70%) and France (+50%). Accessible from a
dedicated mini-site, the "Carrefour Essentials" offer supplied
French consumers with fresh products at the height of the
first lockdown. During the second lockdown, initiated in France
+70%
GROWTH IN E-COMMERCE
IN 2020
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020 26 /
THE E-COMMERCE
BOOM
To strengthen its express delivery offer, the Group has entered
into strategic partnerships with logistics specialists, signing
global contracts with Uber Eats and Glovo, while reinforcing its
collaboration with Rappi and Cornershop in Brazil. In France,
Uber Eats organized its offer in 500 stores located in more than
120 cities within nine months. In order to cover smaller towns,
carrefour.fr signed an agreement with the peer-to-peer deli-
very platform Shopopop.
Leading technology investments
— To support the growth of its e-commerce activities and
improve its e-customer service, the Group has invested to
enhance the automation of its logistics operations and the ver-
satility of its sites. In France, Carrefour automated three of its
seven warehouses dedicated to e-commerce in 2020 thanks
to its partners Dematic and Exotec.
To optimize the preparation of online orders and deliveries
while physically greeting customers on the same site and res-
pecting social distancing, 15 hybrid drive-throughs with
spaces reserved for e-commerce (dark stores) were opened in
stores. The Group also deployed e-supply chain tools to
increase the productivity and profitability of its online food
sales operations in Italy and France with Logistar, as well as in
Belgium through an exclusive partnership with Food-X tech-
nologies Inc. Finally, the Group updated several of its e-com-
merce platforms in collaboration with cloud specialists: for
example, in Italy and Taiwan with Salesforce, or in Brazil and
Argentina with VTEX.
40,000
PRODUCTS SOLD ONLINE
ON THE CARREFOUR
MARKETPLACE
Carrefour Brazil has launched a virtual
WhatsApp assistant. Carina (Carrefour
Intelligence Artificial) guides clients
towards services allowing the Group to
respond to their needs.
An innovative Foodtech ecosystem
— Whether it comes to ordering organic food online, getting
ready-to-eat meals delivered or providing access to small pro-
ducers, in order to meet the diverse expectations of cus-
tomers and offer them an increasingly wide range of services,
Carrefour relies on its five specialised e-commerce startups:
Greenweez, the leader in organic food in Europe; Quitoque, a
specialist in meal kits; Potager City, a fruit and vegetable deli-
very service direct from producers; Dejbox, an offer of meals
delivered to offices; and Croquetteland, an online pet shop.
Carrefour also leverages the Romanian startup Bringo. The
personalised shopping service leads food e-commerce in
Romania with a more than 45% market share, and is also pre-
sent in Belgium under the name ShipTo.
In May, with the support of its partner Mirakl, Carrefour also
launched the first French online food marketplace, which
brings together artisans, small traders and producers who
want to reach a new clientele to better weather the crisis. It
now offers 40,000 products, including 8,000 organic items,
marketed online by 98 sellers. An initial version of the B2B mar-
ketplace Atacadão was also launched in October. —
3DIGITAL
TRANSFORMATIONS
Designed to simplify the customer's
life, these innovations make Carrefour
a major player in tomorrow's
commerce.
E-COMMERCE
/ 27
TREND 01
CUSTOMER ASSISTANCE ON
WHATSAPP
a Want to find the address of the nearest Carrefour
store? Curious about the current sales? Need to check
the credit available on your payment card? Carina, the
virtual assistant developed by Carrefour Brazil on
WhatsApp, answers all these questions. Accessible
in one click from a smartphone, Carina (Carrefour
Intelligence Artificial) acts just like a human employee.
She "chats" with customers, guides their navigation on
the Carrefour app or website and informs them of
service options. The chats are linked to the user’s
personal Carrefour account and are fully secure.
In 2020, Carina interacted with 200,000 customers
each month and conducted more than 7 million chats on
the year. Based on this experience, Carrefour has
digitized its product catalogues in Brazil, France,
Italy and Belgium to make them accessible on
WhatsApp and Messenger.
Learn more:
https://horizons.carrefour.com/sales-marketing/carrefour-
brazil-launches-a-whatsapp-assistant
TREND 02
ANTI-WASTE RECYCLING APP
TREND 03
EVERY AISLE AT YOUR FINGERTIPS
a Sorting the packaging from products bought in
stores in your home recycling? Now it's a snap with the
ReciclaYa app. Simply scan the corresponding
receipts with your smartphone: the app tells you which
containers should be thrown away and the locations
where you can leave your waste (bins, waste centres).
Better still, customers who do the right thing are
rewarded with virtual discount points to use on their
next purchases. The result of a partnership between
Carrefour Spain and its partner suppliers, ReciclaYa
was developed to raise consumer awareness around
recycling and encourage consumers to take action. As
an added bonus, it also highlights products that
contribute to the food transition. The application is
currently available in Spanish, Catalan, Basque,
Galician and English.
Learn more:
https://horizons.carrefour.com/sustainability/recycle-with-
carrefour-spain-and-get-rewarded
a With the Carrefour app, customers can benefit from
a wide range of services to simplify their shopping
experience both online and in-store. From their
smartphone, customers can browse the shelves of
carrefour.fr and find the products they want, take
advantage of their loyalty benefits and finalise their
order by opting for drive-through pickup or home
delivery. Thanks to Carrefour Pay, a mobile payment
method available on the app, customers can make
contactless payments in-store on their Android
device, using the card they have on file (Carrefour
PASS card, credit or debit card). It can be used at all
Carrefour store formats and at stores where
contactless payments are accepted. Carrefour Pay
is simple, secure and safe.
Learn more:
https://www.carrefour-banque.fr/carte-pass/paiements-
retraits/paiement-mobile/carrefour-pay
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
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CARREFOUR LINE
/ 29
“ B L I N D ” T A S T E T E S T S
E a c h p r o d u c t i s a ss e ss e d o n
a s c a l e o f o n e t o fi v e ( t h e m a r k e t
r e f e r e n c e ) . T a s t e r s c a n a l s o p r o v i d e
c o m m e n t s . A p r o d u c t i s d e e m e d
c o m p l i a n t w h e n i t i s a ss e ss e d
l o r b e t t e r t h a n t h e
e q u a l
t a r g e t .
l y w e l
TASTE
TEST
FOR THE CARREFOUR LINE
As the spearhead of a food transition for all, Carrefour’s brands are regularly
taste tested by consumers. For today’s lunch, Enkelejda invites customers
to try Carrefour’s hake, organic rice and dates. —
In their special kitchen, Carrefour’s Quality and Brands
teams conduct these regular taste tests themselves.
Why? To gauge the popularity of a given product and test
it against the competition, to verify and confirm an
updated recipe, as well as to check an item’s quality in the
event of any consumer complaints. These tests also
enable them to develop new products. The recipe is
simple: the testers taste and then choose their favourites.
From the design table to the shelf, consumers
have the last word
— Carrefour’s products are designed first and foremost to meet
the needs of its customers. Following an initial market analy-
sis, we identify consumer expectations, which allow us to draw
up specifications for new products. Then comes the product
development phase with the choice of supplier. If Carrefour
teams confirm the product’s use and performance, consumer
panels test and approve the recipe. Next comes the packaging
design phase, before manufacturing and marketing. But it
doesn’t stop there: products are continuously tested and
consumers continue to share their feedback in stores. —
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
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30 /
CARREFOUR LINE
/ 31
/ 31
CARREFOUR
PRODUCTS:
SPOTLIGHT ON
INNO-
VATION
With 1,400 new items in stores, 2,500 refor-
mulated products and 10,000 repackaged
items, 2020 was a year full of new Carrefour-
branded products. As the spearhead of a
food transition for all, Carrefour provides a
diversified range of items available at affor-
dable prices to cater to all consumer needs,
from must-haves to niche products. Carrefour-branded pro-
ducts now account for 29% of the Group’s sales, an increase in
line with the objective of 33% set for 2022. They also play a
decisive role in customer satisfaction.
Highly appreciated by customers and
consumer panels, Carrefour brands are
constantly innovating to offer
high-quality and affordable products to
customers. With expanded product lines,
improved recipes, renewed packaging,
innovations and “incredible” offers,
they get more and more appealing
by the day! —
A more legible line
— Saving time while shopping is possible, as long as you can
see and understand what’s on the shelves at a glance. To bet-
ter help customers, Carrefour has segmented its offer into five
product lines, each one with its own key benefit, easily reco-
gnisable via a highly specific and modern visual identity. For
example, Carrefour Classic is known for its excellent value for
money, while Carrefour Extra is more gourmet, and so on. In
this way, nearly 6,000 products in France and over 10,000 in
Europe have been redesigned, which has shown an accelera-
tion in sales and an improvement in their perceived quality. The
Carrefour Quality line also boasts new packaging highlighting
its strong link with the agricultural world and the improvement
of production practices for the good of all: producers, animals,
customers and the environment.
The transformation of packaging is accompanied by an
increase in the stock of Carrefour brands across all store for-
mats. To improve accessibility for customers, who are in
search of the best value for money every day, these products
are now placed in the middle of the shelves, within easy reach.
THE INCREDIBLES
Non-food items haven’t been left
behind, with the new range
“Carrefour Incredibles” launched in
2020, which offers exclusive
products at prices much lower than
anything from the competition.
