家乐福销售策略
Similarlyin those countries where Carrefour ’s growth is
based on a multiple format setupit was organized so as to
best make use of the Group ’s local resourcesHence in
Francethe new logistic organization for supermarkets
and convenience stores will result in significant economies
of scale for both formats
In Brazilthe hypermarkets and supermarkets ’manage
mentprocurement and marketing resources were pooled
to further boost sales
Wherever the Carrefour Group does businessits stores
have further moved its market positioning towards the
discount end through a policy of low prices and large
scale promotionsThe banners concerned by the con
version to the euro locked in their prices through May
2002 and maintened a freeze on own brands over the
whole yearIn Greecefor examplethe prices of over
1000 products were frozen and the budget items
prices were maintained through December 31
The price positioning was supported by many promo
tional campaignsIn the first halfCarrefour won back
market share in Brazil by conducting three short promo
tional campaigns a weekIn the second halfthe group ’s
40
th
Anniversary offered a worldwide opportunity to dis
play the competitive nature of the product rangeOther
international promotions such as the ones in countries
A firm positioning in discount
Carrefour ’s priority is for each of its stores to set the
benchmark in retailing among its peersIts stores provide
all of the benefits of conveniencebroad selection and
price under one roofwhich only a worldclass Group can
provide
Efforts made in 2001 to pool knowhowlogistics tools
and to group purchases have paid offThe gains derived
allow for aggressive discounting while increasing the num
ber of innovations
In Europethe synergies achieved by FranceItalySpain
and Belgium boosted sales in their storeswhich managed
to maintain a very aggressive price positioning compared
to the average for the market
These synergies also benefited from the international
deployment of product rangesSpain saw the introduc
tion of 444 Carrefour product ranges and Italy 280
Meanwhile1400 retailer brands took the Carrefour
name in BelgiumThe Dia brand was introduced in France
thereby giving Ed the benefit of Dia Spain ’s purchasing
clout
In the nonfood sectorCarrefour Spain successfully intro
duced its textile knowhow in Greece and Italythereby
resulting in a net sales gain in these locationsMeanwhile
Italy began to step up its role as a caterer for its European
neighbors
Optimizing resources through synergies
14
During 2002our Group continued to win market share based
on strong sales momentum and many new store openings in the
30 countries where we have operationsWe enhanced the appeal
of our banners and built customer loyalty with our strong
discount positioning as well as our focus on innovation and
qualityThe pace of expansion picked up with the addition of
963000 square meters of sales space in 2002 under the Group ’s
banners compared to 150000 square meters in 2001Carrefour
also enjoyed the first fruits of its multiple format strategy in
Western Europe and Latin Americapassing on the gains derived
from pricing synergies to the greater benefit of consumers
Because we put the customer firstwe have systematized
the implementation of a program for longterm growth
that encompasses the safety and quality of our products
environmental protection and a commitment to ethics and our
employeesLastlyto support our expansion and provide the best
possible service to our customersthe Group hired a total of
70000 new employees in all its banners in all countries
Daniel BernardChairman and Chief Executive Officer
OUR STRATEGY
S T E P P I N G U P T H E O F F E N S I VE
Make consumer products accessible to the greatest number of peopleCarrefour is working to achieve
this goal every day by tailoring its products and concepts to consumers ’needs and expectations
In 2002this uncompromising approach paid offThe Group grew its market share in every country
where it does business through an aggressive pricing policya revamped marketing program combined
with quality products and a successful customer loyalty program
15 Stepping up the offensive Our strategy
Brazil China Poland France
brandpresent in 9 countries with 815 product
references in 2002
The clientele appreciates this commitmentThe sales
volumes attest to the role Carrefour plays in making
quality accessible to all
Stimulated by low pricesstores have found effective and
inventive tools to drive the sales momentumThe Group
has multiplied innovations by introducing new concepts
in all of the formatslaunching new product lines (like
the J'aimeline)and increasing the scope of its services
Innovation to make stores increasingly
appealing
involved in the World Football Cuphelped to boost
the stores ’financial performance
Food quality and safety are one of the Group ’s ongoing
prioritiesThis concern has resulted in the creation of
Carrefour Quality Lines supply networkten years ago
With 250 linesincluding 118 in Francein partnership
with 40000 farmersthe program has now attained an
international scope13 countries are developing their own
lines and the volume of trade among the countries is high
and constantly growingThe Group supplemented this
offering four years ago by introducing the Carrefour Bio
Quality products within everyone ’s reach
In Europenetwork renovation continued in GreeceIn
