2020 ANNUAL REPORT
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We are
creating
a new retail
experience
for you
IMPROVING
THE SOCIAL
IMPACT
OF RETAIL
#1
What do people
expect from
Casino Group?
2020 reminded us that retail plays a crucial role in society.
Retailing obviously involves distributing safe, high-quality
products, but it also means welcoming, connecting, serving,
bringing together and even reassuring people. Since 1898,
Casino Group has developed and enhanced its banners
in France and Latin America, in an effort to satisfy all consumer
expectations.
Today, to effectively meet these expectations, we pool the talents
of our 205,000 employees to achieve a shared ambition.
It’s a question of being fully aware of our purpose and making
it a source of pride, this spirit of responsibility is our signature.
It also requires us to look further ahead and to build a retail
model that combines personalisation with digitalisation,
while generating sustainable growth.
We are constantly reinventing our retail model to deliver
an experience that reflects our customers, their unique
aspirations and their rich diversity.
CREATING
PLACES
THAT BUILD
COMMUNITY
PROMOTING
LOCAL,
ORGANIC AND
SUSTAINABLE FOOD
#2
#3
BUILDING
A RESPONSIBLE
E-COMMERCE
MODEL
HARNESSING
NEW SOURCES
OF GROWTH
#4
#5
INTERVIEW
“WE FOCUS OUR
ENERGY ON WHAT
WE DO BEST”
JEAN-CHARLES NAOURI
Chairman and Chief Executive
Officer of Casino Group
…
In terms of consumer expectations,
what has the pandemic changed?
It sped everything up. The subtle signals or underlying
shifts that we had picked up on have intensified: the use
of e-commerce – especially in food retail – trust in
convenience store formats, consumer awareness of the
social and environmental impact of their shopping habits.
This did not catch us off guard – far from it. The Group is
leading these transformations. The crisis has endorsed the
model that we have built, and our development priorities
have become the standard in the retail industry. Moreover,
the market is becoming increasingly polarised between
price-driven consumers on the one hand, and those who
prioritise service, quality and sustainability on the other –
these are the consumers that make up the core customer
base of our banners.
How has the Group coped with the unprecedented
global health crisis since March 2020?
First of all, I’d like to pay tribute to the teams once again for
their dedication and commitment every day. Not once, not
even at the peak of the crisis, did the Group’s employees
fail in their mission to serve. Throughout France, Brazil,
and Colombia, the Group’s 10,800 stores continued to
open every morning and welcome customers in strict
compliance with health protocols. The logistics teams and
support functions were able to demonstrate the necessary
professionalism and responsiveness to adapt procedures
in just a few days and guarantee continuous supply to the
population. Our dedicated e-commerce teams were able to
keep up with the increase in business and ramp up service
to meet the soaring demand. Their commitment perfectly
captured the role of our businesses, the resilience of our
banners and their extraordinary capacity to respond to
customers and their expectations.
6 I 7
CASINO GROUP I 2020 ANNUAL REPORT Doesn’t the sale of banners
and stores risk weakening the Group?
Not at all! We have decided to focus our energy on what
we do best and in line with the consumer trends we are
seeing. Our decisions to sell certain businesses have
enabled us to transfer activities where we were unable to
create the required synergies, for reasons of geographic
distance, such as with Vindémia in the
Indian Ocean, or purchasing power,
as with Leader Price, in the discount
segment. Conversely, the rapid and
steady development of Assaí in Brazil
demonstrates that Casino Group can
create the conditions that enable its
banners to realise their full potential.
In France, we are shifting the focus of
our model onto the most successful
line with our strategic
formats,
objectives. Our debt reduction efforts have given Casino
Group the means to execute its transformation. Our results
confirm this, as all our banners became profitable again
in 2020. And in 2021, we will continue with our strong
expansion momentum in our premium and convenience
formats, such as Franprix and Naturalia.
in
“In line with our strategic
objectives, our debt reduction
efforts have given Casino
Group the means to execute
its transformation.”
You said that the impacts of production and
distribution are being called into question now,
more than ever.
How has Casino Group reacted to this?
We have made this a strategic priority in and of itself. In 2020,
the Group was recognised for its commitments and actions
in this area, such as being ranked the top European group
in the retail sector by Vigeo Eiris, the ESG rating agency and
Moody’s subsidiary, and the world’s leading food retailer by
the Wall Street Journal. The Group has long been recognised
for its initiatives to promote diversity and equal opportunity.
And since 2015, we’ve substantially reduced the impact of
our operations on the climate.
All of our businesses have taken action in this area, and
we have made significant progress: a major reduction
in our energy consumption thanks to the expertise of our
subsidiary GreenYellow, a sharp increase in the share of
organic products in our banners, innovative logistics
processes to limit road traffic, and more. Our carbon
emissions were reduced Group-wide by 18% in 12 months
and have fallen 34% in France since 2015.
8 I 9
INTERVIEW
The boom in e-commerce was one of the major
upheavals in retail in 2020. How has the Group
positioned itself?
We are the most digitalised retailer in France. Cdiscount,
which attracted 3 million new customers in 2020, continues
to play a prominent role in people’s daily lives in France,
and has strengthened its position as the second-largest
marketplace in the industry, with a sustainable and
focused approach to e-commerce. It’s worth noting that
France is one of only three countries in the world, along
with Japan and India, that has a national online retailer
that can compete with global giants.
And in food e-commerce?
We have made strategic decisions by prioritising models
that combine service quality and profitability. For example,
customers can now benefit from click & collect and
home delivery from our urban and convenience stores –
made possible through agreements with Deliveroo and
Uber Eats –, the partnership with Amazon Prime Now
which was extended to Lyon and Bordeaux in 2020, and
our automated warehouse developed with Ocado. Thanks
to these services, our Monoprix Plus and Casino Plus services
can now distribute 27,000 products to 93% of the people
living in the Greater Paris region. With this multi-channel
approach, we were able to handle the sharp increase in
orders
in 2020 and make online grocery shopping
accessible to all. Brazil and Colombia were not left on the
sidelines, as our banners in these countries tripled their
online sales.
“The future of retail
is to meet our customers’
needs ever more effectively
and provide impeccable
service wherever they are.”
In light of this success, what can you do to make
sure consumers come back to physical stores?
We firmly believe that the future of retail is to meet our
customers’ needs ever more effectively and provide
impeccable service wherever they are. Physical and digital
retail should not be pitted against each other. They
complement each other to meet consumers’ wants and
needs. Continuous innovation is in the DNA of our banners,
to enhance the online and in-store experience and create
attractive, friendly environments that offer high-quality
products and make life easier for customers. That’s the
spirit of Monoprix’s Oui ! programme and of Casino banners,
which have implemented digital payment solutions to
allow a smoother shopping experience and offer longer
opening hours. Over 900 cashiers have also received
training to take on new responsibilities as customer
advisors.
For the Group, does innovation also mean
seeking out new sources of growth?
The energy and digital expertise that we have developed
over several years has created a lot of value for our banners.
It has also created value outside the Group, with BtoB
customers. As a unique player in the energy transition,
active in 16 countries, GreenYellow launched a record
number of photovoltaic systems into operation in 2020. It
also further accelerated its growth, with 75% of projects
now located outside France and 90% outside the Group.
Our data expert RelevanC, which supplies digital marketing
and advertising space platforms, doubled its revenue in
2020 and began its international expansion. These are two
great examples of the mindset of continuous innovation
that drives our teams. This mindset gives Casino Group its
resilience and contributes to the strength of our model.
CASINO GROUP I 2020 ANNUAL REPORT 2020 FIGURES
€1.4bn
in trading profit
7,600
stores in France
€31.9bn
in consolidated net sales
+9%
organic growth
in consolidated net sales*
* Excluding fuel and calendar effects
10,800
stores
€268m
in underlying net profit,
Group share
205,000
employees around the world,
of which 56,000 in France
40.4%
of managers are women
NO. 1
in convenience stores in France
NO. 2
online retailer in France
94%
of employees are on permanent contracts
NO. 1
retailer in Colombia
NO. 2
retailer in Brazil
8,460
employees with disabilities
9.5%
of food sales generated
in organic products
37 million
meals donated to food banks
-34%
reduction in our carbon footprint*
in France since 2015
* Scope 1 and 2 greenhouse gas emissions
10 I 11
CASINO GROUP I 2020 ANNUAL REPORT
GOVERNANCE
AN EXECUTIVE
COMMITTEE
UNITED
AROUND
NEW OBJECTIVES
12 I 13
Jean-Charles
NAOURI
Chairman and Chief
Executive Officer
Cyril BOURGOIS
Director of Digital,
Chief Executive Officer
of RelevanC
Franck-Philippe
GEORGIN
General Secretary,
Executive Committee
Secretary
Carlos Mario
GIRALDO MORENO
Chief Executive Officer
of Grupo Éxito
Emmanuel GRENIER
Chairman and
Chief Executive Officer
of Cdiscount
Cécile GUILLOU
Chief Executive Officer
of Franprix
Karine LENGLART
Corporate Development
and Holdings Director
David LUBEK
Chief Financial Officer
Jean-Paul MOCHET
Chairman of Monoprix,
Chairman of Franprix
Tina SCHULER
Chief Executive Officer of
Casino Supermarchés,
Géant Casino and
Casino Proximités
Hervé DAUDIN
Merchandise Director
and Chairman of Achats
Marchandises Casino
(AMC)
Julien LAGUBEAU
Chief
Operating Officer
Arnaud STRASSER
Executive Director,
Corporate Development
and Holdings,
Vice Chairman of GPA
CASINO GROUP I 2020 ANNUAL REPORT
A BALANCED
AND COMMITTED
BOARD
OF DIRECTORS
Jean-Charles NAOURI
David de ROTHSCHILD
Chairman and Chief Executive Officer
of Casino Group.
Nathalie ANDRIEUX(1)
Chairman of the Supervisory Board
of Rothschild & Co SCA.
Frédéric SAINT-GEOURS
Chair and Chief Executive Officer of Geolid.
Independent Director.
Former Chairman of the Supervisory Board
of SNCF.
Josseline de CLAUSADE
Michel SAVART
Representative of Saris.
Adviser to the Chairman of Casino.
Jacques DUMAS
Representative of Euris.
Advisor to the Chairman of Casino and
Deputy Chief Executive Officer of Euris.
Christiane FÉRAL-SCHUHL
Lawyer/Partner.
Independent Director.
Laure HAUSEUX(2)
Independent Company Director.
Independent Director.
Didier LÉVÊQUE
Representative of Finatis.
Corporate Secretary of Euris.
Chairman and Chief Executive Officer
of Finatis.
Catherine LUCET(2)
Deputy Chief Executive Officer of Editis.
Lead Independent Director.
Odile MURACCIOLE
Representative of Matignon Diderot.
Manager of Legal Affairs at Euris.
Thomas PIQUEMAL
Representative of Fimalac.
Deputy Chief Executive Officer of Fimalac.
Representative of Foncière Euris.
Advisor to the Chairman of Rallye-Casino
and Chairman and Chief Executive Officer
of Foncière Euris.
Gilles PINONCÉLY(2)
Company Director.
Non-Voting Director.
Gérald de ROQUEMAUREL(2)
Chief Executive Officer of BGR Partners SA
(Belgium).
Non-Voting Director.
Kareen CEINTRE
Secretary of the Board of Directors.
The Annual General Meeting of 12 May 2021
will be asked to appoint three Independent
Directors:
Maud BAILLY
Chief Executive Officer Southern Europe
of the Accor group.
Thierry BILLOT
Lead Independent Director of the Bel group
and former member of the executive board
at Pernod Ricard group.
Béatrice DUMURGIER
Former COO of Blablacar and CEO of Blablabus.
(1) Re-election subject to shareholder approval at the Annual General Meeting on 12 May 2021.
(2) Terms of office expiring at the end of the Annual General Meeting of 12 May 2021.
14 I 15
In 2020
13directors
46%of directors
are women
ROBUST CORPORATE GOVERNANCE
The Board of Directors is noteworthy for the diversity of its
members’ backgrounds, skills and experience, which are
aligned with the Group’s businesses and growth strategy.
Members are also gender balanced and comprise a
number of highly engaged independent directors, includ-
ing the Lead Director (who is also a woman). Casino Group
is committed to complying with the recommendations of
the Afep-Medef Code. In 2020, the Board was highly active
in handling the unprecedented Covid-19 health crisis.
Regular presentations were made to the Board covering
business developments and all of the measures deployed
by Group Senior Management and the banners to support
stakeholders. The Board reviewed and monitored the
deployment of strategic priorities, the debt reduction and
asset disposal plan, in line with the objective of creating
value and the development of sustainable growth.
In 2020
31%
of directors
are independent(1)
2Committees are
chaired by women
(1) The appointment of three new Independent Directors
at the Annual General Meeting on 12 May 2021 will bring
the independence rate to 36%.
A COMMITMENT TO SOCIAL RESPONSIBILITY
The Audit Committee assists the Board of Directors in
defining and monitoring the execution of its strategic
objectives. In line with the Group’s sustainable growth
strategy, the Board’s Governance and Social Responsibility
Committee is tasked with examining its ethics, environmen-
tal, social and governance commitments and policies.
The Board also specifically tasked the Committee with
protecting Casino’s corporate interests and managing
potential conflicts of interest in connection with the safe-
guard proceedings initiated at the level of the Group’s
parent companies.
98%attendance
at Board
meetings
22specialised
Committee
meetings
THREE SPECIALISED COMMITTEES
> Audit Committee
> Appointments and Compensation Committee
> Governance and Social Responsibility Committee
10Board
meetings
99%attendance at
Committee meetings
CASINO GROUP I 2020 ANNUAL REPORT WE QUESTION
ALL OF OUR
PROCESSES AND
PROCESSES AND
WORK TOWARDS
WORK TOWARDS
NEW, MORE
NEW, MORE
SUSTAINABLE
SUSTAINABLE
PRACTICES
PRACTICES
Cécile GUILLOU
Cécile GUILLOU
Executive Director
Executive Director
of Franprix
of Franprix
Matthieu RICHÉ
Matthieu RICHÉ
Group CSR Director
Group CSR Director
Diane COLICHE
Diane COLICHE
Executive Director
Executive Director
of Monoprix
of Monoprix
Melek KOCABICAK
Melek KOCABICAK
CSR Director for
CSR Director for
the Casino banners
the Casino banners
Pierre-Yves ESCARPIT
Pierre-Yves ESCARPIT
Deputy CEO of Cdiscount,
Deputy CEO of Cdiscount,
Supply Chain and IT
Supply Chain and IT
Magali DAUBINET-SALEN
Magali DAUBINET-SALEN
Deputy CEO of Casino
Deputy CEO of Casino
banners
banners
#1
IMPROVING
THE SOCIAL
IMPACTS
OF RETAIL
ALWAYS
DO
better
Im p r o v i n g t h e S O C I A L I M PACT o f r e t a i l
The crucial role of retail became clearer than ever in
2020, but so did the responsibilities that come with it. Inventing
the world of tomorrow and creating the retail sector of
the future – those were Casino Group's objectives for its sus-
A critical year, shaped by the first milestones for
CSR progress, 2020 greatly strengthened customer
appreciation. Under truly exceptional circumstances,
our customers demonstrated their deep attachment to the
tainable growth model. The priority: improve our impact on
Group's banners and their gratitude to our employees. Casino
the world around us.
Group keeps striving to do even better. Because a retailer is
To achieve this, Casino Group combines a number of
primarily a logistics specialist, the Group has stepped up
unique strengths. Over the past decade, its clear vision of the
future of retail has allowed Casino Group to focus on the
real challenges: climate change, nutrition and equal
opportunity. The recent pandemic has underscored these
decarbonisation of its transportation, innovating to significantly
reduce the number of trucks on the roads. Casino Group relies
on GreenYellow to reduce its consumption of energy and
refrigerant gases. And it is working harder than ever to have its
priorities.
Casino Group's extensive network gives it considerable
leverage in negotiations with suppliers and in attracting
customers. A talent for innovation and agility have facilitated
banners adopt a virtuous model of responsible consumption.
One by one, the Group's banners are seeking ways to
make sustainability central to their growth strategy.
Roughly half of the objectives of Monoprix's corporate action
the piloting of experimental solutions and the management
plan concern its impact on society, and Casino banners are
of change within teams. Lastly, the diversity of Casino Group's
rallying customers and employees around the ten commit-
banners means it can roll out multiple responses to reflect the
ments of the CAP' (Casino Acting for the Planet) programme,
complexity of the challenges.
while Franprix has opted to act daily with #LesPetitsRuisseaux
The Group has received recognition from two sources
("little streams"). The goal is to give new impetus to the Group's
for its significant commitments and effective actions. Firstly,
actions, by involving its 205,000 employees and millions of
non-financial rating agencies and independent bodies that
customers.
set CSR standards have paid tribute to the Group: in June 2020,
Vigeo Eiris named Casino Group Europe's premier
retailer for its CSR policies; and secondly, in November, the
Wall Street Journal ranked Casino Group 40th in its classifica-
tion of the world's most sustainably managed companies, in
addition to being one of the few French companies on the list.