Hyba S20, the charcoal barbecue at
the unbeatable price of 20 euros,
launched the series. Ultra-compact
and assembled in 90 seconds, it
won over 65,000 customers in less
than six months and was awarded
the IF 2020 International Grand
Prize for Innovation and Design. The
second “Incredible” was released in
July to prepare for the start of the
school year: an adaptable backpack
with interchangeable and
customisable sides. Ergonomic,
functional and guaranteed for five
years, it was sold for 15 euros in
hypermarkets and Carrefour
Market. Incredible but true!
AWA R D E D B Y
C U S T O M E R S
A record: 30 Carrefour
products recognized as
Saveurs de l’année
(Flavours of the Year) in
2020. Proof that quality
exists at accessible prices
at Carrefour.
Optimal value for money
— From their packaging and recipes to their ingredients, every
Carrefour-branded product is regularly tested to ensure it conti-
nues to meet evolving consumer expectations. In 2020, 2,500
products were reformulated to improve taste, texture, ingre-
dient lists and Nutri-Scores, and more than 250,000 taste tests
were conducted with consumers to measure their satisfaction.
The offer has also been enhanced to propose high-quality alter-
natives at accessible prices in all aisles. This is why Carrefour
started stocking igloo-shaped ice creams at Christmastime,
biscuits stuffed with dessert spreads, bamboo toothbrushes
and the first solid store-brand shampoo on the market. These
items are 25% to 70% cheaper than existing equivalents.
An abundance of awards
— In 2020, 1,400 new products appeared in stores in France,
Italy, Spain and Belgium. The emphasis has, of course, been on
offers aligned with the food transition. The range Oui au bon
(Yes to what’s good), which minimises the use of controversial
substances (nitrites, artificial colorants and flavourings, GMOs
in animal feeds, etc.) was launched in a number of countries,
with close to 30 products. The organic market has developed
the most, with the release of 250 new food items, the creation
of a natural beauty offer (Carrefour Soft Bio and Nectar of Bio)
which is already one of the largest store-brand organic beauty
selections on the market, and a range of French organic pro-
ducts under the Carrefour Bio brand.
On the strength of all these creations the Carrefour Brand
received an avalanche of awards in 2020. More than 30 pro-
ducts were elected Saveurs de l’année (Flavours of the Year) by
consumers in France, Belgium and Spain, while 20 beauty and
hygiene products were rewarded at the Victoires de la Beauté
(Beauty Victories) awards. Packaging innovations also earned
accolades, such as the Carrefour organic nectar bottle, in
100% recycled and recyclable plastic, which was named a
“Responsible Flavour of the Year”, or the solid shampoo, which
won an LSA Innovation prize. —
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020 32 /
ORGANIC
/ 33
EATING
WELL:
ORGANIC,
LOCAL
AND SEASONAL
A healthy life starts with a healthy meal! And consumers are keenly aware of this.
While the health crisis has increased the demand for healthier products from short
distribution channels, Carrefour, a long-time supporter of the sector, is spotlighting
organic and local products more than ever – all while making sure that they are
accessible to everyone. —
E ating better, supporting local production and pro-
tecting the environment: consumers are
concerned about their health and aware of their
responsibilities towards the planet. With the
health crisis, they have been cooking more, eating
at home, and paying closer attention to product
quality and origin. All these factors have benefited
organic and local products.
A rapidly growing market
— As the leading distributor of organic products in France and
the leader in Europe, Carrefour posted an 18% increase in its
sales in this segment in 2020. Local and seasonal products are
also increasingly popular. These underlying trends have
prompted Carrefour France to strengthen its support for sup-
ply chains of quality certified organic products that are grown
and manufactured in France, which boosts agriculture and the
local economy.
Developing local organic supply chains
— A pioneer in the development of quality supply chains,
Carrefour has been committed to working with organic far-
mers for over 20 years. In 2020, the Group created six new
French organic food supply chains by signing three partnership
agreements with six agricultural cooperatives and three
manufacturers. This will enable the Group to expand its offer:
organic pasta made in Savoie from wheat grown in the south
of France; oats from Normandy; whole wheat, quinoa, flax and
chia seeds from the Pays de la Loire.
For a three-year renewable period, Carrefour has committed
to buying from 400 farmers in partner cooperatives, gua-
ranteeing them large sales volumes, new outlets and high visi-
bility in stores. With these new agreements, Carrefour has
passed the mark of 2,100 farmers, winegrowers and beekee-
“IN PARTNERSHIP WITH ITS LOCAL
SUPPLY CHAINS, CARREFOUR IS WORKING
TO MAKE ORGANIC FOOD ACCESSIBLE
TO EVERYONE, WITHOUT SACRIFICING
QUALITY OR COMPLIANCE WITH
REGULATORY STANDARDS.”
BENOÎT SOURY, ORGANIC MARKET DIRECTOR
pers who have joined at least one of its organic supply chains.
The Group has also entered into a partnership with the
Chamber of Agriculture of Réunion Island to develop the first
organic cane sugar supply chain on the island, which will even-
tually produce up to 500 tonnes of organic sugar.
Transparency on every plate
— Consumers want quality guarantees for the products they
buy. That’s why Carrefour is developing organic food produc-
tion in France, overseen at every step from farm to table.
Working at the forefront of food traceability, in 2020 Carrefour
deployed blockchain technology on six new products in our
Quality line in order to provide consumers with complete infor-
mation about the product cycle, from harvest to placement on
the shelf. In addition, to help its customers make the right
nutritional choices when shopping, Carrefour has labelled
25,000 Carrefour-branded products available online with the
Nutri-Score since 2019. In 2020, the Group went one step fur-
ther and rolled out the INNIT individualised rating system on
its website, which applies to more than 40,000 items.
This means that customers who have specified their dietary
choices and objectives on their account can obtain an assess-
ment of a product’s overall nutritional quality, not in general
terms but in relation to their specific expectations and dietary
preferences.
Making organic food accessible to all
— With economic uncertainties tied to the health crisis and
purchasing power, consumers are more price-sensitive than
ever. As the leader in the food transition for all, Carrefour takes
these concerns seriously. Because eating organic products
should be an option for everyone, the Group is committed to
making these products accessible through its dedicated
brands, without compromising product quality or compliance
with regulatory standards.
Across its brands in France and Belgium, Carrefour offered
900 organic products priced at less than two euros in 2020,
an operation that it will expand in 2021. Offering fruits and
vegetables with as little packaging as possible and avoiding
out-of-season products – these are two other key efforts by
Carrefour to make organic food accessible to all.—
French consumers seek
not only organic produce,
but also that their food be
grown or processed
locally.
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ORGANIC
/ 35
BIO C’ BON,
THE ORGANIC
STARTUP
Valued at 60 million euros,
Bio c’ Bon is the Group’s brand for
medium-sized (300-square-metre)
premium organic stores in urban
areas, while So.bio is its format for
large stores in suburban areas
(500 to 800 square metres). With
these two specialised formats,
Carrefour operates a network of
complementary stores, based on
an offer that is distinct from mass
retail: a wide range of local
products at a fair and affordable
price to allow more consumers to
eat organic every day. After
renovation, the 105 Bio c’ Bon
stores taken over by Carrefour
have reopened their doors.
THE ORGANIC
FAMILY IS
GETTING BIGGER
Are you a customer looking to buy
100% organic, in convenience stores,
hypermarkets or through online
shopping? Carrefour is expanding its
network of stores so that every customer,
regardless of their shopping habits, has
access to a wide range of quality organic
products. The goal is to give everyone
their own taste of organic joy! —
Carrefour is the number one distributor of organic
products in France and the leader in Europe. It
has strengthened its positions by integrating the
specialised Bio c’ Bon brand alongside So.bio,
while continuing to develop its own organic
brands in its other formats, both in-store and
online. In this way, the Group has built up a
network of complementary retail formats that respond to the
diversity of consumption patterns.
The boom in specialised formats
— Because consumers are attached to specialised formats
in the organic market, Carrefour is ramping up its develop-
ment in this fast-growing segment. A key example is the
acquisition of Bio c’ Bon at the end of 2020, which will enable
the Group to strengthen its presence in city centres. A pre-
mium brand with medium-sized outlets (around 300 square
metres), Bio c’ Bon complements the offering of So.bio, a
specialised network of 500-800 square-meter stores located
in suburban areas. In 2020, So.bio acquired five BioAzur
stores in southwest France.
Carrefour aims to conquer the organic
sector in Europe
— Consumers want to find organic products at every point of
sale, and Carrefour provides them with an assortment of orga-
nic products in its own-brand stores. At Carrefour City and
Carrefour Express convenience stores, organic products
already represent 20% of the offer. At hypermarkets, the Bio
Expérience shop-in-shop offers customers more than
3,000 products in spaces of 500-600 square metres.
This concept is currently being rolled out in Europe: in 2020,
eight new Bio Expérience spaces were opened in France and
Spain. Finally, the dedicated Carrefour Bio brand is expanding
in France, Spain, Belgium and Portugal to offer its customers
a wide range of organic products at affordable prices.
