Groupe Casino
Annual Report 2013

Plain-text annual report

2O13 Annual and corporate social responsibility performance report   Contents 02 The Group 04 Message from the Chairman 28 An expansionist business model 38 Private-label brands that promote responsible shopping 08 Corporate Profile 30 A basic commitment 40 Private-label brands 10 Key figures to customers: low-prices that embody excellence 12 A global network 32 Multi-channel retailing 14 Significant events of the year 20 The Executive Committee 22 The Board of Directors 26 Share performance and ownership underpinned by omni-channel convenience 34 Property development at the centre of Casino’s strategy 36 Dynamic international expansion 42 Safe, healthful products everywhere 44 A mutual commitment to responsible shopping 46 Global dynamism combined with closeness to customers 48 France - Competitive, multi-format banners 50 Brazil - No. 1 in retail and still expanding 54 Colombia - An unrivalled leader attuned to its customers 56 Thailand - Big C wins over Thai consumers 58 Vietnam - Major growth potential 60 120 Responsible, engaged teams Financial results 62 A Group with a wealth 122 Key figures 124 Consolidated net revenue 126 Trading profit 128 Store network of talent 64 A leading-edge diversity policy 66 68 Employee-centred health and safety programmes Controlling and reducing environmental impacts 70 A spirit of solidarity with the neediest 72 Foundations committed to helping children 74 A CSR process anchored in the Group’s development 76 An ongoing dialogue with stakeholders 78 Key 2013 CSR performance indicators 84 Roadmaps 116 Reporting principles 118 2013 CSR Indicators C asino, a long-standing player in the French retail market, is now one of the world’s foremost food retailers. In 2013, over 60% of consolidated sales were posted in fast-growing countries, mainly in Latin America and Southeast Asia. Globally, the Group is committed to a retailing vision based on closeness to the customer, underpinned by 329,000 employees worldwide. Its continuous innovation strategy, its ability to adapt to local realities and its proactive engagement in the community make Casino unique in its sector, consistently able to live up to its motto of "nourishing a world of diversity”. The Group 2013 annual report // 3 Message from the Chairman 2013 was a milestone year for Casino, marking the culmination of a major revamping of the business that began several years ago. The effective takeover of management control of GPA in Brazil and Monoprix in France was a perfect reflection of the Group’s strategy to grow multi-format, multi-banner, multi-chan- nel approach and a dual retailing/property growth strategy – that make its business model successful. Attesting to the effectiveness of these initiatives, the Group’s 2013 results were “After almost doubling in size in the past five years, Casino is now in a position to take full advantage of its new dimension.” Jean-Charles Naouri, Chairman and Chief Executive Officer the business in France and internationally in the most buoyant sectors, which are the premium, discount, convenience and online formats. Underpinned by this enhanced banner portfolio, the Group was able to consoli- date its positions during the year. Internationally, its leadership positions in high-growth were strengthened markets. In France, Casino focused on re - inforcing the fundamentals – based on a highlighted by excellent performances in international markets and an upturn in the French market. Consolidated revenue improved by 15.9% year-on-year, boos- ted by the fully-consolidated results of GPA and Monoprix and growth in sales at all international subsidiaries. Underlying profit, corresponding to profit before non-recurring items, rose by 9.7%. The contribution from international operations continued to increase, repre- senting 60% of total revenue and 74% of overall trading profit for the year. With this performance, Casino now ranks among the world's leading retailers. Repositioning in France In 2013 the Group refocused on retailing basics in France by significantly reducing prices and continuing to expand in the most promising formats. The assertive price respositioning policy introduced at Géant hypermarkets and Casino supermarkets at end-2012 paid off during the year, leading to ongoing improved sales as from the second half of 2013. In the food segment, Géant hyper- markets registered a return to growth in footfalls, up 1.9%, as well as volumes, up 8.1%, in the fourth quarter. Delivering a performance in step with changes in French consumer behaviour, convenience formats were able to hold firm in a stagnant demand environment. The Group’s multi-banner strategy, com- plementary fit between store networks, and segmented marketing approach provided considerable, differentiating advantages. Organic1 sales at the pre- mium, very-urban Monoprix banner grew by 1.4%, while the discount store network expanded at a faster pace, notably with Leader Price’s network-strengthening acquisition of the Norma and Le Mutant store chains. Following a year-end price repositioning, Leader Price is now rated as the most affordable banner2 in the French market. Online activities confirmed their status as a growth driver. The Cdiscount website went from strength to strength, achieving a 16.1% increase in business volume. Led by rapid growth in its marketplace plat- form, which advertises more than 5.5 mil- lion products from some 3,000 partner retailers, the site also began expanding internationally with the launch of three new pure player sites under the Cdiscount brand in Colombia, Thailand and Vietnam. 4 // The Group / 2013 annual report // 5 Sustained expansion in international markets Now representing more than 60% of consolidated sales, the Group’s internatio- nal banners turned in excellent results in 2013, with organic growth1 of 11.9% and a sustained, steady pace of expansion in all markets. Latin America is now a major Casino growth area, with the Group’s banners posting a 13.1% organic sales upswing in the region in 2013. GPA confirmed its position as Brazil’s number-one food and non-food retailer and the number-two online retailer, while continuing to gain market share. Growth in sales at GPA Food was primarily lifted by the success of the Assaí cash & carry banners and the Minimercado Extra convenience store network, which offer solutions that match today’s spending trends. In the non-food segment, Via Varejo achieved a remarkable profitability turna- round and pursued its development. This performance was rewarded by investor enthusiasm for the company’s shares when they were floated on the Brazilian stock market in December. The e- commerce subsidiary Nova Pontocom, in addition, which launched a Cdiscount- style marketplace in 2013, continued to make rapid gains during the year with organic growth of 29.9%. In Colombia and Uruguay, Éxito proved resilient in a slowing macroeconomic environment and registered a further 3.5% organic sales gain in 2013. Owing to its multi-banner strategy, Éxito strengthe- ned its leadership in the convenience and discount formats, which are the most pro- mising in its portfolio. Southeast Asia reported a strong organic gain of 7.5%, despite a complex economic and political climate in Thailand. Big C pursued its expansion in Vietnam and Thailand, notably by leveraging its dual retailing/property model, based on attrac- tive shopping centres built around ban- ners with a friendly feel and competitive offering. “Its solid presence in countries with high growth potential provides Casino with a basis for driving robust growth in the years ahead.” 1 At comparable scope of consolidation and constant exchange rates, excluding petrol and the calendar effect. 2 According to an independent panel expert. milestone in its history. These values combine a deep appreciation for local cultures, an entrepreneurial, innovative spirit focusing on the customer, and the conviction that diversity is a precious asset. In this spirit, Casino and its 329,000 employees worldwide are fully committed to supporting the Group’s host communi- ties and acting as responsible retailers. In France, Casino celebrated the 20th anni- versary of its pledge to promoting diver- sity and was awarded the Workplace Equality Label in 2013; internationally, its subsidiaries are deploying ambitious social responsibility and environmental policies. These initiatives provide ongoing testimonials to the Group’s long-term commitment to both corporate and com- munity development. This message about last year’s perfor- mance would not be complete without a heartfelt homage to the memory of Antoine Guichard, who died on 18 May 2013. He consistently applied his excep- tional entrepreneurial talents to moder - nising its independence and expanding its interna- tional horizons. Our responsibility is to pursue his work while upholding the values that he bequeathed to us. the business, preserving The international subsidiaries’ perfor- increasingly established mances and leadership positions in their markets confirmed the effectiveness of Casino’s global expansion strategy. Its solid pre- sence in countries with high growth potential now provides the Group with a base for driving robust growth in the years ahead. An even stronger balance sheet Thanks to the solid fundamentals under- pinning this growth, the Group was able to further strengthen its balance sheet in 2013. Debt remained under control des- pite major investments made during the year, such as the acquisition of 50% of Monoprix. High free cash flow generation, equity-strengthening transactions and the successful initial public offering of Via Varejo in Brazil all helped to limit net debt to €5,416 million at end-December, down slightly from the year-earlier figure. At 31 December 2013, net debt stood at 1.62 times EBITDA, compared with 1.91 times the year before. Engaged teams Leveraging the talent, professionalism and dedication of its workforce, Casino is continuing to promote the values that have been central to its success and enabled the Group to pass an important 6 // The Group / 2013 annual report // 7 CORPORATE PROFILE Expressing leadership, fostering diversity Casino is a long-standing retailer that anticipates changes in consumer trends in all of its host regions in order to meet the diverse needs of each country and customer. This approach is embraced by its 329,000 employees and underpinned by the Group’s four key values of Entrepreneurship, Loyalty, Excellence and Solidarity. ENTREPRENEURSHIP LOYALTY Since its founding, the Group’s entrepreneur- ship has been driven by its enduring spirit of inquiry, constant attention to the needs of its customers in every market, and innovative momentum. The Group stays a step ahead of every trend in order to invent the retail models of the future. EXCELLENCE Casino Group maintains exacting standards in its continuous search for quality and perfor- mance as well as its evaluation of methods and procedures. In all of its host countries and many differentiated banners, operational excellence is the key element in its initiatives to ensure customer satisfaction. In the Group's view, success can only be built on a solid foundation of loyalty and shared values, underpinned by its diversity. Its firmly established store networks represent a solid connection with the community, its brands consistently live up to their promise of quality and Casino Group is always attentive to its sta- keholders’ requirements and needs. SOLIDARITY In line with its Corporate Social Responsibility policy, and guided by a culture of team - work and cooperation, Casino Group and its employees regularly reach out to local commu- nities and forge new partnerships with local organisations. Through its foundations, the Group takes sustainable action on behalf of children. A pioneer for over 115 years 1898 Geoffroy Guichard sets up Société des Magasins du Casino et Établissement Économique d’Alimentation, operating under the name “Guichard-Perrachon & Cie”. 1901 The first Casino-brand products are launched. 1997 Casino acquires Franprix and Leader Price. 1999 Strategic alliances are forged with long- standing retailers in Brazil, Colombia and Thailand, countries with young populations and strong development potential. 1906 The first production plants to supply Casino stores are opened in France’s Loire region. 2000 Casino raises its stake in Monoprix to 50% and acquires Cdiscount. 1927 Laboratory testing enables product-quality control and innovation through the creation of new Casino-brand items. 2001 The Group sets up the first French-style hypermarket in Vietnam under the Big C banner. 1928 10% of Casino’s workforce is already made up of disabled persons, complying with legal requirements that were the forerunner of current disability employment legislation. 1948 The first self-service store is inaugurated. 1959 Casino becomes the first French food retailer to mark its products with a use-by date. 1992 Led by the founder’s grandson Antoine Guichard, Casino merges with Rallye, a French retailer owned by Jean-Charles Naouri. 2005 Jean-Charles Naouri is appointed Chairman and Chief Executive Officer of Casino Group. The Group’s asset portfolio is strengthened in Brazil, Colombia, Thailand and Vietnam. The Mercialys property company is created. 2010 Carrefour’s interests in Thailand are acquired. 2012 Control of Pão de Açúcar, Brazil’s no. 1 retailer, is acquired, and an agreement is signed to purchase the remaining 50% of Monoprix. 2013 Management control of two of the Group’s underpinning assets, GPA in Brazil and Monoprix in France, is acquired. 8 // The Group / 2013 annual report // 9 Key figures €48.6 billion in consolidated net sales €2.363 billion in trading profit 15.9% growth in Group sales 60% of Group sales generated outside France €618 million in underlying profit attributable to owners of the parent 14,056 stores worldwide 329,000 employees worldwide Number of employees under permanent or fixed-term contracts at 31 December 2013 52% of employees are women More than 133,000 employees are under the age of 30 No. 1 private-sector employer in Brazil and Colombia Private-label brands distributed in 48 countries No. 1 e-retailer in France and Colombia and no. 2 in Brazil No. 1 retailer in Brazil and Colombia and no. 2 in Thailand 10 // The Group / 2013 annual report // 11 The Group / Profil // 11 A global network, constantly closer to customers Casino’s complementary banners and store formats enable the Group to respond to the needs and aspirations of its customers in all of its host countries. Hypermarkets Supermarkets Convenience E-commerce Specialty Services e c n a r F l i z a r B a i b m o o C l y a u g u r U a n i t n e g r A d n a l i a h T m a n t e i V n a e c O n a i d n I 12 // e c n a r F l i z a r B a i b m o o C l y a u g u r U a n i t n e g r A d n a l i a h T m a n t e i V n a e c O n a i d n I The Group / 2013 annual report // 13 The Group Significant events of the year France All remaining shares acquired in Monoprix Casino became the sole controlling shareholder of Monoprix in 2013, marking the culmination of a process that began in 1996 in the city convenience store segment. The acquisition will enable Casino Group to continue developing the premium Monoprix and Naturalia brands. Brazil Grupo Pão de Açúcar becomes GPA Celebrating its 65th anniversary in 2013, Brazil’s no. 1 retailer Grupo Pão de Açúcar changed its name to GPA with the aim of strengthening the shared identity of its banners and businesses while differentiating operations further from its long- standing Pão de Açúcar banner. The Group / 2013 annual report// 15 Colombia Aliados Surtimax, the new Éxito convenience store With the Aliados Surtimax convenience format, Grupo Éxito has developed a new way of working with independent retailers across the country. Nearly 270 convenience stores have joined the Surtimax banner, thereby opening up new growth territories for Éxito. Vietnam Big C inaugurates the Green Square eco-friendly shopping centre In March 2013, Big C Vietnam inaugurated the Green Square shopping centre, an eco-friendly concept built around a Big C Di An hypermarket and equipped with solar panel roofing. With this photovoltaic system, the first of its kind in the country, energy savings of 30% can be achieved compared with a traditional shopping centre. France Over 5.5 million products on Cdiscount’s marketplace The Cdiscount marketplace has grown rapidly since its launch in 2011, with over 5.5 million products advertised for sale by some 3,000 partner retailers. It was enhanced in 2013 with an innovative click & collect function that uses GPS technology to search for immediately available products at nearby retail stores. France Casino earns the Workplace Equality Label  In 2013, Casino became the first retailer in France to earn the Workplace Equality Label, in recognition of its initiatives to foster gender equality among employees. The distinction was awarded for a three-year period by Afnor, the central coordinator of French standardisation, following a comprehensive audit of the Group's policies, primarily regarding compensation, senior management gender diversity, work-life balance and talent management. Brazil GPA organises “Happier Holidays” giving drive During the end-of-year celebrations, Instituto GPA organised a “Happier Holidays” campaign to support underprivileged Brazilian families in a spirit of solidarity and sharing. With the help of 730 participating stores and 3,000 volunteers, large quantities of basic necessities were collected for donation to partner NGOs. Brazil Assaí’s cash & carry success Assaí’s cash & carry solution for professional customers proved increasingly popular with individuals looking for unbeatable prices. Sixteen new stores were opened during the year, which should rapidly raise the banner’s ranking to second in the industry. 16 // The Group / 2013 annual report // 17 Brazil GPA introduces the convenience shopping centre Real estate subsidiary GPA Malls inaugurated the first convenience shopping centre in Rio de Janeiro. Built around a Pão de Açúcar supermarket, the Conviva Américas complex is an innovative combination of a traditional retail store and a major shopping centre. GPA opened a second Conviva centre during the year in Belo Horizonte, Minas Gerais. France “Les Doodingues” omni-channel launch As part of Casino’s assertive omni-channel retailing strategy, digital media are now used with every product launch. For example, two smartphone game applications were developed in 2013 to support the arrival on store shelves of the Group’s new “monstrously good” children's brand, Les Doodingues. The “Doodingues Toss” (“Lancer de Doodingues”) game became the AppStore’s fourth most downloaded application in France in July 2013. Colombia Grupo Éxito adds two new Viva centres to its property portfolio  After inaugurating the first Viva Laureles shopping centre in Medellín, Grupo Éxito opened additional centres in Sincelejo and Neiva in 2013 and started construction of two more in Villavicencio and Barranquilla. France A year shaped by price cuts Price reductions introduced in late 2012 at Géant hypermarkets and Casino supermarkets were pursued and stepped up in 2013. Their benefits were already being felt from the second half of the year, which saw a significant increase in footfalls and business volumes. In December, Leader Price also initiated a wave of major price cuts, reaffirming to customers its status as the most affordable retailer in the French market. Thailand Big C voted consumers’ favourite hypermarkets For the second consecutive year, consumers in Thailand voted Big C their preferred hypermarket banner. According to the independent survey conducted by market research firm Video Research International (Thailand) and Marketeer Magazine, 84% of consumers rank Big C as their favourite, versus 77% in 2012. France “Choice is Action” responsible consumption campaign To coincide with last year’s World Environment Day celebrations, which were organised around the theme of food waste, Casino’s banners led a vast campaign called “Choice is Action” (“Choisir C’est Agir”) to build awareness among consumers about responsible consumption. Set up in cooperation with the GoodPlanet Foundation, the campaign was deployed in over 2,500 stores, supported by an e-learning tool for employees and a dedicated forum for suppliers. 18 // The Group / 2013 annual report // 19 The Executive Committee Led by the Chairman and Chief Executive Officer, the Executive Committee is responsible for mana- ging the Group’s operations as it implements the strategic vision defined by the Board of Directors. It helps to shape strategy, coordinates and shares initiatives, and tracks cross-functional projects to ensure the align ment of action plans deployed by the subsidiaries and operating divisions, and, in this capacity, sets priorities when necessary. It also monitors the Group’s financial results and ratios and determines the action plans to be under- taken. The Committee meets once a month. Jean-Charles Naouri Chairman and Chief Executive Officer Yves Braibant Chief Executive Officer, Big C Thailand Hervé Daudin Merchandise and Supply Chain Director, Chairman of EMCD Yves Desjacques Human Resources Director Carlos Mario Giraldo Moreno Chairman of Grupo Éxito Colombia Antoine Giscard d’Estaing  Chief Financial Officer Ronaldo Iabrudi Chief Executive Officer of GPA Brazil Stéphane Maquaire Chief Executive Officer of Monoprix Jean-Paul Mochet Chief Executive Officer of Franprix Tina Schuler Chief Executive Officer of Leader Price Arnaud Strasser Corporate Development and Holdings Director Gérard Walter Chief Executive Officer of Géant Casino Hypermarkets Julien Lagubeau Strategic Planning Director and Executive Committee Secretary 20 // The Group / 2013 annual report // 21 The Board of Directors The Board of Directors is comprised of 14 members1: Jean-Charles Naouri, Chairman and Chief Executive Officer. Didier Carlier, representing Euris; Chief Executive Officer of Rallye. Henri Giscard d’Estaing, Chairman and Chief Executive Officer of Club Méditerranée. Independent director. Gérard Koenigheit, representing Matignon-Diderot; Advisor to Casino. Lady Sylvia Jay, Independent Company Director. Independent director. Marc Ladreit de Lacharrière, Chairman and Chief Executive Officer of Fimalac. Didier Levêque, representing Foncière Euris; Secretary General of Euris SAS and Chairman and Chief Executive Officer of Finatis. Catherine Lucet, Chief Executive Officer of the Education and Reference Division of Editis. Independent director. Gilles Pinoncély, Company Director. Gérald de Roquemaurel, Legal Manager of BGR Partners. Independent director. David de Rothschild, Managing Partner of Rothschild et Cie Banque, Chairman of NM Rothschild & Sons Limited (London). Frédéric Saint-Geours, Special Advisor to the Chairman of the Managing Board of PSA Peugeot Citroën. Independent director. Michel Savart, representing Finatis; Director and Advisor to the Chairman of Casino-Rallye and Chairman and Chief Executive Officer of Foncière Euris. Rose-Marie Van Lerberghe, member of the Conseil Supérieur de la Magistrature. Senior Independent Director. Pierre Giacometti, Non-Voting Director, Chairman of GiacomettiPeron & Associés. Jacques Dumas, Secretary of the Board, Advisor to the Chairman. 