18 I 19
CASINO GROUP I 2020 ANNUAL REPORT With CAP',
Casino banners
set new
priorities
The Group provides
real answers
to the major
challenges
of the decade
What are your priorities in addressing
those challenges?
These challenges are complex and interconnected. Reduc-
ing the Group’s carbon footprint requires action to be taken
on energy consumption, refrigerant gases, transport and
our offering to scale back the impact of our diet on biodi-
versity – all while considering the health of our customers
and the nutritional balance of their diet. Our struggle is also
about continuing to progress towards real gender equal-
ity, supporting inclusion of people with disabilities, and
fighting all forms of discrimination, now more than ever.
What is the Group’s method to achieve this?
Cooperating with retailers to accelerate social transitions,
without forgetting the reality of everyday life. The Group
defines clear, measurable targets but does not try to force
a solution. Our goal is for every banner to take part, adapting
their responses to their specific environment, positioning
and partners. Our banners join forces in an effort to meet
shared goals.
“The CAP’ plan rallies
teams and customers around
practical initiatives.”
“Casino’s banners have long been committed to creating
a more sustainable business model, especially through
products under the Casino brand, by becoming a pioneer
in sustainable consumption. To take this commitment to
the next level, we decided to highlight our achievements
and set priorities for the future: climate, good food and
solidarity. That’s the starting point of our CAP' programme,
which aims to make our approach even more powerful by
bringing our teams and customers on board.
That’s why we’ve decided to approach the issue optimisti-
cally, with a cheerful attitude and a very concrete approach.
If customers cannot see our commitments reflected in our
stores, the programme will lose its meaning. That is how we
came up with the idea of building a programme that is both
structured, around ten clear commitments, and collabora-
tive, bringing customers and employees together to tackle
challenges. And to do that more effectively, we chose to
capitalise on the CasinoMax app, which has already been
downloaded more than 3 million times.
The first challenge was echoing our commitment to support-
ing local producers, with a 5% cash-back offer on 200 local
products. At the same time, we have invited staff to share
their favourite local products, with a view to offering them in
stores. By combining strong sales momentum and respon-
sible consumption, CAP' demon-
strates how CSR is a vector for
progress that applies to everyone,
and carries meaning for our teams."
MELEK KOCABICAK,
CSR DIRECTOR
OF CASINO BANNERS
“Our banners join forces
in an effort to meet
shared goals.”
THREE QUESTIONS FOR
MATTHIEU RICHÉ,
CASINO GROUP
CSR DIRECTOR
What makes the Group
one of today's top CSR
performers?
For the past ten years, our
Group has been stepping up its
CSR initiatives at all banners in France and Latin America,
which has earned us recognition from non-financial rating
agencies as one of the most active companies in CSR
worldwide. Achieving the top spot in the Vigeo Eiris ranking
in 2020 is the result of continuous efforts. We remain
innovative and continue to introduce new initiatives in
order to meet the key challenges of this decade: climate
and biodiversity, nutrition, the supply chain and equal
opportunity.
20 I 21
CASINO GROUP I 2020 ANNUAL REPORTImproving the SOCIAL IMPACT of retail
With Franprix's
#LesPetitsRuisseaux
("little streams"),
small actions add up
Monoprix chooses
to combine
urban retail
with social
consciousness
“The issue of impact
is central to Monoprix's
strategic plan.”
“Monoprix’s original identity is the spirit of a department
store, with everything under one roof, in city centres.
Drawing on this heritage, we have decided to introduce a
new take on the French joie de vivre. The project is capable
of combining growth with sustainability, which involves all our
businesses. That's why the issue of social and environmen-
tal impact is central to Monoprix's ten-year strategic plan.
The transformation that we want to bring about puts
people and management above all else. The Top
Employer certification obtained in early 2021 proves that
Monoprix has been able to bring its employees on board
this project.
Of course, our growth strategy must also take account of
the need to protect the future of this planet. Whether it
22 I 23
largest market share
be in food, beauty or textiles, we are acting decisively
and swiftly! With the
in our
offering, we are now the leader for organic products in
our sector. In fashion, 50% of our textile collections are
labelled “responsible", which means they use organic
cotton and certified inputs. This share will rise to 100%
in 2025.
Moreover, in terms of our carbon footprint, we have
greatly reduced our greenhouse gas emissions and
our long-term goal is to be carbon neutral. We are
rising to the great challenge of
balancing pleasure with respon-
sibility to satisfy all consumer
needs.”
DIANE COLICHE,
EXECUTIVE DIRECTOR
OF MONOPRIX
“2020 highlighted more than
ever how much our businesses
contribute to society.”
THREE QUESTIONS FOR
CÉCILE GUILLOU,
EXECUTIVE DIRECTOR
OF FRANPRIX
In 2020, Franprix
launched
#LesPetitsRuisseaux.
What’s that?
Awareness of the seriousness of
CSR issues is collective. But both our employees and our
customers are often overwhelmed by the same problem
and don’t know how to approach it to come up with
solutions. We believe it is our role to mark out a path that
is accessible for all, with targets that everyone can
understand and reach. That’s the spirit of Franprix’s very
pragmatic approach: little streams that pour into big
rivers, small efforts we can all make that contribute to
far-reaching action.
What are those small efforts?
A few examples are store managers deciding to add
ten bulk organic products to their shelves, teams working
with an employee from the Emmaüs Défi social integration
programme a few days a week, and stores recycling
organic waste with the organisation Les Alchimistes.
With humility, Franprix does what it can, through a sum
of small actions focused on inclusion, better eating and
the climate. These issues make sense in our business of
urban convenience, which is very much in tune with the
real world.
How are Franprix employees involved
in this programme?
2020 highlighted more than ever how much convenience
stores contribute to society. The recognition from custom-
ers did the teams a lot of good. It’s incredible today to see
the pride that employees take in contributing to improving
Franprix’s impact on the world around them. It’s a huge
factor driving engagement.
CASINO GROUP I 2020 ANNUAL REPORTImproving the SOCIAL IMPACT of retail
A YEAR
OF ACTION
Casino Foundation:
ten years of
education and
cultural integration
through theatre
To celebrate its tenth anniversary,
the Casino Foundation has adopted
a fresh corporate identity and
published an anniversary book to
honour the people behind its action:
committed employees, motivated
young people, activist artists,
passionate teachers, and more.
Ten of their stories were shared
on social media.
“The opening of a new
multi-temperature warehouse
in Corbas, near Lyon, illustrates
the logistical transformation
of banners, with a capacity
to supply all store formats from
a single warehouse.
At the same time, we are
devoting extensive resources to
reducing the number of lorries
on the roads, by optimising
vehicle rounds using artifi cial
intelligence. Our objective
is to reduce carbon emissions
by 25% in two years.”
Clément Lubin,
Supply Chain Director
of Casino and Franprix
“Giving
the freedom
to do good
for people
and nature”
Now incorporated in its Articles
of Association, Naturalia’s corporate
purpose has taken on a legal
dimension. It was formalised in 2016
with the support of employees
and external stakeholders.
Do it yourself
with Cdiscount
One way to combat planned
obsolescence is to learn how to
repair equipment yourself. Cdiscount
has teamed up with the startup PiVR
to offer its 10 million customers
remote repair services for their
household appliances. The tips from
the repair coach are provided
at an affordable price of €25, which
is refunded if it doesn’t work.
24 I 25
72/100
In 2020, the non-financial
rating agency Vigeo Eiris ranked
the Group in first place out
of 19 European retailers evaluated
for their CSR commitments.
Pioneer
in sustainable
logistics
Parisians already know
about the Franprix barge, which
has been navigating the Seine
River since 2012 to deliver goods
to Paris stores. Now they will be
seeing France’s first 26-tonne electric
lorry deliver chilled products
to about ten stores in the city.
The result of a three-part
collaboration between the banner,
shipper Jacky Perrenot, and builder
MAN, this innovation is the latest
step in the gradual migration
of its fleet, with 40% of its vehicles
already powered by natural gas.
Improving the SOCIAL IMPACT of retail
Digital
inclusion
The first “IT Master Class” held
by Cdiscount, with support from EPSI
engineering school and France’s
employment agency Pôle Emploi,
provided 25 people on a pathway
to switch careers with one year
of training in IT development
and even enabled some to join
the company’s ranks. “Digital
technology creates incredible
opportunities but can sometimes
widen inequalities,” notes
Pierre-Yves Escarpit, deputy
chief executive officer of Supply
Chain and IT at Cdiscount.
That’s why Cdiscount is striving
for digital inclusion and
solidarity." Women make up 60%
of the second cohort, which is also
open to Cdiscount employees.
100%
eco-friendly
delivery
As part of its commitment to achieve
carbon neutrality by 2040, Monoprix
has partnered with Stuart to adopt
100 electric cargo bikes from the
startup K-Ryole. The banner now
delivers to its Parisian customers
using exclusively green transport
methods.
Two million
meals saved
The social impact startup Too Good
to Go announced that more than
two million meals have already
been “saved” by the Group's banners.
Some 1,300 stores have joined
the movement to fight food waste
by offering app users baskets of
unsold products at discount prices.
France’s largest
carbon neutral
warehouse
By laying the first stone of its new
Moissy logistics site in the Île-de-France
region, Monoprix is moving closer
towards its sustainable growth targets.
Aimed at doubling the non-food
offering on monoprix.fr, the 100,000 sq.m
facility will be used to stock fashion,
home decoration and personal care
items. Moissy will also be the largest
carbon neutral warehouse in France:
a geothermal heating system,
energy consumption monitoring
and ultra-efficient lighting will enable
it to achieve BREEAM Excellent
certification. Operations are due
to launch in the second half of 2021.
Since 2014,
€6 million has
been collected
by the banners
through the
spare change
donation
programme, with
a new milestone
reached in 2020
Supporting the
most vulnerable
The Group’s Latin American
subsidiaries have increased
their actions to support population
groups hardest hit by the pandemic.
GPA has taken action to help
630,000 families in Brazil, and Grupo
Éxito was recognised in Colombia
as one of the top three companies
committed to helping
the most disadvantaged.
Casino Group
honoured with
fi ve awards
at the
2020 ESSEC
Grand Prix
du Commerce
Responsable
Supermarket certifi ed
“carbon neutral”
The 14th Carulla FreshMarket
opened by Grupo Éxito, called
Carulla 140, has become
the first supermarket to be certified
“carbon neutral” in Colombia.
The Bogotá store operates with
a latest-generation natural
refrigeration system and
362 solar panels installed
by GreenYellow Colombia.
CASINO GROUP I 2020 ANNUAL REPORT
Improving the SOCIAL IMPACT of retail
THE RESULTS
SAY IT ALL
6,000
fewer trucks on the roads, thanks
to Cdiscount’s optimized logistics
LSA “La conso s'enage” CSR awards
in 2020, in recognition of initiatives by
Franprix, Cdiscount and Monoprix
5
52 million
meals donated by Group banners
to the food bank network
43%of managerial positions
occupied by women in France
26 I 27
Léa, a customer of Casino's Paris-Saint Didier supermarket.
CASINO GROUP I 2020 ANNUAL REPORT WE MAKE
OUR STORES
HOSPITABLE,
HOSPITABLE,
HOSPITABLE,
FRIENDLY AND
FRIENDLY AND
FRIENDLY AND
SERVICE-DRIVEN
SERVICE-DRIVEN
SERVICE-DRIVEN
Nicholas JOLY
Nicholas JOLY
Chairman of l’Immobilière
Chairman of l’Immobilière
Groupe Casino
Groupe Casino
Lorraine GENTIN
Lorraine GENTIN
Group Innovation
Group Innovation
Director
Director
Philippe FRADIN
Philippe FRADIN
Executive Director
Executive Director
of Géant Casino
of Géant Casino
François ALARCON
François ALARCON
Director of Innovation at Franprix
Director of Innovation at Franprix
Maguelone PARÉ
Maguelone PARÉ
Director of Design and
Director of Design and
Innovation at Monoprix
Innovation at Monoprix
Philippe GALEY
Philippe GALEY
Executive Director
Executive Director
of Casino Proximités
of Casino Proximités
#2#2
#2
CREATING
PLACES
THAT BUILD
COMMUNITY
CLOSER
TO OUR
customers
C r e a t i n g p l a c e s t h a t B U I L D C O M M U N I T Y
2020 showed us that the value of the retail sector goes
far beyond merely distributing and selling goods. Stores
Casino Group's strength also lies in its agility. Short decision-
making circuits, an aptitude for risk-taking, and well-tested
have a unique role to play in inspiring and preserving social
new methods are our secrets for imagining and deploying
interaction, providing space for freedom, browsing and treats,
as well as helping others.
Casino Group has a flair for creating places that people
original concepts, while reducing time to market to a minimum.
This speed is based on a culture of open innovation.
Casino Group's teams work closely with the retail startup and
like to visit. Firstly, because the traditional banners have a
food-tech ecosystem and they know how to form partner-
strong personality and over the years they have earnt the
ships with key players in areas where they lack expertise.
trust and confidence of their customers. Closeness to the
customer has been in the Group’s DNA since its
beginnings. In France, a uniquely dense coverage of regions,
By opening its stores in France to branded goods by Hema,
C&A and Decathlon, the Group is nurturing ever greater
complicity with its customers.
be they urban, suburban or rural, allows it to be close to everyone.
These strengths have allowed Casino Group
to
This proximity also stems from a culture of retailers infused
successfully transform its banners, prioritising formats that
with a spirit of entrepreneurship, daily interaction, a ready ear
are closest to the expectations of customers, accelerating
at all times, a fine understanding of their needs and a talent
innovation and putting employees centre field again. Rapid
for spotting new consumption trends.
is
This experience-based knowledge of consumers
combined with the power of digital tools. Casino
Group's extensive use of digital has enhanced the shopping
digitalisation of stores has been combined with a return of
the human element. Food counters have a strong
presence, even in small urban stores, and employees are
trained to advise and assist customers, especially in stores
experience, with automated payment systems in stores and
where automated check-outs are widely used. Casino banners
customer loyalty apps and services. These digital tools collect
have invented futuristic concepts, created pleasant areas to
useful data that allow us to decipher customer expectations
relax, provided novel services and generally set new standards
and build personalised relationships that create considerable
in retail. They continue to reshape themselves and now have
value. Already, one quarter of Casino banners' French reve-
new growth and expansion plans, moving even closer to
nues are generated via the CasinoMax app. And in Brazil,
customers wherever they are.
90% of Pão de Açúcar's sales are to customers who have
signed up to the loyalty programme.
30 I 31
CASINO GROUP I 2020 ANNUAL REPORT A new
organisation,
to respond
better to
the expectations
of Brazilians
To reinvent
itself,
Monoprix is
relying heavily
on innovation
Is that what they find in the Paris-Montparnasse
store, which has been completely revamped?
Yes, Montparnasse is a prime example of this quest, because
a branding strategy must provide customers with concrete
examples. For example, the “Place publique”, located right
in the middle of the store, is a meeting place open to the city,
welcoming to small local and craft entrepreneurs. We want
to anchor our store in the neighborhood, but also embody it.
Instead of hamburgers, we offer crêpes in homage to the
strong connection between Montparnasse and Brittany.
And longer term, how can this innovation change
Monoprix?
Meeting the expectations of city dwellers also implies
imagining “new businesses” that will make sense for
Monoprix in the future. We are exploring three avenues that
are close to our heart: urban mobility, the bicycle boom
and healthcare, by opening our stores to partners and to
the “silver economy” of graceful ageing. Here too, Monoprix
is perfectly at ease playing its role as a trend accelerator.
“The spin-off has left Assaí
and GPA free to pursue
their own ambitions.”
“Casino Group has been a leading player in the Brazilian
retail sector since 1998. Alongside the traditional banners,
GPA has developed a cash & carry model with Assaí, and it
has been a resounding success.
In 2020, the decision was taken to give the cash & carry
operation a life of its own. As well as GPA, Assai has become
a subsidiary of the Casino Group and has been listed on
the stock exchange. The objective of this spin-off is to
unleash the potential of both GPA and Assaí, which operate
in different retail segments, and to give each the means to
pursue its own ambitions.
Assaí’s goal is to continue to expand at a rapid pace. More
than ever, cash & carry is a growth model, as low prices
attract Brazilian consumers. For 10 years, Assaí's sales growth
has averaged an incredible 24% per year, which is
remarkable. The banner plans to open 20 stores a year, in
order to have a strong presence throughout Brazil.
As for GPA, the priority now is to devote resources to its
premium banner Pão de Açúcar, which is the benchmark
in the more developed cities like São Paulo and Rio de
Janeiro. GPA can now speed up the transformation of its
store to a new concept, Geracão 7, whose focus is quality
and service, and to resume the expansion of convenience
stores. The next step: pursue the digital strategy of
banners to tap the enormous
potential of e-commerce
in
Brazil and confirm GPA’s leading
position.”
