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.
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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