Annual and Corporate
Social Responsibility
Performance Report
ContentsThe GroupThe values that make us strong14Key figures16A global presence18The Executive Committee20The Board of Directors22Casino share performance and ownership26Banner advertisements282015 at a glance02Message from the Chairman06Banner advertisements10Strategic visionA robust and profitable growth strategy 32A differentiating e-commerce model 34Private labels firmly embedded in our corporate DNA 36A value creation model for our sites 40International partnerships: expanding banner networks and private labels 42Banner advertisements 44Business reviewFranceAn extensive network of innovative, complementary banners 48Latin America A powerful player spurring growth across the region 54Asia Fast-paced expansion in Thailand and Vietnam 60Banner advertisements 62Roadmaps 90Reporting principles 1242015 CSR indicators 126Banner advertisements 128Humanresources and CSRInnovative, responsible human resources policies 66A constant concern for well-being in the workplace 68Promoting diversity and rejecting all forms of discrimination 70Supporting career development and encouraging talent 74Reaching out to society's most vulnerable 76Building a sustainable growth model 80Key 2015 CSR performance indicators 84FinancialresultsFinancial highlights 132Consolidated net revenue 134EBITDA and trading profit 136Store network 138 2015 at a glance
FRANCE
Franprix launches its new Mandarine concept in spring
2015 and wins the Janus du Commerce prize, awarded
by the Institut Français du Design.
FRANCE
Cdiscount deploys its immediate availability service in Paris, after
rolling it out in Bordeaux, Marseille, Toulouse, Lyon and Nantes.
BRAZIL
Renovation of Extra stores
The new concept is rolled out across
137 hypermarkets and
207 supermarkets.
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COLOMBIA
Colombia Magia Salvaje, a
documentary co-produced by
Grupo Éxito, is a box office hit in
Colombia. Revealing Colombia's
biodiversity and natural wonders,
the film is seen by 2.3 million
people in 2015.
FRANCE
Leader Price celebrates 25 years of affordable
quality and a network of 1,200 stores
and 7 million customers.
HUMAN RESOURCES
Continued implementation of the caring
management programme, with the
participation of nearly 2,000 managers.
URUGUAY
Grupo Éxito exports its convenience format, opening
10 Devoto Express stores in Montevideo
and Punta del Este.
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2015 at a glance
CSR
A practical guide to combating food waste
is distributed in more than 2,000 Géant
Casino, Casino Supermarchés,
Franprix, Leader Price, Monoprix,
Casino Shop and Petit Casino stores.
FRANCE
Géant Casino launches dedicated
catalogues for Finlandek housewares
and for apparel.
BRAZIL
Cash & carry banner Assaí steps
up the pace of its expansion,
opening seven new stores during
the fourth quarter of 2015.
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FRANCE
monop’ opens its 100th store in Bordeaux and celebrates
10 years of this ultra-convenience concept in cities.
COLOMBIA
The foundation
stone is laid for Viva
Envigado, the
country’s biggest
shopping centre,
which will include
240 stores spread
over 130,000 sq.m.
Opening is scheduled
for 2018.
FRANCE
Cdiscount and Franprix launch an express food service
with home delivery in 90 minutes in Paris and the nearby
suburbs of Neuilly-sur-Seine and Levallois-Perret.
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Message from the Chairman
In just a few years, the Casino Group has
In Brazil, GPA Food sales held firm, led by the
expanded to become one of the world's leading
growth of the most dynamic formats.
retailers. This transformation is the result of
strategic choices in how we manage our assets
In 2015, the Group's consolidated revenue
and position ourselves across high-potential
climbed 1.6% at constant exchange rates.
formats in each of our markets.
In France, 2015 was shaped by the recovery of
Underlying profit attributable to owners of the
parent amounted to €412 million. Casino's net
debt in France was significantly reduced in
the Group's local business. Our competitive
2015 and a debt reduction plan, announced at
prices and ability to meet customer needs
the end of the year, will enable the Group to
boosted sales momentum in our stores. During
improve its financial flexibility on a long-term
the year, we achieved market share gains in
basis.
France across the entire Group and customer
footfall
rose 1.9%. This performance
Continued growth in France
demonstrates how effectively we have
positioned our formats, focusing on four
Casino was one of the few integrated multi-
segments: value banners – hypermarkets
format groups to increase its market share
and discount stores –, premium banners,
convenience banners, and e-commerce.
during the year in France, where it has
consistently gained market share since
we also extended the purchasing agreement
with Intermarché and signed a new partnership
agreement with Dia.
Géant Casino’s price-cutting programme
launched in 2013 is now beginning to pay off.
The banner's revenue increased 3.5%1 in the
second half of 2015, and the positive trend
continued into early 2016. Customer footfall –
like sales volumes – increased by 4 percentage
points, which is a very good result in the French
market. This strong performance covers both
food and non-food products, which have held
up well in a market that is gradually being
eroded by e-commerce.
Jean-Charles Naouri,
Chairman and Chief Executive Officer
Leader Price enjoyed even more robust growth.
The discount banner, which marked its 25th
anniversary in 2015, has seen rising customer
Monoprix continued on its growth trajectory,
with revenue climbing 2.8% in the fourth
quarter of 2015. Food sales rose steadily in
September 2015. We have leveraged new
footfall since the second quarter of last year.
2015 and the apparel and housewares
Internationally, the Group strengthened its
concepts, store renovations, original and
Since the end of 2013, price attractiveness has
segments also saw vibrant sales thanks to a raft
leading position in Latin America, where it
effective promotional campaigns and a
increased by 3 percentage points and the
of original promotional campaigns. Profit
delivered excellent performances in Colombia,
carefully planned pricing strategy to drive up
banner's appeal has gained 7 points, with
margins for premium banners remained high
Uruguay and Argentina.
sales and footfall in our stores. This past year,
Leader Price greatly liked or loved by nearly half
across all formats, from Monoprix to monop'
“In France, 2015 was shaped by the recovery
of the Group's local business. Our competitive prices
and ability to meet customer needs boosted sales
momentum in our stores.”
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of French households. These good indicators
and Naturalia. The banner continued its rapid
are underpinned by price reductions, which
expansion, with 84 store openings in 2015.
have helped make Leader Price one of the
most affordable banners in France, as well as by
Business was buoyant in convenience store
and supermarket formats, demonstrating
improved in-store service, especially faster
the success of our strategy to enhance the
checkouts, extended opening hours and a more
banners' shopper appeal. At Franprix, the new
effectively targeted assortment.
Mandarine concept launched in May 2015 has
1 In organic and comparable data.
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Message from the Chairman
been highly successful. Renovated stores
year, the premium format continued to expand,
recorded an 8.9% increase in footfall in the
confirming our confidence in the future of this
Growth in e-commerce
assertive social responsibility and environmental
commitments and the conviction that diversity is
fourth quarter of 2015.
Good performance in international
markets
segment. For the year as a whole, premium banner
Pão de Açucar enjoyed organic growth of 3.9%, a
wide profit margin and a growing market share.
The convenience format, which has a lot of
potential but is still in the early stages of
The Group has consolidated its Latin American
development in Brazil, is growing rapidly. A store
activities within its Éxito subsidiary. The leading
renovation programme was launched at Extra
retailer in Colombia, Éxito delivered strong
Hypermarket in the second half of 2015 to
results in 2015, with 4% growth in organic sales.
revitalise sales. Assaí, our cash & carry banner,
Business in Colombia was shaped by significant
recorded organic growth of 25.5% in 2015,
expansion over the year, with the opening of four
helping us to become the second leading cash &
hypermarkets, 22 supermarkets, 15 convenience
carry player in the country. Via Varejo's market
“In a bid to create a solid base for expansion, the Group
strengthened its financial structure in 2015.”
stores and 615 Surtimax (discount) stores.
share rose over the year to represent 27.5% by
Alongside its core business, Éxito also owns major
December 2015.
commercial property assets. In the space of just a
few years, it has become the country's leading
shopping mall operator with 300,000 sq.m of
leasable retail surface area in 31 shopping malls at
the end of 2015.
In Brazil, where GPA is the leading retailer, GPA Food
In Asia, Big C Thailand delivered a satisfactory
performance in 2015, with revenue of €3.4 billion.
In addition, tight cost control measures brought
costs down significantly compared with one year
earlier. In Vietnam, Big C consolidated its leading
position in the country with an 18.8% increase in
reported organic growth of 7.1% in 2015. Its
revenue in 2015.
resilient and well-balanced portfolio focuses on
cash & carry, premium formats, supermarkets and
convenience stores, and hypermarkets. This past
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Cnova, the banner for our e-commerce
a precious asset.
Thanks to the professionalism, talent and
commitment of our employees, we are dedicated
to a retailing vision focused on initiative and
the close relationships that we nurture with our
customers. With a business model centred on
respect for differences, Casino encourages
diversity and gender balance in its teams.
The challenges that lie ahead for us in 2016
include consolidating our leadership in Latin
America, achieving profitable growth in France,
forging ahead with expansion in e-commerce,
implementing our asset rotation strategy and
significantly reducing debt. To achieve these goals,
the Group will leverage a clearly defined strategy
and the commitment of its employees worldwide,
who are united by a shared entrepreneurial spirit
and focus on excellence and responsibility.
operations in France and abroad, saw its
business volume surge 16.4%2 in 2015. Over
the year, we benefited from strong growth
in marketplaces and a significant increase
in traffic, with 1.7 billion visits (up 28.9%).
In France, an exceptional performance by
Cdiscount brought its market share up to
27.4% in the last quarter of 2015. The many
promotional campaigns carried out throughout
the year lifted traffic by 30.5%.
Enhanced financial structure
In a bid to create a solid base for expansion,
the Group strengthened its financial structure in
2015. The Group's reorganisation in Latin America
in August 2015 reduced Casino's debt in France
by more than €1.6 billion. A €4 billion debt
reduction plan was also launched in early 2016
with the sale of Big C Thailand, a significant first
step that will reduce debt by €3.3 billion as part of
our plan to dramatically reduce the net debt to
EBITDA ratio and boost our financial flexibility.
A committed and responsible Group
In all of its host countries, Casino and its teams
continue to promote the values that underpin
the Group’s success: a deep appreciation for local
cultures, an entrepreneurial and innovative spirit,
2 At constant exchange rates in 2015 vs. 2014.
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102015 ANNUAL REPORT112015 ANNUAL REPORT The Group
A long-standing player in the French
retail market, the Casino Group has
doubled in size over the past five
years and is now 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, in all host countries,
consistently live up to our motto of
"nourishing a world of 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-changingconsumer trends, in a commitment to addressing the diverse aspirations of eachcountry and customer. This vision is shared by our 325,820 employees, whoembrace our four key values of entrepreneurship, loyalty, excellence andsolidarity.The values that make us strong142015 ANNUAL REPORT152015 ANNUAL REPORT1898Geoffroy Guichard establishes Société des Magasins du Casino et Établissements Économiquesd'Alimentation, operating under thename Guichard-Perrachon & Cie.1901The first Casino-brand products arelaunched.1906The first production plants to supplyCasino stores are opened in the Loireregion.1927A clinical laboratory helps to trackproduct quality and innovate bycreating new Casino-brand items. 1928Already, 10% of Casino employees aredisabled veterans, in compliance witha law that was the forerunner oftoday's disability employmentlegislation.1948The first self-service store is opened.1959Casino becomes the first French foodretailer to mark its products with a use-by date.1992Led by the founder's grandson,Antoine Guichard, Casino merges withRallye, a French retailer owned byJean-Charles Naouri.1997Casino acquires Franprix and Leader Price.1999Strategic alliances are forged withlong-standing retailers in Brazil,Colombia and Thailand, countries withyoung populations and strongdevelopment potential.2000Casino raises its stake in Monoprix to50% and acquires Cdiscount.2001The Group opens the first French-style hypermarket in Vietnam underthe Big C banner.2005Jean-Charles Naouri is appointedChairman and Chief Executive Officer.The asset portfolio is strengthened inBrazil, Colombia, Thailand andVietnam.The Mercialys property company iscreated.2012Control of Pão de Açúcar, Brazil'sleading retailer, is acquired and anagreement is signed to purchase theremaining 50% of Monoprix.2013Management control of two of theGroup's underpinning assets, GPA inBrazil and Monoprix in France, isacquired.2014Cnova is created to consolidate all ofthe e-tailing operations, with listingon the Nasdaq and Euronext Parismarkets. 2015Casino Group operations in LatinAmerica are consolidated under theÉxito banner.LOYALTYWith its highly diverse organisation, Casino believes thatsuccess can only be built on a solid foundation of loyalty andshared ethical values. Because our store networks' deeplocal roots have fostered such close ties to our hostcommunities and our brands have consistently lived up totheir promise of quality, we pay constant, careful attentionto people and their needs.EXCELLENCECasino sets exacting standards in its continuouscommitment to quality and performance, as well as inassessing its processes and procedures. In every hostcountry and in each of our differentiated banners,operational excellence shapes everything we do to pleaseour customers and deliver an outstanding shoppingexperience.SOLIDARITYIn line with its "CSR Spirit" continuous improvementprogramme, and guided by a culture of teamwork andcooperation, the Casino Group and its employees regularlyreach out to local communities and forge new partnershipswith local associations. Through its foundations, the Groupis leading sustainable initiatives in favour of children.ENTREPRENEURSHIPSince its founding, Casino's entrepreneurial spirit has beendriven by an enduring sense of curiosity, constant attentionto shopper needs in every market, and a dynamic ofinnovation. Building on our strategy of expanding in thevalue, premium and convenience formats, and online, weare staying one step ahead of every trend to invent the retailmodels of the future.A pioneering spirit since 1898 €46.1billionin consolidated net sales€412 million in underlying profit attributable to owners of the parent€1.446billionin trading profit325,820employees worldwide115,344storesaround the world9.7million sq.m of retail spaceRetailingNo. 1 in Brazil No. 1 in Colombia No. 1 in Vietnam E-commerceCdiscount is No. 2 in FranceNo. 1 private-sector employer in Brazil (in the retail sector)No. 1 private-sector employerin Colombia172015 ANNUAL REPORTKey figures52%40%1 Number of employees on payroll at 31 December 2015, including those under permanent/fixed-term contracts andfull-time/part-time contracts – consolidated businesses only.2 Excluding petrol and the calendar effect and at constant exchange rates. Percentage of employees under 30Percentage of womenemployees0.3%organic growth2in consolidated sales A global presence
Value
banners
Premium
banners
Convenience
banners
E-commerce
Belgium
France
Colombia
Brazil
Argentina
Uruguay
Thailand
Vietnam
Senegal
Cameroon
Ivory Coast
Mayotte
Madagascar --
Reunion
Island
Mauritius
The Executive Committee
Led by the Chairman and Chief Executive
Officer, the Executive Committee is responsible
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 Director,
Chairman of EMC Distribution
Yves
Desjacques
Human Resources
Director
Carlos Mario
Giraldo Moreno
Chairman of Grupo Éxito
Colombia
Antoine
Giscard d’Estaing
Chief Financial Officer
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Ronaldo
Iabrudi
Chief Executive Officer
of GPA Brazil
Julien
Lagubeau
Chief Operating Officer
and Executive Committee
Secretary
Jean-Paul
Mochet
Chief Executive Officer
of Franprix and the
Convenience Banners
Tina
Schuler
Chief Executive Officer
of Leader Price
and Casino Supermarkets
Arnaud
Strasser
Corporate Development
and Holdings Director
Gérard
Walter
Chief Executive Officer
of Géant Casino
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The Board of Directors
The Board of Directors is comprised of 15 members1:
Jean-Charles Naouri
Chairman and Chief Executive Officer.
Nathalie Andrieux
Independent Company Director.
Independent director.
Didier Carlier
Representative of Euris;
Chief Executive Officer of Rallye.
Jacques Dumas
Representative of Cobivia;
Advisor to the Chairman of Casino;
Deputy Chief Executive Officer of Euris.
Henri Giscard d’Estaing
Chairman and Chief Executive Officer
of Club Méditerranée.
Independent director.
Gérard Koenigheit
Representative of Matignon-Diderot;
Legal Manager of GK Advisor sarl.
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 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.
Senior Independent Director.
Michel Savart
Representative of Finatis;
Advisor to the Chairman of Rallye/Casino
and Chairman and Chief Executive Officer
of Foncière Euris.
Pierre Giacometti, Non-Voting Director
Chairman of GiacomettiPeron & Associés.
Kareen Ceintre
Secretary of the Board of Directors.
1 As of 8 March 2016, the date on which the 2015 financial statements were approved.
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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 2015 Registration
Document filed with the French 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 the following directors are
therefore expiring at the General Meeting of 13 May 2016:
Jean-Charles Naouri, Henri Giscard d’Estaing, Marc Ladreit
de Lacharrière, Gilles Pinoncély and Matignon-Diderot.
recommendation of
the
the Appointments and
Compensation Committee, has submitted a number of
related resolutions to the Annual General Meeting to be held
on 13 May 2016. The Board recommends that shareholders
re-elect for a three-year term directors Jean-Charles Naouri,
Marc Ladreit de Lacharrière and Matignon-Diderot, and that
Diane Coliche, Director of Group Corporate Development
and M&A within the Casino Group, become permanent
representative of Matignon-Diderot, a director representing
the controlling shareholder. Henri Giscard d’Estaing and
Gilles Pinoncély, who have served on the Board for
12 and 13 years respectively, will not be proposed for
re-election as directors. Instead, they will be proposed for
election as non-voting directors. Shareholders will not be
asked to re-elect Pierre Giacometti as a non-voting director.
The Board of Directors seeks to ensure that its membership
is aligned with the principles of the AFEP/MEDEF corporate
governance code. With the assistance of its specialised
committees, it regularly assesses its size, structure and
composition as well as that of its committees. Directors are
selected for their experience, skills and readiness to be
involved in the Group's development. The Appointments
and Compensation Committee is responsible for proposing
candidates for election or re-election to the Board. The aim
is to maintain a diverse and complementary range of skills
and experience on the Board and to increase the number of
women directors as well as the number of nationalities
represented on the Board.
On the Governance Committee's recommendation, the
Board of Directors has decided to downsize and, following
As part of its delegated responsibilities, the Appointments
and Compensation Committee conducted its annual review
of the independence of each of the directors comprising the
Board as submitted for the approval of the 13 May 2016
General Meeting. Five of the Board members were deemed
to be independent: Nathalie Andrieux, Sylvia Jay, Catherine
Lucet, Gérald de Roquemaurel and Frédéric Saint-Geours.
On shareholder approval, the Board would also include
two other qualified individuals from outside the Company,
Marc Ladreit de Lacharrière and David de Rothschild, and
the controlling shareholder would be represented by
six directors – Jean-Charles Naouri, Chairman and Chief
Executive Officer, Didier Carlier, Jacques Dumas, Didier
Lévêque, Michel Savart and Diane Coliche – who would
consequently not hold a voting majority on the Board.
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The Board of Directors
Following the General Meeting of 13 May 2016, the Board
would therefore comprise 13 members, of which five
independent directors (38.5%) and four women (31%).
their proper application and alignment with the Group’s
organisation.
In 2012, following a proposal by the Chairman and in
accordance with AMF recommendations and shareholder
proxy advisors, the Board of Directors appointed a 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.
The Board of Directors is therefore now assisted by three
specialised committees: the Audit Committee, the
Appointments and Compensation Committee and, since
7 July 2015, the Governance Committee. Neither the
Chairman and Chief Executive Officer nor any
representatives of the controlling shareholder may sit on a
Committee.
Alongside the recommendation to re-elect Jean-Charles
Naouri as a director, submitted to the General Meeting of
13 May 2016, on the same date the Board will be called upon
to decide whether the roles Chairman and Chief Executive
Officer should remain combined and to re-appoint Jean-
Charles Naouri to this joint office.
AUDIT COMMITTEE
The Audit Committee is currently comprised of four
members: Catherine Lucet, Frédéric Saint-Geours and Gérald
de Roquemaurel, who are independent members, and Gilles
Pinoncély. Catherine Lucet is the Committee Chair.
In the annual assessment of the Board's procedures, the
Directors' ratings and comments once again 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 11 times in 2015, with an
average attendance rate of 85.3%.
BOARD COMMITTEES
In 2015, with a view to strengthening the Company's good
governance process, the Board of Directors decided to
create a committee dedicated to governance issues, tasked
with monitoring changes in governance rules and ensuring
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
events that are likely to have a material impact on the
position of the Company or its subsidiaries in terms of
commitments and/or risks. Accordingly, pursuant to Article
L.823-19 of the French Commercial Code, the Committee is
in charge of monitoring issues that relate to the preparation
and auditing of 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. Since 2015, as part of a good
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governance process and in order to better identify and
manage potential conflicts of interests, it has also been
tasked with reviewing, prior to their conclusion, significant
agreements between Casino and related parties.
A Charter sets out the Committee's powers and duties,
particularly those concerning risk management, the
identification and prevention of management errors and the
procedure by which agreements with related parties are
reviewed. The Audit Committee met 14 times in 2015, with
an attendance rate of 83.9%.
APPOINTMENTS AND COMPENSATION COMMITTEE
The Appointments and Compensation Committee
is
currently comprised of three independent members: Gérald
de Roquemaurel, Nathalie Andrieux and Henri Giscard
d’Estaing. Gérald de Roquemaurel is the Committee
Chairman.
The Committee’s primary role is to assist the Board of
Directors in a) selecting candidates for election to the Board
of Directors, b) setting and overseeing the Group's senior
management compensation as well as employee stock
options and stock grant policies and c) implementing
employee share ownership plans. A Charter sets out its
powers and duties. The Appointments and Compensation
Committee met five times in 2015, with an attendance
rate of 81.6%.