RAFAEL RUSSOWSKY,
GROUP CORPORATE
DEVELOPMENT OFFICER
“Good food, hospitality,
meeting up – it's all happening
at the store!”
THREE QUESTIONS FOR
MAGUELONE PARÉ,
DIRECTOR OF DESIGN AND
INNOVATION, MONOPRIX
Monoprix's new ambition
is to reinvent the French
joie de vivre. How?
The “reinvention” of Monoprix
is relying heavily on innova-
tion, while remaining true to who we are. We are observing
the socio-cultural trends and leading indicators that
signal future expectations, and translating them into con-
cepts that we test in stores. This culture of experimentation
allows us to project ourselves into the future, putting the
customer at the centre of the trial run. Let’s not forget that
our customers can buy their shower gel online, but to taste
delicious food, enjoy hospitality and meet people they
must come to the store.
32 I 33
CASINO GROUP I 2020 ANNUAL REPORTCreating places that BUILD COMMUNITY Creating places that BUILD COMMUNITY
A YEAR
OF ACTION
Casino #toutprès:
A new convenience
concept
Following the 2019 launch of Casino
#Bio, Casino continues to experiment
with urban convenience concepts.
With 200 sq.m opposite the train
station in Saint-Etienne,
the first #toutprès store has a range
of ultra-fresh products prepared
in store and ready for consumption.
The phygital
wine merchant
La Nouvelle Cave continues to seek
new ways to promote its wine
and spirits. Following the opening
of a Paris store that combines wine
advisory services with technology,
the banner is developing a novel
omnichannel model. It has opened
an e-shop, partnered with the
delivery platforms, opened three dark
stores and launched virtual brands
of natural wines and beers.
“When you enter a store to ask
a question or request a refund,
being met with someone
answering “Yes” with a big smile
makes all the diff erence.
All our employees now receive
training in adopting this
signature positive attitude.”
Diane Coliche,
Chief Executive Officer of Monoprix
Welcoming
and connected
Grupo Éxito continues to deploy
its premium concepts, Éxito Wow
hypermarkets and Carulla
FreshMarket supermarkets. Named
“Store of the month” by Britain’s IGD,
Éxito Wow Laureles in Medellín
is experimenting with new
technology solutions to serve
customers. For example, a social
robot called Otti facilitates store
visits, and connected trolleys
offer recipes and direct the shopper
to ingredients. To say nothing
of a welcoming food court
and a coworking area.
Decathlon
has a selection
of “sport
in the city”
goods in
23 Franprix stores
100%
automated
Tested on a real scale in Clichy near
Paris, monop’s 100%-automated
micro store, designed with
the Group's innovation team,
will be widely deployed in 2021.
This 16 sq.m container equipped with
state-of-the-art technology will allow
24-hour availability of 300 products.
It is designed for places that many
people pass through (stations,
hospitals, universities, etc.)
as a back-up to traditional stores.
Shop-in-shop
Over 300 shop-in-shops have now
been installed in Géant and
Casino Supermarchés stores,
in collaboration with about
ten partners. The added variety
brightens up the non-food
offering, thanks to highly attractive
brands such as Hema, C&A,
Claire’s, and Easy Cash.
CASINO GROUP I 2020 ANNUAL REPORT
Franprix
sets out
to win over
new markets
“We are adapting our store
concept to the rhythm
of suburban life.”
“Franprix is the ideal convenience banner for major towns
and cities. Its culture of permanently adapting has prompted
a major transformation of urban convenience, making its
stores spaces for living and hospitality. Franprix’s distinc-
tive concepts have become the new standard for retail.
2021 will see the roll-out of a new expansion strategy. Around
Paris and Lyon, there are some incredible opportunities:
the population of the Île-de-France region around Paris is
rising by 50,000 per annum. To win over these catchment
areas, we have created a new variation on our concept.
The objective is to capitalise on the banner’s strengths,
while adapting to the pace of life of suburban dwellers. For
example, we focus on evening dining with cooked meals
to take home, rather than a salad-bar which is more suit-
able for lunch in city centres. And to respond to the needs
of our customers, we will expand by franchise agreements
with local entrepreneurs who can adapt their store to
match the community in which they operate. Our goal is to
open 200 new stores over the next two years.
Our stores are also essential components in the race to
promote convenience e-commerce. Franprix’s mission is
to answer the question: “What's for dinner?" and to deliver
in 45 minutes today, and in under 30 minutes tomorrow.
By highlighting in-store preparation on franprix.fr and
partnering with the delivery
platforms, we hope
to
double our online sales by
end 2021."
FRANÇOIS ALARCON,
DIRECTOR OF INNOVATION
AT FRANPRIX
34 I 35
Creating places that BUILD COMMUNITY
THE RESULTS
SAY IT ALL
169premium and convenience stores
have been opened, and 300 openings
are planned for 2021
900
customer advisors have been appointed
and trained in Géant Casino and Casino
Supermarchés stores
15 million
Brazilians are using GPA apps
and 22 million have signed up
to its loyalty programmes
5
Casino #Bio stores opened in one
year, stocking 4,000 items that are
100%-organic
36 I 37
Céline and Eric Demange are the owners
of a new Franprix store in Andrésy, near Paris.
CASINO GROUP I 2020 ANNUAL REPORT WE SUPPORT
LOCAL SUPPLY
CIRCUITS
AND RESPONSIBLE
PRODUCTION
Corinne AUBRY-LECOMTE
Corinne AUBRY-LECOMTE
Director of Innovation
Director of Innovation
and Product Quality at AMC
and Product Quality at AMC
Claire LUQUET
Claire LUQUET
Director
Director
of the Casino brand
of the Casino brand
Sylvain GAUDU
Director of Fresh Product
Sourcing at Monoprix
Sourcing at Monoprix
Latifa MOUTAI
Director of Product Offering
and Casino Partnerships
Beatrice AVRIL
Director of Casino brand
Director of Casino brand
purchases at AMC
purchases at AMC
Susy YOSHIMURA
Susy YOSHIMURA
Director of CSR at GPA
Director of CSR at GPA
38 I 39
CASINO GROUP I 2020 ANNUAL REPORT
#3
PROMOTING
LOCAL,
ORGANIC AND
SUSTAINABLE FOOD
NURTURING
THE PIONEERING
spirit
P r om o t i n g LO CA L , O RG A N I C a n d s u s t a i n a b l e f o o d
Food is Casino Group’s traditional business. The Group
introduced its first Casino brand products in 1901, began internal
enhance its own understanding or initiate ambitious projects.
This is how the “Animal welfare” label came about, and was
lab analysis in 1927, and also decided to put a “best before”
gradually adopted by many players in France.
date on its products in 1959. In fact, the Group has constantly
pioneered the quest to provide quality food that everyone
can afford.
To keep its promises, and to ensure that these commit-
ments are reflected in the product offering, the Group has also
worked to establish lasting relations with suppliers. That’s the
As the first retailer to sign a voluntary code of commit-
spirit behind the 159 agreements signed over the years with
ment to nutritional progress in 2008, Casino Group continues
French producers. They guarantee all suppliers – greengrocers,
to take a systematic approach to improving its private-label
products. The goal is to meet consumer expectations and
establish its products as benchmarks in the areas of health,
horticulturists, animal breeders and fishermen, as well as food
processors – a long-term commitment and fair prices,
in exchange for which they agree to make the necessary invest-
nutrition, animal welfare, environmental protection and social
ments to align their products with the Group’s high standards.
ethics. To achieve that goal, Casino Group relies on a health and
Partnering with suppliers also means helping them to
nutrition committee made up of independent experts who
develop. With the “PME Plus” (SME Plus) system, the Group puts
analyse scientific data, and identify new risks and sources
of concern for consumers. This committee makes
recommendations and assists the Group with the implemen-
tation of its quality policies.
The banners’ private labels thus share common commit-
ments to limiting or banning certain substances, to questioning
the spotlight on French producers in its stores, and supports
them in export markets. And the Group publishes a wish list
that informs suppliers about likely future consumption trends,
to help them better respond to consumer expectations. Lastly,
Casino Group relies on the food-tech ecosystem to
inspire creativity and drive innovation. It has established
the CSR nature of goods, and to the carbon footprint of products.
Services for Equity to weave long-term relationships with the
This platform is regularly updated with strong positions such
most promising food-tech startups, and continue to offer its
as an ahead-of-schedule decision not to sell eggs laid by caged
customers products that are healthier, more natural and
chickens, standards for animal welfare, a Nutriscore for all prod-
more ethical.
ucts and a plan to gradually eliminate plastics. In many areas,
the Group has partnered with expert NGOs to
40 I 41
CASINO GROUP I 2020 ANNUAL REPORT Taste, nutrition,
ethics, the climate:
promises
that the Casino
brand has kept
In Brazil, GPA
traces cattle
breeders in order
to preserve
the ecosystems
How do you reconcile nutrition with taste?
The pleasure of eating well is central to our approach.
Taste is the first quality test. To be the best-in-class, we
reduce the sugar, salt and fat content and favour more
nutritional ingredients that do not alter taste: whole wheat
flour in cereals and children's' biscuits, with a lower glycemic
index, or real sugar rather than glucose/fructose syrups. Of
the 400 new products launched in 2020, more than half
are organic or from a special production process, such as
“Douce” low-salt oysters or Casino's organic ham.
Why favour certain production processes?
Producing a perfect product means working with everyone
involved. That’s the purpose of a process. For Casino’s organic
ham, we have signed a five-year partnership agreement
with breeders in the west of France, guaranteeing a certain
volume of purchases and a fair price. Breeders commit to
producing high-quality products and work with a local
slaughterhouse in Mayenne. And the packaging includes
recycled plastic. Nothing is left to chance!
“Our responsibility
as a retailer is to go beyond
local regulations.”
“As a long-standing retail player, GPA has a role to play in
the transformation of Brazilian society. For that reason, we
are committed to the transition to a more sustainable
model.
As early as 2016, we opted to exceed the requirements
of Brazilian and local regulations by implementing a
purchasing policy for all products sold in our stores
sourced from cattle breeders in the Amazon basin. We
want to guarantee our customers that the meat they
buy from all GPA banners, produced by major Brazilian
suppliers, is in total compliance with our very strict standards
and specifications. These requirements address many issues,
including working conditions, deforestation, biodiversity
and animal welfare.
This is an enormous task, as our supply chain is very
complex. It comprises 38 suppliers working with nearly
18,000 breeders who also supply many other retailers in
Brazil. All our suppliers must identify the farms and the
slaughterhouses they work with and satisfy the monitoring
criteria of the Imaflora NGO. In addition, we use a tracing
system and a satellite geo-monitoring tool, which allows
us to enforce the controls effectively.
To follow the supply chain and trace indirect breeders who
are involved at different stages of an animal’s life, we work
with NGOs and local organisa-
tions. The cooperation of all those
involved in production allows us
to preserve the ecosystems.”
SUSY YOSHIMURA,
DIRECTOR OF CSR
AT GPA
“Producing a perfect
product means working
with all those involved.”
How did the Casino brand
fare in 2020?
THREE QUESTIONS FOR
CLAIRE LUQUET,
DIRECTOR OF
THE CASINO BRAND
50% of the Casino brand food
offering is now committed to
promoting healthier eating,
respecting the environment or furthering social issues. For
120 years, we have continually improved our services, which
has included being pioneers in better nutrition, guaranteed
absence of pesticide residues and introducing animal
welfare labels. For example, when Casino committed to
the Nutriscore, it was not just a question of labelling each
of its products, but of improving the nutritional profile of
1,000 recipes without compromising on taste. We are proud
that 60% of our products now have a Nutriscore of A, B or C.
42 I 43
CASINO GROUP I 2020 ANNUAL REPORTPromoting LOCAL, ORGANIC and sustainable food Promoting LOCAL, ORGANIC and sustainable food
A YEAR
OF ACTION
KissKissBioBio
In partnership with crowdfunding
platform KissKissBankBank,
Naturalia launched KissKissBioBio,
a programme that supports
emerging companies working
in organic foods. Four startups were
selected from a group of candidates
and, in addition to financial support,
their products were tested
in about 20 of the banner’s stores.
“À table” on
Cdiscount’s website
Following on from the “Made in
France” initiative to promote French-
produced goods on its website,
Cdiscount’s “À table” web page now
features the 400 small French
producers from Pourdebon.com.
This partnership provides exposure
to Cdiscount’s 20-million plus unique
monthly visitors, who can choose
from 10,000 high-quality fresh goods
and groceries delivered to their
homes by Chronofresh.
Monoprix
Make-up Bio
Monoprix has introduced Monoprix
Make-up Bio, the first organic
make-up private label. The range
features 48 products that are
certified “Cosmos Organic” and
produced in France and Italy.
Not organic
(yet)
Naturalia supports the BioDemain
network, an ethical brand that helps
farmers to switch to organic
production and remunerates them
fairly during the transition.
“Monoprix’s whole product
off ering is concerned by
an ambitious plan to progress.
In fruit and vegetables, we favour
organic and made in France
produce, as well as long-term
partnerships with suppliers.
Already, 900 of them have
signed up to Monoprix’s “Tous
Cultiv’acteurs” range. Having
more exacting standards also
means setting limits, like no more
strawberries in December
and January, and no more
special off ers on products
that are out of season.”
Sylvain Gaudu,
Director of Fresh Goods Sourcing
at Monoprix
“By developing about
30 products with well-known
French suppliers, Franprix has
reached a new milestone
to make bulk buying accessible,
and thus reduce single-use
packaging. It's a fi rst in France,
proving that when
determination is coupled
with know-how, it is possible
to invent new models
of sustainable consumption.”
Laura Pires,
Director of CSR at Franprix
Partnership
with “Tous
en Cuisine”
Casino products have partnered with
one of France’s favourite TV cooking
programmes. Sponsored by Casino
during the year-end celebrations,
Cyril Lignac’s “Tous en Cuisine”
broadcasts live on M6 and was
named best TV programme
of the year at the 2020 Grand Prix
des Medias awards.
CASINO GROUP I 2020 ANNUAL REPORT
With “Services for
Equity”, the group
has stepped up the
tempo in food-tech
How does the partnership work?
We give these emerging companies access to our teams’
expertise and the influence of our banners. They receive
support during their development phase and a presence
in our store network to market their innovative products.
Following on from Magic Bean, Elsy, Vitaline and Matatie in
2020, we aim to take four startups under our wing each year.
Does this refl ect a new relationship with suppliers?
We see it more as an opportunity to reshape our interac-
tion into a supportive, lasting relationship. It is also in
keeping with the spirit of the “PME Plus” system, which
puts the spotlight on French producers in our stores
and assists them in export markets. In the same spirit, we
publish an annual food trend book drawn up by internal
experts, to inform our suppliers about our vision of
consumption trends in the years ahead. The objective is
to inspire them to supply products that meet the
expectations of customers in terms of the environment,
their health, ethics and enjoyment.
“Startups provide real
solutions for the food
transition.”
THREE QUESTIONS FOR
CORINNE AUBRY-LECOMTE,
DIRECTOR OF INNOVATION,
PRODUCT QUALITY AND
SOURCING AT CASINO (AMC)
The Group has
launched its new
activity “Services for
Equity”. What’s that?
It’s an innovative system
for working with the most
promising food-tech startups. Our primary objective is to
identify new suppliers that will allow our banners to satisfy
the expectations of consumers who want healthier,
natural, ethical food. Startups can provide real solutions
for the food transition! The second deliverable is financial:
through “Services for Equity”, the Group diversifies its
activities by taking a minority stake in startups whose
future it believes in.
44 I 45
Promoting LOCAL, ORGANIC and sustainable food
THE RESULTS
SAY IT ALL
160food production lines have been established
by the Group and its banners, in partnership
with French producers
17%
of Monoprix banners' sales are
generated by “responsible” products
0caged-chickens eggs sold
in France by Casino Group
82%
of fruit and vegetables sold
in Grupo Éxito stores are sourced from
small Colombian producers
46 I 47
Jérémie Lieutier, a horticulturist in Sisteron in south-eastern France,
joined Monoprix's “Tous Cultiv’acteurs” programme in 2016.
