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Social responsibility
CSR at Carrefour
Carrefour’s CSR methodology
2.1.3
The target for Carrefour is to drive change operationally. That is why
In this sense, Carrefour’s CSR methodology is organised using a circular
innovation is privileged. Innovation means anything that promotes
approach, which is broken down into different stages in order to create
creativity within the Group: the pooling of ideas or the involvement of
a circle of improvement. This CSR methodology, consolidated in 2015
various countries, stores, and professions. At every stage, dialogue with with the support of the countries that helped to develop it, facilitates
the stakeholders enables Carrefour to build action programs
the implementation of CSR into Company mechanisms and, in terms
cooperatively.
of management, fosters a view of commitments and results, closer to
reality and practical constraints.
Innovation
PLAN
developing the
Carrefour
strategy
ACT
& INNOVATE
Country
objectives,
action
programs
EVALUATE
Dashboard,
audit, external
evaluations
IMPROVE
Review,
management
Stakeholder
Dialogues
Involvement
of countries
stores,
and professions
Building the strategy
2.1.3.1
ISO 26000 analysis and materiality study
Carrefour’s CSR methodology is a process aimed at the continuous
Lastly, they were classed according to four different levels, based on
improvement of Carrefour’s performance. It is based on an initial
their impact on the Group’s activity and their importance for
ISO
26000 analysis (an international standard defining Corporate stakeholders. In all, fifteen challenges were identified as being material
Social Responsibility – CSR) conducted in 2012 and 2013. The initial
for Carrefour, including employee health and life balance, labelling,
objective was to move from a focus on commitments in social and food waste, product traceability and reliability, and the evaluation of
environmental fields to an approach based on the construction of a suppliers in terms of human rights issues and the development of
Carrefour strategy on material challenges among 450 identified issues.
lasting relationships with them.
A selection of challenges and three priority areas were established The materiality study concluded that the areas already identified by
following this analysis: combatting waste, protecting biodiversity and Carrefour corresponded to the priority issues of the materiality study,
providing support for our partners.
which helped strengthen the approach. Nevertheless, several topics
In order to evaluate and update this approach, a third-party expert was
were identified as needing better communication or more action plans,
entrusted with conducting a materiality study in 2014. The challenges
such as improving energy efficiency in the field of transport, employee
were first defined on a documentary basis (Group publications,
health and life balance, providing clear and reliable package labelling
industry benchmarks, analysis of media coverage and reference system for consumers, improving the nutritional quality of products and the
issues, etc.). Experts, including ten external stakeholders and five referencing of responsible textile products. A new materiality study will
internal stakeholders, then prioritised them during individual
be conducted in 2016, with a focus on continuous improvement in an
meetings.
effort to reinforce this process.
2015 REGISTRATION DOCUMENT
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