Annual and Corporate
Social Responsibility
Performance Report
Contents
02 Message from the Chairman
06 2014 at a glance
10
Banner advertisements
42 A dual model of property development
serving the retail business
44 Winning new markets outside France
47
Banner advertisements
70
12
The Group
14 Corporate profile
16 Key figures
18 A global presence
48
20 The Executive Committee
22 The Board of Directors
26 Casino share performance and ownership
28
Banner advertisements
30
Strategic vision
32 A promising, well-balanced
growth strategy
34 E-commerce: a differentiating vision,
global ambitions
38 Private labels: our corporate DNA
Business review
50 France – A fast-growing network
of 10,416 stores in every format
54 Brazil – GPA, The South American
giant goes from strength to strength
58 Colombia – Grupo Éxito strengthens
its leadership in every format
62 Thailand – Big C, as close
to shoppers as ever
64 Vietnam – Big C, the favorite banner
of the Vietnamese
66 E-commerce - Cnova,
a new global leader
68
Banner advertisements
Human Resources Management
and Corporate Social Responsibility
72 A diversity of talent to drive
the Group’s performance
76 Effectively fostering health,
safety and well-being in the workplace
78 Managing and reducing
environmental impacts
82 Reaching out to the most vulnerable
86 A CSR-driven growth model
88 Key 2014 CSR performance indicators
94 Roadmaps
121 Banner advertisements
122 Reporting principles
124 2014 CSR indicators
126 Banner advertisements
128
Financial results
130 Financial highlights
132 Consolidated net revenue
134 Trading profit
136 Store network
2014 Annual Report // 1
Message from the Chairman
T
he past five years have seen the
Casino Group move up to a whole
new level, to become the world’s 11th
largest retailer. With net revenue up 67%
over the period, this growth – the fastest
of any of the world’s leading retailers1 –
has been driven by the choice we made to
focus expansion on the most promising
countries and formats. As a result, we are
e-tailing. They are perfectly aligned with
shifting consumer spending trends.
Our 2014 results attest to the effective-
ness of this strategy. Organic growth in
net revenue stood at 4.7%2 for the year,
led by the sequential improvement in
same-store sales in France, sustained
strong growth in international markets
and the very good performance by
“Our very strong growth over the past five years
has been driven by the focus on expanding in the most
promising countries and formats”
Jean-Charles Naouri, Chairman and Chief Executive Officer
now capitalising on a diversified portfolio
of banners based
in high potential
markets.
The most powerful growth drivers over
the past five years have been the subsi-
diaries in Brazil, with an average 19.5%
annual increase, and the e-commerce
business, with 18.3%. Then come the
subsidiaries in Colombia and Thailand,
whose revenue rose 11.7% and 9.8%
respectively over the period. In terms of
formats, our priorities are still clear: the
value banners – hypermarkets, discount
stores and cash & carry outlets –, the
premium banners, convenience stores and
the e-commerce business. Trading profit
was 5.6% higher on an organic basis.
Underlying profit attributable to owners
of the parent ended the year at
€556 million.
A return to growth in France
Initiated in 2013, the price repositioning
cycle in the French value banners came to
a close with very encouraging results.
The price-cutting policy was a success for
the Géant hypermarkets, which enjoyed a
surge in both food and non-food sales
volumes and an increase in revenue in
the fourth quarter. The banner is proud
to be the co-price leader in the hyper -
market segment. In addition to price
reposi tioning, Géant hypermarkets took
back the initiative with such innovative
concepts as round prices in apparel and
cosmetics, promotional synergies with
Cdiscount, and developing the inter -
national Finlandek private-label house-
wares brand. Lastly, the agreement with
Intermarché to create a joint purchasing
agency will make our banners even more
competitive in 2015.
During the year, we also reaffirmed the
fundamentals of Leader Price’s discount
model, which has positioned the banner
as offering the lowest prices in France.
After a year of deeply investing in prices,
footfalls are on the rise and volumes are
stable. Attesting to its momentum, the
banner has launched Leader Price Express,
a new concept combining the best of the
discount and convenience formats. In just
six months, 281 stores have already been
opened.
Monoprix’s differentiation strategy is
continuing to deliver results across every
format and business, including Naturalia
and monoprix.fr, which saw an 18%
increase in revenue. The banner’s perfor-
mance in 2014 was also shaped by faster
expansion, with a record 65 new outlets
opened during the year.
The convenience and super market
formats reported a solid performance
and maintained their market share.
With recently refreshed concepts that
shoppers love, the convenience banners
have regained their expansion momen-
tum and are benefiting from the fast-
rising popularity of franchising in France.
Excellent performance
in international market
The international subsidiaries, which now
account for 58% of consolidated revenue,
delivered an excellent performance in
2014, with organic growth of 6.8%2 over
the year. While the Brazilian economy has
obviously been cooling over the past
1 11.1% compound average annual growth between 2008 and 2013.
Source: Deloitte, Global Powers of Retailing report published in January 2015.
2 Excluding petrol and the calendar effect.
2 //
2014 Annual Report // 3
“Outside France, the Group is driving
a very strong expansion dynamic in every region,
with 752 new openings.”
several quarters, the business environ-
ment is more buoyant in Colombia,
Thailand and Vietnam. We continued to
drive very robust expansion in every
region, with a net 752 openings, versus
642 in 2013. Lastly, the subsidiaries’
operating and financial performance
was very satisfactory, despite the adverse
currency effect, particularly in Brazil.
Latin America’s largest retailer, Brazil-
based GPA reported a 9.2% organic
increase in sales and continued to gain
market share over the year. The discip -
lined deployment of operating efficiency
plans drove a substantial improvement in
margins. GPA Foods enjoyed good sales
growth, led by the success of the Assaí
cash & carry banner, whose remarkable
32.7% organic growth illustrates the
concept’s seamless alignment with chan-
ging shopper behaviour. A pioneer in the
convenience segment, GPA is continuing
to deploy the Minimercado Extra format
and has launched a new premium conve-
nience store concept, Minuto Pão de
Açúcar. On the non-food side, Via Varejo
had an excellent year. Its Casas Bahia and
Pontofrio banners continued to expand in
a market that is still very promising in a
fast developing economy.
Colombia’s leading retailer, Grupo Éxito
stepped up expansion of its value formats,
particularly the Surtimax Aliados chain of
affiliated convenience stores, with 506
openings in 2014, and the Super Inter
stores that were integrated during the
year. The Group is also continuing to
deploy its large Viva shopping centres.
Operations in Southeast Asia reported
another year of organic growth, of 4.2%,
despite the complex economic and politi-
cal environment in Thailand. Big C is conti-
nuing to expand in Thailand and Vietnam,
reaping the benefits of its dual model,
with attractive shopping centres built
around banners with a friendly feel and
competitive offering.
Creation of the world’s sixth
largest listed e-tailer
which
consolidates
Cnova,
our
e-commerce operations in France and
abroad, saw sales volumes surge 26.7% to
€4.5 billion in 2014. The creation of this
integrated business, fifteen years after
our first foray into e-tailing, has validated
our differentiating omni-channel model
based on low-price websites, backed
by our bricks and mortar networks and
offering an extensive range of articles,
thanks in particular to their marketplace.
Today, Cnova is the sixth largest listed
e-tailer in the world, with 13.6 million
active customers as of end-2014. As one
of our growth drivers, Cnova is deepening,
year by year, its logistical and sales
synergies with our other retail channels
and accelerating our business momentum.
In 2014, for example, ten international
sites and three specialised sites came on
stream.
A solid balance sheet
With
its harmonious business base,
diversified across countries and promising
formats, the Casino Group is backed by a
robust balance sheet. While our growth
strategy led us once again in 2014 to
commit major investments – to raise our
stake in GPA, for example, or to acquire
the Le Mutant discount chain in France
and Super Inter in Colombia – consolidated
debt remains under control. The high free
cash flow, which covered almost all of
the investments in financial assets, helped
to temper the increase in net debt,
which ended the year at €5,822 million,
or 1.8 times EBITDA. Lastly, we carried out
two bond issues in an aggregate amount
of €650 million, whose successful take-
up attested to the quality of the Casino
name.
A responsible growth model
The Group’s success has been built on
an economic and social development
model that is sustainable, responsible,
open and supportive. Thanks to our
336,000 employees worldwide, we are
defending a retailing vision focused on
initiative, responsiveness and the close
relationships we nurture with customers.
Our values, shared by all of the subsi -
diaries, combine a deep appreciation
for local cultures, an entrepreneurial,
innovative spirit dedicated to customer
service, assertive social responsibility and
environmental commitments and the
conviction that diversity is a precious
asset.
There are many challenges ahead in 2015,
including strengthening our leadership,
stepping up expansion and maintaining
operating discipline. To meet them, we are
leveraging all the benefits of our new
profile. Our global footprint is offering us
new opportunities to enhance employee
engagement,
share best practices,
support the development of our talent
and foster caring management practices.
In this way, we are creating the right
environment to achieve excellence, for
the greater benefit of our customers.
3 Customers having made at least one purchase in the last twelve months.
4 //
2014 Annual Report // 5
at a glance
4
1
O
2
World
The Finlandek housewares brand
continues its deployment in the global
marketplace and arrives in France at
Géant hypermarkets and Cdiscount.
16€
LA PARURE
Parure Housse de Couette 200 x 200 cm + 2 taies d’oreiller SOFT
100% coton
Parure Housse de Couette 240 x 220 cm + 2 taies d’oreiller
Parure Housse de Couette 260 x 240 cm + 2 taies d’oreiller
Drap housse 140 x 190 cm
Drap housse 160 x 200 cm
20€
22€
8€
9€
France
Leader Price Express
convenience banner launched
and the first 240 stores
opened.
Colombia
Grupo Éxito acquires the
Super Inter chain and
integrates its
46 stores.
6 //
C'est simple, c'est beau !
LA NOUVELLE MARQUE DE
POUR VOTRE MAISON
Tablier imprimé 75 x 80 cm COCOTTE
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Gant 18 x 21 cm et manique 20 x 20 cm imprimés 2€50
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Lot de 2 torchons imprimés 50 x 70 cm
3€50
Lot de 2 torchons jacquards 50 x 70 cm
3€
50
4€
LA SERVIETTE
Serviette 50 x 80 cm ROBOT ou PAPILLON
100% coton
Lot de 2 gants 15 x 21 cm
Drap de bain 70 x 120 cm
Peignoir brodé à capuche - Du 4 au 8 ans
1€50
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17€
I
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L’UNITÉ
Coussin déhoussable
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HOME
Enveloppe 100% coton
Garnissage 100% polyester
Disponible en différents coloris
Coussin de sol 45 x 45 x 8 cm 7€
Galette de chaise 40 x 40 cm 4€
4€
Galette de chaise 38 cm
12€
LA PARURE
63
Parure housse de couette 140 x 200 cm
+ 1 taie d’oreiller ROBOT 2 ou CHOUETTE
100% coton
Parure housse de couette 200 x 200 cm + 2 taies d’oreiller
Drap housse 90 x 190 cm
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77
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140 x 200 cm ENVIE
Motif cocotte - Vernis anti taches
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Existe différents motifs
Nappe rectangulaire 140 x 250 cm 9€
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Nappe ronde 180 cm
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LE LOT
Lot de 2 galettes de chaise
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Enveloppe 100% coton
Garnissage 100% polyuréthane
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LA COUETTE
Couette enfant imprimée
140 x 200 cm VENUS
Enveloppe 100% polyester - Garnissage
100% polyester fibre creuse siliconée
Disponible en différents modèles
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DES PRIX
EXCEPTIONNELS
SUR UNE SÉLECTION DE PRODUITS
HIGH TECH - MODE & LOISIRS
EN QUANTITÉS
LIMITÉES**
EN VENTE
UNIQUEMENT
LE VENDREDI
28 NOVEMBRE
104€
52€
Basket homme NIKE
Dessus Cuir, intérieur textile, semelle extérieure synthétique
Du 40 au 46. Autres coloris à des prix différents. Disponibles également
en modèles enfant et femme du 22 au 42 selon coloris à des prix différents.
World
Black Friday sales
are a huge success in the Group’s
leading banners around the world.
L’ÉVÈNEMENT
BLACK
FRIDAY
JAMAISVU*
VENDREDI
28/11
EN VENTE
UNIQUEMENT
LE VENDREDI
28 NOVEMBRE
30€
DE REMISE
IMMÉDIATE(1)
SOIT
199€
AU LIEU DE 229€
DONT 0€30 D’ÉCO-PARTICIPATION
Mémoire :
1,5 Go
Stockage :
16 Go
Système :
Androïd 4.2 Jelly Bean
Tablette 10"
Galaxy TAB 3 16Go
Grand format idéal seul ou pour la famille - Connexions :
WIFI N - Bluetooth 4 - Micro SD - Infrarouge - 2 webcams
En option, garantie remplacement à neuf*** : 99€
World
Cnova created to consolidate all of the
Group’s e-tailing operations, with listing on
the Nasdaq and Euronext markets.
QUANTITÉS LIMITÉES**
*Sur une sélection de produits dans le secteur de la grande distribution alimentaire.
**Quantités limitées nationales pour l’ensemble des magasins participants.
***Dans les 3 années à compter de la fin de la 1ère année de garantie commerciale,
selon conditions générales de vente et tarifs de la garantie remplacement à neuf disponibles en magasins.
QUANTITÉS LIMITÉES**
(1) Le 28 novembre 2014, pour tout achat de produits signalés dans ce prospectus et en magasin,
bénéficiez d’une remise immédiate en caisse. Le prix indiqué tient compte de la réduction.
Offre valable dans les magasins participant à l’opération.
France
The Casino Foundation celebrates five years of
action in aid of children. 350 students in the
"Artists at School" programme give stage
performances at the Odéon in Paris and the
Comédie in Saint-Étienne.
Brazil
First 15 stores of the new Minuto
Pão de Açúcar premium
convenience concept opened
in São Paulo.
2014 Annual Report // 7
at a glance
4
1
O
2
Vietnam
In Ho Chi Minh City, Big C inaugurates a
compact hypermarket concept that offers a
preview of the new expansion model
dedicated to the urban middle class.
World
Cdiscount sites go live in
ten countries: Brazil,
Ivory Coast, Senegal,
Cameroon, Colombia,
Ecuador, Panama, Thailand,
Vietnam and Belgium.
France
Cdiscount launches its expert sites,
MonCornerDéco.com, MonCornerBrico.com
and MonCornerBaby.com.
Colombia
Opening of Colombia’s
largest Viva shopping
centre in Villavicencio,
an architectural marvel
featuring a unique
universe of
entertainment and
services, including the
region’s first 4D
multiplex cinema.
France-Brazil
Employees actively
participate in the week-long
food bank collection drive.
Thailand
Organised simultaneously in the Big C
hypermarkets and on Cdiscount, the Golden
Day sale offers discounts of up to 80%.
8 //
2014 Annual Report // 9
10 // Banner advertisements
2014 Annual Report // 11
The Group
After doubling in size over the past five years, the Casino Group is now
leveraging all the benefits of its new profile while remaining true to its
fundamentals. From our deep roots in France, we have become one of the
world’s foremost food retailers. Our continuous innovation strategy, ability
to adapt to local realities and proactive engagement in our host
communities enable us to play a singular role in the global retailing industry
and consistently live up to our motto of ”nourishing a world of diversity”.
12 //
2014 Annual Report // 13
CORPORATE PROFILE
Demonstrating leadership,
fostering diversity
One of the world’s oldest retailers, Casino is leveraging its multi-format,
multi-banner model in every host community to keep pace with
ever-changing consumer trends, in a commitment to addressing
the diverse aspirations of each country and customer.
This vision is shared by our 336,000 employees, who embrace our four
key values of entrepreneurship, loyalty, excellence and solidarity.
ENTREPRENEURSHIP
Since its founding, Casino’s entrepreneurial spirit has been
driven by an enduring sense of inquiry, constant attention
to shopper needs in every market, and a dynamic of
innovation. Building on our strategy of expanding in the
value, premium and convenience formats, and online, we
are constantly staying one step ahead of every trend to
invent the retail models of the future.
EXCELLENCE
Casino sets exacting standards in its continuous commit-
ment to quality and performance, as well as in assessing its
processes and procedures. In every host country and in each
of our differentiated banners, operational excellence shapes
everything we do to delight our customers and deliver an
outstanding shopping experience.
LOYALTY
With its highly diverse organisation, Casino believes that
success can only be built on a solid foundation of loyalty
and shared ethical values. Because our store networks’ deep
local roots have fostered such close ties to our host
communities and our brands have consistently lived up
to their promise of quality, we pay constant, careful
attention to people and their needs.
SOLIDARITY
In line with its ”CSR Spirit” continuous improvement
programme, and guided by a culture of teamwork and
cooperation, the Casino Group and its employees regularly
reach out to local communities and forge new partnerships
with local associations. Through its foundations, the Group
is leading sustainable initiatives on behalf of children.
A pioneer for more than 115 years
1898
Geoffroy Guichard sets up Société des
Magasins du Casino et Établissement
Économique d’Alimentation,
operating under the name
Guichard-Perrachon & Cie.
1992
Led by the founder’s grandson,
Antoine Guichard, Casino merges with
Rallye, a French retailer owned by
Jean-Charles Naouri.
2010
Carrefour’s interests in Thailand
are acquired.
1997
Casino acquires Franprix and
Leader Price.
2012
Control of Pão de Açúcar, Brazil’s
leading retailer, is acquired and an
agreement is signed to purchase the
remaining 50% of Monoprix.
1901
The first Casino-brand products
are launched.
1906
The first production plants to supply
Casino stores are opened in the
Loire region.
1927
A clinical laboratory helps to track
product quality and innovate by
creating new Casino-brand items.
1928
Already, 10% of Casino employees
are disabled veterans, in compliance
with a law that was the forerunner
of today’s disability employment
legislation.
1948
The first self-service store is opened.
1959
Casino becomes the first French food
retailer to mark its products with a
use-by date.
2013
Management control of two of the
Group’s underpinning assets, GPA in
Brazil and Monoprix in France,
is acquired.
2014
Cnova is created to consolidate all of
the e-tailing operations, with listing
on the Nasdaq and Euronext markets.
Cdiscount is launched in Brazil,
Colombia, Ecuador, Panama, Thailand,
Vietnam, Senegal, Ivory Coast,
Cameroon and Belgium.
Super Inter discount stores network is
acquired in Colombia.
1999
Strategic alliances are forged with
long-standing retailers in Brazil,
Colombia and Thailand, countries with
young populations and strong
development potential.
2000
Casino raises its stake in Monoprix to
50% and acquires Cdiscount.
2001
The Group opens the first French-
style hypermarket in Vietnam under
the Big C banner.
2005
Jean-Charles Naouri is appointed
Chairman and Chief Executive Officer.
The asset portfolio is strengthened
in Brazil, Colombia, Thailand
and Vietnam.
The Mercialys property company
is created.
14 //
2014 Annual Report // 15
Key figures
€48.5 billion
€2,231 million
in consolidated net sales
in trading profit
4.7% organic growth1
in consolidated sales
58% of consolidated net sales
generated outside France
€556 million
in underlying profit
attributable to owners
of the parent
336,000 employees
worldwide2
52% of employees
are women
41% of employees
are under 30
14,574 stores
around the world
9.5 million sq.m
of retail space
Retailing
No. 1 in Brazil
No. 1 in Colombia
No. 1 in Vietnam
No. 2 in Thailand
E-commerce
6th largest listed retailer worldwide
No. 1 private-sector
employer in Brazil
No. 1 private-sector
employer in Colombia
1 Excluding petrol and the calendar effect.
2 Number of employees on payroll under permanent or limited-term contracts at 31 December 2014.
16 //
2014 Annual Report // 17
A global presence
Value banners
Premium banners
Convenience banners
E-commerce
Belgium
France
Panama
Colombia
Brazil
Ecuador
Argentina
Uruguay
Thailand
Vietnam
Senegal
Cameroon
Ivory Coast
Madagascar
Mayotte
Reunion
Island
Mauritius
18 //
2014 Annual Report // 19
The Executive
Committee
Led by the Chairman and Chief Executive
Officer, the Executive Committee is respon -
sible for managing the Group’s operations as
it implements the strategic vision defined
by the Board of Directors. It shapes strategy,
coordinates and shares
initiatives, and
tracks cross-functional projects to ensure the
alignment of action plans deployed by the
subsidiaries and operating divisions, and, in this
capacity, sets priorities when necessary.
It also monitors financial results and ratios and
determines the action plans to be undertaken.
The Committee meets once a month.
Jean-Charles
Naouri
Chairman and Chief
Executive Officer
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
Chairman 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 hypermarkets
Julien
Lagubeau
Strategic Planning
Director and Executive
Committee Secretary
20 //
2014 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
Representative of Euris;
Chief Executive Officer of Rallye.
Henri Giscard d’Estaing
Chairman and Chief Executive Officer of
Club Méditerranée. Independent director.
Gérard Koenigheit
Representative of 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
Representative of 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
Legal Manager of Rothschild et Cie Banque
and Managing Partner of Rothschild et Cie.
Frédéric Saint-Geours
Chairman of the Supervisory Board of SNCF.
Independent director.
Michel Savart
Representative of Finatis;
Advisor to the Chairman of Rallye-Casino and
Chairman and Chief Executive Officer
of Foncière Euris.
Rose-Marie Van Lerberghe
Chairman of the Board of Directors
of Institut Pasteur.
Senior Independent Director.
Pierre Giacometti, Non-Voting Director,
Chairman of GiacomettiPeron & Associés.
Jacques Dumas, Secretary of the Board,
Advisor to the Chairman.
1 As of 16 February 2015, the date on which the 2014 financial statements were approved.
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 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
companies, the Board is re-elected in part each year on a
rotation basis. The terms of four directors – Sylvia Jay,
Catherine Lucet, Rose-Marie Van Lerberghe and Finatis – are
therefore expiring at the General Meeting of 12 May 2015.
As part of its delegated responsibilities, the Appointments
and Compensation Committee conducted its annual review
of the organisation and composition of the Board of
Directors in light of good governance criteria, notably
assessing the extent to which the Board included non-
French nationals, women and independent directors, and
whether the Board members’ skills and experiences were
appropriate and complementary.