CASINO GROUP I 2020 ANNUAL REPORT WE USE
THE POWER
OF DIGITAL
OF DIGITAL
TO ENHANCE
TO ENHANCE
SERVICE TO
SERVICE TO
CUSTOMERS
CUSTOMERS
AND REGIONS
AND REGIONS
Nathalie MESNY
Nathalie MESNY
Chief Executive Officer
Chief Executive Officer
of Monoprix Online
of Monoprix Online
Guillaume SENECLAUZE
Guillaume SENECLAUZE
Vice Chairman of Grupo
Vice Chairman of Grupo
Éxito omnichannel
Éxito omnichannel
Ferdinand TOMARCHIO
Ferdinand TOMARCHIO
Chairman of O’Logistique
Chairman of O’Logistique
Marie EVEN
Marie EVEN
Deputy Chief Executive
Deputy Chief Executive
Officer of Cdiscount
Officer of Cdiscount
Cédric OSTERNAUD
Cédric OSTERNAUD
Executive Director
Executive Director
of e-Commerce and Innovation
of e-Commerce and Innovation
for Casino banners
for Casino banners
48 I 49
CASINO GROUP I 2020 ANNUAL REPORT
#4
BUILDING
A RESPONSIBLE
A RESPONSIBLE
E-COMMERCE
E-COMMERCE
MODEL
TAKING
THE
lead
B u i l d i n g a R E S P O N S I B L E E - C O M M E RC E m o d e l
More rapid growth of e-commerce is one of the major
it became aware of its responsibility as a key economic player,
upheavals of 2020 in the retail landscape. Although it allowed
with 540,000 sq.m of warehouses and 24 million deliveries a year.
social distancing to deal with the pandemic, it also reflects
a structural change in the behaviour and expec-
tations of customers, who wish to shop simply without
It rolled out a more sustainable e-commerce model: Cdiscount
supports the economic fabric by assisting French
VSEs and SMEs with their digitalisation, promoting Made in
constraints of time and place. Casino Group anticipated this
France products, accelerating digital inclusion, fostering the
development well in advance and was able to take a number
circular economy, innovating to greatly reduce the carbon
of bold decisions.
footprint of its supply chain, and more.
Over the past 20 years, the group has expanded its
Following on from Cdiscount's visionary e-commerce
e-commerce pure player, Cdiscount. The website, which
approach, Casino Group is also a pioneer in food e-com-
began selling CDs and DVDs in 1998, has become a leading
French champion in e-commerce, positioned at second
place in the sector and capable of resisting the global giants
which have crushed local competition everywhere else, except
in Japan and India. Cdiscount’s development has passed
through several major phases. In 2010, it moved away from its
merce. Determined to establish a strong presence in this
highly strategic segment for the future of retailing, the Group
decided in 2017 to join forces with the undisputed leader in
Europe, Ocado — a partner capable of implementing an
ultra-efficient solution in record time. In March
2020, this partnership enabled the Group to launch its new
original online sales activity towards a new model as a mar-
robotised warehouse in Fleury Mérogis near Paris. Once again,
ketplace for other sellers, with a complete offering to satisfy all
the organisation is geared around improving the activities'
customer needs. The product offering soared from 100,000 items
impact: O’Logistique has created jobs for drivers, its vans serv-
to 100 million in ten years, giving rise to profound changes
at Cdiscount which acquired unique technological
and logistical expertise. Cdiscount now offers this
know-how to retailers and e-tailers in France and throughout
ing the Île-de-France region are powered by biogas; and solar
panels are installed on the roof of buildings.
Thanks to O’Logistique, Monoprix Plus and Casino #Plus
offer people living in the Greater Paris area unrivalled choice
Europe, marking another shift towards an extremely promising
and quality. The solutions are part of a comprehensive food
B2B model.
e-commerce offering that draws on a unique network of
Cdiscount is now part of daily life for French people, of
stores near people's homes in France.
whom 40% visit the website each month. It also plays a role in
boosting regional economies in France. As Cdiscount expanded,
50 I 51
CASINO GROUP I 2020 ANNUAL REPORT Building a RESPONSIBLE E-COMMERCE model
Monoprix
aims to become
the benchmark
in omnichannel
retail
What is that new mission?
We have a vision for open, responsible e-commerce.
Cdiscount’s role as a leading e-commerce player is to
support digitalisation of the economy and share the value
created with its ecosystem. That is what guides our actions
in France, with an initiative to help speed up digitalisation
of small and very small companies and a section devoted
to Made in France products directly accessible from
the home page. And our leadership role also impacts
Cdiscount’s business model.
How?
In 20 years, Cdiscount has graduated from retailer to
a powerful technology and logistics platform offering
100 million products supplied by 13,000 distributors. This
expertise, acquired over the years, has paved the way for
a new phase of our development, as we are now able to
provide home delivery and logistical solutions to other
retailers and e-tailers. This new model also offers us
ambitious growth potential.
“2020 was an important
milestone in Monoprix's
digital transformation.”
“In 2020, an unforeseeable event occurred just as we
completed a project that had been a long time in the
making: the launch of our Monoprix Plus food delivery ser-
vice coincided with France’s first lockdown in March 2020.
The O’Logistique and Monoprix teams were able to spring
into action to meet the faster pace of operations and the
soaring demand. From the robotised warehouse
in
Fleury-Mérogis near Paris, we have handled up to three
times more orders, with the wide range and unbeatable
quality that have made this solution so successful.
The year was an important milestone in Monoprix’s digital
transformation. Our objective is to become the benchmark
in omnichannel retail. In order to succeed in e-commerce,
a quality service is crucial. Our strategy relies on three
strengths: alongside Monoprix Plus, which should help us
win over 12 million consumers in Île-de-France, Monoprix
Express provides home delivery services from our stores in
250 French cities, and our exclusive partnership with Amazon
offers two-hour delivery in large cities. Monoprix.fr delivers
fashion and home items directly to customers or to
pick-up points in France. Lastly, we are focusing on click &
collect, which combines immediate availability with the
pleasure of visiting a store.
We have concrete goals: from the end of this year, we
intend for e-commerce to
account for 15% of our food
revenues and 10% of fashion
and homeware sales.”
NATHALIE MESNY,
CHIEF EXECUTIVE OFFICER
OF MONOPRIX ONLINE
Cdiscount
is proud
of its position
as a French champion
in e-commerce
“Our role as a leader
is to support digitalisation
of the economy.”
THREE QUESTIONS FOR
MARIE EVEN,
DEPUTY CHIEF EXECUTIVE
OFFICER OF CDISCOUNT
Did Cdiscount benefit
from the boom in
e-commerce in 2020?
The number of active cus-
tomers, who purchase from
Cdiscount at least once a year, has exceeded 10 million. Every
month, 26 million people visit the website. That puts us just
behind Amazon and far ahead of other players. This is excep-
tionally rare: France is one of only three countries in the world,
alongside Japan and India, with a national e-tailer competing
with the global giants. This success owes much to our
positioning as a French champion of e-commerce, which we
feature in our communications to the French public and –
more important – which gives us a new mission.
52 I 53
CASINO GROUP I 2020 ANNUAL REPORT
Building a RESPONSIBLE E-COMMERCE model
A YEAR
OF ACTION
“By merging our online sales
websites in casino.fr, we
created a single entry point that
is clear and easy to understand,
and we align our prices with the
lowest ones. At the same time,
we are accelerating the roll-out
of home delivery services from
290 Casino supermarkets and
Géant Casino stores. We will raise
the number of collection points
in France to 2,500 in 2021, and
provide access to a food off ering
that is virtually unlimited thanks
to our marketplace solution.
Casino’s mission is to make
food e-commerce accessible
to as many people as possible
everywhere in France.”
Cédric Osternaud,
Executive Director of Casino banners,
responsible for e-commerce,
innovation and cross-functional projects
Circular
economy
Cdiscount has launched
numerous initiatives to give
products a second life. Committed
to the circular economy and
the fight against waste, the website
has launched a platform
called “Cdiscount Occasion”
where people can sell
their second-hand items.
30 minutes
fl at
Partnerships with Deliveroo
and Uber Eats have allowed
the Group’s urban banners
to step up deliveries of small
“emergency” orders, particularly
at Franprix, where online sales
doubled in 2020. Since May 2021,
100 of the banner’s stores
in roughly 30 cities can deliver
in under 30 minutes thanks
to the Uber Eats app.
Casino #Plus
Casino customers
in Île-de-France now have access
to Casino #Plus, an e-commerce
food offering from the O’Logistique
automated warehouse which
stocks 22,000 items and delivers
7 days a week from 6am to 11pm.
Monoprix
on Amazon
Prime Now
Following on from Paris and Nice,
people in Lyon and Bordeaux
can now shop from Monoprix
and have their purchases delivered
by Amazon Prime Now in two hours.
This partnership is poised to gain
momentum, as Amazon France
now relies exclusively on Monoprix
for its food offering. 2021 should
see a rapid roll-out
of this service in other cities.
“Thanks to us,
choose French
e-commerce”
Taking a cue from
the daily lives of city dwellers,
Cdiscount’s new TV advertising
campaign celebrates its
position as a French champion
of e-commerce.
CASINO GROUP I 2020 ANNUAL REPORT
Online sales
have risen
threefold
at Colombian
banners
“Having an ‘omniclient’ approach
means supplying customers
with what they want, wherever
and whenever they want it.”
THREE QUESTIONS FOR
GUILLAUME SENECLAUZE,
VICE CHAIRMAN OF OMNICHANNEL
AT GRUPO ÉXITO
How did the
pandemic boost
digitalisation
at Grupo Exito?
What are the main features
of this “omniclient” approach?
Our “omniclient” culture means capturing demand online
or offline, by supplying customers with what they want,
wherever and whenever they want it. This “client centric”
vision required a top-to-bottom transformation of the
company that involved bringing our 37,000 employees on
board and shaking up all our sales channels.
Which digital innovations
can customers access?
Two numbers sum
up the transformations taking place at Grupo Éxito: online
sales by our banners rose 2.7 times in 2020, to over 12% of
total sales versus 5% in 2019. They reflect a radical change
in the behaviour of Colombian consumers, which is set to
last. We have adapted to these changes by developing a
new digital culture within our teams, from marketing to
sales and logistics, to foster a truly “omniclient” approach.
It’s a new way of looking at our business as retailers.
We have rolled out several initiatives, including click &
collect in 420 stores, order placement via WhatsApp, and
a virtual shopping centre called VivaOnline. Meanwhile,
in response to the pandemic we launched a priority
“white telephone” for medical personnel and a digital gift
voucher called “Mercado Colombia” to facilitate charity
donations. These initiatives allowed us to provide assis-
tance to the population and strengthened our leading
position in Colombian retailing.
54 I 55
Building a RESPONSIBLE E-COMMERCE model
THE RESULTS
SAY IT ALL
8.23/10
is the score that got Cdiscount elected
the best e-commerce website in 2020
by French consumers
93%
of people in Île-de-France are covered
by the O’Logistique automated warehouse,
which offers next-day delivery of
27,000 different items via Monoprix Plus
26munique visitors on average to Cdiscount
every month – that’s 40% of the French
population
200%
increase in online food sales
by GPA banners in 2020
56 I 57
Aslan Renard, operational manager, joined
the O’Logistique team at Fleury Mérogis in January 2020.
CASINO GROUP I 2020 ANNUAL REPORT WE ARE
STEPPING UP
DEVELOPMENT
DEVELOPMENT
OF HIGH
OF HIGH
VALUE-ADDED
VALUE-ADDED
B2B SERVICES
B2B SERVICES
Martin CALMELS
Martin CALMELS
Chief Executive Officer of ScaleMax
Chief Executive Officer of ScaleMax
Otmane HAJJI
Otmane HAJJI
Chairman of GreenYellow
Chairman of GreenYellow
Thomas MÉTIVIER
Thomas MÉTIVIER
Director of Marketplace
Director of Marketplace
and Development at Cdiscount
and Development at Cdiscount
and Chief Executive Officer
and Chief Executive Officer
of Octopia
of Octopia
Catherine VIDAL
Catherine VIDAL
Chief Executive Officer of Floa
Chief Executive Officer of Floa
Cyril BOURGOIS
Cyril BOURGOIS
Group Digital Director
Group Digital Director
and Chief Executive
and Chief Executive
Officer of RelevanC
Officer of RelevanC
58 I 59
CASINO GROUP I 2020 ANNUAL REPORT
#5
HARNESSING
HARNESSING
NEW SOURCES
NEW SOURCES
OF GROWTH
LOOKING
FURTHER
H a r n e s s i n g N E W S O U RC E S o f g r o w t hahead
Guided by a clear vision of changes within the sector and
detailed knowledge of new customer expectations, Casino Group
has carried out major transformations in recent years.
Today, the Group is recognised as one of the most digitalised
This expertise has been put to good use in the transforma-
tion of banners, creating excellent opportunities to
develop new activities that answer the challenges facing retailers
and companies. This explains the success of GreenYellow, the
distributors and among the most committed to responsible
energy transition partner of a growing number of companies
retailing. To achieve this, it has introduced state-of-the-art
which now has a foothold in 16 countries. Today, only 15% of
expertise to serve its customers and its banners.
Firstly, energy expertise. If the Group is now held up as
a prime example for its actions to fight climate change, it’s
thanks to the decision to create GreenYellow. For ten years, the
subsidiary has assisted banners in France and Latin America
with their energy transition, installing solar panels on
rooftops and in car parks, updating their lighting, cooling
GreenYellow projects involve the Group’s banners. RelevanC
is on the same track, marketing its technological
solutions to retailers in France and abroad, to help them
derive value from their data and personalise their relations
with customers.
ScaleMax markets the computing power of processors in
the Group’s logistics warehouse. Floa, the Group’s digital bank,
and air conditioning systems and monitoring their energy
supports the expansion of its partners in Europe by providing
consumption with precision.
fractioned payment services. Cdiscount has created special-
Secondly, digital expertise. Determined to offer customers
ised subsidiaries: C Logistics, C chez vous, and most recently
a smooth and seamless experience when they visit Casino
Octopia, to market its logistics and marketplace solutions to
Group stores, the banners were among the first to introduce
virtual loyalty schemes via mobile apps, as well as new pay-
ment solutions. At the same time, aware of the immense
potential of customer data gathered in stores and online,
the Group formed data science teams to process the
information and fine-tune and personalise its special offers.
This led to the creation of RelevanC.
retailers. These intrapreneurial hubs have led to the emergence
of key players in their sector that are now central to
Casino Group’s sustainable growth model.
60 I 61
CASINO GROUP I 2020 ANNUAL REPORT RelevanC
is deploying
its data-driven
marketing
solutions on
a wide scale
Present
in 16 countries,
GreenYellow
has stepped up
its development
What type of marketing action
are we talking about?
For example, attracting new customers by means of
targeted advertising, loyalty schemes and personalised
special offers. Using algorithms that we have created, each
customer receives a different offer, based on their con-
sumption patterns and the stores where they shop. RelevanC
has developed technological platforms that allow brands
to create, track and measure their marketing actions in
real time, and to improve the return on investment.
What are RelevanC’s ambitions?
We are looking at an enormous market which is not confined
to retailing, as it concerns most B2C players. RelevanC
has demonstrated the power of its offering with Casino
Group banners since 2018, and began to market them with
some success in 2020. We are now planning accelerated
deployment outside France, with
in
two countries in 2021. RelevanC is well placed to reproduce
and even amplify the success of GreenYellow and Floa!
initial openings
“The pandemic is galvanising
ecological awareness among
companies.”
“2020 was a record year for installation of photovoltaic
systems and energy performance: our installed base
increased by 30% and our revenues soared 40%. But that’s
not all: the pandemic is galvanising ecological awareness
among companies. To underpin their development, they
have made strong commitments in terms of reducing
their carbon emissions. And GreenYellow’s mission is to
help our customers make their energy transition a tangible
and clear success. Our capacity to fund investments
makes us an energy partner to companies and local
authorities around the world.
Our next objective is to speed up our development. To
achieve that, we are following several avenues. We are
expanding our international presence, which already
accounts for 75% of projects. We are achieving this by
spreading beyond the countries where we already
have a foothold, such as South Africa and Vietnam.
We are diversifying our client portfolio in new sectors,
far beyond food retailing where GreenYellow began.
Lastly, we are innovating to offer new solutions such
as electric mobility, and new solar technologies such
as
floating solar power plants or hybridisation,
which allow energy production and storage. The stars
are aligned for GreenYellow. The conditions are ideal
for our international development
and growth, and for our positioning as
a key player in the energy transition
market.”
OTMANE HAJJI,
CHAIRMAN
OF GREENYELLOW
“We serve an immense
market that goes beyond
retail.”
What is RelevanC’s
area of expertise?
THREE QUESTIONS FOR
CYRIL BOURGOIS,
GROUP DIGITAL DIRECTOR
AND CHIEF EXECUTIVE
OFFICER OF RELEVANC
A specialist in deriving value
from data, RelevanC offers
brands the capacity to per-
sonalise their many interac-
tions with each customer. This personalisation was crucial
to the tremendous success of global tech giants such as
Facebook, Amazon, Netflix and Spotify. The mission of
RelevanC is to use artificial intelligence and technology to
help brands exploit the massive quantity of data that
retailers and e-tailers collect, in order to better target their
marketing and make their advertising investments more
relevant. That’s known as data-driven marketing.
