Carrefour - 2017 Registration Document

1 PRESENTATION OF THE CARREFOUR GROUP Strategy of the Carrefour group CARREFOUR | 2017 REGISTRATION DOCUMENT 7 “Carrefour 2022” transformation plan 1.1.3 To revitalise its growth, the Group is undertaking an in-depth transformation by launching the “Carrefour 2022” plan, based on four key pillars. DEPLOY A SIMPLIFIED AND OPEN ORGANISATION ACHIEVE PRODUCTIVITY AND COMPETITIVENESS GAINS CREATE AN OMNI-CHANNEL UNIVERSE OF REFERENCE OVERHAUL THE OFFER TO PROMOTE FOOD QUALITY Deploy a simplified and open organisation 1.1.3.1 To capitalise on its strengths, Carrefour needs to streamline its organisation and become more open. More open to customers and outside partners The “Carrefour 2022” transformation plan will lead to the adoption of a customer-centric organisation that better reflects customer needs and expectations. All the measures set out in the transformation plan will contribute to it. CUSTOMER EXPECTATIONS IRRIGATING DECISION-MAKING PROCESSES CARREFOUR-BRANDED PRODUCTS DEVELOPED WITH CUSTOMERS SPECIALISTS/SECTOR LEADERS PURCHASING AND SALES PARTNERSHIPS START-UPS/OPEN INNOVATION CUSTOMERS AND EMPLOYEES MORE INVOLVED IN CONTINUOUS IMPROVEMENT PROCESSES OUTWARD-LOOKING PARTNERSHIP ECOSYSTEM INTERNAL CULTURE OF OPENNESS DEVELOP AN OPEN ECOSYSTEM BENEFITING OUR CUSTOMERS Carrefour intends to structure its organisation more closely around partnerships in order to take advantage of innovations and best practices and capitalise on the experience of creative start-ups and the power of sector leaders, such as the agreement signed with Fnac Darty in consumer electronics and the partnership with Showroomprivé in online private sales. The potential acquisition of a stake in Carrefour China by Tencent , the global technology leader, and Yonghui , a retailer specialised in fresh food and small formats in China, as well as the signature of a strategic partnership with Tencent pave the way for great opportunities for Carrefour in the country, notably in food e-commerce. A simplified organisation, by reducing the weight and complexity of headquarters To enhance operating efficiency and increase responsiveness, Carrefour is streamlining its head offices in all of its countries. The Group’s headquarters in the Greater Paris region will be regrouped, which will involve the closure of the corporate head office in Boulogne and the abandonment of the project to build a new 30,000 sq.m. headquarters in the département of Essonne. A strictly voluntary redundancy plan is offered to 2,400 employees at the head office in France, out of a total workforce of 10,500.