Building an organic network
— Having closely observed the food e-commerce boom,
Carrefour is increasing the number of organic items on its
online shopping site. This shift began as early as 2016, when
the Group decided to take on an international dimension in the
online organic market by acquiring Greenweez, the European
leader in online sales of organic products. Greenweez, in turn,
acquired its Spanish competitor Planeta Huerto in 2018 and its
Italian competitor Sorgente Natura in 2019. At the same time,
Carrefour is expanding the organic product range in its stores
and making organic products available for order on the Group’s
e-commerce sites, with the option for drive-through pickup or
home delivery. —
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020 36 /
FORMATS
/ 37
/ 37
CASH & CARRY
HAS THE WIND
IN ITS SAILS
Offering a wide range of food and non-food
products at wholesale prices, the cash & carry
business appeals to professionals and
individuals looking for a good deal.
It is driving Carrefour’s growth in Latin America,
particularly in Brazil, where the Atacadão
chain is expanding rapidly. —
+17.6%
The record growth of Atacadão
in Brazil in 2020
Halfway between hypermarkets and
warehouses, Atacadão stores are
never empty, with shelves up to
11 metres high, pallets of products
on the floor and very attractive
prices. Carrefour’s Brazilian subsi-
diary appeals to customers who
want to buy in bulk and at low prices. They are
offered five main product families: vege-
tables, meats, beverages, beauty care,
cookies and non-food. It offers a shopping
experience that is simple, efficient and also
pleasant. Families come to do their monthly
shopping while professionals – such as mer-
chants, restaurant owners and retailers – buy
on order. This is one of the most popular for-
mats in the context of the current crisis.
Rapid expansion in Brazill
— In 2020, Atacadão posted record growth of
17.6%, achieving exceptional performance in
the second half of the year, thanks in particu-
lar to the recovery in sales to professionals,
for whom Carrefour has improved its price
competitiveness. Retail customers, who
account for 47% of sales, continued to deliver
growth. Carrefour Brazil’s food e-commerce
business, revitalised by a promising new
Atacadão online platform, also grew by 163%
in the last quarter.
The company is continuing its expansion
strategy and aims to open 20 new stores per
year by 2022. This target was met in 2020
thanks to the opening of 14 new stores and the
acquisition of 30 Makro stores, six of which
were already converted to Atacadão’s colours
by the end of December. The rest will be
converted in the first half of 2021.
Steady growth in Argentina
— Carrefour is also working hard further south,
in Argentina, where the Group has been rolling
out its cash & carry offer through the Maxi
brand since 2011. Based on the Atacadão
model, Maxi offers self-service goods sold in
bulk to retail and professional customers. The
brand is divided into two formats: classic
sales outlets with a surface area of
6,000 square metres and a more compact
model of 3,200 square metres. In all, Maxi has
nine stores in Argentina, seven of which are
located in the Greater Buenos Aires megalo-
polis, which is home to one-third of the
country’s population. Since its launch, Maxi
has opened an average of one new outlet per
year, with the tenth scheduled for 2021.
Elsewhere in the Group, the cash & carry
format was hampered by lockdowns and
restaurant closures due to the pandemic, as
illustrated in France by the slowdown in
Promocash’s activities. —
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
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FORMATS
/ 39
MULTI-FORMAT:
A COMPLEMENTARY
AND WINNING
APPROACH
Shopping close to home, changing stores at will,
finding great deals, eating healthier: to keep pace with
new consumer trends, Carrefour is rolling out agile and
innovative store formats everywhere around
the world. —
Consumer habits are becoming
more complex. Today, customers
want to be able to switch between
different formats and offers
according to their needs. Even
more conscious of the accessibi-
lity of points of sale and of prices
in the context of the health crisis, consumers
are looking for local formats that help them
control their budget. But in no way does that
mean they have given up their appetite for bet-
ter eating, a strong driver of the appeal for
organic retail formats.
01. LOCAL CONVENIENCE
STORES
— Having a store right in your building or just
down the street can change your life.
Especially during a lockdown...
Conducive to innovation, adapted to the spe-
cific needs of local customers and easy to
access, convenience formats are very promi-
sing for the Group. Their momentum has not
been dampened by the crisis: since 2018,
Carrefour has opened 1,874 convenience
stores across all countries where it operates,
with the ambition of reaching the milestone
of 2,700 cumulative store openings by 2022.
In 2020, the Group signed agreements to
acquire 172 Supersol stores in Spain, stren-
gthening its number two position in the
countr y. Carrefour has also acquired
224 Wellcome convenience stores in Taiwan,
consolidating its position as the leading
multi-format retailer in that market.
02. SOFT DISCOUNT
— Protecting consumer purchasing power
without compromising on quality? That is the
challenge Carrefour is meeting with its
Supeco soft discount supermarket concept.
These outlets offer Carrefour-brand products
and major brands all year round at unbeatable
prices. First developed in Spain, Supeco
launched in France in 2019 with the opening of
two stores in Valenciennes and Onnaing.
Six others, located in northern France, joined
them in 2020. During the health crisis, Supeco
launched a click-and-collect service on its
supeco.fr website to make it easier for cus-
tomers to shop. The international brand cur-
rently has 41 stores outside France: 23 in
Spain, 15 in Romania, two in Poland and one in
Italy.
03. SPECIALISED AREAS IN
HYPERMARKETS
— Always mindful of its customers’ purchasing
power, Carrefour is expanding the number of
areas reserved for bargains in its hypermar-
kets. The outlets – clearance zones with a
surface area of 500-1,500 square metres offe-
ring a wide range of discounted non-food pro-
ducts – have expanded rapidly since 2019: by
the end of 2020, they could be found in around
20 hypermarkets. At the same time, the first
Carrefour Occasion shop-in-shop opened in
March 2020 inside the Carrefour Les Ulis
hypermarket (Essonne). Created in
partnership with Cash Converters, this
100-square-metre space, dedicated entirely
to second-hand goods, meets the expecta-
tions of customers who are increasingly keen
to give items a second life through a waste-
not, affordable approach.
04. ORGANIC RETAIL FORMATS
— Making organic products accessible is an
achievable goal, provided that a sufficiently
dense network of specialised sales outlets is
developed throughout France. This is one of
Carrefour’s goals. In addition to the existing
Carrefour Bio stores, Carrefour has added the
So.bio network of large suburban outlets,
which the Group acquired in April 2019. In
2020, the five outlets in the southwest of
France belonging to BioAzur joined their
ranks, as well as the 105 Bio c’ Bon stores in
the hearts of several major French cities. In
addition to its increasingly dense brick-and-
mortar network, Carrefour also offers organic
products through its digital network, provided
in Europe by the startups Greenweez, Planeta
Huerto and Sorgente Natura. Consumers are
now spoilt for choice when it comes to buying
organic! —
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40 /
ENVIRONMENT
/ 41
/ 41
ZERO
PLASTIC CHALLENGE
CARREFOUR’S
COMM ITMENTS
Every year, between 8 and 12 million
tonnes of plastic end up in the oceans.
To combat this scourge, Carrefour
has taken up the challenge of reducing
its plastic footprint and is bringing its
customers along for the ride.
The goal is to avoid 20,000 tonnes of
packaging, including 15,000 tonnes of
plastic, before 2025. —
An action plan co-designed with customers
being indispensable. But eradicating it will be a
long-term task. To succeed, the battle must be
waged on multiple fronts, so Carrefour is rallying its
customers to join its efforts.
P lastic is everywhere, even though it is far from
— It is in this collaborative spirit that Carrefour teamed up
with the startup Cap Collectif in late 2019 to launch its Zero
Plastic Mission in France, a massive online survey to identify
concrete solutions together with its customers. The opera-
tion was a tremendous success: in less than two months, the
dedicated platform recorded nearly 5,750 contributions
and tallied over 11,500 votes. The survey brought to light
10 zero-plastic initiatives that participants wanted to test out
in stores. Among them: offering a range of reusable Carrefour
containers, improving bulk purchasing, developing biodegra-
dable or bio-sourced packaging, and organising a deposit
scheme to collect plastic and glass bottles.
With immediate effect
— No sooner said than done: the Group has already stepped up
its pursuit to reduce plastic. Between 2018 and 2020, Carrefour
optimised 99% of packaging accompanying its toy brands.
School supplies then got similar treatment at the start of the
2020 school year: all single-use plastic packaging for pens,
markers, rulers, etc. was systematically replaced by 100%
recyclable cardboard; saving 45 tonnes of plastic. Electric
lightbulbs were no exception to this rule: in 2020, 59 tonnes of
plastic were removed from 116 lightbulb products. In the fruit
and vegetable department, Carrefour is gradually replacing
plastic bags with paper or cotton bags. 125,000 organic cotton
bags were sold between October and December 2020.
Moreover, fruit and vegetable packaging are constantly rede-
signed; allowing the Group to save 450 tonnes of plastic in
2020. That same year, Carrefour was also the first retailer to
launch a range of own-brand solid shampoos and soaps, opa-
que recycled PET bottles for its whole and skimmed milk, and
a 100% recycled plastic bottle for its new line of organic fruit
juices. Today, 80% of Carrefour Bio products now have recy-
clable, reusable or compostable packaging.