The Committee assessed the Board's composition and, in
particular, the independence of each of its members with
respect to the independence criteria set out in the
AFEP/MEDEF corporate governance code. Following this
review, six of the Board members were deemed to be
independent: Henri Giscard d’Estaing, Sylvia Jay, Catherine
Lucet, Gérald de Roquemaurel, Frédéric Saint-Geours and
Rose-Marie Van Lerberghe. Independent directors therefore
account for 43% of Board members.
The Board also includes three other qualified individuals
from outside the Company: Marc Ladreit de Lacharrière,
Gilles Pinoncély and David de Rothschild. The Company's
controlling shareholder is represented by five Directors –
Didier Carlier, Didier Levêque, Gérard Koenigheit, Jean-
Charles Naouri and Michel Savart – and therefore does not
hold a voting majority on the Board.
There are currently three women on the Board of Directors,
accounting for 21% of its members. In light of the Board's
aim to increase the proportion of women and independent
directors in its ranks, the Appointments and Compensation
Committee initiated a selection procedure, now in progress,
to elect another woman to the Board to serve as an
independent director.
the
recommendation of the Appointments and Compensation
Committee, the Board of Directors has decided to ask
shareholders to re-elect the four directors whose terms are
In addition, based on
22 //
2014 Annual Report // 23
Organisation and procedures of the Board of Directors
due to expire at the Meeting. Therefore, following the
Annual General Meeting of 12 May 2015, the Board would
comprise 15 members.
In 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 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 2015, the Director’s ratings and comments
indicated that they were satisfied with the Board's
organisation and procedures both from an ethical standpoint
and in terms of corporate governance principles.
According to the Board Charter, each Director must hold a
number of registered shares representing the equivalent of
at least one year’s director’s fees.
The Board of Directors met nine times in 2014, with an
average attendance rate of 85.2%.
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 representatives 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 described in
Article L.823-19 of the French Commercial Code (Code de
Commerce).
The Audit Committee assists the Board of Directors in
reviewing and approving the annual and interim financial
statements, and in dealing with transactions, actions or
impact
events that are
on the position of Casino, Guichard-Perrachon or its
subsidiaries
in terms of commitments and/or risks.
Accordingly, pursuant 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
likely to have a material
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 Appointments and Compensation Committee
met three times in 2014, with an attendance rate of 67%.
In addition, in order to more effectively take into
consideration the Group's now highly
international
dimension as well as the several listed companies in its
make-up, whether subsidiaries or parent companies, both
in France and internationally, the Board of Directors felt the
need to adjust or enhance its existing procedures and/or
committees in order to support the good governance
process.
On 16 February 2015, the Board of Directors decided to
initiate a procedure to review all agreements with related
parties and explore the possibility of setting up a new
committee dedicated more specifically to addressing
corporate governance issues.
accounting and financial information. Specifically, it is
responsible for monitoring the process by which financial
information is prepared, the effectiveness of internal control
and risk management systems, the legal audit of the annual
and consolidated financial statements by the Statutory
Auditors and the independence 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 eleven times in 2014, with a 93.2%
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 in a) reviewing candidates for appointment to
senior management positions and for election to the Board
of Directors, b) 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
24 //
2014 Annual Report // 25
Casino share performance
and ownership
Casino, Guichard-Perrachon, parent company
2014 share performance
Price
at 31 December
2013:
€83.8
€100
€95
€90
€85
€80
€75
€70
Casino:
CAC 40:
-8.7%
-0.5%
Price
at 31 December
2014:
€76.5
Ownership structure at 31 December 2014
Number of shares
%
Voting rights
%
Public 57,170,577 50.5% 60,880,478 38.1
Groupe Rallye 54,750,596 48.4% 96,498,587 60.4%
Employee mutual fund 1,233,767 1.1% 2,435,531 1.5%
Treasury shares 20,222 0% 0 0
Total 113,175,162 100% 159,814,596 100%
Five-year share performance
2014
2013
2012
2011
2010
Average daily trading volume
In number of shares 631,839 627,764 662,020 781,996 516,336
In € millions 54.1 49.1 46.2 51.7 33.6
Jan.
Feb.
March
April
May
June
July
Aug.
Sept.
Oct.
Nov.
Dec.
High/Low
Share information
Stock exchange
Euronext Paris (Compartment A)
Symbol
– ISIN: FR0000125585
– Bloomberg: CO FP
– Reuters: CASP. PA
Indices
- Benchmark
CAC NEXT 20, CAC Large 60, SBF 120, SBF 250, Euronext 100
– Sector
DJ Stoxx and DJ Euro Stoxx Retail
– Social responsible investing
Dow Jones Sustainability Index World
FTSE4Good
Vigeo Eurozone 120
ECPI Indices
Ethibel Excellence Investment Register
Eligible
for the Deferred Settlement System (SRD)
and for the PEA share savings plan (PEA)
Shares outstanding
113,175,162 at 31 December 2014
Market capitalisation
€8.6 billion at 31 December 2014
Credit rating
Casino is rated BBB - stable outlook
by Standard and 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
High (in €) 97.1 86.7 75.6 75.3 74.5
Low (in €) 71.3 68.5 62.4 52.6 57.4
Closing price on 31 December (in €) 76.5 83.8 72.1 65.1 72.9
Dividend per share (in €) 3.12 3.12 3.00 3.00 2.78
Several major subsidiaries are also publicly listed:
• CBD (Brazil) on the BM&F Bovespa in São Paulo and the NYSE in New York,
• Éxito (Colombia) on the BVC in Colombia,
• Big C (Thailand) on the SET in Thailand,
• Cnova (Netherlands) on the Nasdaq in New York and the Euronext in Paris.
26 //
2014 Annual Report // 27
28 // Banner advertisements
2014 Annual Report // 29
Strategic
vision
Focusing on the most promising countries and formats, Casino has
successfully built a harmonious strategic vision, based on such robust
growth drivers as a differentiating e-commerce model, renowned private
labels, the joint development of the retailing and property businesses and
sustained expansion in the global marketplace.
30 //
30 //
Rapport d’activité 2013 // 31
2014 Annual Report // 31
A promising, well-balanced
growth strategy
As the core component in our strategic vision, the focus on
expanding in the most promising countries and formats
means that today Casino can leverage the strengths of an
aligned, diversified portfolio of banners operating in high
potential markets.
A WELL-BALANCED
GLOBAL FOOTPRINT
For the past 15 years, Casino has been leading
an ambitious international expansion strategy,
focused on fast growing countries. This has
changed our profile dramatically over that
period, with global operations now accounting
for more than half of the revenue stream1
and more than 80% of trading profit. With
extensive operations in Latin America, a pre-
sence in Southeast Asia and deep traditional
roots in France, we have successfully spread
our business base across a range of geogra-
phies so as to capture a well-balanced mix of
growth opportunities and maintain the pace of
expansion.
STRATEGICALLY ALIGNED
FORMATS AND BANNERS
Casino is strategically focused on the most
promising formats. The value banners include
the hypermarkets, the discount outlets and
the Assaí cash & carry chain in Brazil. The
premium banners are represented by Pão
de Açúcar in Brazil, Carulla in Colombia and
Monoprix in France. Lastly, the concept of the
convenience store banners - Petit Casino,
Casino Shop, Vival, Spar, Leader Price Express
and Sherpa - which are well developed in
France, are now being deployed in Brazil and
Colombia. These three highly complementary
formats are seamlessly aligned with shifting
consumer spending trends, particularly in the
emerging markets. In every host community,
the banners are demonstrating their customer
positioning, thereby enhancing their brand
identity and shopper appeal. At the same time,
By launching innovative convenience store concepts,
the Group is stepping up the segmentation of its banners.
the banner portfolio is being constantly expan-
ded and enhanced through increasingly granu-
lar segmentation. As part of this process, novel
new convenience store concepts have been
introduced, such as the Minuto Pão de Açúcar
premium convenience store in Brazil and the
highly popular small discount stores Aliados
Surtimax in Colombia and Leader Price Express
in France.
DEEPENING SYNERGIES
BETWEEN COUNTRIES
Our highly globalised profile and strategically
consistent portfolio
is encouraging the
development of extensive synergies between
the banners, in terms of information systems,
logistics, procurement, banner brands and sales
promotions. For example, our critical mass has
become a major advantage in negotiations
with large international suppliers, particularly
in the non-food segment, where purchasing
synergies between Via Varejo, Casino and
Cnova have been deepened. The subsidiaries
outside France also represent a vast market for
our private labels. Even as the French Casino
brands are sold in every host country, Grupo
Éxito is continuing to deploy its Finlandek
housewares brand across the global organi -
sation. It has also started to introduce its
Colombia-designed and produced Bronzini
apparel brand, which appeared on Géant
hupermarkets shelves alongside Finlandek
housewares in France in 2014. Lastly, sales
promotions are now designed for global and
multi-channel implementation, along the lines
of the Black Friday and Golden Day sales
events. !
1 58% of net sales.
32 //
2014 Annual Report // 33
To further broaden its offering, Cdiscount, the
low-cost champion, began diversifying its
business in 2011 by creating standalone expert
sites, positioned at higher price points and
dedicated to such specialised product families
as health and beauty care, fashion, housewares,
DIY and infant care. They offer more demanding
shoppers a catalogue of best-in-class products,
supported by a wealth of quality editorial
content. In 2015, five new specialised sites
built on the Cdiscount platform will be launched
in France.
NEW TERRITORIES TO WIN
The global marketplace is a core avenue to
growth for our e-commerce business. By
opening sites in ten countries in 2014, Cnova
doubled its market to a potential 500 million
people. The Group is focusing on emerging
markets, where e-tailing is still relatively
unstructured, to deploy the Cdiscount model
by combining online and offline operations.
In Thailand, Vietnam, Colombia and Brazil,
>>> next page
1 Cdiscount is No. 2 in
average number of unique
visitors per month in France
according to the study "Key
Figures 2014" conducted for
the Fevad by Médiamétrie.
2 Brazil’s second-largest
e-retailer, with a market
share of 19% in the 1st half of
2014 according to a study by
E-bit Webshoppers.
E-commerce: a differentiating
vision, global ambitions
With the creation of its Cnova e-tailing business, Casino has proclaimed
its ambitions and proudly affirmed the success of its vision, based on a
differentiating, omni-channel approach, built up over the years
by combining the Internet’s ability to drive innovation and the power
of the Group’s physical network.
THE CLICK & MORTAR MODEL
By consolidating into a single business France’s
leading1 and Brazil’s second largest2 e-tailers,
the new Cnova is a powerful, aligned organisa-
tion that is perfectly positioned to leverage all
the benefits of the Group’s strategic support.
In particular, it can capitalise on the banners’
purchasing clout, supply chain infrastructure
and close-to-the-customer market coverage,
which are highly differentiating growth drivers
in the online retailing industry. This click &
mortar model is enabling Cnova sites to build
logistical and marketing gateways to our other
retail channels.
Cross-channel platforms are developing at a
brisk pace. In France, 60% of Cdiscount sales
volumes are delivered to 18,000 pick-up
The e-commerce business
accounted for 7%
of consolidated net sales in 2014.
desks, of which 2,600 are located in Group
stores. In Brazil, where the network of pick-up
locations is expanding quickly, Extra hyper -
market shoppers can use in-store terminals to
browse the thousands of products in the
extra.com.br online catalogue. Synergies are
also being developed through large-scale
promotional events like Black Friday, which are
led simultaneously online and at physical
stores.
EXPANDING THE MERCHANDISE
OFFERING, DIVERSIFYING
THE BUSINESS
Another feature of the Cnova growth model is
the simultaneous development of direct sales
and marketplaces. By exponentially increasing
the number of online offerings, the market-
places are enhancing site appeal, generating
additional revenue and delivering excellent
margins. Today, 14 million product offerings
from 7,500 vendor partners may be found on
Cnova marketplaces.
34 //
2014 Annual Report // 35
the new sites are supported by our physical
is
in Belgium, Cdiscount
banners, while
leveraging
infrastructure synergies with
neighbouring France. In Senegal, Ivory Coast
and Cameroon, Cnova has partnered with
Bolloré, the leading logistics and transport
service provider in Africa.
Our sites’ broader and deeper presence in
emerging markets is accelerating our transition
to m-commerce capabilities. While in France
the proportion of purchases made on mobile
devices is trending upwards to 21%, in Brazil it
is rising to 10%. In Colombia, four months after
Cdiscount went live, 40% of site visits were
from a mobile device. In response, Cnova has
made the development of its mobile apps
and sites a priority, backed by a dedicated
marketing approach. What’s more,
in
Cdiscount’s new host countries in Asia and
Africa, where shoppers are more likely to
have cellphones than computers, m-commerce
looks set to dominate the market even sooner. !
THE STORY
From pure player
to global leader
1998
Cdiscount.com is created in
Bordeaux, with an initial focus on
online CD and DVD sales.
2000
Cdiscount is acquired by
the Casino Group.
2001
The merchandise offering is
extended to high-tech, IT and
household equipment.
2004
Cdiscount expands into online
wine sales.
2008
In Brazil, start-up of Pontofrio.com
and the eHub platform, which offers
retailers B2B e-commerce solutions.
2009
Cdiscount begins selling consumer
electronics in France under the
Continental Edison private label.
2010
In Brazil, Extra.com.br and
CasasBahia.com.br go live and the
Pontofrio Atacado B2B services
business is launched.
2011
Cdiscount launches its marketplace.
2012
In Brazil, Barateiro.com comes on
line to market discontinued or
refurbished consumer electronics
and IT hardware.
Extra.com.br opens its marketplace.
In France, an equity interest is
acquired in MonShowroom.com.
2014
Cnova is created and Cdiscount is
launched in Brazil, Thailand, Vietnam,
Colombia, Ecuador, Panama,
Ivory Coast, Senegal, Cameroon
and Belgium.
Specialised sites
MonCornerDéco.com,
MonCornerBrico.com,
MonCornerBaby.com
and ComptoirSanté.com
are launched in France.
Acquisition of MonShowroom.com.
36 //
2014 Annual Report // 37
Private labels:
our corporate DNA
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A core component of Casino’s corporate identity, the banner
brands have always been a differentiating factor in the minds
of shoppers. They are all designed to meet the highest
standards of quality, innovation, taste and health.
DELICIOUS EVERY DAY
In each host country, our banners offer superior
private labels suited to the local culture, reco-
gnised for their quality and chosen for their
competitive prices. In France, we are commit-
ted to marketing exceptionally delicious pro-
ducts. One example is the premium Casino
Délices line, whose flagship products have
been designed through a long-standing part-
nership with three-star Michelin chef Michel
Troisgros. With chef Florent Boivin, who has
been voted ”Best Worker in France”, we are
reworking the recipes for the best-selling
Casino-brand products and organising consu-
mer taste tests, with the products scoring the
highest against the competition earning the
”Elected No. 1 in Taste” (”N°1 en goût” - see box)
label. A continuous improvement process is in
place for the Monoprix Gourmet and Marché
Franprix brands, to steadily enhance the
recipes and offer customers new products. At
Leader Price, French celebrity chef Jean-Pierre
Coffe has lent the banner his talent and passion
for taste over the past five years, notably
through its Sélection de Nos Régions range.
NUTRITIONAL PROGRESS
COMMITMENTS FULFILLED
In line with its 2008 pledge to uphold a
Voluntary Code of Commitment to Nutritional
Progress, Casino optimises the nutritional
qualities of its products by reducing their fat,
sugar and salt content, and by using more
healthful alternatives to certain ingredients.
A process is also underway to eliminate or
limit the use of certain preservatives, with
more than 2,000 recipes already re-worked to
give expression to more natural goodness. In
France, most Casino brand food items now
feature easier-to-understand nutritional labels.
Similar labels now appear on 1,900 Grupo Éxito
own-brand products in Colombia and all of the
Big C-brand products in Vietnam.
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(cid:67) (cid:72) (cid:79) (cid:78)
(cid:85)(cid:110)(cid:101)(cid:32)(cid:100)(cid:105)(cid:118)(cid:101)(cid:114)(cid:115)(cid:105)(cid:116)(cid:233)(cid:32)(cid:100)(cid:101)(cid:32)(cid:116)(cid:101)(cid:114)(cid:114)(cid:111)(cid:105)(cid:114)(cid:115)(cid:32)(cid:224)(cid:32)(cid:108)(cid:97)(cid:32)(cid:115)(cid:97)(cid:118)(cid:101)(cid:117)(cid:114)(cid:32)(cid:117)(cid:110)(cid:105)(cid:113)(cid:117)(cid:101)(cid:32)(cid:33)
(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:32)(cid:68)(cid:105)(cid:102)(cid:102)(cid:233)(cid:114)(cid:101)(cid:110)(cid:116)(cid:115)(cid:32)(cid:99)(cid:97)(cid:108)(cid:105)(cid:98)(cid:114)(cid:101)(cid:115)(cid:32)(cid:101)(cid:116)(cid:32)(cid:99)(cid:111)(cid:110)(cid:100)(cid:105)(cid:116)(cid:105)(cid:111)(cid:110)(cid:110)(cid:101)(cid:109)(cid:101)(cid:110)(cid:116)(cid:115)(cid:32)(cid:100)(cid:105)(cid:115)(cid:112)(cid:111)(cid:110)(cid:105)(cid:98)(cid:108)(cid:101)(cid:115)(cid:32)(cid:101)(cid:110)(cid:32)(cid:109)(cid:97)(cid:103)(cid:97)(cid:115)(cid:105)(cid:110)(cid:32)
(cid:76)(cid:97)(cid:32)(cid:100)(cid:105)(cid:115)(cid:112)(cid:111)(cid:110)(cid:105)(cid:98)(cid:105)(cid:108)(cid:105)(cid:116)(cid:233)(cid:32)(cid:100)(cid:101)(cid:115)(cid:32)(cid:110)(cid:111)(cid:115)(cid:32)(cid:100)(cid:105)(cid:102)(cid:102)(cid:233)(cid:114)(cid:101)(cid:110)(cid:116)(cid:115)(cid:32)(cid:112)(cid:97)(cid:110)(cid:105)(cid:101)(cid:114)(cid:115)(cid:32)(cid:101)(cid:115)(cid:116)(cid:32)(cid:97)(cid:100)(cid:97)(cid:112)(cid:116)(cid:233)(cid:101)(cid:32)(cid:101)(cid:110)(cid:32)(cid:102)(cid:111)(cid:110)(cid:99)(cid:116)(cid:105)(cid:111)(cid:110)(cid:32)(cid:100)(cid:101)(cid:32)(cid:108)(cid:97)(cid:32)(cid:112)(cid:114)(cid:111)(cid:120)(cid:105)(cid:109)(cid:105)(cid:116)(cid:233)(cid:32)(cid:101)(cid:110)(cid:116)(cid:114)(cid:101)(cid:32)(cid:118)(cid:111)(cid:116)(cid:114)(cid:101)(cid:32)(cid:109)(cid:97)(cid:103)(cid:97)(cid:115)(cid:105)(cid:110)(cid:32)(cid:101)(cid:116)(cid:32)(cid:108)(cid:101)(cid:115)(cid:32)(cid:100)(cid:105)(cid:102)(cid:102)(cid:233)(cid:114)(cid:101)(cid:110)(cid:116)(cid:115)(cid:32)(cid:98)(cid:97)(cid:115)(cid:115)(cid:105)(cid:110)(cid:115)(cid:32)(cid:100)(cid:101)(cid:32)(cid:112)(cid:114)(cid:111)(cid:100)(cid:117)(cid:99)(cid:116)(cid:105)(cid:111)(cid:110)(cid:46)(cid:32)
SUPPORTING LOCAL SUPPLIERS
Because customer confidence also depends on
the retailer’s ability to guarantee product tra-
ceability, local sourcing from small producers
is encouraged in every host country. In France,
we support local suppliers by developing part-
nerships with farmers, winemakers, livestock
farmers, wholesale fishmongers and fishing
ports, in particular through our Terre & Saveurs
brand and Le Meilleur d’ici, Ici en France, Ça
vient d’ici (”It’s from here”) and La Criée
programmes.
Pão de Açúcar’s ”Caras do Brasil” programme is
enabling craft cooperatives to sell their pro-
ducts in its stores, while Grupo Éxito, Libertad
and Big C Vietnam are forging partnerships
with local producers to offer customers high-
quality foodstuffs at affordable prices.
>>> next page
FRANCE
Elected
No. 1
in Taste
The
for
recipes
hundreds of Casino-
brand products are
being reworked as part of a programme to develop exceptionally
delicious staple foods that can be sold at the same affordable
prices. Each is blind tested by an average 120 consumers against
competing equivalent private-label or national brand products and
the ones scoring the highest are labelled ”Elected No. 1 in Taste”.
The revamped Casino four-cheese pizza, pure orange juice and
milk roll recipes have set new standards, attesting to our
commitment to offering customers the best in taste every day.
The new "It’s from here" slogan launched by Casino
in France illustrates the Group's commitment
to working with local suppliers.
38 //
2014 Annual Report // 39
AFFORDABLE QUALITY
FOR EVERYONE
Our commitment to affordable excellence is
also being demonstrated in the fashion depart-
ment. In France, Monoprix customers are used
to seeing jointly designed creations from pres-
tigious fashion houses. Following on from the
introduction of the new private label Monop‘
make-up brand, in 2014, the banner launched
the exclusive Elle line of trendy yet affordable
make-up products in collaboration with the
eponymous magazine. In the apparel section,
the banner has featured the exclusive collec-
tions of Roseanna, Heimstone, Orla Kiely and
Alix Thomsen, and during the World Cup invited
young Brazilian designers to present several
dozen original fashion and housewares
products. For the year-end holidays, designer
José Lévy created a marvelous cross-genre
capsule collection covering fashion, home
furnishings and even food.
At Grupo Éxito, the Arkitect and Bronzini
apparel collections are trend-setters, renow-
ned for the quality of their work with local
garment-makers (see p. 60). Today, they are
being taken into the global marketplace,
with Bronzini undergarments and pyjamas
carried in France by Géant hypermarkets,
where they will be joined in 2015 by the
Arkitect collection. !