1 Subject to the re-election of Directors whose terms expire at the General Meeting of 6 May 2014. Antoine Guichard, Honorary Chairman of the Board of Directors, died on 18 May 2013. The grandson of Casino’s founder Geoffroy Guichard, he guided the Group’s destiny for four decades. During that time, he modernised the organisation with unflinching determination and set in motion its international expansion. To preserve Casino’s independence and speed its development, Antoine Guichard came together with Jean-Charles Naouri to merge Casino and Rallye in 1992. Honorary Chairman as from 2005, he consis- tently demonstrated his devotion to the Group and generously shared with the Chairman the wisdom of a lifetime of extraordinary experiences. Organisation and procedures of the Board of Directors The rules governing the organisation and procedures of the Board of Directors are defined by law, the Company’s articles of association and the Board Charter. They are presented in detail in the Chairman’s Report and in the Board Charter, which are included in the registration document filed with France’s securities regulator Autorité des Marchés Financiers (AMF). Directors are elected for a term of three years. In accordance with the Company’s articles of association and the AFEP/MEDEF corporate governance code for French listed com - panies, the Board is re-elected in part each year on a rotation basis. The terms of five directors – Gérald de Roquemaurel, David de Rothschild, Frédéric Saint- Geours, Euris and Foncière Euris – are therefore expiring at the General Meeting of 6 May 2014. notably assessing the extent to which the Board included women and independent directors, and whether the Board members’ skills and experiences were appropriate and complementary. The Committee also implemented a new process for evaluating the Board’s organisation and procedures. In particular, the Committee assessed whether any of the Directors maintained relations with Group companies that might compromise their freedom of judgment or lead to conflicts of interest. Following this review, and based on the recommendation of the Appointments and Compensation Committee, the Board of Directors decided to recommend that shareholders re-elect the five directors whose terms were to expire at the General Meeting. As part of its delegated responsibilities, the Appoint - ments and Compensation Committee conducted its annual review of the organisation and composition of the Board of Directors in light of good governance criteria, Following the General Meeting of 6 May 2014, the Board would therefore still comprise 14 members, including six independent directors – Henri Giscard d’Estaing, Sylvia 22 // The Group / 2013 annual report // 23 Jay, Catherine Lucet, Gérald de Roquemaurel, Frédéric Saint-Geours and Rose-Marie Van Lerberghe – as defined by the criteria in the AFEP/MEDEF corporate governance code. It would also include three other qualified indivi- duals from outside the Company: Marc Ladreit de Lacharrière, Gilles Pinoncély and David de Rothschild. The Company’s controlling shareholder would still be repre- sented by five Directors. Independent directors would account for more than 40% of Board members, and women for more than 20%. According to the Board Charter, each Director must hold a number of registered shares representing the equiva- lent of at least one year’s director’s fees. In May 2012, following a proposal by the Chairman and in accordance with AMF recommendations and shareholder proxy advisors, the Board of Directors appointed Rose-Marie Van Lerberghe as Senior Independent Non-Executive Director in order to ensure that the principles of good governance are upheld in the exercise of the combined roles of Chairman and Chief Executive Officer. In the Board’s most recent self-assessment, conducted in first-quarter 2014, the Director’s ratings and com- ments indicated that they were satisfied with the Board's organisation and procedures both from an ethical stand- point and in terms of corporate governance principles. The Directors said that more women and non-French individuals should be elected to the Board and that Group operational managers should to continue to attend Board meetings on an occasional basis to report on the subsi- diaries’ activities and strategies. The Board of Directors met six times in 2013, with an average attendance rate of 86%. BOARD COMMITTEES The Board of Directors is assisted by two specialised committees: the Audit Committee and the Appointments and Compensation Committee. The Board Committees are composed exclusively of Directors. Neither the Chairman and Chief Executive Officer nor any represen- tatives of the controlling shareholder may sit on a Committee. AUDIT COMMITTEE The Audit Committee is comprised of four members: Frédéric Saint-Geours, Catherine Lucet and Gérald de Roquemaurel, who are independent members, and Gilles Pinoncély. Frédéric Saint-Geours is the Committee Chairman. All of the Audit Committee’s members act or have acted as corporate executives and consequently have the relevant financial or accounting expertise des- cribed in Article L.823-19 of the French Commercial Code. The Audit Committee assists the Board of Directors in reviewing and approving the annual and interim finan- cial statements, and in dealing with transactions, actions or events that are likely to have a material impact on the position of Casino, Guichard-Perrachon or its subsidiaries in terms of commitments and/or risks. Accordingly, pur- suant to Article L.823-19 of the Commercial Code, the Committee is in charge of monitoring issues that relate to the preparation and auditing of accounting and finan- cial information. Specifically, it is responsible for monitoring the process by which financial information is prepared, the effecti- veness of internal control and risk management systems, the legal audit of the annual and consolidated financial statements by the Statutory Auditors and the indepen- dence of the Statutory Auditors. A Charter sets out the Committee’s powers and duties, particularly those concerning risk management and the identification and prevention of management errors. The Audit Committee met six times in 2013, with a 100% attendance rate. APPOINTMENTS AND COMPENSATION COMMITTEE The Appointments and Compensation Committee is comprised of four members: Rose-Marie Van Lerberghe, Henri Giscard d’Estaing and Gérald de Roquemaurel, who are independent members, and David de Rothschild. Rose-Marie Van Lerberghe is the Committee Chairman. The Committee’s primary role is to assist the Board of Directors a) in reviewing candidates for appointment to senior management positions and for election to the Board of Directors, b) in setting and overseeing the Group’s senior management compensation as well as senior management and employee stock option and stock grant policies and c) implementing employee share ownership plans. It also monitors the proper application of corporate governance rules and ensures that there are no potential conflicts of interest. A Charter sets out its powers and duties, particularly those concerning the periodic assessment of the Board of Directors’ practices and performance and the review of its compliance with good corporate governance principles and professional standards, especially as prescribed in the Board Charter. The Committee met four times in 2013, with an atten- dance rate of 81%. 24 // The Group /2013 Annual report // 25 Share performance and ownership 2013 share performance Ownership structure at 31 December 2013 Price at 31 December 2012: €72.10 €90 €85 €80 €75 €70 €65 €60 Price at 31 December 2013: €83.77 Groupe Rallye Public Employee savings plan Treasury shares Total Number of shares 54,750,596 57,120,891 1,224,106 10,238 % 48.4 50.5 1.1 0 Voting rights 93,033,535 60,879,061 2,444,403 0 % 59.5 38.9 1.6 0 113,105,831 100.0 156,356,999 100.0 Casino : CAC 40 : +16.19% +17.99% Five-year share performance Jan. 2013 Feb. 2013 March 2013 April 2013 May 2013 June 2013 July 2013 Aug. 2013 Sept. 2013 Oct. 2013 Nov. 2013 Dec. 2013 2013 2012 2011 2010 2009 Share information Stock exchange NYSE Euronext Paris (Compartment A) Codes – ISIN: FR0000125585 – Bloomberg: CO FP – Reuters: CASP. PA Indices – Major indices CAC NEXT 20, CAC Large 60, SBF 120, SBF 250, Euronext 100 – Sector indices DJ Stoxx and DJ Euro Stoxx “Non-cyclical Goods and Services” sector – Socially responsible indices Dow Jones Sustainability Index FTSE 4 Good Ethibel Sustainability Index Ethical Index Euro Eligible for the Deferred Settlement System (SRD) and for the PEA share savings plan (PEA) Shares outstanding 113,105,831 at 31 December 2013 Market capitalisation 9.5 billion euros at 31 December 2013 Casino Group Ratings The Group is rated BBB- Stable Outlook by Standard & Poor’s and Fitch Ratings Sponsored ADR programme Structure: Level I ADR Bloomberg ticker: CGUSY US CUSIP: 14758Q206 ADR depositary bank: Deutsche Bank Trust Company Americas The Casino share price is displayed in real-time under “The Casino Share” in the Investor Relations section of the corporate website, http://www.groupe-casino.fr/en Average daily trading volume In number of shares In € millions High/low High (in €) Low (in €) Closing price at 31 December (in €) Dividend per share (in €) 627,764 662,020 781,996 516,336 653,793 49.1 46.2 51.7 33.6 32.8 86.7 68.5 83.8 3.12 75.6 62.4 72.1 3.00 75.3 52.6 65.1 3.00 74.5 57.4 72.9 2.78 62.8 44.8 62.5 2.65 26 // The Group / 2013 annual report // 27 An expansionist business model 2013 annual report // 29 F or over a century, Casino Group has been successfully combining anticipation of changes in consumer spending habits with ongoing commitment to fundamentals. Its multi-format/multi-banner business model focused on exacting standards regarding both quality and prices, its omni-channel strategy, its dual retailing/property development strategy and its vigorous international expansion have made Casino one of today’s most solid players in the retail sector. A basic commitment to customers: low-prices Providing the best products at the best prices – in a flat demand environment, the Group is refocusing on the fundamentals that have made its retail model successful. THE PRICE ADVANTAGE Determined to bolster its customers’ purcha- sing power, in late 2012 the Group initiated a vast price reduction campaign across its net- work of banners in France that was continued and accelerated in 2013. The price cuts mainly concerned food products that are most sought after by consumers. As a result, Géant is now the second most affordable hypermarket in France1 and the most affordable for the most popular leading brand products. This radical price repositioning policy has not gone unno- ticed; shopper traffic at supermarkets and Géant hypermarkets Low prices To publicise its price reductions, Géant hypermarkets are proving their point to consumers through comparisons of its shopping basket costs with those of local competitors. This marks a new “guerrilla” strategy in the price war, illustrating the Group’s commitment to recapturing and retaining customers. hypermarkets has been rising since the second half of 2013, coupled with a significant rise in sales volumes, and growth in Géant hyper- market revenue since early 2014 is continuing to attest to the strategy’s success. BACK TO FUNDAMENTALS To lower prices without affecting the product quality that is an essential component in Casino’s DNA, the Group is returning to the fun- damentals. Promotional marketing campaigns have been scaled back in the different banners to offset the cost of price cuts, and assort- ments refocused on best sellers, leveraging a pooled purchasing strategy. Upstream of the sales outlets, priority has ben placed on impro- ving supply chain productivity and competiti- veness. The purchasing strategy, in addition, is allowing manufacturers to benefit more from the Group’s new international scope. Similar measures have been taken by GPA in Brazil. Thanks to cost control, operational pro- cess optimisation and margin adjustments, GPA has been able to introduce deep price cuts and boost its banners’ competitiveness. PROMOTIONS Special discount days Promotional campaigns are helping to enhance the attractiveness of Casino’s banners. In Brazil, GPA continued to extend its “Black Friday” programme to different store formats during the year, while in Thailand Big C’s “Golden Saturday” campaign, offering unusual promotional offers and discounts of up to 80%, was a resounding success. A MULTI-FORMAT, MULTI-CUSTOMER MODEL The Group’s multi-banner strategy is a power- ful tool for responding to customer needs, ser- ving to position prices according to each type of spending behaviour. In France’s discount segment, Leader Price introduced significant price cuts at the end of 2013 with the bold marketing slogan: "As always, the low-price leader ". True to its mission to provide everyone with access to high quality merchandise, Leader Price is now the most affordable banner in France. Price is also a strong selling point for the Group’s international subsidiaries. Big C, for example, offers the lowest prices in the coun- try at its hypermarkets in Thailand. In Vietnam, where the banner is known as “Every family’s choice for low prices”, Big C has committed to maintain the market’s lowest prices on 300 essential commodities. In Brazil, GPA is streng- “Géant is now the second most affordable hypermarket banner in France.” thening its presence in the particularly compe- titive cash & carry segment, the Brazilian ver- sion of discount retail. Its dedicated cash & carry banner Assaí posted remarkably swift expansion during the year. 1 According to prices collected by UFC-Que Choisir in a study based on 3,048 stores visited in September 2013. Private-label products “Everyday” affordability Known for their high-quality products, the Group’s private labels are more than ever present in the low-price segment thanks to the strength of the central purchasing agency. In France, where Leader Price products are the most affordable in the market, Casino’s banners have developed a value-line brand called Tous les Jours ("Everyday"). With sales volumes up 12% in 2013, the brand is continuing to win over customers. 30 // An expansionist business model / 2013 annual report // 31 Multi-channel retailing underpinned by omni-channel convenience Led by Nova Pontocom in Brazil and Cdiscount in France, the Group is forging ahead in multi-channel retailing –  building increasingly more gateways between its distribution networks to provide customers with a total convenience experience empowered by omni-channel technology. CROSS-CHANNEL RETAILING COMES OF AGE A pure player in online sales, Cdiscount leading non-food has become France's e-retailer1 in the space of a few years. In 2013, the website boasted 16 million custo- mers and €1.4 billion in net sales. The Cdiscount marketplace has also grown rapidly since its launch in 2011, with over 5.5 million products now advertised for sale by nearly 3,000 partner retailers. This development has been hastened by logistical and commercial gateways set up with the Group’s other distri- bution channels, creating cross-channel plat- forms seamlessly integrating several channels into any given purchase experience that are developing at brisk pace. 3,000 Cdiscount pick- up locations, for example, have been opened at the Group's banners to date, more than 400 Casino stores and 200 partner newsagents now accept payment for Cdiscount purchases, and special corners featuring Cdiscount bestsellers have been installed in Géant hypermarkets. Cdiscount The click & collect marketplace experiment In late 2013, Cdiscount launched an ambitious online-to-store experiment involving the use of GPS technology to search for immediately available products at nearby retail stores where marketplace customers can pick up their purchases two hours later. Tested with success in Bordeaux, the solution will be extended to Mercialys shopping centre merchants in an initial phase and should ultimately translate into considerable growth potential. “Cdiscount is the first e-retailer to be certified to AFNOR’s NF345 standard for customer relations.” On the other side of the Atlantic, GPA’s e-com- merce subsidiary Nova Pontocom now ranks second in its market2, with revenue up by almost 30% in 2013 to €1.5 billion. As with Cdiscount, cross-channel retailing is central to its strategy, with the launch in 2013 of two new services: a store pick-up option for online cus- tomers, and Internet terminals in Extra hyper- markets allowing customers to view the banner’s online catalogue. Another highlight of the year was Nova Pontocom's inauguration of the extra.com marketplace, which is giving new impetus to the e-retailer’s development. Cdiscount is also taking a keen interest in online-to-store solutions for its marketplace. By acting as an agent for partner retailers, the site can access new sources of potential revenue. CONNECTED CONSUMERS, INNOVATIVE BANNERS By developing solutions for connected consu- mers who want to interact with various distri- bution channels in a seamless, intuitive manner from any location, the Group’s banners are increasingly finding new ways to offer their customers an omni-channel experience. In France, the Group has introduced mCasino, the first mass retail smartphone application that is NFC compatible. At enabled stores, the app allows users to read electronic stickers using their mobile to add items to their shopping cart SOCIAL NETWORKS An audience of 6 million people worldwide Designed to federate and structure the Group’s social network initiatives, a Social Media Centre was set up at the beginning of 2013. Casino has nearly 250,000 fans on Facebook, Monoprix has 800,000 and Cdiscount 820,000. The international subsidiaries are highly engaged in social networks, particularly Libertad with its Web Club and Éxito with its strong Twitter presence and 820,000 Facebook fans. and facilitate the check-out process. In addi- tion, “NFC order walls” and “virtual storefronts” are being installed at various locations: in the Bangkok metro by Big C, in São Paulo by Pão de Açúcar and in Géant hypermarkets by Cdiscount. They signal the arrival of a new kind of closeness to the customer, with smart- phones serving as a veritable purchasing and payment terminal. 1 Cdiscount is no. 1 in terms of revenue and no. 2 in number of unique visitors (Source: Médiamétrie // NetRatings – Categories specially created for FEVAD – France – Based on use from any location – Monthly averages for January, February and March 2013 – Internet applications excluded). 2 No. 2 e-retailer in Brazil, with a market share of 17% at 31 December 2012 according to data published by E-bit. The growing revenue contribution of m-com- merce solutions among the Group’s online sub- sidiaries is expected to increase further with the international expansion of the Cdiscount website, in Colombia, Thailand and Vietnam where the proportion of people using mobiles and tablets to make online purchases is much higher than in France. in January 2014 launched 32 // An expansionist business model / 2013 annual report // 33 Property development at the centre of Casino’s strategy The dual retailing/property business model is one of the Group’s differentiating strengths in its ongoing development of shopping centres in France and internationally. THE DUAL RETAILING/PROPERTY MODEL One of the Group’s unique attributes is its strategy of combining retail operations with commercial property management. The goal is to enhance retail site appeal to promote busi- ness activity and create asset value, while also taking advantage of the Group’s food retail space. A dedicated division comprising dele- gated project management, legal, design, pro- perty management and other specialists covers MERCIALYS The retail property investor In 2013, Mercialys (40.2%-held by Casino) completed the process of refocusing its portfolio on pertinent retail assets through its “Foncière Commerçante” strategy. Now entering a new phase, Mercialys is seeking to give its retail areas more comprehensive, differentiating qualities by leveraging its solid fundamentals. The use of pop-up stores in its shopping centres is being stepped up to attract more customers and create a more vibrant environment, supported by a multi-channel strategy based on powerful marketing tools made available to the banners. all aspects of commercial property, ranging from land acquisition and retail-space marke- ting to real-estate promotion and asset-value enhancement. Their expertise is deployed both in France and abroad. Reinventing retail sales areas to align them with changing consumer trends is the mission that has been assigned to Mercialys, which is 40.2%-held by Casino and owns the shopping centres that are adjacent to the Group’s hyper- markets in France. Mercialys is a leading pro- perty company dedicated to capturing the value of 90 French property assets, including 60 shopping centres. Its “Esprit Voisin” (“Neighbourly Spirit”) programme has enhan- ced each location’s appeal with expanded shopping areas, distinctive architecture and landscaping, new services and a strong connection with the local community, trans- forming them all into “neighbourly” hubs of activity. 2013 was shaped by the ongoing development of the property portfolio. In France, Mercialys took full advantage of buil- ding permits to extend its shopping centres by a total of 22,000 square metres. In addition, pop-up stores were leveraged to augment the overall retail offering and thereby increase shopping centre attractiveness. AN EXPORTABLE MODEL Internationally, the Group’s expertise in operating and capturing the value of shopping centres is a highly differentiating strength. Its ambitious aim is to offer everyone a unique customer experience suited to specific local conditions. Following the well-publicised openings of shopping centres around Big C hypermarkets in Thailand and Vietnam, the Group’s subsidiaries in Latin America have become the key drivers of property develop- ment. In 2013, GPA launched the Conviva convenience shopping centre concept in Brazil, and Éxito continued developing the Viva concept introduced to Medellín in 2012, with some 60,000 sq.m of new space scheduled to open in Colombia in 2014. In Argentina, the Neighbourly Spirit programme underpinned the launch of the Patagonia project to revamp property assets, leading to the development of 18,000 sq.m of retail space in 2013. This model is proving to be a spearhead of Group growth and value-creation in Latin America. Brazil GPA launches the Conviva concept On 13 June 2013, GPA’s unit regrouping real estate activities in Brazil launched a pioneering convenience shopping centre format in the country under the Conviva banner. Located in Rio de Janeiro in the Barra de Tijuca district and designed around a Pão de Açúcar supermarket, the 12,500-sq.m centre houses leading national banners, a fitness centre and 35 stores. Dubbed “Conviva Américas”, it is expected to draw up to 6,000 customers a day. In a continuation of this strategy, in December 2013 a Conviva Minas centre was inaugurated in Belo Horizonte, opening significant growth potential for these projects over the coming years. “GPA Malls had 250,000 sq.m of leasable space in Brazil as of end-2013, on a par with the leaders in its sector.” 34 // An expansionist business model / 2013 annual report // 35 Dynamic international expansion With global operations now accounting for the majority of total revenue, the Group’s dimension has changed dramatically in recent years. Casino is building on this momentum by entering new markets through partnerships forged in 40 countries. A DIFFERENTIATING STRATEGY PENETRATING NEW MARKETS 2013 signalled the culmination of an ambitious international development strategy for Casino Group. Targeting fast-growing countries, this highly differentiating approach hinges on for- ging alliances with mass retailers with a strong local presence, developing their long-standing banners, respecting their local management and sharing best practices. The acquisition of control of GPA in Brazil represented a major step in the international expansion process. The Group’s dimension has changed dramati- cally as a result, with international operations now representing over 60% of its revenue and almost three-quarters of its trading profit. While consolidating its positions through the development of its subsidiaries, the Group is pursuing an assertive partnership strategy in countries where it is not yet present. The aim is to give Casino banners and brands a secure foothold in new markets, to which end the spe- cialised Partnerships department has set up alliances with 35 retailers in 40 countries worldwide, mainly in Africa and the Middle East. Twenty stores were opened in 2013, rai- sing to 186 the total number of franchised stores outside France. Since 2012, the Group has also been developing relationships with leading local retailers, giving them access to Monoprix Ten stores opened outside France Monoprix is pursuing its international expansion, particularly in Luxembourg, North Africa and the Middle East, with ten international store openings in 2013. After setting up shop in Lebanon and Tunisia, the banner opened its first sales outlets in Tripoli, Libya and Doha, Qatar. Distribution partnerships worldwide “A showcase for the Group in the Middle East, the Yas Island shopping centre will open in Abu Dhabi in autumn 2014, featuring a Géant hypermarket.” Casino and Monoprix products. Through such arrangements, the Group’s private-label brands are sold in markets as distant as Hong Kong, Singapore and the Philippines. In addition to providing major revenue possibilities, these partnerships are enabling Casino to evaluate future growth opportunities. E-tailing Cdiscount’s international expansion Backed by the strength of its success in France, Cdiscount is deploying its e-tailing model in three of the Group’s host countries: Colombia, Thailand and Vietnam. Leveraging the banners’ leadership positions, regional networks and fine-tuned understanding of local consumers, Cdiscount aims to become a forefront non-food e-retailer in these markets. 