In total, the Group has avoided 6,154 tonnes of packaging since
2017, including 2,059 tonnes in 2020. Carrefour has set even
more ambitious goals as a result: by 2025, the Group is aiming
for a reduction of 20,000 tonnes of packaging, including
15,000 tonnes of plastic, whereas the initial target was
10,000 tonnes. So far, the Group is on track for success! —
“WE BELIEVE THAT THIS NECESSARY
CHANGE MUST BE CARRIED OUT
TOGETHER WITH AS MANY PEOPLE AS
POSSIBLE. A RETAILER LIKE CARREFOUR
IS ABLE TO APPEAL TO EVERYONE!”
BERTRAND SWIDERSKI,
SUSTAINABLE DEVELOPMENT DIRECTOR, CARREFOUR GROUP
WORLD_
BACK TO SCHOOL
WITHOUT PLASTIC
Carrefour limits the use of plastic
in school supplies worldwide. —
POLAND_
BUY IN BULK
Cosmetics are sold with
less packaging and more
container-free options:
refill machines, as well as
reusable glass or metal
packaging. —
FRANCE_
MILK IS GETTING
A NEW BOTTLE
Carrefour rolls out the first
opaque recycled PET bottle.
As part of the zero-plastic
challenge, the brand
Les Crudettes switched from
plastic to 100% recyclable
paper.
Paper packaging can now
be seen on all shelves. —
SPAIN_JUST FRUITS
AND VEGETABLES
Carrefour eliminates plastic from
its organic fruit and vegetable
packaging.
Zero Plastic Mission:
325,000 consumers came together
online to select three beaches to be
cleaned through the
#PlasticFreeBeaches operation. —
ARGENTINA_PLASTIC
STRAWS ARE OUT
Straws are now made of bamboo
and even rice.
To limit single-use plastic bags,
Carrefour sells organic cotton bags. —
AN OVERVIEW
OF GLOBAL INITIATIVES
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
42 /
ENVIRONMENT
/ 43
ZERO KM
This is Carrefour’s commitment
to the development of short
distribution channels.
CARREFOUR’S
COMM ITMENTS
WITH
LOCAL
Increasingly attuned to the origin and quality of what
they consume, customers are now on the hunt for lo-
cal and seasonal food produced as close to home as
possible. This emphasis on local products represents a
new ambition for the Group. With a simplified new two-
page contract in France and the promise of payment in
seven days, Carrefour is speeding up the way it recruits
small local producers and enabling stores to source directly.
PRODUCERS
Show up at the hypermarket
doors, get products listed in
48 hours and be paid in seven
days: Carrefour stores are
welcoming small local
producers with open arms,
with the simplified new “Zero
Kilometre” contract, which
promotes short distribution
channels. —
A historic boost to local produce
— Supporting local producers and short distribution channels
is a priority of the Act for Food programme in favour of the
food transition. In Argentina, where 100% of the fruit, vege-
tables and meat sold in stores comes from domestic produc-
tion, 98% of fresh fruit and vegetables now also come from
the same region in which they are sold. The Group continues
to identify new small local producers and to strengthen its
communication on regional products within its outlets.
In 2020, Carrefour Spain listed 794 local suppliers offering
5,520 unique items through short distribution channels.
The goal is to speed up the search for new partners in order
to reach 850 suppliers and 6,000 unique items by the end
of 2021. In France, Carrefour launched a campaign during
The lamb's lettuce sold
in the vegetable section of the
store in Villiers-en-Bière comes
from a producer situated
14 km away. —
lockdown inviting small producers in need of retail outlets to
offer their goods directly at its stores.
A contract with advantageous terms
— To facilitate this dynamic of ultra-local alliances, Carrefour
France developed a simplified new standard contract in No-
vember 2020. It allows small producers to enter into direct
partnerships, on advantageous terms, with Carrefour stores
near their production sites. This “Zero Kilometre” contract,
which can be drawn up and signed in two days, facilitates
and streamlines the product listing process. It also offers lo-
cal suppliers reduced payment terms, which Carrefour is the
only retailer to offer: seven days – compared to the usual 30.
This cash-flow advantage provides crucial support to small
suppliers, especially those working on seasonal products,
whose production costs are concentrated over a short pe-
riod of the year. The assurance of finding a regular outlet for
fresh perishable products is also a valuable asset for the sus-
tainability of their businesses. All retail formats can offer the
Zero Kilometre contract: suburban hypermarkets, Carrefour
Contact stores in rural areas, etc. In-store poster campaigns
encourage small producers to contact store managers. The
operation is also promoted to customers on the shelves,
showcasing the featured products accompanied by detailed
information about the producer: name, photo, production
site, etc.
Promoting agricultural heritage and local jobs
— Already, one third of seasonal fruits and vegetables sold in
Carrefour franchise stores are of regional origin. Lettuce is a
prime example: in 2020, more than 30 hypermarkets entered
into a partnership with producers in their own regions. Two
thirds of Carrefour hypermarkets now source local lettuces.
The facilitated product listing offered by the Zero Kilometre
contract covers all local products, with fresh fruit and vege-
tables at the top of the list, as well as dairy, canned food and pre-
serves, farmed meats and eggs, etc. Set up all across France,
these contracts allow each region to showcase its gourmet
specialties. Strawberries in the southwest, mushrooms in
Bègles, tomatoes in Béziers, potatoes and leeks in the north,
organic apples and pears in Ile-de-France: all these tasty lo-
cal products, sourced via short distribution channels, support
employment in their regions of origin. These contracts cer-
tainly have a lot to offer! —
CARREFOUR — ANNUAL RE PORT 2020
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44 /
ENVIRONMENT
/ 45
CARREFOUR’S
COMM ITMENTS
FOR
THE PLANET
Climate change, depletion of
natural resources, a decline in
biodiversity: the challenges
facing our environment are
urgent and demand immediate
action. That is why Carrefour
is mobilising its teams on every
front – and has the results to
show for it. —
C arrefour is committed to doing business differently in
order to protect the planet: participating in the
development of sustainable agriculture, redesigning
supply chains to respect ecosystems, limiting the
carbon footprint of its stores and promoting short
distribution channels. It has aligned its indicators with
the United Nations Sustainable Development Goals,
and is making progress on these targets. For the fourth year in a
row, the Group is among the top five companies in its sector in the
Dow Jones Sustainability Index – World. —
TOP 5
For the fourth year in a row,
the Group is in the top five
companies in its sector
in the Dow Jones Sustainability
Index - World. —
01. ENSURING ANIMAL
WELL-BEING
— Improving animal breeding and slaughter
methods is another top priority for the Group. In
order to mobilise its own-brand suppliers,
Carrefour outlined an animal welfare policy in 2019.
In 2020, the Group ensured the transparency of its
chicken supply chain via blockchain technology
and signed on to a strict set of specifications for
animal breeding practices to create its Label
Rouge beef Quality line. Carrefour’s textile brand
Tex has also committed to ensuring that, by 2021,
100% of its cashmere comes from a Quality line
that respects animal welfare.
02. PROMOTING SUSTAINABLE
AGRICULTURE
— To speed up the transition to planet-friendly
agricultural models, Carrefour engages in long-
term contracts within its Carrefour Quality line
to support producers who follow ecological
farming practices: crop rotation, exclusion of
soilless plant production, elimination of post-
harvest chemical treatment, etc. The Group is
committing to volumes and purchase prices
from organic farming suppliers or those
converting to organic practices through firm
three-to-five year contracts. In 2020,
Carrefour supported 2,150 organic farmers in
France, including an additional 250 added this
year.
03. PROTECTING BIODIVERSITY
05. COMBATTING FOOD WASTE
— Carrefour’s Biodiversity protection programme has
already achieved a number of major successes: 44% of
the Group’s seafood supplies now come from
sustainable fishing; and all of the Group’s countries
have also set up beekeeping plans to promote suburban
beekeeping, which includes the installation of apiaries
on store rooftops. In France, Italy and Spain, the Group
has introduced a policy of sustainable and responsible
construction, supported by the BREEAM Construction
certification process, a British standard for measuring
the environmental performance of buildings.
— The Group shares the Consumer Goods Forum’s goal
of reaching a 50% reduction in food waste by 2025. To
achieve this goal, Carrefour is optimising its in-store
inventory management and taking action to limit
unsold food: spotlighting time-sensitive products,
expanding its partnership with the Too Good to Go app,
reviewing its best-by or sell-by dates and donating the
equivalent of 105 million meals to non-profits by 2020.
Unsold foods that cannot be donated are used in bio-
waste recovery channels to produce bio-methane.
06. LIMITING CO2 EMISSIONS
— Carrefour is working to improve energy efficiency and
reduce the use of non-natural refrigerants on its sites.
Through these efforts, the Group recorded a 9.1% reduction
in its CO2 emissions in 2020. Carrefour now aims to reduce
its CO2 emissions from energy and refrigerants by 30% in
2030 and 55% in 2040 (compared to 2019 levels).
In 2020, Carrefour also committed to reducing its indirect
greenhouse gas emissions (scope 3), including a
20-megatonne reduction in the CO2 impact of the products
it sells, to be achieved by 2030.