DU 8 AU 18 OCTOBRE
INTERNATIONAL PRIVATE LABELS
Finlandek arrives in France
After being introduced by banners in Thailand, Vietnam and
Brazil, the Finlandek housewares, linens and tableware brand
created by Éxito in Colombia is now being deployed in
France, where it was selected by Géant hypermarkets for
their home furnishings department. It is filling the shelves
with more than 1,000 simple, elegant products at highly
affordable prices. The line is also offered on Cdiscount.
9€
L’UNITÉ
PARURE HOUSSE DE COUETTE 140X200 CM
+ 1 TAIE D’OREILLER
AGATHA ou AMELLE ou MOUSTACHE ou NY CITY ou TRIBAL JAM
52% polyester - 48% coton - Plusieurs modèles disponibles
Existe aussi en 200x200 cm + 2 taies d’oreiller à 12€ ou 240x220 cm + 2 taies d’oreiller à 15€
Existe également : Drap housse 90x190 cm à 4€50 ou 140x190 cm à 5€50
RETROUVEZ LES MAGASINS SUIVANT CE CATALOGUE EN PAGE 72
CASINO PRIVATE LABELS
Health Committee findings
The Health Committee comprises high-level independent experts,
physicians, a gastronome, an agronomist, an economist and a sociologist.
It assists Casino in analysing the latest scientific trends in the field of
nutrition and understanding emerging consumer expectations. At
its quarterly meetings, members discuss such issues as salt intake,
agroecology, endocrine disrupters, pesticides and antibiotics, with the
goal of supporting the deployment of action plans to improve our
private-label products and make Casino the benchmark in healthful
foods.
SOURCING
More natural
goodness
Following in the footsteps of Casino
Bio, Monoprix Bio and Leader Price
Bio, Brazil’s Taeq brand now offers
336 organic farm products. The
number of GPA-brand articles that are
certified as organic is 20%. Big C
Vietnam has launched the Huong Vi
line of products grown or raised
according to certified methods. In
Colombia, Éxito
is developing a
best farming practices certification
programme with fruit and vegetable
suppliers. Casino France has innovated
with its Terre & Saveurs brand, which
introduced a line of antibiotic-free
poultry products in 2014.
40 //
2014 Annual Report // 41
A dual model of property
development serving
the retail business
Combining retailing and property development, the dual model is
helping to create value for the Group as it continues to expand its
shopping centre operations in France and internationally.
THE DUAL MODEL
One of Casino’s unique attributes is the
dual model combining retail operations with
commercial property development and
management, which is designed to enhance
the appeal of our stores so as to increase sales
and create asset value, while taking advantage
of our food retail selling space. A dedicated
division with all of the requisite project
management,
legal, design and property
management capabilities covers every aspect
of the commercial property cycle, from pur-
chasing the land and developing the property
to marketing the retail space and capturing
each property’s full value. This expertise is
deployed both in France and abroad.
MERCIALYS’ CORPORATE
MISSIONS
Mercialys, which owns the shopping centres
adjacent to our Géant hypermarkets in France,
is dedicated to reinventing retail environments
in ways that resonate with changing consumer
trends, enabling centres to reach critical
mass, and increasing shopper traffic. Today one
leading property companies,
of France’s
FRANCE
Village.services concept launched
As part of its commitment to developing differentiating concepts, in late 2014 Mercialys
introduced three ”Villages.services” in its shopping centres in Clermont-Ferrand Nacarat,
Chauray-Niort Est and Sainte-Marie Duparc on Reunion Island. Food and other service outlets
along the customer journey are replaced with a retail walkway ideally located in the car park.
This highly innovative concept offers inspired, brightly coloured architecture, combined with
a low-cost installation process that delivers price points in line with the requirements of smaller
chains and independent merchants.
COLOMBIA
Opening of Viva Villavicencio
Anchored by Éxito hypermarkets, Viva malls offer shoppers a unique
blend of entertainment and services. 2014 was shaped by the opening
of the superbly designed Viva in Villavicencio – the country’s largest –
with the first 4D movie theatre in the region. The future will witness
the opening of the new 63,000 sq.m flagship mall currently under
construction in Barranquilla, and the large number of projects
underway in midsized cities to support the sustained expansion of
Éxito hypermarkets.
In South America, operations in Brazil and
Argentina are expanding their neighbourhood
shopping centre concepts under the Conviva
and Patagonia brands, respectively, while in
Colombia, where Éxito has been deploying its
Viva malls since 2012, 60,000 sq.m were
opened in 2014, increasing the total operated
space to 270,000 sq.m. This has been a
powerful driver of growth and new value for
the Group in South America !
Mercialys is enhancing and capturing the
value of 59 shopping centres representing
€2,894 million in asset value at year-end
2014. The company is strategically focused on
pursuing the continuous transformation of its
assets to create distinctive, fully-featured
retail venues that offer banners efficient
facilities to support the renewal and effective
expression of their concepts. Investments rose
sharply in 2014, when Mercialys also rebuilt
a controlled development pipeline while
maintaining its financial profile.
AN EXPORTABLE MODEL
Internationally, Casino’s expertise in managing
and capturing the value of shopping centres is
a highly differentiating competitive strength,
which reflects our commitment to offering
shoppers a unique experience attuned to
their unique local environment. Operations
in Thailand and Vietnam are continuing to open
large, attractive shopping malls built around
Big C hypermarkets and arcades. With four
new ”Supercenters” opened this year, Big C
now operates 154 shopping malls in Thailand.
42 //
2014 Annual Report // 43
Winning new markets
outside France
Belgium
Luxembourg
France
Roumania
Andorra
Serbia
To give its banners and private labels a foothold in new
markets, Casino is actively forging distribution partnerships
in countries where subsidiaries have not been set up,
particularly in Europe, Africa, the Middle East and Asia.
St-Martin
Guadeloupe
Martinique
Guyana
OPERATING THROUGH
PARTNERSHIPS IN 45 COUNTRIES
Island in Abu Dhabi
The opening of the affiliated Géant hyper -
market on Yas
last
17 December perfectly exemplifies the type of
partnerships being formed in the global
marketplace. This superbly designed store, in
the heart of the second largest shopping mall
in the United Arab Emirates, illustrates the
substantive work carried out in recent years to
forge alliances with 50 retailers in 45 countries
around the world.
MORE THAN 250 AFFILIATED
STORES AROUND THE WORLD
The first focus of this process was to expand
the network of affiliates through long-term
agreements with powerful local partners. For
example, the Yas Mall Géant hypermarket
was opened by Fu-Com, the master franchise
owner for Casino banners in the United Arab
Emirates, Bahrain and Kuwait.
In all, 29 stores were opened in 2014,
raising to 254 the total number of affiliated
stores outside France. With 113 stores now
operating in North Africa and the Middle East,
and 36 more in Sub-Saharan Africa, we are
broadening and deepening the presence of
our banners in geographies with high growth
potential.
PRIVATE LABELS, OUR
AMBASSADORS TO THE WORLD
Since 2012, we have also been expanding
the supply of Casino private-label products to
leading local retailers not only in Europe but
also in Asia – in Hong Kong, Singapore, the
Philippines, Malaysia, Cambodia, Indonesia,
Taiwan and, since 2014, South Korea.
Apart from providing access to major markets,
these partnerships also substantially raise the
visibility of all of our brands, including Casino
and Casino Délices, Tous les Jours, Monoprix
and Monoprix Gourmet. !
Tunisia
Libya
Niger
Lebanon
Kuwait
Qatar
Bahrain
UAE
Oman
Cameroun
Togo
Djibouti
Morocco
Mali
Senegal
Guinea
Conakry
Ivory Coast
Ghana
Gabon
Central African
Republic
Congo
Madagascar
Mauritius
Reunion Island
Distribution partnerships
South Korea
Hong Kong
Taiwan
Philippines
Cambodia
Singapore
Malaysia
Indonesia
Vanuatu
French Polynesia
New Caledonia
AFFILIATES
A Géant hypermarket
in Abu Dhabi’s largest
shopping mall
With a surface area of 10,000 sq.m, the new
Géant hypermarket opened on Yas
Island
incorporates our latest proprietary concepts and
offers shoppers a wide selection of products,
including the Casino Délices and Casino Bio
private labels. It anchors Yas Mall, a 235,000 sq.m
centre with more than 300 stores. It is the
second-largest shopping mall in the United Arab
Emirates.
44 //
2014 Annual Report // 45
46 // Banner advertisements
2014 Annual Report // 47
Business
review
From its deep historic roots in France, the Casino Group has built a strong
presence in Latin American and Southeast Asian countries with young
populations and very high growth potential. This international expansion
has been successfully driven by a keen understanding of cultural diversity
and consumer shopping behaviour. Today, leveraging all the benefits of
this growth dynamic, we rank among the world’s leading retailers.
48 //
48 //
Rapport d’activité 2013 // 49
2014 Annual Report // 49
FRANCE
A fast-growing network of
10,416 stores in every format
As Casino’s historic home, France plays a core role in our
strategy of differentiation and increasingly granular
segmentation by format. More than ever, our competitive,
sales-driven banners are reaffirming their identities.
VALUE BANNERS SUCCESSFULLY
REPOSITIONED
The vast price
readjustment campaign
deployed first in the Géant hypermarkets
and then in the Leader Price discount stores
delivered all of the desired outcomes,
re-energising the banners and reaffirming
their positioning. Despite the persistently
lacklustre economy, Géant returned to strong
growth in sales volumes in 2014 and ended the
year with higher net sales. Now co-leader
in the low-price market, the banner has
clarified its shopper image by raising its price
10,416 stores
Géant Casino
Vival
Casino Supermarchés
Leader Price Express
Leader Price
Sherpa
Monoprix/Monop’
Naturalia
Franprix
Petit casino
Casino Shop
Spar
Spar Supermarché
Service stations
À la bonne heure
Cœur de blé
Monop’ daily
cdiscount.com
monshowroom.com
comptoirsante.com
moncornerbrico.com
moncornerbaby.com
moncornerdeco.com
Retail operations in France
Value
banner
Premium
banner
Convenience
banner
Food service
banner
E-commerce
N°1 de la
distribution
au Brésil
830 openings
in 2014
71,000
employees
on payroll under
permanent or
fixed-term
contracts at 31
December 2014
FASTER EXPANSION
FOR MONOPRIX
Monoprix returned to expansion in 2014,
opening a record 65 new stores during the
year. The upswing was felt across the banner
base, with 25 Monop’ convenience stores
opening their doors and Naturalia resuming its
expansion drive with 15 new outlets. This
robust momentum has confirmed the validity
of Monoprix’s retailing strategy, which is
focused on premium urban banners with highly
differentiating attributes and on a strong brand
identity expressed in every product category.
Following on from the Monoprix womenswear,
menswear and childrenswear
the
Monoprix Fit sportswear collection and Monop’
Make-up cosmetics
line were introduced
during the year. Monoprix enjoys unrivalled
brand affinity in the French mass retailing
industry and its Facebook page topped one
lines,
>>> next page
visibility, store by store, with comparative
shopping baskets, bulk sales, broader assort-
ments, etc. This pricing policy was further
expressed through a similar robust commit-
ment in the non-food sections. The policy was
also reflected in such high-impact initiatives as
round prices (see box), joint promotional
events with Cdiscount, particularly Black Friday,
and a merchandise offering refreshed by the
arrival of international private labels Finlandek,
for housewares, and Bronzini, for undergar-
ments.
At the same time, the fast expanding Leader
Price banner has returned to its discount fun-
damentals. After nearly a year of cuts, its prices
are now France’s lowest1 and shopper footfalls
are once again on the rise. To address the
needs of lower-income families, Leader Price
is expanding its promotional arsenal with
full reimbursement specials, ”price-buster”
sales in fresh products and ”crazy prices” for
non-food items. In a sign of its revitalisation,
the banner has spun off Leader Price Express,
France’s first hyper-convenient discount
store (see box).
1 Source: independent panel members.
Franprix is sharpening its positioning
and continuing to attract more urban shoppers,
with 2.5 million loyalty cardholders.
50 //
2014 Annual Report // 51
200 Petit Casino stores were converted to the
Leader Price Express concept, helping, in
almost every case, to double the unit’s net
sales. After the successful revamp of the
Spar, Vival and Casino Shop concepts, the
network was further transformed in 2014 with
a far-reaching, year-long price repositioning
campaign that resulted in increased footfalls.
The year also saw a return to expansion, led by
a revitalised franchising programme that is
helping to spur a keen entrepreneurial drive. In
all, 330 new stores were opened in 2014. !
commitment
million fans in 2014. Another strategic growth
pathway is the ultra-convenience segment,
reflecting Monoprix’s
to
accompanying city-dwellers wherever they go,
in motorway service stations, airports, train
stations and club cars on French railways. In
2014, for example, four Monop’daily outlets
were opened in high-traffic locations, which
the brand has marked for growth.
EVER-MORE CONVENIENT
In France, the Casino Group operates more than
7,500 convenience stores, with a dedication, in
every community, to addressing shopper
expectations as effectively as possible. In this
growing trend towards ultra-convenience,
Casino derives a competitive advantage from
its ability to choose from among several highly
differentiated banners to seamlessly align the
shopping experience with the needs of local
customers and keep pace with changing
shopping behaviour. In 2014, for example,
GÉANT HYPERMARKETS
Round prices
5€
Géant hypermarkets are revolutionising their non-food
offering and creating a buzz with their low, easy-to-
understand ”round prices” for 7,000 apparel, housewares,
cosmetics and recreational products that change with the
seasons. In this way, the banner is taking a transparent
approach, inspired by France’s leading ready-to-wear
apparel chains, with attractive prices all year round. Prices have been reduced
by an average 32%, while assortments have been refocused on best sellers
and bulked up to simplify the offering for shoppers. In all, Géant hypermarkets
drove a 40% increase in sales of the 7,000 round price products during
the year.
FOOD SERVICES
À la bonne heure
The À la bonne heure family restaurant
concept is being steadily deployed in
Group shopping centres to replace the
traditional cafeterias, with 30 new units
opened in 2014. They offer home-made
recipes at affordable prices, with lunch
menus starting at €7.99, all-you-can-eat
menus and a warm, friendly atmosphere.
PURCHASING AGENCY
Casino and
Intermarché
create INCAA
With their highly complementary banner
networks, Casino and Intermarché formed a
tactical procurement alliance in 2014 with the
aim of fostering more equitable relations with
extremely powerful multinational suppliers
and obtaining better purchasing terms, for
the greater benefit of their customers. The
Intermarché Casino Achats (INCAA)
new
purchasing agency, which is equally owned
and managed by the two partners, will
negotiate with 67
leading national and
international brands, none of which are
marketed by small suppliers or SMEs. The two
partners will continue to manage their
marketing and sales strategies separately.
LEADER PRICE EXPRESS
France’s leading ultra-
convenient discount banner
Launched in Paris in July, the new Leader Price Express concept was
deployed with lightening speed, so that 240 stores were up and
running by year-end in the largest French cities. The concept offers
city shoppers all the advantages of ultra-convenience and low, low
prices in a compact store carrying 1,000 to 3,000 articles, 80% of
which are private-label products.
HIGH-TRAFFIC
LOCATIONS
Monop’lab:
in vivo
innovation
laboratory
Monoprix’s growth strategy in
high-traffic locations is being
supported by Monop’lab, a new
pilot store concept. Based on a
Monop’daily store and located in
the Montparnasse train station in
Paris, the hybrid format is being
used to test a variety of additional
fashion, cosmetics, media and
other non-food offerings for
be
travellers, which will
continuously
with
observed shopping behaviour.
aligned
LEADER PRICE
What’s for Dinner?
Now France’s low-price leader, Leader Price is continuing to promote the taste and
quality of its products. To make its customers’ lives easier, the banner has launched
the ”What’s for Dinner?” campaign, whose in-store instruction sheets and dedicated
website offer simple, nutritionally balanced, seasonal menus to prepare a meal in
20 minutes for less than €3.00 per person.
52 //
2014 Annual Report // 53
especially the new Minimercado convenience
concept that is stepping up its expansion, with
97 openings in 2014.
Non-food retailing is represented by Via
Varejo, whose enormous speciality chains
Casas Bahia, for the mid and low-income
demographic, and Pontofrio, on the premium
end, cover everyone’s home furnishing needs,
from consumer electronics to furniture and
appliances. There is still strong demand for
these items in Brazil, and the Via Varejo
banners are steadily adjusting their product
lines to meet it. Already Brazil’s leading
consumer electronics retailer, the company is
continuing to expand, openings 89 stores in
2014, when margin performance improved
BRAZIL
GPA, the South American giant
goes from strength to strength
The Group’s growth engine and a leading Latin American
retailer, GPA is continuing to expand its unique network of
more than 2,000 sales outlets, as part of a multi-format,
multi-channel dynamic designed to address every customer
need through a seamless shopping experience.
A LEADING RETAILER
Brazil’s front-ranked retailer, GPA is backed by
a network of more than 2,000 stores across a
variety of banners, businesses and formats,
which is being gradually extended to every
territory in Latin America’s largest and most
populous country. For 66 years, GPA has
forged a name in every segment of the mass
retailing industry. Its traditional business is
food retailing, with premium banner Pão
de Açúcar and the the multi-format Extra
latter cover hypermarkets,
banners. The
stores,
and convenience
super markets
The largest retailer
in Brazil
213 openings
in 2014
174,000
employees
on payroll under
permanent or
limited-term
contracts at 31
December 2014
2,143 stores
Extra
extra.com.br
Extra Supermercado
pontofrio.com
casasbahia.com.br
barateiro.com
partiuviagens.com.br
eHub.com.br
cdiscount.com.br
Assaí
Pão de Açúcar
Minuto Pão de Açúcar
Minimercado Extra
and Extra Fácil
Pontofrio
Casas Bahia
Retail operations in Brazil
Premium
banner
Value
banner
Convenience
banner
Non-food
banner
E-commerce
thanks to its disciplined operating processes.
Via Varejo is listed on the São Paulo stock
market.
INCREASINGLY SEGMENTED
FORMATS
Building on its market leadership, GPA is
pursuing its vision of keeping pace with the
ever-shifting shopping behaviour of consumers
in a modern, complex, multi-cultural society.
To do so, it offers a comprehensive range of
banners with strong, differentiating identities,
its concepts and
continuously revitalises
keeps its formats seamlessly aligned with
expectations. This commitment has translated
into a pioneering approach to segmenting
the formats more acutely, combined with a
strategy of optimising concepts and processes.
For example, Extra responded to the challenging
economy by deploying a massive price-cutting
campaign to position itself as Brazil’s least
>>> next page
54 //
2014 Annual Report // 55
expensive hypermarket chain, while GPA
created a new premium convenience store
concept, Minuto Pão de Açúcar, to address the
sophisticated expectations of the wealthiest
city dwellers. This strategy paid off in 2014,
when GPA gained new market share and further
improved its margins despite the fall-off in
consumer spending due to the impact of the
FIFA World Cup and the country’s presidential
elections.
Another growth driver, GPA’s multi-channel
expansion model, is enabling the banners to
leverage the increasing synergies with the
galaxy of Nova Pontocom sites, which in 2014
became part of the new Cnova business (see
p. 66). This is reflected in the ever-growing
number of gateways among the retail channels,
with in particular click & collect solutions in the
vast network of Extra stores.!
LOYALTY PROGRAMMES
Clube Extra: 1 real =
1 point
In 2014, Extra introduced its Clube Extra
rewards card, which already had 3.7 million
holders by year-end. The no-fee card offers
rewards for every purchase, on the basis of one
point for every real spent, regardless of channel
– on the extra.com.br site, in a hypermarket,
supermarket or Minimercado or even in the
banner’s service stations and pharmacies.
Holders also receive exclusive promotional
offers. More than a third of holders have already
earned 750 points, which entitles them to a
direct rebate on their next purchase.
PRIVATE LABELS
Qualitá, Taeq
and Casino
The sustained growth by the GPA banners has
also been driven by the quality of their
merchandise offerings, in a country where
shoppers remain very attached to the prestige
of leading national and international brands.
With their consistently high quality standards,
the Group’s private labels have successfully set
themselves apart and are steadily gaining
market share. GPA markets a modern line-up of
staple products under the Qualitá brand, offers
organic and healthful products under the Taeq
brand and is expanding the sale of Casino
products as ambassadors of the French quality
of life.
CONVENIENCE STORES
Minuto Pão de Açúcar,
upscale
convenience
format concepts
While accelerating deployment of the Minimercado
Extra stores, GPA is continuing to extend its
convenience
into new
segments. In 2014, for example, a new premium
launched, combining Pão de
banner was
Açúcar’s upscale shopping experience with the
convenience of a neighborhood shop. In this
way, the first Minuto Pão de Açúcar units have
extended the convenience offering to a higher-
income clientele. In all, 15 stores were opened
during the year, with an initial focus on the
greater São Paulo area.
CASH & CARRY
Assaí continues to expand
at an industrial pace
HYPERMARKETS
”Cheaper, really
much cheaper”
In 2014, Extra hypermarkets invested
heavily
in pricing, with drastic
repositionings supported by national
advertising and aggressive promo -
tional campaigns. The advertising
featured Extra shoppers attesting that
the banner was ”cheaper, really much
cheaper”.
With nine stores opened in 2014, of which five in new large cities, Assaí is driving aggressive growth
with the goal of gaining market share in the particularly buoyant cash & carry segment. Originally
intended for food services professionals and resellers, the model has proved increasingly popular among
individuals and large families seeking guaranteed low wholesale prices. The efficiency-driven store
concept makes it possible for the banner to quickly open new outlets and pursue its geographic
expansion, in a commitment to operating in every state in Brazil. While still third-ranked in 2013, Assaí
moved up to number two in 2014.
MOBILE PHONES
Via Varejo launches a dedicated
mobile phone boutique
At a time when 100 smartphones are sold
every minute in Brazil, Via Varejo has
launched a novel concept of a boutique
dedicated entirely to mobile phone products
and services. This provides an entirely new
experience for consumers, who can select
their phone or tablet from among the best
on the market, then subscribe to a plan with
one of the leading Brazilian telecoms
operators. Located in shopping centres in
the country’s largest cities, 20 Casas Bahia
Mobile and Pontofrio Mobile boutiques
were already open for business in 2014.
56 //
2014 Annual Report // 57
COLOMBIA
Grupo Éxito strengthens
its leadership in every format
Colombia’s largest retailer, Grupo Éxito is demonstrating its
leadership through an omni-channel, multi-format strategy.
