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38 2014 Registration Document
Social responsibility
2
Action plans
2.2.2
The action plan to combat waste
Carrefour believes that above all, preserving natural resources means
combating waste. The first step involves reducing resource consumption
and seeking efficiency in all its operations. Carrefour’s efforts to combat
waste are focused primarily on its stores but also upstream at the
agricultural and industrial production stage, and downstream with
customers and consumers.
2.2.2.1
The Antigaspi Waste Reduction Plan
and how it is managed
Carrefour developed a waste reduction plan called Antigaspi in 2012
and began to implement it in 2013. The aim of this wide-ranging plan
is to encourage all departments and entities to be more efficient and
create more value. It incorporates not only economic profitability but
also environmental issues by seeking to increase efficiency in the use
of raw materials and energy. Initially made up of seven projects, it was
streamlined in 2014 into three components:
■
ensuring effective management of distribution costs (see below:
waste reduction/markdown, waste reduction/energy, waste reduction/
logistics and waste reduction/water);
■
integrating waste reduction into merchandise-related operations (see
pages 43 and 44);
■
offering customers and employees solutions to help them combat
waste (see page 54).
The Carrefour group considers this plan an essential tool in controlling
its environmental footprint, particularly its carbon footprint, as well as
an opportunity to create value with the Group’s various stakeholders.
Antigaspi is a strategic plan, deployed throughout the Group and
supported by the Chairman and Chief Executive Officer and implemented
directly by the Country Executive directors. Each country has been tasked
with setting up the necessary governance structure for local deployment
of the Plan by identifying synergies and mobilising the departments
concerned.
A working group at Group level, instigated by the General Secretary,
ensures the involvement of the departments concerned: strategy, human
resources, finance, communication, transport & logistics, CSR and risks
& compliance. A scorecard produced by the Financial Consolidation
department consolidates the results from all countries on a monthly
basis. The scorecard is monitored quarterly by the working group and
shared with both country directors and Finance directors.
It is also reviewed at Carrefour Managerial Meetings (RMCs) to provide
decision-making guidance and accountability for the Executive directors.
2.2.2.2
Waste reduction/markdown:
combating waste
◗
Reducing breakages and unsold stock
To improve store efficiency and avoid unsold stock, most of the Group’s
countries have set up cross-functional waste reduction committees
involving all the key players concerned. These monitor and analyse the
causes of waste, product by product and store by store. Following the
assessment, internal processes are improved to ensure that orders,
stocks and ranges match the needs of stores and customers more closely.
More efficient stores mean not only lower costs, but also less unsold stock.
◗
Donating unsold stock
In a further attempt to combat waste, unsold stock is donated in priority
to non-profit associations. In most of its countries, Carrefour stores
work in partnership with charities to which they donate food products
and textiles (see page 56). When unsold stock cannot be donated, it
is recovered as waste.
◗
Recovering waste
Carrefour’s goal is to recover 100% of its waste (apart from donations).
To achieve this, Carrefour’s teams are constantly seeking solutions based
on a circular economic model and local waste management. In 2014,
an international meeting of all Carrefour group buyers was held to share
best practices on waste recovery across all Group countries.
Cardboard, the primary source of waste, is sorted and recycled in all
countries. The sorting of other materials (plastic, metal, glass, biowaste,
etc.) is organised based on the local recycling systems and is gradually
becoming more widespread.
With this in mind, over the past few years Carrefour France has been
developing a full loop of activities to process organic waste from stores
via
methanation, which produces biomethane to fuel the vehicles in the
Supply Chain. By fuelling its lorries with energy generated from its own
waste, Carrefour is reducing its CO
2
emissions and its dependence
on traditional fuels. After a pilot with five lorries, the project is slated to
expand to 200 lorries by 2017.
2014
2013
2012
% vs. 12
Proportion of waste recycled – including donations
(% of waste)
64.8
61.3
58.5
10.7%
Like-for-like BUs (scope: 92% of 2014 consolidated sales, excl. VAT) - excluding: HM: AR/SM: IT, AR.