07. FIGHT DEFORESTATION
— Carrefour is deeply committed to the fight against
deforestation. During Climate Week 2020, the Consumer
Goods Forum (CGF) launched the Forest Positive
Coalition of Action, which brings together 17 global
companies. Its goal is to work together to fast-track
systemic actions to eliminate deforestation, forest
degradation and forest conversion in key commodity
supply chains (palm oil, soy, paper, fibre and pulp
packaging, Brazilian beef, cocoa, etc.). The larger
objective is to favour profound change across the
industry. The Coalition is co-sponsored at the CGF board
level by Alexandre Bompard, Chairman and CEO of the
Carrefour Group. This platform will soon focus its efforts
on the wood-paper industry. Carrefour is also exploring a
similar project in the beef industry.
04. PROMOTING THE CIRCULAR
ECONOMY
— In order to shift towards more resource-efficient
practices, Carrefour is promoting eco-design and
recycling for plastic packaging, whose spread has
become a scourge for the world’s oceans.
By 2025, the Group aims to achieve 100% reusable,
recyclable or compostable packaging across all its
brands. Both in stores and online, it is rolling out
alternative solutions to plastic and disposable
packaging: developing bulk and consignment systems,
using reusable containers, and so on.
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020
46 /
CARREFOUR’S
COMM ITMENTS
FOR THE
COM-
MU-
NITY
Both as a leading company in France
and a local player through its dense
network of stores, Carrefour plays a
major role in the life of communities
and the country. Mindful of this
responsibility, the Group carries out
and supports a number of solidarity
and civic initiatives. —
The Group has made commitments on all the major
social causes where it aims to have a positive
impact. The Carrefour Foundation, which
celebrated its 20th anniversary in 2020, was one of
the first corporate foundations ever created.
Today, this pioneer is still among the 10 most
active foundations by annual endowment. With
more than 1,000 projects funded since its inception, it works
alongside its partner associations to contribute to making
healthy food more widely accessible and promoting the
inclusion of disadvantaged groups.
20 years of initiatives from the Carrefour Foundation
— Alongside Fermes d’Avenir, Carrefour takes action in two
areas: training young farmers in ecological market gardening
practices through a mentoring programme, as well as the socio-
professional inclusion of refugees in the agricultural sector. The
Group supports the free Cuistots Migrateurs cooking school and
the inclusion project led by Re-Belle, an association that
transforms unsold fruit from supermarkets into jams and
chutneys. Since 2012, Carrefour has been providing financial
support to the Banque Solidaire de l’Equipement run by Emmaüs
Défi, which is dedicated to inclusion and job re-entry for people
living in extreme poverty. In the same spirit, the Group lends aid
to the renowned Refettorio Paris, a solidarity restaurant located
in the crypt of the Madeleine church in Paris, which offers
vulnerable people balanced and complete meals made with
ingredients from surplus food.
Holidays for all
— The health crisis has intensified the difficulties facing
young people in disenfranchised neighbourhoods. Only 52%
of children from low-income families took holidays, compared
with 81% of children from high-income families. Carrefour has
joined forces with its partner Sport dans la Ville (Sport in the
City) to offer young people involved with the association an
exceptional place to live and learn: a holiday and training
centre in Le Poët-Laval, located in the Drôme Provençale
department of France. To support the project, Carrefour
launched a solidarity operation with MOM, a home decor
COMMUNITY
/ 47
ORANGE DAY
With the Orange Day operation, organised with UN Women
France, Carrefour collects and donates funds to combat
violence against women and girls. As in previous years,
Carrefour conducted this operation from 20-22 November
across its hypermarkets and supermarkets by donating
50 cents for every Carrefour bag of organic oranges
purchased.
brand: from 10-22 November, customers could purchase one
MOM product at hypermarkets and Carrefour Markets in
France and receive a second item at a 50% discount. A portion
of proceeds from the sales was donated to Sport dans la Ville
to help build the Le Poët-Laval centre.
Taking action against domestic violence
— The sudden imposition of the first lockdown led to a rise in
domestic violence across the whole of France, according to
the Ministry of Internal Affairs. To combat this issue, Carrefour
set up temporary support areas in some 30 shopping centres
attached to its hypermarkets. Store teams relayed the
communication tools provided by the French government
throughout its stores and offered emergency kits containing
hygiene products for women and their babies. In response to
the call for action launched by Marlène Schiappa, French
Minister Delegate in charge of citizenship, Carrefour has joined
an unprecedented operation with the National Gendarmerie.
Since November 2020, victims of domestic and family violence
can file a report by clicking the “Report” button on the
homepage of the carrefour.fr website, which connects them
to the Gendarmerie Nationale’s platform for reporting gender-
based and sexual violence. In this way, victims can contact the
nearest gendarmerie in a safe way, without leaving any trace
in their browsing history, in order to receive help from the
national police. —
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020
48 /
TEAMS
/ 49
COM
MITTED
During this very special year,
our employees have
demonstrated more than ever
their solidarity, commitment
and creativity in order to help
build a fairer and more
equitable society. —
CAROLINA AGUIRRE, 33
EMPLOYEE — BUENOS AIRES (ARGENTINA)
YES TO HEALTHY PRODUCTS,
NO TO PLASTIC
SUPERHEROES
OF THE FOOD
TRANSITION
Launched in 2018, this programme
was rolled out in every country
to identify the local “superheroes”
among our in-store teams who
embody the values of the food
transition. Spotlighting healthy
products, organising events around
eating and cooking better,
anti-waste initiatives, combatting
waste: the initiatives are many,
and so are our superheroes.
At the end of 2020, we already
recognised 2,286. Hats off to
each one!
a In Argentina, Carolina perfectly illustrates
Carrefour’s commitment to involve everyone in the
food transition. She helps to tackle food waste at
her Vicente Lopez hypermarket, located in the
Buenos Aires suburbs. In 2020, she succeeded in
saving more than 4.5 tonnes of food; increasing
donations to charities and extending the areas set
aside for products with short expiry dates. During
Halloween, Carolina also had the original idea of
turning the famous “trick-or-treat” custom into the
“fruit-or-treat” option. This involved including treats
and healthy recipes in gourmet baskets. Remaining
loyal to Carrefour’s commitment to reduce the
quantity of plastic in our stores and in our lives, she
also had all plastic decorations removed from the
shelves, replacing them with items made of wood
or recycled materials. —
JONATHAN LEE, 34
MANAGER — TAIWAN
DIRECTOR FOR A DAY TO
DISCUSS MENTAL ILLNESS
a Dementia is an illness that particularly affects elderly
people. Although it is incurable, the effects can still be
lessened with cognitive stimulation. Jonathan is the
Head of Public Affairs for Carrefour Taiwan’s southern
region and he wanted to invite people experiencing the
early stages of dementia to visit stores; supporting
them as part of the “One day store manager” project.
Implemented with local government support, dementia
sufferers “took over” as store manager for just one day,
promoting local products, animal welfare and healthier
eating. The “One day store manager” project is also an
opportunity to raise public awareness about how to
treat elderly people with dementia, so that everyone
can learn to provide them with better support in their
day-to-day lives. —
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TEAMS
/ 51
SUP
ER
HER
OES
MARINA SCHIAPPA, 45
CHECKOUT AND CUSTOMER SERVICE MANAGER — SANREMO (ITALY)
COMMITTED TO THE CAUSE
a In her Garibaldi Carrefour Market in Sanremo near the
Franco-Italian border, Marina toils all year round to
promote the food transition and she champions major
social causes when customers come to the store. For
example, she once invited a beekeeper to come and talk
to people in the community about the key role that bees
play in the ecosystem. Another time, she organised a
cooking workshop for people with disabilities. Marina
also vehemently defends women's rights. For the
International Day for the Elimination of Violence against
Women, she came up with a number of slogans with her
colleagues, which they then put on display on the
storefront as well as organising an information corner
at the supermarket entrance. She was also involved in
Pink October – the annual breast cancer screening
campaign, when she decorated all of the store's aisles in
pink! —
JOSÉ VAZQUEZ CENA, 39
MAINTENANCE ASSISTANT — ALICANTE (SPAIN)
STRAPPED-IN: SECURING
PALLETS IN A NEW WAY
a For the second year in a row, José won first
prize at the awards; organised each year by the
managers of Carrefour Espagne’s CSR Department
to reward the creativity of employees who support
more environmentally-friendly practices and
assist the food transition. For the 2020 awards,
the theme was fighting against plastic in our
shops and warehouses, a commitment which
Carrefour has accepted on a global level.
Maintenance assistant at the Petrer store, near
Alicante, José had the clever idea of replacing the
plastic film, which is wrapped around pallets, with
a simple pair of straps. Half of the time, pallets are
only covered with film to prevent the products
from falling when they are placed on the shelves.
His initiative is now being tested in several stores
so that in can be rolled out across Spain and in
other countries where the Group is present. —
AURÉLIEN GIACON, 41
CASHIER TEAM MANAGER — ECULLY (FRANCE)
ZERO-WASTE BASKETS:
A BRIGHT IDEA
a Fruits and vegetables account for almost half of
all edible food that is thrown away. In stores, this happens
when produce is slightly damaged or poorly sized and left
unclaimed by charitable associations. Michel Poix,
Produce Manager at the Ecully hypermarket near Lyon, had
the idea of offering these overlooked fruits and vegetables
at a bulk price of 10 euros per large crate. Offering excellent
freshness, quality and value for money, presented in a
package reminiscent of produce markets, this format
immediately won over the store’s customers. Promoted on
social media by Aurélien Giacon, the Cashier Team Manager,
this initiative inspired the roll-out across France of
zero-waste baskets, offering less good-looking but edible
fruit and vegetables at a set price of 3 euros for
2 kilograms of produce, regardless of the assortment.