62 I 63
CASINO GROUP I 2020 ANNUAL REPORTHarnessing NEW SOURCES of growth Harnessing NEW SOURCES of growth
A YEAR
OF ACTION
In Asia,
RelevanC has
signed a contract
with a major
retailer that has
10,000 stores
and 14 million
customers
Solar
and fl oating
In Thailand, GreenYellow has opened
its first floating solar plant
on the industrial premises of SPM,
a major animal foods producer.
6,000 photovoltaic panels have been
installed for total power of 2 MWp.
“Customer service
of the year”
The “Customer service of the year”
award put Floa at the top
of the lending institution category.
This trophy pays tribute
to the digital strategy of Floa
and its teams, which simplifies
banking and makes customers'
lives easier.
“To fuel its marketplace's
growth, Cdiscount
has acquired considerable
know-how, making it one of
the biggest players in Europe.
With our new subsidiary
Octopia, we off er this service
to other retailers in France
and abroad, to boost their
e-commerce. It's an extremely
powerful turnkey solution
that encompasses technology,
supply and logistics.”
Thomas Metivier,
Director of Marketplace and
Development at Cdiscount and
Chief Executive Officer of Octopia
Cloud
computing
ScaleMax has opened a second
computing centre equipped
with powerful 7,000-core processors
in the Easydis warehouse near
Saint Etienne. At the same time,
the subsidiary is supplying cloud
computing services to new clients,
including Natixis bank
and the Illumination Mac Guff
animation studio.
Pétalo
de Córdoba
GreenYellow has doubled its
photovoltaic capacity in Colombia
with the inauguration of a 12 MWp
solar farm in the north of the country.
The 27,500 panels at Pétalo
de Córdoba produce enough
electricity to power the
new-generation air conditioning
units in 27 Éxito supermarkets,
thus avoiding 6,500 tons
of carbon emissions per annum.
100,000
recharging
points
GreenYellow has signed the “Objectif
100,000 bornes” charter for recharging
electric vehicles, in a pledge
targeting “100,000 charging stations”
backed by Barbara Pompili, the French
Minister for the Ecological Transition.
GreenYellow has committed
to supplying 1,500 charging points
by the end of 2022. They will be located
in the car parks of retail banners,
companies and municipalities.
Floa:
a 100% digital
bank that is open
and innovative
What are your objectives?
Europe! We expanded our activity to Spain and Belgium in
2020 and we will be moving into Italy and Portugal in 2021.
Our goal is to be present in some 15 countries, in order to
support e-commerce with our fractioned payment solu-
tions. There is considerable growth potential: European
consumers see fractioned payment as a real value-added
service. Some of our e-commerce partners have reported
that it is important driver of sales for over 50% of their
customers.
How is Floa positioned,
between banking and lending?
We have clarified our position with two brands. Floa Pay is
company facing, offering safe and streamlined payment
solutions to their clients. Floa Bank is our consumer brand,
with 800,000 cardholders. And we continue to support new
uses arising from digital, such as instant micro-loans
through Lydia and Bankin’.
“Our objective is to be
present in 15 European
countries.”
Why did Banque Casino
become Floa Bank?
THREE QUESTIONS FOR
CATHERINE VIDAL,
CHIEF EXECUTIVE
OFFICER OF FLOA
With over 3 million customers
and more than 100 partners in
e-commerce and fintech, we
are now the leader for fractioned payment in France.
When we decided to support some of our partners in their
expansion outside France – such as Oscaro in Spain – the
question of an appropriate name came up. We opted to
pursue our international development under a new name,
to reflect who we really are today: a 100% digital bank that
is both open and innovative. Floa is like a first name – easy
to pronounce in any language.
64 I 65
CASINO GROUP I 2020 ANNUAL REPORT
Harnessing NEW SOURCES of growth
THE RESULTS
SAY IT ALL
50%increase in RelevanC’s
EBITDA in 2020
335 MWp
of power from photovoltaic panels
installed by GreenYellow in 2020 – a 30%
increase in its solar capacity
150%
increase in computing power at ScaleMax,
mainly thanks to a new Data Center
€2.15bn
in loans granted in 2020 by Floa,
Casino Group’s digital bank
66 I 67
GreenYellow has installed a heat recuperation system in the ScaleMax
Data Center located in Cdiscount’s warehouse at Réau near Paris.
CASINO GROUP I 2020 ANNUAL REPORT In France and Latin America, Casino Group has
developed a broad portfolio of distinctive banners
that combine physical and digital retail to meet
the individual expectations of every consumer.
Its fast-growing B2B services are powerful drivers
of growth.
BANNERS
&
SUBSIDIARIES
OUR GLOBAL
P R E S E N C E
CANADA
FRANCE
ANDORRA
MOROCCO
Casino Group locations
Franchised stores
Supply contracts
RUSSIA
LUXEMBOURG
SWITZERLAND
KAZAKHSTAN
ROMANIA
GEORGIA
VENEZUELA
SAINT MARTIN
GUADEL
GUADEL
GUADELOUPE
MARTINIQUE
SENEGAL
GUINEA
COLOMBIA
COL
COL
FRENCH GUIANA
BURKINA FASO
CÔTE D’IVOIRE
TUNISIA
EGYPT
MALI
NIGER
CAMEROON
T
T
TOGO
GHANA
GABON
BRAZIL
DEM. REP. OF THE CONGO
MAYOTTE
REP. OF THE CONGO
AZERBAIJAN
LEBANON
KUWAIT
QATAR
E.A.U
E.A.U
UAE
CHINA
JAPAN
JAP
JAP
VIETNAM
TAIWAN
HONG KONG
DJIBOUTI
D
D
CENTRAL AFRICAN REPUBLIC
THAILAND
CAMBODIA
THE PHILIPPINES
MALAYSIA
SINGAPORE
MAURITIUS
REUNION ISLAND
MADAGASCAR
NEW CALEDONIA
URUGUAY
ARGENTINA
70 I 71
CASINO GROUP I 2020 ANNUAL REPORT FRENCH
RETAIL
CONVENIENCE
PREMIUM
Franprix
Le Petit Casino
Casino Shop
Vival
Spar
Sherpa
Casino Supermarchés
Monoprix
Naturalia
monop’
Le Drugstore Parisien
La Nouvelle Cave
DISCOUNT
Leader Price
HYPERMARKETS
Géant Casino
E-COMMERCE
Cdiscount
Sarenza
FIGURES
>> 105 stores
>> 12,366 employees
CONCEPT
FIGURES
>> 419 stores
>> 9,870 employees
CONCEPT
These human scale hypermarkets feature premium traditional
food sections, local fresh produce and a vast organic range.
They are experts in non-food items, thanks to partnerships
with specialist brands.
Digitalisation is enriching the customer experience and
expanding the service offering.
With its convenience supermarkets, the banner offers its
customers a shopping experience focused on taste, featuring
high-quality fresh produce, a vast organic produce range,
food counters, innovative digital services and solutions,
and more.
IN 2020
IN 2020
>> Opening of 179 new shop-in-shops in partnership with expert
brands such as C&A, Hema, Claire’s, Maty, Piery, MoovWay,
Easy Cash and Mobilia.
>> Extension of store opening hours to Sunday afternoons
at 44 new stores.
>> Continued extension of store opening hours to provide
autonomous service in the evening and Sunday afternoons
for 100 additional stores in 2020, accounting for two-thirds
of all stores offering this service.
>> Creation of a convenience format with the new Casino
#Toutprès concept and opening of Casino #Home at Paris'
Les Belles Feuilles shopping centre.
>> Success of CasinoMax with more than 3 million downloads and 475,000 active cardholders.
>> Development of drive-through service at 138 supermarkets in 2020, and launch of the Casino #Plus e-commerce offering throughout
the Île-de-France region.
>> Expansion of home delivery service through partnerships with Shopopop and Deliveroo, and increase in the online offering
on casino.fr to include 18,000 items.
>> Roll-out of the customer relationship project to implement the “4x4” customer culture method (four essential elements combined
with four ways to drive loyalty) and continuously measure customer satisfaction.
>> Roll-out of the CAP' programme. CAP' stands for Casino Acting for the Planet (“Casino Agissons pour la Planète”) and sets out
ten commitments for a more beautiful, clean-air planet and a healthier, tastier diet.
56,000
employees
7,600stores
CASINO GROUP I 2020 ANNUAL REPORT FIGURES
>> 317 stores in France and 101 in international markets
>> 21,000 employees
CONCEPT
FIGURES
>> 872 stores
CONCEPT
As a benchmark player in daily city life since 1932, Monoprix
has built a one-of-a-kind relationship with its urban
customers through its store network and website, monoprix.fr.
Thanks to unique assortments and private-label food, beauty,
fashion and household products, the banner makes the little
pleasures in life accessible to everyone.
Franprix is the convenience banner of major towns and cities.
Its continuously evolving stores meet the needs of city dwellers
who want quality and innovation, with a comprehensive food
range and areas where customers can come to relax, socialise,
eat and enjoy convenience services, and a professional and
responsible non-food offering.
IN 2020
IN 2020
>> Reopening of the Paris-Montparnasse Monoprix which
is reinventing the French joie de vivre and has won
the “Janus du Commerce".
>> Launch of Monoprix Plus, the new delivery service
revolutionising online grocery shopping.
>> Launch of Monoprix Make-up Bio, the first private-label,
organic make-up brand.
> > Launch of a new store concept, which goes further
in restaurant services, non-food partnerships and
commitment to sustainability.
> > Launch of e-commerce on franprix.fr, offering delivery
in under 40 minutes in the Île-de-France, Rhône-Alpes
and southern regions.
> > Extension of the partnership with Deliveroo, including
>> Roll-out of the Oui ! programme, combining customer
65 fulfilment stores.
service and hospitality.
> > Roll-out of Hema shop-in-shops (210 stores) and launch
>> Launch of 100% eco-friendly delivery service for Parisians,
of the partnership with Decathlon (22 stores).
in partnership with Stuart.
>> Awarded Top Employer and Socotec certifications.
>> Included in the list of 50 most powerful brands, Kantar
– Brand Z.
>> Creation of a “white door” delivery service which gives
priority to hospital employees and a toll-free telephone
number for deliveries of everyday essentials to elderly,
fragile or isolated people.
> > Development of the management lease model for
78 stores.
> > 32 awards, including the “FEEF d’Or” prize for the glass
consignment system with GreenGo, a TopCom award
for Bibi, two winning products at the “Victoires de la Beauté”
and an LSA award for river-based transport and the first
26-tonne electric lorry.
74 I 75
FIGURES
FIGURES
>> 216 stores in France and 15 in international markets
>> 1,722 employees
>> 159 stores in France and 5 in international markets
>> 1,209 employees
CONCEPT
CONCEPT
A pioneer organic food chain operating since 1973 in France,
Naturalia brings urban shoppers new consumer options,
with its convenient offering of 10,000 products, including fresh
produce, dry goods and cosmetics that promote biodiversity
and support local French farmers.
The first French-style convenience store, monop'’ responds
to the needs of active city shoppers, with a large selection
of customised products and services, including extended
store hours.
IN 2020
IN 2020
> > Opening of 14 new stores – nine franchises and five integrated.
>> Significant expansion in the Île-de-France region with
> > Launch of the first automated store in Clichy,
just outside Paris.
the opening of four new stores.
>> Launch of KissKissBioBio, a programme to help young organic
companies, and selection of four innovative startups that
will be supported by the banner’s staff.
>> Awarded B Corp certification.
>> Launch of a new loyalty scheme that is more generous and
committed and encourages purchases without packaging.
>> Inclusion of Naturalia's mission in company by-laws: “Giving
the freedom to do good for people and nature."
CASINO GROUP I 2020 ANNUAL REPORT FIGURES
>> 762 stores
CONCEPT
FIGURES
>> 1,666 stores
CONCEPT
FIGURES
>> 877 stores
CONCEPT
FIGURES
>> 122 stores
CONCEPT
This network of convenience stores in the heart of towns
and cities takes a human approach to retail. Made affordable
thanks to numerous special offer campaigns, the selection
emphasises local producers, scoop-and-weigh services
and private-label products.
With its convenience store concept adapted to each region,
Vival is a multi-service store that fulfils its customers’ needs
and provides locals with a place to meet and socialise.
Building on the banner’s international reputation, Spar
convenience stores and supermarkets are leaders in tourist
areas, where their selection of local, regional and traditional
products highlights the retailer’s expertise.
Exclusively located in mountain regions, the banner embraces
the values of this lifestyle: nature, freshness, vitality, authenticity
and performance. Sherpa is geared towards the winter sports
market and is becoming the number one store at ski resorts.
IN 2020
IN 2020
>> Offering increasingly tailored to better serve the catchment
area.
>> Development of e-commerce for drive-through and home
delivery services.
>> petitcasino.fr website redesigned to emphasise customer
loyalty and services and more effectively direct customers
to the new common e-commerce platform
mescoursesdeproximite.com.
>> Roll-out of the Casino #Bio store concept with the opening
of five stores.
> > Faster expansion of franchised stores.
>> vival.fr website redesigned to emphasise customer
loyalty and services and more effectively direct
customers to the new common e-commerce platform
mescoursesdeproximite.com.
IN 2020
IN 2020
>> Continued development of franchised stores.
>> spar.fr website redesigned to emphasise customer
loyalty and services and more effectively direct
customers to the new common e-commerce platform
mescoursesdeproximite.com.
> > Opening of a store in Briançon.
> > Denser regional coverage, broader selection of organic
products in line with consumer expectations, development
of premium beverage and fresh food ranges to meet
the needs of urban and foreign customers.
76 I 77
CASINO GROUP I 2020 ANNUAL REPORT
FIGURES
FIGURES
>> 26 million unique visitors per month
>> 2,000 employees
>> 8 million customers in Europe
>> 210 employees
CONCEPT
CONCEPT
This multi-specialist French e-commerce leader makes
the best everyday products and services widely accessible.
Designed as a platform, it brings together 10 million
customers, more than 13,000 vendors including 5,000 French
vendors, over 100 million products and an ecosystem
of industrial partners and startups.
IN 2020
>> Opening of Made in France corner, promoting French
businesses and French-made products.
>> Action in the context of the Covid-19 pandemic and help
for French VSEs and SMEs: supplying masks, implementing
support systems and preferential pricing for inclusion
in the Cdiscount marketplace, promoting selections from
French retailers.
>> Launch of packages to obtain a French driving licence
including both theory and driving tests, starting at €729.
>> Opening of the bookstore with more than two million works,
including one million used books.
>> Partnership with the “Pour de Bon” platform to offer fresh,
local products from French producers.
>> Launch of the Cdiscount Occasion marketplace, where
individuals can buy and sell second-hand items.
>> Launch of repair help services with the startups PiVR
and Spareka.
78 I 79
Operating in 26 countries in Europe with a selection of
500 brands including six private labels and 80,000 products,
Sarenza is the new online destination for head-to-toe fashion.
The website and the app draw on several strengths:
service quality (delivery in France within 24 hours, returns
possible for up to 100 days after purchase, refunds in less
than five days), a community of customers and customer
advisors who provide advice through the website's chat line,
and multi-award-winning customer service.
IN 2020
> > Sarenza celebrates 15 years of creativity, boldness and
engagement.
> > Serious about women since 2005: action to promote gender
equality with the “Fondation des Femmes” and especially
with the organisation “En avant toute(s)".
> > Launch of #SandalesSimone, where women who are victims
of violence can discreetly seek help from professionals from
“En Avant Tout(e)s” directly on the Sarenza website, without
leaving a trace on the browser.
> > Roll-out of the “white door” delivery service that prioritises
hospital employees, and a toll-free number for delivery
of daily essentials to elderly, fragile and isolated people.
FIGURES
>> 90 stores
FIGURES
>> 2 stores
CONCEPT
CONCEPT
FIGURES
>> 1 physical store
>> 1 e-shop
>> 3 dark stores
CONCEPT
Leader Price discount supermarkets stand
out for their balanced selection of more
than 4,000 products, including 77% under
its private label, built with a constant focus
on quality at the right price. With its new
store concept, Leader Price makes shopping
a pleasant experience.
A place that nurtures well-being amid
bustling city life. The banner specialises
in beauty products, personal care, services
and “little extras", drawing on the expertise
of L’Oréal.
La Nouvelle Cave combines physical
and digital retail to make beginners feel
more comfortable about buying beer,
wine and spirits, while at the same time
meeting the high standards of seasoned
customers.
IN 2020
IN 2020
IN 2020
>> Completion of the sale of 548 stores and
three warehouses in mainland France.
>> Refocusing of the assortment on everyday
products, and increase in the proportion
of private-label products.
>> Opening of a corner in the Monoprix
> > Roll-out on the Epicery, Deliveroo and
Pelleport store in Paris.
>> Success of the e-commerce site
launched in 2019.
>> Offering rolled out on the Uber Eats
platform and Cdiscount marketplace.
Uber Eats platforms.
> > Launch of the lanouvellecave.fr e-shop.