In order to more effectively take into consideration the
Group's 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 enhance its committees
in order to support the good governance process.
The Governance Committee was thus created on 7 July
2015 with the aim of monitoring the development of
governance rules and ensuring their proper application and
integration by the Group as well as proposing any
appropriate changes.
Its responsibilities have been
determined so as to complement those of the other two
committees. It assists the Board in implementing and
applying governance rules and best practices. It also
addresses all ethical issues relating to the directors, the
assessment of the Board of Directors' procedures and the
management of conflicts of interests. It examines the
structure, size and composition of the Board on a regular
basis as well as the Group's corporate social responsibility
policy. A Charter, which has been approved by the Board of
Directors, sets out the rules for the Committee's
organisation and procedures.
The Governance Committee met twice in 2015, with an
attendance rate of 100%.
GOVERNANCE COMMITTEE
The Governance Committee is currently comprised of three
members: Frédéric Saint-Geours and Sylvia Jay, who are
independent members, and David de Rothschild. Frédéric
Saint-Geours, Senior
the
Committee Chairman.
Independent Director,
is
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Casino share performance
and ownership
Casino, Guichard-Perrachon, parent company
Share performance, 31 December 2014 - 31 March 2016
€100
€90
€80
€70
€60
€50
Price
at 31 December
2014:
€76.5
Casino: -34.1%
CAC 40: +2.6%
(31 December 2014 - 31 March 2016)
Ownership structure at 31 December 2015
Number of shares
%
Voting rights
%
Public 54,151,487 47.8% 58,104,341 36.6%
Groupe Rallye 55,930,447 49.4% 98,127,086 61.8%
1
Employee mutual fund 1,283,039 1.1% 2,484,803 1.6%
Treasury shares 1,832,713 1.6% 0 0%
Total 113,197,686 100% 158,716,230 100%
1 50.1% including the 0.7% held by Rallye through an equity swap.
Price
at 31 December
2015:
€42.4
Price
at 31 March
2016:
€50.4
Five-year share performance
Average daily trading volume
2015
2014
2013
2012
2011
Jan.
Feb. March
April May
June
July
Aug.
Sept. Oct.
Nov.
Dec.
Jan.
Feb. March
Share information
Stock exchange
NYSE 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
– Socially responsible investing
FTSE4GOOD
Vigeo Eurozone 120
Ethibel Sustainability Index Excellence Europe
MSCI Global Sustainability Index
STOXX® Global ESG leaders Indices
Eligible
- for the Deferred Settlement System (SRD)
- and for the PEA share savings plan (PEA)
Shares outstanding
113,197,686 at 31 December 2015
Market capitalisation
€4.8 billion at 31 December 2015
Credit rating
Casino is BB+ rated (stable outlook) by Standard & Poor's
since 21 March 2016 and BBB- (stable outlook) by Fitch Ratings,
as confirmed on 16 December 2015
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 Finance section of the corporate website:
http://www.groupe-casino.fr/en
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In number of shares
949,293
631,839
627,764
662,020
781,996
In € millions
High/low
High (in €)
Low (in €)
Closing price at 31 December (in €)
Dividend per share (in €)
59.3
54.1
49.1
46.2
51.7
87.9
38.7
42.4
3.12
97.5
70.0
76.5
3.12
86.8
68.5
83.8
3.12
75.9
61.7
72.1
3.00
76.5
51.3
65.1
3.00
Several major subsidiaries are also publicly listed:
• Compania Brasileira de Distribuiçao (Brazil) on the BM&F Bovespa in São Paulo and the NYSE (USA),
• Via Varejo (Brazil) on the BM&F Bovespa in São Paulo,
• Almacenes Éxito (Colombia) on the BVC in Colombia,
• Cnova (Netherlands) on the Nasdaq and NYSE Euronext Paris.
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282015 ANNUAL REPORT292015 ANNUAL REPORT Strategic vision
Newly anchored in its main markets,
Casino is pursuing a robust and
consistent strategic vision focused
on the countries and formats with
the highest potential. Strengthened
by deeper synergies, the Group is
leveraging effective growth drivers
such as a differentiating e-
commerce model, private labels
renowned for quality, a value
creation strategy for its sites and a
proactive international distribution
partnership strategy to secure its
global presence and network.
A robust and profitable
growth strategy
With its two major markets in France and Latin America, the Group has
demonstrated the robustness of its retail development model, which focuses on
the most profitable formats. We can now leverage a diversified portfolio of
banners that are benefiting from improved synergies.
Refocusing on our
main markets
After carrying out an ambitious international
expansion strategy for the past 15 years, the Casino
Group is now focusing on the two main markets
where it has built a strong presence: France and
Latin America. This will allow us to strengthen our
financial structure and create the conditions for
future growth by mobilising all the means necessary
to successfully carry out our retail activities.
These two markets are well-balanced, with similar
business volumes and robust structures. While in
France – our historic territory – the Group focuses
on a coherent portfolio of strong banners, in
South America, all the Group's operations are now
consolidated within
its Colombian subsidiary
Grupo Éxito.
Complementary and innovative
banners
In its two major markets, the Group focuses on
highly complementary banners, which cover all of
its customers' needs. The value banners include the
hypermarkets, the discount outlets and the very
dynamic Assaí cash & carry chain in Brazil. The
premium banners are represented by Pão de Açúcar
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in Brazil, Carulla in Colombia and the highly popular
Monoprix and monop' in France. Lastly, the concept
of the convenience store banners, which are
adapted to both city centres and rural areas, are
already well developed in France – Franprix, Casino
Shop, Vival, Spar, Leader Price Express and Sherpa,
and are now being rapidly deployed in Latin
America, with Minuto Pão de Açúcar in Brazil and
Carulla Express in Colombia. These three formats
are perfectly in line with changing consumer
trends, particularly in emerging markets, and enable
the Group to keep in step with evolving market
conditions. Banners everywhere are turning to
innovation to win over customers and assert their
positioning, specifically by reinforcing their identity
and appeal. The Group has flagship brands to speed
its development in the most profitable formats. A
perfect example is Assaí in Brazil, which increased
its sales by 25% in 2015 and opened 11 new stores
across the country.
Cross-fertilisation
The Group's organisation around two main
markets and the coherence of its portfolio are
encouraging strong synergies to develop between
the banners in terms of information systems,
logistics, procurement, banner brands and sales
promotions.
The Group's size has thus become a key strength in
negotiations with major international suppliers.
These purchasing synergies have been further
enhanced by partnerships forged in France through
the new
Intermarché Casino Achats (INCAA)
purchasing agency and internationally, with the
ICDS purchasing agency, set up as part of an
agreement with Dia.
In Latin America, the consolidation of the Group's
Brazilian, Colombian, Argentinian and Uruguayan
subsidiaries in a single structure should facilitate
business growth in the region through cross-
fertilisation. In markets that are now experiencing
consistent expansion, new sources of growth can
be tapped through expertise sharing. For example,
the Brazilian cash & carry model is set to be
extended to Colombia, while Éxito's best practices
in apparel and its property expertise can benefit
Brazil.
Trans-Atlantic cooperation is being enhanced by
private labels, which are encountering a vast
market. While Casino's food brands are bringing a
touch of French tradition to South American stores,
Grupo Éxito is continuing to develop its Finlandek
housewares brand and strengthen its Bronzini
and Arkitect clothing brands, which are designed
and manufactured in Colombia, and now widely
available in Géant Casino hypermarkets and Casino
supermarkets in France.
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A differentiating
e-commerce model
No.2 in France and a major player in Brazil and Colombia, the Group takes a low-
cost e-commerce approach underpinned by three major strengths: significant
market share guaranteeing high traffic, the backing of major retailers, and
powerful marketplaces to expand the offering.
A low-cost business model
In the fiercely competitive e-commerce market,
Casino's websites have built their success on a
promise to provide customers with the broadest
offering at the lowest prices. To do this, the Group's
websites, which are consolidated within Cnova,
use a tried and tested low-cost model based on
three main strengths: a large audience, the support
of the store network and the development of
marketplaces.
Launched in 1998 in France and ten years later in
Brazil, the Group's e-commerce business now
enjoys leading positions in the markets where it
operates. While Cdiscount has the second largest
e-commerce audience in France1, Cnova's sites –
Cdiscount.com.br and exito.com – also have a
very strong presence in Brazil and Colombia. This
guarantees a strong audience and high levels of free
traffic for the Group's websites, while also helping
to reduce advertising costs.
The click & mortar system
Wherever they are developed, Cnova sites can
leverage all the benefits of the Group's strategic
support. In particular, e-commerce activities can
1 In number of unique visitors (Médiamétrie figures)
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capitalise on the banners' purchasing clout, supply
chain infrastructure and close-to-the-customer
market coverage, which are serving as highly
differentiating growth drivers in this market. This
click & mortar model allows logistical and marketing
gateways to be built to our other retail channels.
Cross-channel platforms are developing rapidly as
a result. Some 60% of Cdiscount's sales volumes in
France are delivered to 20,000 pick-up points,
chiefly located in the Group's stores. Delivery is
free, even for large products.
In Brazil, where the network of pick-up locations is
expanding quickly, Extra hypermarket shoppers can
use in-store terminals to browse the thousands of
products in the extra.com.br online catalogue.
In France, permanent Cdiscount corners are being
set up in Géant Casino hypermarkets. Synergies
are also being created through
large-scale
promotional events like Black Friday, which are led
simultaneously online and at physical stores.
28 million product offerings
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 marketplaces are
enhancing site appeal, generating additional
revenue and delivering excellent margins. In 2015,
they accounted for more than 20% of the business
volume generated by websites, compared with
11% in 2014. Today, more than 28 million product
offerings from 11,000 vendor partners may be
found on Cnova marketplaces.
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Private labels firmly embedded
in our corporate DNA
A pioneer in private labels, Casino has developed and sold tasty, healthy, high-
quality and innovative products for 115 years. Our uncompromising approach is
deployed across all of our banners.
Delicious every day
Our superior banner brands, which are suited to the
local culture, recognised for their quality and chosen
for their competitive prices, have always been a
differentiating factor in the minds of shoppers.
In France, we are committed to marketing
exceptionally delicious products.
The Casino Délices line further strengthened its
long-standing partnership with three-star Michelin
chef Michel Troisgros in 2015 with the launch of
new fresh ready meals in the chef's signature style.
The Casino Bio range was extended with more
gourmet products for the whole family. The Casino
Ça vient d'ici line continued to expand, with 80
regional products that exemplify a vibrant culinary
tradition, while Monoprix created Made in pas très
loin, a range of 40 products from the Paris region.
Monoprix Gourmet is engaged in a continuous
improvement process to consistently enhance its
recipes and offer customers new products. The
Franprix brand was also extended and comprised
550 quality products at the end of 2015. Lastly,
Leader Price collaborated with French celebrity chef
Jean-Pierre Coffe, who lent the banner his talent
and passion for affordable taste.
independent experts,
Committed to the health
of consumers
The first signatory of a Voluntary Code of
Commitment to Nutritional Progress in 2008,
Casino has a Health Committee made up of
top
including doctors,
agronomists, economists and sociologists. They
assist Casino France in analysing the latest scientific
trends in the field of nutrition and health and
identifying ways to continuously improve the
its
quality of private-label products. Under
leadership, the nutritional qualities of Casino
products are optimised by reducing their fat, sugar
and salt content, and by substituting some of their
ingredients with healthier alternatives. More than
2,000 recipes have already been optimised. The
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Health Committee has also helped the Group to
create a specific range to address two major
customer concerns: pesticides and antibiotics
(see box).
Trusted partners of health associations, Casino and
Monoprix are developing ranges of products free of
sugar, gluten and lactose for customers with
allergies, intolerances or diabetes. As an industry
benchmark in the field of healthy living, Casino is
part of a working group set up by the French Health
Ministry to look into the adoption of a simplified
nutritional information system.
Supporting local suppliers
A guarantee of high-quality products,
local
sourcing from small producers is at the heart of
the Group's strategy. In France, we support local
suppliers and best practices by developing
partnerships 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 and
La Criée programmes.
HEALTH
Close collaboration
with farmers
We are working closely with local supply
chains to put in place specific ranges of
products produced without antibiotics and
pesticides. After signing a partnership agreement with
a group of farmers in Gers, France, to market poultry
farmed without antibiotics under the Terres & Saveurs
brand, in 2015 Casino developed partnerships with pig
farmers to extend this approach to ham and pork.
introduced eight different frozen
Casino also
vegetables guaranteed free from pesticide residue,
and produced according to strict methods such as
installing pheromone traps, hand weeding and
adjusting industrial weed removal processes. This
range has been awarded the new Agriplus label, which
is featured on products cultivated using these
methods.
Quando você
se alimenta melhor,
seu dia rende mais.
Taeq possui uma ampla e variada linha
de produtos saudáveis para quem quer se
alimentar bem. Porque você sabe que uma
alimentação saudável é muito importante
para enfrentar a correria do dia a dia. É dela
que vem a disposição que você precisa para
conquistar seus objetivos, seja terminar o dia
bem ou planejar uma vida melhor.
venda
exclusiva
Conquiste sua vida.
All Pages
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Finlandek: a Franco-Colombian success story Launched by Éxito, the Colombian housewares, linens and tableware brand Finlandek has enjoyed huge success in France. Finlandek offers simple, functional,and innovative products at affordable prices, featured in a dedicated catalogue. More than 1,000 Finlandek products are sold in Géant Casino hypermarkets. The line is also offered on Cdiscount.Designed for Monoprix As in past years, Monoprixcontinued and deepened itscooperation with designersin all fields. Where food isconcerned, it now offerscreations from laureates ofFrance’s highest distinctionfor craftsman-ship, “Meilleurouvrier de France”: MathieuViannay in the deli section and Arnaud Lahrer in desserts. Artist MarionLesage designed a tribal-inspired linens and tableware collection for the banner, which sold out in three days. More recently, the bannerintroduced a wedding-themed capsule collection of apparel andhousewares designed by Lorafolk.382015 ANNUAL REPORT392015 ANNUAL REPORTPrivate labels: firmly embedded in our corporate DNAWith the Caras do Brasil programme, Pão de Açúcaris allowing artisanal cooperatives to sell theirproducts in its stores. Big C Vietnam has launchedthe Huong Vi line of products grown or raisedaccording to certified methods. In Colombia, Éxitois developing a best farming practices certificationprogramme with fruit and vegetable suppliers. In France, the Group is going even further with aprogramme to educate farmers about biodiversity.We are promoting a return to traditional practicessuch as planting hedges, building low stone wallsand creating natural ponds to attract the rightinsects to ward off the harmful ones. This virtuouscircle is designed to limit the use of chemicals.France: an incubator for innovationCasino promotes a culture of innovation in its banners, with a dedicatedteam tasked with deciphering trends, including internationally, andidentifying and sourcing the most innovative products on the market.2015 was shaped by two main consumer trends: indulgence and thequest for healthy naturalness, which explains the success of "glutenfree" products, for example. The most promising new products aretested in a selection of pilot stores (15 hypermarkets and 39supermarkets), which helps to incubate innovation. Best sellers fromthis process are then included in assortments. To foster private-label innovation as well, the Group organises an in-house contest in France dubbed “Eureca”, which encouragesemployees to design the new products of the future.Always more organicWith Casino Bio, Naturalia, Monoprix Bio, LeaderPrice Bio and Franprix Bio in France, and with Taeq in Brazil and Colombia, the Group's banners now offer 14,000 private-label organicproducts. GreenYellow, optimising energy performanceCasino continues to improve the energy efficiency of its stores through Energy Performance Contracts (EPCs)implemented by its subsidiary GreenYellow. Energy experts help banners to reduce their energy consumptionin particular by optimising refrigeration units, lighting and air conditioning systems and by closely monitoringequipment energy use. In France, where 630 Casino sites earned ISO 50001 certification in 2013 for their energy management system, the Group’spower consumption fell by nearly 4.5%, and 400 hypermarkets and supermarkets haverefrigerated display cases fitted with doors, whichis the equivalent of more than 40 km. In Colombia,the programmes implemented with GreenYellowenabled Grupo Éxito to save more than 56 GWh in2015, i.e., the annual electricity consumption of31,500 households. In Brazil, around 100 Extrahypermarkets benefited from EPCs in 2015.Working with CampoVivo for fair tradeÉxito has teamed up with Campo Vivo, asocially engaged company that providestraining for small farmers in sustainableagriculture practices, in order to ensure the distribution of their products in theGroup's banners. This is further proof of itscommit ment to local producers and fair trade. A value creation model
for our sites
Combining retail and property management, the Casino Group has developed a
strategy over the years to capture the value of its strategic assets, by actively
managing its portfolio through value-creating development, the continual
rotation of property assets, the acquisition of key assets and the disposal of
mature assets.
In 2015, the Group continued its shopping centre development projects in France and
internationally with the implementation of a value creation strategy at its sites based on seeking
and selling building permits and/or property development projects that help strengthen
supermarket and hypermarket business models (particularly by reducing hypermarket surface area
in France and using the newly available space to extend adjacent shopping malls).
A strategy that naturally
increases the retail component
of the repositioned hypermarket
model
Traditionally, the Casino Group in France operated
large hypermarkets with small adjacent shopping
malls. After carrying out a programme to adapt the
size of its hypermarkets to new consumer habits
and to extend and renovate the adjacent shopping
malls, sites in 2015 were increasingly comprised of
a smaller sized hypermarket joined onto a larger,
more powerful shopping mall. Work must continue
in this direction to reflect the scale-back of non-
food products in hypermarkets and the value
creation potential generated by the increase in
shopping mall space.
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A property management strategy
that can be replicated at some
Monoprix sites
As with its hypermarkets, Casino owns some of its
Monoprix stores and has building permits allowing
for significant extensions. The Monoprix sites
where the hypermarket property management
strategy is to be replicated have been selected
based on specific criteria. They need to (i) be
located
in major urban agglomerations with
promising demographic and purchase power trends,
(ii) be located on the high streets of city centres
(iii) and have
undergoing
significant urban densification potential. In 2015,
the Group sold five Monoprix sites to be completely
transformed to create additional space for
development within the framework of
larger
property projects and also to reallocate retail space.
The process
is similar to that adopted for
hypermarkets. One of the key differences is that, as
well as streamlining its holdings, Monoprix wants to
optimise rather than reduce its base, by increasing
retail space.
redevelopment,
local conditions.
Exporting property expertise
Internationally, the Group's expertise in operating
and capturing the value of shopping centres is a
highly differentiating strength. Our ambitious aim
is to offer everyone a unique customer experience
suited to specific
In South
America, our operations in Brazil and Argentina are
expanding their neighbourhood shopping centre
concepts under the Conviva and Patagonia banners,
respectively, while in Colombia, Éxito has been
expanding with Viva malls, which represent a
major growth and value creation driver in South
America, since 2012. In Colombia, three new Viva
centres totalling 27,000 sq.m opened in 2015, and
extensions during the year brought the total
space operated by Viva to 310,000 sq.m. With its
expertise in commercial property management,
Éxito has become one of the leading shopping
centre operators in Colombia.
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International partnerships:
expanding banner networks
and private labels
After pioneering the franchise concept in emerging markets, the Casino Group
continued to broaden the footprint of its banners in 2015, while also developing
private-label supply partnerships in new markets. These collaborations underpin
our expansion in Europe, Africa, the Middle East and Asia.
St Barts
St Martin
Guadeloupe
Martinique
Guyana
Senegal
Guinea
Conakry
Distribution partnerships
Belgium
Luxembourg
France
Romania
Andorra
Serbia
Azerbaijan
Tunisia
Libya
Lebanon
Kuwait
Qatar
Bahrain
UAE
Mali
Niger
Oman
Djibouti
Central
African
Republic
Congo
South Korea
Japan
Hong Kong
Taiwan
Philippines
Cambodia
Malaysia
More than 250 affiliated stores
in 45 countries
Teams dedicated to international partnerships have
been carrying out substantive work for several
years to forge partnerships with retail players in
countries where the Group does not yet have a
presence. The first focus of this process was to
expand the network of affiliates through long-term
agreements with powerful local partners. In all,
15 stores were opened in 2015, raising to 266 the
total number of affiliated stores outside France.
With more than 110 stores now operating in North
Africa and the Middle East, and more than 20 in
Sub-Saharan Africa, we are stepping up our
presence 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 in Europe and Asia. Apart from
providing access
these
partnerships also substantially raise the visibility of
all of our brands, including Casino, Casino Délices,
Casino Bio, Doodingues, Tilapins, Ça vient d’ici,
Ysiance, Tous
les Jours, Monoprix, Monoprix
Gourmet and Finlandek.
to major markets,
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Ivory Coast
Burkina Faso
Ghana
Togo
Cameroon
Gabon
Seychelles
Singapore
Indonesia
Mauritius
Reunion Island
Madagascar
New Caledonia
Asia
Casino, a brand
that represents
French tradition
The image of France and its culinary expertise
are major strengths that help promote the
Casino brand to Asian customers. Offering
local consumers and French expats a real
alternative, Casino private labels make French
imported products more accessible. Thanks to
partnerships with leading players in their
markets, Casino brands are continuing to
build their reputation in the main North and
Southeast Asian countries, even creating
permanent Casino corners in a large number
of stores such as Cold Storage in Singapore.