36 // An expansionist business model / 2013 annual report // 37 Private-label brands that promote responsible shopping 2013 annual report // 39 P rivate-label brands, which are encrypted in Casino Group’s DNA, have always underpinned the strength of its banners. The Group’s exacting standards for quality, innovation, taste, nutrition, health and the environment in its own brands provide consistent proof of its dedication to promoting responsible shopping. Private-label brands that embody excellence Since pioneering the private-label concept back in 1901 with the launch its own-brand products, Casino Group has continually re-invented its offer in a commitment to deepening ties with its customers. STAYING A STEP AHEAD Private labels have been a core component of the Group’s business model from its very beginnings in Saint-Etienne. In all of their host countries, the Group's banners offer superior brands that are suited to the local culture, reco- gnised for their quality and chosen for their competitive prices. They make an essential contribution to store appeal and, to stay a step ahead, the Group remains constantly attuned to its customers’ needs in order to develop an offer that evolves in tandem with their expec- tations. In France, the Casino Famili children's product range was completely revamped during the year as part of this continuous inno- vation process. The launch of the new “mons- “Taeq is the first retailer brand in Brazil to be featured in a television advertising campaign.” Synergies Finlandek goes global Launched by Éxito in 2007, the Finlandek home decoration, textiles and tableware brand continued to win over customers at the Group’s banners in Thailand and Brazil, where it exceeded sales targets by 15% in 2013. trously good" Les Doodingues brand, evoking deliciousness and fun, was supported by the development of two dedicated game applica- tions for smartphones and tablets. TASTE PLEASURE In the food segment, preference is a matter of taste, which is why Casino Group has set up an ambitious process for developing products that deliver a high-quality taste experience. For ins- tance, its joint project with La Maison Troisgros “More than 2 million Casino products are sold every day in France at the Group’s 7,000 sales outlets.” Casino is also demonstrating its commitment to affordable excellence in the fashion seg- ment. The “little black dress” capsule collection launched by Monoprix in November, featuring creations from five top designers, was sold out in a matter of days. At Éxito, the Arkitect brand collaborated with yet another prestigious fashion house in 2013, this time inviting Pink Filosofy to design a romantic collection of some 50 clothing items and accessories. The Casino Collector project Everything 80s Casino is surfing on the neo-retro trend with the Casino Collector project, based on the simple idea of bringing back the emblematic brands of the 1980s that have disappeared. Teams identify French brands that are likely to appeal to the 30-45 age group, with the aim of obtaining an exclusive license to sell them in the Group’s banners. Chambourcy, Flodor, Pschitt, Frigécrème, Pouss’Mousse and other famous brands from the period are neither private-label nor national brands, but are now available exclusively at Casino banners in France. And they're making quite a splash. enabled the creation of flagship products in the Casino Délices range under the signature of celebrity chef Michel Troisgros. Initiated back in 1989, the process now also benefits Casino’s Club des Sommeliers wine line, which has a “Grande Réserve” selection in the pipeline for sale in stores as far away as Brazil. Leveraging its internal “Taste Laboratory”, the Group is able to provide a range of exceptionally deli- cious products that are rated each year in a sensory evaluation procedure. The Excellence Programme, a joint undertaking by the Purchasing and Quality teams and Chef Florent Boivin, voted best in his specialty in France in 2011, aims to showcase the best of these pro- ducts, judged to be superior to other retailer and national brands. AFFORDABLE EXCELLENCE At Leader Price, French celebrity chef Jean- Pierre Coffe has lent the banner his talent and passion for taste over the past four years, nota- bly through its Sélection de Nos Régions range. In a similar spirit, Casino’s Terre & Saveurs line has refocused its offer on traditional fresh pro- ducts of exceptional quality that meet rigorous sourcing, selection and freshness criteria. The goal is to become the benchmark for taste and quality in the fresh foods section. 40 // Private-label brands that promote responsible shopping / 2013 annual report // 41 Safe, healthful products everywhere In all of its host countries, the Group is committed to consistently offering safe, healthful products to its customers. ONGOING DEDICATION TO HEALTH AND NUTRITION to Committed a Voluntary Code of Commitment to Nutritional Progress signed back in 2008, Casino engages in many initia- tives focused on developing nutritionally balanced products. As part of a continuous improvement process, the nutritional qualities of Casino products are optimised by reducing their fat, sugar and salt content, and by substi- tuting some of their ingredients with more healthful alternatives. In this spirit, moves are Local suppliers Milk from the Forez Mountains To support small dairy farmers, in 2013 Casino introduced “Monts du Forez” milk to its stores, enabling 65 struggling producers in France's Forez Mountains to find new customers after the closure of an AOC (certified controlled origin) cheese manufacturer. In a continuation of its partnership with 26 milk producers in the Lot Valley, Franprix sold four million litres of high-quality milk from the region. also being made to eliminate or limit the use of preservatives, with more than 2,000 recipes already re-worked to give expression to more natural goodness. In France, 76% of Casino pri- vate-label food items now feature easier-to- understand nutritional labels. In international markets, Grupo Éxito has adopted the new labels for 1,900 of its own-brand products, while Big C in Vietnam has placed them on every product in its private-label range. INNOVATIVE PRODUCT LINES New products with enhanced nutritional benefits have also been created. In France, the “Casino Bien Pour Vous” range offers over 100 items associated with well-being, fitness and dietary balance. Following the organic trend introduced by Casino Bio, Monoprix Bio and Leader Price Bio, Brazil’s Taeq brand now offers 330 organic products, increasing to more than 30% the number of GPA own-label items that are certified as organic. In Vietnam, Big C has launched the Huong Vi line of products grown or raised according to certified methods. In Colombia, Éxito is developing a best agricultural practices certification programme with fruit and vegetable suppliers. Some 20 new sup- pliers adhere to the programme every year. THE BEST FROM HERE AND ELSEWHERE Because customer confidence also depends on the retailer’s ability to guarantee product tra- ceability, local sourcing from small producers is encouraged in all of the Group’s host coun- tries. In France, the Group supports local sup- pliers by developing partnerships with farmers, winegrowers, livestock breeders and fish tra- ders through its Terre & Saveurs and Club des Sommeliers brands. In addition, Casino stores are continuing to roll out the “Le Meilleur d’Ici” concept of marketing local goods produced within an 80-kilometre radius of the selling point. At the same time, the Group is launching “Ici en France”, a selection of 80 flagship “Le Meilleur d’Ici” products for sale across the country. Local producers are also supported by the Group’s banners in international markets. With the “Caras do Brasil” programme, Pão de Açúcar enables artisanal cooperatives to sell their pro- ducts in its 82 stores. For their part, Grupo Éxito and Big C Vietnam are forging partnerships with local producers to give customers access to high-quality commodities at affordable prices. Vindémia, as well, promotes locally sourced Reunion Island products with the “Nou la Fé” range. “All of Big C’s own-brand products in Vietnam feature the new nutrition facts label.” 42 // Private-label brands that promote responsible shopping / 2013 annual report // 43 A mutual commitment to responsible shopping Responsible retailing involves more than just product design. It also involves educating and supporting customers as part of a mutual commitment to responsible shopping. RAISING CUSTOMER AWARENESS To improve consumer shopping habits, Casino Group offers “responsible” product lines in all of its subsidiaries while also making an invest- ment in consumer education. Supplementing the carbon impact data featured on its pro- ducts since 2008, Casino now provides facts about each product’s water consumption and water pollution in an expanded environmental index on over 300 of its products. In addition, the Group has set up information campaigns on recycling end-of-life products, including GPA’s “Hello Recycle Programme” in Brazil, which invites customers to return used telephones and batteries in stores, and the “Recycle More and Better Together" initiative undertaken at Casino banners in France. Increasingly, more measures are being taken to reduce single-use plastic bag distribution in stores. Libertad now sells new Ecobolsas reu- sable carriers, Big C Vietnam provides Lohas recyclable bags and Éxito gives customers loyalty points for using reusable shoppers. In France, Franprix is committed to reducing the impact of fruit and vegetable bags by providing bags made from biodegradable, compostable plant matter. COMBATING WASTE To coincide with World Environment Day 2013, which was organised around the theme of food waste, several initiatives were implemented in France to raise customer awareness. Monoprix published its seventh “ABC Guide” on how to reduce food waste, while the Casino banners launched "Choice is Action", a vast consumer awareness campaign about responsible shop- ping. Set up with the GoodPlanet Foundation, the programme gives customers practical guidance on responsible shopping, using an informational booklet to explain just what is at stake and showcasing products that are best for people and the environment. CASINO Sustainable fishing In 2013 the Group’s Géant hypermarkets and Casino supermarkets committed to stop selling deep-water fish such as scabbard and grenadier, marking the first move by a mass retailer to take a stand on this issue. In addition, Casino continued to support local fisheries by extending its Fish Market concept in France, which involves setting up distribution systems to offer customers a catch of the day direct from the docks of Lorient, Concarneau, Port-en-Bessin, Cherbourg, Fécamp, Granville, Les Sables d’Olonne, Arcachon and Saint-Jean-de-Luz. The campaign was deployed in over 2,500 stores, supported by an e-learning tool for employees and a dedicated forum for suppliers. These campaigns and events complemented the actions taken against food waste throughout the year in the Group’s stores and warehouses, notably through a partnership with the French Federation of Food Banks. Packaging GPA launches “Novo de Novo” GPA has launched a circular economy programme, dubbed “Novo de Novo”, that involves collecting product packaging in stores to be recycled and transformed into private-label product packaging. This programme has reinforced GPA’s initiatives in the Taeq and Qualitá brands, whose packaging now uses nearly 60% FSC-certified1 cardboard. 1 Forest Stewardship Council 44 // Private-label brands that promote responsible shopping / 2013 annual report // 45 Global dynamism combined with closeness to customers 2013 annual report // 47 U nderpinned by its strong historic roots in France, Casino Group has zeroed-in on Latin America and Southeast Asia for global expansion, in countries with young populations and very high growth potential. International development has been built on a keen understanding of cultural diversity and consumer behaviours. Reaping the benefits of this targeted approach to customers, Casino now generates over 60% of its revenue in global markets and ranks among the world’s leading retailers. France Competitive, multi-format banners Backed by a multi-format network of over 10,000 stores in France, in 2013 the Group provided its banners with the resources to attract customers from a more competitive position than ever. THE RIGHT RESPONSE TO CUSTOMER NEEDS A long-standing mass retailer, Casino passed the 10,000 store milestone in France in 2013 with a network comprising all store formats – from hypermarkets to conveniences stores and from premium to discount outlets. This segmented market approach has enabled the Casino Ramping up drive-through services The Group is continuing to add drive-throughs to its network in France, with more than 170 Casino hypermarkets and supermarkets now equipped with drive-through facilities, and six Casino Express stand-alone units set up on major motorways. The new dedicated website www.casinodrive.fr posted a 50% increase in orders during the year, and 90 Leader Price stores now feature drive-throughs of their own. Group to adapt best to changes in consumer behaviour in a persistently lacklustre economic environment. Consumers are more price sen- sitive, spend less on food relative to their total budget, devote less time to shopping and express increasingly individualised needs. To revitalise business at its large-format stores, the Group pursued and ramped up an aggres- sive price reduction campaign throughout the year. Starting from the second half of 2013, footfalls and sales volumes at Casino hyper- markets and supermarkets returned to growth. FROM DISCOUNT TO PREMIUM The Group also responded to its customers’ needs by enhancing its discount offering. Leader Price developed its store network more rapidly in 2013, notably with the acquisition in southern France of 38 Norma stores and (effective from early 2014) 47 Le Mutant stores. The banner’s strategy is to offer its cus- tomers high-quality products at unbeatable prices. At the same time, the premium city banner Monoprix continued on its growth trajectory after the Group became its sole controlling shareholder in April 2013. Its key strength is the consistency of its marketing strategy, focused on a strong, high-profile brand iden- tity. All of its private labels and various formats have capitalised on the Monoprix name over the past few years, which has in turn further raised brand awareness. The store network is expanding rapidly, with the aim of being avai- lable for city-dwellers wherever they may be: on the move, in motorway service stations, at the airport, the train station, or even in a French railway-system snack car. MODERNITY AND ULTRA-CONVENIENCE The commitment to ultra-convenience is of central strategic importance to Casino’s banners. The rejuvenated, urbanised, more affordable Casino shop concept is now at the forefront of the Group's convenience store growth strategy. As an example, a contract was signed in April 2013 with oil and gas major Total to supply 1,130 service stations in France with retail services under the Casino shop banner. The Spar and Vival banners have also modernised their networks by adopting a 71,129 employees 10,517 stores 906 store openings in 2013 €19.5 billion in sales revised design concept. Lastly, the urban, ultra- convenient Franprix banner is strengthening its local network with a new, simpler, brighter concept that emphasises fresh products. In its latest on-trend initiative, the banner has set up a food truck where passers-by can try Marché Franprix private-label products. It has also launched Franprix Nano, a small convenience format that is destined to grow rapidly in the years ahead. FRANPRIX A year of loyalty A year after its launch, the Franprix loyalty programme boasted some 1.4 million members, and continued to innovate. Aside from obtaining immediate discounts on over 500 Leader Price products and a selection of national products in Franprix stores, loyalty cardholders have the option of receiving loyalty point coupons by email according to their spending habits. 48 // Global dynamism combined with closeness to customers / 2013 annual report // 49 Brazil No. 1 in retail and still expanding The decision to change Grupo Pão de Açúcar’s name to GPA in 2013 marked a turning point for Brazil’s leading mass retailer. Backed by a network of 2,000 stores across the country, GPA is speeding up its expansion and acting as a Group growth driver. GRUPO PÃO DE AÇÚCAR BECOMES GPA A highlight of 2012 was Casino Group's take- over of control of Grupo Pão de Açúcar, which enabled the Brazilian retailing giant and market leader to pursue an ambitious development strategy. The Group’s local subsidiary regis- tered ongoing expansion and continued to gain market share. In becoming GPA in November 2013, Brazil’s no. 1 retailer reaffirmed its identity and historic foundations, while at the same time consolidating its banners under a powerful brand focused on conquering new customers. As a result, GPA is in a position to leverage a vast network of multi-banner, multi- business, multi-format stores to respond to the needs of the Brazilian population, whose stan- dard of living is constantly on the rise. ASSAÍ A successful cash & carry discount format GPA further developed its specialised cash & carry banner Assaí in 2013. Originally intended for food services professionals and resellers, the model has proved increasingly popular among individuals and large families seeking wholesale purchases that guarantee low prices. The store re-design concept, introducing wider aisles and easier loading solutions for customers, has evidently paid off. Sixteen new stores were opened during the year, notably in five states where Assaí did not yet have a foothold. The banner is now poised to become the no. 2 player in its sector. “GPA is the no. 1 private-sector employer in Brazil.” furniture to appliances – through its specialised Ponto Frio and Casas Bahia banners. The leader in the Brazilian electronics and mobile products segment, Via Varejo was floated very success- fully on the São Paulo Stock Exchange at the end of 2013. In the cash & carry business, the Assaí banner enjoyed rapid growth. A MULTI-CHANNEL PIONEER IN BRAZIL Beyond its vast local network and presence in every market segment, GPA relies on an asser- tive multi-channel strategy to underpin its growth. Its Nova Pontocom subsidiary is now the second largest e-retailer in Brazil through its various websites: pontofrio.com, casaba- hia.com.br, extra.com.br, barateiro.com, partiu- viagens.com.br and eHub.com.br. Leveraging the strength of its banners to develop a solid, >>> see next page 2,000 STORES ALREADY AVAILABLE IN EVERY FORMAT For 65 years, GPA has extended its reach in every format and in every region of Latin American’s largest country, with a scope now encompassing several major business lines. Food is GPA’s core business line, led by the Group’s premium banner Pão de Açúcar and the Extra hypermarket, supermarket and convenience store banners. The banners have maintained competitiveness thanks to a policy of optimising operational processes and revi- talising stores and shopping centres, which has resulted in sustained growth and store ope- nings in every format, notably under the new convenience concept Minimercado Extra. The non-food business line is represented by Via Varejo, which covers the full range of hou- sehold equipment needs – from electronics to 50 // Global dynamism combined with closeness to customers / 2013 annual report // 51 innovative online offer, the subsidiary aims to provide customers with an increasingly seam- less, pleasant shopping experience. Gateways between distribution channels are therefore proliferating. Pão de Açúcar has introduced the first “virtual storefront”, Extra hypermarkets have installed Internet terminals and store pick-up locations have been set up for extra.com.br online customers. All of these initiatives have positioned GPA as Brazil’s multi-channel pioneer. In a major development, the extra.com website launched the country’s first online marketplace in 2013, staying a step ahead of a strong market trend. In another significant event, the B2B site e-Hub.com won a contract to manage the technical and logis- tical operations of Nike’s e-tailing business in Brazil. At the same time, Nova Pontocom implemented a strategy to sharply enhance its competitiveness and developed synergies bet- ween the network and the banner’s supply chain resources. As a result of these initiatives, GPA’s e-tailing business achieved sales growth of 26% in 2013. “With Conviva, GPA is pioneering the convenience shopping centre concept” 169,959 employees Number of employees under permanent or fixed-term contracts at 31 December 2013. 1,999 stores 140 store openings in 2013 €20.1 billion in sales International Casino do Brasil While GPA is marketing Casino products in Brazil as “gourmet” items, Casino’s banners in France are developing a new concept called “Casino do Brasil” to introduce emblematic Brazilian products to Casino hypermarket and supermarket customers in France. The dedicated corner will be rolled out to 2,000 Group stores during the FIFA World Cup. 2013 to meet the needs of Brazilian consu- mers, with new products, updated packaging and the new motto “Conquiste Sua Vida” (“Make the Most of Your Life”). This renewal process was supported by an intense commu- nication drive, making Taeq the first Brazilian retailer-brand to feature in a television adver- tising campaign. The Finlandek homeware brand created by Éxito in Colombia, in addition, was introduced during the year and won over Brazilian consumers with its range of home decoration, textile and tableware items. PRIVATE LABELS MAKE THE DIFFERENCE The success and growth of GPA’s banners also stems from the high quality of its product lines, its responsiveness to the diverse needs of the Brazilian market and the strength of the private-label portfolio. In a country where consumers remain very attached to prominent national and international brands, the Group’s private labels have made significant inroads and achieved constant market share gains. GPA offers a modern range of everyday products under its leading brand Qualitá and also distri- butes Casino-brand products in Brazil as the Group’s local ambassador for the French life- style. Dedicated to organic and wellness solutions, the Taeq brand was revamped in 52 // Global dynamism combined with closeness to customers / 2013 annual report // 53 Colombia An unrivalled leader attuned to its customers A dominant retailer with stores in 88 Colombian cities, Éxito meets its customers’ needs by strategically growing the business in the discount, convenience, premium and e-commerce segments. A LEADER IN THE ART OF REINVENTION Grupo Éxito is Colombia’s leading retailer, with more than 40% of the formal market1. Its posi- tion was further strengthened in 2013 thanks to its multi-banner, multi-format strategy. While also present in the premium food seg- ment with its Carulla banner, the Group targets its core customer base through the Éxito ban- ner, which encompasses hypermarkets, super- markets and convenience stores across the country. Popular among Colombian consumers and known for its high quality and creativity, the banner provides a comprehensive range of food and non-food products. Its private-label textile brand, Arkitect, is adept at signing up prestigious partners. In 2013, the brand com- missioned Pink Filosofy to design a collection of some 50 clothing items and accessories. Éxito also stands out for its innovative services in areas as varied as consumer credit, real estate, insurance, mobile phones and travel. The subsidiary’s Surtimax banner, in addition, is positioned in the buoyant discount segment as well as in small convenience formats. In a recent development, Éxito has signed an agreement to acquire and manage 50 Super Inter stores located in the Cali and coffee- growing regions. ÉXITO MOVES CLOSER TO CUSTOMERS WITH ALIADOS AND VIVA Determined to partner regional development in Colombia by establishing a presence in cities that are benefitting from the mining, agricul- tural and oil industry boom, Grupo Éxito is expanding its network of convenience formats. In 2013, the banner created the Aliados Surtimax concept, setting up 269 franchise partnerships with independent retailers. In adopting the Surtimax banner, the franchisees gain access to the Group’s supply chain, pro- duct expertise and marketing strength. Grupo Éxito is also blazing a trail with its Viva shopping centres, which embody Casino retailing/property model. Group’s dual Developed in line with the unique needs of Colombian consumers, the Viva centres are dedicated to their search for leisure activities and services. After inaugurating the first Viva shopping centre in Medellín, Grupo Éxito ope- ned additional centres in Sincelejo and Neiva in 2013 and started construction of two more: one in Villavicencio with 51,000 sq.m of leasa- ble space and another in Barranquilla with 62,000 sq.m. AN OMNI-CHANNEL PIONEER through Pioneering change through its locally-unmat- ched retail network, Grupo Éxito is also innova- its online presence and ting omni-channel strategy. In 2013, 38 million visits to the exito.com website confirmed its position as the leading e-retailer in Colombia. URUGUAY Excellent sales performances In Uruguay, Grupo Éxito registered strong 2013 sales growth, led by the opening of a second Géant hypermarket that raised to 54 the total number of Group stores in the country. “Éxito is the most widely-recognized retail brand in Colombia2.” A powerful market driver, the site posted a 37% sales increase during the year and expan- ded its delivery coverage to include 1,100 Colombian cities. Complementing the recently- launched carulla.com online sales service, Cdiscount opened a dedicated website in Colombia in early 2014 that should give a further boost to growth in e-tailing. 1 Share of the regulated retail market in Colombia. 2 According to an Invamer Gallup survey published in Dinero magazine, spontaneous brand awareness of the Éxito brand in Colombia was estimated at 39% among 18-24 year-olds in the Retail category, compared with 14% for the second-leading brand.. 36,950 employees in Colombia, and 8,056 in Uruguay Number of employees under permanent or fixed-term contracts at 31 December 2013. 739 stores in Colombia* and 54 in Uruguay 336 store openings in 2013. With 334 in Colombia* and 2 in Uruguay €4.2 billion in sales * Including Aliados. 