In 2014, it expanded its discount store network by
integrating the Super Inter outlets.
A LEADER IN EVERY FORMAT
A core stakeholder in Colombia’s retailing
industry, Grupo Éxito is continuing to gain
market share and now serves 44% of the
formal market1. It is supporting the emergence
of the middle class with a cross-format
expansion program covering
the value,
premium and convenience banners as well as
the e-commerce business. In this regard, the
acquisition of 46 Super Inter discount stores
was the highlight of 2014. By adding a fourth
banner, Grupo Éxito has now rounded out
its multi-format portfolio. Present in the
Colombia
The largest retailer
in Colombia
587 openings
in 2014
in Colombia
41,000 employees
in Colombia and
7,700 in Uruguay
on payroll under permanent
or fixed-term contracts
at 31 December 2014.
Operations in Colombia and Uruguay
Value
banner
Premium
banner
Convenience
banner
E-commerce
58 //
1,258 stores
Éxito Super
Éxito
Super Inter
Carulla
Éxito express
Carulla express
Surtimax
Aliados Surtimax
exito.com
carulla.com
cdiscount.com.co
54 stores
Uruguay
Géant
Disco
Devoto
Grupo Éxito is the largest private-sector
employer in Colombia.
premium food segment with its Carulla brand,
the Group reaches its core low to mid-income
customer base through the Éxito banner, which
encompasses hypermarkets, supermarkets and
convenience stores across the country. In
2014, it substantially broadened its presence
in the discount market by integrating Super
Inter, which is very well established in the Cali
region in the west, and by opening 17 Surtimax
supermarkets and several hundred new
Aliados Surtimax units in suburban locations.
AN OMNI-CHANNEL GROWTH
STRATEGY
is
Grupo Éxito
leveraging the unrivalled
strength of its store network to deploy a
nationwide omni-channel strategy, with
1,100 cities served. In 2014, 33 million visits to
the exito.com website confirmed its position
as one of Colombia’s leading e-tailers, notably
thanks to the explosive 700% surge in apparel
sales during the year. This huge demand is
being driven by the growing number of
purchasing channels available to shoppers. In
particular, sales via mobile devices are on the
rise and the digital catalogues set up in mid-
sized stores have proved highly successful (see
box). The e-commerce operations were also
extended during the year with carulla.com, a
new market entrant that reported 1.7 million
in business, and
visits
Cdiscount’s start-up in the non-food segment,
whose marketplace is expected to see fast
growth. In all, online sales rose by 40% in 2014.
its first year
in
>>> next page
1 Share of the organised
(official and regulated)
retail market in Colombia.
2014 Annual Report // 59
HIGHLY POPULAR
PRIVATE LABELS
Éxito’s appeal to Colombian shoppers is buit on
an array of innovative services in such areas as
consumer credit, insurance, mobile phones and
travel, and also on its non-food banner brands.
In housewares, Finlandek’s simple, youthful,
functional style has forged a reputation that
now extends into the global marketplace,
where its products are carried by all of our
subsidiaries around the world. Colombian
designers and buyers have also demonstrated
their expertise in the apparel segment. To
produce its Arkitect and Bronzini collections,
Éxito calls upon the talent of 300 Colombian
garment manufacturers and is forming a wide
variety of partnerships with prestigious
endorsers, such as star striker James Rodríguez
this year. Today, the Bronzini collections are
in the French
starting to make
market. !
inroads
APPAREL
James Rodríguez models
for Bronzini
In its commitment to gaining a solid foothold in the men’s
underwear market, the Bronzini apparel brand made a big
splash by recruiting Colombia’s most famous football
player to wear its colours. The 2014 FIFA World Cup’s top
goalscorer, wearing no. 10 for Real Madrid, has endorsed
the J10 collection and modelled Bronzini underwear in a
high-profile advertising campaign.
Finlandek products
are now exported to all
of the Casino Group's
subsidiaries worldwide.
E-TAILING
In-store virtual
catalogues
The new digital catalogue system is now
installed in 86 Éxito, Carulla and Surtimax
supermarkets in major cities and mid-sized
towns. Based on an interactive in-store
terminal, the system enables mid-sized
outlets to broaden their merchandise
offering to larger, more expensive non-food
items, with some 23,000 SKUs already
available online.
SHOPPING CENTRES
Viva creates an additional 60,000 sq.m
in retail selling space
In recent years, Grupo Éxito has begun to open Viva shopping
centres, in a perfect illustration of our dual retailing/property
model. Anchored by Éxito hypermarkets, the centres offer
Colombian shoppers an unmatched blend of entertainment
and services. More than 60,000 sq.m of retail space came on
stream this year, led by the country’s largest Viva, a superbly
designed mall that opened in August in Villavicencio, in the
Llanos region. This brought the total space operated in the
country’s nine Vivas to 270,000 sq.m.
CONVENIENCE STORES
More than 500 Aliados outlets
join the Surtimax chain
Introduced in 2013, the Aliados Surtimax franchise concept went
from strength to strength in 2014, with 506 openings nationwide
during the year. Managed by independent merchants, these stores
successfully combine the convenience of small, traditional stores
and the efficiency of modern, integrated retailing. In particular, the
franchisees enjoy access to our supply chain, product expertise and
marketing strength.
60 //
2014 Annual Report // 61
THAILAND
Big C, as close to shoppers
as ever
Without sacrificing any of its fundamentals – a friendly
shopping experience, competitive prices, hard-hitting
promotions and exclusive services – Big C is continuing to
expand while improving its margins.
A POPULAR, SHOPPER-FRIENDLY
BANNER
The complex political situation in Thailand and
the resulting economic slowdown impacted
Big C’s business in 2014, especially in the first
quarter. However, its image as a value-oriented,
friendly and close-to-the-shopper banner
ideally positioned it to address customer
expectations in the challenging environment.
Co-leader in the
Thai hypermarket
segment
82 openings
in 2014
26,700
employees
on payroll under
permanent or
limited-term
contracts at 31
December 2014
636 stores
Big C
Big C market
Mini Big C
C Express
Pure
bigc.co.th
cdiscount.co.th
Operations in Thailand
Value
banner
Convenience
banner
Non-food
banner
E-commerce
subsidiary maintained
The
and even
improved its margins, in particular thanks to its
successful promotional campaigns, its cost
optimisation policy and the development of its
supply chain, which was expanded with three
new distribution hubs. Expansion continued in
every format, with 82 stores opened during
the year.
FROM SUPERCENTER
TO MINI BIG C
As a showcase for Big C’s vision, the
Supercenters located in the heart of Thailand’s
largest cities are committed to delivering an
enjoyable shopping experience. They offer an
appealing model that combines a hypermarket,
a shopping mall, food services, promotional
events and services. Four new units were
opened in 2014. In a highly different format,
the Mini Big C convenience stores are
continuing to be rapidly deployed, with
46 openings in 2014 and a concept refresh in
around 100 outlets to expand their offering of
products and convenience services. Pure,
specialised in health and beauty products, is
also continuing to expand, with 20 new stores
opened during the year. !
CONVENIENCE STORES
Win-win agreement
with Bangchak
The partnership with Bangchak continued apace in 2014 with the opening
of 29 Mini Big C stores in our partner’s service stations in and around
Bangkok. Thailand’s second largest oil company, Bangchak operates a
thousand outlets across the country.
PROMOTIONAL CAMPAIGNS
Golden Day
To win over customers in every category, Big C deployed an
effective promotional policy throughout the year, based on
particularly aggressive campaigns emphasising the banner’s
friendly shopping experience and low prices. One example was
the Golden Day event organised simultaneously by Big C in its
stores and by Cdiscount online, which offered reductions of
up to 80%.
62 //
2014 Annual Report // 63
VIETNAM
Big C, the favourite banner
of the Vietnamese
A pioneering banner offering the lowest prices in Vietnam,
Big C is reasserting its identity at a time of slowing
consumer spending, while pursuing its duel growth strategy,
with five new shopping centres opened in 2014.
PRESENT IN 15 OF THE
17 LARGEST CITIES
The leading modern mass retailer in Vietnam,
whose 90 million inhabitants offer conside -
rable growth potential, Big C is continuing
to expand its nationwide coverage. To reach
new consumers, the subsidiary is pursuing its
programme of opening hypermarket-anchored
shopping malls. Based on the dual retail/
property model encoded in our DNA, five such
centres were opened during the year. In Nha
Trang, in the central region, Big C is testing a
new mall concept designed around a
Vietnamese-style food market. The subsidiary
is also stepping up expansion in the North of
the country, in Ha Long and Bac Giang. Today,
it is operating in 15 of the country’s 17 largest
cities. In Ho Chi Minh City, where it is deploying
the Big C Express convenience banner starting
with 10 units, Big C is innovating with its first
40 stores
Big C
C express
bigc.co.vn
cdiscount.co.vn
The leading
food retailer
The largest
hypermarket banner
in Vietnam
5 openings
in 2014
8,300
employees
on payroll under
permanent or
limited-term
contracts at 31
December 2014.
Operations in Vietnam
Value
banner
Convenience
banner
E-commerce
compact hypermarket-anchored shopping
centre, located at the ground level of a building
in the Cantavil neighbourhood. Well aligned
with
the expectations of middle-class
shoppers, this promising new concept will
become the banner’s standard model for
expanding in city centres.
PRICE-BUSTERS
for
At a time of slowing consumer spending in
2014, Big C announced drastic price cuts on
4,500 everyday products (see box), thereby
reaffirming its positioning as the low-price
leader. Well-known
its aggressive
promotional offers, Big C simultaneously
introduced the ”Famous for Fresh” series of
15 staple fresh foods at highly competitive
prices and the ”When it’s Gone, it’s Gone” line
of non-food
items at unbeatable, but
last-chance prices. Combined with its portfolio
of innovative supplementary services, this
pricing policy has made Big C the Vietnamese’
favourite banner. This is reflected in the
popularity of its Big Xu loyalty programme,
which now has a record 3.2 million cardholders.
Special sales days for cardholders have been
introduced, to wide acclaim. !
HYPERMARKETS
The price leaders for the past
five years
After gradually reducing its prices since 2013, Big C took things to
the next level in November 2014 with a national advertising
campaign, new in-store price displays, comparative shopping
baskets and an innovative ”guaranteed best price” promise (with
money back if a lower price is found elsewhere). Now positioned
5% cheaper than the competition, Big C has confirmed its price
leadership1 for the fifth year running.
1 Source: Kantar Worldpanel survey
Big C's loyalty programme set
a new record in 2014, reporting
a total of 3.2 million cardholders.
64 //
2014 Annual Report // 65
E-COMMERCE
Cnova, a new global
leader
Belgium
cdiscount.com
France
cdiscount.com
comptoirsante.com
monshowroom.com
moncornerdeco.com
moncornerdeco.com
moncornerbaby.com
Created by the merger of Nova Pontocom in Brazil and
Cdiscount in France, Cnova has emerged as one of the
world’s leading e-tailers and is now driving faster growth
outside the Group.
Colombia
cdiscount.com.co
Panama
cdiscount.com.pa
France’s leading
e-tailer
Co-leader in Brazil
€4.5 billion
in business volume
13 new sites
in 2014
A NEW PHASE OF EXPANSION
Our e-commerce business was created in
2014 around two leading non-food e-tailers:
Cdiscount, the leader in France that offers the
best products at the market’s lowest prices,
and Nova Pontocom, ranked second in Brazil
including the GPA banner sites. The effective-
ness of its click & mortar strategy enabled
Cnova to gain new market share in both its
home countries in 2014, with business volume
surging more than 26%, with a boost from its
marketplaces. Today ranked sixth worldwide
amongst listed e-tailers, Cnova initiated a new
growth phase in 2014, driven by the replication
of Cdiscount’s French model in the global
market. Websites have been opened via our
retailing subsidiaries in the existing host
countries of Brazil, Colombia, Thailand and
Vietnam. In addition, infrastructure synergies
made it possible to launch Cdiscount sites in
the neighbouring countries of Belgium and
Cameroon
cdiscount.cm
Ivory Coast
cdiscount.ci
Senegal
cdiscount.sn
Ecuador
Brazil
cdiscount.com.ec
cdiscount
pontofrio.com
extra.com.br
ehub.com.br
casabahia.com
barateiro.com
Vietnam
cdiscount.vn
Thailand
cdiscount.co.th
INITIAL PUBLIC OFFERING
Listed on the
NASDAQ and
Euronext
markets
Cnova ordinary shares began
trading on the US NASDAQ
market in November 2014 and
were listed on the Euronext Paris
market in January 2015.
Ecuador in 2014 and Panama in early 2015. At
the same time, Cnova has penetrated the
African market by joining with the Bolloré
transport and logistics group to open Cdiscount
sites in Senegal, Ivory Coast and Cameroon.
Thanks to its 22 sites around the world, Cnova
currently serves 13.6 million active customers1
in 11 countries. !
1 Customers having made at least one purchase in the past twelve months.
Marketplaces are accounting for a growing proportion
of the business volumes generated by Cnova sites.
In 2014, for example, the figures were 21.5% in France
and 12.4% in Brazil.
66 //
2014 Annual Report // 67
68 // Banner advertisements
2014 Annual Report // 69
Human Resources
Management
and Corporate
Social
Responsibility
Rich in its diversity, the Casino Group is a responsible employer that is
committed to developing its employees’ talents and an engaged
corporate citizen with strong roots in the regions that host its stores.
Wherever in the world they work, the Group’s teams play an active role in
addressing social and environmental challenges and continue a long
tradition of social innovation. This is an organisation where people grow,
engage and share.
70 //
70 //
Rapport d’activité 2013 // 71
2014 Annual Report // 71
A diversity of talent to drive
the Group’s performance
The Casino Group is a responsible, unbiased and engaged
employer that implements innovative programmes to
encourage the diversity of its talent and support employees
in their development.
PIONEER IN COMBATING
DISCRIMINATION
As a major employer in all of its host countries,
Casino respects the identity and culture of
its employees in the belief that diversity
contributes to economic performance. That is
why the Group has been active in fighting all
forms of discrimination since 1993. Casino
drives social innovation through a proactive
policy designed to encourage the hiring of
applicants from a wide range of backgrounds,
foster equal opportunity at every level of the
organisation and promote the spirit of living
together. In partnership with the labour unions,
the Group leads ambitious policies on disability,
racism, workplace access for young people and
gender equality, while raising the awareness
of its teams to discrimination on the basis
of sexual orientation1, religious beliefs or
its
appearance (see box). Attesting to
commitment, the Group 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.
SUPPORTING
EMPLOYEE DEVELOPMENT
The Group’s talent is supported by a participa-
tory review process that builds employee skills
through adapted training programmes and
encourages mobility. And thanks to structured
gateways between subsidiaries, the proportion
of internal hires is constantly on the rise. The
inter national dimension and the
Group’s
1 The Group signed the LGBT Commitment Charter, to
uphold equal rights and treatment of all employees
regardless of their sexual orientation or gender
identity.
Over 61,000 employees at GPA's
food banners received training
in 2014.
employees of every nationality in the Group
has benefited from this programme. They
have come to form a genuinely Group-wide
management community active in all Casino
host countries.
To promote a common managerial culture
based on its key values – of entrepreneurship,
loyalty, excellence and solidarity – the Group
its benchmark Managerial
implements
Attitudes and Behaviours at subsidiaries. This
benchmark now accounts for 20% to 30% of
managers’ performance-based compensation.
>>> next page
development of e-commerce bring employees
new opportunities for development.
To create a breeding ground for young mana-
gers of culturally diverse backgrounds, the
Group works through the Young International
Talents school-leavers programme. Every year
since 2010, a group of young male and female
GROUP CULTURE
Welcome to the Casino World
Community
Following the success of the Casino World Challenge, an online game
with more than 11,000 participants in seven countries, in 2014 the
Group launched the Casino World Community, a web platform available
to all Casino employees worldwide. Nearly 7,000 of them have already
signed up on the community website, which features news updates,
an interactive discovery experience and theme-based challenges. The
idea is to build their understanding of the Group and support selected
outreach projects in their countries. How does it work? Simple. Employees play online to earn points that they can
use to vote for selected charity projects. The project winning the most votes in each country will be funded through
the action of community members.
72 //
2014 Annual Report // 73
EMPOWERING WOMEN
IN LEADERSHIP ROLES
The proportion of women in
management, a core concern
in Casino’s gender equality
policy,
is rising steadily. A
gender equality barometer was
introduced to monitor eight key
indicators for each country.
The Group signed a Working
Parents Rights Charter. This led
to a three-point increase in
the proportion of women on
management committees
in
Brazil and Argentina. The figure
rose four points in Thailand and 12 points
in Vietnam, countries where 38% of
management committee members are
women. GPA has
launched a number of
initiatives, including Mulheres na Liderança at
Via Varejo. Twenty-two externally hired women
have become store managers through this
proactive recruitment and training programme.
The extremely active “C’avec elles” women’s
network in France, made up of more than
500 men and women managers, coordinated
about ten events
in 2014. Lastly, the
“Performance and Gender Equality” training
programme has been set up to federate
women employees from different countries to
support the development of female talent. !
BRAZIL
Engaging
employees
To measure employee sentiment, the
Casino Group conducts regular surveys
of its employees. In 2014, GPA sent out
questionnaires to 149,000 employees,
with an 83% response rate. The
employee engagement
rate has
increased four points since the most
recent survey
in 2012. 73% of
employees agree that they work in an
unbiased environment that accepts
individual differences, and 74% would
not hesitate to recommend GPA to a
friend looking for a job.
THAILAND
Big C Academy
The Thai subsidiary Big C has been developing
a vast range of training options for its
employees in recent years. The Big C Academy
offers professional training courses designed
for hypermarket staff and has included a
talent
identification and management
programme since 2014 to ensure that
employees receive the appropriate guidance
to develop their full potential.
Since 2014, Monoprix’s Executive Committee
has a majority of female members.
HIRING YOUNG WORKERS
An intergenerational contract
“Intergenerational contracts” were
signed in France to facilitate the
hiring of young people while
maintaining older employees in
work. These contracts encompass
a mentoring programme
to
promote the transfer of skills,
thereby complementing existing
tutoring programmes to assist
the Group’s 1,900 work-study
employees. The Group also
supports jobs in priority areas in
partnership with the Ministry for
Urban Affairs and the corporate
network for equal opportunity
in education, with its own special
website
for young workers,
www.alternance-stages-casino.fr.
In Brazil, GPA has developed
programmes to train disadvan -
taged youth
in a variety of
disciplines, including cashier, call
centre representative, baker and
pastry chef. Over 950 young
workers have benefited from the
programme.
PHYSICAL APPEARANCE
A guide for overcoming
prejudice
PREJUDICE
IS A BIG DEAL.
WOAH !
The Group has been promoting diversity for 20 years and takes an
innovative approach to fighting all forms of discrimination. This approach
aims to combat stereotypes on a day-to-day basis and offer managers
recommendations for adopting and promoting the right attitudes.
initiated
In 2014, the Group
a
prevent
to
programme
appearance discrimination. This
sensitive subject
lies at the
crossroads of many forms of
internal
discri mination.
working group was set up to study
the issue through a questionnaire
sent to 800 employees. The guide
“Physical appearance, deconstruc -
ting stereotypes, overcoming
prejudice” was drawn up based on
the findings and communicated
to 4,000 managers.
An
DISABILITY
An international
movement
Integrating disabled persons is one of
the Group’s long-standing priorities. A
campaign was rolled out in four languages
in 2014, featuring the mascot Handino. All
of
the Group’s banners worldwide
implement programmes focused on this
issue. In France, the Casino banners -
where disabled employees represent 13%
of the total workforce - are moving
forward with their policy to provide
support for employee caregivers, which
builds solidarity between employees.
245 days of paid leave were given to
employees who help a disabled member
of their family or dependent. Monoprix
has come out with the video “Monoprix,
les sourires”, which takes a sensitive
approach to fighting stereotypes about
disabilities, as the banner extends its
three-year pledge to hire 180 disabled
employees and renovate 345 stores to
provide disabled access. Big C Thailand,
recognised by Thailand’s Ministry for
Labour for its hiring policy, employs
367 disabled people, exceeding the
mandatory quota by 37%. It also signed an
agreement in 2014 with the Universal
Foundation to install phone kiosks at
27 stores to help people with hearing loss.
In Brazil, GPA launched a large-scale
recruitment campaign with 150 jobs
available at 80 Assaí stores.
74 //
2014 Annual Report // 75
Effectively fostering
health, safety and well-being
in the workplace
To ensure that the measures taken respond to real needs,
staff members play an integral role in the programme to
improve the safety and physical and mental health of Group
employees.
A FOUNDATIONAL APPROACH
The prevention of occupational hazards is a
major component of the Group’s workplace
health and safety policy. At Casino banners
in France, this policy is developed jointly
with employee representatives as part of the
Group-wide agreement on workplace health
and safety signed in 2010. A number of
measures have been taken to prevent road
risks, work-related hardship and psychosocial
and health risks.
PREVENTION THROUGH
FEEDBACK
led by
The employee feedback programme continues
to spread in France. Focusing on work organi-
sation and working conditions, the programme
local managers to assess and
is
prevent professional risks based on employee
sentiment.
After training, managers have the tools they
need to identify areas for improvement in their
annual interviews with employees. The ideas
that come out of the programme are applied
in the field. This programme is currently
applied at Géant Casino hypermarkets,
Casino supermarkets, Easydis warehouses
and Cdiscount and continues to be rolled out
in the foodservices division.
HEALTH & PREVENTION DAYS
In 2014, several prevention days were
organised to raise employee awareness about
health risks. Sessions to raise awareness about
office workstation ergonomics were held
in the interest of preventing musculoskeletal
disorders (MSDs). Films were shown and
discussions organised with the occupational
health physician and an ergonomics specialist.
Other risks and topics include workshops on
tobacco information and prevention, nutrition
and diabetes organised at operational sites in
France. These health and prevention days
bring an effective response to employee
concerns and are always a huge success. !
CARING MANAGEMENT
Motivate while giving meaning to action
In 2014, Casino teamed up with an emergency doctor and expert in occupational stress to initiate a caring
management awareness and training programme. This programme focuses on developing employee motivation in
a demanding economic environment based on a thoughtful style of management. More than 800 managers
participated in the training programme implemented with Dr Philippe Rodet. Round table discussions were organised
to identify best management practices and apply them. An online training platform was launched that is available to
all managers.