Following France, Carrefour Spain and Carrefour Belgium
have also decided to adopt the zero-waste basket in their
produce departments. —
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020 52 /
FOR
CARREFOUR’S
COMM ITMENTS
has driven up the unemployment rate for those
under 25, reaching 22% in France in November. In
2020, 750,000 young people joined the labour
market. However, they are struggling to find per-
manent employment opportunities in a context of
unprecedented social and economic crisis. Faced
with this exceptional situation, Carrefour is taking action to
help these young people get their careers off the ground.
Young people need support. The Covid-19 pandemic
YOUTH
Getting your feet wet
— The Group is committed to hiring 15,000 young people in
2021, including 7,000 on permanent contracts and 8,000 on
work-study programmes, an increase of 50% over 2020.
In order to train these new recruits for the long term and open
up career opportunities for them within the Group, the pro-
gramme offers six to 12 months of work-study training, at the
end of which participants receive different types of professio-
nal qualitification certificatications (depending on the
contract). The programme will allow participants to train for
four jobs in stores and warehouses: cashier, department
employee, drive-through assistant and order picker.
Giving everyone a chance
— Carrefour has always committed to promoting equal oppor-
tunity and is working with associations to ensure that half of
these 15,000 new hires will benefit young people from disad-
vantaged neighbourhoods. Upstream, Carrefour is opening its
doors to teenagers from these neighbourhoods by offering
3,000 internships to ninth-grade students from priority
TEAMS
/ 53/ 53
schools (REP/REP+), three times more than in 2020. Finally, to
ensure that mobility is no longer an obstacle for any motivated
candidate, Carrefour covers the cost of obtaining a driver’s
license for trainees from disadvantaged neighbourhoods, up
to 500 euros.
Maintaining connections
— Because maintaining connections is essential, Carrefour has
kept in touch with its applicants, trainees and students
throughout the year, despite the health constraints. Carrefour
France has strengthened its communication on social media
and on its careers website, where it has published over
18,000 job offers. The Group has continued to promote
internships and work-study contracts in its high-volume
businesses: digital, new technologies, food services and
organic. Despite the unusual context of telework and remote
management, Carrefour France earned the Happytrainees
2021 label for the quality of its programmes for interns and
work-study students. Finally, during the lockdowns, more than
40 (mostly remote) events were organised with 35 major
schools, which allowed Carrefour teams to meet with
2,000 students. —
Source: Eurostat, www.touteleurope.eu/actualite/le-taux-
de-chomage-des-jeunes-en-europe.html
EMPLOYMENT
As France’s largest private
employer, Carrefour is has
pledged its support to the “Covid
generation”, hit hard by the crisis,
and is launching a proactive and
inclusive recruitment plan for
15,000 young people, half of
whom come from disadvantaged
neighbourhoods. The Group is
also stepping up its initiatives for
trainees and students. —
CHARLINE
CHEESE SHOP EMPLOYEE — VILLIERS-EN-BIÈRE (PARIS REGION)
JASON
APPLIANCE SALES ASSISTANT — ÉVRY (PARIS REGION)
LAURÉNA
BAKER — VILLIERS-EN-BIÈRE (PARIS REGION)
a“I signed a professionalization contract and my training
is provided by Carrefour. What I like about the cheese shop is
that you learn something new every day...
Don’t they say that there are as many cheeses as there
are days in the year?” —
a “Two years ago, I was a shelf stocker in a Carrefour
hypermarket. I went back to school to get an advanced
technician’s certificate degree and advance more
quickly within the company. I am now a sales assistant on a
trainee contract. I discovered higher standards and a tighter
organisation than I expected. I can tell you that, in my store,
there is not a single scrap of paper left in the aisles :).” —
a “I signed a trainee contract with Carrefour, the only
company that gave me a chance. I have two to three days of
training per month, where I learn the fundamentals of
customer service but also the history and values of Carrefour.
What do I like most about the bakery department? The aroma
of fresh bread... and the contact with customers.” —
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TEAMS
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THE
LEADERS
SCHOOL:
THE
FORCE
IS WITH
THEM
After Spain and Argentina, France
is launching the Leaders School.
Its mission: to accelerate upward
mobility within the company.
After six months of demanding
training, students are guaranteed
to take on new responsibilities.
This springboard is available
to all employees, regardless of
their position. —
In France, 75% of store managers are promoted
from within its ranks.
Upward mobility is a central part of Carrefour’s DNA.
Training that has proven its worth
— After being tested in Spain and Argentina, this
excellence programme was launched in France in
November 2020 to combine theory and practice. It is designed
to welcome nearly 400 employees from all the Group’s
businesses and formats each year. Selected employees will
receive training from Carrefour’s top management and leading
“I COMPLETED INTERNAL
TRAINING TO BECOME
A STORE MANAGER.
THE LEADERS SCHOOL
CAN DELIVER A SECOND
BOOST TO MY CAREER.
IT’S AN OPPORTUNITY TO
HONE YOUR KNOWLEDGE
WITH THE BEST MANAGERS
IN THE COMPANY AND
BUILD YOUR NETWORK.”
RUDY CHODATON, 32,
DIRECTOR OF CARREFOUR MARKET PARIS MAUBEUGE, MEMBER OF THE
FIRST CLASS AT THE FRENCH LEADERS SCHOOL.
over 12 days, adapted to different audiences: employees,
managers and division heads. These courses are led by
members of Carrefour’s Executive Committee and Board of
Directors, who provide participants with insights and advice
to help them better understand their future responsibilities.
The e-learning course, which can be completed during work
hours, offers 10 topics for further study. Finally, at the end of
the course, each participant presents a project they worked
on during the course.
The first class, named “Marcel Fournier” after one of the foun-
ders of Carrefour in 1959, will number 180 students in its ranks.
It is sponsored by Alexandre Bompard, Chairman and CEO of
Carrefour. At the end of the programme, all participants move
up a level: 120 employees have become managers, 30 division
managers and 30 lead-division managers. A second class of
over 200 employees will follow in 2021. The virtuous circle is
underway. —
experts. The result is a guarantee they will be offered new res-
ponsibilities. The formula has already proved its worth in seve-
ral of the Group’s regions. In Spain, the Escuela de Lideres has
trained 180 candidates to become store managers in 2020. Its
Argentine equivalent has enabled 260 employees to acquire
new technical and managerial skills.
A new dynamic
— The initiative has already gained tremendous momentum in
France: nearly 1,500 employees have applied to join this new
type of school. Nearly 400 employees were selected to join the
first two classes. Women and men of all ages and origins, they
represent the full diversity of Carrefour’s businesses –
employees, managers and division heads. For example, they
include Carina, a former recreation centre director who tran-
sitioned into baking and pastry-making; Kamel, a receptionist
who dreams of managing a team; and Juba, a young depart-
ment manager who describes himself as a “Carrefour baby”
who joined the company at the end of his studies.
Combining theory and practice
— The Leaders School fosters pride in belonging to the Group
and emphasises Carrefour’s culture and entrepreneurial spirit.
The programme is organised into three phases: classroom
training, e-learning and the presentation of a project. The first
edition of in-person courses, which began in November 2020
for a term of six months, includes a common core of 11 topics
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020
56 /
FOR DIVERSITY AND
EQUAL
OPPORTUNITY…
Through the Act for Change programme,
we encourage each manager to foster
diversity within their team. Carrefour offers
its employees an inclusive work environment,
where everyone is free to be themselves.
Thanks to the diversity of its employees,
Carrefour reflects society as a whole, just
like its customers. —
01.PROMOTING
PROFESSIONAL EQUALITY
AND PARITY
— Gender equality in the workplace is a prio-
rity, and the Group’s target is to ensure 40% of
key positions are filled by women by 2025. The
Act for Change programme includes targets
for the number of female managers, directors
and senior directors, as well as an internal
development programme on gender equality.
Salaries are monitored in all countries, parti-
cularly in France, in order to reinforce the
Group’s equal pay policy.
At the same time, the Professional Equality
agreement signed on 9 March, 2020 by
Carrefour France aims to facilitate the career
development of women while enabling men to
become more involved with their families,
without prejudice or fear for their careers. The
plan addresses themes of parenthood, com-
pensation, work-life balance, hiring, etc.
Through these actions, Carrefour’s gender
equality index has progressed, rising from
89/100 in 2019 to 94/100 in 2020.
CARREFOUR EARNS
GEEIS CERTIFICATION
The international Gender Equality
European & International Standard
(GEEIS) label is awarded to
companies with a proactive
approach to professional equality.
It certifies the effectiveness of
actions taken by the company to
promote gender parity, work-life
balance and best practices in
compensation. Carrefour France,
Argentina and Romania obtained the
certification in 2014. The process
was expanded after 2017, becoming
a fundamental aspect of the
company’s Equality & Parity policy.
One-hundred per cent of the Group’s
countries received GEEIS
certification in 2020.