Sub-Saharan Africa
Partnering leading retailers
in French-speaking
countries
The reconstructed Géant Casino hypermarket in
Brazzaville, Congo, which has been extended by
1,000 sq.m and will shortly open its doors, illustrates
our commitment to playing a significant role in
developing modern retail
In Senegal,
Ivory Coast, Congo, Gabon, Cameroon, Central African
Republic and Djibouti, we have forged historic
partnerships with leading players in the organised retail
market. In these countries, the Casino brand is now the
best represented private label.
in Africa.
True to its pioneering spirit, the Group is capitalising on
its knowledge of the continent and continuing to
expand its presence in French-speaking Sub-Saharan
Africa, with partnerships in Mali, Burkina Faso, Niger,
Benin and Togo.
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442015 ANNUAL REPORT452015 ANNUAL REPORT Business review
Harnessing an extensive network of
innovative, complementary banners
across France, the Casino Group is
today refocusing on its business as a
retailer while developing fresh new
concepts country-wide. In Latin
America, the Group's operations –
which generate growth – have been
combined into a single structure within
the Éxito subsidiary. And in Asia, the
Group continued to expand across all
formats during the year, supporting the
development of modern retailing in the
region. Wherever it operates, the
Casino Group has developed a genuine
understanding of local culture and
shopping behaviour, helping it to meet
its customers' expectations more
effectively.
France
An extensive network
of innovative,
complementary banners
In France, the Group's historical home, Casino is today reaping the benefits of a
strategy based on investment in prices and innovative sales techniques. The
country's network of banners is refocusing on the retailing business with an
emphasis on fresh new concepts and efficient operating processes.
Consolidated value banners
Géant Casino hypermarkets and Leader Price
discount stores have regained their place in the
French mass retailing market thanks to their solid
repositioning and the clear recognition from
customers that they are the cheapest in the segment.
Géant Casino saw a continuous increase in the pace
of sales growth throughout 2015, and ended the
year with a 0.1 point increase in market share. The
banner kicked off a large-scale store renovation
campaign using a victorious red to strengthen brand
identity. Food product concepts were given a fresh
646 openings
in 2015
74,805
employees
on payroll under
permanent or
fixed-term contracts
at 31 December 2015
10,627 stores
Géant Casino
Sherpa
Casino Supermarchés
Stations-services
Leader Price
Monoprix/Monop’
Naturalia
Franprix
Petit casino
Casino Shop
Spar
Spar Supermarché
Vival by Casino
Leader Price Express
À la bonne heure
Cœur de blé
Monop’ daily
cdiscount.com
monshowroom.com
comptoirsante.com
moncornerdeco.com
Operations in France
Value banner
Premium banner
Convenience banner
Food service banner
E-commerce
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lease on life, with bulk and value-line products
targeted to families, organic corners expanded,
local Le Meilleur d'ici and Ici en France lines
promoted, and fresh products reworked to highlight
their local origins, enhance their alignment with
customer expectations and step up the customer
service component. In non-food products, the focus
was on developing the fragrance segment using the
same codes as specialist boutiques (900 new
products), and on extending private housewares
and apparel brands. The Finlandek housewares
range was padded out and given its own catalogue,
while the Arkitect, Custer, Bronzini, Epop and Bébé
rêve apparel brands continued to offer reasonably
effective
availability,
promotional
product
strategies and faster moving checkout
lanes
pushing both sales volumes and revenues higher
and securing an extra 0.2 of a point in market share.
Leader Price also continued to expand during the
year by opening 23 new stores, and successfully
completed the integration of the Le Mutant stores,
which generate an additional 15% of sales on
average, once they are under the Leader Price
banner.
priced basics and fashion pieces for the whole
its
family. Lastly, Géant Casino stepped up
collaboration with Cdiscount on multimedia
equipment during the year, holding no fewer than
13 price-buster campaigns where customers could
buy in-store at heavily reduced prices.
Now proudly the cheapest banner in France, Leader
Price began working on a complete overhaul of its
operating processes, promotions and in-store
services in 2015. The hard work has already begun
to pay off, with the extended range, improved
City centres: a buoyant market
for Franprix and Monoprix
Ultra-urban group Monoprix pushed ahead with its
fast-paced expansion during the year, adding a
further 78 stores to the 65 opened in 2014. All
formats benefited from the momentum: Monoprix
celebrated its 600th store, monop’ inaugurated
its 100th sales outlet, and monop’daily and
monop’station continued to pop up in high-footfall
locations.
Organic banner Naturalia single-handedly opened
37 stores in 2015, mainly outside Paris, with an
attractive store concept. Monoprix, meanwhile,
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monoprix.fr website offering everything from
food to apparel, the rollout of click & collect, and the
synergies formed with monshowroom.fr, which is
managed by the apparel teams. All of this had the
effect of lifting sales by 15%.
Franprix began rebranding in 2015, revolutionising
its business with a warmer approach. After two
years of in-store tests, the banner's outlets started
showing off their new look. Alongside aesthetic
improvements such as open street-level façades,
bright colours and more effective lighting, the
whole store layout and product assortment has
been completely rethought. In response to new
demands from urban consumers, Franprix has
returned to its retailer roots by focusing on
customer reception, product quality and innovative
services. Product ranges have been revitalised with
the addition of freshly squeezed orange juice, roast
chickens, freshly baked bread, hot soup and
Columbus Café corners. Confirming the new
concept's success, sales figures in renovated stores
have risen by an average 23%. The concept even
received the Janus du Commerce award from the
Institut Français du Design, and the Trophée LSA
de l'Innovation.
invested heavily in store renovations, as best seen
in the brand-new store in Paris's Beaugrenelle
district. Reopened in December 2015 after two
years of work, it features all the banner's latest
concepts. True to its reputation of working with
innovative brands and talented designers, Monoprix
expanded its food range to include special items
as well as everyday products, and launched the
Monoprix p’tits prix range featuring 200 essentials.
The year also marked a return to form for
e-commerce following the launch of the new
Starbucks, only at a Géant Casino
or Monoprix near you
Under an exclusive partnership deal, US chain Starbucks has opened its
first coffee shops in Géant Casino hypermarkets and Monoprix stores,
offering the banners' customers a top-quality service.
stores
Vival, France's leading
franchise network
A country banner born and bred, Vival
opened 200 new
in 2015,
consolidating its position as the leading
franchise network in France by number of
outlets, with a total of 1,800 to date. Beyond
simply selling products, the stores play a vital
role in maintaining village life, often serving
as postal agencies, bakeries, take-away food
shops, bookmakers and Cdiscount parcel
pick-up points.
Convenience concepts
prove their worth
With more than 4,500 convenience stores
throughout France, the Casino Group adapts its
banners to address shoppers' expectations as
effectively as possible. Given the growing trend
towards ultra-convenience, Casino derives a
its multi-banner
significant advantage from
approach. Be it Casino Shop and Leader Price
Express in urban areas, Vival and Spar in rural areas
or Sherpa in the mountains, Casino has a suitable
response for every segment. This ability to choose
from several highly differentiated banners enables
the Group to seamlessly align the shopping
experience with the needs of local customers and
keep pace with changing shopping behaviour. It also
acts as a driver for network expansion by helping
to revitalise the franchising programme, which
in turn spurs entrepreneurial zeal. In 2015, for
example, the Group was joined by two major new
franchisees – Codisud, with 49 stores in the
Montpellier region, and Umodis, with 16 stores
near Castres – demonstrating the relevance of the
concepts and the effectiveness of the price
repositioning strategy carried out over the year.
They will join the Vival and Spar networks.
Cdiscount continues to grow
As France's number-two e-tailer, Cdiscount
continues to attract customers with market-leading
prices and an unbeatable range of multimedia
goods and household appliances.
In 2015,
Cdiscount recorded a spectacular increase in
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Cdiscount has partnered with Franprix to offer an
express food delivery service covering all everyday
products, including fresh produce. Customers
simply order online, and their groceries are
delivered to their door within 90 minutes. The
loyalty
is also rewarding customer
e-tailer
through its Cdiscount unlimited express delivery
programme, and enhancing services for registered
users.
Casino Supermarkets: a fresh
new concept for foodies
Casino supermarkets have begun their metamorphosis with
an innovative new store concept being piloted in Saint-
Étienne and Aubagne. Built entirely around a love for all things
food and cooking, the stores offer a fresh take on the
traditional market by giving pride of place to butchers, bakers
and other food professions, and put teams back in contact
with customers through counter service. The customer
journey has also been enriched with new experiences, from
cross-merchandising that helps customers shop more
efficiently to interactive order terminals. The experience
culminates at a well-lit, streamlined and easily navigable
checkout area featuring lower counters and more checkouts.
business volume, with 19% growth and sales up by
10%. One of the keys to this performance was
in tandem with the
developing direct sales
marketplace, which now represents more than
13 million products for sale from 9,000 sellers.
To secure future growth in the field, Cdiscount is
extending its services to merchants to include
delegated logistics, whereby the banner can store
and send sellers' products to improve the level of
customer service.
Another major driver for growth is the prospect of
enhanced synergies with bricks and mortar
networks. The network of Cdiscount corners in
Géant Casino stores is expanding and cross-
promotional campaigns are flourishing, boosting
the website's customer base. In the Paris region,
À la bonne heure:
a popular restaurant
concept
The Group has continued to roll out the À la
bonne heure family restaurant concept in its
shopping centres. To date, 60% of traditional
cafeterias have been replaced, boosting sales by
between 30% and 40%. Casino Restauration
pushed ahead with efforts to diversify, with the
R2C food service business achieving particularly
strong growth in the health and aged care
sector.
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Shop at work,
with monop’daily
In an effort to be closer to customers
wherever they may be, Monoprix has taken
innovative step of opening two
the
inside companies'
monop’daily stores
offices. Following a first store in telecoms
company SFR's office tower in the Paris
suburb of Saint-Denis, a second opened its
doors in the Majunga office tower in the La
Défense business district in January 2016.
The ICDCS purchasing agency following
in INCAA's footsteps
Created as part of a joint venture with Intermarché, the INCAA purchasing agency is fully achieving its
objectives in negotiations with major domestic and international brands on the French market, and is
expanding to include a complementary overheads division. In 2015, a second such alliance was formed –
this time with Dia – resulting in the ICDCS purchasing agency. The new agency is dedicated to international
food purchases and private-label brands in Europe, with the aim of ultimately pooling around 50% of total
volumes purchased.
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Latin America
A powerful player spurring
growth across the region
The Group's operations in Brazil, Colombia, Argentina and Uruguay, now united in
a single structure, enjoy leading positions in their respective markets and offer
huge growth potential for the coming years.
A market of 280 million people
By consolidating its Latin American activities within
its Éxito subsidiary, the Casino Group has formed
a regional retail heavyweight serving a population
of 280 million. Perfectly positioned to take full
advantage of the changing market, the new
organisation now boasts market leadership in
Brazil, Colombia and Uruguay, with market shares of
26%, 43% and 44%, respectively. It also has a
strong foothold in northern Argentina. The aim of
consolidating regional operations was to drive value
creation, bringing together entities with similar
No. 1 retailer
in Brazil
117 openings
in 2015
160,082
employees
on payroll under
permanent or
fixed-term
contracts
at 31 December
2015
Brazil
2,181 stores
Extra
Extra Supermercado
Assaí
Pão de Açúcar
Minuto Pão de Açúcar
Minimercado Extra
and Extra Fácil
Pontofrio
Casas Bahia
extra.com.br
pontofrio.com
casasbahia.com.br
barateiro.com
partiuviagens.com.br
eHub.com.br
cdiscount.com.br
long standing
characteristics such as a
local
presence, complementary, multi-format banners,
e-commerce operations backed by a network
of sales outlets, and markets with yet untapped
development potential. This creates the perfect
environment for synergies and cross-fertilisation,
which have been placed under the responsibility of
a task force led jointly by the management of Grupo
Éxito and GPA. Improvement and optimisation
opportunities abound, not only in terms of pur -
chasing, due to the number of formidable new tools
No. 1 retailer
in Colombia
656 openings
in Colombia
in 2015
41,141 employees
in Colombia
7,926 in Uruguay
3,289 en Argentina
on payroll under permanent
or fixed-term contracts
at 31 December 2015
Colombia
Colombia
1,668 stores
Éxito Super
Éxito
Super Inter
Carulla
Éxito express
Carulla express
Surtimax
Aliados Surtimax
exito.com
carulla.com
cdiscount.com.co
Uruguay
65 stores
Argentina
27 stores
Géant Casino
Libertad
Uruguay
Disco
Devoto
Devoto express
Mini Libertad
Argentina
Operations in Brazil
Operations in Colombia, Uruguay and Argentina
Value banner
Premium banner
Convenience banner
Non-food banner
E-commerce
Value banner
Premium banner
Convenience banner
E-commerce
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Latin America
when negotiating with big international brands,
but also when it comes to sharing best practices.
Assaí's cash & carry expertise, for example, is ripe
for export to the Colombian market. And the
Brazilian banners could benefit immensely from
Éxito's apparel expertise. Real estate is another
possible source of value creation, as the new
consoli dated entity holds a property portfolio of
nearly 800,000 sq.m of usable retail surface area
in Colombia, Brazil and Argentina.
Brazil: GPA maintains
its leadership
With a long-standing presence in the country, GPA
is the leading retailer in Brazil, where it harnesses a
network of nearly 2,200 stores across a variety of
banners, businesses and formats. In 2015, in
response to difficult economic conditions and a
slowdown in overall consumer spending, GPA
introduced a series of assertive measures.
Productivity plans were implemented at Via Varejo
and sales initiatives were intensified, keeping profit
margins at a healthy level. With market share of
20%, Cnova Brazil held on to its title as the country's
number two e-commerce player in 2015 while
enhancing supply chain synergies, stepping up the
development of its marketplace, which now has
2,300 sellers offering some million products, and
Brazil
Mobiles: specialist
stores at Extra
With smartphone sales continuing to soar in
Brazil, Extra has opened specialist stores
dedicated to mobile phone products and
services inside supermarkets themselves.
Here customers can browse and test
different devices and sign up to a plan with
one of Brazil's four operators. Already,
36 stores have opened
inside Extra
supermarkets, with the target of 100 by
end-2016.
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Pão de Açúcar Mais attracts 3.8 million members
The Pão de Açúcar Mais loyalty programme is changing. After signing up free of charge, members
start collecting loyalty points with every purchase, and benefit from on-the-spot discounts,
exclusive promotional deals and a smartphone application. At end-2015, the programme had
3.8 million active members.
increasing the number of in-store click & collect
points.
In the food segment, Multivarejo's multi-banner
approach continued to drive growth by giving
priority to the most profitable formats. Popular cash
& carry banner Assaí again stepped up its expansion,
opening 11 stores during the year, including seven
in the last quarter alone. Originally intended for
professionals, the model has proved increasingly
popular among
impacted by the
individuals
recession as they seek out lower prices by buying
wholesale. As a result, sales increased by more than
25% during the year. Convenience remains a big
source of growth in Brazil, where GPA is continuing
to deploy premium Minuto Pão de Açúcar
convenience stores, an immensely popular format
less affected by the
among urban shoppers
downturn. In 2015, a total of 73 new stores opened
in Brazil's major cities. The premium Pão de Açúcar
banner and Extra hypermarkets and supermarkets
kicked off a far-reaching upgrade programme,
which saw 41 Pão de Açúcar stores, 35 Extra
hypermarkets and 27 Extra supermarkets renovated
in 2015. For Extra, the new concepts completely
reinvent the customer journey, and are the result
of an in-depth analysis of the banner's business
model, product assortments and pricing policy.
Colombia: Grupo Éxito steps up
its expansion
The opening of the new, one-of-a-kind Éxito
Fontanar hypermarket in Chía, north of Bogotá, is a
perfect illustration of Grupo Éxito's development
strategy, which is based on driving growth in the
Colombian market to exploit its full potential.
Superbly showcasing all the banner's most
innovative concepts, Fontanar stands on a par with
the biggest global retailers and notably features a
high-quality food range and a service-packed
customer journey.
A key retailer in Colombia, Grupo Éxito is continuing
to gain market share and now serves 43.3%1 of the
formal market. It is accompanying the emergence
1 ACV Nielsen (December 2014)
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Another aspect of Grupo Éxito's growth strategy
consists in growing its e-commerce activities via
exito.com, carulla.com and cdiscount.com.co,
which alone hold 45% of Colombia's non-food
e-commerce market share. The development
potential in this area is considerable, particularly
given the support of the Group's bricks-and-mortar
stores. The new digital catalogue system has now
been installed in 122 Éxito, Carulla and Surtimax
stores in 70 major cities and mid-sized towns.
Based on an interactive terminal, the system
enables mid-sized outlets to broaden their offering
to include larger, more expensive non-food items,
with some 23,000 products already available online.
Latin America
through
of the middle class with a cross-format expansion
programme that this year saw 45 store openings.
Present in the premium food segment with its
Carulla banner, which in 2015 opened its 100th
store, the Colombian group reaches its core low-
to-mid-income customer base
the
Éxito banner, which encompasses hypermarkets,
supermarkets and convenience stores across the
country. In 2015, it broadened its presence in the
discount market by opening several hundred new
Aliados Surtimax units in suburban locations, and
expanding to include 58 Super Inter stores. The
integration of this banner, well established in
Colombia's western Cali region, led to strong
its
synergies with Éxito supermarkets. With
specialist knowledge in fresh products, Super Inter
was able to share with Éxito best practices on
working with fruit, vegetables and meat without
compromising its identity.
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Viva to increase its property portfolio to 385,000 sq.m
Grupo Éxito's property development strategy entered a new phase after construction work began on the Viva Envigado
shopping centre. With 130,000 sq.m of usable surface area and 240 retail units, Envigado will be Colombia's biggest shopping
centre when it opens in 2018. Following the opening of Viva Rio Hacha and Viva Palmas in 2015, it brings Grupo Éxito's
projects under development to 200,000 sq.m, to which can be added an existing 185,000 sq.m. Grupo Éxito has announced
plans to set up an independent entity to oversee its lucrative property development business.
Colombia
1,200 Aliados stores
revitalise the Surtimax banner
The success of the Aliados Surtimax franchise concept is
showing no sign of abating, with more than 500 new stores
opened in 2015, bringing the total to 1,200 Colombia-wide. An
example of an alliance between traditional and modern retail, it
demonstrates the growth potential of Colombia's still-
developing market.
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Asia
Fast-paced expansion
in Thailand and Vietnam
As popular banners close to their customers, Big C Thailand and Big C Vietnam are
tapping fresh growth by supporting the emergence of a modern retail sector. The
two subsidiaries are stepping up their dual growth strategy combining retail and
property development.
A popular, multi-format banner
in Thailand
In Thailand, Big C is building on its image as a
popular, affordable, shopper friendly banner that is
close to consumers. As the country battled with
difficult economic conditions in 2015, Big C
launched a campaign for everyday essentials called
"5,000 products cheaper than last year". The
subsidiary maintained and even improved its
margins, in particular thanks to its successful
promotional campaigns, its cost optimisation
programme and the development of its supply
chain. Expansion continued in every format. As a
showcase for Big C's vision, the Super Centres
located in the heart of Thailand's largest cities are
committed to delivering an enjoyable shopping
experience.
Co-leader in the
Thai hypermarket
segment
101 openings
in 2015
Thailand
26,272
employees
on payroll under
permanent
or fixed-term
contracts at 31
December 2015
734 stores
Big C
Big C market
Mini Big C
C Express
Pure
bigc.co.th
cdiscount.co.th
The leading
food retailer
3 openings
in 2015
8,009
employees
on payroll under
permanent
or fixed-term
contracts at 31
December 2015
42 stores
Big C
C Express
bigc.co.vn
cdiscount.co.vn
Vietnam
Operations in Thailand and Vietnam
Value banner
Convenience banner
Non-food banner
E-commerce
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They offer an appealing model that combines
a hypermarket, a shopping mall, restaurants,
promotional events and services. Two new sites
were opened in 2015.
The year also saw the opening of 18 supermarkets.
In a highly different format, Mini Big C convenience
in
stores continued their rapid deployment
partnership with the Bangchak oil company, and
innovated with a "container store" concept in a
Big C hypermarket car park. The local Pure banner,
specialised in health and beauty products, also
continued to expand, with 13 new stores opened
during the year.
Big C, the favourite banner
of the Vietnamese
A pioneering banner offering the lowest prices in
Vietnam, Big C is the country's leading modern mass
retailer. To reach new consumers, the subsidiary is
pursuing its programme of opening hypermarket-
anchored shopping centres based on the dual
retail/property model encoded in the Casino
Group's DNA. Big C is also developing its C Express
convenience formats, which are adapted to urban
lifestyles. At the same time, it is stepping up its
expansion across the country, particularly in the
North, and adapting its logistics processes to
accommodate a duel North-South organisation
and river and sea shipping.
With 95% of its products sourced locally, Big C is
also enhancing its range of fresh products. During
the year, it reaffirmed its position as the low-price
leader and ramped up the number of aggressive
promotional offers, such as the "When it's gone, it's
gone" line of non-food items at unbeatable,
last-chance prices. Combined with its portfolio of
innovative supplementary services, this pricing
policy has made Big C the favourite banner in
Vietnam, as reflected in the popularity of its loyalty
programme, which now has a record 2.8 million
cardholders.
Mini Big C: express deployment
in Bangchak service stations
The partnership with Thailand-based Bangchak
continued apace in 2015 with the opening of
72 Mini Big C stores in the network's service
stations in and around Bangkok. Thailand's second-
largest oil company, Bangchak operates some
thousand outlets across the country.
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622015 ANNUAL REPORT632015 ANNUAL REPORT Human
resources
and CSR
The Casino Group is a responsible
employer committed to the well-being
and development of its talent and an
engaged corporate citizen with strong
roots in the regions that host its stores.
