CARREFOUR - Registration document - 2015 annual financial report

Social responsibility

CSR at Carrefour

Risk assessment provides input when developing and updating the CSR

Evaluating CSR performance

2.1.3.3

approach. Within the Carrefour group, the mechanism for identifying

and addressing risk factors has multiple levels and includes

In application of Article

225 of Grenelle II, the CSR report has been

CSR-related risks

(detailed in section 3.5 of the chapter 3 Corporate

included in chapter

2 of the present reference document since 2013.

Governance of the present Registration Document).

The indicators and data published therein are subjected to an audit

and verification by one of our Statutory Auditors (Mazars in 2015).

In 2014, the mapping of 23 main risks per country of operation was

the subject of an annual review by the countries that assess the

Internal indicators

criticality of each risk factor in their environment and identify

unwanted events along with action plans already in place or to be put

Since 2006, Carrefour’s non-financial indicators have been calculated

in place. In 2015, risk analysis was reinforced in the Group’s supply

from data measured in the countries of operation. Since 2014,

chain. The objective is to thoroughly take into account the social and

non-financial data are reported

via

the same reporting tool used for

environmental risks in the supply structure (effect and adaption to

financial consolidation. Carrefour is currently working on indicators

climate change, respect for human rights, urbanisation phenomena,

that will allow it to more effectively measure material issues linked

fall of biodiversity, etc.).

with dashboard objectives. The methodology and report of the

Implementing actions and

2.1.3.2

independent third party organisation are published in the reference

document (

detailed in section

2.4.4 of this chapter).

The work

innovating

performed in 2015 received an unqualified opinion.

External evaluations

The deployment of the CSR strategy is managed by the Chairman and

Chief Executive Officer of Carrefour, through the intermediary of the

In 2015 Carrefour responded to eight NGO and consumer associations

senior management from the different countries and business lines.

questionnaires and eleven investors and rating agency questionnaires

This dual approach aims to encourage innovation and create the

(RobecoSAM – DJSI, Carbon Disclosure Project (CDP), CDP Water, CDP

paradigm shifts required to implement CSR strategy.

Forest, Sustainalytics and Oekom). With a focus on transparency, and

Involvement of countries

in connection with its commitments, this year Carrefour published the

results obtained from the Carbon Disclosure Project and RobecoSAM,

Senior management from the countries of operation is consulted and moved up in the 2015 Carbon Disclosure Project ranking: its rating

during managerial meetings. Two internal booklets present full CSR moved up from 66

C in 2014 to 96 B in 2015. Likewise for the DJSI

results for 2015 and set out CSR objectives for 2016, per country and RobecoSAM, which moved up by 7 points, from 62 to 69 between

are distributed to the executive directors of the different countries.

2014 and 2015. The progress in these rankings is due in part to

They compile the results and main objectives with respect to the three Carrefour’s willingness to make greater efforts in transparency and

focal points of CSR strategy and present trends reflected by the main exhaustiveness in its responses to these kinds of questionnaires.

performance indicators. To coordinate and manage all aspects of CSR Carrefour’s overall response to the CDP is available at the following

policy, each country executive Director has appointed a CSR website:

www.cdp.net.

correspondent and oversees the implementation of projects.

EVOLUTION OF CARREFOUR DJSI AND CDP RANKING

Involvement of the stores

2011

2012

2013

2014

2015

DJSI

CDP

100

Since 2015, Carrefour has placed at the entrance of certain pilot stores

a display of the store’s environmental and social results and the

director’s commitments. The objective is to involve the stores and their

customers in the projects and the store’s performance: number of

interns, energy consumption, names of partner food associations,

number of local and Carrefour Quality Lines products, amount of

organic products, etc.

Business line involvement

Each business line is gathered in a working group in which the actors

from each country exchange information. CSR follows this same

information stream to call on operational teams and encourage them

to propose innovative projects that meet the CSR strategy in its three

areas.

For certain activities, such as imported non-food product purchasing

or fish product purchasing, Carrefour disseminates the purchasing

rules and organises the inspection of their application.

2015 REGISTRATION DOCUMENT