54 // Global dynamism combined with closeness to customers / 2013 annual report // 55 Thailand Big C wins over Thai consumers Big C’s strategy of offering competitive prices, high-quality products and exclusive services in a pleasant environment is continuing to pay off, confirming the banner’s position as Thailand’s preferred retailer. ENGAGED IN THE THAI COMMUNITY Thailand had a complicated year in 2013, affected by flooding, economic difficulties and political tension. Within this context, Big C reinforced the active engagement in local communities built up over past years by conti- nuing its efforts to provide customers with high-quality products, services and low prices. Big C’s acquisition-led expansion in Thailand in recent years has enabled the company to broaden its customer base and now cater to both affluent and lower-income consumers. To win over customers in every category, Big C deployed an effective promotional campaign throughout 2013 that emphasised the impor- tance of an enjoyable shopping experience – notably through the entertaining Big C Festival – as well as low prices. Its “Blue Flag” initiative in partnership with the Thai Ministry for Trade, in particular, offered major discounts on 1,000 staple goods. A SUSTAINED PACE OF EXPANSION Dubbed Thailand’s favourite hypermarket net- work, Big C picked up the pace of expansion in CUSTOMER LOYALTY Big C Big Service Supported by a loyalty programme boasting 7 million BigCard cardholders, Big C continued to treat its best clients with the greatest care through its Big C Big Service programme. The banner’s exclusive services include paperwork management and insurance packages for the 500,000 customers that visit its outlets everyday. 26,318 employees Number of employees under permanent or fixed-term contracts at 31 December 2013. 559 stores 212 store openings in 2013 €3.1 billion in sales “Big C was named Thailand’s favourite banner for the second consecutive year 1.” every format in 2013, focusing on those with the most potential. Openings included six hypermarkets and shopping centres, 12 super- markets, 41 Pure stores (specialised in health and beauty products) and 153 Mini Big C stores. Among the latter, 55 Mini Big C outlets were set up in Bangchak service stations as part of a partnership signed with Thailand’s second- largest oil and gas company, which has 1,000 sales points around the country.. 1 By 84% of respondents in an independent survey conducted by market research firm Video Research International (Thailand) and Thailand’s Marketeer Magazine. 56 // Global dynamism combined with closeness to customers / 2013 annual report // 57 Big C Viet Tri and Big C Da Lat. To enhance the appeal of its locations and optimise occupancy rates, the banner has also introduced Big C casual leasing kiosks in mall areas. AGGRESSIVE SALES INITIATIVES Widely-appreciated as a leading low-price banner, with the best price image in the market for four years running1, Big C has also made a name for itself in innovation. After deploying services such as the Big Xu electronic wallet and the C Express convenience store concept designed for consumers with an urban lifestyle, in 2013 the banner placed the emphasis on prices. In addition to price cuts and an attractive launched loyalty programme, the banner aggres sive promotional campaigns during the year, offering for example 20 fresh foods at cost each week, a “surprising week” with Big Xu discounts to encourage footfalls early in the week, and “crazy nights” to extend the duration of sales. In addition, Big C continued to offer its customers private-label brands closely tailored to their needs, with the highly sought-after WOW value-line and Big C brands, as well as a new textile collection launched during the year to compete with popular local banners. 1 Source: Kantar Worldpanel barometer. 8,629 employees Number of employees under permanent or fixed-term contracts at 31 December 2013. 35 stores 4 store openings in 2013 €468 million in sales Vietnam Major growth potential Big C revs up its growth and continues its dual development strategy in Vietnam. SIGNIFICANT POTENTIAL FOR EXPANSION With a population of nearly 90 million and a still-emerging modern retail industry, Vietnam offers Big C significant development potential. Continuing to profit from a stable macro- economic situation, the subsidiary posted double-digit growth in 2013 and pursued its programme of opening hypermarkets anchored in shopping centres. Based on the dual retail/ property model encoded in Casino Group's DNA, Big C inaugurated shopping centres in four new cities during the year: Big C Di An, Vietnam’s first “green” store, Big C Ninh Binh, “Big C was awarded First Prize for “Creative and Original Energy Management” by Vietnam’s Ministry of Industry and Trade.” 58 // Global dynamism combined with closeness to customers / 2013 annual report // 59 Responsible, engaged teams 2013 annual report /61 R ich in its diversity, Casino Group is a responsible employer committed to developing employee talents as well as an engaged corporate citizen with strong local roots in the communities that host its stores. Wherever they work, the Group’s men and women play an active role in addressing social and environmental challenges. Building on a continuous improvement process, they help to sustain a long tradition of social innovation. A Group with a wealth of talent Casino’s key values of entrepreneurship, loyalty, excellence and solidarity serve as a common foundation for developing its men’s and women’s talents in France and internationally. NURTURING MULTI-CULTURAL TALENT To strengthen ties between employees in every country while promoting shared values, the Group organised the first “Casino World Challenge” in 2013. Based on a series of indi- vidual quizzes and international team-based contests designed to enhance employees’ understanding of the Group, its operations, business lines and commitments, the online game brought together over 11,600 partici- pants in seven countries. “In France’s first corporate ranking in terms of gender equality, presented by the Ministry of Women’s Rights in October 2013, Casino Group placed 32nd in the SBF roster of the top 120 listed companies.” Through its “Young International Talents” gra- duate programme, Casino is fostering best- practices sharing between its banners in every country and creating a breeding ground for young managers of culturally diverse back- grounds. Some 200 young employees of every nationality in the Group have benefited from the programme since its creation, and now form a genuinely international management community. Nearly as many women as men have participated in the programme to date and, regardless of their country of employ- ment, individuals are recognised and monito- red through a jointly-organised review process to encourage cross-functional mobility and skills sharing. WOMEN IN LEADERSHIP ROLES Back in 2002, Casino Group pledged to uphold gender equality in the workplace in partnership with its trade unions. Based on agreements signed in 2011 at the Casino, Franprix, Leader Price and Cdiscount subsidiaries in France, action plans have been implemented with the primary goal of promoting gender equality in recruitment processes and hiring, as well as equal access to training and career develop- ment opportunities for men and women. As a result, the proportion of women in manage- ment is rising steadily in France thanks to a policy of internal promotion and outside talent sourcing. Women currently represent 39% of the Group’s managers in France. In addition, the “Performance and Gender Equality” Programme as been set up to federate women employees from different countries in order to support their career advancement. THE WORKPLACE EQUALITY LABEL On the strength of its daily commitment, in October 2013 Casino became the first retailer to obtain France's Workplace Equality Label. The distinction was awarded based on a vast audit led by the Afnor certification agency of 13 critical criteria, including remuneration, gender diversity in management and business lines, work-life balance policies and initiatives taken by the “C’avec Elles” women managers’ network, as well as policies on recruiting and hiring, training, promotion and talent management. At the same time, a partnership agreement was signed with France’s Ministry for Women’s Rights, recognising the anti- discrimination work accomplished to date and framing a mutual commitment for the future. MANAGERIAL ATTITUDES AND BEHAVIOURS The human side of performance Set up in France in 2008 and then gradually extended and adapted to other countries, the Group’s Managerial Attitudes and Behaviours benchmark, drawn up in line with its key values, has just been updated. Significantly, the weighting of this benchmark has been raised from 20% to 30% when determining overall compliance and remuneration regarding management- performance objectives. Supported by an awareness-raising campaign, this initiative demonstrates the Group’s dedication to developing a common managerial culture that remains true to its key values. “Women currently represent 39% of the Group’s managers in France.” 62 // Responsible, engaged teams / 2013 annual report // 63 “As part of the inter-generational contract signed by Casino, 60% of new permanent job contracts go to young people.” A leading-edge diversity policy For two decades, Casino Group has actively instilled diversity within its organisation by fighting all types of discrimination and promoting the spirit of a harmonious corporate community. TWO DECADES OF DIVERSITY INITIATIVES In 2013, Casino Group celebrated 20 years of concrete, measurable initiatives in favour of diversity. Launched in 1993 with the develop- ment of programmes to help underprivileged youths enter the job market, this diversity policy has been enhanced over the years to become firmly embedded in the Group’s identity. Attesting to its commitment, Casino received France’s “Diversity Label” in 2009 and “Workplace Equality Label” in 2013, two Afnor distinctions that had never before been awarded to a retail business. Grand Prize winner at the 2013 Diversity Awards In France, the Group garnered the 2013 Diversity Awards Grand Prize from a jury of experts and representatives of institutions such as Fondation Agir Contre l’Exclusion, ESSEC, Association Française des Managers de la Diversité, Association Nationale des DRH, IMS- Entreprendre Pour la Cité, Charte de la Diversité and CGPME. The distinction serves to recognise companies that place diversity inclusion and anti-discrimination policies at the heart of their value system. Constantly breaking new ground, the Group proactively combats all forms of discrimina- tion, including in areas where companies are still little engaged. As a case in point, Casino Group was one of the first businesses to publish a guide on managing religious diversity in the workplace. In addition, in 2013 the Group signed the LGBT Commitment Charter along- side 12 other companies in France to uphold equal rights and treatment of all employees regardless of their sexual orientation or gender identity. A management guide to sexual orientation and gender identity has been created and distribu- ted to combat stereotypes and remind mana- gers of the attitudes they are expected to adopt. In 2014, the Group initiated a process to prevent discrimination based on physical appearance. AN INTER-GENERATIONAL CONTRACT The focused attention given to youth employ- ment has never relaxed over the past 20 years. In France, it has recently taken the shape of new “inter-generational contracts” signed at the Casino, Cdiscount, Vindémia, Franprix, Leader Price and other banners. Their purpose is to facilitate sustainable hiring of young peo- ple while maintaining older employees in work, while ensuring that knowledge and skills are effectively transferred. A sponsorship pro- gramme called “C’Duo Contrat de Génération” has been deployed to support and successfully integrate young hires, thereby complementing existing tutoring programmes set up to assist the Group’s 1,850 work-study employees. In 2013, in addition, the Group signed the “Businesses and Neighbourhoods” Charter ini- tiated by the Ministry for Urban Affairs to sup- port jobs in priority areas, and strengthened its partnerships with the French Civic Service Agency and Le Réseau corporate network for equal opportunity in education by inviting some 100 secondary-school students from disadvantaged areas to visit and learn about retail professions. The Group showcases these initiatives at its youth-dedicated website: www.alternance-stages-casino.fr. In Brazil, GPA’s commitment to helping young people has translated into a number of initia- tives. In 2013, most notably, the “First Job” programme led to the hiring of more than 10,500 young people without prior work expe- rience. GPA, which employs 3,236 apprentices, has also developed programmes to train disad- vantaged youth in a variety of disciplines, ran- ging from check-out host or hostess and call-centre representative to baker and pastry chef. Over 1,300 trainees have taken advan- tage of this free programme to date. AN ADVOCATE FOR THE DISABLED The Group has also been long committed to the inclusion of people with disabilities. A founding member of the International Labour Organi - sation (ILO) Global Business and Disability Network, Casino Group is actively involved in implementing the Network’s initiatives and sharing best practices among large companies. In France, Casino’s banners hired 241 employees and 191 interns in 2013 under its sixth Handipacte agreement, with disabled persons now representing 11% of its total workforce. Monoprix recruited 180 disabled employees over the period 2011-2013 and has signed a fourth three-year disability hiring agreement with employee representatives. Cdiscount negotiated a similar agreement during the year. Outside France, all of the Group’s banners implement programmes to promote the hiring of people with disabilities. Big C, for example, received recognition in 2013 from Thailand’s Ministry for Labour for exceeding by 26% the mandatory disability hiring quota, with 330 disabled people employed in its hypermarkets. In Brazil and Colombia, GPA and Éxito continued to roll out their respective “GPA Para Todos” and “Población Vulnerable” programmes to help disabled individuals and armed-conflict victims to join their workforces. In Argentina, Libertad is a member of the “Club de Empresas Comprometidas con la Discapacidad”, a group of companies that are committed to disability inclusion. 64 // Responsible, engaged teams / 2013 annual report // 65 Employee-centred health and safety programmes To safeguard the physical and mental health of its employees, the Group deploys effective, innovative risk prevention programmes. A STRUCTURED APPROACH The prevention of occupational hazards is a major component of the Group’s workplace health and safety policy. In France, this policy is developed jointly with employee represen- tatives as part of the Group-wide agreement on workplace health and safety signed in 2010. Its primary focus is the assessment of occupational risks in the workplace, road risks, TMS Office workstation ergonomics Leveraging a film, a quiz and a discussion with the occupational health physician, in 2013 employees at the Saint-Étienne site took part in the launch of a module to raise awareness about office workstation ergonomics in order to prevent musculoskeletal disorders (MSDs). The module is scheduled to be extended to the Group’s other administrative employees in 2014. the prevention of work-related hardship and psychosocial risks, the design, renovation and expansion of business sites and awareness- building among new hires. COMBATING WORK-RELATED HARDSHIP An agreement to prevent work-related hard - ship was signed in 2012 with the trade unions to define action plans for all of the subsidiaries. Among them was the initiative to create the Cap Ergo Committee. Bringing together teams from every line of work that impacts health and safety conditions – e.g. purchasing, marketing, innovation and store design – the Committee aims to incorporate health and safety concerns into upstream business decisions. Cap Ergo’s first topic of discussion in 2013 was product shelving and the degree of hardship it repre- sents for employees. In addition to its mee- tings, the Committee works to raise awareness the tools they need to identify areas for improvement in their annual interviews with employees. Employee ideas are acted on quickly or incorporated into year-long action plans as part of a streamlined process that Group teams greatly appreciate. among key people in the company and embed health and safety issues into their decision- making processes. PREVENTION THROUGH FEEDBACK Who better than the employees themselves to come up with ways to improve their working conditions? Committed to placing employees at the heart of its workplace health and safety policy, the Group set up a feedback programme several years ago to prevent occupational risks by allowing staff members to voice their concerns about working conditions. Rolled out in the foodservices division in 2013, the programme provides active listening training to managers in an initial phase, giving them 66 // Responsible, engaged teams / 2013 annual report // 67 Controlling and reducing environmental impacts Lowering greenhouse gas emissions, improving energy efficiency, reducing and recovering waste, protecting ecosystem biodiversity - the Group’s environmental priorities demonstrate its commitment to minimising its ecological footprint. REDUCING GREENHOUSE GAS EMISSIONS PILOT-TESTING NEW REFRIGERATION UNITS The 2013 carbon-footprint audit of Group operations indicated that direct (scope 1) and indirect (scope 2) greenhouse gas emissions totalled 2,220,000 tonnes of CO2 equivalent. The major sources of direct emissions were identified as refrigerant leakage, store energy consumption and freight. Determined to control its environmental impacts, the Group continued to deploy action plans to reduce emissions and also expanded innovative initia- tives at the local level. “Cdiscount sorts and recycles all of the cardboard and plastic waste generated by its warehouses.” To lessen the greenhouse gas impact of its refrigeration equipment, the Group is taking steps to reduce refrigerant leakage from exis- ting units and test new equipment that requires less initial loading of ozone-depleting HCFC and CFC fluids or major global warming contri- butors like HFCs. The subsidiaries, in addition, are working to reinforce containing circuits on existing equipment and are pilot-testing new systems that run on hydrocarbons, CO2 and NH3, which are much less potent climate change contributors. Their goal is to identify technical solutions that meet safety and cli- mate conditions while also complying with regulations in the Group’s host countries. In France, a dozen supermarkets now use refrige- ration systems that run on CO2 and, in Brazil, banners in the GPA network are testing two CO2 refrigeration units of their own. VIETNAM Solar power system inaugurated at Green Square The installation of solar power systems at Group shopping centres continued in 2013, with the inauguration in Vietnam of solar panels on Green Square’s parking shades surrounding the Big C Di An hypermarket. The first installation of its kind in the country, this 270,000 Kwh/year system has been certified compliant with the international LEED Gold standard and the national Lotus Silver standard. OPTIMISING ENERGY PERFORMANCE To improve energy efficiency at its outlets, the Group calls on the services of its specialised subsidiary GreenYellow, which in 2013 earned ISO 50 001 certification for its energy management system in use at 502 sites in France. Two major avenues to better perfor- mance have been identified, namely the renovation of store lighting systems, with the installation of more energy-efficient equip- ment, and the fitting of doors on refrigerated display cases. Under an energy performance contract (EPC), GreenYellow has guaranteed that store energy consumption following these revampings would be reduced by 15% to 25%. In France, 90% of Géant hypermarkets signed an EPC with GreenYellow in late 2013 and 75% of them have already installed doors on their refrigerated display cases, as have all of the Casino supermarkets and recently-renovated convenience stores. The Group is therefore well ahead of its initial objective to make these changes by 2020. A similar trend is underway in Colombia, where GreenYellow set up EPCs in 2013 providing for the installation of doors on display cases in 18 stores. In Vietnam, 56% of refrigerated units have been equipped with doors, while new stores are integrating this new feature into standard equipment specifi- cations. REDUCING, REUSING AND RECYCLING WASTE Ongoing eco-design improvements for private- label products have led to a more than 7,600- tonne reduction in packaging since 2006. Wherever they are located, the Group’s subsi- diaries aim to produce less waste in their day- to-day operations and improve their waste recovery rate by participating in the process to develop safe local recycling processes. In 2013, the Group as a whole recovered 230,000 tonnes of cardboard, plastic and organic mat- ter. In France, the Casino banners sorted and recycled over 100,000 tonnes of operating waste. In Colombia, Grupo Éxito recovered more than 18,000 tonnes. Following the exam- ple of GPA’s “Novo de Novo” circular economy programme in Brazil, Libertad implemented its own “Reduce, Reuse and Recycle” programme in all of its outlets in Argentina. 1 LEED, or Leadership in Energy and Environmental Design, is a green building certification programme developed in the United States that is the most widely used in the world. Buildings can be rated to four levels of compliance: certified, silver, gold or platinum. 68 // Responsible, engaged teams / 2013 annual report // 69 A spirit of solidarity with the neediest A leading corporate citizen, the Group and its committed employees contribute to economic and social progress in all host communities, with all subsidiaries mobilised to help the most disadvantaged. A UNITED FRONT AGAINST EXCLUSION A LONG-TERM COMMITMENT TO FOOD BANKS Solidarity is one of the key values underpinning the Group’s corporate social responsibility (CSR) process. Committed to fighting exclusion in the community, its subsidiaries forge natio- nal partnerships with non-profit organisations to boost the impact of their grassroots initia- tives. In France, the Group has stepped up its commitment to the needy by signing six such partnerships as part of its “Casino Fights Exclusion” programme, with Fédération Française des Banques Alimentaires, Agence du Don en Nature, Apprentis d’Auteuil, Samu Social, the French Red Cross and microDON, an organisation that promotes economic solida- rity. At the same time, five major suppliers have joined forces around Group initiatives through the “Club for Partners Committed to Fighting Exclusion”. As part of their CSR policy, all Group banners give priority to working with food banks to col- lect goods for donation, both from the stores themselves and from customers. In France, 5,025 tonnes of food products were donated to the French Federation of Food Banks (Fédération Française des Banques Alimen - taires). In Argentina, Libertad signed a partner- ship to work with 15 food banks in the Red Argentina de Bancos de Alimentos network, while in Colombia Grupo Éxito has also actively supported local food banks, with some 3,010 in 2013. tonnes collected for donation Vindémia, in addition, is working alongside Reunion Island’s 2R2A food aid network. Together, these donations provide an invalua- ble form of aid while also effectively contribu- ting to reducing food waste. EXPANDING LOCAL INITIATIVES Each of the Group’s banners also engages in its own social outreach partnerships. Monoprix, whose Foundation sponsors projects run by 30 different non-profits, organised its second annual clothing drive in 2013 on behalf of the Emmaüs charity in a vast campaign involving 280 stores and warehouses. Casino pursued in- store initiatives to benefit “Docteur Souris”, a non-profit providing Internet access to hospi- talised children, while Leader Price supported the “Toutes à l’École” girls’ education pro- gramme and Franprix backed France’s annual Telethon fund-raiser for muscular dystrophy research. In Vietnam, Big C Vietnam, pursuing its Big Community project to encourage employee outreach, set up an emergency aid program for storm victims, and collected 500,000 used clo- thing items and 16,000 second-hand books for donation to disadvantaged children. Big C Thailand, which celebrated 20 years of local community engagement in 2013, developed a programme to support local non-profit pro- jects. In Argentina, Libertad launched its “Juntos en Acción” programme, primarily on behalf of the El Hospital de los Niños associa- tion, and also organised a major clothing and toy drive. And, in Brazil, GPA renewed its “Christmas for All” campaign to give a gift to some 1,000 underprivileged children and repeated its in-store drive for book, clothing and toy donations. FRANPRIX Rounding up for charity In September 2013, in partnership with the economic solidarity organisation microDON, Franprix began inviting its customers to “Round up at the Check-out”; when they pay for their groceries, they can decide to round up the total to the next-highest euro as a contribution to the French Red Cross or Secours Populaire charity. The first of its kind in France, this initiative encourages people to have a daily outreach reflex within the stores. Tested in the summer of 2013, the programme is still being rolled out to the banner’s outlets. Brazil Solidarity Days During the end-year holiday season, GPA organized two “Solidarity and Sharing Days” dedicated to collecting foodstuffs from customers for donation. For every 10 kilogrammes of goods collected, Instituto GPA would contribute an additional kilogramme. In partnership with the non-profit organisations Amigos do Bem, Banco de Alimentos and Mesa Brasil, 2,000 volunteers were mobilised in 730 Group stores to organise collection drives for basic commodities. In all, GPA distributed 2,934 tonnes of goods to thousands of Brazilian families in 2013. “The Group’s banners have donated 10,900 tonnes of foodstuffs to different food bank networks around the world.” 