Capitalising on the rich diversity of our
employees and customers, we are
assertively addressing social and
environmental challenges every day
with effective, real-world solutions.
Wherever in the world they work, the
men and women of Casino have
embraced this commitment, helping
to nurture a long tradition of social
innovation for the benefit of customers
and society alike.
Innovative, responsible
human resources policies
As an employer deeply committed to developing the skills and fostering
the well being of its employees, Casino applies innovative human
resources policies aligned with its corporate social responsibility
process.
Improving performance
with motivation
In a highly competitive market, it is our dedicated,
passionate employees who enable the Casino Group
to make a difference by interacting with our millions
of customers every day. This is why employee
engagement and motivation are being nurtured
by a variety of programmes that are helping to
i) promote diversity in all its forms so as to foster a
sense of community; ii) instil caring management
practices; iii) facilitate personal and professional
growth for all our talents; and iv) support the
disadvantaged.
A CSR-driven growth model
Casino's human resources management policies are
deeply informed by its CSR commitment, which is
helping to create and strengthen sustainable,
trustworthy
employees,
relationships with
customers, suppliers and other stakeholders, while
respecting each host country's culture and local
practices. Embedding CSR priorities in all of our
activities enables us to offer a more responsible
shopping experience and support the sustainability
of our business model by fostering stakeholder
Benchmark
indices
Casino is included in the following socially
responsible investing indices: FTSE4GOOD,
Vigeo Eurozone 120, Ethibel Sustainability
Index Excellence Europe, MSCI Global
Sustainability Index, and STOXX® Global
ESG Leaders Indices. Éxito is included in
the Dow Jones Sustainability Emerging
Markets
indices cover
companies with the highest ratings based
on environmental, social and governance
criteria. Casino has reported to the Carbon
Disclosure Project (CDP) since 2013.
Index. These
confidence in it. This process is deployed and
led by the corporate CSR department, which was
created in 2010 to accelerate the roll-out of CSR
commitments in the subsidiaries.
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The CSR Spirit programme: 15 guiding priorities
Committed employer
Responsible retailer
Trusted partner
Promote diversity
Help young people to enter
the workforce
Provide growth opportunities
for employees
Take action to protect
consumer health
Encourage environmentally
friendly shopping
Strengthen ethical social
compliance
Support local production
channels
Promote the CSR initiatives
of SMEs
Local corporate
citizen
Environmentally
proactive Group
Develop foundation programmes
Reduce greenhouse gas emissions
Develop non-profit partnerships
Increase energy efficiency
Step up local community outreach
Reduce and recover waste
Promote biodiversity
The CSR Strategy Committee
Created in 2011, the CSR Strategy Committee comprises 12 members, eight of
whom also sit on the Executive Committee. It validates CSR policy aims, in
alignment with the principles of the Global Compact and the scope of the
ISO 26000 standard, and tracks compliance by the corporate and operating
units. A network of CSR correspondents, led by the corporate CSR Department,
is in place in subsidiaries around the world. In France, the network is also
supported by environmental experts and Diversity Outreach Correspondents,
based on the Casino CSR Agreement signed with the representative labour
unions.
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While maintaining a steady focus on attenuating risks, especially of apsycho social nature, Casino is also taking action to foster a fulfillingworklife environment.The caring managementprogramme As the next step in our commitment to improvingworkplace well-being, a programme was deployedin 2014 to instil respectful management practices,based on a combination of employee well-being,high standards and team performance. As part of the programme, more than 2,000 managers from across France have attended the "CaringManagement" seminars conducted in associationwith Dr Philippe Rodet, an emergency physicianspecialised in workplace stress. In 2015, the process was expanded with thecreation of a network of nearly 800 specially trainedA constant concern for well-being in the workplace682015 ANNUAL REPORT692015 ANNUAL REPORTHealth & PreventionDays Designed to reach as many of our employeesin France as possible, Health & PreventionDays were again organised in 2015 with thesupport of outside nutritionists, tobaccotreatment specialists, ergonomists andphysicians. During the event, employeescould participate in a full array of preventionand health related activities, including stressand blood tests, which helped to raiseawareness of risks linked to smoking, poornutrition and musculoskeletal disorders(MSDs). During the year, Grupo Éxito organised Health & Prevention Days that offered more than 4,900 employees nutritional check-upsand courses in attenuating cardiovascular risks. GPA is continuing to deploy health andnutritional awareness campaigns in itswarehouses and at the head office, while itsViva Saúde programme provides 3,360employees with occupational health careservices.volunteers known as bienveilleurs(benevolents)who keep a watchful eye on each other’s well-beingat work. They are broadening the scope of thealready active Listening and Support Units with anextensive local presence that enables them toquickly respond to employees in difficulty, byreaching out and calling upon any requiredassistance from the occupational physician, humanresources managers, line managers, or the supportand assistance platform. Discouraging anti-social behaviour In response to the rising tide of anti-socialbehaviour, Casino has implemented adedicated programme to foster a sense ofcommunity and mutual respect by raisingshopper and employee awareness of thisissue. Training courses provide the keys topreventing and responding to anti-socialsituations and instil the expectedmanagerial behaviour. These lessons arebeing relayed by an in-store campaignbased on the slogan, "Let's be nice to eachother". A pioneer in activelistening-based prevention Attenuating occupational risks, particularly of a psycho-social nature, is a major focus of ourworkplace health and safety policies, defined incollaboration with employee representatives. InFrance, prevention programmes are primarily basedon actively listening to employee concerns aboutthe workplace environment. Casino was a pioneer inthis process, which is now being led by localmanagers in all of the Casino and Cdiscounthypermarkets, supermarkets, warehouses andcafeterias in France. Promoting diversity
and rejecting all forms
of discrimination
As a responsible employer that has long based its business model on respecting
differences, the Casino Group has deployed innovative initiatives to encourage
gender balance and diversity among its employees.
A pioneering role in combating
discrimination
Casino has successfully built its expansion in
France and other countries while respecting the
identity and culture of its employees. Because we
believe that diversity contributes to our business
performance, we have been active in combating
all forms of discrimination since 1993. Social
innovation is being driven by a proactive policy
designed to hire applicants from a wide range of
backgrounds, promote equal opportunity at every
level of the organisation and foster a sense of
community. In partnership with the labour unions,
we are leading ambitious policies on disability,
workforce access for young people and gender
equality, while raising employee awareness of
discrimination on the basis of sexual orientation,
religion or appearance.
Enhancing gender equality
in the workplace
The proportion of women in management, a core
concern in our gender equality policy, is rising
steadily. A survey is regularly conducted to track
eight strategic gender equality indicators in each
host country. In 2015, it showed that the proportion
of women on Executive Committees rose by three
points in Colombia (to 23%) and continued to
increase in Thailand (to 40%). GPA and Grupo Éxito
carried out an extensive survey of their female
employees to identify the obstacles keeping
women out of managerial positions and performed
an audit of their remuneration policies, which did
not reveal any significant wage gap.
In France, the “C’avec elles” women's advocacy
network, which comprises more than 500 men
in the Monoprix and
and women managers
Cdiscount organisations, launched a pilot mentoring
programme for women managers in 2015. In
addition, a plan to enhance awareness of sexism in
the workplace was debuted with a questionnaire, in
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which 800 employees in every unit in France
reported the daily attitudes and behaviour they
observed in the Casino organisation. A management
guide and awareness campaign will be deployed
in 2016.
Work/study programmes,
the fast-track to the working
world for young people
Casino is nurturing its talent pool by striving to
support, train and encourage young people as they
start to enter the workforce. Particular attention is
paid to work/study programmes as a vehicle for
introducing young people to the world of work, with
the "Unforgettable Work/Study Trainee Day", which
was held for the fourth straight year in 2015. It
brought together more than 650 trainees and their
mentors to promote apprenticeship opportunities
and career paths. Dedicated mentoring initiatives
were also deployed for our 1,200 work/study
trainees in France to guarantee the seamless
transfer of knowledge and skills. At the same time,
Certifications
Attesting to its commitment, Casino
earned 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.
to constantly refute preconceived ideas and
improve understanding of millennials, the Do You
Look at Young People in the Right Way booklet was
prepared based on input from employee round
tables and distributed to managers and recruiters.
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Promoting diversity and rejecting all forms
of discrimination
Management culture
The Group-wide Managerial Attitudes
and Behaviours handbook continued to
be deployed
in the subsidiaries to
promote a shared management culture
based on our core values and aligned
with local practices. Compliance with
these standards now accounts for 20%
to 30% of a manager's performance
compensation. Beginning in 2016, they
will also cover the integration of our CSR
policies in management practices. In
Brazil, for example, GPA has introduced
CSR-related compensation indicators for
top management, including the number
of women managers, the number of
disabled employees and the amount of
water and energy used.
Fourth annual
Apprentice Day
In June 2015, Géant Casino hypermarkets and
along with Casino
Casino
supermarkets,
Convenience Stores, Easydis
and Casino
Restauration, brought together nearly 650
apprentices and mentors at the fourth annual
Apprentice Day, held at the legendary Geoffroy
Guichard sports arena
in
Saint-Etienne. The event
showcased the
initiatives
undertaken as part of the
in-house "Best Apprentice
Contest", with awards for
outstanding projects in catering, innovation,
management, convenience retailing, logistics and
foodservices. Focused solely on our work/study
opportunities, the festive day celebrated the
success of everyone who
is enriching the
professional and human capital of our retail
banners.
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An innovative system
based on time savings
accounts and CESU
domestic service vouchers
Under the provisions of the Gender Equality Act of
4 August 2014, French companies may negotiate a
trial agreement allowing employees to monetize
up to 50% of the leave earned in their time savings
accounts in the form of tax advantaged CESU
vouchers, which may be used to pay for domestic
services. In line with its heritage of social innovation,
Casino was one of the first French companies to test
the initiative, made official by the agreement signed
with three trade unions. All employees, as opposed to
just parents, are eligible for the benefit, which is
helping to improve work-life balance.
20 years of commitment
to hiring disabled workers
In 2015, the Casino Group celebrated the 20th
anniversary of
its commitment to people with
disabilities, which began in 1995 with the signing of the
first agreement on hiring disabled workers. Thanks to
appropriate hiring programmes, active policies to retain
disabled employees and regular initiatives to combat
stereotypes about disabilities, disabled workers now
represent 13% of people employed by Casino banners
in France. This reflects a process patiently built up over
the long term in close collaboration with employee
representatives.
Today, initiatives are being deployed across the
Group in every host country. In Brazil, for example,
implementation of programmes to hire disabled people
led to a more than 30% increase in the number of
disabled employees in 2015, while in Thailand, our
Big C subsidiary is the only major retail chain in the
country to hire more people with disabilities than is
mandated by the law.
To celebrate the 20 years of commitment and real-world
progress, a number of events were organised with
stakeholders throughout 2015, including employee
awareness campaigns, the sale of co-branded products
to benefit the Handi’chiens association and a sympo -
sium on jobs and disabilities.
In addition, our commitment was reaffirmed with the
signing, on 28 October, of the International Labour
Organization Global Business and Disability Network
Charter. With 10 other leading transnational corpo -
rations, Casino has pledged to promote disability
inclusion in its operations around the world in the belief
fulfilling
that offering people with disabilities
employment
is a driver of social and business
performance.
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Supporting
career development and
encouraging talent
As a leading employer in its host communities, Casino plays a key role in the
professional growth of its employees and the full realisation of each one's
personal talent, for the greater benefit of all its stakeholders.
in Brazil the Assaí University is both training store
employees in the cash & carry business and
offering foundational courses to employees with no
formal qualifications through the “Aprende Mais”
programme.
In mid-2015, an agreement was signed with
employee representatives with the goal of making
employee training an investment in competitive -
ness across the organisation, while securing career
paths and improving access to training for those
Supporting talent development
Identified through the performance review process,
talented employees are offered personalized
training curricula designed to support their career
development plan. In this way, the proportion of
internal placements has been steadily rising over
the years, in particular thanks to gateways among
the subsidiaries. Job mobility is being expanded at
every level of the organisation, both in France and
abroad. In France, more than a third of all positions
are now filled from within through inter-banner
transfers, and in Brazil as of this year most of the
executives had come up through the ranks.
Sharpening competitiveness
through training
The operating units are also making progress in the
development of skills transfer processes in every
aspect of their businesses. Inspired by the success
of the Big C Academy in Thailand, which increased
its hours of training by 50% in 2015, Big C Vietnam
set up a retailing jobs training centre during the
year. At the same time, Franprix is reinventing its
retailing business with the Mandarine concept by
creating an academy with the same name, designed
to help store teams acquire key capabilities for
creating customer closeness and affinity. Lastly,
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who need it the most.
It has improved the
traceability of the training courses offered on-site,
in close alignment with the needs of both
employees and the stores. To help managers
improve the capabilities of their team members, the
agreement also calls for the preparation of a shared
skills manual, the identification of the training
needed to acquire said skills, and a new
performance
review procedure, backed by
dedicated training for managers. The agreement
represents a major milestone before the launch in
2016 of a vast project to structure training,
strategic workforce planning and knowledge
transfer.
Big C Academy opened in Vietnam
Following on from our Big C subsidiary in Thailand, operations in
Vietnam have opened a Big C Academy for employees. Its catalogue
comprises 70 training modules covering a wide array of subjects in
two main areas: in-store skills and personal growth. They are all
designed to improve customer service by enhancing the performance
and employability of our teams, while strengthening Big C Vietnam's
competitive position in the local market.
The Casino World Community
tops 15,000 members
Designed to strengthen the ties and
bridges among our subsidiaries in
France and around the world, the
Casino World Community doubled
its user base in 2015 to more than
15,000 people working in every
host country. While nurturing our
common culture through theme-
based challenges, community outreach projects and local
initiatives, the platform now features all of our online job
exchanges. Its role as a powerful ideas lab was honoured in
2015 with a Grand Prix Communication & Entreprise in the
Corporate Digital Strategy category.
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Reaching out to society's
most vulnerable
As dedicated corporate citizens, Casino Group banners engage in a variety of
outreach programmes to help the most disadvantaged and vulnerable members
of their host communities.
Food banks, our natural partners
Working with food banks to help the neediest is a
core component of our social responsibility
commitment, involving both the regular recovery of
perishables from our stores and the collection of
grocery products donated by customers during
food drives. As a partner to the French Federation
of Food Banks, we participate in the national food
drive every year. In 2015, for example, 6,200 of our
French banner stores took part in the drive on
27-28 November, collecting a total of 1,426 tonnes
of staples. A week later, on 5 December, GPA
organised the third “Dia de Solidariedade” in Brazil
to benefit two associations, Amigos do Bem and
Mesa Brasil. Some 700 tonnes of food were
collected in 1,100 stores, with Instituto GPA
matching every 10 kg with an additional donation
of 1 kg. In the same way, Grupo Éxito in Colombia,
Vindémia on Reunion Island, Libertad in Argentina
and, for the first time, Disco in Uruguay organised
drives for local food banks. In all, 16,000 tonnes of
food – or the equivalent of 32 million meals – were
donated to food banks during the year, either
directly or via collection from customers.
National outreach initiatives
Group banners initiate or participate in campaigns
that benefit voluntary organisations, in close
alignment with the expectations of local and
national associations. In France, for example,
Franprix supports the Secours Populaire relief
association and the Red Cross with proceeds from
the "Arrondi" initiative, which allows shoppers to
round up their total purchase to the next euro and
donate the difference. In addition, Cdiscount has
introduced schemes for the donation of Christmas
toys to a variety of associations and its old
computers to a job integration company run by the
Emmaüs charity. In the same spirit, the in-store
“Donemos sonrisas” campaign organised by
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Libertad in Argentina to benefit children's aid
societies raised €460,000 from customers in 2015.
At the same time, the banners are engaging in a
growing number of co-branding campaigns, for
example in France with Danone for hospitalised
children, Nivea for Agence du don en nature,
and Pampers for Unicef. Lastly, in Asia, Big C
Vietnam's Big Community programme is financing
12 employee sponsored projects to improve the
quality of life of disadvantaged children and Big C
Thailand has increased its support for the daycare
centres run by the Foundation for Slum Child Care
in Bangkok.
Foundations dedicated
to helping children
The Casino Group's six foundations have long been committed to the
same goal of combating cultural and social isolation by supporting
children's causes.
THE CASINO FOUNDATION
Combating cultural exclusion
Created in 2009, the Casino Foundation seeks to prevent the cultural exclusion of children through drama projects. In
partnership with the French national education system, the “Artistes à l’école” programme lets children from schools in
disadvantaged areas take part in theatre-related projects during school time. Nine projects have been selected by the
Foundation's Artistic Committee over the next two school years. In June 2015, the
2,000 school children participating in the programme put on a series of plays in our
partner theatres, ending with a performance at the Odéon - Théâtre de l’Europe in
Paris on 3 July.
Meanwhile, the “Parrains engagés” programme encourages Group employees to
sponsor local drama classes, with six such initiatives financed by the Foundation
during the year.
To further demonstrate its commitment to customers and employees, in June
2015 the Foundation led the "Tous en Scène" outreach campaign, in which nearly
4,000 Group stores and facilities enthusiastically sold co-branded products to
benefit drama projects run by non-profit associations.
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Foundations dedicated to helping children
INSTITUTO GPA
Equal opportunity and helping people enter the workforce
In Brazil, Instituto GPA is expanding its instructional programmes to
make it easier for young people from modest backgrounds to enter
the labour market. In partnership with the government of Rio de
Janeiro, it finances the NATA vocational training centre where more
than 300 students are being trained for jobs in the baking and dairy
sectors. In 2015, six of the trainees were offered a study trip to
France. Working with the Getúlio Vargas Foundation, the Instituto
leads the “Prosperar” programme which grants merit-based
scholarships to students from low-income families.
Instituto GPA is also well-known for its “Música & Orquestra”
musical education programme, which over the past 15 years has
enabled 13,000 underprivileged children aged 10 to 18 to attend
its two-year course of study. The programme offers an opportunity
to perform in sometimes extraordinary venues. In June 2015, for
example, 26 young people in the orchestra toured France during
the country's annual nationwide musical festival.
ÉXITO FOUNDATION
Eliminating malnutrition
In Colombia, the Éxito Foundation is spearheading
a nationwide movement, “Gen Cero”, which is
coordinating the efforts of public and private
organisations to eliminate child malnutrition by 2030.
As part of this commitment, it signed a partnership
agreement with Unicef in 2015. The Foundation supports 224 associations across the country to
ensure that underprivileged children and pregnant women eat a healthy, balanced diet. Its food relief
programme benefited more than 28,650 children and 9,576 families during the year.
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MONOPRIX FOUNDATION
Fighting against isolation
The Monoprix Foundation focuses on providing
access to food and other basic necessities and on
combating social isolation in cities. In 2015, it
supported 17 charity projects, of which five were
sponsored by employees. During the "Solidarity
Week" organised in June, 650 employees and
12 stores took part in community outreach
initiatives.
Casino World Community
solidarity
On the Casino World Community platform, employees
around the world were invited to win points and donate
them to outreach projects being led by the different
foundations. In this way, seven local projects earned
Group financing for their organisers, including Gol de
Letra in Brazil, to support its social and educational
programmes, and the Big C Foundation for its children's
programme in the Omkoi region.
VIA VAREJO FOUNDATION
Community outreach
and culture
The Via Varejo Foundation has structured its broad
range of initiatives around community development
and Brazilian culture. In 2015, it deployed several
projects in São Paulo, Rio de Janeiro and Bahia, by
supporting the Teto association, which helps to
alleviate extreme poverty by building emergency
housing, and the Solar Ear programme, which offers
the hearing impaired solar rechargeable hearing
aids for just 20% of the market cost. Lastly, the
Foundation promotes initiatives to preserve popular
and contemporary Brazilian culture, for example, by
supporting dance festivals and carnivals.
THE BIG C FOUNDATION
IN THAILAND
Focused on education
The Big C Foundation is dedicated to supporting the
education of Thai youth by providing financial aid to
underprivileged students, with more than 5,000
scholarships granted in 2015, and by co-financing the
construction of academic and sports facilities. In 2015,
three new projects were launched, bringing to 44 the
total number of schools receiving financial assistance.
The Foundation has more than doubled its support for
education, with more than 37,000 school children now
receiving aid.