76 //
2014 Annual Report // 77
Managing and reducing
environmental impacts
In 2003, the Casino Group defined its environmental
commitments, which were reaffirmed when it signed the
United Nations Global Compact. The target is to continue
reducing the Group’s environmental footprint.
CARBON AUDIT
Every year, the Group carries out a carbon audit
covering all of its subsidiaries worldwide
to reduce its greenhouse gas emissions.
Greenhouse gas emissions were estimated
at 2.3 million tonnes of CO2 equivalent in 2014
(Scopes 1 and 2). Refrigerant refills, energy
consumption and goods transport, the main
sources of direct emissions, are the focus of
the initiatives and action plans rolled out by
Casino Group banners throughout the year.
OPTIMISING
ENERGY PERFORMANCE
In all its host countries, Casino continues to
improve the energy efficiency of its stores
through Energy Performance Contracts (EPCs)
implemented by its subsidiary Green Yellow.
Energy experts help banners to reduce
their energy consumption by optimising
refrigeration units, lighting and air conditioning
systems and by closely monitoring equipment
energy use. In France, where 502 Casino sites
earned ISO 50001 certification in 2013 for
their energy management system, the Group’s
electricity consumption fell by nearly 7%,
and 93% of Géant hypermarkets have refri -
gerated display cases fitted with doors. In
Colombia, the programmes implemented with
Green Yellow enabled Grupo Éxito to reduce its
energy consumption by more than 40 GWh in
2014, i.e., the annual electricity consumption
of 22,500 households.
In Brazil, about
twenty Extra hypermarkets benefited from
FRANCE
Guide to environmental
practice in stores
The Guide to environmental practices in stores, aimed at raising
manager and employee awareness and distributed at Casino’s
banners in France, is designed as an informational and self-
assessment tool. It encourages waste sorting, smart energy use
and other environmentally friendly behaviours.
Grupo Éxito reduced its energy consumption
by more than 40 GWh in 2014, i.e., the annual electricity
consumption of 22,500 households.
EPCs in 2014, with about 100 sites expected
to implement the programme in 2015.
MORE ENERGY EFFICIENT
REFRIGERATION UNITS
The Group is taking steps to reduce refrigerant
leakage from existing units and develop new
equipment that requires less initial loading of
major global warming fluids like HFCs. A study
was conducted in 2014 with the support of the
French Environment and Energy Management
Agency (ADEME) and a specialised firm to
consolidate the feedback from stores in France
and Brazil and compare the energy efficiency
of maintenance solutions. The findings of this
study were used to develop a decision-making
tool that can factor in the environmental,
financial and energy impact of the options pre-
sented when buying refrigeration equipment.
>>> next page
78 //
2014 Annual Report // 79
REDUCING THE IMPACT
OF TRANSPORT
The Group continues to optimise the distances
covered and improve the quality of its fleet.
Twenty clean trucks running on natural gas are
used for deliveries by Monoprix stores, while
51 cleaner, quieter Citygreen lorries cover 80%
of Casino’s city deliveries. Easydis, Casino’s
logistics subsidiary, works with suppliers to
reduce the impact of deliveries, with ware-
house delivery by rail, use of cardboard
palettes, joint deliveries, etc. In Vietnam, Big C
developed deliveries by waterway for stores
located in the country’s central and northern
regions. A new indicator to be used by all
subsidiaries to monitor the impact of transport
in kg CO2 per tonne-kilometre was defined in
2014 and will be deployed in 2015.
FOCUS ON RECYCLING
Recycling delivery boxes and plastics, sorting
organic compostable waste, and more. In all its
host countries, Group subsidiaries work to
reduce waste from operations and increase
their recovery rates. To achieve this, they
develop training on sorting techniques, raise
awareness among store and warehouse
recycling
employees and set up
processes. GPA continues to roll out its
integrated waste management system, which
includes composting organic waste and
recovering recyclable waste. In 2014, this
system was deployed in 147 stores. A total of
more than 230,000 tonnes of waste (cardboard,
plastic and organic matter) was recovered in
2014 across the Group, of which 113,000 in
France. !
local
WASTE COLLECTION
Encouraging
sorting
Casino’s banners raise their
customers’ awareness about
recycling and set out in-store
collection stations. In 2014,
396 tonnes of batteries,
light bulbs,
67 tonnes of
2,565
small
tonnes of
electrical appliances,
10 tonnes of ink cartridges
of
and
cardboard were collected for
recycling.
tonnes
5,666
ARGENTINA
Libertad adopt
”green checkout”
concept
As part of Libertad’s CSR programme, Juntos en
Acción, 13 of
its 15 hypermarkets have
implemented the “green checkout”, an innovative
concept in Argentina. This system focuses on
raising consumer awareness and reducing the use
of plastic bags. No single-use plastic bags are
given out at green checkout counters. Cashiers
explain the policy to customers and offer them
reusable canvas bags sold at checkout.
FRANCE
Partnering customers in
responsible consumption
To encourage customers to adopt responsible consumer
habits, Monoprix is boldly advertising its commitment to fair
trade and organic farming with the "Made Right for You" in-
store campaign. At the same time, under the "Funny Face”
(“Quoi ma gueule") label, the banner is selling asymmetrical,
blemished or otherwise imperfect fruits and vegetables at
a 30% discount. This initiative, led by the non-profit
organisation Les Gueules Cassées, is part of a movement to
prevent food waste. Casino, with the support of Ademe, is
also
responsible
the "Choice
consumption campaign in more than 2,500 stores.
is Action"
renewing
GPA
Raising employee awareness
To increase the efficiency of its initiatives, GPA involves its teams in the
programme to reduce the environmental impact of its stores, for
example by organising management seminars and working groups on
refrigerant gases, goods transport and other key issues.
80 //
2014 Annual Report // 81
Reaching out to the
most vulnerable
In all of their host countries, Casino’s banners reach out to
help the needy. The Group’s foundations have also long
been involved in efforts on behalf of children.
A LONG-TERM COMMITMENT
TO FOOD BANKS
The Group devotes energy
at all
levels to supporting
the needy through collection
drives at its stores and ware-
houses worldwide. As part of
their CSR policy, the Group’s
banners around the world give
central importance to working with food
banks to collect goods for donation, from both
stores and customers. A coordinated effort
between France and Brazil was organised for
the Christmas season. More than 1,300 stores
under French banners participated in food
bank drives on 27 and 28 November, collecting
over 1,100 tonnes of basic commodities. The
following week, on 7 December, the Instituto
More than 25 million meal
equivalents were donated
by Group banners through
in-store food drives.
GPA organised the Dia de Solidariedade in
Brazil. 820 stores participated in collecting
more than 500 tonnes of foodstuffs, with the
involvement of 1,000 employee volunteers.
This exceptionally
large-scale campaign
benefited organisations such as Amigos do
Bem, Banco de Alimentos and Mesa Brasil. And
this commitment is shared by other banners. In
Colombia, Grupo Éxito collected more than
3,010 tonnes of comestibles for local food
banks. In 2014, 12,980 tonnes of food products,
the equivalent of 25.9 million meals, were
donated to various food bank networks by the
Casino Group.
IMPLEMENTING MORE LOCAL
AND NATIONAL INITIATIVES
The Group banners initiate or participate
in campaigns that benefit public interest
organisations. In France, Franprix supports
the Secours Populaire and French Red Cross
through the “Rounding up” initiative, deployed
at 380 stores, where customers can round up
the total of their shopping bill and donate the
difference. Monoprix supported Emmaüs by
organising the fifth edition of a large-scale
EQUAL OPPORTUNITY
The first year of the "Prosperar"
programme
At the initiative of Jean-Charles Naouri and Professor Carlos Ivan Simonsen Leal, a partnership was
forged between Instituto GPA and Fundação Getúlio Vargas, one of Brazil’s best higher education
institutions for business. The “Prosperar” programme grants merit-based scholarships that allow
students from low-income families to finance their studies. The first 17 students were enrolled
in 2014, of whom 11 are seeking a Masters in Public Administration and the remaining six a Masters
in Business.
clothing drive. Stores and warehouses are also
encouraged to take action to support local
organisations through the “engaged corporate
citizen” programme. Every year, several
hundreds of initiatives are taken. Through
the “microDon” card offered at 59 stores,
Monoprix collected funds for 45 local organi-
sations.
PRIORITY ON CHILDREN
Childhood protection is a common theme in
a number of subsidiary initiatives. With the
Big Community programme, Big C Vietnam
financed 12 projects to improve the quality of
life of underprivileged children, such as
building a kitchen for a pre-school and renova-
ting classrooms. Big C Thailand offered its
support to the children’s day care centres of
the Foundation for Slum Child Care in Bangkok.
The shared product campaigns coordinated
with suppliers also aim to help children. In
France, Casino banners and Danone jointly
support the Dr Souris organisation to provide
thousands of hospitalised children with com-
puters and Internet access. With Pedigree, the
funds collected are donated to the Handi’Chien
organisation to buy and train assistance dogs
for children. Big C Thailand teamed up with the
Dutch Mill dairy products brand in supporting
children with heart diseases. !
GOL DE LETRA
Supporting children from favelas
During the FIFA World Cup, Casino supermarkets and Géant
hypermarkets led initiatives to support the Brazilian organisation
Gol de Letra, which is dedicated to helping children from the favelas
of São Paulo and Rio de Janeiro. Created in 1998 by two former
football stars, Rai and Leonardo, Gol de Letra is sponsored by the
Casino Foundation.
82 //
2014 Annual Report // 83
The Group’s foundations
take action to help children
The Casino Foundation celebrates
its 5th anniversary
The Big C
Thailand
Foundation
supports
education
The Big C Thailand Foundation
focuses on promoting youth
education. It provides financial aid
to the least fortunate – with over
6,000 scholarships awarded in
2014 – and jointly finances the
construction of new schools – with
a total of 41 sponsored to date.
the
In the spring of 2014, the Foundation
celebrated five years of action to prevent
the cultural exclusion of children.
Education through theatre is currently its
main area of involvement. In partnership
with the French national education
system,
at School”
”Artists
programme lets children from schools
in disadvantaged areas take part in
theatre-related projects during school
time. For the Foundation’s anniversary,
350 students involved in the programme
put on quality stage performances at
the Odéon in Paris and the Comédie in
Saint-Étienne. The Foundation’s Artistic
Committee has selected nine projects
to support over the next two years.
Meanwhile, the “Local Initiatives for
encourages
programme
Children”
Group employees to sponsor
local
drama projects. Six initiatives were
backed by the Foundation in 2014.
The “Foundation’s Choice” was the
organisation Les Tréteaux Blancs. Every
year, its teenage troupes, supported and
assisted by professionals, produce
original shows, covering every phase in
the creative process. They perform their
new works for the paediatric units of
hospitals in the Paris and Toulouse
regions.
Helping young people
enter the workplace, the
objective of Instituto GPA
Instituto GPA develops educational programmes to help young
people from low-income backgrounds enter the workplace. Its
eight centres offer free English classes and training to become
a cashier or call centre representative. In partnership with the
government of Rio de Janeiro, the organisation finances the
NATA professional training centre where 332 students can be
trained for jobs in the baking and dairy sectors. The Instituto,
working with the Getúlio Vargas Foundation, also leads the
“Prosperar” programme which grants merit-based scholarships
to students from low-income families. In addition, Instituto
GPA is regarded for its music education programme, Música
& Orquestra, which teaches 590 children to play violin and cello
and perform as part of an orchestra.
The Monoprix Foundation
strengthens social bonds
The Monoprix Foundation’s commitment to combating
exclusion in urban areas also concerns young people,
offering support for action to promote workplace access
for youths from the organisation Unis-Cité and for Sport
dans la Ville initiatives.
Éxito Foundation aiming
to end malnutrition
In Colombia, the Éxito Foundation is spearheading a
nationwide movement, “Gen Cero”, which works to
combine the efforts of public and private organisations
to eliminate child malnutrition by 2025.
It supports
that
underprivileged children and pregnant women eat a
healthy, balanced diet. More than 7,500 families from
56 cities in the country have benefited from the
Foundation’s food relief programme. The “Infancia Sana”
project has fed 35,500 children aged 2 to 5.
local organisations
to ensure
84 //
2014 Annual Report // 85
A CSR-driven growth model
The Casino Group is pursuing a corporate social responsibility (CSR) policy
structured around its five main areas of responsibility 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 drawn
on a long history of innovation on behalf of the
community, the workplace and the environ-
ment. This pioneering spirit, embodied in the
Group’s four key values – entrepreneurship,
loyalty, excellence and solidarity – underpins
our continuing CSR commitment, both in
France and worldwide.
15 GUIDING PRIORITIES
The ongoing Corporate Citizenship 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 the Casino Group’s support for the
fundamental principles
in the Universal
Declaration of Human Rights, the fundamental
International Labour
conventions of the
Organisation and the ten prin-
ciples of the United Nations
Global Compact, of which the
Group is a signatory.
Trusted partner
Strengthen ethical social compliance
Support local production channels
Promote the CSR initiatives of SMEs
For the second year in a row, Casino was
awarded the Grand Prize for Responsible
Retailing from France’s ESSEC Business
School in 2014. The Group also received
several honours for promoting diversity in
France, such as the award from LSA magazine,
and for actions led internationally.
Committed employer
Responsible retailer
Help young people enter
the workforce
Promote diversity
Provide growth opportunities
for employees
Take action to protect
consumer health
Encourage environmentally
friendly consumption
Environmentally proactive
Group
Engaged local corporate
citizen
Reduce greenhouse-gas emissions
Develop foundation programmes
Increase energy efficiency
Develop solidarity partnerships
Reduce and recover waste
Increase local solidarity actions
Promote biodiversity
A GRASSROOTS STRUCTURE
Responsibility for implementing and coordi -
nating this commitment lies with the Group’s
CSR Department, which was established in
2010 to accelerate the pace of progress on CSR
issues within the subsidiaries. The twelve CSR
Strategy Committee members (including nine
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. Environmental experts meet on a
regular basis to conduct “Green Excellence”
workshops. Various committees, in addition,
are also instrumental in implementing CSR
policy, including the Human Resources steering
committee, the Nutrition and Health scientific
committee, the Quality committee and the
CSR coordination and monitoring committees
in each subsidiary worldwide. CSR reports are
published by Casino’s main subsidiaries:
Grupo Éxito, GPA, Big C Thailand, Libertad and
Monoprix in France. !
NEW CSR AGREEMENT
Strengthening
commitments
Casino signed a CSR agreement in 2014
with the four representative labour unions to
confirm its drive to incorporate CSR into its
economic and social model. Under the
agreement, a CSR commission will be set
up with the labour unions, and 50 new
initiatives will be launched to address the 15
Group priorities.
Benchmark indices
Casino is included in the following socially responsible investing
indices: FTSE4Good, Vigeo Eurozone 120, Ethibel, Dow Jones
Sustainability Index World and ECPI Indices/EMU Ethical Equity.
Éxito is included in the Dow Jones Sustainability Index for
emerging countries. These indices cover companies with the best
ratings based on environmental, social and governance criteria.
The Group has reported to the Carbon Disclosure Project (CDP)
since 2013.
DIALOGUE
Understanding
stakeholder expectations
In each country where it operates, the Group has for many years 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.
To structure these exchanges more effectively at Group level and gain a
better understanding of stakeholder expec tations, the Casino Group
invites its stakeholders to participate in CSR Strategy Committee meetings
to discuss major issues. In the past two years, meetings have mainly dealt
with the analysis of Group CSR challenges, the carbon footprint of
operations, the impact of raw materials on deforestation and the business
ethics policy.
In Brazil, GPA conducted a materiality assessment, which confirmed
employee expectations concer ning GPA’s social responsibility, the quality
of life at work and equality for employees. External stakeholders
high lighted the importance of responsible consumption, the development
of small businesses and local employment.
The Casino Group contributes to the work of the International Labour
Organisation’s Business and Disability Network, as a founding member. It
is also involved in the Social Clause Initiative and Companies for Human
Rights, and supports the Global Social Compliance Programme. The Group
also nurtures regular dialogue with socially responsible investing
stakeholders, such as rating agencies and socially responsible investment
(SRI) funds.
86 //
2014 Annual Report // 87
Key 2014 CSR performance indicators
Committed employer
DIVERSITY
Group workforce breakdown by region (1)
France (2)
21%
67%
12%
Asia/Indian
Ocean (3)
73% of the Group's workforce is
located in France and Brazil.
(1) Total permanent/limited-term workforce
at 31 December 2014.
(2) France: Casino, Franprix, Leader Price,
Monoprix, Cdiscount
(3) Asia/Indian Ocean: Big C Vietnam, Big C
Thailand, Vindémia
(4) Latin America: Grupo Éxito, Libertad, Disco,
Devoto, GPA
Latin
America (4)
Group workforce breakdown by age (1)
Workforce over
the age of 50
41%
10%
49%
Workforce under
the age of 30
Committed to giving young people
access to the job market, the Group had
more than 137,300 employees under the
age of 30 in 2014, up 3% on 2013.
(1) Total permanent/limited-term workforce at
31 December 2014
Workforce aged
30 to 50
Workforce breakdown by full-time/part-time employment (1)
Asia/Indian Ocean
Latin America
France
Group
88%
91%
72%
87%
12%
9%
28%
13%
Workforce breakdown by permanent/limited-term employment (1)
Asia/Indian Ocean
Latin America
France
Group
77%
94%
93%
92%
23%
6%
7%
8%
A large majority of Casino Group
employees (87%) are in full-time
employment, up 1 percentage point
on 2013.
(1) Total permanent/limited-term workforce
at 31 December 2014
% 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 2014
% 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 region (1)
Indian Ocean
Vietnam
Thailand
Argentina
Uruguay
Colombia
Brazil
France (2)
Group
50%
37%
60%
40%
57%
53%
58%
27%
47%
19%
50%
27%
49%
22%
59%
39%
52%
38%
The Group is enhancing team gender diversity by
pro-actively tackling the issue of workplace inequality on
several fronts: gender diversity across job categories, career
management services for women, fairness in human
resources processes (access to training, hiring and
promotions) and parenthood.
(1) Total permanent/limited-term workforce at 31 December 2014
(2) France: Casino, Franprix, Leader Price, Monoprix, Cdiscount
% of women in the workforce
% of women in management
France (2)
Latin
America
40%
53%
7%
Asia/Indian
Ocean
The number of disabled employees increased by 6%
compared with 2013 as a result of programmes
implemented in 2014.
(1) Total permanent/limited-term workforce at 31 December 2014
(2) France: excluding Franprix, Leader Price
88 //
2014 Annual Report // 89
Environmentally proactive group
Breakdown of scope 1 and scope 2 greenhouse-gas (GHG) emissions
by region
France
Latin
America
46%
23%
31%
Asia/Indian
Ocean
Breakdown of scope 1 and scope 2 greenhouse gas
(GHG) emissions by country
France
Brazil
Colombia
Uruguay
Argentina
Thailand
Vietnam
Indian Ocean
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
2013
2014
0
100,000
300,000
500,000
700,000
tCO2e
The total estimated amount of
emissions for scope 1 and scope 2 is
stabilising even as the Group
continues to develop its operations.
The sharp decrease in emissions in
France is largely attributable to
stepped-up maintenance of
refrigeration units and store energy
renovation projects.
The rise in emissions noted in Brazil
and Colombia is mainly due to the
increase in overall retail surface area.
Scope 2 carbon intensity in Thailand
reflects the use of coal-fired plants to
produce power.
scope 1
scope 2
In 2014, for the third year in a row, the
Casino Group evaluated its direct
emissions (scope 1) and indirect
emissions related to its energy
consumption (scope 2). One third of
the Group's emissions are generated in
the Asia/Indian Ocean region, and
nearly half are produced in Latin
America.
Breakdown of scope 1 and scope 2 greenhouse gas (GHG)
emissions by source in 2014
1%
4.9%
0.1%
55%
39%
Scope 1
Heating fuels
Vehicle fleet fuels
Fluids
Scope 2
Electricity
District heating
Change in energy efficiency by Group entity
(in kWh/sq.m)
The assessments conducted in 2014
provide confirmation of those
conducted in 2013.
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.
For Casino, the effects of energy
performance contracts and favourable
weather conditions in 2014 (mild winter
and cool summer) led to an 8% decrease in
electricity consumption per square metre
compared with 2013, and a 16% decrease
compared with 2012. With electricity use
of 401 kWh/sq.m, Géant hypermarkets
came in line with the performance levels
recommended by ADEME for stores
targeting high energy efficiency.
The high ratios reported for Vietnam and
Thailand are due partly to local climate
conditions and partly to the inclusion of
energy use indicators reported by shopping
centres, which are heavily air conditioned.
The 2014 reporting scope for the volume of
sorted and recovered waste in France
primarily includes Leader Price and Codim.
Cardboard sorted for recycling accounts for
most of the Group's recovered operating
waste. Organic waste is the second biggest
category of waste that is sorted at source in
stores, notably in France. The changes in
the data for Brazil and Colombia reflect a
change in reporting scope: 2014 data
corresponds to actual available data for a
scope covering 78% of GPA stores in Brazil
and 62% of Éxito stores in Colombia.
2013
2014
Cardboard
Other
1 200
1 000
800
600
400
200
0
3
8
9
9
2
9
1
0
6
4
6
5
0
0
6
6
7
5
3
4
5
2
0
5
3
8
6
4
4
6
4
6
5
1
7
5
9
0
5
5
5
5
5
5
5
0
2
0
1
,
0
8
9
4
9
9
5
2
8
Casino
M onoprix
Vindé mia
Franprix
Leader Price
GPA
Éxito
Disco Devoto
Libertad SA
Big C Thailnd
Big C Vietna m
Change in volume of recovered waste
France (1)(2)
Brazil (3)
Colombia
Uruguay
2013
2014
2013
2014
2013
2014
2013
2014
Argentina
2013
2014
Indian Ocean (4) 2013
2014
0
20,000
40,000
60,000 80,000 100,000
120,000
(1) France 2013: excludes Codim and convenience stores under the Casino, Franprix and
Leader Price banners.
(2) France 2014: excludes convenience stores under the Casino and Franprix banners.