02.TAKING ACTION FOR
DISABILITIES
— More than 20 years after signing its first
agreement on hiring disabled employees,
Carrefour remains strongly committed to this
issue. The Group works to keep each of its
employees in their jobs and to adapt their
workstations. Positions are open to everyone,
with hiring based on skills, aptitude and moti-
vation. As a result, the employment rate for
disabled employees in stores is well above the
legal minimum of 6% in France. The Group
also participates each year in LADAP’s
European Disability Employment Week, which
continued in digital form in 2020.
03.ENCOURAGING EVERY
TYPE OF DIVERSITY
— Carrefour made an early commitment to
promoting diversity by signing the Diversity
Charter in 2004. In 2018, it renewed its com-
mitment by signing a new charter, while
expanding the fight against all forms of
discrimination by implementing concrete
actions in favour of equal employment.
Convinced that diversity is an asset and a
performance lever for the company, Carrefour
aims to develop a culture of acceptance and
inclusion. Each year, the Group organises a
day dedicated to diversity, inviting employees
to express their creativity and promote multi-
culturalism. This day is an opportunity to raise
awareness among teams about the accep-
tance of difference and to share the Group’s
values of inclusion. —
BRAZIL
TEAMS
/ 57
... VIGILANCE AT EVERY
MOMENT.
Following the tragic event in November
in Porto Alegre, the Group’s management
announced strong measures to fight
against racism. —
N othing is more foreign to Carrefour's values than
the odious acts of violence that took place in
Porto Alegre, where a client of a Group hyper-
market, Joao Alberto Silveira Freitas, was killed
on November 19, 2020 by subcontracted secu-
rity guards.
In addition to supporting the victim’s family and
taking steps to bring the perpetrators to justice, Carrefour,
which is committed to the social and economic inclusion of
minority groups, immediately decided to take strong measures
to ensure that such a tragedy does not happen again. An audit
was launched in order to thoroughly review the training poli-
cies for employees and subcontractors in terms of safety and
respect for diversity and values of tolerance. This audit was
followed by an action plan defined with an external committee
for the freedom of expression on diversity and values of tole-
rance, commissioned to advise Carrefour Brazil independently
in its actions against racism in its stores.
Concrete actions
— The action plan reinforces the measures to fight racism that
Carrefour Brazil has implemented for years. In particular, it will
bring store security teams in-house, include a clause in
Carrefour’s contracts to combat racism, and set up awareness
and training sessions within the company and in civil society.
Carrefour Brazil has set promotion and hiring targets that will
better reflect the country’s diversity. It also set up a fund worth
40 million reals to promote diversity and combat racism.
All profits at Brazilian stores on 20 November and Black Friday
(26 and 27 November) were dedicated to anti-racism actions.
We will not forget
— In a desire for transparency, the Group has launched the
naovamosesquecer.com.br (“we will not forget”) website to
provide details on the actions taken in response to these
commitments. As of March 2021, the site relays the initiatives
supported by the Diversity and Anti-Racial Discrimination
Fund. As a space for exchange and dialogue with civil society,
the site gives web users a chance to submit their suggestions
and alert or denounce any act of racism and discrimination. —
“NOTHING IS FURTHER FROM
MY VALUES AND THOSE OF
CARREFOUR THAN RACISM AND
VIOLENCE.”
ALEXANDRE BOMPARD,
TWITTER, 20 NOVEMBER 2020
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
58 /
58 /
58 /
2020 ESSENTIALS
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/ 59
/ 59
PROFILE &
KEY FIGURES
With a multi-format network of some 13,000 stores
in more than 30 countries, the Carrefour Group
is one of the world’s leading food retailers.
Carrefour recorded gross sales of 78.6 billion euros
in 2020. It has more than 320,000 employees
who help to make Carrefour the world leader in
the food transition for everyone, providing
everybody with access to high-quality, affordable
food every day, in all locations. —
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — R APPORT A NNUE L 2 020
+12
points in Net Promoter Score®
in 2020
55%
of women among our
322,164 employees
70%
rise in food e-commerce (gross
merchandise volume)
DISTRIBUTION OF SALES BY
GEOGRAPHIC REGION
Legend:
France 45.2%
Latin America 23.8%
Other European countries 28.3%
Asia 2.7%
13,048
STORES AROUND THE WORLD
DISTRIBUTION OF STORES
AROUND THE WORLD
No.1 €78.6
Carrefour is ranked as the number
one French retailer for its CSR
commitments in the Dow Jones
Sustainability Index - World
rankings and CDP (formerly Carbon
Disclosure Project)
billion in total consolidated
gross sales in 2020, an increase of
7.8% in like-for-like over 2019
a France (1): 5,430
a Belgium: 787
a Poland: 937
a Romania: 369
a Argentina: 592
Legend:
a Brazil: 489
a Spain: 1,250
a Italy: 1,485
a Taiwan: 132
a Other: 1,577
Integrated countries/regions
Franchised countries/regions
1.
Metropolitan France
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60 /
2020 ESSENTIALS
/ 61
/ 61
OUR BUSINESS
MODEL…
Legend:
Flow of goods
Suppliers' operations
Producers’ operations
Integrated and franchised Carrefour operations
…GENERATING SHARED
VALUE
FINANCIAL & ECONOMIC CAPITAL
a 13,048 stores and 2,225 Drive outlets
worldwide
a Over 30 host countries
a €78.6 billion in gross sales
a €2,183 million in other income (finance
companies, real estate development,
leases)
a €50 million in financial income
HUMAN & INTELLECTUAL CAPITAL
a 322,164 employees worldwide
a 300 job families
a Worldwide agreement signed with the
UNI Global Union
a Act for Change managerial program
RELATIONAL CAPITAL
a 77 million customer households
a 1 worldwide e-commerce site
a 49 million loyalty cardholders
a 13 international partnerships
a 2,670 production facilities in Europe
a 27,884 CQL partner producers
a Strategic partnerships and alliances
a €7.5 million budget allocated by the
Carrefour Foundation
NATURAL & ENVIRONMENTAL
CAPITAL
a Fossil and renewable energies
a Use of different materials, such as plastic,
cardboard, etc.
a Use of natural resources from oceans,
forests, land and other ecosystems
a Water consumption
Order
fulfilment
centres
Processing
facilities
Production
facilities
FINANCIAL & ECONOMIC CAPITAL
a €183 million in dividends paid to parent
company shareholders
a €962 million in income and other taxes
a €1,597 million in payroll taxes
a €334 million in net finance costs
a €384 million in expenses on financial
transactions
HUMAN & INTELLECTUAL CAPITAL
a €7,262 million in wages, salaries and payroll
taxes
a Employee Net Promoter Score® (NPS®)
a 8.04 hours of training per employee per year
a 1,418 social audits performed at our suppliers
a 23.2% women among those appointed to key
Warehouses
positions in 2020
Services
• Banking and
insurance
• Travel agency
• Vehicle hire
Drive
Stores
Shopping
centres
Service
stations
CONSUMERS
CATERING
PROFESSIONALS
Cash & Carry
Head offices
and Carrefour Lab
Pedestrian
Drive
Convenience stores
and Services
(Relais Colis, La Poste, ticket booking)
Home
delivery
RELATIONAL CAPITAL
a 17 million fans on social media
a Net Promoter Score® (NPS®) up 12 points
in 2020
a €60,135 million in purchased merchandise
and services
a 753 Carrefour Quality Lines
a 1,139 Carrefour organic product listings
a 77 million meals donated to food aid charities
a 47 projects supported by the Carrefour
Foundation
NATURAL & ENVIRONMENTAL CAPITAL
a 9.1% reduction in CO2 emissions (vs. 2019)
a 66.1% of waste recovered and reused
a -28.7% reduction in food waste (vs. 2016)
a 43.7% of tested seafood products are from
sustainable sources
a 6,154 tonnes of packaging avoided since 2017
CARREFOUR — ANNUAL RE PORT 2020
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2020 ESSENTIALS
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OUR
GOVERNANCE
THE CARREFOUR BOARD
OF DIRECTORS
a A key body in the Group's governance, the Board of Directors
is composed of 16 Directors, including 50% independent
Directors and two Directors representing employees. 43% of
Directors are women. Each Director brings high-level exper-
tise and recognised experience in areas of interest to the
Carrefour group: international development, market share
gain strategy, social and environmental responsibility, etc.
The members of the Board of Directors are constantly infor-
med on the evolution of the markets, the competitive environ-
ment and the principal stakes of the Group. The mission of the
Board of Directors is to approve the strategic directions taken
and to manage how they are put into place, as well as to exa-
mine and to give guidance on important operations considered
for the Group.