70 // Responsible, engaged teams / 2013 annual report // 71 “36,000 students have benefited from programmes led by the Éxito Foundation to fight malnutrition.” Foundations committed to helping children Through its many efforts on behalf of children, the Casino Foundation mirrors initiatives taken by the foundations at GPA, Éxito and Big C Thailand. COMBATING CULTURAL EXCLUSION Created in 2009, the Casino Foundation works to eliminate cultural exclusion faced by chil- dren through three main programmes. “Artists at School” is an arts and culture discovery programme benefitting 2,100 students with limited access to cultural opportunities. “Local Initiatives” is a programme that continued to extend logistical and financial support to 19 youth-focused non-profit organisations in 2013, sponsored by Group employees who volunteer in the community. Lastly, “Overcoming Isolation Among Hospitalised Children”, which allows child patients to main- tain contact with their loved ones and school through technology, has installed 585 laptop computers and related accessories at children’s bedsides in eight hospitals in France since 2010. SUPPORTING COMMUNITIES In Brazil, Instituto GPA runs a music education programme enabling children to take violin and cello lessons and perform as part of an orches- tra, while also promoting workplace access for disadvantaged young people, with free courses in English and training for cashier and call cen- tre positions. In partnership with the state government of Rio de Janeiro, in addition, the organisation supports the NATA professional training centre where 300 students from low- income families can be trained for jobs in the baking and dairy sectors. Brazil Partner of the Getúlio Vargas Foundation for equal opportunity In December 2013, Instituto GPA set up a partnership with the Getúlio Vargas Foundation to create 10 merit-based scholarships enabling exceptional students from low-income families to finance their education. MEETING THE NEEDS OF THE MOST VULNERABLE In Colombia, the Éxito Foundation is acting to fight child malnutrition by providing for a heal- thy and balanced diet among children and pregnant women from underprivileged areas. The programme came to the aid of nearly 36,000 children and 2,600 pregnant women in 2013. In Thailand, the Big C Foundation is helping to fund the construction of schools, with 37 built since the Foundation was created. It is also lending support to scholarship pro- grammes, and in 2012 helped to build a hospi- tal in the northern part of the country. FRANCE “Artists at School” Developed since 2011 in partnership with the French Ministry for Education, the "Artists at School” programme supports 10 artistic projects designed for children from rural or urban areas where cultural opportunities are not immediately available, giving 2,100 primary and secondary school students the chance to participate in a three-year curriculum of artistic discovery and expression through a partnership with the Odéon-Théâtre de l’Europe theatre. 72 // Responsible, engaged teams / 2013 annual report // 73 A CSR process anchored in the Group’s development Casino Group’s corporate social responsibility (CSR) policy is structured around five major themes, covering its initiatives as a committed employer, a responsible retailer, a trusted partner, an engaged local corporate citizen and a Group that is environmentally proactive. A PIONEERING SPIRIT OF SOCIAL INNOVATION Since its founding in 1898, Casino has been building on a long history of innovation on behalf of the community, the workplace and the environment. This pioneering spirit, embodied in its key corporate values of entre- preneurship, loyalty, excellence and solida- the Group’s ongoing rity,  underpins com mitment to CSR progress, both in France and worldwide. Committed employer Responsible retailer Trusted partner Help young people enter the workforce Promote diversity Provide growth opportunities for employees Take action to protect consumer health Encourage environmentally friendly consumption Strengthen ethical social compliance Support local production channels Promote the CSR initiatives of SMEs Engaged local corporate citizen Environmentally proactive Group Develop foundation programmes Increase energy efficiency Develop solidarity partnerships Reduce and recover waste Increase local solidarity actions Promote biodiversity Reduce greenhouse-gas emissions fundamental principles in the Universal Declaration of Human Rights, the fundamental conventions of the International Labour Organisation and the ten principles of the United Nations Global Compact, of which the Group is a signatory. GOVERNANCE GEARED TO PERFORMANCE Responsibility for implementing and coordinating this commitment lies with the Group’s CSR Department, which was established in 2010 to accelerate the pace of progress on CSR issues within subsidiaries. The ten CSR Strategy Committee members (including seven from the Executive Committee) validate CSR policy aims in light of the ISO 26000 standard. A network of CSR liaisons is active within each subsidiary in France and in international markets, and environmental officers meet on a regular basis to conduct “Green Excellence” workshops. Various committees, in addition, are instrumental in implementing CSR policy, including the Human Resources steering committee, the Nutrition and Health scientific committee, the Quality committee and the Sustainable Development and CSR coordination and monitoring committees in each subsidiary worldwide. Benchmark indices Casino has been selected for inclusion in the Dow Jones Sustainability Index (DJSI) World and Europe, two of the benchmark indices with regard to CSR. This distinction is a strong acknowledgement of the Group’s CSR policy, which has also been recognised through inclusion in the FTSE4Good, Vigeo Eurozone 120, EPCI and Ethibel indices. 15 GUIDING PRIORITIES The Group’s ongoing “Esprit RSE” (CSR Spirit) initiative includes 15 priorities that reflect five general areas of responsibility. All have been developed in accordance with the nine commitments contained in the Group’s Ethics Charter, which reiterates support for the A recognised commitment In recognition of Casino’s CSR policy, its innovative nature and its results, France’s ESSEC Business School has awarded the Group its 2014 Grand Prize for Responsible Retailing. In addition, the Group has recently been honoured with France’s 2013 Human Capital Trophy for its commitment to helping young people, the CSR Challenges Trophy for its deployment of the Environmental Index and the 2013 Diversity Trophy. 74 // Responsible, engaged teams / 2013 annual report // 75 An ongoing dialogue with stakeholders Dialogue with all stakeholders is an essential component of the Group’s CSR policy, enabling Casino to enhance its initiatives and develop innovative partnerships. AN OPEN, CONSTRUCTIVE DISCUSSION In each country where it operates, the Group has long embraced a culture of regular, constructive dialogue with its stakeholders at the local and national level. Open, meaningful discussions are encouraged for the purpose of developing and jointly creating projects and innovative partnerships. Dialogue is achieved by different means according to the stake - holder concerned, at both Group level and the level of each entity. HIGH-LEVEL EXCHANGE To structure these exchanges more effectively at Group level and gain a better understanding of stakeholder expectations, stakeholders are invited to participate in CSR Strategy Committee meetings. In 2013, key subjects covered at these meetings were the analysis of Group CSR challenges, the carbon footprint of operations and the impact of raw materials on deforestation. In addition, ten stakeholders recognised for their expertise in combating discrimination and fostering workplace diver- sity were invited to engage in a round-table discussion with the Group’s Human Resources Department. Among other projects, the Group’s CSR Department contributes to the work of the Global Social Compliance Programme, Social Clause Initiative and the International Labour Organisation’s Business and Disability Network, of which Casino is a founding member. The Group also nurtures regular dialogue with socially responsible investment players, such as rating agencies and ethical investment funds. PARTNER TO NATIONAL NON-PROFITS In France, the Group belongs to a variety of specialised non-profit organisations such as the Corporate Social Responsibility Observatory (ORSE), the French Association for the International Labour Organisation (AFOIT), “Commemorating the 20th anniversary of its diversity policy, the Group enhanced its action plans through dialogue with ten stakeholders recognised for their expertise in this area.” the Corporate Parenthood Observatory (OPE) and the Le Réseau corporate network for equal opportunity in education. Environmental protection organisations include the Eco- Design and Lifecycle Management Centre in Saint-Étienne, Perifem, Éco Systèmes, Éco Emballages, Corepile and Recylum, as well as NGOs that request its involvement. In 2013, for example, Casino held regular discussions with a variety of stakeholders on the impact of deep-sea fishing. The international subsidiaries also nurture dialogue with a wide array of organisations. In Brazil, in addition to membership in the Ethos Institute, GPA is supporting the Akatu Institute’s mission to promote responsible consumption concepts and behaviours. In Argentina, Libertad is backing IARSE, the Argentinian Institute for Corporate Social Responsibility. 76 // Responsible, engaged teams / 2013 annual report // 77 Key 2013 CSR performance indicators Committed employer DIVERSITY Group workforce breakdown by region (1) France (2) 22% 66% 12% Asia/Indian Ocean (3) Latin America (4) 73% of the Group’s workforce is located in France and Brazil. (1) Total permanent/limited-term workforce at 31 December 2013 (2) France: Casino, Franprix, Leader Price, Monoprix, Cdiscount (3) Asia / Indian Ocean: Big C Vietnam, Big C Thailand, Vindémia Group (4) Latin America: Grupo Éxito, Libertad, Disco, Devoto, GPA Workforce under the age of 30 The Group has 133,300 employees under the age of 30. In France, 23% of employees are aged 50 and over. (1) Total permanent/limited-term workforce at 31 December 2013 Group workforce breakdown by age bracket (1) Workforce over the age of 50 40% 10% 50% Workforce aged 30 to 50 Workforce breakdown by full-time/part-time employment (1) Asia/Indian Ocean Latin America France Group 82% 92% 71% 86% 18% 8% 29% 14% Workforce breakdown by permanent/limited-term employment (1) Asia/Indian Ocean Latin America France Group 78% 95% 93% 92% 22% 5% 7% 8% A large majority of Casino Group employees (86%) are in full-time employment. (1) Total permanent/limited-term workforce at 31 December 2013 % of the workforce in full-time employment % of the workforce in part-time employment An overwhelming majority of Casino Group employees (92%) are on permanent work contracts (1) Total permanent/limited-term workforce at 31 December 2013 % of employees in permanent employment % of employees in limited-term employment Percentage of women in the Group workforce and in management by country (1) Breakdown of workers with recognised disabilities by geographical region (1) Asia/Indian Ocean Vietnam Thailand Argentina Uruguay Colombia Brazil France (2) Group 50% 35% 60% 37% 58% 52% 57% 27% 46% 22% 51% 29% 47% 22% 60% 39% 52% 38% France (2) Latin America 34% 59.5% 6.5% Asia/Indian Ocean The proportion of women in management is improving significantly as a result of actions taken by every Group entity. (1) Total permanent/limited-term workforce at 31 December 2013 (2) France: Casino, Franprix, Leader Price, Monoprix, Cdiscount The Group saw a 22.5% increase in the number of disabled employees compared with 2012. (1) Total permanent/limited-term and internship workforce (2) France: excluding Franprix, Leader Price % of women in the workforce % of women in management 78 // Key 2013 CSR performance indicators / 2013 annual report // 79 Reduce greenhouse-gas emissions Breakdown of scope 1 and scope 2 greenhouse-gas (GHG) emissions by geographical region France (1) 40% Latin America 26% 34% Asia/Indian Ocean In 2013, Casino Group once again evaluated its direct emissions (scope 1) and indirect emissions related to its energy consumption (scope 2). The inclusion of emissions for Disco Devoto has increased the share of emissions from Latin America. Overweighting of the Asia/Indian Ocean region can be explained by the highly carbon-intensive nature of power production in those countries. (1) France: scope 1 excluding Codim Change in greenhouse-gas emissions, scopes 1 and 2, by country The assessments conducted in 2013 provide confirmation of those conducted in 2012. The reduction for scope 2 in France is due to improved energy efficiency at Group stores. The increase in emissions in Thailand is primarily attributable to the growing number of stores and shopping centres. (1) France 2013: scope 1 excluding Codim (2) Uruguay 2012: scope 2 excluding Disco Devoto Scope 1 Scope 2 France (1) Brazil Colombia Uruguay (2) Argentina Thailand Vietnam Indian Ocean 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 Breakdown of greenhouse-gas emissions, scopes 1 and 2, by source in 2013 1% 4.9% 0.1% 52% 42% Scope 1 Heating fuels Vehicle fleet fuels Fluids (1) Scope 2 Electricity District heating COMBAT POLLUTION BY REDUCING AND RECOVERING WASTE Change in volume of recovered waste France (1)(2) Brazil (3) Colombia Uruguay 2012 2013 2012 2013 2012 2013 2012 2013 Argentina 2012 2013 Indian ocean (4) 2012 2013 Cartons Autres The direct emissions in scope 1 are primarily due to fugitive emissions from refrigeration systems. The indirect emissions in scope 2 derive mainly from the quantity and carbon intensity of the electricity used. (1) Scope 1: excluding Codim The volume of sorted and recovered waste continues to rise in the emerging countries and is holding steady in France. The adoption of organic sorting in France has increased the volume of recovered organic waste by 20%. The total volume of cardboard sorted for recycling accounts for more than 70% of recovered operating waste. The percentage of operating waste recycled and reused at Casino hypermarkets and supermarkets increased from 53% to 61%. (1) France 2012: excluding Codim and convenience stores (2) France 2013: excluding Codim, convenience stores and Leader Price (3) Brazil 2012: excluding Viavarejo (4) Indian Ocean: Vindémia excluding operations in Mayotte, Mauritius, Madagascar 0 350,000 700,000 0 37,500 75,000 112,500 150,000 80 // Key 2013 CSR performance indicators / 2013 annual report // 81 Responsible retailer and trusted partner PROMOTING RESPONSIBLE CONSUMPTION Number of certified sustainable national-brand and Group private-label products (1) Latin America (4) France (2) 1,917 5,158 350 Southeast Asia/ Indian Ocean (3) There were more than 7,420 certified sustainable products in Group stores in 2013; of these, 85% derived from organic farming. (1) Organic farming products (excluding organic-cotton apparel), fair trade products, and products bearing MSC, FSC, NF Environnement, PEFC, European Ecolabel and ECOCERT labelling (2) Products sold by the Casino, Monoprix and Leader Price banners (3) Products sold by Vindémia and Big C Thailand (4) Products sold by Grupo Éxito, GPA, Libertad, Disco Devoto Breakdown of social audits conducted by Casino Group by country China Bangladesh 179 social audits were conducted in 2013, a 16% increase over 2012. In light of the special circumstances in Bangladesh, in 2013 the Group audited 100% of the country's first-tier plants working for its private-label brands. 55% 23% 7% 15% India Other Social ethics Guidance for suppliers Since 2002, the Group has been engaging its private-label suppliers in a social ethics process that aims to improve the conditions in which workers are employed to manufacture the banners’ products. By signing the Supplier Ethics Charter, each supplier recognises the central importance of the values set out in the Universal Declaration of Human Rights and the fundamental conventions of the International Labour Organisation (ILO), while also pledging to uphold the Charter’s eight criteria for ethical conduct, notably the prohibition of child labour. To ensure that these requirements were being met, 179 audits of production plants were carried out in 2013 by various independent experts, based on France’s “Social Clause Initiative” (ICS) guidelines. Primarily targeting coun- tries where basic human rights and workplace standards are considered most likely to be breached, the audits are being followed up with a report and, where necessary, a plan for corrective action that the plants concerned must commit to implementing within a specific timeframe. Suppliers who fail to comply may see their rating downgraded or be removed from the supplier list. The Group’s local offices, aware that the audits are a necessary but not sufficient step forward, play an essential role in helping suppliers and their plants to deepen their understanding of expectations and implement any corrective action plans. In light of circumstances specific to Bangladesh, the Group has audited all of the plants operating in the country on behalf of its private labels, while also stepping up its safety controls and verifying the practicality of local evacuation procedures by conducting fire drills. In July 2013, the Global Sourcing division adhered to the Bangladesh Accord on Fire and Building Safety in a move to support and participate in a cooperative, collective process to improve the nation’s plant safety conditions. 82 // Key 2013 CSR performance indicators / 2013 annual report // 83 Roadmaps The following roadmaps outline major initiatives taken to address the 15 priorities of the Group’s CSR continuous improvement process. Their purpose is to nurture dialogue with all of our stakeholders. Status Scope Project postponed Project underway Objective met Objective partially met Objective not met Project cancelled Group: all French and international subsidiaries Group France: all subsidiaries in France (Casino in France + Franprix/Leader Price + Cdiscount + Monoprix) Casino: all subsidiaries traditionally consolidated by Casino Committed employer Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 • PROMOTE DIVERSITY Establish a communications campaign to highlight the 20-year history of the Group’s diversity policy in France Group France 2013 Distribute to managers the guide to preventing discrimination based on sexual orientation Group France 2013 Develop a partnership with the Mozaïk RH diversity consulting association Group France 2013 Initiate the process for obtaining the Diversity Label at Franprix, Leader Price, Cdiscount and Vindémia Franprix, Leader Price, Cdiscount, Vindémia (Reunion Island) 2015 Update training modules for the diversity networks Casino 2013 The diversity policy’s 20-year history was celebrated in a variety of ways: informative media were disseminated internally to illustrate each aspect of the policy, while topics such as disability and equal opportunity were addressed at stands and in workshops. A communications kit was provided to all managers as well. The guide to preventing discrimination on the basis of sexual orientation was distributed to managers. This guide received the Responsible Communication Award from France's Communication et Entreprise corporate communications association. Casino Group signed an agreement to support the activities of Mozaïk RH (hiring of young people from disadvantaged areas, etc.). Presentations outlining this process have been given to the executive committees as well as trade union representatives at each of the entities involved. Action plans have been defined. The training modules for the diversity networks have been updated. In 2013 their focus was on equal opportunity in the workplace and sexual orientation. Include the “Together” anti- discrimination programme in orientation training given to new hires Franprix 2013 Project postponed Develop a policy for promoting diversity and equal opportunity Libertad Establish a disability awareness campaign Group 2013 2013 Make communication resources more accessible: create a sign-language version of the training module, and make it easier for the visually impaired to submit applications for open positions via the Internet Casino 2013 A diversity charter has been drafted and will be deployed in the workforce in 2014. A disability awareness campaign has been created and will be deployed among all Group employees in 2014. The newly created audiCap module educates employees about hearing disabilities and provides an introduction to French sign language. In addition, software used by the Recruitment division is now accessible to the blind and visually impaired. The recruitment site was awarded a “Silver” label by AccessiWeb for its accessibility. Roadmaps/ 2013 annual report // 85 Committed employer Our record in 2013 Committed employer Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Strengthen the “Help the Helpers” campaign: promote leave for family caregivers Casino 2013 Continue the policy for integrating the disabled into work/study programmes Casino 2013 The “Help the Helpers” campaign has been expanded through workshops featuring guest professionals, which provide information and promote dialogue. The leave available to family caregivers has now grown to a total of 128 days donated by employees. As a result of the programme, 20 employees have been able to take paid leave to care for an ailing and/or disabled child, spouse or parent. This initiative has been continued through partnerships with specialised schools and organisations as well as a number of business schools. In 2013 Casino implemented 14 work/study contracts for disabled persons. Fulfil the objectives contained in the third Monoprix agreement and fifth Casino France agreement on employment of disabled workers Monoprix, Casino 2013 The objectives defined in the agreements signed by Casino and Monoprix were met. Casino hosted 191 disabled trainees and hired 241 disabled workers, and signed a sixth agreement in 2013. Deploy the guide to hiring of the disabled Vindémia 2013 Continue to raise awareness about hiring the disabled Big C Vietnam and Thailand 2013 Recruit young workers who are disabled Libertad 2013 Continue the “GPA Para Todos” programme GPA 2013 Establish the “Women in Leadership” programme Group France 2013 Expand the “C’avec elles” network Group France 2013 A Disabled Workers diagnostic assessment will be conducted in partnership with employee representatives prior to establishing an action plan. Big C Thailand was singled out by the country’s Labour Ministry for its commitment to hiring the disabled and for having exceeded the legal quota by 26%. At end-2013, Big C Thailand employed 330 disabled workers. Libertad continued its participation in the Club of Socially Active Businesses, comprised of Argentina's firms demonstrating the greatest commitment to hiring the disabled. In 2013, Libertad’s workforce included 32 disabled employees. GPA continued to carry out this programme, recording a nearly 6% increase in the number of disabled workers since 2012. At end-2013, GPA employed more than 2,120 workers with disabilities. An initial programme for women managers with leadership potential was introduced in 2013; a second programme will be added in 2014.   