(3) Indian Ocean: Vindémia, excluding operations in Mayotte, Mauritius and Madagascar.
90 //
2014 Annual Report // 91
Responsible retailer
PROMOTING RESPONSIBLE CONSUMPTION
Number of certified sustainable national-brand and Group
private-label products (1)
Latin
America (4)
Asia/
Indian Ocean (3)
362
2,319
France (2)
12,497
Breakdown of social audits conducted by the Casino Group
by country
China
46%
Bangladesh
28%
10%
India
16%
Other
More than 15,170 certified sustainable
products are sold in Casino Group stores. In
particular, a wide range of organic products
are available to shoppers, with a total of over
13,240 on store shelves Group-wide. In
France, more than 11,170 AB-certified
organic products (excluding apparel) are
available, of which 1,115 under banner
brands. Outside France, GPA sells over 1,200
organic products, including a number of
Casino Bio items.
(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 and
Disco Devoto.
A total of 190 social audits were
conducted in 2014, of which 77% were
initial audits and 23% were follow-up
audits. In light of the special
circumstances in Bangladesh, in 2014 the
Group once again audited 100% of the
country's first-tier plants working for its
private-label brands.
SOCIAL ETHICS
Guidance for suppliers
Since 2002, the Casino Group has been engaging its
suppliers in a social ethics process that aims to
improve the conditions in which workers are employed
to manufacture the Group’s private-label products. In
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 are being met,
Casino conducts social audits every year. In 2014, 190
audits of private label plants were carried out by
various independent experts, based on France’s Social
Clause
Initiative guidelines. Primarily targeting
countries 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
list.
downgraded or be struck off the supplier
Aware that the audits are a necessary but not
sufficient step forward, the Group’s local offices are
playing an essential role in helping suppliers to deepen
their understanding of the Group’s expectations. At
the same time, the Corporate Social Responsibility
Department is leading regular awareness programmes
with the purchasing teams, local offices and suppliers
to present the Ethics Charter.
In light of circumstances specific to Bangladesh, the
Group audited all tier-1 plants operating in the country
on behalf of
implemented
unannounced systematic audits for preliminary listing
and stepped up its safety controls. In July 2013, Casino
Global Sourcing (CGS) adhered to the Accord on Fire
and Building Safety in a move to support and
participate in a process to improve plant safety
conditions in Bangladesh. Plants producing goods for
CGS were audited in 2014, and a corrective action plan
has been implemented.
its private
labels,
92 //
2014 Annual Report // 93
Roadmaps
The following roadmaps outline the major initiatives taken to
address the 15 priorities of our CSR continuous improvement
process, while nurturing dialogue with all of our stakeholders.
Status
Postponed
Underway
Objective met
Objective partially met
Objective not met
Cancelled
Scope
Group: all French and international subsidiaries
Group France: all subsidiaries in France
(Casino + Franprix/Leader Price + Cdiscount + Monoprix
Committed employer
Corporate policy
Objective
• PROMOTE DIVERSITY AND COMBAT DISCRIMINATION
Combat stereotypes through campaigns to raise awareness
Incorporate new criteria
Deploy defined action plans in accordance with agreements signed or certifications earned
• HELP THE DISABLED TO ENTER THE WORKFORCE
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
Deploy the actions stipulated in agreements
• PROMOTE GENDER BALANCE IN THE WORKPLACE
Track and increase the number of women in management and on executive committees
Identify and reduce any unjustified pay differentials
Provide support for working parents in the organisation
• HELP YOUNG PEOPLE TO ENTER THE WORKFORCE
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 mentoring and tutoring programmes
• PROVIDE CAREER GROWTH OPPORTUNITIES FOR EMPLOYEES
Evaluate employees to identify their training needs
Expand e-learning opportunities to train as many employees as possible
Set up special training programmes to support employees in social difficulty
• ENSURE A SAFE, HEALTHY WORKPLACE
Identify risks specific to each job
Develop appropriate prevention programmes
Implement the action plans set out in agreements
Strengthen training programmes
Foster workplace well-being
• ENCOURAGE SOCIAL DIALOGUE
Promote efforts to sign agreements on major workplace and CSR issues
94 //
2014 Annual Report // 95
Committed employer
Our record in 2014
Committed employer
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• PROMOTE DIVERSITY AND COMBAT DISCRIMINATION
• PROMOTE DIVERSITY AND COMBAT DISCRIMINATION
Combat appearance discrimination
Group France
2015
A programme to prevent discrimination based on physical
appearance was undertaken with the support of an in-house
working group and a questionnaire sent to 800 employees.
The findings showed that 65% of the respondents felt that it
was important for the Company to take specific action to
address lookism issues. A handbook, entitled Physical
Appearance: Deconstructing Stereotypes, Overcoming
Prejudice, was published and distributed to around
4,000 managers.
Initiate the process for earning
France’s Diversity Label at Franprix,
Leader Price, Cdiscount and Vindémia
Franprix, Leader
Price, Cdiscount,
Vindémia
(Reunion Island)
2016
The process is underway in every unit.
Fulfil commitments made in
signing the LGBT Charter
Monoprix
(excluding
Samada and
Naturalia),
Casino
2014
In line with its commitment to ensuring equal rights and
treatment for every employee regardless of his or her sexual
orientation, the Group stepped up action against
discrimination in this area. A handbook recommending
management practices and talking points to help combat
stereotypes and prejudices was distributed to Casino
managers. Communication initiatives to promote the LGBT
Charter signed by the Group were also led by Monoprix and
Casino.
Strengthen the
”Help the Helpers” campaign
Casino
2014
• HELP THE DISABLED TO ENTER THE WORKFORCE
Incorporate the ”Together” anti-
discrimination programme into the
orientation training given to directors
and deputy directors and into the
training plan
Franprix
2014
The programme was included in orientation training curricula
and in training plans.
Implement the measures outlined
in agreements supporting
employment for the disabled
Casino
Monoprix
2016
Maintain efforts to reduce illiteracy
Casino, Franprix
2015
A dedicated ”Basic Skills” course was introduced by Franprix.
Casino created two remedial courses, ”Back to Basics in
French” and ”Back to Basics in Maths”, and continued to offer
its ”Voltaire Certification” programme that validates spelling
and grammar skills.
The policy initiated under the previous agreement to provide
support for employees who are family caregivers was
enhanced. Introduced in 2011, the policy is designed to assist
and support employees who act as family caregivers by
offering access to a platform of free, confidential advice or by
organising annual conferences on the policy’s three action
issues: the Handipacte programme, equal opportunity in the
workplace (work-life balance) and older employees.
The 2013 collective bargaining agreement concerning family
caregiver leave enabled 38 employees to take days of leave
donated by their colleagues and matched by the Group. A
booklet entitled
employees. ”Helping Our Parents” workshops were set up to
enable employees to discuss these issues directly with outside
experts.
was also issued for
In 2014, the ”Handino” information and awareness building
campaign was deployed in four languages in the French and
international subsidiaries. Using examples and testimonials in
a video and a booklet, it reviewed the initiatives in place to
help the disabled to enter the workforce.
As a founding member, the Group continued to participate in
the ILO Global Business and Disability Network of companies
and other organisations addressing the issue of disability
inclusion.
Under the sixth agreement, a variety of initiatives were
undertaken at Casino, where 13% of the workforce was
classified as disabled, with a deduction for 2014, versus
11.93% in 2013. In accordance with its fourth agreement on
disability inclusion, Monoprix produced an employee
sensitivity training video entitled ”Smiles”. 345 Monoprix
stores were renovated to facilitate accessibility for the
disabled.
96 //
2014 Annual Report // 97
Committed employer
Our record in 2014
Committed employer
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• HELP THE DISABLED TO ENTER THE WORKFORCE
• PROMOTE GENDER BALANCE IN THE WORKPLACE
Continue and expand
programmes aimed at disability
inclusion in the workplace
GPA -
Multivarej
Big C Thailand
Grupo Éxito
2014
2014
2014
Big C Thailand, which was honoured for the third straight year
with an award from the National Office for Empowerment of
Persons with Disabilities, employs 367 disabled people in its
hypermarkets, exceeding the legal quota by 37%. During the
year, the banner deployed a wide array of initiatives to
promote the rights of people with disabilities by:
- Participating in the ”Well-being for Persons with Disabilities”
convention organised by the National Office for
Empowerment of Persons with Disability and the Ministry of
Social Development and Human Security
- Developing special training for hearing-impaired employees
- Being the first and only local retailer to sign an agreement
with the Universal Foundation For Persons With Disabilities to
install phone kiosk services in 27 stores for people with
hearing disabilities.
Éxito continued to expand its programme dedicated not only
to the disabled, but also to victims of
armed conflict and young persons in difficulty, with
182 additional people supported in 2014.
GPA remains as committed as ever to hiring and integrating
the disabled. In 2014, a monthly procedure was introduced to
get all of the human resources departments involved in
tracking progress towards objectives and action plan
milestones. Assaí launched a broad-based campaign to hire
people with disabilities that has increased the number of
handicapped employees by 75% in two years.
Conduct a diagnostic audit to deploy
an action plan in partnership with
employee representatives
Vindémia
2014
The audit was performed and the findings reported to
employee representatives. Negotiations for the agreement are
scheduled to begin in 2015.
Develop company networks for
promoting equal opportunity
Casino
Franprix
2014
Implement actions to foster equal
opportunity in accordance with
agreements, the Equal Opportunity
Employer label and the agreement
signed with France’s Ministry of
Women’s Rights
Casino
Monoprix
2015
Continue policies designed to
enable women to serve in
executive positions
Big C Thailand
Big C Vietnam
2014
• HELP YOUNG PEOPLE TO ENTER THE WORKFORCE
Created in 2011, the “C’avec elles” women’s advocacy
network, which comprises more than 520 men and women
managers in France, organised more than ten events in 2014.
During the year, Franprix launched the ”Elles en magasins”
women’s network.
Women managers at Casino, Cdiscount, Franprix and Leader
Price were once again surveyed, with the findings attesting to
the positive impact of action plans on the percentage of
women in management. The survey also showed that the
human resources processes for training opportunities,
promotions and compensation are gender equal. The priority
objectives of the equal opportunity action plans remain the
same, namely to continue the fight against stereotypes,
improve the perception of career opportunities by informing
people about jobs and mobility across the organisation, and
enhance mentoring and support with training programmes for
women managers.
A gender equality scorecard was introduced to track, in
association with each country’s human resources department,
eight key indicators reflecting the level of representation of
women in management. Since 2013, the proportion of women
on Executive Committees has increased by four points at Big C
Thailand.
Take further action in support of
work/study schemes by:
- Continuing the initiatives underway
as part of the ”Job et Cité” programme
for young people in disadvantaged
neighbourhoods in France
- Continuing to create partnerships
with schools, with the goal of
establishing 50 such alliances
- Continuing the partnership with the
”Second-Chance Schools”, developed
by France’s National Agency for Social
Cohesion and Equal Opportunity
(ACSE), and with ”Sport dans la Ville”
Casino
2015
A wide diversity of work/study schemes are in place at Casino.
The banner has partnered with 41 schools, with the goal of
expanding the portfolio to 50 in 2015. Working with these
schools, it is also pursuing its initiatives to extend work/study
programmes to disabled students. A Work/Study Day,
organised for the third straight year, brought together
600 trainees to celebrate their work and the role of their
mentors.
98 //
2014 Annual Report // 99
Committed employer
Our record in 2014
Committed employer
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• HELP YOUNG PEOPLE TO ENTER THE WORKFORCE
• PROVIDE CAREER GROWTH OPPORTUNITIES FOR EMPLOYEES
Complete a guide to employing
young people and distribute it to
stores in France
Group France
2014
Implement the steps outlined in
the Intergenerational Contract
agreements to help young people
enter the workforce, keep older
employees in their jobs and
provide for the transfer of skills
and know-how to the next
generation.
Casino, Franprix,
Leader Price and
Cdiscount
2014
Implement the intergenerational
action plan
Monoprix
2016
To fight against stereotypes, a guide entitled ”Do You Look at
Young People in the Right Way” was distributed to store
managers to help them to look beyond preconceived ideas
about young people and engage in fruitful intergenerational
dialogue.
The French subsidiaries undertook support and hiring
initiatives in accordance with ”Intergenerational Contract”
agreements, in a commitment to fostering the sustainable
integration of young people and to keeping older employees
in their jobs by enabling them to transfer their skills and
know-how to the next generation. At year-end, 13% of the
workforce was under 26, compared with the target of at least
11% set in the agreement. Casino offers a dedicated
orientation programme called ”C Duo Génération”, which
assigns a mentor to facilitate the onboarding of young
employees, and provides housing assistance for work/study
trainees.
Monoprix is raising awareness among hiring managers of the
challenges and objectives of recruiting seniors and young
people, while deploying mentor-based new-hire orientation
programmes and training tutors to transfer their skills to
450 work/study trainees.
Expand the e-learning
curriculum to make training
available to as many
employees as possible
Casino
Leader Price
Grupo Éxito
2014
Group-wide, the number of training hours per employee rose
by 23% in 2014, led by the expansion of e-learning across the
organisation. Initiatives are underway to broaden the
programme base and facilitate employee access to training
modules.
Continue deployment and
support of the Validation of
Acquired Experience
programmes
Franprix
Casino
Monoprix
2014
Monoprix deployed its third Validation of Acquired Experience
(VAE) programme in 2014. To date, 41 people have earned
diplomas and 31 are having their experience validated.
The communication campaign conducted early in the year at
Casino led 1,694 employees to express an interest in the
programme, with 142 signing up for the company’s VAE
support process.
Franprix included VAE opportunities in its training plan.
Support employees in social
difficulty through the ”Escuela de la
Economía Personal y Familiar”
programme, with a goal of reaching
more than 5,600 people
Éxito
2014
Rolled out to 13 cities that host Grupo Éxito stores, the
programme reached over 4,790 people in 2014 and is
expected to reach 6,000 people and 27 cities in 2015.
Establish the ”Gestión de Carrera”
programme (employee potential
ratings, training plan)
Libertad
2014
The career management programme was launched in 2014,
with the creation of a committee and the introduction of
annual performance reviews.
Continue the programmes for junior
high school students and student
interns, as well as the partnerships
with schools.
Big C Thailand
2014
More than 690 students interned with Big C Thailand in 2014,
of which around ten under the partnership with Thammasat
University (Faculty of Commerce and Accountancy).
• ENSURE A SAFE, HEALTHY WORKPLACE
Expand activities with the Civic
Service Agency, Civic Service
Institute and Le Réseau
association
Group France
2014
In 2014, the Group worked with the Le Réseau association to
organise the ”Cap sur Casino” event to invite around 100
middle-school students from disadvantaged neighbourhoods
to find out more about jobs in retailing. For more than three
years now, a wide array of initiatives to support France’s Civic
Service Agency have been deployed across the organisation:
- Informing human resources teams and employees via in-
store posters, articles in the corporate magazine
,
notices on the intranet and corporate websites, etc.
- Organising meetings with young volunteers to enable them
to discover the world of business and our professions, and to
help them to find a job.
- Encouraging other companies to sign the Charter to Promote
Civic Service.
Our teams participate in the process of hiring graduates from
the Civic Service Institute.
Continue the ”Socio por un Día”
partnership with the Junior
Achievement Foundation
Libertad
2014
Libertad pursued its partnership with the Junior Achievement
Foundation, which brings together a member of the business
community and a middle-school student for a day.
Continue actions underway to
prevent undue workplace
hardship
Group France
2014
Several days of prevention training were organised to raise
employee awareness about health issues, and sessions in
proper office workstation ergonomics were held at corporate
headquarters.
In connection with this process, the Human Resources
Department initiated an awareness and training programme in
2014 on caring management practices, with the support of
the Executive Committee and the assistance of a workplace
well-being expert. The programme is designed to increase
employee motivation by limiting workplace stress in a highly
demanding business environment.
These initiatives helped to raise the consciousness of
600 managers (on the Executive Committee, unit executive
committees, etc.) through i) presentations by outside
consultants; ii) the roll-out of an e-learning platform where
any manager can extend the learning experience and access
practical, useful content (videos, quiz, etc.); and iii) the
training of division human resources managers in cascading
the process to store managers with the help of a facilitator kit.
The process will be pursued in 2015.
100 //
2014 Annual Report // 101
Committed employer
Our record in 2014
Committed employer
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• ENSURE A SAFE, HEALTHY WORKPLACE
• ENCOURAGE SOCIAL DIALOGUE
Implement actions stipulated in
the agreement on the sustainable
improvement in working
conditions and workplace health
and safety
Monoprix
2016
During the year, application of the agreement led to the
distribution of an introductory Workplace Health and Safety
Handbook, the inclusion of a health and safety e-learning
session in the new-hire orientation programme and the design
of new product shelving materials.
Deploy theworkplace well-being
and job insecurity action plans
Franprix
2016
Franprix conducted awareness-building and training
programmes to attenuate undue workplace hardship and
improve workplace safety.
Continue to deploy action plans
to prevent psychosocial risks
and the ”Cap Prévention”
initiative in the Foodservice
division
Casino
Leader Price
2015
Continue the programmes to
reduce occupational hazards
Éxito
2014
Conduct a new work climate
assessment in every store
Éxito
2014
Communication and training initiatives were led to help
prevent psychosocial risks. The ”Cap Prévention” programme,
based on employee feedback, has been deployed in every
hypermarket, supermarket and Casino and Cdiscount
warehouse in France. It was also launched in the Casino
foodservice division.
In 2014, Éxito continued to train employees in hazardous
occupations, particularly jobs requiring them to work at
heights of more than 1.5 metres. It also prepared a ”job/safety
equipment” matrix specifying for each job the material
required to prevent risks, so as to facilitate installation and
tracking in every facility.
More than 24,700 employees, or 94.5% of the targeted
workforce, responded to the survey, with ratings
corresponding to ”very satisfied”. Éxito also introduced three
employee feedback programmes designed to encourage
everyone to submit their suggestions and ideas. The first,
”360° contigo exprésate”, enabled office employees to submit
more than 49,400 opinions; the second, ”360° contigo
escríbenos” was intended for the entire workforce; and the
third, ”360° contigo hablemos”, allowed 1,200 people to
discuss issues with the Grupo Éxito Chairman during the year.
Continue to deploy training plans
to prevent workplace risks
Disco, Devoto
2014
Training was organised in the proper use of store equipment,
the handling of heavy loads and healthy working postures and
movements, particularly for greeters and checkout attendants.
Negotiate a CSR agreement
Casino
2014
Negotiate a telecommuting
agreement at Casino’s IT subsidiary
Casino (CIT)
2014
In 2014, a CSR agreement was signed at Casino by the four
representative labour unions. Attesting to the commitment of
all the parties to incorporating CSR into Casino’s business and
employee relations model, the agreement covers all of the
social responsibility and environmental issues identified in the
Group’s CSR improvement process. It also provides for the
creation of a CSR commission with union representatives that
will organise annual stakeholder dialogue events, report on
CSR initiatives and indicator performance and discuss
emerging challenges.
A telecommuting agreement covering the 2014-2017 period
was deployed for the Casino IT teams. It followed on from a
year-long trial period that all of the participating
telecommuters and managers felt was ”satisfactory” or ”very
satisfactory”.
Continue meetings with
employee representatives
GPA (excluding
Nova Pontocom
Liberta
Vindémia
(Reunion Island)
Disco Devoto
2014
In 2014, more than 440 meetings were held with employee
representatives at GPA, 360 at Libertad, 500 at Vindémia and
42 at Disco Devoto. The main issues addressed were in-store
working conditions and employee compensation.
102 //
2014 Annual Report // 103
Responsible retailer
Corporate policy
Responsible retailer
Our record in 2014
Objective
Objective Scope Target date Status Main accomplishments in 2014
• ACT IN THE INTEREST OF CONSUMERS’ HEALTH
Continue to improve the nutritional value of private-label product
Inform shoppers about each product’s nutritional impact
Develop a product offering that provides nutritional benefit
Educate customers in better shopping habits
Identify emerging health concerns
• ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Reduce the environmental impact of private-label product
Increase the number of more environmentally friendly products available in stores
Inform shoppers about the environmental impact of their purchase
Draw shopper attention to the most ecofriendly products
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
• ACT IN THE INTEREST OF CONSUMERS’ HEALTH
Continue enhancing the nutritional
content of private-label products
Group France
2014
Private-label products in France are designed to optimise their
sugar, fat and salt content. Leader Price is expanding its ”Fine
Ligne” range of low-salt, low-sugar and low-fat products and
promoting its ”Leader Price Bébé” line, whose recipes are
defined in association with paediatric nutrition experts.
Monoprix is applying its updated 2012 Sustainable Nutrition
Charter, which recommends lowering salt content, eliminating
hydrogenated fats, limiting the use of preservatives and
banning azodyes.
Implement 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
Work with suppliers to enhance the
nutritional content of Troop X-brand
children’s products, and expand the
Taeq range of nutritional products
Casino
Monoprix
Franprix-Leader Price
2017
Éxito
2014
In 2014, Éxito redefined nutritional standards for its Troop X-
brand children’s products and introduced 25 Taeq products
addressing specific nutritional needs, following the nutritional
audit performed in 2013.
• ACT IN THE INTEREST OF CONSUMERS’ HEALTH
Expand the range of healthy Taeq
products
GPA
2014
The Taeq line of products in Brazil was expanded in 2014. The
number of organically grown Taeq products increased by 8%
over the year and now comprises 336 food products.
• ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Continue to reduce the number of
plastic bags distributed in stores
Group
2014
Define a corporate policy on the
impact of raw materials
Group
2015
Continue to expand the organic
product ranges
Casino
GPA
Disco Devoto
Monoprix
2014
Step up actions to protect
endangered fish species
Casino
Monoprix
2014
The number of plastic bags distributed Groupwide declined by
10% over the year. In France, the number of free shopping
bags distributed by Casino has fallen by 93% since 2008.
Since 2012, Franprix has offered biodegradable bioplastic
bags for its bulk fruits and vegetables. In other countries,
subsidiaries are deploying an increasing variety of actions to
encourage a preference for reusable bags (in-store displays,
loyalty programme incentives, etc.) and reduce the use of
disposable bags. As part of its ”Juntos en Acción” CSR
programme, 13 of the 15 Libertad hypermarkets have
introduced a ”green checkout counter” where no disposable
plastic bags are distributed, in order to raise shopper
awareness.