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During the COP21 climate conference, Casino reaffirmed its commitment tofighting against global warming and deploying effective solutions to shrink itsenvironmental footprint.all of the Casino Shops, and the Franprix storesconverted to the Mandarine concept have equippedtheir refrigeration units with doors, which has cuttheir power consumption by nearly 25%. Thismeans that we are well on the way to meeting ourcommitment to installing doors on 75% of ourrefrigeration and freezer units by 2020. In Brazil,more than 90 stores are equipped exclusively with LED lighting. In Vietnam, the Big C Ninh Binh shopping mall was awarded the Silver Lotus version 1.1, a standard developed by the Vietnam Green Building Council (VGBC). In addition, Effective solutions, broadly deployed With its store network, Casino's business as aretailer means that it is directly concerned by thechallenge of climate change. To address it, we aretaking a practical approach, by optimising oursupply chain, improving the energy efficiency of ourbuildings, recovering, recycling and reusing waste,and raising shopper awareness of responsibleconsumption practices. Our banners in France, Latin America and Southeast Asia have introducedeffective, innovative solutions to limit the impact oftheir operations on the Earth's climate. They werepresented to employees at conferences organisedduring the COP21 conference and in a bookletentitled The Casino Group's 12 Solutions for COP21.Energy efficient buildings In France, more than 630 stores have already been certified to ISO 50001 standards. Among the initiatives underway, all of the Géant Casinohypermarkets, more than 80% of Casinosupermarkets, more than 40% of Monoprix stores,packaging for Taeq products sold by GPA is madefrom materials returned by customers under the"Novo de Novo" circular economy programme,which has recycled and reused several million boxessince it began in 2009. All of the banners encourageshoppers to recycle their end-of-life products, inparticular at in-store collection bins. In 2015, 378 tonnes of batteries, 83 tonnes of light bulbs,2,370 tonnes of small electrical appliances andseven tonnes of ink cartridges were recovered for reuse.Cleaner transportTo reduce GHG emissions from our goods transport,effective action plans have been deployed tooptimise logistics flows, including freightconsolidation partnerships, improved loadingprocesses to increase lorry load factors and the useof lower-carbon modes of transport. In oneexample, the urban Casino and conveniencebanners are served by a dedicated fleet of clean,quiet, CNG powered Citygreen delivery vehiclesequipped with PIEK-certified liquid nitrogenrefrigeration systems. A wider variety of transportmodes are now being explored, with Franprix'sincreasing use of the Seine River to deliver to storesin Paris, and the multimodal road-rail system usedby Monoprix to supply the Paris-Bercy logistics hub,which serves 90 stores in the Paris area. In Vietnam,where Big C operates 31 shopping centres acrossthe country, our subsidiary is increasingly supplyingits Northern stores by ship, with maritime routesnow accounting for more than half of all tonnagecarried.60 photovoltaic generators have been installed on store roofs and car park shade structures,comprising a total of around 500,000 sq.m of solarpanels. In 2015, Colombia's largest solar farm cameon stream on the roof of the Éxito Panorama storein Baranquilla. Its 6,300 sq.m of photovoltaic panelsare avoiding the release of 230 tonnes of carbonemissions a year.Recovering, recycling and reusing wasteAll of the Géant Casino hypermarkets sort, recoverand reuse their plastic, cardboard and organicwaste. In Brazil, all of the plastic and cardboardwaste from the Pão de Açúcar, Assaí and Extrastores is also sorted and reused. More than 400 Casas Bahia and Pontofrio outlets sort andrecycle their cardboard and plastic waste with theReviva programme. In addition, the cardboardBuilding a sustainablegrowth model802015 ANNUAL REPORT812015 ANNUAL REPORT Building a sustainable growth model822015 ANNUAL REPORT832015 ANNUAL REPORTThese initiatives are helping to extend the long-standing commitment of our banners andwarehouses to donating goods with short use-bydates to food banks and other associations, whichtotalled 13,300 tonnes in 2015.Combating food wasteTo effectively reduce food waste by changingconsumer behaviour, the Combating Food Wastebooklet was distributed in more than 2,000 GéantCasino, Casino supermarket, Leader Price, Franprix,Casino Shop and Petit Casino stores, while Monoprixconducted a new "ABC" food waste awarenesscampaign during the year. To support the latter, Monoprix also launched aninnovative programme inviting shoppers to use uglyfruits and vegetables to make dishes in its CookTruck, during a special, day-long anti-waste event.Franprix eliminates plasticbags ahead of the legaldeadline On 30 November 2015, Franprix began to phase outthe use of disposable plastic bags in its stores inFrance, ahead of the deadline set by the country's17 August 2015 Energy Transition Act. Educationalinformation and alternative solutions are beingoffered to shoppers to ease them through thechange process.Carbon audits To provide guidance in reducing our greenhousegas emissions, a carbon audit covering all of oursubsidiaries around the world is performedevery year. In 2015, these emissions stood at anestimated 2.3 million tonnes of CO2 equivalent(Scopes 1 and 2). The primary sources of directemissions – refrigerant refills, energy use and goods transport – were the focus of theinitiatives and action plans rolled out by thebanners throughout the year. Also in 2015, aGuide to Sustainable Cooling Systemswaspublished to support the transition to lowcarbon cooling.Partnering the Climate Summit for Local Leaders The Climate Summit for Local Leaders brought together around a thousand mayors and local officials fromaround the world in Paris on 4 December 2015, in parallel with the COP21 climate conference, to share whatthey are doing to combat global warming. With urban communities accounting for 70% of all GHG emissions,local authorities have a major role to play in fighting against climate change, region by region and city bycity. The Casino Group was one of the leading partners of the conference, which was co-chaired by AnneHidalgo, Mayor of Paris, and Michael Bloomberg, the UN Secretary-General’s Special Envoy for Cities andClimate Change. The Solution is in the Plate Launched by the GoodPlanet Foundation, the"Solution is in the Plate" programme explainshow to fight against global warming bychanging our eating habits. It was relayed inFrance in the Géant Casino hypermarkets andCasino supermarkets, with the promotion ofmore environmentally sensitive products andthe distribution of an informative brochure forshoppers. 2015 ANNUAL REPORT2015 ANNUAL REPORT Key 2015 CSR performance
indicators
A committed employer
DIVERSITY
Consolidated workforce by region1
72% of the consolidated workforce is
based in France and Brazil.
1Total workforce under permanent or fixed-
term contracts at 31 December 2015.
2France: Casino, Franprix, Leader Price,
Monoprix and Cdiscount.
3Asia/Indian Ocean: Big C Vietnam, Big C
Thailand and Vindémia.
4Latin America: Grupo Éxito, GPA, Libertad
and Disco/Devoto.
23%
France2
12%
Asia/Indian
Ocean3
Reflecting its commitment to
bringing young people into the job
market, Casino has more than
130,600 employees under the age
of 30.
1Total workforce under permanent or fixed-
term contracts at 31 December 2015.
40%
Workforce under
the age of 30
65%
Latin America4
Consolidated workforce by age1
11%
Workforce over
the age of 50
49%
Workforce aged
30 to 50
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Workforce by type of employment contract (permanent/fixed-term)1
22%
6%
9%
9%
11%
8%
28%
13%
Asia/Indian Ocean
Latin America
France
Group
78%
94%
91%
91%
Workforce by full-time/part-time employment1
Asia/Indian Ocean
Latin America
France
Group
89%
92%
72%
87%
Percentage of women in the consolidated workforce
and in management by country (1)
50%
37%
60%
44%
Indian Ocean
Vietnam
47%
18%
Argentina
48%
21%
Brazil
57%
26%
Uruguay
58%
39%
France
58%
54%
Thailand
49%
27%
Colombia
52%
38%
Group
Employees with recognised
disabilities by region1
44%
France2
49%
Latin America
7%
Asia/Indian Ocean
Most Casino Group employees (91%)
have permanent work contracts.
1Total workforce under permanent or fixed-
term contracts at 31 December 2015.
% of employees in permanent employment
% of employees in fixed-term employment
Most Casino Group employees (87%)
work full time.
1Total workforce under permanent or fixed-
term contracts at 31 December 2015.
% of the workforce in full-time employment
% of the workforce in part-time employment
The gender diversity of our teams is being
enhanced by pro-active policies
addressing the full range of workplace
equality issues, including gender diversity
across job categories, career
management services for women,
fairness in human resources processes
(compensation, training, hiring and
promotions) and parenthood.
1Total workforce under permanent or fixed-term
contracts at 31 December 2015.
% of women in the workforce
% of women in management
The number of disabled employees
increased by 27% in 2015 as a result
of programmes implemented during
the year.
1Total workforce under permanent or fixed-
term contracts at 31 December 2015.
2France: Casino, Franprix, Leader Price,
Monoprix and Cdiscount.
3Asia/Indian Ocean: Big C Vietnam, Big C
Thailand and Vindémia
4Latin America: Grupo Éxito, GPA, Libertad
and Disco/Devoto.
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Key 2015 CSR performance indicators
Environmentally proactive group
Scope 1 and Scope 2 greenhouse gas (GHG) emissions
by region
25%
Asia/Indian Ocean2
30%
France1
45%
Latin America3
2015 Scope 1 and Scope 2 greenhouse gas emissions
by source
0.1%
4.2%
0.4%
40%
55.3%
The breakdown of direct (Scope 1) and
indirect (Scope 2) emissions is in part
proportional to the retail sales area in
each country.
Operations in France are under-
represented compared to their retail
sales area due to their greater energy
efficiency and use of less
carbon-intensive electricity.
On the other hand, operations in the
Asia/Indian Ocean region are over
represented due to the high carbon
intensity of local power generation.
1France: Casino, Franprix, Leader Price,
Monoprix and Cdiscount.
2Asia/Indian Ocean: Big C Vietnam, Big C
Thailand and Vindémia.
3Latin America: Grupo Éxito, GPA, Libertad
and Disco/Devoto.
The emissions profile has changed
little since the 2012 carbon audit, with
Scope 1 direct emissions primarily
caused by fugitive emissions from
refrigeration systems and Scope 2
indirect emissions stemming mainly
from the amount and carbon intensity
of the electricity used.
Scope 1
Heating fuels
Vehicle fleet fuels
Fluids
Scope 2
Electricity
District heating
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Energy efficiency by operating unit, 2014-2015,
in kWh/sq.m
1
0
6
9
9
5
3
3
6
6
7
5
2
0
5
4
8
4
0
5
7
3
5
7
4
6
5
3
2
5
9
0
5
7
0
5
0
2
0
1
1
0
0
1
3
8
9
9
9
8
0
1
8
7
7
5
8
9
5
4
5
5
1,200
1,000
800
600
400
200
0
Electricity used per square metre of retail
sales area has trended downward since
2012 at Group level, in particular due to the
sustained deployment of energy efficiency
programmes in France and Brazil. The
variances reflect the business activities of
the different units and the local climate
conditions. In Brazil, for example, the Via
Varejo consumer electronics stores use an
average 176 kWh/sq.m, compared with
700 kWh/sq.m at GPA's Extra
hypermarkets, 401 kWh/sq.m at Géant
hypermarkets in France, and 557 kWh/sq.m
at Casino or Monoprix supermarkets in
France.
Casino
M onoprix group
Vindé mia group
Franprix
Leader Price
GPA
Éxito
Disco Devoto
Libertad SA
Big C Thailnd
Big C Vietna m
Group
2014
2015
Amount of waste recovered and reused, 2014-2015
Other2
Colombia
Brazil
France1
Group
2015
2014
2015
2014
2015
2014
2015
2014
2015
2014
0
50,000
100,000
150,000
200,000
250,000
The amount of waste sorted by the stores
for recovery and reuse is steadily
increasing.
The scope of reporting was expanded to
new businesses in 2015, with the result
that data for the year covered 82% of the
consolidated retail selling area, an increase
of 15% compared with 2014.
Carboard
Other
1 France:
2014 data: excludes convenience stores
and Franprix
2015 data: excludes organic waste
tonnages for Leader Price and Franprix
2 Other countries: Uruguay, Argentina and
the Indian Ocean (only Vindémia,
excluding operations in Mayotte,
Mauritius and Madagascar)
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Key 2015 CSR performance indicators
A responsible retailer
PROMOTING RESPONSIBLE CONSUMPTION
Number of national-brand and private-label products
certified as sustainable1
3,165
Latin America4
14,208
France2
477
Asia/Indian Ocean3
ICS social audits performed by country
20%
Other1
12%
India
8%
Bangladesh
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60%
China
Casino Group stores now carry more than
17,850 products certified as sustainable, an
increase of 17% over 2014.
In particular, a wide range of organic products
are available, with more than 14,490 items on
store shelves across the Group.
In France, more than 12,020 AB-certified
organic products (excluding apparel) are on
offer, of which 1,170 under banner brands.
In addition, our banners in other host
countries sell more than 2,470 organic
products, of which 65% at GPA.
1Organically farmed products (excluding organic-
cotton apparel), fair trade products, and products
bearing MSC, FSC, NF Environnement, PEFC, European
Ecolabel and ECOCERT labelling.
2Products sold by Casino, Monoprix and Leader Price.
3Products sold by Vindémia and Big C Thailand.
4Products sold by Grupo Éxito, GPA, Libertad and
Disco/Devoto.
In 2015, a total of 349 social audits were
performed in accordance with the Social
Clause Initiative (ICS) methodology, of
which 270 were led directly by the Group
and 79 by other ICS members at shared
supplier plants. Of the 270 directly-led
audits, 81% were initial audits and 19%
were follow-ups. Of the audited
manufacturers, 60% were based in China,
12% in India and 8% in Bangladesh.
In all, more than 2,000 ICS audits have
been performed by the Group since 2003.
In light of the special circumstances in
Bangladesh, all of the local tier-one plants
working for our private-label brands were
audited during the year.
1Including Pakistan, Thailand and Vietnam
Social ethics
GUIDANCE FOR SUPPLIERS
Since 2002, suppliers have been encouraged to
Aware that the audits are a necessary but still
participate in a social ethics process that aims to
insufficient step forward, our local offices are playing
improve the conditions in which workers are employed
an essential role in helping suppliers to deepen their
to manufacture our private-label products. In signing
understanding of our expectations. At the same time,
the Supplier Ethics Charter, each supplier recognises
the CSR Department is
leading regular training
the central importance of the values set out in the
initiatives to raise awareness of the Ethics Charter
Universal Declaration of Human Rights and the
among purchasing teams, local procurement offices
fundamental conventions of the International Labour
and suppliers. In recent years, these initiatives have
Organization (ILO), while also pledging to uphold the
primarily concerned the Cdiscount and Multivarejo
Charter’s eight criteria for ethical conduct, notably the
purchasing teams and Big C Thailand suppliers.
prohibition of child labour.
In light of the circumstances specific to Bangladesh, all
To ensure compliance, social audits are performed at
of the local tier-1 garment plants supplying our private
private-label manufacturers every year, including
labels are audited, with stricter safety inspections and
349 carried out in 2015 by various independent
unannounced audits systematically performed prior to
experts in accordance with ICS guidelines. Conducted
tender awards. In July 2013, Casino Global Sourcing
primarily in countries where basic human rights and
(CGS) pledged to uphold the Bangladesh Accord on
workplace standards are considered most likely to be
Fire and Building Safety,
in a commitment to
breached, these audit campaigns are followed up with
supporting its procedures and helping to improve local
reviews and, where necessary, a corrective action plan
plant safety conditions. The manufacturers that supply
that non-compliant plants must agree to implement
our private-label apparel have been audited and
within a specific timeframe. Suppliers who fail to
Accord-compliant corrective action plans have been
comply may see their rating downgraded or be struck
implemented.
off the supplier list.
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912015 ANNUAL REPORTRoadmapsThe following roadmaps outline themajor initiatives taken to address the15 priorities of our CSR continuousimprovement process, while nurturingdialogue with all of our stakeholders.ScopeGroup: all French and international subsidiaries Group France: all subsidiaries in France(Casino/Franprix/LeaderPrice/Cdiscount/Monoprix)PROMOTE DIVERSITY AND COMBAT DISCRIMINATIONCorporate policyObjectiveScopeCombat stereotypes through campaigns to raise awarenessIncorporate new criteriaDeploy defined action plans in accordance with agreements signed or certifications earnedHELP DISABLED PEOPLE TO ENTER THE WORKFORCEContinue to raise awareness about hiring disabled workers Take further action to improve the integration of disabled workersIncrease the number of disabled workers in the subsidiaries, particularly outside FranceDeploy the actions stipulated in agreementsPROMOTE GENDER BALANCE IN THE WORKPLACETrack and increase the number of women in management and on executive committeesIdentify and reduce any unjustified pay differentialsProvide support for working parents in the organisationHELP YOUNG PEOPLE TO ENTER THE WORKFORCETake action to promote work/study programmes and apprenticeshipsEducate managers on the need to improve employment opportunities for young peopleDevelop partnerships with referring organisationsEncourage mentoring and tutoring programmesPROVIDE CAREER GROWTH OPPORTUNITIES FOR EMPLOYEESEvaluate employees to identify their training needsExpand e-learning opportunities to train as many employees as possibleProvide training and raise employee awareness about CSR issuesENCOURAGE SOCIAL DIALOGUEPromote efforts to sign agreements on major workplace and CSR issuesENSURE A SAFE, HEALTHY WORKPLACEIdentify risks specific to each jobDevelop appropriate prevention programmesImplement the action plans set out in agreementsStrengthen training programmesFoster workplace well-beingCommitted employerGroupGroupGroupGroupGroupGroupGroup Committed employer
Our record in 2015
Committed employer
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
PROMOTE DIVERSITY AND COMBAT DISCRIMINATION
Implement actions to promote
diversity and combat discrimination
Group France
Measure their level of
implementation
In order to combat stereotypes and prejudices, the Group has
continued to distribute a number of guides to its managers, including:
"Managing Religious Diversity in the Workplace",
"Do You Look at Young People in the Right Way?",
"Physical Appearance: Deconstructing Stereotypes, Overcoming
Prejudice",
"Sexual Orientation and Gender Identity: Best Practices in the
Workplace".
In addition, a diversity e-learning module has been made available to
employees.
In order to independently assess the implementation of the Group's
internal policies, Casino conducts a testing campaign every three
years. A new testing campaign focusing on ethnicity and sexual
orientation was launched in 2015 and the results will be published in
2016.
GPA
In Brazil, GPA's diversity policy was reaffirmed with the distribution of
the Diversity Charter, which underlines the Group's commitment to
combating discrimination, stepping up action to support disabled
people, employing young people, fostering gender equality and
promoting LGBT rights. The programme is based on quantitative
objectives that form part of the incentive bonus schemes for
managers, as well as awareness-raising programmes.
Put in place measures to support
employees
Casino
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.
In 2013, Casino began offering family caregiver leave, which
118 employees have taken advantage of.
The "Helping Our Parents" workshops launched in 2014 continued in
2015: Casino organised six workshops and a conference to give
employees a platform to discuss their ideas with external experts and
learn more about a number of issues including "school bullying",
"boosting children's self-confidence", "addictions" and "education".
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HELP DISABLED PEOPLE TO ENTER THE WORKFORCE
Commit to improving the integration
of disabled workers
Group
Assess the actions implemented
Casino
Monoprix
Big C
Thailand
In October 2015, the Group signed the International Labour
Organization’s Business and Disability Network Charter in order to
reaffirm its commitment to helping disabled people find or maintain
employment. The Group employs 9,345 people who are declared
disabled (under permanent or fixed-term contracts), representing an
increase of 27% compared to 2014.
Casino celebrated the 20th anniversary of its disability policy in 2015 by
organising events, conferences, talks and games in its stores to highlight
the initiatives deployed in a way that involved our employees, customers
and partners. The Group signed a sixth agreement on the employment of
disabled workers covering the 2014-2016 period, which provides for the
hiring of 100 disabled employees, at least 10% of whom will be under
the age of 30, as well as the development of work-study contracts and a
programme to take on 160 interns.
Throughout 2015, Monoprix continued to implement its fourth
agreement on the employment of disabled workers, which includes a
target to hire 180 disabled workers, including 20 work-study
programme participants. 2015 saw the roll out of various initiatives
carried out in collaboration with disability organisations such as
“Handicap.fr” and “HandiLive” in order to present Monoprix's
recruitment policy and enable discussions with web users. Monoprix
produced a film entitled "Smiles" to help further raise awareness of
disability related issues among employees.
345 Monoprix stores were renovated to facilitate accessibility for the
disabled.
Big C Thailand, which was honoured for the fourth straight year with an
award from the National Office for Empowerment of Persons with
Disabilities, employs 550 disabled people, representing 50% more than
in 2014 and twice the legal quota. The banner deployed a wide array of
initiatives to promote the rights of people with disabilities by developing
special training for hearing-impaired employees, participating in job fairs
for disabled workers, and installing phone kiosk services for people with
hearing disabilities in 27 stores in collaboration with the Universal
Foundation for Persons with Disabilities.
GPA
GPA employs more than 4,280 disabled workers, representing an
increase of 34% compared to 2014.
Extra and Pão de Açúcar ran apprenticeship programmes employing
130 young people with mental health disorders while 830 disabled
workers at Assaí took part in a programme that provided training,
support and workstation adjustment.
In 2015, GPA organised the International Labour Organization’s
Business and Disability Network conference in Brazil (170 participants)
as a way to promote best practices with regard to hiring disabled
workers.
GPA and Sincovaga entered into a ground-breaking agreement
providing for the hiring of 8,000 disabled people.
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Committed employer
Our record in 2015
Committed employer
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
PROMOTE GENDER BALANCE IN THE WORKPLACE
Implement actions to foster equal
opportunity in the workplace
Group France
Assess the actions implemented
Casino
The Casino Group, which signed a framework agreement for the
2013-2015 period with the Ministry of Women's Rights, was placed
54th by the Ministry in its 2015 ranking of SBF 120 companies in
terms of gender equality.
A campaign aimed at raising awareness about sexism in the workplace
was launched in 2015: 800 employees from all of the French entities
replied to the questionnaire designed to gather their views on
everyday attitudes and behaviour within the Casino Group. A
manager's guide and an awareness campaign will be launched in
2016.
In 2008, Casino signed the Working Parents Rights Charter created by
the “Observatoire de l’équilibre des temps et de la Parentalité en
Entreprise” (OPE), a French monitoring agency that supports working
parents in companies. In line with this pledge, the Group works closely
with “C’avec elles”, a women's advocacy network set up in 2011,
which had over 500 members in 2015. In 2015 it launched a pilot
mentoring programme for women managers in partnership with this
network.
Pursuant to a collective agreement, in 2015 Casino launched a
gateway service in partnership with the Ministry of Women's Rights
that enables employees to exchange 50% of the benefits
accumulated in their time savings account for universal service
employment vouchers.
