Carrefour - 2017 Registration Document

CORPORATE SOCIAL RESPONSIBILITY CSR at Carrefour 2017 REGISTRATION DOCUMENT | CARREFOUR 2. 32 CSR at Carrefour 2.1 2017 highlights 2.1.1 For the past 25 years, Carrefour has forged ahead with the rollout of its Corporate Social Responsibility (CSR) policy across its countries of operation and business lines. The main highlights of 2017 were as follows: Carrefour France organised its first agroecology forum (Forum ● des solutions de l’agroécologie) to promote the distribution among its products lines of the successful pilot crops that have been developed in the last few years (detailed in Section 2.3.1); Carrefour implemented a five-year organic farming programme ● to strengthen its position as market leader, act as a key partner to French producers, and make organic produce available to as many customers as possible (detailed in Section 2.3.2); Through the Marché interdit campaign, Carrefour France joined ● the fight with producers to make fruits and vegetables grown from farmers' seeds (semences paysannes) available to consumers, and asked the authorities to change the law prohibiting their sale based on the fact that they are not registered in the official catalogue of authorised seeds (detailed in Section 2.3.2); In Europe, Carrefour pledged to stop selling eggs from chickens ● raised in cages by 2020 for all private labels, and to help suppliers do the same by 2025 (detailed in Section 2.3.4); Carrefour France created an SME club to promote close ● relationships with its SME partners (detailed in Section 2.4.3); To inform customers and raise their awareness of the most ● important subjects related to well-being – healthy eating, sleep and physical exercise – Carrefour France worked with a network of nutrition experts and organisations to create in-store campaigns. It also created the Well-being for Everyone (Bien-être pour tous) website (detailed in Section 2.4.2); To coincide with World Food Day, all Group countries ran ● specific events as part of the fight against food waste (detailed in Section 2.2.1); The Carrefour Foundation supported 73 programmes in nine ● countries, for a total budget of 6.3 million euros (detailed in Section 2.4.6); To recycle the biowaste produced by stores into fuel on a local ● basis, Carrefour France strengthened its fleet of biomethane vehicles and service stations (detailed in Section 2.2.3); During the 2017 Our Ocean conference organised by the ● European Union, the Group asked those working in the fishing industry to adopt responsible fishing standards (detailed in Section 2.3.3); In accordance with the French law of March 27, 2017 relating to ● duty of care, Carrefour established the formal processes and methods embedded in the Group’s social responsibility approach as well as the additional measures taken under the duty of care plan (detailed in Section 4); To show his support for employee relations, Carrefour’s new ● Chairman and Chief Executive Officer spoke at the annual plenary session of the Carrefour European Works Council (CICE) (detailed in Section 2.5.3); Carrefour France and its local community partners signed an ● agreement on the Right to Disconnect law, and backed this up with training and other resources to raise awareness of the law amongst the employees affected by it (see Section 2.5.3); The Group created an “international health-safety-quality of life ● at the workplace” network to share and roll out best practices in these areas across its countries of operation and business lines (see Section 2.5.3); As part of the third Women Leaders & Diversity Convention, ● Carrefour country directors informed the 200 senior managers present of the progress made and their commitment to promote the advancement of women and provide them with support to reach positions at the highest levels of responsibility (see Section 2.5.4); Carrefour Spain launched the innovative Fresh Produce Business ● Lines Academy training programme in Spain to restore a professional approach to these business lines (see Section 2.5.2); The Group enhanced communication on its non-financial ● performance, and in 2017 joined its most successful peers from an economic, environmental and social perspective on the Dow Jones Sustainability World Index (DJSI); The Group adopted and published in this document the ● first measures initiated as part of its CSR Index, which provides an overview of its CSR commitments and performance, and is used to ensure business lines work towards a common set of goals (detailed in Section 2.1.3). Efforts in 2017 included: Carrefour-brand products are manufactured according to Group ● specifications. Inspection procedures include the use of analyses, audits of manufacturing sites and panels. Quality data are recorded and processed by Carrefour technical experts. With over 2,500 Carrefour sites, the Group conducted more than 50,000 analyses and organised over 3,700 external panels (detailed in Section 2.4.1); The Group launched an assessment of its efforts to involve ● customers in the fight against food waste and efforts to protect biodiversity. More than 175,000 people were interviewed during the latest survey. This assessment is now included in customer surveys conducted on a monthly basis. In 2017, 44.1% of customers identified CSR messages in stores (detailed in Section 2.4.2); Carrefour gives priority to products sourced locally from the ● country in which they are sold, particularly food products: 74% are locally sourced. Carrefour’s special relationship with these companies has been shaped around the products themselves. In France, 5,000 SMEs working in partnership with Carrefour supply more than one in three products on the Group’s shelves (detailed in Section 2.4.3); To ensure that supply chain working conditions comply with ● Group standards, Carrefour hires external companies to conduct compliance audits. Carrefour has performed compliance audits on all supplier plants located in high-risk countries. In 2017, the audits conducted by the Group covered just over 700,000 workers in the plants audited (detailed in Section 2.4.5).