> > Creation of three dark stores in Paris
suburbs: Saint-Ouen, Courbevoie and
Montreuil.
> > Launch of virtual brands available
on the platforms: the beer cellar Caps
and Boutique à Boire for organic and
natural wines.
CASINO GROUP I 2020 ANNUAL REPORT INTERNATIONAL
RETAIL
BRAZIL
COLOMBIA
URUGUAY
CASH&CARRY
HYPERMARKETS
PREMIUM
Assaí
Extra
Carulla
PREMIUM
Pão de Açúcar
CONVENIENCE
Minuto
Mini Extra
DISCOUNT
Compre Bem
Mercado Extra
HYPERMARKETS
Éxito
DISCOUNT
Surtimax
Super Inter
Surtimayorista
RETAIL
PROPERTY
Viva
PREMIUM
Disco
Devoto
HYPERMARKETS
Géant
ARGENTINA
HYPERMARKETS
Libertad
CONVENIENCE
Petit Libertad
149,000
employees
3,200stores
80 I 81
BRAZIL
FIGURES
>> 184 stores
>> 50,000 employees
CONCEPT
BRAZIL
FIGURES
>> 103 stores
>> 15,700 employees
CONCEPT
Now operating in 23 Brazilian states, Assaí Atacadista
is a cash & carry specialist for small retailers and restaurants,
as well as individuals drawn to low wholesale prices. Stores
offer more than 7,000 products from major brands: dry goods,
fresh produce, beverages, packaging, home and garden,
hygiene and cleaning products.
The banner meets all the needs of Brazilian shoppers
with nationwide networks of two store formats, Extra Hiper
and Extra Super. The stores feature a wide selection of quality
food products, including some under private labels, traditional
food sections, and services. In addition, Extra Hiper's home
appliances, apparel and housewares. Extra also operates
a network of pharmacies and petrol stations.
IN 2020
IN 2020
>> Ongoing expansion plan with the opening of 19 stores.
>> Record 29% increase in sales.
>> Success confirmed for the Passaíi loyalty card with more
than a million cardholders and development of credit and
payment features.
>> Success of the Clube Extra loyalty programme, with more
than 60% of transactions identified.
>> Confirmed increased growth in the non-food segment
despite the closure of non-essential stores during
the pandemic.
>> Creation of an independent subsidiary, which was floated
>> Continuous improvement of the business model:
on the stock exchange in São Paulo and New York
in March 2021.
competitive pricing, broader non-food offering, improved
customer service, etc.
CASINO GROUP I 2020 ANNUAL REPORT BRAZIL
FIGURES
>> 147 stores
>> 7,400 employees
CONCEPT
BRAZIL
FIGURES
>> 28 stores
>> 2,755 employees
CONCEPT
BRAZIL
FIGURES
>> 236 stores
>> 3,000 employees
CONCEPT
A new format of Extra supermarket
particularly suited to the needs of customers
on the lookout for simplicity, fresh produce
and low prices. Mercado Extra is mainly
developing its private label products,
which make up more than a quarter
of its offering.
The latest concept from GPA, Compre Bem
is a new supermarket model rolled out with
a regional focus to better meet consumer
needs. The banner combines a relevant
selection, and quality local fresh produce
and food counters, along with modern
payment solutions.
GPA develops its small convenience stores
in the major cities of São Paulo and Recife.
Minuto Pão de Açúcar operates
convenience stores providing customer
service, sustainable consumption options,
differentiated product ranges, and
an elegant atmosphere that meets top
international standards. Mini Extra meets
day-to-day needs at very competitive
prices.
IN 2020
IN 2020
IN 2020
>> Conversion of 41 Extra Super stores.
>> Launch of the Compre Bem Delivery
>> Strong performance on the back of the
Five more supermarkets are in the pipeline,
with conversion planned for 2021.
>> Steady earnings growth confirmed.
food e-commerce platform with in-store
order preparation.
growing popularity of hyper-convenience
urban formats.
>> Partnership with Nestlé to enhance
>> Excellent results delivered by the ten stores
the rotisserie and baked goods offering.
>> Launch of a snack bar service in stores
with a large fast food selection.
>> Development of new store sections
dedicated to wines and speciality beers.
opened in 2019 after conversion to
the new Minuto Pão de Açúcar concept.
>> Renovation of stores under the two banners
to improve the in-store experience and
enhance customer comfort.
>> WhatsApp used to communicate
>> Opening of a Mini Extra in São Paulo
with customers.
offering a popular new fast food service.
82 I 83
BRAZIL
FIGURES
>> 182 stores
>> 14,100 employees
CONCEPT
COLOMBIA
FIGURES
>> 95 stores
>> 4,500 employees
CONCEPT
A sustainable food retail pioneer in Brazil, Pão de Açúcar
sets itself apart with an enjoyable comfortable shopping
experience at its premium urban supermarkets, its innovative
services, such as expert advice at the wine cellar and cheese
counter sections, and its active loyalty programme, Pão de
Açúcar Mais.
Carulla, a premium supermarket and convenience banner,
is the Colombian specialist in quality fresh produce, with
an enhanced market area, traditional food sections, imported
gourmet products and a vast selection of environmentally
responsible local products.
IN 2020
IN 2020
>> 90% of transactions now identified as being part of the Pão
de Açúcar Mais loyalty programme, one of the most active
programmes in Brazil with more than 7 million registered
customers.
>> Continued transformation of stores using the Geração7
concept, which refocuses the store on its fresh food section,
healthy food products and scoop-and-weigh dry goods,
averaging a 13% increase in sales.
>> Opening of an ultra-innovative Carulla FreshMarket 140 store
in Bogotá, with a click & collect drive-through service, e-lockers,
Carulla robots and Smile ID payments.
>> Carbon neutral certification from Icontec (Colombian Institute
of Technical Standards and Certification) for the 140 innovation
lab and honourable mention for accessibility from the High
Council of the President of the Republic for disability.
>> Carulla FreshMarket Country recognised by IGD Retail Analysis
>> Offering adapted to the economic crisis: promotional
as one of the best store concepts in the world.
plan and selection better suited to customers’ needs based
on loyalty programme data.
>> 180% increase in e-commerce sales with a wide range
of delivery options via James Delivery and click & collect
services.
>> Significant increase in sales outside large cities.
CASINO GROUP I 2020 ANNUAL REPORT COLOMBIA
FIGURES
>> 241 stores
>> 21,900 employees
CONCEPT
COLOMBIA
FIGURES
>> 143 stores
>> 3,800 employees
CONCEPT
Colombia’s long-standing No. 1 retailer, Éxito addresses a broad
customer base with a network including hypermarkets,
supermarkets and convenience stores. It has built up a locally
produced apparel line which has become an industry leader,
and is developing its e-commerce business through its exito.
com website.
Very popular supermarkets due to their competitive offering
of quality food products, Surtimax and Super Inter enjoy
complementary geographical locations. Both banners also
support 1,300 local partner shops, the “Aliados” network.
IN 2020
IN 2020
>> Opening of an Éxito Wow Villamayor in Bogotá with digital
>> Renovation of six Super Inter stores featuring the
services that meet new consumer needs: mobile shopping
and payments, click & collect, etc.
“Neighbour” concept.
>> Enhanced omni-channel strategy with click & collect
>> Opening of an Éxito Wow Laureles in Medellín, which
and home delivery services.
combines technological innovation (social robots, smart
trolleys, etc.) and environmental performance (first
Colombian hypermarket to use natural refrigerant gases).
Named store of the month by IGD Retail Analysis.
COLOMBIA
FIGURES
>> 34 stores
>> 750 employees
CONCEPT
COLOMBIA
FIGURES
>> 34 shopping centres and malls
CONCEPT
Cash & carry banner, Surtimayorista, offers professional
and non-professional customers a comprehensive selection,
particularly in terms of fresh produce, at the lowest prices.
Surtimayorista uses efficient processes and logistics suited
to bulk purchases.
Viva Malls is one of the retail property leaders in Colombia.
Its local centres serve nearly 1,100 retail tenants and bring
consumers a variety of cultural, sports and leisure activities.
IN 2020
IN 2020
>> Opening of four new stores.
>> Launch of the “Misurti” mobile app designed to provide
retailers with a complete sourcing solution covering
a large variety of products.
>> Launch of Viva Online, Colombia’s largest virtual shopping
centre, to give customers a new shopping experience
and protect retail jobs.
>> LEED Platinum certification, awarded by the US Green
Building Council for Viva Envigado, the first shopping centre
in Colombia to earn the label.
84 I 85
CASINO GROUP I 2020 ANNUAL REPORT URUGUAY
FIGURES
>> 30 supermarkets
>> 2 hypermarkets
CONCEPT
URUGUAY
FIGURES
>> 24 supermarkets
>> 35 Devoto Express stores
CONCEPT
Primarily operating in the capital, Montevideo, and Punta del
Este, Disco supermarkets and hypermarkets meet the needs
of city dwellers and holiday makers with a vast food offering,
and are extending the FreshMarket store concept focused
on fresh produce, snacks and responsible consumer habits.
With its supermarkets and convenience stores primarily
located in Montevideo and Punta del Este, the banner brings
a quality food and non-food offering focused on pleasure
purchases and plays a pioneering role in e-commerce
and innovation in partnerships with startups.
IN 2020
IN 2020
>> Continued conversion to the FreshMarket concept for a total
>> Enhanced omnichannel strategy (e-commerce, home
of 11 stores now under this format.
>> Opening of a new Disco Plaza Italia store.
>> Expansion of the omni-channel strategy with the development
of e-commerce and home delivery services.
delivery app and service) to maintain growth throughout
the pandemic.
>> Ongoing roll-out of FreshMarket at eight additional stores.
>> Launch of the first retail innovation lab in Uruguay, to bring
together the country’s entrepreneurs and co-create
high-impact innovations for the company.
ARGENTINA
FIGURES
>> 15 hypermarkets and shopping centres
>> 10 convenience stores
CONCEPT
CAMEROON
FIGURES
>> 2 stores
>> 100 employees
CONCEPT
Located inside Paseo shopping centres, Libertad hypermarkets
develop attractive offerings in the country’s northern region,
notably through synergies with Disco, which led to the successful
FreshMarket concept.
This successful cash & carry concept offers retailers
2,500 products at low prices and also attracts cost-conscious
customers.
IN 2020
IN 2020
>> Omni-channel strategy adapted to better respond
>> Development of a compact store concept to support
to new consumer trends accelerated by the health crisis
(e-commerce, click & collect and home delivery).
>> Integration of 15 shopping centres into the omnichannel
strategy with the creation of an online sales platform.
the expansion into franchises.
>> Opening of a new small format store in Douala.
86 I 87
CASINO GROUP I 2020 ANNUAL REPORT
B2B
SERVICES
FINANCIAL
SERVICES
Floa
ENERGY
GreenYellow
DIGITAL
MARKETING
RelevanC
DATA CENTERS
ScaleMax
88 I 89
FIGURES
>> 3 million customers (800,000 cardholders)
>> €2.15 billion in loans granted in 2020
ACTIVITIES
A French leader for web and mobile payment solutions,
Floa makes consumers’ lives easier through payment facilities,
instant loans and bank cards.
Floa is also partner to large e-tailers and retailers (Cdiscount,
Oscaro, SFR, Vide dressing, etc.), key players in tourism
(Selectour, Misterfly, Cdiscount Voyages, Pierre et Vacances, etc.),
and fintechs (Lydia, Bankin’), for which it creates bespoke services.
Its two retail banking brands are: Floa Bank for its B2C customers
and Floa Pay for its B2B partners. Floa's products and services
stand out, as they are easy to use for customers and quick
to integrate for partners.
IN 2020
>> Banque Casino became Floa: new name, new corporate identity,
>> Launch of instalment payment services between individual
new tone.
>> Production of its first media campaign (TV and web).
>> Launch of instalment payment solutions in Spain and Belgium.
>> Roll-out of instalment payment services in new sectors
(home, fashion and services) with prestigious partners such
as SFR, Sarenza and Securitest.
customers with the Obvy app.
>> Implementation of the first consumer loan using aggregated
data in the Bankin’ app.
>> Floa awarded the Best Customer Service 2021 label in the credit
organisation category.
CASINO GROUP I 2020 ANNUAL REPORT FIGURES
>> 16 host countries
>> 300 solar power plants
>> 3,000 CPEs
ACTIVITIES
>> 335 MWp of installed capacity
>> 1,700,000 sq.m of installed solar panels
A partner of companies and local authorities implementing
energy transition, GreenYellow addresses all needs across
the energy management spectrum. Its expertise covers
all components of the consumer’s energy bill: decentralised
energy production, guaranteed energy consumption reductions
with the Energy Performance Contract (CPE), and energy services,
which aim to optimise energy purchasing and consumption
monitoring.
IN 2020
>> Solar power facility installed at the Magny-Cours car racing
circuit, with solar canopies in car parks totalling 4.77 MWp
of power and 28,000 sq.m of solar panels.
>> New high-potential facility in South Africa.
>> Installation of one of Colombia's largest solar farms (12 MWp)
in Planeta Rica, Colombia.
>> 100 MWp in solar power projects signed in under four years
>> Refinancing of Madagascar’s largest solar plant, Ambatolampy,
by GreenYellow Asia.
to speed up the country’s energy transition.
>> Delivery of three solar power plants to the Brazilian group
Magazine Luiza to supply green energy to 214 stores.
FIGURES
>> €55 million in revenue
>> 100 employees
ACTIVITIES
The digital marketing expert RelevanC offers retailers solutions
to accelerate the monetisation of their data.
Its business activity is structured around two units: RelevanC
marketing solutions, software developer for personalised
advertising and retail media, and RelevanC advertising
services, an agency that provides retailers with data
monetisation services.
FIGURES
>> 27,000 processor cores operated
>> 2 operating sites
ACTIVITIES
ScaleMax sets up and operates computing centres in the
Group’s storerooms and warehouses. With its partner Qarnot
Computing, it has a cloud computing offering to handle high
capacity operations in finance, 3D animation, modelling,
artificial intelligence and machine learning. By powering
servers with green energy and reusing the heat generated
by processors to warm buildings and reduce energy bills,
ScaleMax is providing a fully green, sovereign and economical
computing solution.
IN 2020
IN 2020
>> First contracts signed with external clients in the retail industry.
>> Structuring of RelevanC into two business units.
>> 150% growth in computing power with a new Data Center
opened in Verpilleux in eastern France.
>> At the same time, the subsidiary is supplying cloud
computing services to new clients, including Natixis bank
and the Illumination Mac Guff animation studio.
90 I 91
CASINO GROUP I 2020 ANNUAL REPORT SOCIAL &
ENVIRONMENTAL
With its long-term commitment to making real
and effective change, Casino Group fully meets
its obligations as a retailer, and provides substantial
benefits to all of its stakeholders.
PERFORMANCE
92 I 93
CASINO GROUP I 2020 ANNUAL REPORT PRIORITY ACTIONS FOR THE CONTINUOUS IMPROVEMENT PROGRAMME
COMMITTED EMPLOYER
RESPONSIBLE RETAILER
TRUSTED PARTNER
> Promote diversity
> Help young people enter
the workforce
> Provide growth opportunities
for employees
> Take action to protect consumer
> Strengthen ethical social
health
compliance
> Encourage consumption that
is respectful of the environment
and biodiversity
> Support local production channels
> Promote the CSR initiatives
of suppliers
> Take action to protect employee
> Combat food waste
health and well-being
CSR: BETTER
CONSUMPTION,
BETTER EATING AND
BETTER PRODUCTION
Recognised performance
Casino Group has clearly steered its growth towards a
sustainable retail model. Its ESG ratings, for example
ranking in The Wall Street Journal’s global Top 100 sustain-
ably managed companies in November 2020, attest to its
excellent non-financial performance.
Casino Group’s social and environmental responsibility policy
strives for the constant improvement of its non-financial
performance, to fully address the concerns of customers
who are sensitive to the impact of their purchases. The
strong commitment to, and results recorded by the Group
year after year give it the bricks and mortar it needs to
build relationships of trust with partners and suppliers,
strengthen employee motivation and attracting talents.
Offering healthy and sustainable food
The Group’s ambition, and that of its banners, is to be able
to offer healthy and sustainable food to all of its customers,
including those on the lowest incomes. As well as increas-
ing its organic offering to more than €1.3 billion in net sales
in 2020 (up 12% compared with 2019), the Group has
continued to roll out its commitments to create a more
sustainable retail environment at each of its banners.
For example, 100% of the palm oil still contained in its pri-
vate-label products in France is RSPO-certified, in line with
its commitment, and all eggs sold in its stores in France
were laid by free range hens. As for nutrition, the Nutriscore
label is already displayed on more than 30% of Casino and
Franprix products, with a target to show the score on all
products by 2021. At Monoprix, products that support a
sustainable commitment already account for 17% of sales.