Composition of the Board of Directors
by 31 December 2020
Alexandre Bompard, Chairman and Chief Executive Officer
Philippe Houzé, Vice-Chairman
Stéphane Israël (1), Lead Director
Claudia Almeida e Silva (1)
Alexandre Arnault
Nicolas Bazire
Flavia Buarque de Almeida
Stéphane Courbit (1)
Abilio Diniz
Aurore Domont (1)
Charles Edelstenne (1)
Thierry Faraut (2)
Mathilde Lemoine (1)
Patricia Moulin-Lemoine
Martine Saint-Cricq (2)
Marie-Laure Sauty de Chalon (1)
THE SPECIALISED COMMITTEES OF THE BOARD
OF DIRECTORS IN 2020
a The Board of Directors put five specialised committees in
place:
The Audit Committee
Chairman: Stéphane Israël (1)
Members: Philippe Houzé, Claudia Almeida e Silva (1),
Nicolas Bazire, Mathilde Lemoine (1)
The Compensation Committee
Chair: Mathilde Lemoine (1)
Members: Nicolas Bazire, Stéphane Courbit (1),
Charles Edelstenne (1)
The Governance Committee (3)
Chairman: Charles Edelstenne (1)
Members: Flavia Buarque de Almeida, Philippe Houzé,
Aurore Domont (1), Thierry Faraut (2)
50 % INDEPENDENT DIRECTORS (4)
11
BOARD MEETINGS IN 2020,
INCLUDING 3 EXTRAORDINARY MEETINGS DEDICATED
TO MANAGING THE HEALTH CRISIS
43 %
95 %
Attendance rate at board meetings
women (4)
The CSR Committee
Chair: Aurore Domont (1)
Members: Claudia Almeida e Silva (1), Patricia Moulin Lemoine,
Martine Saint-Cricq (2), Marie-Laure Sauty de Chalon (1)
The Strategic Committee
Chairman: Alexandre Bompard
Vice-Chairman: Abilio Diniz
Members: Nicolas Bazire, Philippe Houzé,
Stéphane Courbit (1)
2020 was dominated by the Covid-19 crisis, which affected all
the geographies where the Group operates. On this issue, the
Board of Directors was actively involved and organised several
extraordinary follow-up meetings on crisis management
throughout the year.
It also demonstrated solidarity in the exceptional context of
the Covid-19 pandemic when it announced on April 20, 2020
that:
f the Chairman and Chief Executive Officer decided to waive
25% of his fixed compensation for a two-month period,
freeze the 2020 fixed compensation of the members of the
Group Executive Committee for the year, and ask said
members to waive 10% of their fixed compensation for a
two-month period,
f the members of the Board of Directors also decided to waive
25% of their compensation due in 2020.
The corresponding amounts are allocated to fund community
service initiatives for Group employees, in France and abroad.
1. Independent director.
2. Director representing employees.
3. The Nominations committee was renamed the Governance committee
from 20 April 2020.
4. Besides Directors representing employees.
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020 64 /
2020 ESSENTIALS
/ 65
THE LEADING
TEAM
The Group Executive Committee is in charge of steering
the Group and supervises the proper execution of
Carrefour's transformation plan, centred upon the food
transition. With Alexandre Bompard at the helm, it is
composed of 13 members, managers from the Group
and persons from different backgrounds with
complementary forms of expertise. —
Alexandre Bompard (1)
Chairman and Chief
Executive Officer
Élodie Perthuisot (2)
Executive Director,
E-Commerce, Data and
Digital Transformation
François-Melchior
de Polignac (3)
Executive Director,
Northern and Eastern
Europe (Belgium, Poland
and Romania)
and Chief Executive Officer
of Carrefour Belgium
Matthieu Malige (4)
Chief Financial Officer
Jérôme Nanty (5)
Executive Director,
Human Resources and
Assets for the Group
and France
Laurent Vallée (6)
General Secretary
Charles Hufnagel (7)
Executive Director,
Communication for the
Group and France
Morgane Weill (8)
Executive Director,
Strategy & Transformation
for the Group and France
Guillaume de Colonges (9)
Executive Director,
Merchandise, Supply and
Formats, and responsible
for supervising Carrefour
Taiwan
Rami Baitieh (10)
Executive Director, France
Noël Prioux (11)
Executive Director,
Latin America (Brazil and
Argentina)
Alexandre de Palmas (12)
Executive Director, Spain
Christophe Rabatel (13)
Executive Director, Italy
1.
4.
7.
2.
6.
9.
3.
10.
5.
8.
11.
12.
13.
CARREFOUR — ANNUAL REPORT 2020CARREFOUR — ANNUAL REPORT 2020 115 % SCORE OF THE CARREFOUR CSR
AND FOOD TRANSITION INDEX IN 2020.
THIS SCORE WAS 114% IN 2019.
This index makes it possible to monitor the performance of the
Carrefour group’s CSR strategy and our implementation of the food
transition. This result reflects in particular that Carrefour is ahead
of plan in the reduction of greenhouse gas emissions, the development
of agro-ecology, the reduction in the use of packaging and
the promotion of diversity within its teams.
66 /
2020 ESSENTIALS
FINANCIAL AND
EXTRA-FINANCIAL
INDICATORS
3billion
euros in savings in 2020 on a
full-year basis
29 %
share of revenue for
Carrefour-branded products
1,056 €Mn
in net free cash flow (vs. 324 million euros in 2019)
+ 18 %
revenue growth in the organic market
2020 RESULTS (1)
In 2020, with revenue growth of more than 7.8% on a
like-for-like basis, Carrefour has achieved its best
performance in at least 20 years. These results are visible
in the Group’s financial performance and in all strategic
priorities: decisive progress in food e-commerce with a
70% boom in gross merchandise volume, confirmation of
the appeal of organic products, strong momentum for
Carrefour-branded products and acceleration in growth
formats. Customer satisfaction has risen sharply across
the board, with a 12-point increase in Net Promoter
Score® at Group level, representing a key asset for future
growth. —
1 Data as of 31 December 2020.
2 The 2020 recurring operating income includes income and
expenses related to the effects of Covid-19. Exceptional bonuses
and similar benefits paid to employees (128 million euros in H1
2020) are recognised in other non-current income and
expenses.
2,173
million euros in recurring
operating income, an increase of
16.4% at constant exchange rates
compared with 2019
1,874
convenience stores opened
since 2018
CARREFOUR — ANNUAL RE PORT 2020
CARREFOUR — ANNUA L REP ORT 2020
PRODUCTS2019 RESULT2020 RESULT2020 SCORE 106%1. €4.8 billion in sales of organic products by 2022€2.3 billion€2.7 billion90%2. 10% Carrefour Quality Lines (CQL) products in the Fresh Products range by 20226.6%7.4%101%3. 50% of Carrefour fish sold from sustainable fishing by 202047%44%88%4. Roll-out of a Sustainable Forests action plan deforestation-linked products by 202068%88%88%5. Save 10,000 tonnes of packaging by 20253,460 tonnes6,154 tonnes168%STORES2019 RESULT2020 RESULT2020 SCORE 163 %6. Reduce food waste by 50% by 2025 (vs 2016)-10%-29%191%7. Recover 100% of waste by 202563.4%66.2%96%8. Reduce CO2 emissions by 30% by 2030 (vs 2019)-%-9.1%> 250%9. 2,000 employees identified as “food transition superheroes” in stores by 2020870 superheroes2,286 superheroes114%CUSTOMERS2019 RESULT2020 RESULT2020 SCORE 100%10. 80% of customers identify the food transition in stores by 202272%77%106%11. 100% of countries roll out a programme focused on local products and purchasing by 202044%93%93%12. 100% of countries implement an annual Act for Food communication programme100%100%100%13. 100% of countries rolling out a Healthier Diet action plan by 202256%100%100%EMPLOYEES2019 RESULT2020 RESULT2020 SCORE 90%14. 40% women among those appointed to key positions by 2025 & 100% of countries roll out GEEIS certification by 202032%78%23%100%75%100%15. Disabled employees to account for 4% of total Group employees by 20253.7%3.6%103%16. 13 training hours per Group employee by 202512 hours8 hours69%17. 100% of countries implement an action plan on health/safety/quality of life in the workplace by 202089%100%100% 68 /
OUR PURPOSE
/ 69
“Our mission is to provide our customers
with quality services, products and food
accessible to all across all distribution
channels. Thanks to the competence
of our employees, to a responsible and
multicultural approach, to our broad
territorial presence and to our ability
to adapt to production and consumption
modes, our ambition is to be the leader
of the food transition for all.”
TO KEEP UP WITH GROUP NEWS
Carrefour
@CarrefourGroup . 8 Jul. 2020
Today is a special day in our stores all over the world.
We are celebrating our superheroes: Carrefour's
employees. 2020 has been a complicated year and they
are meeting the challenge with great professionalism.
Bravo 👏💪👏💪
Carrefour
@CarrefourGroup . 5 June 2020
Carrefour has set a new target to decarbonize its
business and aims to reduce the CO2 emissions of the
products sold in its stores by 20 megatons by 2030.
#WorldEnvironmentDay
f https://bit.ly/3cHKJgR
2
1
4
228
17
44
Alexandre Bompard
@bompard
To our checkout personnel, our logistics team, order
pickers, delivery staff, to all our Carrefour teams and
their managers: a huge thank you, and bravo! You have
raised the bar, against all odds, to feed and serve the
people. Be proud of yourselves.
2:42 PM · 17 mars 2020 · Twitter for iPhone
573 Retweets 99 Mentions 3 368 Likes
Carrefour
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652 014 051 RCS Évry
Carrefour head office
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Fax: +33 (0)2 51 85 53 42
@CarrefourGroup
@Carrefour
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WWW.CARREFOUR.COM
@CARREFOURGROUP
Société anonyme with capital of 2,044,059,600 euros
Head office: 93, avenue de Paris – 91300 Massy – France
652 014 051 RCS Évry