The major impacts of raw materials on deforestation were
analysed in association with an international NGO. The
conclusions, particularly as concerns palm oil, were presented
to the Strategy Committee.
The number of organically grown products is being continually
expanded, with the banners now offering a total of
13,240 such items. In France, more than 11,170 AB-certified
organic products (excluding apparel) are on the shelves,
of which 1,115 under banner brands.
Outside France, GPA sells more than 1,200 organic products,
including Casino Bio brand items. Libertad and Disco Devoto
are promoting organically-grown products with special store
areas and dedicated advertising campaigns.
Since 2007, Casino has undertaken a wide range of measures
to preserve fishery resources, particularly by phasing out the
sale of the leading endangered deepwater species, such as
orange roughy, blue ling, scabbard, grenadier and cusk. Casino
and Monoprix offer products certified by the Marine
Stewardship Council (MSC), which sets the standards for
sustainable fishing. In 2014, the GoodPlanet Foundation and
the Casino banners partnered to raise employee awareness of
fishing issues by producing a training/information package
and an e-learning module.
104 //
2014 Annual Report // 105
Responsible retailer
Our record in 2014
A trusted partner
Corporate policy
Objective Scope Target date Status Main accomplishments in 2014
Objectives
Deployment of the calculator is in progress, with several
suppliers already using the tool.
Raise employee awareness about Group policy and the issues at stake, while providing relevant training
Conduct compliance audits at plants that manufacture private-label products in countries deemed to be high-risk
• STRENGTHEN ETHICAL SOCIAL COMPLIANCE
• ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Deploy the environmental index
calculator among food manufacturers
Casino
2014
Continue actions to reduce the impact
of private-label product packaging
Casino
GPA
Éxito
2015
The cardboard packaging for Taeq products and certain
Qualitá products marketed in Brazil by GPA use material
recovered from packaging returned by customers under the
”Novo de Novo” programme initiated in 2009. In all, the
programme has recycled and reused several million pieces of
packaging, totalling more than 2,700 tonnes. Whenever a new
product is created, GPA is careful to reduce the amount of
packaging, which is consistently made from Forest
Stewardship Council (FSC)-certified cardboard. In Colombia,
Éxito is helping suppliers of Taeq, Carulla and Cautivia products
to cut down on packaging.
Add biodiversity criteria to the fruit
and vegetable specifications for
Terre & Saveurs products
Casino
2014
Biodiversity criteria have been added to the fruit and
vegetable specifications for Terre & Saveurs products
Assist the plants in implementing corrective action plans
Support and take part in industry initiatives
Strengthen local policies applied by each banner with regard to plant compliance audits
• COMBAT CORRUPTION AND DEVELOP A RESPONSIBLE LOBBYING POLICY
Raise awareness within management
Analyse the level of risk
Create guides to best practices
Evaluate action plans
• SUPPORT LOCAL PRODUCTION CHANNELS
Develop partnerships with local producers
Promote locally sourced products in stores
Assist supply chains in improving their practices
• PROMOTE THE CSR INITIATIVES OF SMEs
Raise awareness of CSR among SMEs
Share each banner’s CSR practices with SMEs and encourage adoption of those practices
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
• STRENGTHEN ETHICAL SOCIAL COMPLIANCE
Conduct 160 social audits to
inspect plants working for the
Group’s private-label brands in
high-risk countries
Group
2014
In 2014, 190 social audits were conducted in accordance with
Social Clause Initiative (ICS) guidelines, of which
166 audits performed directly by the Group and 34 audits
conducted by other members of the ICS (shared plants).
46% of the plants audited by the Group are located in China
and 28% in Bangladesh. 77% were initial audits and 23% were
follow-up audits. In all, more than 1,700 ICS audits have been
performed by the Group since 2003.
106 //
2014 Annual Report // 107
A trusted partner
Our record in 2014
A trusted partner
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• STRENGTHEN ETHICAL SOCIAL COMPLIANCE
• SUPPORT LOCAL PRODUCTION CHANNELS
Audit all of the Group’s partner plants
in Bangladesh
Group
2014
In light of circumstances specific to Bangladesh, the Group
audited all tier-1 plants operating in the country on behalf of
its private labels, implemented unannounced systematic
audits for preliminary listing and stepped up its safety controls
at plants.
Group
2014
More than 40% of the social audits conducted in 2014
covered the plants of import agents.
Tighten checks run on import agents
working for the Group’s purchasing
departments
Implement the steps defined in the
Accord on Fire and Building Safety
Casino Global
Sourcing
2014
Develop training programmes for
Purchasing Directors and purchasers
Group
2014
Expand the Group’s activities within
the Social Clause Initiative
Group
2014
Participate in the ABVTEX initiative
GPA
2014
Plants producing goods for Casino Global Sourcing were
audited under the Accord in 2014, and a corrective action plan
has been implemented. Teams attended Accord meetings in
London, Amsterdam and Dhaka.
In 2014, the Group’s Social Ethics Policy and campaign
monitoring tools were presented to new buyers, mainly from
the textile industry. Training on the preliminary listing system
was given to Quality engineers from the Global Sourcing
division.
The Group was involved in the work led by the Social Clause
Initiative and the trip organised in Bangladesh. It also supports
joint projects with other social initiatives.
GPA is active in the local Brazilian initiative, Associação
Brasileira do Varejo Têxtil. The purpose of ABVTEX is to inspect
suppliers and sub-contractors in the Brazilian textile industry
based on 13 assessment areas, which cover 18 criteria for
ethical conduct including child labour and forced labour.
• COMBAT CORRUPTION AND DEVELOP A RESPONSIBLE LOBBYING POLICY
Continue planned actions arising from
anti-corruption programmes
(education, distribution of best
practices guides, monitoring of ethics
committees, etc.)
Group
2014
The Group’s Internal Audit department distributed a guide that
outlines stakeholder expectations and provides quick-
reference guidelines designed for subsidiaries in France and
worldwide organised into four main topics: education,
prevention, identification and response. The department also
reviewed existing anti-corruption procedures based on
information reported by all Group entities and monitored the
progress of action plans defined the previous year.
Special programmes were implemented locally. Libertad
distributed its Supplier Ethics Charter in 2014 and held in-
house training sessions.
Create an internal taskforce on
Responsible Lobbying
Group France
2014
This programme will be implemented in 2015.
Deploy the charter for “Small Local
Producers” drafted in 2013
Franprix
2014
In 2014, Franprix focused its efforts on developing relations
with SMEs to promote regional products, with 100 different
items to date.
Develop long-term contracts and
partnerships with select suppliers to
encourage innovation
Casino
2014
Casino encourages innovation among its industrial partners by
making long-term commitments to sell new products. For
example, working with the private-label poultry supplier Terre
& Saveurs, Casino changed its standards so that the chickens
would from now on be raised without antibiotics.
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
GPA
2014
GPA continues to support the “Caras do Brasil” programme by
giving craft cooperatives the opportunity to sell their products
at all Pão de Açúcar stores. Social and environmental criteria
were integrated into the process of selecting producers for
this range, promoted in stores during the “Produto feliz”
campaign during the end-of-year holidays.
Continue initiatives on behalf of local
producers by:
- implementing the “Microempresarios
100% Colombianos” programme
- increasing the number of partnerships
and expanding the product offering
Grupo Éxito
2014
Éxito continued to develop its “Microempresarios 100%
Colombianos” programme and optimised the product offer at
95 stores. The banner also developed commercial relations
with 1/3 of the producers met on “agricultural tours”
organised in 2013 across all of its regions.
• PROMOTE THE CSR INITIATIVES OF SMEs
Expand events and programmes as
part of the SME Pact (two SME
forums)
Casino
2014
In 2014, Casino organised an SME Forum for company
managers and, in cooperation with the GoodPlanet
Foundation, a supplier forum on responsible consumption,
attended by about 80 companies. Four prizes were awarded to
celebrate the best CSR initiatives among these suppliers. A
guide was created listing the Group’s CSR commitments to
buyers.
The SME Forum provided the opportunity to discuss the
“Perception of risks and outlook” with a toxicologist and
expert member of Casino Group’s Health Committee.
Continue the “Simplex” project for
suppliers in Colombia, Brazil and
Vietnam
Casino
Éxito
Big C Vietnam
GPA
2014
33 companies in Brazil, Colombia and Vietnam participated in
the third session of the “Simplex” programme. Some of
Casino’s small French suppliers also took part in the
programme, in which participants share expertise and best
practices.
108 //
2014 Annual Report // 109
A trusted partner
Our record in 2014
Environmentally proactive group
Corporate Policy
Objective Scope Target date Status Main accomplishments in 2014
Objectives Scope Target date
Libertad
2014
Due to the change in local government staff in the province of
Córdoba, this project was postponed until 2015.
Assess GHG emissions from the Group’s principal operating activities
(scopes 1 and 2) every year
• PROMOTE THE CSR INITIATIVES OF SMEs
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)
Promote a stronger CSR
commitment among suppliers
through the TOP LOG programme
for evaluating practices in the areas
of logistics, packaging and
emissions reduction
GPA
2014
The TOP LOG programme was extended to Nova’s business to
promote best practices among partner transporters. Each
transporter’s activity was closely monitored to improve and
guarantee an excellent level of service.
Expand the “Quality from the
Source” programme to include
other types of products
GPA
2014
Introduce an audit programme for
fruit and vegetable suppliers that
includes an assessment of their
environmental practices, with a goal
of auditing 40 suppliers
GPA
2014
Deploy the EAFIT programme to
provide training to partner suppliers
Éxito
2014
Continue the “BPA” (Best Agricultural
Practices) certification process for
local producers
Éxito
Libertad
2014
GPA has been developing its “Quality from the Source”
programme for the past several years to trace and improve the
quality of fruit, vegetables and eggs to monitor the use of
pesticides, transport conditions and product storage
upstream. The programme has now been extended to beef.
In 2014, the fruit and vegetable business focused on joining
the PEQ (Programa evolutivo de qualidade). This quality
certification programme assesses suppliers of manufactured
goods and, since 2014, fruit and vegetables, with the aim of
signing them up for an internationally recognised external
certification programme.
Éxito supported 57 suppliers in 2014 as part of its quality and
supply chain improvement training programme implemented
with EAFIT University.
Éxito integrated new suppliers into the programme and
worked to have about twenty more certified in 2014. To date,
4% of fruit and vegetable suppliers are certified. Libertad was
unable to take part in the programme in 2014.
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 and taskforces) to
develop joint CSR projects and
provide recognition to suppliers
Éxito/Didetexco
2014
Environmental and occupational health and safety training was
given to the senior managers of garment production
workshops. 41 workshops were reviewed in 2014.
Franprix
Éxito
2014
Franprix hosted an exhibition with 130 suppliers, which
provided the opportunity to talk with members of the
Management Committee in order to develop joint projects.
• REDUCE GREENHOUSE-GAS EMISSIONS
Reduce GHG emissions per sq.m (Scopes 1 and 2) by 20% (base year: 2012)
Measure and reduce the impact of direct GHG emissions from commercial
refrigeration by:
- expanding monitoring of refrigerant leakage
- improving containment of existing refrigeration facilities
- reducing the use of major global warming fluids (HFCs and HCFCs)
- developing HFC-free refrigeration systems
Measure and reduce the impact of greenhouse-gas emissions attributable to
goods transport by:
- evaluating the carbon footprint of transport every year for the principal
operating activities
- developing sea, river and rail transport whenever possible
- increasing sharing of available transport capacity
- strengthening backhauling and fronthauling agreements to improve vehicle
loading rates
- stepping up local sourcing
Group
Group
2020
2015-2020
Group
2015-2020
Group
2015-2020
• INCREASE ENERGY EFFICIENCY
Reduce energy consumption per sq.m by 20% (base year: 2012)
Monitor energy consumption by:
- defining reduction targets for each business
- installing remote meter reading at sites that have been renovated for energy efficiency
Group
Group
2015-2020
2015-2020
Continue energy renovations of stores by:
- creating employee guides to ecofriendly behaviour
- conducting energy assessment
- implementing energy performance contracts
- installing doors on refrigerated display cases, with the goal of covering 75%
of all units in France by 2020
- installing more energy-efficient lighting in stores
- promoting the sharing of best practices in energy management
Group
2015-2020
110 //
2014 Annual Report // 111
Environmentally proactive group
Environmentally proactive group
Corporate Policy
Our record in 2014
Objectives Scope Target date
Objective Scope Target date Status Main accomplishments in 2014
• FIGHT POLLUTION BY REDUCING AND RECOVERING WASTE
Reduce the proportion of our mixed waste by 20% (base year: 2012)
Group
2020
Continue to improve sorting systems for operating waste (cardboard, plastics, organic
waste) by:
- increasing the scope and frequency of monitoring by business activity
- improving employee training and awareness of selective sorting procedures
- collaborating to develop new local waste recovery networks
Expand measures to collect and recycle used products from customers (light bulbs,
batteries, etc.) by:
- developing new partnerships with suppliers, recyclers and local organisations
- providing in-store collection points that are clearly marked and well-maintained
- increasing the number of stores that offer collection services to customers
- educating customers and employees about sorting procedures and the recycling of
used products
Group
2015-2020
Group
2015-2020
• PROMOTE BIODIVERSITY
Identify high-risk supply chains by:
- improving 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 by:
- pursuing campaigns to promote reforestation
- maintaining efforts to reduce paper consumption
- using a higher proportion of recycled paper and paper from sustainably managed forests
Group
2015-2020
Take steps to protect endangered species by:
- upholding the sustainable seafood policy
- expanding partnerships with representative institutions at the local level
- applying the recommendations of Green World Building
Group
2015-2020
• REDUCE GREENHOUSE-GAS EMISSIONS
Assess greenhouse gas emissions
from the Group’s principal operating
activities (scopes 1 and 2)
Group
2015
Each entity conducted greenhouse gas inventories of its
emissions based on common standards, in line with guidance
from the GHG Protocol and French regulations.
Reduce the impact of direct GHG
emissions from commercial
refrigeration by:
- updating the Group’s policy with
respect to refrigerants
- expanding monitoring of
refrigerant leakage
- improving containment of
existing refrigeration facilities
- completing the elimination of
HCFCs and CFCs (stores in France)
- developing refrigeration
systems with a low GHG impact
Reduce the impact of
greenhouse-gas emissions
attributable to goods transport
by:
- defining a standardised
protocol for evaluating the
carbon footprint of transport
activities
- expanding the use of river- and
rail-based transport
- increasing the use of
consolidated procurement
- strengthening backhauling
agreement
- improving the vehicle loading
rate
Group
2015-2020
Group
2015-2020
• Group: A study was conducted with the support of the French
Environment and Energy Management Agency (ADEME) on the
main technical alternatives available by sales format for low-
carbon commercial refrigeration.
• Casino/Monoprix/Franprix-Leader Price: The programme to
remove HCFCs was completed, with the further extension of the
system to monitor fugitive emissions by a trusted independent
expert to improve maintenance conditions.
• GPA: Maintenance conditions were redefined and systems tested
for the remote monitoring of coolant levels in refrigeration
equipment.
• Éxito: A fluid consumption log was implemented in each store.
• Vindémia: Coolant consumption at each store was monitored
more frequently for analysis in cooperation with the refrigeration
service providers in charge of maintenance.
• Big C Vietnam: Service providers and maintenance technicians
were alerted about fugitive emissions and HFC fluids with low
global warming potential were tested.
• Group: A system was rolled out to measure the carbon
intensity of goods transport by logistics segment and by
means of transport.
• Casino: Transporters were encouraged to sign the Objectif
CO2 Charter led by the French Environment and Energy
Management Agency (ADEME) (40% of current service
providers have signed).
A partnership was signed with a transport service provider to
test ten vehicles running on liquefied natural gas (LNG).
• Monoprix: A partnership was signed to pool the transport of
cosmetics to Samada warehouses.
• Franprix: The proportion of deliveries via the Seine River in
the Paris region between warehouses and stores increased by
20%.
• GPA Multi Varejo: The backhauling programme was
developed further (5% increase) with new suppliers.
• GPA: A project was set up to upgrade vehicles and offer
drivers training in eco-driving techniques.
• Éxito: Vehicle loading was maximised on departure from
warehouses. Vehicles were also upgraded.
• Big C Vietnam: River transport was developed to ship non-
perishable food from warehouses to hypermarkets.
112 //
2014 Annual Report // 113
Environmentally proactive group
Environmentally proactive group
Our record in 2014
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• INCREASE ENERGY EFFICIENCY
• FIGHT POLLUTION BY REDUCING AND RECOVERING WASTE
Reduce energy use per sq.m by
2.5% annually
Group
2015-2020
In France, Casino stores have reduced their consumption per
sq.m by 16% since 2012.
Monitor energy use by:
- encouraging the businesses to
define their own energy-efficiency
targets
- installing remote meter reading at
sites that have been renovated for
energy efficiency
Continue energy renovations of
stores by:
- creating employee guides to
ecofriendly behaviour
- conducting energy assessments
- implementing energy
performance contracts
- installing doors on refrigerated
display cases, with the goal of
covering 75% of all units in France
by 2020
- installing more energy-efficient
lighting in stores
- promoting the sharing of best
practices in energy management
Group
2015-2020
Energy use is monitored by store.
Group
2015-2020
• Casino: 90% of Géant hypermarkets and 46% of Casino
supermarkets have signed an Energy Performance Contract
with Green Yellow. Electricity consumption per sq.m of store
selling space has been reduced by 16% since 2012.
Best energy-saving practices were set out in a guide for store
managers and employees.
• Monoprix: 15 stores were renovated for energy efficiency
by installing doors on commercial refrigeration units and
optimising the cooling and lighting systems.
• Franprix: The programme to equip commercial refrigeration
units with doors was continued (25% of stores equipped in
2014).
• GPA: A pilot project involving three stores was launched to
define the most efficient energy renovation system, in
partnership with Green Yellow.
• Éxito: 53 sites were renovated for energy efficiency by
upgrading their lighting and air conditioning systems.
The first photovoltaic power production system was started
up, in partnership with Green Yellow.
• Big C Thailand: Low-power T5 lighting was rolled out
further, and air conditioning blocks were upgraded at existing
stores. Green Building recommendations were integrated into
new store projects (more natural light and better insulation).
Continue to improve sorting systems
for operating waste (cardboard,
plastics, organic waste) by:
-increasing the scope and frequency
of monitoring by business activity
- improving employee training and
awareness of selective sorting
procedures
- collaborating in developing new
local waste recovery networks
Group
2015-2020
Expand measures to collect and
recycle used products from
customers (light bulbs, batteries,
etc.) by:
- developing new partnerships
with suppliers, recyclers and local
organisations
- providing in-store collection
points that are clearly marked and
well-maintained
- increasing the number of stores
that offer collection services to
customers
- educating customers and
employees about sorting
procedures and the recycling of
used products
Group
2015-2020
• Casino: Best practices for improving sorting procedures and
reducing food waste at stores were set out in a guide to
ecofriendly behaviour for managers and employees. Virtually
all hypermarkets donate food regularly to local organisations
and food banks.
• Monoprix: Awareness campaigns were implemented for
in-store employees and a communication kit was distributed.
• Leader Price: A system was set up to have store waste
sorting performance monitored by a trusted independent
expert.
• GPA: The waste sorting performance management
programme was continued (86% more stores with waste
monitoring and under master agreements).
• Libertad: A partnership was forged with a service provider to
recycle broken wooden pallets.
• Casino: A guide to ecofriendly behaviour for store managers
and employees was developed, including the conditions
required for the proper functioning of collection services
(batteries, lamps, small appliances, used mobile phones, etc.)
offered to customers.
• Monoprix: The fifth large-scale clothing drive was organised
for Emmaüs (more than 50 tonnes collected).
• Cdiscount: Services were expanded for the free home pick-
up of large appliances and for drop-off points for small
appliances.
• GPA: The partnership with manufacturers was re-launched
to manage and deploy in-store collection points for used
equipment and packaging.
• Éxito: A collection service was implemented for used goods
(batteries, medicine, small appliances, etc.) at hypermarkets.
• Big C Thailand: A campaign to collect used milk cartons at
stores was launched in partnership with manufacturers. The
cartons are transformed into an alloy with which the
manufacturers produce panels that offer a better alternative
to the metal sheeting (less dangerous and offering better
insulation) used in roofing for houses in Asia.
A campaign to collect telephone batteries was initiated in
partnership with a manufacturer that recycles them.
114 //
2014 Annual Report // 115
Environmentally proactive group
Our record in 2014
Local corporate citizen
Corporate Policy
Objective Scope Target date Status Main accomplishments in 2014
Objectives
• PROMOTE BIODIVERSITY
Identify high-risk supply chains by:
- improving the traceability of
sensitive raw materials to ensure
greater control over conditions for
their long-term use
Assist in the protection of primary
forest and reforestation by:
- pursuing campaigns to promote
reforestation
- maintaining efforts to reduce
paper consumption
- using a higher proportion of
recycled paper and paper from
sustainably managed forests
Take steps to protect endangered
species by:
- upholding the sustainable
seafood policy
- expanding partnerships with
representative institutions at the
local level
- promoting best practices in
construction as recommended by
Green World Building
Group
2015-2020
An assessment study of high-risk businesses was carried out
in partnership with an NGO.
Group
2015-2020
• Éxito: 1,972 trees were replanted by Éxito stores.
• Big C Thailand: support was given to the government
reforestation programme.
Group
2015-2020
In France, an awareness-raising programme was developed for
the seafood teams concerning the issues of sustainable
seafood as part of the “Choice is Action” campaign.