In 2013 the “C’avec elles” network grew to include more than 520 members, who have the opportunity to enrol in training courses, attend conferences and participate in taskforces on specific topics throughout the year. Deploy the “Elles en Magasins” network, with a goal of 100 members Franprix 2013 Initiate the process of obtaining the Equal Opportunity Employer label Casino 2015 Implement the new policy for promoting women to managerial positions Vindémia 2013 • HELP YOUNG PEOPLE ENTER THE WORKFORCE Take further action in support of work/study programmes: Continue activities related to the “Job and City” programme, school partnerships (with a goal of 30 partnerships) and the “second-chance school” programme in partnership with ACSE Group France 2013 Expand activities with the Civic Service Agency, Civic Service Institute and Le Réseau association Group France 2013 The network was launched in the first half of 2013. A communications campaign was conducted in stores to introduce the network and recruit members. Casino France was awarded the Equal Opportunity Employer label and adopted a number of three-year commitments, including a pledge to include more women on the executive committees at Casino France entities. Vindémia conducted an internal survey to identify obstacles and tools associated with promoting women to managerial positions and to modify its action plan in line with the survey’s findings. The Group had 1,850 work/study employees at year-end 2013. A new website has been created to promote work/study opportunities, and a daylong event devoted to work/study employees attracted 500 participants. Eight coffee get-togethers in the Rhône-Alpes region, held as part of the “Job and City” programme, led to the hiring of 10 young people. Twenty-seven partnerships were forged with community schools and “second-chance schools” over the course of the year. The Group cemented its partnerships with the Civic Service Agency and the Business Network for Equal Opportunity in Education by holding numerous events for young volunteers and by hosting some 100 high school students from disadvantaged neighbourhoods, who were invited to visit Group stores to learn about career opportunities. Prepare a guide for Group stores regarding employment of young workers Group France 2013 The guide is currently in preparation and will be completed in 2014. Renew the agreement with the French State employment agency, Pôle Emploi, on behalf of equal opportunity Casino, Monoprix, Franprix, Cdiscount, Vindémia 2013 Casino Group signed a formal agreement with Pôle Emploi and its local branch offices, and has pledged to hire 850 workers, create 150 work/study positions and offer 500 internships over the period 2012-2014 as part of the National Corporate Commitment to Employment in Disadvantaged Areas. In 2013, the Group signed the “Business and Neighbourhoods” Charter promoted by France’s Ministry of Urban Affairs in support of employment and economic initiatives in priority districts. 86 // Roadmaps/ 2013 annual report // 87 Committed employer Our record in 2013 Committed employer Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Expand support for training given to those with little access to the job market, via the Functional Preparation for Employment programme followed by vocational training Continue the “Programa Primer Paso” programme with the Córdoba provincial government for providing entry-level work experience by making it accessible to disabled youths Monoprix 2013 Two hundred interns received training in store positions, to help them acquire necessary skills as a stepping stone to permanent employment. Libertad 2013 Four disabled workers were hired by the Córdoba store through the “Programa Primer Paso” programme. Deploy the “entry-level work experience” programme GPA 2013 More than 10,540 young people were hired in 2013 as part of the “First Job” programme. • PROVIDE GROWTH OPPORTUNITIES FOR EMPLOYEES Conduct a new campaign to encourage 10,000 applications for France’s Individual Right to Training programme Group France 2013 Group France 2015 Monoprix 2013 Expand the e-learning curriculum to make training available to as many employees as possible (with a target of 10% of training hours received remotely in 2013) Monoprix Academy: expand the Validation of Acquired Experience programme, the network of internal trainers/tutors and the career development tracks Establish pathways between the banners and operations in the field, and expand the store-skills incubator Continue deployment and support of the Validation of Acquired Experience programmes Under CAPITAL DIF programme initiatives introduced in 2013, employees could choose from among 24 classroom training courses (for management) and 20 tutored distance-learning programmes leading to a certificate from ESSEC Business School. A total of 6,502 applications submitted by employees were approved. The Group devoted particular attention to this objective in 2013, through its training portal and its efforts to create community facilities and provide personalized training modules for employees. The number of training hours provided via e-learning rose by more than 64% over 2012, accounting for 3% of total training hours. A new group of 30 employees entered the VAE programme to mark its second year, while career tracks were developed for bakery, dairy and produce professionals. Franprix 2013 A number of initial pathways and career development tracks have been formally defined. Casino 2013 In 2013, 52 employees received support for their VAE plan through the Group’s Ex & Co programme. Provide support for employees with social difficulties through the “Escuela de la economía personal y familiar” programme (3,500 families) Éxito 2013 Over 3,900 Éxito employees have attended classroom training in personal and family financial management. A satisfaction survey found that the training had a highly positive impact on the families who participated. Establish the “Universidad Corporativa Libertad”, a vocational training centre (produce, department heads, meats) Libertad 2013 Libertad focused instead on identifying career training programmes to receive priority attention in 2014. Establish the “Plan de Carrera” (evaluation of employee potential, training plan) Libertad 2013 Establish a training programme for careers in mass-market retailing Vindémia 2013 • ENSURE A SAFE AND HEALTHY WORKPLACE Continue actions currently underway to improve working conditions and workplace health and safety Monoprix 2013 Implement defined action plans for preventing work-related hardship Franprix 2013 Continue deployment of the “CAP Prévention” plan within the foodservice division Casino Restauration 2015 Implement actions pursuant to the agreement on preventing work- related hardship Casino 2015 Continue holding the workplace health and safety day events in each region Casino 2013 The “gestión de carrera” programme was introduced in 2013 and provides for an evaluation of each employee’s potential and the creation of individual training plans. Vindémia launched a new initiative, “Careers in mass-market retailing”, designed to offer employees some 15 additional training programmes covering every aspect of the retail industry. In June 2013, Monoprix signed an agreement on “long-term improvement in working conditions and workplace health and safety”. A roadmap was developed and is currently being deployed. Defined action plans aimed at preventing work- related hardship have been implemented at selected Franprix stores and are being prepared at stores newly added to the network. The “CAP Prévention” plan was deployed at about 25% of cafeterias and corporate restaurants during 2013. The plan was previously implemented at all Casino hypermarkets, supermarkets and warehouses. The actions defined in the agreement on preventing work-related hardship are currently being implemented, including the creation of the “CAP ERGO” committee, comprised of a network of representatives responsible for workstation ergonomics. The Group organised a variety of daylong events under the banner “At the Heart of Health” as well as topical workshops devoted to issues such as sleep, exercise and diabetes. Expand e-learning opportunities for the various employee positions Éxito 2013 The e-learning training curriculum has been expanded to target the entire workforce. 88 // Roadmaps/ 2013 annual report // 89 Committed employer Our record in 2013 Committed employer Our next steps Objectives Scope Target date Status Principal accomplishments in 2013 Objectives Scope Target date Conduct a study on work hours and employee well-being; define formal action plans for improving store working conditions Franprix 2013 This survey was conducted and the results have been used to draft action plans that are currently being deployed. Introduce a plan to prevent work- related hardship and a policy for preventing psychosocial risks Vindémia 2013 Continue the programme for reducing occupational hazards Éxito 2013 Establish a measure of psychosocial risk among support function personnel at headquarters and in stores Éxito 2013 • ENCOURAGE WORKPLACE DIALOGUE Negotiate agreements on intergenerational contracts Casino, Franprix, Leader Price, Cdiscount, Monoprix 2013 Negotiate new agreements on behalf of the disabled Casino, Monoprix, Vindémia 2014 Initial steps have been taken towards preventing work-related hardship, including a diagnostic assessment; its findings were shared with employee representatives. Deployment of an action plan is scheduled for 2014. Various actions have been taken to reduce occupational hazards. As part of the programme to educate employees and service providers about high-risk tasks, additional safety equipment has been installed in stores and job-specific training courses have been conducted. A survey was conducted among more than 8,800 employees. The results and proposals for future action have been presented to the Human Resources Division. The Group’s subsidiaries (Casino, Franprix, Leader Price, Vindémia, Cdiscount, Monoprix) have signed “Intergenerational Contracts” or adopted action plans to promote opportunities for long-term employment among young people and, at the same time, enable older workers to find or maintain employment so they can pass on their skills and know-how to a younger generation of workers. A three-year agreement has been signed for the Casino entity that includes a pledge to hire the disabled for internships and work/study programmes as well as permanent and temporary employment. Monoprix has fulfilled the objectives contained in its third agreement on the employment of disabled workers. The fourth agreement has been approved by the Works Council. Vindémia has begun performing a Disabilities assessment in cooperation with employee representatives and the Workplace Health and Safety Committee, in order to formalise an agreement and an appropriate action plan. • PROMOTE DIVERSITY AND COMBAT DISCRIMINATION General policy - Combat stereotypes through campaigns to raise awareness - Incorporate new criteria - Deploy defined action plans in accordance with agreements signed or certifications obtained Actions Group Combat discrimination related to physical appearance Group France Initiate the process for obtaining the Diversity Label at Franprix, Leader Price, Cdiscount and Vindémia Franprix, Leader Price, Cdiscount, Vindémia (Reunion Island) Carry out commitments made in signing the LGBT Charter Incorporate the “Together” anti-discrimination programme into the orientation training given to directors and deputy directors and into the training plan Maintain efforts to reduce illiteracy Strengthen the “Help the Helpers” campaign • HELP THE DISABLED ENTER THE WORKFORCE General policy - Continue to raise awareness about hiring the disabled - Take further action to improve the integration of disabled workers - Increase the number of disabled workers in the subsidiaries, particularly outside France - Carry out the actions stipulated in agreements signed by the Group Actions Implement the measures outlined in agreements on behalf of employment for the disabled 2015 2016 2014 2014 2015 2014 Monoprix (excluding Samada, Naturalia), Casino Franprix Casino, Franprix Casino Group 2014 Casino, Monoprix 2016 Continue and expand programmes aimed at integrating the disabled into the workplace (e.g., “GPA for All”, “Programa a Población Vulnerable”) GPA Retail , Big C Thailand, Grupo Éxito Conduct a diagnostic assessment in order to establish an action plan in partnership with employee representatives. Vindémia 2014 2014 • PROMOTE GENDER BALANCE IN THE WORKPLACE General policy - Monitor and increase the number of women in management and on executive committees - Identify and reduce any unjustified pay differentials - Provide support for working parents within the company Group 2016 Finalise the Group-wide agreement on the discretionary profit-sharing plan Casino 2013 The agreement has been signed. 90 // Roadmaps/ 2013 annual report // 91 Committed employer Our next steps Objectives Actions Scope Target date Objectives Scope Target date Committed employer Our next steps Develop company networks for promoting equal opportunity Casino, Franprix 2014 Implement actions for promoting equal opportunity in accordance with formal agreements, the Equal Opportunity Employer label and the agreement signed with France’s Ministry of Women’s Rights Continue policies designed to enable women to reach executive positions Casino, Monoprix Big C Thailand, Big C Vietnam 2015 2014 • HELP YOUNG PEOPLE ENTER THE WORKFORCE General policy - Take action to promote work/study programmes and apprenticeships - Educate managers on the need to improve employment opportunities for young people - Develop partnerships with referring organisations - Encourage programmes to sponsor and tutor young people Group 2014 Actions Take further action in support of work/study programmes: - Continue activities related to the “Job and City” programme - Continue to create school partnerships, with a goal of 50 partnerships - Continue the partnership with the “Second-Chance School” alongside ACSE and “Sport dans la Ville” Casino 2015 Complete and distribute a guide for Group stores regarding employment of young workers Group France Implement the steps outlined in the intergenerational agreements to help young people enter the workforce, keep older employees in their jobs and provide for the transfer of skills and know-how from one generation to the next Casino, Franprix, Leader Price, Cdiscount Carry out the intergenerational action plan Continue the programmes for junior high school students and student internships, as well as partnerships with schools Expand activities with the Civic Service Agency, Civic Service Institute and Le Réseau Continue the “Socio por un Día” partnership with the Junior Achievement Foundation Monoprix Big C Thailand Group France Libertad 2014 2014 2016 2014 2014 2014 • PROVIDE GROWTH OPPORTUNITIES FOR EMPLOYEES General policy - Evaluate employees to identify their training needs - Expand e-learning training opportunities to reach as many employees as possible - Create special training programmes designed to aid employees Group 2014 with social difficulties Actions Expand the e-learning curriculum to make training available to as many employees as possible Continue deployment and support of the Validation of Acquired Experience programmes Casino, Leader Price, Grupo Éxito Franprix, Casino Monoprix Provide support for employees with social difficulties through the “Escuela de la Economía Personal y Familiar” programme, with a goal of assisting over 5,600 employees Establish the “Gestión de Carrera” programme (evaluation of employee potential, training plan) • ENSURE A SAFE AND HEALTHY WORKPLACE General policy - Identify risks specific to each job - Develop appropriate prevention programmes - Implement action plans set out in agreements - Strengthen training programmes - Foster workplace wellness Actions Éxito Libertad Group Continue actions underway to prevent undue workplace hardship Group France Implement actions envisaged in the agreement on long-term improvement in working conditions and workplace health and safety. Deploy action plans on well-being in the workplace and job insecurity Continue deployment of the action plans on the prevention of psychosocial risks and the “CAP Prévention” initiative within the Foodservice division Continue the programmes for reducing occupational hazards Conduct a new work climate assessment at all stores Monoprix Franprix Casino, Leader Price Éxito Éxito Continue to deploy training plans for preventing hazards in the workplace Disco Devoto 2014 2014 2014 2014 2014 2016 2014 2015 2014 2014 2014 92 // Roadmaps/ 2013 annual report // 93 Committed employer Our next steps Objectives • ENCOURAGE WORKPLACE DIALOGUE General policy - Promote efforts to sign agreements on major workplace issues and CSR Actions Negotiate an agreement on CSR Negotiate an agreement on implementing telecommuting within Casino’s IT subsidiary Continue meetings with employee representatives Responsible retailer Our record in 2013 Scope Target date Objectives Scope Target date Status Principal accomplishments in 2013 Casino Casino (CIT) GPA (excluding Nova.com), Libertad, Vindémia (Reunion Island) Disco Devoto 2014 2014 2014 • ACT IN THE INTEREST OF CONSUMERS’ HEALTH Continue to deploy the Monoprix Nutrition charter on private-label products Incorporate CSR commitments into the charter for Marché Franprix products Monoprix 2013 Franprix 2013 The Nutrition charter has been incorporated into calls for bids from suppliers, which must comply with all of its criteria. The Marché Franprix product specifications have been modified to include improvements to packaging materials. Develop type-1 labelling (not required in Vietnam) for Big C-brand products Vietnam 2013 Nutritional labelling can be found on all Big C-brand products. Develop nutritional labelling for new Ekono-brand products Éxito 2013 New Ekono products display a nutritional label. Enhance the health benefits of Taeq products (lower levels of sugar and fat, use of natural ingredients) GPA 2013 The recipes for Taeq products were revised in 2013 with a greater emphasis on reducing each product’s sugar and fat content and on using organically grown ingredients. • ENCOURAGE ENVIRONMENTALLY FRIENDLY CONSUMPTION Reduce the impact of plastic bags provided in stores Group 2013 Continue to expand the selection of Casino Bio organic products by introducing 40 new food, household and health/beauty products Casino 2013 Expand the number of sustainable food and nonfood products Monoprix Introduce new, more environmentally friendly products Casino Display the multicriteria environmental index on a cumulative total of 450 products Casino, Monoprix 2013 2013 2013 In France, the number of free shopping bags distributed by Casino has fallen by 93% compared to 2008 (vs. 91% in 2012). Internationally, the Group’s subsidiaries redoubled their campaigns to promote the use of reusable bags, such as Ecobolsas bags at Libertad and Lohas bags at Big C Vietnam, through in-store displays, loyalty programme incentives and more. Sixty-one new food products were introduced as well as 10 new household and health/beauty products. At the same time, palm oil has been eliminated from all Casino Bio food products. About 15 sustainable products were created in 2013. Casino notably introduced the first washable, reusable make-up remover wipes in partnership with a start-up company. Work to date has focused primarily on finalising the collaborative tool with suppliers to ensure an easier and faster process for calculating the index. Approximately 410 environmental indices had been calculated by the end of 2013. 94 // Roadmaps/ 2013 annual report // 95 Responsible retailer Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Save a cumulative total of 7,200 tonnes of packaging thanks to the ecodesign initiative Casino Continue to reduce packaging for private-label products Monoprix Sell MSC-certified cod and haddock fillets R2C 2013 2013 2013 Develop and sell organic bags manufactured by an SME Franprix 2013 By year’s end, a cumulative total of some 7,600 tonnes of packaging had been saved. Packaging was reduced by a total of two tonnes in 2013. Sales of MSC-certified fish totalled 24 tonnes, representing 12% of R2C’s total purchases of fish. The organic bags manufactured and sold by a Cameroon-based SME created 180 jobs locally and helped to fund schooling for 450 children. Big C Vietnam 2013 The Huong vi line of ecofriendly products was solidified in 2013. Reinforce the selection of more responsible Huong vi products Introduce packaging made of recycled PET for 100% of Taeq organically grown products Conduct in-store promotions of organically grown products from local producers Éxito Libertad Continue the use of FSC-certified paper for Qualitá and Taeq product packaging GPA Our next steps Objectives • TAKE ACTION TO PROTECT CONSUMER HEALTH General policy - Continue to improve the nutritional value of own-brand products - Inform consumers about the nutritional impact of products - Develop a product offering that provides nutritional benefits - Educate customers on better consumption habits - Identify emerging health concerns Actions 2013 2013 2013 Éxito met with suppliers of packaging made from recycled PET. This project is still under study. Local, organically grown products have been displayed more prominently for greater impact in stores. The share of FSC-certified paper used in Qualitá and Taeq product packaging rose nearly 3% in 2013, accounting for 58.7% of all paper used. Scope Target date Group Responsible retailer Our next steps Objectives Scope Target date Work with suppliers to enhance the nutritional content of Troop X brand products for children, and expand the range of nutritional products (Taeq) Expand the range of Taeq products offering health benefits • ENCOURAGE ENVIRONMENTALLY FRIENDLY CONSUMPTION General policy - Reduce the environmental impact of own-brand products - Increase the number of environmentally friendly products available in stores - Inform consumers about the environmental impact of their consumption - Draw consumer attention to the most ecofriendly products Actions Continue to reduce the number of plastic bags distributed in stores Define a Group policy on the impact of raw materials Continue to expand product ranges devoted to organically grown products Step up actions to protect endangered fish species Éxito GPA Group Group Group Casino, GPA, Disco Devoto, Monoprix Casino, Monoprix Deploy the tool for calculating the environmental index among food manufacturers Casino Continue actions to reduce the impact of private-label product packaging Casino, GPA, Éxito Add biodiversity criteria to the specifications governing fruits and vegetables for the Terre et Saveur line of products Casino 2014 2014 2014 2015 2014 2014 2014 2015 2014 Continue enhancing the nutritional content of private-label products Group France 2014 Establish a collective agreement with Alliance 7, Monoprix and Franprix/Leader Price on improving the nutritional profile of two product categories: chocolate-filled biscuits and children’s breakfast cereal with honey and/or caramel and/or chocolate Casino, Monoprix, Franprix Leader Price 2017 96 // Roadmaps/ 2013 annual report // 97 98// Roadmaps/ 2013 annual report // 99A trusted partnerOur record in 2013ObjectivesScopeTarget dateStatusPrincipal accomplishments in 2013• STRENGTHEN ETHICAL SOCIAL COMPLIANCEPerform 160 social audits, and auditall of the Group’s partner plants inBangladeshIn 2013, 179 social audits were conducted inaccordance with Social Clause Initiative (ICS)guidelines. All of the plants working for Casino inBangladesh were audited. In all, 901 audits havebeen performed since 2003.Group (includingMonoprix)2013Establish regular meetings withmanufacturers (seminars, tradeshows, taskforces) to develop jointprojectsFranprix hosted a supplier exhibition, organised aconference with its top suppliers that included aroundtable discussion on CSR issues, jointly draftedprojects and participated in working meetings withthe aim of expanding synergies (including goodsdelivery by river).Franprix2013Disseminate the new code ofbusiness conductIn France the Group disseminated its Code ofBusiness Conduct, which sets out the rules withwhich employees must comply in the course oftheir professional duties. These rules address issuessuch as protection of the Group’s interests, conflictprevention, competition and corruption, and insidertradingGroup France2013Our record in 2013ObjectivesScopeTarget dateStatusPrincipal accomplishments in 2013Organise a competition to recognisethe best local companiesPriority was given to deploying the concept instores during 2013.Casino2013Adopt the “Targeting Growth”programme for 2015The programme is currently being deployed for theperiod 2013-2015.Casino2013Finalise deployment of the “Le Meilleur d’Ici” conceptThrough its “Le Meilleur d’Ici” concept, Casinostores continued to spotlight and support localproducers by selling products sourced from within80 km of each store and giving them prominentdisplay on store shelves. “Le Meilleur d’Ici” productscan be found in 441 Casino stores, including 339supermarkets and 102 hypermarkets in France. Casino2013• COMBAT CORRUPTIONContinue planned actions arising fromanti-corruption programmes(education, distribution of bestpractices guides, monitoring of ethicscommittees, etc.)The Group’s Internal Audit department distributed aguide that outlines stakeholder expectations andprovides quick-reference guidelines (on education,prevention, identification and response) forcombating corruption at subsidiaries in France andworldwide. Group2013• SUPPORT LOCAL PRODUCTION CHANNELSSupport local producers and developnew partnershipsAmong other actions, Casino stores continued toleverage the “Terre et Saveur” and “Club desSommeliers” brands through partnerships withfarmers, breeders and wholesale fishmongers. Toshow its support for milk producers, Casino begancarrying "Monts du Forez” milk in its stores during2013, to provide a new sales outlet for 65 regionaldairy producers facing financial difficulties.Monoprix is developing a range of locally-sourcedproducts under the “Le Local a du Bon” name.Group2013Maintain and expand partnerships withsmall local producers (new partners,customer awareness)Several partnerships have been established,including one