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22 2014 Registration Document
Social responsibility
2
CSR at Carrefour
2.1.2.3
2014: assessing country risks
as part of a CSR approach
Risk assessment provides essential input when developing and updating
our CSR approach.
Within the Carrefour group, the mechanism for identifying and
addressing risk factors has multiple levels and includes CSR-related
risks (environmental, labour, and societal risks).
The Group’s approach to mapping risks is organised around 23 risk factors
(see pages 92 to 97 of this document) grouped into five categories,
including CSR risks when they are significant (business environment,
strategy and governance, operations, finances and financial services).
This is the mapping of major risks. A risk registry describes the type of
risks in detail. It is illustrated by real cases, including dates, details and
consequences, to help understand what happened. The final components
of the mechanism are indicators to measure exposure and loss. In 2014,
the countries reviewed this risk mapping, assessing the criticality of each
risk factor in their environment and identifying the events they feared.
A country risk mapping has also been prepared each year since 2008,
with monthly follow-ups describing the main events and what to watch.
It uses nine criteria, including one that covers all issues related to CSR
(environment, labour, and societal issues). An extra-financial rating agency
conducts the CSR risk assessment of this evaluation for each Group
country.
In 2014, the mapping of natural risks was updated and expanded,
including exposure to risks related to climate change. This process
identified the stores most vulnerable to earthquakes and floods.
To address environmental risks, in 2014 Carrefour mapped the risks
and challenges it may face. The aim of this exhaustive approach is to
improve our knowledge and understanding of the challenges and better
address risks in order to protect the Group’s business and employees.
A breakdown of operational responsibilities related to risk control is
being developed to address the issue from all angles.
2.1.3
Rolling out the CSR approach
The CSR approach is different for each business, since each adapts the
rules and three-pronged approach to its day-to-day activities.
2.1.3.1
Carrefour’s guiding principles:
driving the approach
The Group has established guiding principles to ensure operational
excellence and sustained results.
The principles apply to all store formats and sizes, which share the same
values and management principles despite their diverse concepts. They
are created for everyone - employees, managers, and directors - and
everyone is responsible for implementing them.
Whether they refer to people, assets, merchandise, or money, these
principles serve as a reminder of the Group’s basic business practices
while encouraging innovation. As with all its strategies, the Group has
structured its CSR approach around these four pillars.
So as to “doing its job well”, the Carrefour group has adopted
a decentralised organisation based on the principle of subsidiarity.
Responsibilities are delegated to the hierarchical level that is closest
to the field of operations.
This principle of subsidiarity is applied at all levels of the Company.
For example:
■
each country conducts its own strategy with the aim of increasing
market share and making the Carrefour banners a benchmark within
its borders;
■
each store’s management assumes full operational responsibilities,
with no need to refer to other functions or levels when making day-
to-day decisions.
Finally, innovation is a major business principle that guides the actions
of people at every level. Sharing ideas and working as a team help
foster creativity within the Group. Individual initiative and self-expression
are encouraged. The Group’s diversity contributes to its capacity for
innovation. Supporting innovation also means recognising that people
have the right to make mistakes.