Cdiscount signed a new Equal Opportunity Agreement in 2015 that
covers career development, providing support for working parents
and pay equity.
Casino introduced the Yoopies.fr website to help its employees
organise childcare arrangements. It maintains the full salaries of
fathers on parental leave and offered fathers an extra day of
fully-paid parental leave in 2015 (12 rather than 11 days), which
400 fathers took advantage of during the year.
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Cdiscount
Cdiscount signed a new Equal Opportunity Agreement in 2015 that
covers career development, providing support for working parents
and pay equity.
Éxito
GPA
In 2015, GPA and Éxito conducted a study in collaboration with an
external service provider (with response rates of 77.4% and 90.2%,
respectively), to better understand the expectations of women
managers in order to access positions of greater responsibility.
The audit carried out on male and females employees' salaries did not
reveal any significant pay differentials at any level of the company.
PROMOTE GENDER BALANCE IN THE WORKPLACE
Implement actions to foster equal
opportunity in the workplace
GPA
Assess the actions implemented
In Brazil, six working groups comprising women managers were set up
to identify the actions to be taken in a number of key areas including
Communication, Work-Life Balance, Mentoring and Networking. With
the support of the Human Resources department, these working groups
meet every month to draw up action plans to enhance team gender
diversity.
Libertad
The female members of the Talent Pool (managers with high potential)
participated in a national inter-company working group called
“5 mujeres, 1 propósito” (“5 women, 1 aim”). The purpose of this event
was to promote discussions on leadership and womens' ability to
influence decisions in the workplace.
HELP YOUNG PEOPLE TO ENTER THE WORKFORCE
Develop partnerships and introduce
schemes to help young people enter
the workforce
Group France
The Group continued to develop several partnerships to support young
people including the Civic Service Agency, the Civic Service Institute,
the Business Network for Equal Opportunity in Education, “Nos
Quartiers ont du Talent” and “Talents des Cités”.
Casino,
Franprix,
Leader Price
and Cdiscount
Casino
The French subsidiaries continued to implement support and hiring
initiatives in accordance with "Intergenerational Contract" agreements,
in a commitment to fostering the sustainable integration of young
people while keeping older employees in their jobs by enabling them to
transfer their skills and know-how to the next generation. 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.
As a way to promote work/study schemes, particularly for disabled
students, the Casino Group organised its inaugural ”Employment and
Education Partnership Day” in December 2015, during which round
table discussions were held on various issues including diversity,
disability and partnerships with schools. The website dedicated to
youth employment (www.alternance-stages-casino.fr) was redesigned
in 2015 and for the fourth straight year Casino organised a day centred
around raising the profile of apprentices, tutors and apprenticeship
programmes, in which nearly 600 young people took part.
As part of its commitment to the "Businesses and Neighbourhoods"
Charter in partnership with France's Ministry of Urban Affairs, Casino
had 1,178 employees (under permanent or fixed-term contracts),
490 interns and 75 work-study programme participants from
disadvantaged neighbourhoods in 2015.
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Committed employer
Our record in 2015
Committed employer
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
HELP YOUNG PEOPLE TO ENTER THE WORKFORCE
Develop partnerships and introduce
schemes to help young people enter
the workforce
Monoprix
Monoprix designed a full integration programme for its foodservice
apprentices as well as those working in the greater Paris region and in
France's other large cities, including onboarding sessions, the issuing of
contracts and a presentation of the banner.
Monoprix also entered into a partnership with Aurore, a non-profit
youth training association. The partnership involves the organisation of
coaching sessions to provide young people with advice on:
- approaching job interviews,
- writing CVs,
- finding the right job in the retail sector.
The banner also entered into a partnership with FACE à l’emploi, a
foundation that aims to combat social exclusion.
Libertad
Big C
Thailand
Éxito
Libertad in Argentina and Big C both organised work/study and
vocational training programmes in collaboration with schools and
universities, including establishments that specialise in providing
training for disabled people, such as Ratchasuda College in Thailand.
Éxito pledged its support to the “40,000 first jobs” programme
launched by the country's Labour Ministry. Its purpose is to enable
young people aged 18 to 28 to gain their first work experience within
private businesses.
PROVIDE CAREER GROWTH OPPORTUNITIES FOR EMPLOYEES
Expand training opportunities
available to employees
Casino
Monoprix
Franprix
Leader Price
Cdiscount
In France, more than 35,470 employees received training. The Group
offers a wide range of training programmes through its Casino Campus
in-house training centre, both in the form of classroom sessions and
e-learning modules (available on the My Campus platform). The centre
organised various programmes including the Validation of Acquired
Experience programmes.
In line with reforms to professional training, the French entities
endeavoured to ensure that all employees attended at least one skills
training course and a job appraisal meeting every six years.
Monoprix
47% of Monoprix's employees received training in 2015 and under its
fourth Validation of Acquired Experience (VAE) programme, 68 people
earned diplomas and 23 are waiting for their experience to be validated.
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PROVIDE CAREER GROWTH OPPORTUNITIES FOR EMPLOYEES
Expand training opportunities
available to employees
Éxito
GPA
Implement training programmes/raise
awareness about CSR issues
Group France
Casino
GPA
Grupo Éxito organised more than a hundred training programmes for all
employee categories both at its headquarters and in individual stores.
The two teaching centres set up in 2014 to offer training in specific
areas successfully ran various training schemes: the Textile centre
trained more than 1,160 people in 2014 and 2015 while the Surtimax
centre trained 4,155 people during the same period. In addition, the
bakery training centre that opened its doors in 2015 has already
welcomed 280 people.
GPA employees have access to the Assaí corporate university, an
internal training centre offering courses focusing on the cash & carry
segment. The centre has delivered training to 36,000 people over the
past two years. In 2015, Via Varejo launched the Varejo/Retail University
and provided training to employees on the banner's ethical principles
(10,000 people received training in 2015) and on the new “Via Varejo
REVIVA” in-store recycling programme.
In 2015, internal conferences were organised to raise employee
awareness of issues related to climate change, and a brochure entitled
"Casino Group's 12 solutions for the COP 21 conference" was handed
out.
The in-house training centre Casino Campus provided an e-learning
module for CSR correspondents and managers entitled "CSR passport",
outlining the Group's CSR issues and the main steps it has taken.
Training and awareness-raising modules focusing on responsible
consumption, diversity ("diversity passport") and educating
employees about hearing disabilities ("Audicap") are also available.
Campus integrated elements from its CSR training modules into its
specific business activity modules. For example, training for seafood
chefs now includes information on sustainable fishing.
GPA offers CSR training for new employees (focusing particularly on
the banner's ethical principles, diversity and the environment), and all
executives are invited to attend a special presentation as part of the
"GPA Executive Academy" programme. GPA organised two seminars in
2015 (one on climate change and one on disability) and stepped up its
awareness-raising initiatives to combat food waste with the “Pq jogar
fora?” ("Why throw away food?") campaign.
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Our record in 2015
Committed employer
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
ENSURE A SAFE, HEALTHY WORKPLACE
Implement preventative measures
(awareness-raising, training) as part
of the "Occupational health and
safety" policy
Casino
Cdiscount
Casino
Monoprix
GPA
As part of its risk prevention initiative, the Group set up an employee
feedback programme to prevent occupational risks by allowing workers
to voice their concerns about working conditions. This initiative based
on employee feedback has been deployed in hypermarkets,
supermarkets, warehouses and Casino and Cdiscount cafeterias to
enable the Group to take into account the comments and needs
expressed by employees on the ground.
In connection with this process, the Human Resources department
initiated an awareness and training programme 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 demanding business environment. These initiatives helped to raise
the awareness of 1,800 managers (on the Executive Committee, entity
executive committees, etc.) through presentations by outside
consultants, and the roll-out of an e-learning platform where any
manager can extend the learning experience and access practical,
useful content (videos, quizzes, etc.). A network of workplace
well-being experts was put in place in 2015 to identify employees who
might be experiencing difficulties, build relationships and direct them
to the people who are best placed to help them, whether it be the
occupational physician, management, the HR department, a help and
assistance service, etc. Finally, a "Caring Management Practices"
module was included as part of the "Trade and Retail" Masters
programme at Jean Monnet University in Saint-Étienne.
Several days of prevention training were organised to raise employee
awareness about the following health issues: smoking, nutrition, blood
tests and diabetes.
A national Occupational Health and Safety charter to protect temporary
employees was signed in January 2015 by Casino’s logistics subsidiary.
Monoprix's logistics subsidiary Samada took steps to improve working
conditions, including rolling out training at its sites ("15-minute safety
meetings") and distributing special materials and posters.
As part of its ongoing campaign to raise employee awareness about
health and nutrition, 3,360 people benefited from healthcare services
provided in the workplace under the "VIVA SAUDE" programme.
Seven warehouses are fitted with on-site healthcare clinics. More than
1,000 of GPA's employees are members of the “GPA Clube”, which
organises sporting activities and events for employees, and more than
4,000 employees enjoy the use of one of the 21 GPA Academia
gymnasiums.
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ENSURE A SAFE, HEALTHY WORKPLACE
Implement preventative measures
(awareness-raising, training) as part
of the "Occupational health and
safety" policy
Big C
Thailand
Éxito
ENCOURAGE SOCIAL DIALOGUE
Promote social dialogue
Casino
Listen to employees and measure
their level of commitment
Big C Thailand organised yoga and meditation workshops for its
employees at its headquarters.
Éxito put in place a workplace accident prevention plan to anticipate
major work related risks. To address the risks identified, Éxito installed
special safety equipment in its stores and warehouses and rolled out
dedicated training programmes. In 2015, a psychosocial risk
assessment was conducted involving 50% of Grupo Éxito's employees.
It also organised Health days, with more than 4,900 employees
receiving a "nutritional assessment", and information on cardiovascular
disease.
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.
The initiatives deployed were presented to the union’s representatives
at the CSR agreement monitoring commission meeting of June 2015. In
line with its commitments under the CSR agreement, a Union Career
Charter was created in 2015 to promote union involvement and the
career development of employee representatives.
Group France
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". In 2015 it was extended to
Casino, Franprix and Leader Price employees at the Group's new
administrative site in the Paris region as well as to employees at
Monoprix's administrative sites.
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Our record in 2015
Objective
Scope
Main accomplishments in 2015
ENCOURAGE SOCIAL DIALOGUE
Promote social dialogue
Éxito
Listen to employees and measure
their level of commitment
Éxito successfully completed negotiations with representatives of three
unions regarding the adoption of a new collective bargaining
agreement, which will remain in force until 2019. This new agreement
strengthens the measures in place to support employees in the event of
death or disability.
Grupo Éxito conducts a study to measure employee sentiment on a
regular basis. The most recent study was carried out in 2014 among
24,700 employees (i.e., 94.5% of those targeted by the survey), with
ratings corresponding to "very satisfied".
Libertad
Libertad conducted an internal survey entitled “Temperatura de Clima”
in which 73% of its employees took part. Previous surveys led to the
creation and development of the “yo soy Libertad” programme, whose
aim is to adopt practical measures to improve workplace well-being and
employees' levels of commitment through the support of the
committees set up in each store and coordinated by Libertad's Head of
employee relations.
GPA
In Brazil, on the basis of the survey conducted in 2014, GPA
implemented a number of action plans in 2015 with the aim of
increasing employee satisfaction.
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Corporate policy
Objective
TAKE ACTION TO PROTECT CONSUMER HEALTH
Continue to improve the nutritional value of private-label products
Inform shoppers about each product’s nutritional impact
Develop a product offering that provides nutritional benefits
Educate customers on better shopping habits
Identify emerging health concerns
ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Reduce the environmental impact of private-label products
Increase the number of environmentally friendly products available in stores
Inform shoppers about the environmental impact of their purchases
Draw shoppers’ attention to the most eco-friendly products
Scope
Group
Group
Our record in 2015
Objective
Scope
Main accomplishments in 2015
ACT IN THE INTEREST OF CONSUMERS' HEALTH
Identify emerging health concerns
Group France
Develop a product offering that
provides nutritional benefits and
inform consumers about the
nutritional value of products
Group France
Casino Group’s Health Committee, which is charge of analysing data, the
latest scientific trends and consumer expectations in the field of health,
met four times in 2015. It supported the Group in France in its
development of the special range of frozen fruit and vegetables that
are guaranteed to be free of quantified pesticide residues.
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" range for infants, 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.
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Our record in 2015
Responsible retailer
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
TAKE ACTION TO PROTECT CONSUMER HEALTH
Develop a product offering that
provides nutritional benefits and
inform consumers about the
nutritional value of products
Éxito
In 2015, Éxito defined and distributed a new Nutrition and Health policy
to complement the Group's policy that was implemented on children's
products under the “Troop X” brand. 900 Taeq products were assessed
according to these new nutritional specifications. Training was provided
on this policy for suppliers, purchasers and store employees.
Éxito has voluntarily developed a nutritional labelling system for its
products based on guideline daily amounts (GDAs).
GPA
The Taeq line of health and wellness products was expanded in 2015.
GPA further improved its nutritional labelling system on its Taeq
private-label products, indicating the levels of saturated fats, fibre,
sodium and vitamins, and highlighting the presence of any allergens or
additives in the list of ingredients.
ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Reduce the use of plastic bags
Group
Within the framework of the COP 21 conference, the Casino Group
presented 12 solutions it is implementing to combat climate change.
In Paris, the Casino supermarkets and Franprix stores decided to mark
the opening day of the COP 21 conference by permanently removing all
disposable plastic bags as a sign of their commitment to protecting the
environment. These banners made this choice more than six months
before the bags were officially banned under the energy transition law.
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
plastic bags.
For example, Big C Thailand participated in a national campaign in
August 2015 aimed at reducing the use of plastic bags and promoting
the use of recycled or cloth 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 shoppers’ awareness. In São Paulo, GPA and
the other major retailers withdrew all free disposable plastic bags from
their stores in May 2015.
ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Expand the organic product ranges
Group
Expand the product ranges with Good
Agricultural Practices (GAP)
certification
Group
Combat food waste
Group France
The Group offers a wide range of organic products to shoppers, with a
total of over 14,490 products on store shelves Group-wide in 2015 (up
9.5% compared to 2014).
These products are presented to customers in special display areas in
the points of sale (Casino, Libertad, Pão de Açucar, Disco, Devoto) and
are featured in targeted publicity campaigns. For example, GPA
organises in-store visits from organic producers and offers customers a
15% reduction every Thursday. In 2015, Casino's purchasing agency
signed a partnership charter with a number of organic fruit and
vegetable suppliers to strengthen cooperation and create a French
organic produce sector.
The Group's banners offer a number of product ranges with GAP
certification with more than 2,410 products on store shelves in 2015,
representing an increase of 21% compared to 2014.
In France, 120 Terre & Saveur-labelled items (including fruit and
vegetables, baked-goods, seafood, poultry products and meat) are sold
in Casino Group stores. These items are produced using traditional
outdoor farming methods in partnership with producers who adopt
good agricultural or breeding practices (alternative cultivation methods,
little or no post-harvest treatment, respect for the real requirements of
crops and respect for the aquatic environment, etc.). More than 250
products marketed under the "Club des Sommeliers" brand also comply
with a set of specifications for best production practices.
The Group encourages its suppliers in other countries to apply the GAP
standards. For this reason, Grupo Éxito put in place a GAP certification
programme for its suppliers and 147 fresh products were certified in
2015. Big C Thailand began a process to obtain Green Label
certification for a number of its products, which is awarded subject to
an analysis of the products' environmental impact, and currently
markets 319 fresh products that comply with GAP standards.
In 2013, the Group signed the National Pact to Combat Food Waste set
up by the French Ministry of Agriculture and in 2015 it signed the
French Ministry of Ecology and Sustainable Development's agreement
to combat food waste. Under this agreement, the Group commits to
increasing the number of stores working in partnership with food banks
and to removing “best before” dates from certain product groups.
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Our record in 2015
Responsible retailer
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
ENCOURAGE ENVIRONMENTALLY RESPONSIBLE SHOPPING
Combat food waste
Monoprix
GPA
Establish sustainable and responsible
purchasing policies
Group
To mark World Food Day, on 16 October 2015, Monoprix invited its
customers to prepare food using fruit and vegetables with surface
blemishes on board its "Cook Truck". "Anti-waste" recipe sheets were
also distributed to participants. Employees received "Eco-friendly
Behaviour" training to help reduce spoilage, and brochures such as
"Great ways to reduce waste" and "Waste Prevention Tips" were made
available in stores.
Internationally, GPA launched its "responsible food truck", which visited
20 “Pão de Açúcar” supermarkets and nine "Extra" hypermarkets in
2015. This environmentally friendly vehicle provides free cooking
workshops to teach customers recipes created by nutritionists and
based on ingredients that do not produce any waste. Participants are
also educated about how to reduce waste and encouraged to use their
food more efficiently, in particular as part of the “Pq jogar fora?”
programme launched in 2014. Initiated with the support of the Akatu
Institute, which is leading the way in Brazil in promoting responsible
consumption, this programme is targeted at more than 100,000
employees and their families. It proposes measures to combat food
wastage as well as the wastage of natural resources (water, etc.) and
offers financial advice (for example, to help families manage their
budget).
In 2015, the Casino Group committed to:
• Ensuring a transparent supply chain for the palm oil used in its
private-label brands by first of all identifying the refiner or distributor in
order to eventually have better visibility of the whole supply chain,
starting from the mill stage;
• Using palm oil produced without causing any deforestation or
exploitation, i.e., palm oil from plantations that adopt ecologically sound
policies with regard to high conservation value forests, carbon-rich
forests and peatlands, and which also support the development of small
producers and respect local communities and worker's rights;
• Supporting responsible local producers in the producer countries in
which the Group operates (Brazil, Thailand, Columbia);
• Sharing progress reports and information regarding actions and next
steps to be taken.
The policy with regard to palm oil was validated by the Casino Group's
CSR Strategy Committee and the results of the action taken were
presented at the December 2015 Committee meeting.
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Establish sustainable and responsible
purchasing policies
GPA
In 2014, GPA's risk management department, in collaboration with the
CSR department, updated the social and environmental risk map in its
supply chains. In the wake of new reports about the serious health risks
of eating beef, in 2015 GPA carried out a study to prepare a risk map to
track all of its beef suppliers and identify the origins, traceability,
breeding conditions and potential risks linked to the meat. More than
55% of the meat available in GPA's stores comes from suppliers that
have made public commitments to adopting a "zero deforestation"
policy with regard to cattle breeding by signing the "Cattle agreement",
which provides for a ban on all trading with farms that are responsible
for deforestation or which are located on land belonging to indigenous
people, as well as implementing initiatives to check the origins of cattle
before they are slaughtered.
The responsible purchasing policy for the beef sector was updated in
March 2016.
Casino
Monoprix
Since 2007, Casino has been committed to preserving fishery resources
and continued its support for this cause in 2015 through a range of
measures. Casino and Monoprix offer products certified by the Marine
Stewardship Council (MSC), which sets the standards for sustainable
fishing.
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A trusted partner
Corporate policy
Objective
STRENGTHEN ETHICAL SOCIAL COMPLIANCE
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
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
PROMOTE THE CSR INITIATIVES OF SMEs AND SUPPORT LOCAL PRODUCTION CHANNELS
Develop partnerships with local producers
Promote locally sourced products in stores
Assist supply chains in improving their practices
Raise awareness of CSR among SMEs
Share each banner's CSR practices with SMEs and encourage adoption
of those practices
COMBAT CORRUPTION AND DEVELOP A RESPONSIBLE LOBBYING POLICY
Scope
Group
Group
Raise awareness within management
Group
Analyse the level of risk
Create guides to best practices
Appoint ethics committees
Evaluate action plans
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Objective
Scope
Main accomplishments in 2015
STRENGTHEN ETHICAL SOCIAL COMPLIANCE
Strengthen the commitment to
business ethics of the Group's
private-label suppliers in countries
deemed to be high-risk
Take part in local social compliance
initiatives
Group
The CSR department organises regular awareness programmes with the
purchasing teams, local offices and suppliers to present the Ethics
Charter.
Group
In 2015, the Group’s Social Ethics Policy and campaign monitoring tools
were presented to Cdiscount's purchasers via a "purchasing and CSR
initiatives" training module, while 255 people were given training on
the same issue at Multivarejo.
Training sessions are organised for suppliers and import agents, with
more than 240 Big C Thailand suppliers receiving training on the
Group’s Ethics Charter in 2015.
In 2015, 349 social audits were conducted based on France’s Social
Clause Initiative (ICS) guidelines, of which 270 were performed directly
by the Group and 79 by other members of the ICS (shared plants). 60%
of the plants audited by the Group are located in China, 12% in India and
8% in Bangladesh. 81% were initial audits and 19% were follow-up
audits. In all, more than 2,000 ICS audits have been performed by the
Group since 2003.
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 the plants.
Import agents working for the Group’s purchasing departments
tightened their checks in 2015. More than 45% of the social audits
conducted in 2015 covered the plants of import agents.
The Group continued to be involved with and give its support to the
following initiatives of which it is a member: ICS, Accord on Fire and
Building Safety, ABVTEX and GSCP.
Casino Global
Sourcing
The Group implements the steps defined in the Accord on Fire and
Building Safety. Plants producing goods for Casino Global Sourcing were
audited under the Accord between 2013 and 2015, and corrective
action plans have been implemented. Teams attended Accord meetings
in London, Amsterdam and Dhaka.