with the Cant’Avey’Lot Association tosell 4.5 million litres of “Vallée du Lot” milk. Inaddition, Franprix has expanded its Marché Franprixline of products.Franprix2013A trusted partnerProvide support to small-scale producersand encourage agricultural practices that are friendlier to the environment(Label Verde and Pacto Ecológico)No local partners in a position to support thisinitiative could be identified.Libertad2013• PROMOTE THE CSR INITIATIVES OF SMEsOrganise a showroom with the Frenchretail supplier association (FEEF) foraround 100 manufacturers on thetopic of innovationThe showroom was organised and a competitionwas held in which four businesses were honouredfor innovative products.Group France2013Establish CSR and environmentalcriteria for overhead-relatedpurchasingA benchmarking of current practices was carriedout in 2013.Casino, Vindémia2013Expand the selection of “Caras doBrasil” fair trade products andincrease the number of bannerswhere the product line is soldGPA has been supporting the “Caras do Brasil”programme by giving craft cooperatives theopportunity to sell their products at Pão de Açúcarand Extra stores. Pão de Açúcar has also featuredorganically grown products from small-scalesuppliers in its outlets.GPA2013Extend the SME immersionprogramme for employeesFive purchasers took part in an immersion sessionat two manufacturer sites.Casino2013Continue the BPA (best agriculturalpractices) certification process forlocal producers with the aim ofcertifying 50 producersÉxito developed a BPA certification programme forits suppliers of fruits and vegetables; 39 supplierspledged to take part. Éxito2013Expand events and programmes aspart of the SME Pact (three SMEforums)As part of the SME Pact, two SME forums on thetopic of responsible consumption, attended by 80suppliers, were organised through a partnershipwith the GoodPlanet Foundation. Two prizes wereestablished to recognise the best CSR initiativescarried out by Casino suppliers.Casino2013Continue the “Simplex” project forsuppliers in Colombia, Brazil andThailandThe Simplex programme (Supplier InternationalMeeting for Private Label Excellence) was continued,bringing together suppliers of private-label productsfrom Colombia, Brazil and Thailand for a weeklongtraining session that included guidelines forinnovation and product development, a tour ofproduction facilities operated by Casino productsuppliers and more. Éxito, Big CThailand, GPA2013A trusted partner Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 • STAKEHOLDER DIALOGUE Establish a stakeholder dialogue on the subject of diversity Group France 2013 Ten stakeholders with acknowledged expertise in diversity issues were invited to share ideas with the Group’s Human Resources department as part of a roundtable discussion. A trusted partner Our next steps Objectives Actions Scope Target date Continue planned actions arising from anti-corruption programmes (education, distribution of best practices guides, monitoring of ethics committees, etc.) Group 2014 Update the mapping of Group stakeholders Groupe 2013 An analysis of the principal stakeholders with whom the Group maintains a dialogue is in progress. • DEVELOP A RESPONSIBLE LOBBYING POLICY Create an internal taskforce on Responsible Lobbying Group France 2014 Our next steps Objectives • STRENGTHEN ETHICAL SOCIAL COMPLIANCE General policy Scope Target date - Provide for employee awareness and training regarding the Group’s policy and the challenges involved - Conduct inspections at plants that manufacture private-label products in countries deemed high-risk - Assist the plants in implementing corrective action plans - Support and take part in industry initiatives - Strengthen local policies established by each banner with regard to factory inspections Actions Conduct 160 social audits to inspect plants working for the Group’s private-label brands in high-risk countries Audit 100% of the Group’s partner plants in Bangladesh Group Group Group Implement the steps defined in the Accord on Fire and Building Safety Casino Global Sourcing Develop training programmes for Purchasing Directors and purchasers Expand the Group’s activities within the Social Clause Initiative Participate in the ABVTEX initiative • COMBAT CORRUPTION General policy - Raise awareness within management - Analyse the level of risk - Establish guides to best practices - Appoint ethics committees - Evaluate action plans 2014 2014 2014 2014 2014 2014 Group Group GPA Group 2014 • SUPPORT LOCAL PRODUCTION CHANNELS General policy - Develop partnerships with local producers - Promote locally sourced products in stores - Assist supply chains in improving their practices Actions Deploy the charter for “Small Local Producers” drafted in 2013 Develop long-term contracts and partnerships with select suppliers to encourage innovation Expand the selection of “Caras do Brasil” fair trade products and increase the number of stores where those products are sold, with a goal of 100% of Pão de Açúcar stores Continue initiatives on behalf of local producers: implement the “Microempresarios 100% Colombianos” programme, increase the number of partnerships and expand the product offering • PROMOTE THE CSR INITIATIVES OF SMEs General policy - Raise awareness of CSR among SMEs - Share each banner’s CSR practices with SMEs and encourage adoption of those practices Group 2014 Franprix Casino GPA 2014 2014 2014 Grupo Éxito 2014 Actions Expand events and programmes as part of the SME Pact (two SME forums) Casino Continue the “Simplex” project for suppliers in Colombia, Brazil and Vietnam Casino, Éxito, Big C Vietnam, GPA Forge relationships with partner SMEs by taking part in the Pymes (SME) programme sponsored by the province of Córdoba and by offering SMEs access to training administered by the Argentine Institute for CSR (IARSE) Libertad Promote a stronger commitment to CSR issues among suppliers through the TOP LOG programme for evaluating practices in the areas of logistics, packaging and emissions reduction GPA 2014 2014 2014 2014 2014 100 // Roadmaps/ 2013 annual report // 101 Local corporate citizen Our record in 2013 Scope Target date Objectives Scope Target date Status Principal accomplishments in 2013 A trusted partner Our next steps Objectives Actions Expand the “Quality from the Source” programme to include other types of products Introduce an audit programme for fruit and vegetable suppliers that includes an assessment of their environmental practices, with a goal of auditing 40 suppliers Deploy the EAFIT programme to provide training to partner suppliers Continue the “BPA” (Best Agricultural Practices) certification process for local producers Provide training and certification in social and environmental best practices for garment production sites that work for Éxito (with a goal of certifying 75% of production sites in 2014) Maintain an ongoing dialogue with manufacturers (through seminars, trade shows, taskforces) to develop joint CSR projects and provide recognition to suppliers GPA GPA Éxito Éxito, Libertad 2014 2014 2014 2014 Éxito/Didetexco 2014 Franprix, Éxito 2014 • DEVELOP SOLIDARITY PARTNERSHIPS Continue efforts underway on behalf of food banks Group 2013 Negotiate a new framework agreement with the French Federation of Food Banks Group France 2013 Expand the partnership with 2R2A, the network of food banks on Reunion Island Draft a food donation policy and sign an agreement with the Red Argentina Banco de Alimentos food bank network Vindémia 2013 Libertad 2013 Continue partnerships on behalf of community solidarity programmes GPA 2013 Establish a partnership for donations of computer equipment Vindémia 2013 Develop campaigns for products that are co-branded with our suppliers Group France, GPA 2013 Repeat the micro gift card campaign that benefits France’s Muscular Dystrophy Telethon Franprix 2013 More than 8,000 tonnes of products were donated to food banks in 2013, including 3,013 tonnes provided to community food banks in Colombia. The Group signed a new three-year agreement that includes three forms of action: creation of a weekly food drive conducted by food bank teams at the Group’s hypermarkets, supermarkets and warehouses; active participation in France’s national food-collection drive, held in November of each year; and special campaigns. Vindémia has been working alongside 2R2A to collect products in Group stores and organise food drives among customers. In Argentina, Libertad signed a three-year partnership leading to cooperation with a network of 15 food banks; 10 tonnes of food have been collected. GPA organised two major day-long food drives spanning 730 stores across Brazil, with support from 2,000 volunteers working on behalf of three organisations: Amigos de Bem, Banco de Alimentos and Mesa Brasil. GPA collected and distributed 2,934 tonnes of food products over the course of the year. This project was discontinued in light of the numerous difficulties encountered in identifying recipients and in managing waste electrical and electronic equipment (WEEE). The Group is supporting sales campaigns in its stores on behalf of products that are co-branded with its suppliers, to benefit organisations such as SOS Sahel, UNICEF, Handi’chien and the bioRe® Foundation. GPA continued its co-branding activities with suppliers to aid social service organisations that are recognised in their communities, including Amigos do Bem and AACD, which serves the disabled. The campaign was repeated in 170 stores in 2013. Franprix also launched its “Round up at the check- out” programme at 137 stores in 2013, as part of a partnership with microDON, an organisation that promotes economic solidarity. Customers are asked if they would like to round up their purchase total to the next euro; the full extra amount is donated to the nearest Paris branch of the French Red Cross or Secours Populaire. 102 // Roadmaps/ 2013 annual report // 103 104// Roadmaps/ 2013 annual report // 105Our record in 2013ObjectivesScopeTarget dateStatusPrincipal accomplishments in 2013• INCREASE LOCAL SOLIDARITY ACTIONS• DEVELOP SOLIDARITY PARTNERSHIPSContinue to expand communityoutreach campaigns at the local levelthrough direct partnerships betweenstores and local organisationsPartnerships with organisations including the RedCross, Proxité (which aids young people fromdisadvantaged neighbourhoods) and the PrincessMargot Association (which promotes paediatriccancer research) were renewed in 2013.Franprix2013• EXPAND PROGRAMMES BY FOUNDATIONSContinue the Casino Foundation’sprogrammes:• Artists at School: pursue the alliancewith the Odéon Theatre and partnerschools• Overcoming Isolation AmongHospitalised Children: expand theprogramme to include new partnerorganisations• Local Initiatives: continue theprogramme and the annual meetingof employees sponsoring projectsThe Casino Foundation continued to pursue its threemajor programmes:- Artists at School, created in 2011 in partnershipwith France’s Ministry of National Education and theThéâtre de l’Odéon, provides backing for 10 projectsin arts and culture education on behalf of 2,100 children living in isolated urban or rural areas;- Overcoming Isolation Among Hospitalised Children,a project co-sponsored with the Docteur SourisAssociation, has provided computer equipment toeight hospitals since 2010 for use by children whoare patients. Casino, Franprix and Leader Pricestores, Casino cafeterias and warehouses, as well asVindémia and Cdiscount, are all taking part in theprogramme;- “Local Initiatives” provided support for 19 localprojects in 2013, all suggested and sponsored byGroup employees.Group2013Maintain partnerships and communityoutreach activities through the“Vuelto Solidario” programmeThe “Vuelto Solidario” programme provided supportfor organisations that work on behalf of youngchildren. Libertad2013Deploy in-store solidaritycampaignsThrough its "Goticas" programme, Éxito collectedfinancial donations from customers on behalf ofcommunity organisations. The network of Disco Devoto stores conducted fivesolidarity campaigns. Éxito, Disco Devoto2013Continue the BIG Community”programmeTen community organisations sponsored by Big Cemployees were singled out for financial support aspart of the third “BIG Community” campaign.Big C Vietnam2013Continue the “Engaged LocalCorporate Citizen” programme• A Facebook page for the programme,www.facebook.com/acteurlocalengage, has attracted392 fans.• A contest was organised among stores, timed forthe height of the “Le Meilleur d’Ici” promotionalcampaign, to showcase store employeesdemonstrating their commitment to the localcommunity: 88 examples of community outreachwere posted at the www.monmagasinfaitsonshow.frwebsite, and prizes were awarded to employees atfive stores.• The www.acteur-local-engage.com website wasused to highlight more than 65 initiatives by storeemployees; of these, nearly two-thirds were designedto show community solidarity. Casino 2013Local corporate citizenOur record in 2013ObjectivesScopeTarget dateStatusPrincipal accomplishments in 2013Reinforce activitiesbeing carried out byInstituto GPAInstituto GPA has expanded its instructionalprogrammes to make it easier for young peoplefrom modest backgrounds to enter the labourmarket. It operates eight sites that offer freecourses in English as well as preparatory training forpositions as cashiers and call centre personnel. Theinstitute has also continued its support for theNATA vocational training centre, which offersbakery and dairy training programmes.GPA2013Continue to sponsor employee-supported projectsEight projects submitted to the selection committeewon approval for sponsorship by the workforce in2013. Since 2011, the Monoprix Foundation hasfunded 30 community projects in four areas (accessto basic necessities, accessibility for the mobility-impaired, integration of young people into thelabour market, initiatives to overcome isolation).Monoprix2013Continue activitiesunderway at the Big CFoundation and ÉxitoIn 2013 approximately 36,000 children (comparedto 32,102 in 2012) and 2,600 pregnant women(1,798 in 2012) received aid through the ÉxitoFoundation’s programmes to combat infantmalnutrition. In celebration of its 30 years ofexistence, the Foundation issued its tenth series of“Early Childhood Awards” to honour and supportinitiatives that aid children and fight malnutrition.The Big C Thailand Foundation continued its effortsto promote education for young people by providingfinancial aid to the most disadvantaged students(more than 6,200 grants were awarded in 2013) andby helping to finance the construction of 37 schools. Big C Thailand,Éxito2013Local corporate citizenOur next stepsObjectivesScopeTarget dateGeneral policy- Step up efforts on behalf of food banks- Strengthen programmes designed to combat exclusion- Develop co-branding campaigns to benefit established organisationsGroupActionsTake action to implement the “Casino is mobilising against exclusion” campaignGroup France2016Continue efforts underway on behalf of food banksGroupe (excluding Disco Devoto, Big CThailand, Big C Vietnam)2016Local corporate citizen Our next steps Objectives Environmentally proactive group Our record in 2013 Scope Target date Objectives Scope Target date Status Principal accomplishments in 2013 Continue national community aid drives in stores Develop campaigns for products that are co-branded with our suppliers Continue and expand partnerships with local foundations promoting early childhood causes (Impulso, Logros, Niños con Alas) GPA Group France, GPA Disco Devoto • INCREASE LOCAL SOLIDARITY ACTIONS General policy - Encourage stores to develop local solidarity actions - Draw attention to these initiatives internally and highlight participation by stores Group Actions Develop in-store campaigns on behalf of local communities Continue the “BIG Community” programme Continue deployment of the “Vuelto Solidario” programme to support organisations and foundations that work to promote early childhood causes Continue the “Engaged Local Corporate Citizen” programme • DEVELOP FOUNDATION PROGRAMMES General policy - Increase employee involvement in Foundation activities - Share best practices among Foundations within the Group - Expand activities on behalf of underprivileged children Actions Group Big C Vietnam Libertad Casino 2014 2014 2014 2014 2014 2014 2014 Continue the activities underway at the Casino, Big C and Éxito Foundations Casino, Big C Thaïlande, Éxito 2014 Implement the Monoprix Foundation’s planned initiatives and encourage employee participation Continue and expand the activities carried out by Instituto GPA Monoprix GPA 2014 2014 • REDUCE GREENHOUSE-GAS EMISSIONS Gradually introduce a standardised carbon accounting process for assessing the Group’s carbon footprint on a regular basis Group 2020 Scopes 1 and 2 of the Group’s GHG inventory were updated for its primary activities (France and International). Update the plan for reducing direct greenhouse-gas emissions, with particular attention to: • Commercial refrigeration equipment: renovate refrigeration systems to eliminate HCFCs and CFCs permanently (France) and reduce refrigerant leakage; Group 2015 Commercial refrigeration: - Coolant refills are being monitored more widely to improve conditions for maintenance and renovation of existing facilities. Goods transport: - Loading rates and delivery frequencies have been optimised. • Goods transport: improve vehicle loading rates, optimise delivery journeys, give preference to imports by boat and pool flows with suppliers Casino 2015 Franprix 2015 Monoprix 2015 Commercial refrigeration: - Refrigeration systems at 90% of stores have now been renovated in order to eliminate ozone- destroying HCFCs and CFCs. - An experimental refrigeration system that generates fewer HFCs through the use of an R134a loop and antifreeze has been installed at a Casino Shopping neighbourhood convenience store in Toulouse. Goods transport: - Ninety percent of night deliveries in urban areas are now being made by quieter, less-polluting vehicles bearing the Citygreen label developed by Easydis. - Double-level pallet racking equipment is now being used for deliveries to all compatible stores. - A pilot procurement consolidation initiative has been set up at the Easydis warehouse in Montmorillon in a bid to increase the number of deliveries made in fully loaded vehicles. Goods transport: - The use of river transport to make deliveries to 80 stores in Paris and to warehouses has been expanded. - A charter for sustainable urban logistics has been signed with the municipal government of Paris. - TK’Blue, an agency that evaluates the environmental impact of logistics, has been enlisted to provide its assessment services. Commercial refrigeration: - The campaign to renovate store refrigeration systems in order to eliminate “R-22” CFCs has been continued, while preventive maintenance is being expanded. - A refrigeration system that uses 100% ammonia and generates no greenhouse gases has been installed at the Garonor logistics platform. 106 // Roadmaps/ 2013 annual report // 107 Environmentally proactive group Our record in 2013 Environmentally proactive group Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Update the plan for reducing direct greenhouse-gas emissions, with particular attention to: Vindémia 2015 • Commercial refrigeration equipment: renovate refrigeration systems to eliminate HCFCs and CFCs permanently (France) and reduce refrigerant leakage; • Goods transport: improve vehicle loading rates, optimise delivery journeys, give preference to imports by boat and pool flows with suppliers GPA 2015 Éxito 2013 Big C Vietnam 2013 Goods transport: - The use of ocean freight has been expanded. - Delivery routes have been revised and deliveries are being prepared under revamped conditions in order to reduce transport distances. Commercial refrigeration: - Coolant refills have been reduced by 2.15%. - Remote reading of coolant levels has been set up at 19 sites. Goods transport: - The number of suppliers using backhauling has increased by 17%. Commercial refrigeration: - Purchases of replacement coolant are being monitored in order to identify stores that require an action plan. Goods transport: - Guidelines for optimising vehicle loads and journeys have been revised to reflect each activity. - More deliveries are being made at night to reduce road congestion arising from daytime deliveries. - Collapsible containers have been purchased in large numbers to reduce return freight from stores. Commercial refrigeration: - All shopping centres have been equipped with leak detectors and can conduct daily inspections of their refrigeration systems. • INCREASE ENERGY EFFICIENCY Reduce energy consumption per sq.m by 2.5% annually Group 2020 Monitoring of energy consumption: - Remote meter reading has been installed at sites that have been renovated for energy efficiency. Update the plans for reducing energy consumption: • by continuing to install doors on refrigerated display cases, with the goal of covering 75% of all units by 2020 in France; • by introducing Energy Performance Contracts (France, Colombia, Vindémia) Group 2020 Formal energy efficiency objectives and action plans have been defined for the principal businesses. Casino 2020 Energy renovation of stores: - Refrigerated display cases have been equipped with doors at 75% of existing hypermarkets and 25% of existing supermarkets as well as at all new stores. - Energy Performance Contracts have been implemented at 90% of hypermarkets and 9% of supermarkets. - LED lighting is being installed in all new supermarket space. Energy renovation of warehouses: - LED lighting is being tested in delivery preparation areas. Update the plans for reducing energy consumption: • by continuing to install doors on refrigerated display cases, with the goal of covering 75% of all units by 2020 in France; • by introducing Energy Performance Contracts (France, Colombia, Vindémia) Franprix 2020 Monoprix 2020 Vindémia 2013 GPA 2020 Éxito 2020 Energy renovation of stores: - At all stores opened or renovated in 2013, refrigerated display cases are equipped with doors and display freezers have lids. Energy renovation of stores: - Boilers running on heavy heating oil are being eliminated and replaced with connections to the district heating network or gas-powered boilers. - Refrigerated display cases are gradually being equipped with doors and lids. - Best practices are being reviewed with employees. Energy renovation of warehouses: - Dock shelters have been installed at warehouses that receive deliveries of fresh and frozen foods (Nancy, Arras, Tours, Neuville-sur-Saône). Energy renovation of sites: - Twilight switches have been installed in parking areas. - Low-energy lighting systems are in place at 90% of all sites. Management: - An energy charter and related communications materials have been adopted. Green IT: - Computers have been configured to shut down automatically. Energy renovation of stores: - T5 and LED low-energy lighting has been installed at an additional 20% of stores. - The use of electricity derived from renewable sources is increasing and now extends to 18 stores. Energy renovation of stores: - Energy assessments are being carried out at the 18 most energy-intensive sites, and an action plan is being developed by GreenYellow. - A feasibility study for solar power production is being conducted at the Barranquilla site. Energy efficiency at administrative sites: - Each site is being monitored on a daily basis, and employees are being alerted to best practices in the office. 