94 I 95
LOCAL CORPORATE
CITIZEN
> Develop foundation programmes
> Develop solidarity partnerships
ENVIRONMENTALLY
PROACTIVE, CLIMATE-AWARE
GROUP
> Reduce greenhouse gas emissions
> Increase energy efficiency
> Reduce and recover waste
72/100
2020 Vigeo-Eiris rating,
ranking the Group first place
out of 19 European retailers
evaluated for their CSR policy.
Concrete climate results
Determined to improve its environmental footprint, Casino
Group is the first retailer in France to have adopted carbon
emission reduction targets in line with the Science Based
Targets initiative, which is led by the United Nations Global
Compact and the WWF. It also committed, as far back as
2015, to reducing Scope 1 and 2 greenhouse gas emissions
from its operations by 18% by 2025, and has already met
the target in France, where it has reduced emissions by
34%. Now an expert in energy efficiency and solar energy
output with its subsidiary GreenYellow, the Group continues
to develop solar power on roofs and solar canopies in car
parks, with 148 solar power plants now active.
As part of its pledge to reduce its indirect Scope 3 emissions
by 10% between 2018 and 2025, Casino Group launched
the Carbon Forum in 2020, bringing together more than
30 major suppliers. This initiative aims to unite them in
efforts to reduce greenhouse gas emissions linked to
products sold at its banners.
The outstanding response
of our teams to the pandemic
2020 saw 205,000 Group employees worldwide spring into
action, committed to keeping stores stocked throughout
the pandemic. In these circumstances, the Group strength-
ened its outreach measures to help the most disadvan-
taged and respond to emergency situations, especially
in Colombia and Brazil, where GPA donated essential
products to 630,000 families. In 2020, 135,000 people also
benefited from initiatives led by the Group’s foundations.
This deep involvement in communities is a key value at
Casino Group, whose workforce reflects the diversity in
society. That is why the Group has long promoted equal
opportunity. With the dual accreditation of a Diversity and
Workplace Equality Label, Casino Group met its target of
40% of top management positions held by women in 2020,
and employs 8,460 people with disabilities.
CASINO GROUP I 2020 ANNUAL REPORT THE GROUP’S FOUNDATIONS
SOLIDARITY ACTIONS
TO SUPPORT CHILDREN
In France, Brazil and Colombia, Casino Group is committed
to supporting children through its Foundations. In 2020,
the Casino Foundation celebrated 10 years of education
through theatre which has enabled over 22,000 young
people to gain access to culture, and to discover others
and their own talents. The Foundation also coordinated
a solidarity operation that raised more than €100,000
in aid for the association “Lire et faire lire", which helps
pass on the joy of reading to young children. In
Colombia, the Éxito Foundation plays a major role in the
fight against childhood malnutrition nationwide. In
collaboration with major Colombian public authorities,
it provided financial support throughout the year
to ensure healthy, balanced diets for children and
pregnant women from disadvantaged backgrounds.
HUMAN RESOURCES:
CARING PRACTICES AND
EQUAL OPPORTUNITY
40.4%
of managers
are women
at Group
level and
43.2% in France
Promoting caring
management practices
In the exceptional circumstances of the pandemic, Casino
Group worked even harder to keep staff motivated and
improve well-being at work. Created in 2014, a caring
management approach has continued through the online
training platform, conferences attended by more than
600 people and the publication of a new reference book
on caring practices in the workplace, “La bienveillance,
au travail, concrètement”, in collaboration with Dr Philippe
Rodet. Nearly 7,000 managers, including senior manage-
ment, have already learnt about the approach, and a
network of more than 1,000 caring leaders has been
formed.
Eight caring management principles have been included
in the management training and new employee integra-
tion courses. Lastly, more than 60 Group managers have
taken the caring management practices module in the Trade
and Retail masters’ programme since it was created at
the university of Saint-Étienne.
Diversity,
rooted in values
Casino Group draws on its strong values to enable collective
cooperation. For 30 years, the Group has been committed
to combating all forms of discrimination, as it considers
diversity to be a driver of sustainable growth. Casino Group
leads a proactive policy designed to encourage the hiring
of applicants from a wide range of backgrounds, to foster
equal opportunity at every level and to create the right
conditions for social cohesion. The Group was the first
retailer to obtain the dual accreditation of a Diversity and
a Workplace Equality Label, which were both renewed
in 2019.
Organised every year by GPA in Brazil, Diversity Week
addresses issues such as disability, generational diversity,
racial equality, gender equality in the workplace and
respect for the rights of LGBT people. In 2020, it was held
virtually and attended by more than 6,000 employees.
96 I 97
Tangible progress
The actions taken have brought about tangible results. The
Group met its 2015 objective for the percentage of women
in management to surpass 40%. And it now has a rating
of 91 in the Workplace Equality index.
The second diversity survey, rolled out in 2020 to nearly
10,000 employees, confirmed employees’ very good
perception, which attests to the Group’s commitment to
diversity: nine out of ten employees said they felt that
they were in an equal opportunity environment.
Meanwhile, Monoprix joined the 2021 Top Employers list
with a score of 73%: this certification attests to the quality
of practices designed to promote engagement, develop
skills and enhance employee well-being. It also recognises
the digital transformation of the human resources policy.
Supporting inclusivity
The Group has made the integration of workers with a
disability an ongoing priority. The number of employees
with disabilities, of which there are currently almost 8,500,
has increased by 28% compared with 2015. In Brazil, it has
nearly doubled over the same period, with over 5% of GPA’s
workforce now made up of workers with a disability, which
is an exemplary achievement in the country. To continue
mobilising employees, for the past three years, the Group
has also been participating in DuoDay, which in 2020
allowed nearly 60 disabled people to each receive training
from a volunteer professional at Casino, Monoprix and
Cdiscount.
On a different note, 32.7% of the Group's workforce is aged
under 30, and it has pledged to support employment
of young people by participating in a national plan
that addresses the issue, “1 jeune 1 solution". In 2020, it
maintained its policy to support apprenticeships, hiring
6,300 apprentices despite the pandemic.
CASINO GROUP I 2020 ANNUAL REPORT CSR PERFORMANCE
MONITORING
NON-FINANCIAL RATING
COMMITTED EMPLOYER
In 2020, the Group’s ESG commitment was recognised by the Wall Street Journal, which ranked it 40th amongst the world’s top
100 most responsible businesses.
Casino Group was also ranked first in its sector by Vigeo Eiris and was assigned a B grade by the CDP. In 2020, Casino Group
achieved a Tier 3 score in the Business Benchmark on Farm Animal Welfare (BBFAW), and was thus among the highest-ranking
French retailers on the issue.
Consolidated workforce
Consolidated workforce
by country
by age
5%
Uruguay and Argentina
14%
Workforce aged over 50
FTSE4GOOD
VIGEO
SAM DJSI
(S&P Global)
CDP
Sustainalytics
MSCI
Rating year
■ 2020 ■ 2019 ■ 2018 ■ 2017
The Group’s inclusion in these non-financial indices, which
comprise the top-performing companies in terms of social,
environmental and governance criteria, demonstrates
the depth of its commitment to CSR.
Since 2012, Casino Group has assigned greatest importance
to the following three non-financial indices: Euronext Vigeo
Eiris, FTSE4GOOD and SAM-DJSI (S&P Global).
In 2020, the Group was part of the following indices:
• Euronext Vigeo Europe 120, Euronext Vigeo Eurozone 120,
Euronext Vigeo World 120;
• FTSE4GOOD Europe Index, FTSE4GOOD Developed Index,
FTSE4GOOD Developed Minimum Variance Index;
• MSCI;
• Grupo Éxito joined the DSJI index as one of the ten most
sustainable retailers in the world and GPA joined the ISE B3
index, the CSR index of the Brazilian stock market which
recognised its climate commitments.
4/5
4/5
3.9/5
4/5
72
71
69
67
70
71
67
66
B
B
A-
72
70
76
AA
AA
AA
AA
17%
Colombia
27%
France
51%
Brazil
37%
Workforce aged
under 30
49%
Workforce aged
30 to 50
73% of the Group's workforces is located
in Latin America and 27% in France.
Committed to encouraging the integration of young
people into the job market, Casino Group has more
than 76,000 employees under the age of 30.
Consolidated workforce by type of employment contract (permanent/fi xed term)
Group
France
Latin
America
95%
5%
95%
5%
96%
4%
■ % of permanent employees
■ % of fixed-term employees
A large majority of Casino Group
employees (95%) are on
permanent work contracts.
98 I 99
CASINO GROUP I 2020 ANNUAL REPORT
Workforce breakdown by full-time/part-time employment
Change in the number of Group employees with disabilities
Group
France
Latin
America
84%
16%
75%
25%
87%
13%
Representation of women in the consolidated workforce
and in management by country
2020 objective met
■ % of women
employees
■ % of women in
management
Group
France
Latin
America
52%
40%
56%
43%
50%
32%
100 I 101
■ % in full-time employment
■ % in part-time employment
84% of employees work full time.
In 2020, the Group met its
commitment to increase the
number of women in management
by 5 percentage points between
2015 and 2020. The increase
in the number of women executives
within the Group is one of the
two CSR criteria taken into account
in the variable compensation
of executives in France.
The Group is active on the full range
of workplace equality issues,
including gender diversity across job
categories, career management
services for women, fairness
in human resources processes
(pay, training, hiring and promotions)
and parenthood. Casino was
awarded the “Afnor Workplace
Equality Label” in 2013. In 2016,
the Group adopted the Women’s
Empowerment Principles backed
by UN Women.
+27%
The Group employs 8,460 people with disabilities,
an increase of 27% since 2015, a positive outcome
of programmes in place for several years. In Brazil,
GPA has doubled the number of disabled employees
since 2015. The Group has therefore met its target
of raising the number of employees with disabilities
by 1 percentage point between 2015 and 2020, from 3%
to 4.1% of the workforce.
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2015
2020
TRUSTED PARTNER
Number of ICS audits conducted by the Group
18%
Audits
commissioned
by another
ICS member
1,188 ICS social audits were carried out in factories
involved in the production of private-label products
for the Group in 2020, including 82% commissioned
by Casino Group. The Group has set an objective to have
all of its operating plants covered by a valid ICS social
audit (plants based in countries at risk and producing
private-label products for the Group).
82%
Audits directly
commissioned
by the Group
1,188 ICS social audits
CASINO GROUP I 2020 ANNUAL REPORT
LOCAL CORPORATE CITIZEN
Donations of foodstuffs in tonnes (1)
Every year, the Group measures the impact of its community outreach initiatives and the initiatives taken by its foundations.
Against the backdrop of the Covid-19 pandemic, Casino Group and its banners took exceptional action to support health
professionals, people in vulnerable situations and SMEs affected by the crisis.
Community outreach during the Covid-19 crisis
FACILITATING THE WORK OF HEALTH PROFESSIONALS
>> More than 2 million masks donated to several French hospitals, including the Paris Public Hospital System (AP-HP),
the Hospices Civils de Lyon and the Bordeaux Teaching Hospital.
FUNDING RESEARCH INTO COVID-19
>> €350,000 collected in stores.
2020
2019
2018
5,000
15,000
0
■ Donations from stores and warehouses ■ Collection from customers
25,000
20,000
10,000
30,000
HELPING VULNERABLE MEMBERS OF SOCIETY AND SUPPORTING SMES
>> Donation of 600 digital tablets by Cdiscount and Casino Group to hospitals, nursing homes and other health and community facilities.
>> Donation of 100,000 relief packages for children and 7,000 basic necessities to food banks by Éxito.
>> Donation of 5,900 tonnes of food and other basic necessities to 630,000 families by GPA.
(1) Data excludes Disco Devoto.
Estimated number of people reached through foundations
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
2015
2016
2017
2018
2019
2020
102 I 103
In 2020, the Group’s stores and
warehouses donated the equivalent
of more than 37 million meals, up
20% compared with 2017. Overall
(through stores, warehouses and
nationwide collections), the
equivalent of 52 million meals were
made available to food bank
networks or similar charities. In
2020, GPA organised a solidarity
campaign during the Covid-19
crisis, generating nearly three times
more food donations from
customers than in 2019.
The Group first partnered with FFBA
in 2009, and renewed the alliance
for a further three years in 2019.
More than 135,500 people benefited
in 2020 from the initiatives led
by Casino Group's four foundations.
CASINO GROUP I 2020 ANNUAL REPORT ENVIRONMENTALLY PROACTIVE GROUP
Change in greenhouse gas emissions(1)
Breakdown of Scope 1 and 2 greenhouse gas emissions
2020
2015
–10%
■ Scope 1(2)
■ Scope 2(3)
2020 objective depends
on the trajectory of the Group
approved by SBT
tonnes of CO2
equivalent
500,000
1,000,000
1,500,000
Change in greenhouse gas emissions in France(1)
2020
2015
–34%
■ Scope 1(2)
■ Scope 2(3)
tonnes of CO2
equivalent
100,000
200,000
300,000
400,000
500,000
(1) Data have been extrapolated for all of the Group’s entities. In 2020, primary data integrated in Scope 1 represented 96% of Group data, i.e., an estimated 4%,
while primary data integrated in Scope 2 represented 97% of Group data, i.e., an estimated 3%.
(2) Scope 1 includes greenhouse gas emissions from energy consumed directly by the Group, emissions from leakages of refrigerants used in cooling cabinets in stores,
warehouses and air conditioning systems, emissions related to the transport of goods under operational control and employee business travel using company vehicles.
(3) Scope 2 emissions or indirect emissions relate to the Group’s energy consumption, which mainly concerns electricity consumption.
4%
Refrigerants
67%
Refrigerants
24%
Building energy consumption
0.4%
Business travel
5%
Transport of goods under
operational control between
warehouse and shops
In line with the international objectives set out in the Paris climate agreement, Casino Group has undertaken to reduce
its Scope 3 greenhouse gas emissions by 10% by 2025 versus 2015, and its Scope 1 and 2 emissions by 18%. These targets
were validated by the Science Based Targets Initiative (SBTi).
The Group has measured the carbon footprint of its operations since 2009. The emissions associated with refrigerants
and energy used by buildings represented 95% of its Scope 1 and 2 greenhouse gas emissions in 2020.
The Group reduced its Scope 1 and 2 greenhouse gas emissions between 2015 and 2020 by 10%, with a 34% decrease
in France. The 5% drop in emissions between 2019 and 2020 was due to ongoing Group-wide efforts to improve its energy
efficiency, use more refrigerant gases with a lower impact on the climate and reduce the carbon footprint of the transport
of goods in France. The Group’s performance in 2020 in Scopes 1 and 2 was in line with the defined and approved SBTs.
104 I 105
CASINO GROUP I 2020 ANNUAL REPORT Change in energy efficiency by Group store
Change in volume of waste recovered(1)
700
600
500
400
300
■ 2018
■ 2019
■ 2020
250,000
200,000
150,000
100,000
50,000
0
■ 2018
■ 2019
■ 2020
The volume of waste recovered
in stores and warehouses
increased by more than 20%
between 2018 and 2020.
Cardboard accounts for more
than 65% of all recovered waste.
kWh/sq.m of retail
space
Group
France
Latin America
in tonnes
Cardboard
Organic waste
Plastic
Other non-haz-
ardous waste(2)
Proportion of renewable
energy used by the Group
26%
The observed improvements in electricity use per sq.m are attributable
to the ongoing roll-out of energy performance contracts in all countries
and the implementation of energy management systems in accordance
with ISO 50001 recommendations. The Group’s average electrical
intensity declined by 4% between 2018 and 2020. 26% of the electricity
used by the Group comes from renewable energy sources, and in 2020
the Group produced the equivalent of 5% of the total electricity
consumed with the solar power plants installed at its various sites.
Percentage of Group waste
Percentage of waste recovered
recovered (2020)
in France (2020)
54%
Recovered
waste (1)
22%
Other
46%
Other
78%
Recovered
waste (1)
(1) Non-hazardous store waste.
(2) Other non-hazardous waste: mainly wood, bone and tallow, used fuel oils, scrap and metal, and non-hazardous industrial waste for 2020.
106 I 107
CASINO GROUP I 2020 ANNUAL REPORT RESPONSIBLE RETAILER
Number of products certified as organic and “sustainable"
(1)
(private-label and national brands)
35,000
30,000
25,000
20,000
15,000
10,000
5,000
0
+12%
■ 2018
■ 2019
■ 2020
+15%
To support organic farming
and reduce the use of pesticides,
Casino Group is extending
its range of certified organic
products, with nearly
22,700 national and private-label
brands in 2020, an increase
of 15% compared with 2018.
Organic products are sold
in all of its banners, in order
to make them accessible to all.
The Group generated sales
of €1.3 billion with organic food
products in 2020.
Committed to marketing a
range of products that are more
respectful of the environment
and biodiversity, Casino Group
sells more than 33,000 certified
sustainable products its stores
(an increase of 12%).