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A trusted partner
Our record in 2015
A trusted partner
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
PROMOTE THE CSR INITIATIVES OF SMEs AND SUPPORT LOCAL PRODUCTION CHANNELS
STRENGTHEN ETHICAL SOCIAL COMPLIANCE
Take part in local social compliance
initiatives
GPA
GPA is active in the local Brazilian initiative, "Associação Brasileira do
Varejo Têxtil" (ABVTEX). The purpose of ABVTEX is to inspect suppliers
and subcontractors in the Brazilian textile industry based on
13 assessment areas, which cover 18 criteria for ethical conduct
including child labour and forced labour. These audits covered
98% of GPA's national textile purchases.
Maintain close relationships with
suppliers (SMEs, farmers and
cooperatives)
Expand local offerings and share
best CSR practices
PROMOTE THE CSR INITIATIVES OF SMEs AND SUPPORT LOCAL PRODUCTION CHANNELS
Maintain close relationships with
suppliers (SMEs, farmers and
cooperatives)
Expand local offerings and share
best CSR practices
Group France
Campaigns to raise awareness about CSR practices among the Group's
suppliers and producers were deployed in 2015.
Casino
In order to improve its supplier relationships in France, the Casino
Group, which is a signatory of the best practices guide for SMEs jointly
drawn up by the French retail supplier association (FEEF) and France's
Retail Trades Federation (FCD), developed a number of initiatives for
SMEs. In 2015, quarterly meetings were organised with these
manufacturers to share information, as well as market analyses and a
process to identify and classify new products.
Particular attention was paid to supporting the introduction of digital
information flows between the Casino Group's various entities.
The Quality department continued to provide SMEs with a process for
evaluating the environmental impact of products and identifying areas
for improvement.
As part of its partnership with NGO Humanité et Biodiversité, Casino
published and distributed a guide on improving biodiversity in farms for
its suppliers, which allows them to carry out a biodiversity audit and
proposes action plans.
Casino encourages innovation among its industrial partners by making
long-term commitments to sell new products. For example, working
with its poultry supplier Terre & Saveurs, Casino changed its standards
so that the chickens would from now on be raised without antibiotics.
In 2015, the Quality department communicated the Group's animal
protection expectations to its suppliers and audits were carried out to
spread awareness of the issue among farmers and to check how animals
were being farmed and treated.
Casino signed a local supply agreement to protect local species and
biodiversity on farmland (with heifer farmers in Massif Central, France)
and a partnership agreement with environmentally responsible orchards
(which account for 93% of the volumes of apples in Casino stores),
guaranteeing the use of good agricultural practices.
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Franprix
GPA
As part of its "Agricultural Partnerships" programme, Monoprix
assembled 29 of its biggest fruit and vegetable suppliers for a day of
collaboration on residues, food waste and the reasonable use of
pesticides.
In 2015, Monoprix launched its "Made in pas très loin" range of
products to strengthen its initiative with local farmers.
The range included 130 products at the end of the year and is sold in
over 110 stores.
Franprix has incorporated an awards ceremony into a supplier exhibition
to recognise the best supplier innovations. In 2015, a trophy was
presented to milk farmers cooperative Cant’Avey’Lot. Franprix
continued expanding its partnership with this producer.
GPA continues to support the “Caras do Brasil” programme by giving
craft cooperatives the opportunity to sell their products at Pão de
Açúcar stores. Social and environmental criteria have been integrated
into the producer selection process for this range, which was promoted
in stores during the “Produto feliz” campaign.
For the past few years, GPA has been developing its “Quality from the
Source” programme to trace and improve the quality of fruit, vegetables
and eggs in order to monitor the use of pesticides, transport conditions
and product storage upstream.
GPA suppliers continue to be included in the PEQ (“Programa evolutivo
de qualidade”) quality certification programme, which helps improve
overall product quality, while ensuring that social and environmental
criteria are met.
After being evaluated as part of the Top Log programme, which
assesses logistics, packaging and emissions reduction practices, GPA
subsidiary Multivarejo's transport providers received the Top Log award
for their commitment in this area.
Grupo Éxito
Éxito continued rolling out its training programme for small suppliers in
partnership with EAFIT University: more than 500 suppliers have
benefited from company management training as part of this
programme.
Éxito has 800 local suppliers in 17 regions, in partnership with local
associations.
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Our record in 2015
Objective
Scope
Main accomplishments in 2015
PROMOTE THE CSR INITIATIVES OF SMEs AND SUPPORT LOCAL PRODUCTION CHANNELS
Grupo Éxito
As part of its partnership with the Clinton Foundation, and following an
initial agreement signed in 2014 with Caribbean coast farmers and
fishermen, Éxito strengthened its commitment to small farmers in
2015 with a new pledge to buy fruit and vegetables directly from 200
farmers in Boyacá and promote them in its stores.
The Group continues to encourage its suppliers to apply “Good
Agricultural Practices” (GAP) standards. Éxito has put in place a GAP
certification programme for its suppliers and 21 suppliers were
certified in 2015.
Big C Thailand
In Thailand, Big C continued its work with fresh produce suppliers to
help them improve the quality of their products and production
practices by training them in Good Manufacturing Practices (GMP) and
Good Agricultural Practices (GAP).
Big C Vietnam
In Vietnam, SMEs and local suppliers are also a major business
development artery, particularly for store openings in rural areas. Every
store has a local supplier representative who works closely with the
quality teams and helps applying GAP.
COMBAT CORRUPTION AND DEVELOP A RESPONSIBLE LOBBYING POLICY
Continue to implement
the initiatives outlined in
anti-corruption programmes
Group
In 2013 the Group disseminated its code of business conduct in France,
which sets out the rules with which employees must comply in the
course of their professional duties.
Employees were reminded of these rules in 2015.
Specific programmes have also been put in place at local level
particularly within GPA, Big C Thailand, Éxito and Libertad.
In 2015, a cross-functional working group comprising representatives
from the HR, CSR, Audit and Internal Control, Legal Risks and Finance
departments and the Chairman of the Risk Prevention Committee was
created to reinforce the initiatives and systems put in place by the
Group to combat corruption in France and internationally.
Anti-corruption work will be carried out in 2016.
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Environmentally proactive group
Corporate policy
Objective
REDUCE GREENHOUSE-GAS EMISSIONS
Reduce GHG emissions per sq.m of retail space (scopes 1 and 2) by 20% (base year: 2012)
Assess GHG emissions from the Group’s principal operating activities (scopes 1 and 2) every year
Reduce the impact of direct GHG emissions from commercial refrigeration by:
- reducing fugitive emissions by improving containment of existing refrigeration facilities
- reducing initial loading of major global warming fluids in new refrigeration facilities
- testing and evaluating HFC-free refrigeration systems
Reduce the impact of GHG emissions attributable to goods transport by:
- evaluating the carbon footprint of transport on a regular basis
- developing multi-modal transport solutions using river and rail transport whenever possible
- increasing sharing of available transport capacity upstream and downstream of stores
- reducing distances travelled and improving vehicle loading rates
INCREASE ENERGY EFFICIENCY
Reduce energy consumption per sq.m of retail space by 20% (base year: 2012)
Measure energy use by:
- defining energy reduction targets for each business
- giving priority to remote meter reading at sites that have been renovated
for energy efficiency
Carry out an energy renovation programme for 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 energy-efficient lighting in stores
- sharing best practices in energy management
Scope
Target date
Group
Group
Group
2020
2015-2020
2015-2020
Group
2015-2020
Group
Group
2015-2020
2015-2020
Group
2015-2020
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Corporate policy
Objective
Environmentally proactive group
Our record in 2015
Scope
Target date
Objective
Scope
Main accomplishments in 2015
FIGHT POLLUTION BY REDUCING AND RECOVERING WASTE
Reduce the proportion of mixed waste by 20% (base year: 2012 – absolute value)
2020
Optimise sorting systems for operational 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
- developing new local waste recovery networks
Expand measures to collect and recycle used products from customers
(light bulbs, batteries, etc.) by:
- signing new partnership agreements with suppliers, recyclers and local organisations
- ensuring that in-store collection points 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
Protect and rehabilitate natural areas by:
- taking action to preserve and regenerate natural areas that provide ecosystem services
such as food, water, fuel, pollination, natural fibres and leisure activities, etc.
Group
2015-2020
Protect endangered species by:
- deploying the strategies in place (palm oil, sustainable fishing, beef, etc.)
Group
2015-2020
Group
Group
REDUCE GREENHOUSE-GAS EMISSIONS
Assess GHG emissions from the
Group’s principal operating activities
(scopes 1 and 2)
Reduce the impact of direct GHG
emissions from commercial
refrigeration by:
- reducing fugitive emissions by
improving containment of existing
refrigeration facilities
- reducing initial loading of major
global warming fluids in new
refrigeration facilities
- testing and evaluating HFC-free
refrigeration systems
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All business units carry out annual inventories of their emissions based
on common standards, in line with guidance from the GHG Protocol and
French regulations.
Group
• Group:
- Guidelines were published for the Group's decision-makers and
technical managers for low-carbon commercial refrigeration.
• Casino/Monoprix/Franprix-Leader Price:
- Technical audit programmes were completed to detect and repair
leaks.
- New cascade refrigeration facilities were commissioned with R134A
direct expansion circuits for positive cold and CO2 for negative cold.
- Two transcritical systems were commissioned for evaluation
(Casino supermarkets in Villefontaine and Monoprix Choisy in Paris).
• GPA:
- Two subcritical refrigeration units were commissioned to evaluate use
in subtropical areas.
• Éxito:
- A fluid consumption log was implemented in each store.
- Stores requiring maintenance work to reduce fugitive emissions were
identified.
• Vindémia:
- A fluid consumption log was implemented in each store and
refrigeration technicians were trained to reduce leaks.
• Big C Vietnam:
- Refrigeration fluid circuits were protected.
- Leak detection systems were installed on refrigeration facilities with
SMS alerts for service providers in charge of maintenance.
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Our record in 2015
Environmentally proactive group
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
Group
REDUCE GREENHOUSE-GAS EMISSIONS
Reduce the impact of GHG emissions
attributable to goods transport by:
- regularly evaluating the carbon
footprint of transport
- developing multi-modal transport
solutions using river and rail transport
whenever possible
- increasing sharing of available
transport capacity to and from stores
- reducing distances travelled and
improving vehicle loading rates
Group
• Group:
- Measurements of carbon intensity for goods transport for each
business unit by logistics segment and by means of transport were
consolidated and benchmarked.
• Casino:
- The purchasing policy prioritised transporters that have signed the
French Environment and Energy Management Agency's (ADEME)
Objectif CO2 Charter (96% of deliveries > Euro 5).
- 10 vehicles running on liquefied natural gas (LNG) were
commissioned.
- Double axel lorries were replaced by stackable solutions.
- Delivery frequency was adjusted to reduce tonnes/km.
• Monoprix:
- The development of pooled inbound transport continued.
- Logistics operations were reviewed to reduce mileage.
• Franprix:
- The proportion of deliveries via the Seine River in the Paris region
increased by 20%.
• GPA Multivarejo :
- Rail transport was increased upstream of warehouses.
- A third of lorries were replaced and action was taken to combat
black smoke.
- Delivery frequency was adjusted to reduce tonnes/km.
- The backhauling programme was developed further with 65 new
suppliers, which made it possible to avoid more than 11,000 journeys
for deliveries.
• GPA Via Varejo:
- Distances travelled were reduced by the introduction of round
optimisation software for home deliveries.
• Éxito:
- Vehicle loading was maximised on departure from warehouses.
Vehicles were also upgraded.
• Big C Thailand:
- Pooled transport was developed for return deliveries (+26%).
- Logistics operations were reviewed, reducing mileage by 14%.
• Big C Vietnam:
- River transport was used as much as possible to ship non-perishable
food from warehouses to hypermarkets.
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INCREASE ENERGY EFFICIENCY
Reduce energy consumption per sq.m
of retail space by 20%
(base year: 2012).
Measure energy use by:
- encouraging each business to
define their energy-efficiency
targets
- prioritising remote meter reading
at sites that have been renovated for
energy efficiency
Carry out an energy renovation
programme for stores by:
- creating employee guides to
ecofriendly behaviour
- conducting energy assessments
- implementing energy performance
contracts
- installing doors on positive-
temperature refrigerated display
cases, with the goal of covering 75%
of all units in France by 2020
- installing low-energy lighting
- sharing best practices in energy
management
Group
Banners deployed energy efficiency programmes based on ISO 50001
recommendations.
Group
Banners installed energy monitoring systems in each store.
Group
• Casino:
- ISO 50001 certification was earned by Géant Casino stores and Casino
supermarkets, and energy performance contracts have been
implemented at 92% of them.
- The energy intensity of stores decreased from 577 kWh/sq.m in 2012
to 484 kWh/sq.m in 2015 (down 16%).
- 100% of hypermarkets and 80% of supermarkets are fitted with
positive temperature refrigerated display cases with closed doors.
- Low-energy LED lighting was installed in new building work.
- Heat produced by refrigeration systems was recovered in
40 supermarkets.
• Monoprix:
- All stores received ISO 50001 certification.
- 20% of them have energy performance contracts.
- 43% of Monoprix stores have installed doors on positive-temperature
refrigerated display cases.
- Low-energy LED lighting was installed in new building work
• Franprix:
- 70% of stores have installed doors on commercial refrigeration units.
- 50% of stores are fitted with low-energy LED lighting.
- A heat recovery system from refrigeration systems was put in place.
• Leader Price:
- Energy performance contracts were implemented in three stores.
• GPA Multivarejo/Assaí/Via Varejo:
- 102 stores underwent energy renovation work (lighting, refrigeration,
air conditioning).
- Low-energy LED lighting is gradually being installed.
- The operating ranges of all air conditioning systems were
reprogrammed.
• Big C Thailand:
- Energy renovation projects were carried out (low-energy LED lighting,
air conditioning replacement).
- Positive-temperature refrigerated display cases fitted with doors were
commissioned.
- Solar-reflective paint was used on roofs.
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Our record in 2015
Environmentally proactive group
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
REDUCE WASTE, PROMOTE THE CIRCULAR ECONOMY AND COMBAT POLLUTION
REDUCE WASTE, PROMOTE THE CIRCULAR ECONOMY AND COMBAT POLLUTION
Group
Optimise 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
- developing new local waste
recovery networks
• Casino:
- Organic waste was reduced in the fight against food waste thanks to
lower inventory and increased food bank donations.
(100% of hypermarkets and 84% of supermarkets have agreements
with food banks).
- Recycling through composting and methanisation increased with the
deployment of an organic waste sorting system in over 50% of stores
(Géant Casino and Casino supermarkets).
• Monoprix:
- Store waste sorting performance was monitored by a trusted
independent expert.
- Food donation programmes were rolled out across all banners and
in-store collection systems were reorganised.
- A partnership was set up with Disco Soupe to recover unsold fruit
and vegetables.
• Leader Price:
- An agreement was signed with food banks to reduce food waste.
• Franprix:
- Cardboard recycling and reverse logistics systems have been
outsourced or implemented internally by all stores.
• GPA Multivarejo/Assaí:
- An integrated waste management concept was deployed, including a
clearly marked sorting area to allow products withdrawn from sale to be
recycled through donations to non-profit organisations or composting,
and employee training in sorting processes.
- 215 stores sort organic waste and 715 sort cardboard.
• Libertad:
- Collection points were implemented for cardboard and plastics.
- Green checkout counters were introduced for reusable bag users.
• Big C Thailand:
- A reverse logistics system was set up to transport cardboard from
stores to warehouses.
- Polystyrene crates used to transport fish were replaced by plastic
crates that are easier to reuse.
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Expand measures to collect and
recycle used products from
customers (light bulbs, batteries, etc.)
by:
- signing new partnership agreements
with suppliers, recyclers and local
organisations
- ensuring that in-store collection
points 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
• Casino:
- Best before dates on long-life products were removed to reduce food
waste.
- Collection points are operated in all stores in partnership with
eco-organisations (batteries, WEEE products, etc. ).
• Monoprix:
- Best before dates were removed for private-label products.
- Customers were educated about the fight against food waste:
"Cook Truck" events, recipe cards and brochures.
- Collection points were available in all stores and operated in
partnership with eco-organisations.
• Franprix:
- Disposable plastic bags were removed from stores at the end of
November 2015.
• Vindémia:
- To combat food waste, sorting procedures for products withdrawn
from sale were formalised and an agreement was signed with a
non-profit association to structure donation conditions.
• Cdiscount:
- Services were organised for the free home pick-up of large electrical
appliances and drop-off points for small appliances.
- Packing was reduced before shipping if the manufacturer's packaging
was deemed sufficient to guarantee a secure home delivery.
• GPA Multivarejo and Assaí :
- Communication encouraging customers to use in-store collection
points helped recover 11,000 tonnes of used products and packaging
for recycling.
• GPA Via Varejo:
- The REVIVA recycling programme was extended in stores in São Paulo,
Bahia, Ceará and Pernambuco, and handled reverse logistics for
packaging waste (cardboard, plastic, polystyrene, etc.) from sold
products, in collaboration with recycling cooperatives working to
combat social exclusion for disadvantaged communities.
• Éxito:
- Recovery points for used products such as batteries, medication and
small electrical appliances were set up and managed in hypermarkets.
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• Libertad:
- Collection points were introduced for used batteries, plastic caps and
leftover food for animal consumption.
- Locally-made reusable bags were launched in Córdoba to replace
disposable bags.
• Big C Thailand:
- 2,000 tonnes of used milk cartons were collected and recycled to
manufacture 11,000 insulating roof sheets as part of the Green Roof
Project, supported by Tétrapack.
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Environmentally proactive group
Our record in 2015
Objective
Scope
Main accomplishments in 2015
PROMOTE BIODIVERSITY
Protect and rehabilitate natural
areas:
- taking action to preserve and
regenerate natural areas that
provide ecosystem services such as
food, water, fuel, pollination,
natural fibres and leisure activities,
etc.
Protect endangered species:
- by taking action to ensure the
survival of species on land and in
water.
Group
Group
• Casino Immobilier:
- Best practices were clearly defined and project managers were
trained.
- Environmental audits were carried out by third parties right from the
project design phase.
- Specifications for service providers tasked with the upkeep of green
spaces included instructions on reasonable mowing and a ban on using
pesticides.
• Casino:
- A training session was launched for section managers to raise
awareness about sustainable fishing and the need to protect deep-sea
fish.
- Stores had the possibility of sourcing beef from farmers breeding
endangered local species.
• Monoprix:
- Since 2014, Monoprix has been running its "bien fait pour vous!"
campaign, which reminds employees and customers of the importance
of biodiversity.
• Vindémia:
- Lights were turned out in car parks and stores at night in peak bird
migration periods.
•Big C Thailand:
Support was given to the government reforestation programme.
Local corporate citizen
Corporate policy
Objective
DEVELOP NON-PROFIT PARTNERSHIPS
Step up partnerships with public interest organisations, particularly food bank networks
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
DEVELOP FOUNDATION PROGRAMMES
Increase employee involvement in Foundation activities
Share best practices among Foundations within the Group
Expand activities on behalf of underprivileged children
Scope
Group
Group
Group
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Local corporate citizen
Our record in 2015
Local corporate citizen
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
DEVELOP NON-PROFIT PARTNERSHIPS
Outreach partnerships with public
interest organisations, particularly
food bank networks, were
strengthened and programmes
were developed to combat
exclusion.
Group
In 2015, more than 16,000 tonnes of food products, the equivalent of
32 million meals (6 million more than in 2014) were donated to various
public interest organisations (including the food bank network) by the
Casino Group (France and international).
Group France
Libertad
GPA
In France, the Group increased its commitment to helping the most
disadvantaged members of society, by encouraging its stores to
support the French food bank network (Fédération Française des
Banques Alimentaires). In France, 6,235 tonnes of goods were collected
through daily pick-ups and 1,426 tonnes were deposited by customers
at the Group’s banners.
In 2015, Casino continued to support a number of non-profit
associations through its banners, such as Secours Populaire, the French
Red Cross, Apprentis d’Auteuil, Agence du Don en Nature, Emmaüs,
Téléthon, Le Rire Médecin, Dr Souris and Handi’Chien. 38,000 families
were helped by Agence du Don en Nature thanks to products donated
by the Group.
In order to end isolation for hospitalised children, 33 paediatric units in
French hospitals were fitted with 350 computers with Internet access
by the Dr Souris organisation. The programme has been supported by
co-branding campaigns in Casino, Franprix and Monoprix stores for two
years.
Casino and five of its suppliers support the Mediaterre responsible
energy consumption programme initiated by non-profit association
Unis-Cité.
In Argentina, Libertad has supported the Argentine Food Bank Network
(Red Argentina de Bancos de Alimentos) since 2013 and coordinates
in-store food drives. 22 tonnes of produce were collected in 2015 (up
70% on 2014).
GPA, in partnership with the Mesa Brasil and Amigos do Bem non-profit
associations, organised Dia de Solidariedade, a day-long food drive for
the third year running. Teams from the Pão de Açúcar, Extra Hyper, Extra
Super, Mini Mercado and Assaí banners collected basic food products
such as rice, kidney beans, pasta and oil for Brazilian organisations. To
support this initiative, Instituto GPA donated 1kg for every 10kg of
produce collected. Non-food banners Pontofrio and Casas Bahia also
took part in the food drive, through a co-branding campaign.
700 tonnes of food were collected and donated to partner institutions.
More than 3,200 tonnes of donations were made in 2015, 8% more
than in 2014.
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DEVELOP NON-PROFIT PARTNERSHIPS
Outreach partnerships with public
interest organisations, particularly
food bank networks, were
strengthened and programmes
were developed to combat
exclusion.