108 // Roadmaps/ 2013 annual report // 109 Environmentally proactive group Our record in 2013 Environmentally proactive group Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Update the plans for reducing energy consumption: • by continuing to install doors on refrigerated display cases, with the goal of covering 75% of all units by 2020 in France; • by introducing Energy Performance Contracts (France, Colombia, Vindémia) Big C Vietnam 2020 • FIGHT POLLUTION BY REDUCING AND RECOVERING WASTE Continue to improve sorting systems for operating waste (cardboard, plastics, organic waste) Expand measures to collect and recycle used products from customers (light bulbs, batteries, etc.) Group 2015 Casino 2015 Energy renovation of stores: - T5 and LED low-energy lighting is being installed. - Lids have been installed on frozen display cases in 56% of stores. - All refrigerated display cabinets in new stores are being equipped with doors. - An overnight ice storage system is being used to produce daytime air conditioning. - Heat generated by refrigerant circuits is being captured for use. Construction of Big C Green Square in accordance with Green Building Council recommendations: - A combination of rock wool and insulated concrete blocks is being used for the walls. Renewable energy sources: - Shade structures have been constructed at Green Square in order to install a photovoltaic production system that will generate 270 MWh of energy annually. - Sarnafil membranes are being used to insulate roofing. Operating waste: - Each site is made aware of its waste sorting performance. Collection of used products returned by customers: - Store personnel are being educated about product return services offered to customers. Operating waste: - Organic waste sorting has been deployed in all hypermarkets and supermarkets where it is feasible. - Cardboard sorting and reverse logistics have been implemented at 100% of hypermarkets and supermarkets. - Plastic waste is being sorted at 100% of hypermarkets and 50% of supermarkets. Efforts to combat food waste: - “À la Bonne Heure” restaurants encourage customers to take appropriate portions of food. - Stores regularly review the markdown procedures used for fresh products 24 hours before their sell-by date. - Hypermarkets and supermarkets have partnered with food drive campaigns on behalf of food banks. Collection of used products returned by customers: - The “Together, let’s recycle more and better” campaign, which has improved collection rates at stores by about 15%, has been continued. Continue to improve sorting systems for operating waste (cardboard, plastics, organic waste) Expand measures to collect and recycle used products from customers (light bulbs, batteries, etc.) Franprix 2013 Monoprix 2013 Vindémia 2013 GPA 2015 Éxito 2015 Operating waste: - Organic waste sorting is being tested in stores. - The FranTrix programme includes a sorting policy for stores and administrative sites. Collection of used products returned by customers: - Collection points and disposal procedures have been reviewed. Operating waste: - Plastic waste is being sorted and re-used in stores and warehouses. - Personnel have been educated about sorting procedures. - Organic waste is now being sorted in stores. - Reverse logistics has been expanded to include cardboard. Collection of used products returned by customers: - In-store collection points have been inspected. - Campaigns have been conducted to raise customer awareness (DEEglingués, Recycling Party). Operating waste: - Conditions for cardboard sorting and recovery have been improved through in-store compacting. - Freeze-drying is being tested for organic waste. Collection of used products returned by customers: - Collection conditions are being reviewed and new equipment has been installed. Operating waste: - The number of stores that manage their own waste has increased. Collection of used products returned by customers: - A greater number of stores now offer a recycling station, payment for returned used products and collection of used mobile phones and WEEE products. Governance: - The Éxito Foundation has assumed responsibility for managing recycling facilities and uses the profits from recycling to fund its actions in the community. Operating waste: - Hanging rails are being used to reduce reliance on cardboard packaging for clothing. - The procedures for monitoring waste collection and recycling management have been enhanced. - Shipping pallets are being repaired in order to extend their working life. Collection of used products returned by customers: - Employees are being trained in the importance of sorting waste and end-of-life products. 110 // Roadmaps/ 2013 annual report // 111 Environmentally proactive group Our record in 2013 Environmentally proactive group Our record in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Objectives Scope Target date Status Principal accomplishments in 2013 Continue to improve sorting systems for operating waste (cardboard, plastics, organic waste) Expand measures to collect and recycle used products from customers (light bulbs, batteries, etc.) • PROMOTE BIODIVERSITY Define and implement a biodiversity protection plan: - Identify the challenges posed in each major product supply chain - Disseminate best practices in construction for preserving ecosystems - Combat deforestation - Protect endangered species Big C Vietnam 2015 Collection of used products returned by customers: - A battery collection service is available to customers in all stores. Libertad 2014 The 3R programme (Reduce, Recycle, Reuse) has been expanded. Group 2015 Group 2015 Casino 2015 Franprix 2015 Analysis of biodiversity risk in sectors deemed sensitive: - An NGO appointed by the Group is currently preparing an initiative. Protection of primary forest: - Co-branding campaigns are being developed on behalf of organisations active in reforestation. - Paper sourced from certified sustainably managed forests or made in part from recycled paper accounts for a larger volume of all paper purchased. Protection of fishery resources: - The major deepwater species of fish (scabbard, grenadier, cusk) are no longer being sold in stores (sales of orange roughy and blue ling were discontinued in 2007). Protection of primary forest: - Palm oil has been replaced in all private-label food products. - RSPO-certified palm oil is being used more extensively in Casino’s private-label non-food products. - A co-branding campaign with SOS Sahel in partnership with Danone to benefit reforestation of the Sahel region has been extended; more than three million trees have been planted since 2011. Best practices in construction and renovation: - A guide prepared in 2012 has been deployed. - The biodiversity assessment has been incorporated into preliminary studies for projected new shopping centres. - A green roof has been installed. Protection of primary forest: - Franprix participated in the co-branding campaign for SOS Sahel, in partnership with Danone, to benefit reforestation of the Sahel region. Define and implement a biodiversity protection plan: - Identify the challenges posed in each major product supply chain - Disseminate best practices in construction for preserving ecosystems - Combat deforestation - Protect endangered species Vindémia 2013 GPA 2013 Éxito 2013 Our next steps Objectives • REDUCE GREENHOUSE-GAS EMISSIONS Protection of endangered species: - In collaboration with the Reunion Nation Park, lighted signs were turned off during the period when the island’s petrel population takes flight. Protection of endangered species: - GPA has formally endorsed the charter of Brazil’s Ethos Institute, which calls for compliance with the recommendations of the Brazilian Institute of Environment and Renewable Natural Resources (IBAMA) regarding protection of natural environments and traceability of retail goods. Protection of primary forest and reforestation: - A total of 9,500 trees have been planted as a result of recycling activities and replanting promotional campaigns. Scope Target date Assess GHG emissions from the Group’s principal operating activities (scopes 1 and 2) Group 2015 Reduce the impact of direct GHG emissions from commercial refrigeration: - update the Group’s policy with respect to refrigerants - expand monitoring of refrigerant leakage - improve containment of existing refrigeration facilities - develop refrigeration systems with low GHG impact Reduce the impact of greenhouse-gas emissions attributable to goods transport: - define a standardised protocol for evaluating the carbon footprint of transport activities - expand the use of river- and rail-based transport - increase the use of consolidated procurement - strengthen backhauling agreements - improve the vehicle loading rate • INCREASE ENERGY EFFICIENCY Group 2015-2020 Group 2015-2020 Reduce energy consumption per sq.m by 2.5% annually Group 2015-2020 Continue energy renovations of stores: - prepare employee guides to ecofriendly behaviour - conduct energy assessments - implement energy performance contracts - install doors on refrigerated display cases, with the goal of covering 75% of all units in France by 2020 - install more energy-efficient lighting in stores - promote the sharing of best practices in energy management Group 2015-2020 112 // Roadmaps/ 2013 annual report // 113 Environmentally proactive group Our next steps • FIGHT POLLUTION BY REDUCING AND RECOVERING WASTE Continue to improve sorting systems for operating waste (cardboard, plastics, organic waste): - increase the scope and frequency of monitoring by business activity - improve employee training and awareness of selective sorting procedures - collaborate in developing new local waste recovery networks Expand measures to collect and recycle used products from customers (light bulbs, batteries, etc.): - develop new partnerships with suppliers, recyclers and local organisations - provide in-store collection points that are clearly marked and well-maintained - increase the number of stores that offer collection services to customers - educate customers and employees about sorting procedures and recycling of used products Group 2015-2020 Group 2015-2020 • PROMOTE BIODIVERSITY Identify high-risk supply chains: - improve the traceability of sensitive raw materials to ensure greater control over conditions for their long-term use Group 2015-2020 Assist in the protection of primary forest and reforestation: - continue campaigns to promote reforestation - maintain efforts to reduce paper consumption - use a higher proportion of recycled paper and paper from sustainably managed forests Group 2015-2020 Take steps to protect endangered species: - continue the sustainable seafood policy - expand partnerships with representative institutions at the local level - promote best practices in construction as recommended by Green World Building Group 2015-2020 114 // Roadmaps/ 2013 annual report // 115 Reporting principles The information provided on pages 74 to 114 on the Casino Group's corporate social respon- sibility policy and its environmental, social and employment performance has been drawn up in accordance with the Group's CSR reporting principles, updated in 2013 and circulated to everyone involved in the reporting process in France and the international subsidiaries. Unless stated otherwise, the employment, social and environmental data presented cover all business activities under the operational control of the Casino Group or its majority sub- sidiaries in France and abroad. Data concerning affiliates, franchises and busi- ness leases are not included. Reporting is on a fully consolidated basis (data included at 100%). Unless other stated, the scope of CSR reporting is the same as the Group's financial reporting: • France: Casino, Monoprix, Cdiscount, Franprix, Leader Price and their support func- tions (logistics, purchasing, human resources, etc.); • Latin America: GPA, Libertad SA, Grupo Éxito, Disco Devoto; • Asia/Indian Ocean: Big C Thailand, Big C Vietnam and Vindémia; • Group: the consolidated scope comprising the above entities. For reasons of transparency and respect for the environment, Casino has decided to improve its reporting by publishing more information on its corporate website www.groupe-casino.fr. This includes detailed information on the reporting scope, period and methodology. The opinion of the statutory auditors on their 2013 audit work, as well as corporate governance issues, are included in the Group's registration document, which is also available on the website. TABLE OF CORRESPONDENCE WITH THE UNITED NATIONS GLOBAL COMPACT The Casino Group signed the United Nations Global Compact in 2009, thereby embracing its 10 fundamental principles in the areas of human rights, labour, the environment and anti-corruption. UNITED NATIONS GLOBAL COMPACT PRINCIPLES HUMAN RIGHTS 1. Businesses should support and respect the protection of internationally proclaimed human rights; and 2. Make sure that they are not complicit in human rights abuses. LABOUR See pages 67, 72 73, 103, 104, 105 98, 99, 100 86, 87, 88 3. Businesses should uphold the freedom of association and the effective recognition 90, 94 of the right to collective bargaining; 4. The elimination of all forms of forced and compulsory labour; 5. The effective abolition of child labour; 6. The elimination of discrimination in respect of employment and occupation. ENVIRONMENT 7. Businesses should support a precautionary approach to environmental challenges; 8. Undertake initiatives to promote greater environmental responsibility; and 9. Encourage the development and diffusion of environmentally friendly technologies. ANTI-CORRUPTION 98, 100 67, 98, 100 62, 63, 64, 65, 79 86, 87, 88 44, 68, 69 44, 45, 68 69, 95, 97 107, 113 44, 68, 69 95, 96, 97 107, 113 10. Businesses should work against corruption in all its forms, 98, 100, 101 including extortion and bribery. 116 // Reporting principles / 2013 annual report // 117 2013 CSR Indicators Unit Casino Cdiscount Monoprix France Franprix Leader Price Indian Ocean Vindémia Group Brazil GPA Colombia Grupo Éxito Uruguay Disco Devoto Argentina Thailand Vietnam Libertad SA Big C Big C Committed Employer Number of employees at 31 December 2013 (1) Women Men Under 30 years old 30 to 50 years old Over 50 years old Under permanent contracts Number Number Number Number Number Number Number Number of meetings with employee representatives per year Number Number of workplace accidents resulting in at least one day’s lost time Number Percentage of the workforce in full-time employment % Average hours of training per year per employee (2) Number Number of employees under permanent contracts promoted Number Turnover of employees under permanent contracts % Percentage of women in management % Number Number of disabled employees Number of people under the age of 26 hired under permanent and limited-term contracts Number Number Number of people hired under permanent contracts during the year Number of redundancies for economic reasons Number Responsible Retailer and Trusted Partner Number of “responsible” products certified by an outside label (3) Percentage of directly operated stores covered by a quality audit (4) Environmentally Proactive Group (5) GHG emissions, Scope 1: fuels, refrigerants, natural gas (2) GHG emissions, Scope 2: electricity Energy consumption, by source Number % tonnes of CO2-equiv.² tonnes of CO2-equiv.² Electricity (6) Electricity/sq.m Natural gas Water consumption (2) (7) Volume of operating waste recycled and reused (2) (7) Percentage of operating waste recycled and reused Engaged Local Corporate Citizen Funds disbursed for community outreach programmes (donations and Foundation) (2) MWh KWh/sq.m MWh cu.m tonnes % € 40,401 24,007 16,394 8,715 20,722 10,964 37,811 14,781 2,197 71 % 5 1,996 11 % 32 % 3,313 8,867 2,344 40 2,522 100 % 336,285 60,219 1,068,311 543 111,383 1,060,558 71,060 61 % 1,137 552 585 372 709 56 1 031 114 56 98 % 9 104 10 % 40 % 16 131 137 0 n.a. n.a. 978 316 5,644 n.a. 4,235 5,878 1,939 85 % 20,898 13,317 7,581 7,134 9,185 4,579 18,780 4,565 1,051 69 % 5 902 19 % 53 % 779 8,691 3,707 0 2,339 100 % 103,923 19,350 306,563 564 33,245 342,574 18,093 44 % 8,693 4,780 3,913 2,256 5,233 1,204 8,418 861 746 72 % 4 319 17 % 32 % n.a. 2,469 1,149 9 297 100 % 36,905 11,587 206,902 600 37,987 85,800 10,248 n.a. 4,357 2,190 2,167 1,272 2,593 492 3,919 577 184 83 % 8 134 13 % 35 % 100 773 315 0 278 100 % 34,869 34,240 48,294 683 0 50,288 3,466 48 % 169,959 80,384 89,575 69,759 87,958 12,242 166,682 481 2,284 97 % 11 15,026 37 % 22 % 2,122 34,636 65,948 0 1,487 100 % 36,950 18,859 18,091 18,005 17,029 1,916 31,133 542 1,904 76 % 37 3,096 9 % 29 % 213 9,830 2,850 0 340 98 % 8,056 4,614 3,442 3,878 3,244 934 6,227 74 725 84 % 2 1,812 44 % 27 % n.a. 3,962 2,953 0 61 n.a. 375,187 124,661 185,931 79,629 1,432,885 n.a. 22,271 3,846,842 93,527 30 % 452,440 571 46,089 2,059,372 27,377 74 % 38,396 24,965 68,025 n.a. 3,952 192,311 3,438 n.a. 3,597 1,672 1,925 1,193 2,346 58 3,567 360 217 55 % 6 45 9 % 22 % 32 292 284 27 29 100 % 33,885 35,645 97,124 555 9,313 266,952 1,983 n.a. 26,318 15,250 11,068 14,590 11,390 338 22,843 n.a. 135 87 % 31 3,708 48 % 52 % 330 16,639 10,663 0 72 100 % 115,930 496,552 967,938 n.a. 0 7 344,339 n.a. n.a. 8,629 5,158 3,471 6,125 2,409 95 3,858 115 29 65 % 11 279 16 % 37 % 16 1,916 132 0 n.a. 100 % 16,883 56,770 131,411 n.a. 0 655,843 n.a. n.a. 10,147,239 n.a. 5,238,030 1,220,061 n.a. 10,410,140 16,972,793 180,104 n.a. 240,000 n.a. (1) Excludes affiliates, franchises and lessee management. More information is available in the methodology note regarding the preparation of nonfinancial data: www.groupe-casino.fr/fr/Nos-engagements.html (2) Casino scope: excluding Codim (3) Private-label and national-brand products derived from organic farming (excluding organic-cotton apparel), fair trade products and products bearing MSC, FSC, NF Environnement, PEFC, EU Ecolabel or ECOCERT labelling (4) Hypermarkets and supermarkets only (5) Vindémia Group scope: excluding operations in Mayotte, Mauritius and Madagascar (6) Electricity consumption at international entities includes shopping centres (7) Franprix-Leader Price scope: excluding Leader Price n.a. : Not available 118 // 2013 CSR Indicators / 2013 annual report // 119 Financial results 2013 annual report //121 2013 was shaped by the Group’s effective takeover of management control of two major strategic assets, GPA in Brazil and Monoprix in France, as well as an upturn in France and excellent results in international markets, which together drove strong earnings growth. Key figures OPERATIONS AND RESULTS PER SHARE DATA In € millions Net revenue(1) EBITDA(2) Trading profit Underlying profit attributable to owners of the parent(3) Net debt Net debt to EBITDA ratio 2013 2012 % change Growth in underlying EPS and dividend 48,645 41,971 + 15.9% 3,337 2,363 2,853 2,002 + 17% + 18.1% 618 564 + 9.7% 5,416 1.62x 5,451 1.91x - 36 M€ – Diluted earnings per share from continuing operations attributable to owners of the parent (in €) Underlying diluted earnings per share from continuing operations attributable to owners of the parent (in €) Dividend (in €) 2013 7.40 5.32 3.12[1] 2012 9.41 4.94 3.00 (1) Based on a comparable scope of consolidation and constant exchange rates, excluding the impact of property disposals. (2) EBITDA = Earnings before interest, taxes, depreciation and amortisation. (3) Underlying profit corresponds to profit from continuing operations adjusted for the impact of other operating income and expense, non- recurring financial items and non-recurring income tax expense/benefits. [1] Dividend subject to shareholder approval at the Annual General Meeting on 6 May 2014. 122 // Financial results / 2013 annual report //123 Consolidated net revenue REVENUE GROWTH In € millions 2013 2012 % change Organic change excluding petrol France 19,492 18,447 + 5.7% - 3.6% of which Casino France 11,575 12,158 - 4.8% - 3.9% Géant Casino Casino supermarkets Convenience stores 4,890 3,463 1,440 5,246 - 6.8% - 7.2% 3,687 - 6.1% - 5.1% 1,480 - 2.7% - 2.7% Cdiscount & other businesses 1,782 1,746 + 2.1% nc Franprix - Leader Price Monoprix 4,356 3,561 4,279 + 1.8% - 5.1% 2,010 + 77.2% + 1.1% International 29,153 23,524 + 23.9% + 11.2% of which Latin America 24,731 19,251 + 28.5% + 12.4% Asia 3,561 3,407 + 4.5% + 7.1% Group 48,645 41,971 + 15.9% + 5% Growth in consolidated revenue Consolidated revenue breakdown by geography 48,645 41,971 + 15.9% 29,153 19,492 18,447 23,524 + 5.7% + 23.9% 2012 2013 2012 2013 2012 2013 Group France International 7.3% Asia 1.7% Other Latin America 51% 40% France Revenue breakdown for France (excluding petrol) Revenue breakdown for international markets 14.1% Leader Price (discount outlets) Convenience formats(1) 54.1% 21.9% 7.8% Cdiscount (e-commerce) 2.1% Other Géant (hypermarkets) Brazil (1) Convenience formats: Casino supermarkets, Franprix, Monoprix, superettes 12.7% Colombia 10.6% Thailand 1.6% Vietnam 6.1% Other 69% 124 // Financial results / 2013 annual report //125 Trading profit CHANGE IN TRADING PROFIT In € millions France of which Casino France Franprix - Leader Price Monoprix 2013 Trading margin 2012 Trading margin Change in trading margin 618 220 152 247 3.2% 685 3.7% -54 bp 1.9% * 400 3.5% 6.9% 163 122 3.3% 3.8% 6.1% na - 32 bp + 85 bp International 1,745 6.0% 1,316 5.6% + 39 bp of which Latin America 1,469 5.9% 1,060 5.5% + 44 bp Asia 264 7.4% 241 7.1% + 34 bp Groupe 2,363 4.9% 2,002 4.8% + 9 bp *Mercialys was removed from the scope of consolidation in the second half of 2013. Excluding Mercialys, the trading margin for Casino France decreased to 1.3% in 2013 from 2.1% in 2012. 2,363 2,002 + 18% Growth in consolidated trading profit 1,745 1,316 + 32.6% 685 618 - 9.8% 2012 2013 2012 2013 2012 2013 Group France International Consolidated trading profit breakdown by geography 11.2% Asia 0.5% Other France 26.2% 62.1% Latin America 126 // Financial results / 2013 annual report //127 Store network in France Number of stores at 31 December Retail space (in thousands of sq.m) 2011 2012 2013 2011 2012 2013 Number of stores at 31 December Retail space (in thousands of sq.m) 2011 2012 2013 2011 2012 2013 Géant Casino hypermarkets 127 125 126 929 919 920 of which French affiliates international affiliates + service stations Casino supermarkets of which French franchise outlets/affiliates 8 5 101 422 51 international franchise outlets/affiliates 32 + service stations Franprix supermarkets of which franchise outlets Monoprix supermarkets of which franchise outlets/affiliates Naturalia Naturalia franchise outlets 170 897 379 514 130 55 - 9 6 97 445 58 41 173 891 390 542 137 71 - 7 9 97 444 60 34 176 885 344 584 163 74 1 - - - - - - 676 721 705 - - - - - - 381 378 372 - - - 659 666 681 - - - - - - Leader Price discount outlets of which franchise outlets 608 271 604 231 619 120 547 538 548 - - - Total supermarkets + discount outlets 2,441 2,482 2,532 2,263 2,303 2,306 of which franchise outlets 863 857 721 Convenience stores 6,587 6,546 7,347 842 861 913 of which franchises (Spar, Vival, service stations, Sherpa, etc.), wholesale outlets and affiliates 4,632 4,683 5,642 Other businesses (Foodservices, Drive-throughs, etc.) 396 458 512 n/a n/a n/a Total France 9,551 9,611 10,517 4,037 4,084 4,140 128 // Financial results / 2013 annual report //129 International store network Argentina Libertad hypermarkets Other stores Uruguay Géant hypermarkets Disco supermarkets Devoto supermarkets Brazil* Extra hypermarkets Pão de Açúcar supermarkets Extra hypermarkets Assaí discount outlets Extra Fácil and Minimercado Extra superettes Ponto Frio Casas Bahia Drugstores + service stations Number of stores at 31 December Retail space (in thousands of sq.m) 2011 2012 2013 2011 2012 2013 24 15 9 52 1 27 24 24 15 9 52 1 27 24 22 15 7 54 2 28 24 128 120 8 73 11 29 33 127 120 7 73 11 29 33 117 116 1 80 16 31 33 1,803 1,881 1,999 2,519 2,615 2,753 132 159 204 59 72 401 544 154 78 138 162 207 61 107 397 568 157 84 138 168 213 75 164 397 602 157 85 780 208 232 184 15 259 764 10 68 805 210 236 197 26 258 789 11 84 805 218 242 272 39 259 824 11 84 * Data revised to reflect the construction of new space mentioned previously in this report. Colombia Éxito hypermarkets Éxito and Carulla supermarkets Surtimax discount outlets of which franchise outlets Exito Express and Carulla Express Other stores Thailand Big C hypermarkets Big C supermarkets Mini Big C superettes Pure stores Vietnam Big C hypermarkets Convenience stores Indian Ocean Total International Number of stores at 31 December Retail space (in thousands of sq.m) 2011 2012 2013 2011 2012 2013 351 80 130 78 54 9 221 108 12 51 50 23 18 5 111 427 87 136 119 77 8 348 113 18 126 91 33 21 12 739 85 145 415 269 91 3 559 119 30 278 132 35 25 10 695 440 170 49 - 9 27 926 894 22 8 2 93 91 2 740 475 176 65 - 12 12 977 924 27 22 4 115 112 3 790 470 193 108 - 15 4 1,045 956 38 46 5 131 128 3 123 131 111 112 113 2,585 2,888 3,539 4,545 4,761 5,030 130 // Financial results / 2013 annual report //131 CONTACTS Corporate Communications Phone: +33 (0)1 53 70 55 49 E-mail: directiondelacommunication@groupe-casino.fr Financial Communications and Investor Relations Phone: +33 (0)1 53 65 64 18 E-mail: IR_casino@groupe-casino.fr Corporate Social Responsibility (CSR) Phone: +33 (0)1 53 70 51 97 Group Website www.groupe-casino.fr SHAREHOLDER RELATIONS B.P. 306 - 1, Esplanade de France F-42008 Saint-Étienne Cedex 2 – France Website: www.groupe-casino.fr E-mail: actionnaires@groupe-casino.fr Toll-free number: 0800 16 18 20 (landline calls originating in France only) To convert bearer shares to registered shares, contact the financial intermediary handling the shares concerned, who will in turn register them with: BNP Paribas Securities Services – GCT Shareholder Relations Grands Moulins de Pantin 9, rue du Débarcadère F-93761 Pantin Cedex – France Phone: +33 (0)1 40 14 31 00 Authorised agent for management of shareholder registration. CASINO, GUICHARD-PERRACHON Share capital: €173,051,921.43 Headquarters B.P. 306 - 1, Esplanade de France F-42008 Saint-Étienne Cedex 2 – France Phone: +33 (0)4 77 45 31 31 Fax: +33 (0)4 77 45 38 38 The Company is registered in Saint-Étienne Cedex 2 under no. 554 501 171 RCS. Paris office 148, rue de l’Université 75007 Paris – France Phone: +33 (0)1 53 65 25 00 COORDINATION Corporate Communications Department Financial Communications and Investor Relations Department Corporate Social Responsibility Department Design, editorial and production Communications Department Laure Martin-Girard – bureau Z Éric Bury – Shaman Photo credits Christian Berg, Caetano Barreira – Sipa, Alfred Cromback, François Daburon, Nicolas David, Jérôme Deduysche – Utopikphot, Michel Dieudonné, Antoine Doyen, Alexis Frespuech – AF Studio, Eduardo Girao, Henri Granjean, Bertrand Leroy, Marie-Sophie Leturcq, Ehrin Macsey, Clint McLean, Andres Mayr, Johan Meallier, Pilar Meijia, Steve Murez, David Pell, Luiz Prado – Luz Agency, Rodrigo Soldon, Anne Van der Stegen, Carlos Villalon – Sipa, Zoom 95, Casino Group media library. 132 // Printed on 100% recycled paper at an Imprim’Vert-certified print shop. www.groupe-casino.fr CASINO GROUP B.P. 306 – 1, Esplanade de France – F-42008 Saint-Étienne Cedex 2 – France Phone: +33 (0)4 77 45 31 31 – Fax: +33 (0)4 77 45 38 38 

Continue reading text version or see original annual report in PDF format above