Organically
farmed
products
Products
certified as
“sustainable"(1)
(1) “Certified sustainable” products include those identified by a label which result from organic farming and fair
trade, with certification attesting to an environmental progress approach, including MSC, NF Environment, FSC, PEFC
and European Ecolabel labelling. The 2019 data was recalculated after an adjustment to the number of certified
products meeting the indicator criteria at Éxito.
108 I 109
Animal welfare
Products containing palm oil
100%
100%
of eggs sold came from cage-free
hens in France
RSPO-certified
palm oil in France
In 2020, the Group discontinued the sale of eggs from
caged hens in France (under private labels and national
brands). Casino has already committed to going a step
further by pledging to eliminate egg products from
caged hens in all its private-label products by 2025.
GPA has also committed to discontinuing the sale of
eggs from caged hens under its private labels by 2025.
In addition, the Group is continuing to roll out animal
welfare labelling on its products.
METHODOLOGY NOTE
In 2011, the Group joined the Roundtable on Sustainable
Palm Oil (RSPO), pledging to use only RSPO-certified
palm oil in France by 2020, prioritising crops certified
to “Segregated” or “Identity Preserved” standards, which
offers the added advantage of being able to trace
the palm oil to its source.
Unless otherwise specified, the human resources, social and environmental data relates to the entities under the operational
control of Casino Group and any of its majority-held subsidiaries, in France and abroad.
Data concerning affiliates, franchises and business leases are not included. The 2020 CSR reporting scope includes
the consolidated data of store activity and the associated support services (logistics, purchasing, human resources, etc.)
of business units located in:
• France, comprising operations under the Casino, Monoprix (including Naturalia), Cdiscount and Franprix banners;
• Brazil, encompassing the operations of Pão de Açúcar Group (GPA) and its entities Multivarejo and Assaí;
• Colombia, comprising Grupo Éxito operations;
• Uruguay, comprising Grupo Disco and Devoto operations;
• Argentina, comprising Libertad operations.
Environmental data cover sites that operated for a full 12-month period.
The indicators proposed per square metre of retail space only cover the data reported by stores.
Data from previous years presented in this document were recalculated on the 2020 CSR reporting scope to enable
comparisons with performance indicators.
CASINO GROUP I 2020 ANNUAL REPORT FINANCIAL
PERFORMANCE
The strategic repositioning of the Group’s
activities, combined with the excellent performance
of its buoyant formats, has supported the Group’s
development and profitability model.
KEY FINANCIAL
INDICATORS
SALES AND RESULTS(1)
CHANGE IN CONSOLIDATED NET SALES
(in € millions)
Net sales
EBITDA(2)
Trading profit
Net profit (loss), Group share
Underlying net profit(3) (Group share)
Consolidated net debt
Net debt of Casino in France(4)
2020
31,912
2,742
1,426
(886)
268
(3,914)
(3,048)
2019 (restated)
34,645
2,640
1,321
(1,444)
196
(4,055)
(2,505)
(1) The 2019 financial statements have been restated to permit meaningful comparisons with 2020. These restatements mainly result from the retrospective application of
the IFRS IC decision with regard to the enforceable period of a lease and the useful life of non-removable leasehold improvements under IFRS 16. Via Varejo, which was sold
on 14 June 2019, is presented as a discontinued operation from 1 January to 30 June 2019, in accordance with IFRS 5. Similarly, Leader Price, which was sold on 30 November
2020, is presented as a discontinued operation in the 2019 and 2020 financial statements.
(2) EBITDA = Earnings Before Interest, Taxes, Depreciation and Amortisation.
(3) Underlying net profit corresponds to net profit from continuing operations adjusted for the impact of other operating income and expenses and the impact
of non-recurring financial items as well as tax expense/benefits related to these adjustments and the application of IFRIC 23 rules.
(4) France scope including Cdiscount.
PER SHARE DATA(1)
(€)
Underlying diluted earnings per share(2)
2020
2.17
2019 (restated)
1.47
(in € millions)
France Retail
Monoprix
Supermarkets
Franprix
Convenience & other
Hypermarkets
o/w Géant Casino
Latam Retail
GPA
Grupo Éxito
E-commerce
GROUP
(1) Excluding fuel and calendar effects.
2020
15,219
4,537
3,069
1,579
2,199
3,836
3,620
14,656
11,019
3,637
2,037
31,912
2019 (restated)
Total growth
Organic
growth(1)
16,322
4,548
3,142
1,526
2,547
4,560
4,345
16,358
12,290
4,053
1,966
34,645
–6.8%
–0.2%
–2.3%
+3.5%
–13.6%
–15.9%
–16.7%
–10.4%
–10.3%
–10.3%
+3.6%
–7.9%
+0.5%
–0.1%
+3.3%
+3.9%
+4.5%
–4.9%
–5.3%
+17.3%
+17.4%
+6.2%
+3.6%
+9.0%
BREAKDOWN OF CONSOLIDATED
FRANCE RETAIL
(1) The 2019 financial statements have been restated to permit meaningful comparisons with 2020. These restatements mainly result from the retrospective application
of the IFRS IC decision with regard to the enforceable period of a lease and the useful life of non-removable leasehold improvements under IFRS 16. Via Varejo,
which was sold on 14 June 2019, is presented as a discontinued operation from 1 January to 30 June 2019, in accordance with IFRS 5. Similarly, Leader Price, which
was sold on 30 November 2020, is presented as a discontinued operation in the 2019 and 2020 financial statements.
(2) Underlying diluted earnings per share includes the dilutive effect of the TSSDI deeply subordinated perpetual bonds.
NET SALES
6%
E-commerce (Cdiscount)
46%
Latam Retail
48%
France Retail
25%
Hypermarket
banners
(including Géant
Casino)
25%
Convenience
banners (Franprix,
Casino Proximités
and other)
50%
Premium
banners
(Monoprix and
Supermarkets,
including Casino
Supermarchés)
112 I 113
CASINO GROUP I 2020 ANNUAL REPORT
EBITDA AND
TRADING PROFIT
CONSOLIDATED EBITDA
GROUP TRADING PROFIT
(in € millions)
France Retail
Latam Retail
E-commerce (Cdiscount)
GROUP
2020
1,451
1,161
129
2,742
2019 (restated)
1,467
1,104
69
2,640
(in € millions)
France Retail
Latam Retail
E-commerce (Cdiscount)
GROUP
2020
625
748
53
1,426
2019 (restated)
689
628
4
1,321
The 2019 financial statements have been restated to permit meaningful comparisons with 2020. These restatements mainly result from the retrospective application
of the IFRS IC decision with regard to the enforceable period of a lease and the useful life of non-removable leasehold improvements under IFRS 16. Via Varejo, which
was sold on 14 June 2019, is presented as a discontinued operation from 1 January to 30 June 2019, in accordance with IFRS 5. Similarly, Leader Price, which was sold
on 30 November 2020, is presented as a discontinued operation in the 2019 and 2020 financial statements.
The 2019 financial statements have been restated to permit meaningful comparisons with 2020. These restatements mainly result from the retrospective application
of the IFRS IC decision with regard to the enforceable period of a lease and the useful life of non-removable leasehold improvements under IFRS 16. Via Varejo, which
was sold on 14 June 2019, is presented as a discontinued operation from 1 January to 30 June 2019, in accordance with IFRS 5. Similarly, Leader Price, which was sold
on 30 November 2020, is presented as a discontinued operation in the 2019 and 2020 financial statements.
EBITDA MARGIN
France Retail
Latam Retail
E-commerce (Cdiscount)
GROUP
2020
9.5%
7.9%
6.4%
8.6%
2019 (restated)
9.0%
6.8%
3.5%
7.6%
TRADING PROFIT MARGIN
France Retail
Latam Retail
E-commerce (Cdiscount)
GROUP
2020
4.1%
5.1%
2.6%
4.5%
2019 (restated)
4.2%
3.8%
0.2%
3.8%
The 2019 financial statements have been restated to permit meaningful comparisons with 2020. These restatements mainly result from the retrospective application
of the IFRS IC decision with regard to the enforceable period of a lease and the useful life of non-removable leasehold improvements under IFRS 16. Via Varejo, which
was sold on 14 June 2019, is presented as a discontinued operation from 1 January to 30 June 2019, in accordance with IFRS 5. Similarly, Leader Price, which was sold
on 30 November 2020, is presented as a discontinued operation in the 2019 and 2020 financial statements.
The 2019 financial statements have been restated to permit meaningful comparisons with 2020. These restatements mainly result from the retrospective application
of the IFRS IC decision with regard to the enforceable period of a lease and the useful life of non-removable leasehold improvements under IFRS 16. Via Varejo, which
was sold on 14 June 2019, is presented as a discontinued operation from 1 January to 30 June 2019, in accordance with IFRS 5. Similarly, Leader Price, which was sold
on 30 November 2020, is presented as a discontinued operation in the 2019 and 2020 financial statements.
114 I 115
CASINO GROUP I 2020 ANNUAL REPORT
SHARE PERFORMANCE
IN 2020
Casino share price at 31
December 2019
€41.70
50
45
40
35
30
25
20
Casino
–39.6%
CAC 40
–7.14%
Casino share price at 31
December 2020
€25.19
OWNERSHIP STRUCTURE AT 31 DECEMBER 2020
No. of shares
Voting rights
Number
%
Number
%
Public
49,843,905
45.97%
52,605,510
35.33%
Rallye group (including Fiducie Rallye-Equitis Gestion)
56,716,271
52.31%(1)
94,005,269
63.14%(1)
Casino Group employee mutual funds
Treasury shares
TOTAL
1,223,640
642,414
1.13%
0.59%
2,267,080
0
1.52%
0%
108,426,230
100%
148,877,859
100%
(1) Including 8.73% placed in fiduciary trust by way of security in favour of Fimalac (6.36% of voting rights).
JAN
FEB
MAR
APR
MAY
JUN
JUL
AUG
SEPT
OCT
NOV
DEC
FIVE-YEAR SHARE PERFORMANCE
(in € millions)
High and low prices
High (€)
Low (€)
Closing price at 31 December (€)
NET DIVIDEND PER SHARE (€)
Source: Bloomberg, Euronext.
2020
2019
2018
2017
2016
42.9
19.0
25.19
0.00(1)
50.1
27.3
41.70
0.00
53.5
25.4
36.34
3.12
57.2
45.6
50.56
3.12
55.3
34.4
45.59
3.12
(1) 2020 income appropriation will be submitted to a vote at the AGM to be held to approve the 2020 financial statements.
Several major subsidiaries are also publicly listed:
• CBD (Brazil) on the Brazilian stock exchange (segment B3) and the NYSE (USA),
• Assaí (Brazil) since 1 March 2021 on the Brazilian stock exchange (segment B3) and the NYSE (USA),
• Éxito (Colombia) on the BVC in Colombia,
• Cnova (Netherlands) on Euronext Paris.
Eligible
for the Deferred Settlement System (SRD)
and for the PEA share savings plan (PEA)
Shares outstanding
108,426,230 at 31 December 2020
Market capitalisation
€2.73 billion as at 31 December 2020
Stock exchange
Euronext Paris (Compartment A)
Symbol
– ISIN: FR0000125585
– Bloomberg: CO FP
– Reuters: CASP. PA
Indices
– Benchmark
CAC 40, CAC Mid 60, SBF 120, SBF 250, Euronext 150
– Sector
DJ Stoxx and DJ Euro Stoxx Retail
– Socially responsible investing
• FTSE4Good
• Euronext Vigeo indices: Eurozone 120, Europe 120
• Ethibel Sustainability Index (ESI) Excellence Europe
• MSCI ACWI ESG Leaders Index and MSCI ACWI SRI Index
• STOXX® Global ESG Leaders indices
The Casino share price is displayed in real time under “Casino share” in the Investors section of the corporate website:
https://www.groupe-casino.fr/en/.
116 I 117
CASINO GROUP I 2020 ANNUAL REPORT
FRANCE STORE
NETWORK
INTERNATIONAL
STORE NETWORK
Géant Casino hypermarkets
o/w affiliates/franchises
International affiliates
Casino Supermarchés
o/w French affiliates/franchises
International affiliates/franchises
Monoprix
o/w affiliates/franchises
Naturalia integrated stores
Naturalia franchises
Franprix
o/w franchises
Convenience
o/w franchises
Other businesses
Indian Ocean
TOTAL FRANCE
French network: excluding Leader Price.
Number of stores at
31 December
Retail space
(in thousands of sq.m)
2020
105
4
7
419
71
24
799
192
184
32
872
479
5,206
4,450
233
0
2019
109
4
6
411
83
22
784
186
182
23
877
459
2018
122
7
5
442
104
19
795
203
175
13
894
433
2020
740
2019
772
2018
848
668
667
726
746
741
737
347
352
364
5,139
5,153
710
701
700
367
259
591
239
n/a
0
n/a
122
n/a
118
7,634
7,946
8,236
3,211
3,355
3,493
Argentina
Libertad hypermarkets
Mini Libertad and Petit Libertad
mini-supermarkets
Uruguay
Géant hypermarkets
Disco supermarkets
Möte (Disco textile)
Devoto supermarkets
Devoto Express mini-supermarkets
Number of stores
at 31 December
Retail space
(in thousands of sq.m)
2020
2019
2018
2020
2019
2018
25
15
10
93
2
30
2
24
35
25
15
10
91
2
29
0
24
36
27
15
12
89
2
29
0
24
34
106
104
2
92
16
35
0.4
34
6
106
104
2
90
16
33
0
34
7
106
104
2
89
16
33
0
34
6
Brazil
1,057
1,076
1,057
2,005
1,963
1,860
Extra hypermarkets
Pão de Açúcar supermarkets
Extra and Mercado Extra supermarkets
Compre Bem supermarkets
Assaí (cash & carry)
Mini Mercado Extra and Minuto
Pão de Açúcar mini-supermarkets
Drugstores
+ Service stations
Colombia
Éxito hypermarkets
Éxito and Carulla supermarkets
Super Inter supermarkets
Surtimax (discount)
o/w Aliados
Cash & carry
Éxito Express and Carulla Express
Cameroon
Bao (cash & carry)
103
182
147
28
184
236
103
74
1,983
92
153
69
1,544
1,470
34
91
2
2
112
185
153
28
166
237
123
72
112
186
173
13
144
235
123
71
2,033
1,973
92
158
70
1,588
1,496
30
95
1
1
92
161
73
1,531
1,419
18
98
1
1
638
234
165
33
809
58
9
58
1,010
485
204
66
205
34
16
2
2
683
237
172
33
713
58
9
58
687
240
193
18
598
58
9
58
1,030
1,033
485
210
66
221
31
17
2
2
486
212
67
229
22
18
2
2
TOTAL INTERNATIONAL
3,160
3,226
3,147
3,215
3,191
3,091
118 I 119
CASINO GROUP I 2020 ANNUAL REPORT
The 2020 Universal Registration Document
and our CSR progress reports
are available on groupe-casino.fr
CONTACTS
Financial Communication and Investor Relations
Phone: + 33 (0)1 53 65 24 29
E-mail: directiondelacommunication@groupe-casino.fr
Financial Communication
and Investor Relations Department
Phone: + 33 (0)1 53 65 64 17
E-mail: IR_casino@groupe-casino.fr
Corporate Social Responsibility (CSR)
Phone: + 33 (0)1 53 70 51 97
Group website
groupe-casino.fr/en
SHAREHOLDER RELATIONS
CASINO, GUICHARD-PERRACHON
1, cours Antoine Guichard
CS 50306 – 42008 Saint-Étienne Cedex 1, France
Website: www.groupe-casino.fr/en/
E-mail: actionnaires@groupe-casino.fr
Toll-free number: 0800 16 18 20
(calls made from France only)
To convert bearer shares to registered shares, contact
the financial intermediary handling the shares concerned,
who will in turn register them with:
BNP Paribas Securities Services – GCT
Shareholder Relations
Grands Moulins de Pantin
9, rue du Débarcadère 93761 Pantin Cedex, France
Phone: + 33 (0)1 40 14 31 00
Authorised agent for management of shareholder registration.
Share capital of Casino, Guichard-Perrachon
165,892,131.90 euros
Registered office
1, cours Antoine Guichard
CS 50306 – 42008 Saint-Étienne Cedex 1, France
Phone: + 33 (0)4 77 45 31 31
Fax: + 33 (0)4 77 45 38 38
The Company is registered in Saint-Étienne Cedex 2 under
no. 554 501 171 RCS.
Paris office
148, rue de l’Université
75007 Paris, France
Phone: + 33 (0)1 53 65 25 00
PUBLISHED BY
Corporate Communications Department
Design and creation
Photo credits
Jean-Philippe Moulet/Seignette Lafontan Photographes/
Magali Delporte-Signatures (page 6)/Casino Group Internal Photo Library
Printed by
A-Print – Paris
Printed at an Imprim’Vert-certified print shop
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GROUPE-CASINO.FR/EN
TWITTER: @GROUPE_CASINO
LINKEDIN: GROUPE CASINO