Éxito
Vindemia
In Colombia, Éxito continued its partnership of several years with local
food banks, and donated more than 2,260 tonnes of food in 2015. It
also supports the programme to collect agricultural surpluses in rural
areas.
Vindémia worked alongside the Banque Alimentaire des Mascareignes
food bank through a partnership extended to include warehouses in
2015 and enabling the automated storage and collection of products
for donation.
Disco Devoto
Disco stores in Uruguay organised their first food drive with the local
food bank network.
The Disco group banners in Uruguay continued to contribute funding to
various foundations that mainly support hospitals and social integration
and lend assistance to various civil society organisations.
Big C Thailand
Big C supported Slum Child Foundation through its Big C Food Bank.
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Local corporate citizen
Our record in 2015
Local corporate citizen
Our record in 2015
Objective
Scope
Main accomplishments in 2015
Objective
Scope
Main accomplishments in 2015
DEVELOP NON-PROFIT PARTNERSHIPS
Develop store solidarity campaigns
and promote internal initiatives
Group France
In France, the Group continued to support Secours Populaire, the French
Red Cross, Apprentis d’Auteuil, Agence du Don en Nature, Emmaüs,
Téléthon, Le Rire Médecin, Dr Souris, Gol de Letra and Handi’Chien in
2015 through its banners.
Franprix also continued rolling out its Arrondi system, which allows
customers to make donations to the banner's partner charities by
rounding up their payment to the nearest euro, across all its stores.
Cdiscount donated toys to a variety of non-profits at Christmas, and put
in place a system for donating old Cdiscount computers to Ateliers de
bocage, a company in the Emmaüs network that promotes social
integration.
DEVELOP FOUNDATION PROGRAMMES
Continue with the Group's
foundations’ planned initiatives
and encourage employee
participation
Big C Vietnam
Big C Vietnam financed 12 new outreach projects as part of its Big C
Community internal contest. This programme, which is in its fifth year,
allows Big C employees to put in place outreach projects to help the
country’s most disadvantaged communities.
Libertad
Casino
Libertad restructured its children's outreach programme around four
main focuses: education, healthcare, nutrition and entertainment.
The "Donemos sonrisas" ("Let's give out smiles") campaign provides
funding for a children's aid foundation through in-store collections.
Stores and warehouses are encouraged to take action to support local
non-profits through the “Engaged corporate citizen” programme.
Casino stores lead several hundred initiatives each year to support these
organisations. In order to reward and highlight the large number of
initiatives undertaken by stores and warehouses, the first CSR Awards
were organised in March 2015.
In June 2015, the Casino Foundation launched "Tous en scène"
(“Everyone on Stage”), the national outreach programme in Casino
stores, restaurants, warehouses and offices. Thanks to the involvement
of more than 20,000 employees and 3,700 stores, funds were raised
for Apprentis d'Auteuil, Tréteaux Blancs and other local charitable
organisations to develop new theatre projects for children with little
access to culture.
GPA
As well as its food-drive initiatives, GPA takes part in outreach
programmes such as Viva Bairro, a social and environmental project to
support local communities, which is run with Extra stores.
Vindémia
In 2015, Vindémia entered into a partnership with a non-profit called
“1000 sourires” (“1,000 smiles”) by collecting customer donations at
the check out.
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Casino
Éxito
The Casino Foundation is fully committed to supporting education
through theatre, a medium that promotes artistic and collective
experience, self-expression and the discovery of others.
It has developed two main theatre-based programmes. The "Artistes à
l'école" (“Artists at School”) programme created in 2011 in partnership
with France's Ministry of National Education and the Théâtre de
l'Odéon, has provided backing for a two-year comprehensive artistic
and cultural education curriculum for around 2,000 children, and the
"Parrains engagés" (“Engaged Sponsors”) supports charitable projects
aiming to teach children through drama.
The Éxito Foundation in Colombia has become known among
stakeholders for its expertise in fighting child malnutrition. It takes
action through its "Gen Cero" programme, whose objective for 2030 is
to ensure that no Colombian child under five suffers from malnutrition.
28,650 children were helped by the programme in 2015.
Big C Thailand
The Big C Thailand Foundation focuses on promoting youth education.
It provides financial aid to the least fortunate – with over 5,000
scholarships awarded in 2015 – and jointly sponsors the construction of
new schools and sports facilities – with three new schools built in 2015
out of 44 to date.
Monoprix
GPA
The Monoprix Foundation in France focuses its action on providing access
to food and other basic necessities and combating social isolation in
cities. The Monoprix Foundation has supported 17 non-profit projects,
including five sponsored by employees.
Some 650 employees and 12 stores were involved in community outreach
initiatives during the foundation’s solidarity week in June 2015.
Instituto GPA develops educational programmes in Brazil to help young
people from low-income backgrounds enter the workforce (for
example with free English classes and training to become a cashier or
call centre representative). In partnership with the government of Rio
de Janeiro, the organisation also supports the NATA (“Núcleo Avançado
em Tecnologia de Alimentos”) professional training centre where more
than 300 students from low-income families can be trained for jobs in
the baking and dairy sectors. In 2015, six students benefited from a
French exchange. In addition, Instituto GPA is regarded for its music
education programme, “Música & Orquestra”, which was set up in 1999
and in 15 years has taught 13,000 disadvantaged children aged 10 to
18 from São Paulo, Brasilia and Rio de Janeiro. The orchestra performs
in stores as well as in theatres and at festivals in Brazil and abroad. From
19 to 29 June 2015, 26 young orchestra members toured France to
mark the nationwide music festival, Fête de la Musique. Lastly, Instituto
GPA is continuing its partnership with the Getulio Vargas Foundation to
deploy the "Prosperar" programme, which grants merit-based
scholarships.
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Reporting principles
Information on the Casino Group’s corporate social responsibility process and its environmental,
labour and social performance has been prepared in accordance with the principles set out in the
Group's CSR reporting protocol, and distributed to everyone involved in the reporting process in
France and in the international subsidiaries. Unless stated otherwise, the labour, social and
UNITED NATIONS GLOBAL COMPACT PRINCIPLES
HUMAN RIGHTS
environmental data presented are aligned with financial reporting and cover all business activities
1. Businesses should support and respect the protection of internationally proclaimed
under the operational control of the Casino Group or its major 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%).
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 2015 review of
the Company's CSR information. Monoprix, Cdiscount, Vindémia, GPA, Grupo Éxito, Libertad and
Big C Thailand each publish CSR information in their management reports or on their websites.
human rights within their sphere of influence;
2. Make sure that they are not complicit in human rights abuses.
LABOUR
3. Businesses should uphold the freedom of association and the effective recognition
91 to 100
of the right to collective bargaining;
4. The elimination of all forms of forced and compulsory labour;
5. The effective abolition of child labour;
The Group, as well as its subsidiaries Libertad, GPA and Éxito, are signatories of the United Nations
6. The elimination of discrimination in respect of employment and occupation.
Global Compact, and each publish a Communication on Progress report.
Table of correspondence with the United Nations Global Compact
The Casino Group signed the United Nations Global Compact in 2009, thereby embracing its ten
fundamental principles concerning human rights, labour, the environment and the fight against
corruption.
ENVIRONMENT
7. Businesses should support a precautionary approach
to environmental challenges;
8. Undertake initiatives to promote greater environmental responsibility;
9. Encourage the development and diffusion of environmentally
friendly technologies.
See pages
68, 69, 76, 77,
119 to 123
88, 89,
106 to 110
88, 89
106 to 110
70 to 73,
91 to 100
80 to 83,
111 to 118
80 to 83,
111 to 118
80 to 83,
101 to 105
ANTI-CORRUPTION
10. Businesses should work against corruption in all its forms,
106 to 110
including extortion and bribery.
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2015 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 2015*
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 2015
Number of people hired under permanent contracts during the year
Number of people under the age of 26
hired under permanent and fixed-term contracts
Absenteeism rate (due to accidents or illness)
Annual turnover of employees under permanent contracts
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 products**
Number of products certified as "responsible"
Number of organic national brand and private-label products
(excluding apparel)
Number of products with “GAP”
(Good Agricultural Practices) certification
Environmentally proactive group***
GHG emissions, scope 1
GHG emissions, scope 2
Electricity consumption
Number
%
%
%
%
%
%
%
%
Number
Number
325,820
52%
48%
40%
49%
11%
91%
87%
38%
9,345
81,103
Number
92,253
%
%
Hours
Number
Number
1.6%
32%
19
20,355
22,689
Number
17,850
Number
14,498
Number
2,418
38,243
59%
41%
22%
51%
27%
91%
71%
34%
3,117
3,352
10,218
8.5%
12%
6
331
14,631
2,241
1,991
379
1,463
45%
55%
29%
65%
6%
91%
98%
40%
34
276
156
4.3%
9%
13
36
88
1,065
62
-
21,487
62%
38%
34%
43%
23%
91%
71%
53%
875
4,434
9,654
6.6%
21%
5
779
5,068
10,347
9,469
97
13,612
48%
52%
29%
58%
13%
90%
73%
27%
82
1,334
5,239
7.3%
17%
4
456
678
555
504
14
tonnes of CO2 equiv.
tonnes of CO2 equiv.
1,477,461
900,683
Total
Electricity/sq.m
MWh
KWh/sq.m
4,730,113
554
Water consumption
Volume of operating waste recycled and reused
Local corporate citizen
Funds distributed for community outreach (donations and foundations)
Estimated number of people reached through foundations
cu.m 12,642,286
tonnes
269,747
407,015
52,307
926,677
484
778,437
75,576
13,608
332
5,932
-
11,610
1,920
88,247
19,549
110,386
22,733
321,742
599
295,107
20,194
405,168
633
273,701
29,403
4,296
50%
50%
25%
62%
13%
91%
86%
37%
91
202
792
2.7%
9%
6
185
606
367
365
-
16,544
34,289
48,363
753
36,388
3,015
160,082
48%
52%
41%
50%
9%
98%
96%
21%
4,286
51,737
41,141
49%
51%
48%
46%
6%
82%
80%
27%
244
5,639
27,430
18,577
-
42%
12
8,882
439
2,528
1,599
1,462
0.9%
23%
44
4,146
702
306
232
147
7,926
57%
43%
47%
42%
11%
83%
82%
26%
26
2,318
2,469
6.7%
22%
4
1,570
39
216
68
-
3,289
47%
53%
27%
71%
2%
99%
55%
18%
29
102
117
3.2%
11%
15
47
360
115
100
-
26,272
58%
42%
52%
46%
2%
87%
87%
54%
550
10,782
14,521
0.9%
47%
63
3,283
-
110
-
-
8,009
60%
40%
69%
29%
1%
44%
98%
44%
11
927
3,080
0.5%
21%
13
640
78
-
-
-
541,647
123,383
188,021
72,867
39,538
25,757
34,465
33,827
21,631
454,016
16,359
61,621
1,418,197
523
2,811,292
75,132
414,015
507
1,664,534
31,651
70,183
899
205,963
4,664
92,173
810
316,470
2,348
885,022
577
5,450,540
21,294
142,641
1,001
798,244
4,548
€
Number
70,967,099
216,370
17,325,800
55,000
130,762
-
12,416,483 3,802,788
-
-
414,639
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15,646,361 19,762,376
70,494
28,650
497,364
-
262,536
-
683,367
62,100
24,624
-
(*) Excluding leased and franchised stores.
(**) 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.
(***) Vindémia data do not include operations in Mayotte, Mauritius and Madagascar (around 0.0004% of revenue).
The ratios reported are calculated using hypermarket and supermarket formats. Discrepancies are partly linked to local climate
conditions.
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1282015 ANNUAL REPORT1292015 ANNUAL REPORT Financial
results
2015 was shaped by a recovery in
business and results from the second
half of the year in France, firm sales for
international food retail subsidiaries
and growth in e-commerce.
Financial highlights
Revenue and results
In € millions
Net revenue
EBITDA1
EBITDA margin
Trading profit
Trading margin
Underlying profit attributable to owners of the parent2
Consolidated net debt3
Casino France net debt4
2015
46,145
2,343
5.1%
1,446
3.1%
412
6,073
6,081
2014
48,493
3,191
6.6%
2,231
4.6%
556
5,733
7,598
Per share data
In €
Underlying earnings per share1
Diluted underlying earnings per share2
Net dividend
2015
3.23
2.80
3.123
2014
4.74
4.34
3.12
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1 EBITDA = Earnings before interest, taxes, depreciation and amortisation = Trading profit + depreciation and amortisation expense.
2 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.
3 Debt after reclassification of puts in liabilities and including the share of attributable net assets whose sale was decided in 2015 (mainly
Vietnam). In 2015, the Group reviewed its definition of net debt mainly in relation to net assets held for sale as part of its debt reduction plan
and to debt corresponding to "minority puts".
2014 net debt was adjusted following this new definition.
4 Scope: Casino, Guichard-Perrachon parent company, French businesses and wholly owned subsidiaries. 2014 Casino debt in France
presented based on the 2015 scope.
1 Underlying earnings per share is calculated after taking into account the dilutive effect of the two hybrid instruments and excluding the
dilutive effect of the Monoprix mandatory convertible bonds (ORA) for which Casino has call options.
2 Calculation of diluted earnings per share includes the dilutive effect of the Monoprix mandatory convertible bonds (ORA).
3 Dividend subject to shareholder approval at the Annual General Meeting on 13 May 2016.
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P
E
R
L
A
U
N
N
A
5
1
0
2
Consolidated net revenue
Change in net revenue
In € millions
France Retail
o/w: Hypermarkets
o/w Géant Casino
Casino supermarkets
Monoprix
Franprix/Leader Price
Convenience stores & other
2015
18,890
4,703
4,423
3,214
4,135
4,238
2,601
2014
18,848
4,734
4,448
3,326
4,035
4,227
2,525
Latam Retail
Latam Electronics
Asia
E-commerce
Group
14,714
15,422
5,187
3,973
3,381
7,245
3,513
3,465
46,145
48,493
Change
vs. 2014
Organic change
vs. 20141
+0.2%
-0.7%
-0.6%
-3.4%
+2.5%
+0.2%
+3.0%
-4.6%
-28.4%
+13.1%
-2.4%
-4.8%
+1.1%
+1.7%
+2.0%
-1.9%
+2.7%
+0.5%
+2.4%
+5.8%
-15.1%
-0.8%
+6.6%
+0.3%
134
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
1Excluding petrol and the calendar effect and at constant exchange rates.
Consolidated revenue breakdown
7.4%
E-commerce
8.6%
Asia
11.2%
Latam
Electronics
31.9%
Latam
Retail
Revenue breakdown for France Retail
22.6%
Convenience banners
(Franprix, Casino convenience
stores and other)
38.9%
Premium banners
(Monoprix and
Casino supermarkets)
40.9%
France
Retail
38.5%
Discount banners
(Géant Casino and
other hypermarkets)
and hard discount banners
(Leader Price)
135
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
EBITDA
and trading profit
Group EBITDA – 2015
In € millions
France Retail
Latam Retail
Latam Electronics
Asia
E-commerce
Group
2015
2015
at constant exchange rates
726
993
334
394
(104)
2,343
727
1,148
396
346
(119)
2,499
2014
836
1,215
737
361
41
3,191
EBITDA margin
France Retail
Latam Retail
Latam Electronics
Asia
E-commerce
Group
2015
3.8%
6.7%
6.4%
9.9%
-3.1%
5.1%
H2 2015
6.0%
7.7%
4.8%
10.4%
-4.2%
6.0%
2014
4.4%
7.9%
10.2%
10.3%
1.2%
6.6%
H2 2014
5.3%
8.9%
11.5%
11.1%
1.8%
7.5%
Group EBITDA - H2 2015
Group trading profit – 2015
H2 2015
H2 2015
H2 2014
at constant exchange rates
581
533
108
197
(69)
582
660
154
186
(84)
511
720
433
203
35
1,349
1,497
1,901
In € millions
France Retail
Latam Retail
Latam Electronics
Asia
E-commerce
Group
2015
2015
at constant exchange rates
337
703
271
277
(142)
1,446
338
810
322
243
(160)
1,553
2014
397
895
677
255
7
2,231
In € millions
France Retail
Latam Retail
Latam Electronics
136
Asia
E-commerce
Group
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
137
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
Store network
in France
Number of stores
at 31 December
Retail space
(in thousands of sq.m)
2013
2014
2015
2013
2014
2015
Géant Casino hypermarkets 126 127 128 920 925 926
o/w French affiliates
International affiliates
7
9
7
10
7-
11-
-
-
-
-
Convenience stores
Indian Ocean
Other activities (Food services, drive-through, etc.)
Number of stores
at 31 December
Retail space
(in thousands of sq.m)
2013
2014
2015
2013
2014
2015
7,347
6,825
6,916
131
513
129
598
146
621
913
113
n/a
858
112
n/a
864
114
n/a
Casino supermarkets 444 444 441 705 712 722
France total
10,649
10,416
10,627
4,254
4,345
4,350
o/w French affiliates/franchises
International affiliates/franchises
Monoprix
o/w affiliates/franchises
Naturalia
Naturalia franchises
Franprix
o/w franchises
Leader Price
o/w franchises
60
34
584
163
74
-1
885
344
619
120
63
32
632
186
90
2
860
323
801
207
60-
33-
698
197-
126-
3
867
350-
810
263-
-
-
-
-
681
716
698
-
-
-
-
372
371
364
-
-
548
648
661
-
-
Total supermarkets + discount 2,532 2,737 2,816 2,306 2,447 2,445
138
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
139
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
International
store network
Number of stores
at 31 December
Retail space
(in thousands of sq.m)
2013
2014
2015
2013
2014
2015
Number of stores
at 31 December
Retail space
(in thousands of sq.m)
2013
2014
2015
2013
2014
2015
Argentina
22
27
27
117
115
112
Colombia
739
1 258
1 668
790
889
970
Libertad hypermarkets 15 15 15 116 113 111
Éxito hypermarkets 85 82 85 470 460 472
Mini Libertad convenience stores
Uruguay
7
54
12
54
12
61
1
80
2
80
2
83
Éxito and Carulla supermarkets 145 153 163 193 205 212
Super Inter supermarkets 46 58 54 58
Géant hypermarkets 2 2 2 16 16 16
Surtimax (discount)
415
874
1 248
109
151
206
Devoto supermarkets
28
28
29
30
31
32
o/w Aliados 269 721 1 095 - - -
Disco supermarkets 24 24 24 33 33 33
Éxito Express and Carulla Express
Devoto Express convenience stores
10
2
Brazil
1,999
2,143
2,181
2,753
2,864
2,904
Other
Thailand
91
3
559
102
1
636
113
1
734
15
4
18
1
21
1
1,045
1,073
1,102
Extra hypermarkets 138 137 137 805 812 803
Big C hypermarkets 119 123 125 956 971 979
Pão de Açúcar supermarkets 168 181 185 218 233 237
Big C supermarkets 30 37 55 38 43 57
Extra supermarkets 213 207 199 242 237 228
Mini Big C convenience stores 278 324 391 46 53 60
Assaí (discount)
Minimercado Extra convenience stores
Casas Bahia
Pontofrio
Drugstores
75
164
602
397
157
84
256
663
374
158
95
311
760
254
157
272
39
824
259
11
317
62
868
244
11
373
79
934
166
12
+ service stations 85 83 83 84 81 73
Pure
Vietnam
132
35
152
40
163
42
5
6
7
131
150
155
Big C hypermarkets 25 30 32 128 148 152
Convenience stores 10 10 10 3 2 2
International total 3,408 4,158 4,717 4,916 5,171 5,327
140
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
141
T
R
O
P
E
R
L
A
U
N
N
A
5
1
0
2
1422015 ANNUAL REPORTCONTACTSCorporate CommunicationsPhone: +33 (0)1 53 65 24 78E-mail: directiondelacommunication@groupe-casino.fr Financial Communications and Investor Relations Phone: +33 (0)1 53 65 64 17E-mail: IR_casino@groupe-casino.frCorporate Social Responsibility (CSR) Phone: +33 (0)1 53 70 51 97Group Websitewww.groupe-casino.frSHAREHOLDER RELATIONSB.P. 306 - 1, Esplanade de FranceF-42008 Saint-Étienne Cedex 2 – FranceWebsite: www.groupe-casino.frE-mail: actionnaires@groupe-casino.frToll-free number: 0800 16 18 20(landline calls originating in France only)To convert bearer shares to registered shares, contact the financialintermediary handling the shares concerned,who will in turn register them with: BNP Paribas Securities Services – GCT Shareholder RelationsGrands Moulins de Pantin9, rue du Débarcadère F-93761 Pantin Cedex – FrancePhone: +33 (0)1 40 14 31 00Authorised agent for management of shareholder registration.CASINO, GUICHARD-PERRACHONShare capital: €173,192,459.58HeadquartersB.P. 306 - 1, Esplanade de FranceF-42008 Saint-Étienne Cedex 2 – FrancePhone: +33 (0)4 77 45 31 31Fax: +33 (0)4 77 45 38 38The Company is registered in Saint-Étienne Cedex 2 under no. 554 501 171 RCS.Paris office148, rue de l’Université75007 Paris – FrancePhone: +33 (0)1 53 65 25 00Printed on 100% recycled paper at an Imprim’Vert-certified print shop.COORDINATIONCorporate Communications DepartmentDesign and productionÉric Bury – ShamanCover photos: © FotoliaIconography: internal library PrintingA Print - Paris www.groupe-casino.fr
GROUPE CASINO
B.P. 306 – 1, esplanade de France – F-42008 Saint-Étienne Cedex 2
Tél. : +33 (0)4 77 45 31 31 – Fax : +33 (0)4 77 45 38 38