• DEVELOP NON-PROFIT PARTNERSHIPS
Step up efforts on behalf of food banks
Strengthen programmes designed to combat exclusion
Develop co-branding campaigns to benefit established organisations
• STEP UP LOCAL COMMUNITY OUTREACH
Encourage stores to develop local community outreach initiatives
Draw attention to these initiatives internally and highlight participation by stores
• EXPAND PROGRAMMES BY FOUNDATIONS
Increase employee involvement in Foundation activities
Expand activities on behalf of underprivileged children
Share best practices among Foundations within the Group
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
• DEVELOP NON-PROFIT PARTNERSHIPS
Take action to implement the
“Casino is mobilising against
exclusion” campaign
Group France
2016
Continue efforts underway on
behalf of food banks
Group
(excluding
Disco Devoto,
Big C Thailand
Big C Vietnam)
2016
Casino has forged a number of partnerships through the
Casino Foundation: Apprentis d’Auteuil (participation in the
Maman en Fêtes jumble sales to support underprivileged
mothers) and the Agence du Don en Nature (37,000 families
supported through donation drives at Casino stores). Casino
and five of its suppliers support the Médiaterre responsible
energy consumption programme initiated by non-profit
organisation Unis-Cité.
In 2014, the Group brought more than 12,980 tonnes of goods
to food banks through either collection or pick-up, representing
25.9 million meals. In France, 5,444 tonnes of goods were
collected through daily pick-ups and 1,187 tonnes were
deposited by customers at the Group’s banners. Outside France,
GPA organised a major day-long food drive in Brazil for the
second year in a row. In Argentina, Libertad supports the
Argentine Food Bank Network (Red Argentina de Bancos de
Alimentos) and coordinates in-store food drives twice a year. In
Colombia, Grupo Éxito continued the partnership formed several
years ago with 24 local food banks. It also supports the
programme to collect agricultural surpluses in rural areas.
Vindémia has been working alongside the Reunion Island food
aid network 2R2A to collect products in Group stores and
organise food drives among customers.
116 //
2014 Annual Report // 117
Local corporate citizen
Our record in 2014
Local corporate citizen
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
Objective Scope Target date Status Main accomplishments in 2014
• DEVELOP NON-PROFIT PARTNERSHIPS
• STEP UP LOCAL COMMUNITY OUTREACH
Pursue nationwide in-store giving
programmes
GPA
2014
Develop campaigns for products that
are co-branded with our suppliers
Group France -
GPA
2014
820 stores participated in the major day-long food drive, with
support from 1,000 employee volunteers working on behalf of
several organisations including Amigos do Bem, Banco de
Alimentos and Mesa Brasil.
Géant hypermarkets, Casino supermarkets, Franprix and
Monoprix joined forces with Danone to roll out the “Bring a smile
to sick children” campaign launched by the Dr Souris
organisation. The programme supplied five additional hospitals
and 2,000 beds with computers, Internet connections and
learning materials to end isolation for hospitalised children.
GPA led a co-branding campaign with AACD, a Brazilian
organisation which serves disabled children.
Continue and expand partnerships
with local foundations promoting
early childhood causes (Impulso,
Logros, Niños con Alas)
Disco Devoto
2014
The Disco group banners in Uruguay contributed funding for
various foundations that support hospitals (to buy medical
equipment) or educational structures and programmes for
underprivileged youths.
• STEP UP LOCAL COMMUNITY OUTREACH
Develop in-store campaigns on
behalf of local communities
Group
2014
Continue the
“Big Community” programme
Big C Vietnam
2014
In France in 2014, the Group’s initiatives supported a number
of charity organisations, such as Secours Populaire, the French
Red Cross, Apprentis d’Auteuil, Agence du Don en Nature,
Emmaüs, Dr Souris, Gol de Letra and Handi’Chien.
All consolidated Franprix stores have integrated the “Rounding
up” initiative, in which customers can round up the total of
their shopping bill and donate the difference to the Secours
Populaire and French Red Cross.
Monoprix organised the fifth edition of a large-scale clothing
drive for Emmaüs.
During the FIFA World Cup, Casino initiated a campaign to
benefit the Franco-Brazilian organisation led by the former
football player Rai, Gol de Letra, which supports children from
favelas. Casino also continues to provide non-food products to
raise money through charity jumble sales organised by
Apprentis d’Auteuil and the Agence du Don en Nature.
Through the “microDon” card offered at 59 stores, Monoprix
collected funds for 45 local organisations.
Outside France, many similar programmes have been
deployed that reflect the diversity at the banners, the broad
range of customer needs and the Group’s engagement with
the community.
Big C Vietnam financed 12 projects, including the
construction of a kitchen for a pre-school and the purchase of
medical equipment through the Big Community programme,
which is now in its fourth year.
Continue deployment of the “Vuelto
Solidario” programme to support
organisations and foundations that
work to promote early childhood
causes
Libertad
2014
Libertad defined the main focus of its “Vuelto Solidario”
community programme in 2014, which is to support children
in Argentina. The “Donemos sonrisas” (“Let’s give out smiles”)
campaign provided funding for a children’s aid foundation.
Continue the “Engaged
Local Corporate Citizen”
programme
Casino
2014
Casino stores and warehouses are encouraged to take action
in the several hundreds of initiatives implemented every year
to support local organisations through the “Engaged Local
Corporate Citizen” programme.
• EXPAND PROGRAMMES BY FOUNDATIONS
Continue the activities underway at
the Casino, Big C and Éxito
Foundations
Casino
Big C Thailand
Éxito
2014
Implement the Monoprix
Foundation’s planned initiatives and
encourage employee participation
Monoprix
2014
The Casino Corporate Foundation celebrated its fifth
anniversary in 2014 and continued to develop its two main
programmes. The "Artists at School" programme, launched in
2011 in cooperation with France's Ministry of Education and
the Odéon theatre in Paris, was mobilised to back 10 arts and
culture projects targeting young people in isolated urban or
rural areas. The "Local Initiatives" programme was used to
support various local projects in 2014 that were proposed and
sponsored by Group employees.
The Éxito Foundation in Colombia, which has become known
among stakeholders for its expertise in fighting child
malnutrition, continued to take action through its "Gen Cero"
programme, whose objective for 2030 is to ensure that no
Colombian child under five suffers from malnutrition.
More than 35,000 children, 3,500 pregnant women and
7,600 families benefited from the programme in 2014.
The Big C Thailand Foundation focuses on promoting youth
education. It provides financial aid to the least fortunate – with
over 6,000 scholarships awarded in 2014 – and jointly
sponsors the construction of new schools and sports facilities
– with four new schools built in 2014 out of 41 to date and 11
basketball courts sponsored since the programme's inception.
The Monoprix Foundation in France focuses its action on
providing access to food and other basic necessities and
combating social isolation in cities. Celebrating its fifth
anniversary in 2014, the Monoprix Foundation supported
13 charity projects, of which seven were sponsored by
employees. 650 employees were involved in community
initiatives during the foundation’s solidarity week.
118 //
2014 Annual Report // 119
Local corporate citizen
Our record in 2014
Objective Scope Target date Status Main accomplishments in 2014
• EXPAND PROGRAMMES BY FOUNDATIONS
Continue and expand the
initiatives led by Instituto GPA
GPA
2014
Instituto GPA develops educational programmes in Brazil to
help young people from low-income backgrounds enter the
workplace (free English classes, training to become a cashier
or call centre representative, NATA vocational training for jobs
in the baking and dairy sectors). In 15 years, Instituto GPA has
offered music training for 13,000 youths aged 10 to 18 from
underprivileged backgrounds (Instituto GPA Música &
Orquestra). The orchestra has performed in stores, and at
theatres and festivals, both inside and outside Brazil. In 2014,
it was invited to play at Carnegie Hall in New York City. Instituto
GPA formed a partnership with the Getúlio Vargas Foundation
in 2014 to set up the merit-based scholarship programme
“Prosperar”, which welcomed its first 10 grant students during
the year.
120 //
2014 Annual Report // 121
Reporting principles
The information provided on pages 86 to 120 concerning the Casino Group's corporate social
responsibility policy and its environmental, social and employment performance has been drawn
up in accordance with the Group's CSR reporting principles, updated in 2014 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 subsidiaries in France
and abroad. Data concerning affiliates, franchises and business leases are not included.
Reporting is on a fully consolidated basis (data included at 100%). Unless otherwise stated, the
scope of CSR reporting is the same as the Group's financial reporting:
• France/Indian Ocean: Casino, Monoprix, Cdiscount, Franprix, Leader Price and their support
functions (logistics, purchasing, human resources, etc.) and Vindémia;
• Latin America: GPA, Libertad SA, Grupo Éxito, Disco Devoto;
• Asia: Big C Thailand and Big C Vietnam;
• Group: the consolidated scope comprising the above entities.
The corporate website www.groupe-casino.fr also publishes information concerning the Group's
CSR process. Available for download from this website, the Registration Document provides
additional information about CSR performance and initiatives as well as about the system of
governance that has been set up and the methods and principles that are applied. The Registration
Document includes the report issued by the Statutory Auditors based on their 2014 review of the
Company's CSR information. Monoprix, Cdiscount and Vindémia also publish CSR information in
their management reports and on their websites. GPA, Grupo Éxito and Libertad, all of which are
signatories of the United Nations Global Compact, each publish an annual CSR report that can be
found on their websites, www.gpari.com.br, www.grupoexito.com.co and www.libertadsa.com.ar.
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.
See pages
76, 77, 82, 83,
117 to 120
92, 93,
107 to 110
LABOUR
3. Businesses should uphold the freedom of association and the effective recognition
95 to 103
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 responsability;
9. Encourage the development and diffusion
of environmentally friendly technologies.
ANTI-CORRUPTION
92, 93
107 to 110
72 to 75,
95 to 103
78 to 81,
111 to 116
78 to 81,
111 to 116
38 to 41,
78 to 81,
104 to 106
10. Businesses should work against corruption in all its forms,
107 to 110
including extortion and bribery.
122 //
2014 Annual Report // 123
2014 CSR indicators
Unit
Group
Casino
Cdiscount
Monoprix
France
Franprix
Leader Price
Indian Ocean
Brazil
Colombia
Vindémia
GPA
Éxito
Uruguay
Disco
Devoto
Argentina
Thailand
Vietnam
Libertad SA
Big C
Big C
Committed Employer
Number of employees at 31 December 2014
Women
Men
Under 30 years old
30 to 50 years old
Over 50 years old
Under permanent contracts
Full-time
Percentage of women in management
Number of disabled employees at 31 December 2014
Number of people hired under permanent contracts during the year
Number of people under the age of 26
hired under permanent and limited-term contracts
Absenteeism rate (due to accidents or illness)
Turnover of employees under permanent contract
Number of training hours per person
Number of employees under permanent contracts promoted
Number of meetings with employee representatives during the year
Responsible Retailer and Trusted Partner (1)
Number of products certified as “responsible”
Number of organic national brand and private-label products
Number
(excluding apparel)
Number of products from producers with “Best Agricultural Practices” Number
Environmentally Proactive Group (3)
GHG emissions, scope 1
GHG emissions, scope 2
Electricity consumption
Number
%
%
Number
Number
Number
tonnes of CO2-equiv.
tonnes of CO2-equiv.
Number
Number
%
%
%
%
%
%
%
%
Number
Number
336,000
52
48
41
49
10
92
87
38
7,370
93,139
96,488
2,7
33
16
23,866
21,588
15,178
13,241
1,993
1,432,448
872,984
Total
(4) Electricity/sq.m
Water consumption
Volume of operating waste recycled and reused
Percentage of operating waste recycled and reused
Engaged Local Corporate Citizen
Funds disbursed for community outreach (donations and foundations)
Estimated number of people reached through foundations
or outreach partnerships
MWh
KWh/m2
4,603,475
598
cu.m 15,204,613
Tonnes
%
233,123
53
€
58,254,660
14,982,620
Number
595,818
89,800
37,951
59
41
20
51
30
94
72
34
3,144
1,975
8,145
8,4
11
5
1,535
14,221
2,171
1,938
374
302,983
53,987
959,309
502
920,637
76,631
65
1,276
46
54
31
63
6
91
98
39
16
224
179
3,4
9
15
60
81
396
47
-
746
313
5,590
-
9,510
1,954
82
-
-
20,522
63
37
33
44
23
91
71
53
756
3,657
8,742
6,4
20
5
813
4,774
9,633(2)
8,911
29
10,896
53
47
27
60
13
94
73
29
-
1,387
3,818
6,6
18
3
208
348
297
275
14
96,869
19,392
42,216
12,398
319,982
601
404,997
21,651
49
221,384
576
64,237
22,180
69
4,335
50
50
27
62
10
89
84
37
93
163
562
3
10
7
95
561
265
250
-
32,990
34,121
48,125
644
52,110
3,027
45
173,906
49
51
43
49
8
98
96
22
2,761
67,825
37,083
-
42
14
13,074
453
1,717
1,296
1,225
40,437
50
50
48
47
6
80
79
27
159
2,999
14,668
1,8
21
42
3,037
641
325
300
146
7,693
58
42
47
42
11
80
82
27
23
2,529
3,438
7
39
5
1,985
42
213
65
-
440,842
129,928
296,498
75,035
43,713
28,270
1,493,428
564
4,276,799
56,430
30
426,335
509
1,375,895
21,920
-
77,030
983
203,146
4,330
-
3,544
47
53
31
67
2
99
54
19
35
286
271
3,3
10
5
49
360
64
64
-
29,665
23,550
64,169
555
-
1,928
-
26,613
57
43
54
44
1
86
86
53
367
11,782
16,503
1,1
54
34
4,159
-
97
95
205
8,263
60
40
73
26
1
40
98
40
16
312
3,079
0,5
27
7
355
107
-
-
-
121,542
437,767
24,383
58,223
853,348
825
7,198,547
23,073
-
134,775
1,020
698,735
-
-
8,128,510 2,679,595
167,630
13,098,830 17,993,930
357,390
124,880
721,275
-
-
-
454,260
43,156
-
-
8,602
-
-
The data presented concerns consolidated entities whose operations are controlled by the Group (excluding franchises and entities operated under a
business lease).
(1) 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.
(2) Including Naturalia.
(3) Hypermarkets and supermarkets only.
(4) Vindémia data correspond to its Reunion Island activities only. The high ratios reported for Vietnam and Thailand are due partly to
local climate conditions and partly to the inclusion of energy use indicators reported by shopping centres, which are heavily air
conditioned.
124 //
2014 Annual Report // 125
126 // Banner advertisements
2014 Annual Report // 127
Financial
results
The Group pursued its expansion in 2014 and its results were shaped
by an improvement in store sales in France, continued strong
expansion in international markets and a very good performance
in the e-commerce business.
128 //
128 //
Rapport d’activité 2013 // 129
2014 Annual Report // 129
Financial highlights
Revenue and results
Per share data
In € millions
Net revenue
EBITDA(2)
Trading profit
Underlying profit(3)
attributable to owners of the parent
Net debt
Net debt to EBITDA ratio
2014
2013 (reported)
Change vs 2013
Organic change vs 2013
Growth in underlying EPS and dividend
48,493
48,645
3,191
2,231
556
5,822
1.82x
3,337
2,363
618
5,416
1.62x
-0.3%
-4.4%
-5.6%
-10.1%
406
-
+4.7%(1)
+4.1
+5.6
-3.9%
-
Underlying earnings per share (in €)
Diluted underlying earnings per share [1] (in €)
Dividend (in €)
2014
4.80
4.40
3.12[2]
2013 (reported)
5.33
5.32
3.12
(1) Excluding petrol and the calendar effect.
(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
(as defined in the ”Significant Accounting Policies” section of the notes to the consolidated financial statements), non-recurring financial
items and non-recurring income tax expense/benefits.
[1] Calculation of diluted earnings per share includes the maximum dilutive effect of the Monoprix mandatory convertible bond (ORA) issue
on 27 December 2013. The Group retains a call option on the ORA.
[2] Dividend subject to shareholder approval at the Annual General Meeting on 12 May 2015.
130 //
2014 Annual Report // 131
Consolidated
net revenue
Change in net revenue
Change Organic
In € millions 2014 2013 (reported) vs 2013 change
vs 2013(1)
France Retail 18,848 18,945 -0.5% -2.1%
o/w Géant hypermarkets 4,740 4,890 -3.1% -1.4%
Casino supermarkets 3,326 3,463 -3.9% -2.9%
Monoprix 4,035 3,561 +13.3% -0.7%
Franprix-Leader Price 4,227 4,356 -3.0% -2.6%
Convenience stores & other 2,519 2,674 -5.8% -3.3%
Latam Retail 15,422 15,661 -1.5% +8.8%
Latam Electronics 7,245 7,576 -4.4% +4.0%
Asia 3,513 3,561 -1.3% +4.2%
E-commerce 3,465 2,902 +19.4% +25.4%
Group 48,493 48,645 -0.3% +4.7%
(1) Excluding petrol and calendar effect.
132 //
Organic growth in consolidated revenue
Consolidated revenue breakdown
48,493
48,645
Latam
Retail
31.8%
+ 4.7%
(1)
26,180
26,798
18,848
18,945
+ 6.8%
(1)
- 2.1%
(1)
+ 25.4%
(1)
3,465
2,902
France
Retail
2013 2014
2013 2014
2013 2014
2013 2014
Group
France
Retail
International
Retail
E-commerce
(1) Excluding petrol and the calendar effect.
14.9%
Latam
Electronics
38.9%
Asia
7.2%
E-commerce
7.1%
Revenue breakdown for France (excluding petrol)
Revenue breakdown for international markets
Convenience
formats(1)
57.5%
Latam
Retail
Latam
Electronics
Leader Price
(hard discount)
14.1%
22.2%
Géant
(hypermarkets)
Other(2) 6.2%
58.9%
27.7%
13.4%
Asia
(1) Convenience formats: Casino supermarkets, Franprix, Monoprix, convenience stores.
(2) Vindémia and food services.
2014 Annual Report // 133
Trading profit
Organic change in trading profit
Organic
In € millions 2014
change
2013 (reported)
France Retail(1) 396 555 -28.1%
Latam Retail 895 892 +11.9%
Latam Electronics 677 546 +35.7%
Asia 255 264 +1.5%
E-commerce 7 31 -
Organic change in operating margin
2014
2013 (reported)
Organic
change
France Retail(1) 2.1% 2.9% -
Latam Retail 5.8% 5.7% +17 point
Latam Electronics 9.3% 7.2% +220 point
Asia 7.2% 7.4% -15 point
E-commerce 0.2% 1.1% -
Group(1) 4.6% 4.7% +7 points
(1) 2013 reported figures exclude Mercialys.
Group(1) 2,231 2,288 +5.6%
Breakdown of consolidated trading profit
(1) 2013 reported figures exclude Mercialys.
France
Retail
0.3%
E-commerce
17.7%
Asia
11.4%
40.1%
Latam
Retail
30.3%
Latam
Electronics
134 //
2014 Annual Report // 135
Store network in France
Number of stores Retail space
at 31 December (in thousands of sq.m)
Number of stores Retail space
at 31 December (in thousands of sq.m)
2012 2013 2014 2012 2013 2014
2012 2013 2014 2012 2013 2014
Géant Casino hypermarkets 125 126 127 919 920 925
Convenience stores 6,546 7,347 6,825 861 913 858
o/w French affiliates 9 7 7 - - -
Indian Ocean(1) 123 131 129 112 113 117
international affiliates 6 9 10 - -
Other activities (Food services, drive-through, etc.) 458 513 598 n/a n/a n/a
Casino supermarkets 445 444 444 721 705 712
France total 9,734 10,649 10,416 4,196 4,254 4,345
o/w French affiliates/franchises 58 60 63 - - -
international affiliates/franchises 41 34 32 - - -
(1) This line was included in the international total until 30 September 2014.
Monoprix 542 584 632 666 681 716
o/w affiliates/franchises 137 163 186 - - -
Naturalia 71 74 90 - - -
Naturalia franchises - -1 2
Franprix 891 885 860 378 372 371
o/w franchises 390 344 323 - -
Leader price 604 619 801 538 548 648
o/w franchises 231 120 207 - -
Total supermarkets + Discount 2,482 2,532 2,737 2,303 2,306 2,447
136 //
2014 Annual Report // 137
International store
network
Number of stores Retail space
at 31 December (in thousands of sq.m)
Number of stores Retail space
at 31 December (in thousands of sq.m)
2012 2013 2014 2012 2013 2014
2012 2013 2014 2012 2013 2014
Argentina 24 22 27 127 117 115
Colombia 427 739 1,258 740 790 889
Libertad hypermarkets 15 15 15 120 116 113
Éxito hypermarkets 87 85 82 475 470 460
Other 9 7 12 7 1 2
Éxito and Carulla supermarkets 136 145 153 176 193 205
Uruguay 52 54 54 73 80 80
Super Inter supermarkets
46 54
Géant hypermarkets 1 2 2 11 16 16
Surtimax (discount) 119 415 874 65 109 151
Disco supermarkets 27 28 28 29 30 31
o/w Aliados 269 721 - -
Devoto supermarkets 24 24 24 33 33 33
Éxito Express and Carulla Express 77 91 102 12 15 18
Brazil 1,881 1,999 2,143 2,615 2,753 2,864
Other 8 3 1 12 4 1
Extra hypermarkets 138 138 137 805 805 812
Thailand 348 559 636 977 1,045 1,073
Pão de Açúcar supermarkets 162 168 181 210 218 233
Big C hypermarkets 113 119 123 924 956 971
Extra supermarkets 207 213 207 236 242 237
Big C supermarkets 18 30 37 27 38 43
Assaí (discount) 61 75 84 197 272 317
Mini Big C superettes 126 278 324 22 46 53
Extra Fácil and Minimercado Extra superettes 107 164 256 26 39 62
Pure 91 132 152 4 5 6
Casas Bahia 568 602 663 789 824 868
Vietnam 33 35 40 115 131 150
Pontofrio 397 397 374 258 259 244
Big C hypermarkets 21 25 30 112 128 148
Drugstore 157 157 158 11 11 11
Convenience 12 10 10 3 3 2
+ service stations 84 85 83 84 84 81
International total 2,765 3,408 4,158 4,649 4,916 5,171
138 //
2014 Annual Report // 139
CONTACTS
Corporate Communications
Phone: +33 (0)1 53 65 24 78
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: €173,157,997.86
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
Editorial content
Laure Martin-Girard – bureau Z
Design and production
Éric Bury – Shaman
Cover photos © Fotolia
Printed on 100% recycled paper at an Imprim’Vert-certified print shop.
140 //
www.groupe-casino.fr
GROUPE CASINO
B.P. 306 – 1, esplanade de France – F-42008 Saint-Étienne Cedex - France
Phone: +33 (0)4 77 45 31 31 – Fax: +33 (0)4 77 45 38 38