Francea major modernization effort was begunaimed
at implementing all of Carrefour ’s new concepts
throughout its hypermarketsTwenty stores were reno
vated in 2002
The effort to tailor products to different consumer targets
continuedThe Group revamped 280 Shopi and
8 à Huit convenience stores in France to meet the needs
of a clientele seeking quality and friendlinessIn all the
countries where Carrefour does businessthe Dia banner
supported the growth in demand by adding to its sales
area and increasing the number of its listed products
Growth in store brandsretailer brands and
price leaders
Carrefour offers a wide and varied range of product
Multiplying new concepts
Carrefour made significant capital expenditures in 2002
to reconfigure its stores to make them more attractive
and improve customer serviceReorganized sales areas
and product staging make the best of the Group ’s vari
ous areas of expertiseThis applies to both the food and
nonfood areas in hypermarketsto fresh foods in super
markets and convenience stores and to the management
of product lines in hard discount stores
The Group continued to modernize its networksIn
Argentina80 supermarkets were brought up to stan
dards and now bear the Norte bannerIn Asiamany
stores adopted new concepts for fresh foodsthereby
gaining a huge competitive advantage over their main
rivalsthe street marketsIn Thailand60of the store
network was remodeled following these principles
16
Reflets de France N °1 J ’aime
Firstline Carrefour
17
Destination Saveurs
Stepping up the offensive Our strategy
lineswhich are often updated in both foods and non
foods
It has thirteen excellent valueformoney store brands
four of which have an international and multiple
format scopeReflets in France and its offshoots Tierra
Nuestra in SpainTerra d ’Italia in Italyand Souvenir du
Terroir in BelgiumDestinations SaveursEscapades
Gourmandes and Grand Jury
Store brands represent a significant share of sales
ranging from an average of 25up to 80for some
product families in France
In 2002the CarrefourChampion and Dia retailer
brands continued to increase their share of their
product lines in the various storesDia introduced from
300 to 450 listed items in its various sales outletsIn
Italy in particularthe network ’s growth was supported
by the introduction of over 1600 listed items in all its
formatsOf these420 were sold under the newly
created Di per Di brand920 were GS products and
280 were new Carrefour products
Price leader products were also a powerful sales
driver in 2002particularly in those countries most
touched by the economic crisisIn particularthey were
introduced into Norte ’s product range in Argentina
Sales of the high quality Bio and Quality Lines
continued to rise in those countries where they were
introducedadvancing strongly in Western Europe with
a significant thrust into Latin AmericaIntroduced in
2002 by Carrefour in Francethe new brand of health
food productsj ’aime has just been added to these
linesIn the nonfood areathe Group has several
brands that have an appeal similar to those of the
specialized namesThe Tex clothing brand is one of
France ’s leading textile brand
Growing use of loyalty cards
Loyalty cards continue to be increasingly usedToday
21 million households in Europe own a loyalty card
from one of the Group ’s banners and Champion ’s loy
alty card Iris accounts for 75of its French salesIn
Greecethe Kerdokarta loyalty card was introduced in
September 2001 and was owned by 471000 customers
in 2002 who generated 40of the store ’s salesIn
SpainDia ’s customer loyalty program involves 6 mil
lion cardholders and accounts for 82of Dia ’s sales in
that country
Additional customer loyalty tools were implemented in
some countriesIn FranceChampion introduced Ticket
+Champion in January 2002The program distributed
coupons to all its supermarket shoppersgenerating a
40redemption rate over the yearThe introduction
of a similar tool in Poland boosted store traffic by 21
Always more customer services
Over the yearsCarrefour has added numerous practi
cal and accessible services to its offeringThe Group
has thus become a competitive player and the bench
mark in several areas of activity outside of its core busi
ness lineWith 88 offices located near its stores
Vacances Carrefour is one of France ’s leading tour
operatorsThe operation publicized its expertise by
making a travel brochure available in Champion stores
and has introduced an offer in its convenience storesIn
2002the concept was exported to Greece under the
Carrefour Travel banner
The Group has also continued to expand its network of
optician shops in FranceSpain and Italy and is under
taking to develop a network of service stations in Spain
In Europenetwork renovation continued in GreeceIn
Francea major modernization effort was begunaimed
at implementing all of Carrefour ’s new concepts
throughout its hypermarketsTwenty stores were reno
vated in 2002
The effort to tailor products to different consumer targets
continuedThe Group revamped 280 Shopi and
8 à Huit convenience stores in France to meet the needs
of a clientele seeking quality and friendlinessIn all the
countries where Carrefour does businessthe Dia banner
supported the growth in demand by adding to its sales
area and increasing the number of its listed products
Growth in store brandsretailer brands and
price leaders
Carrefour offers a wide and varied range of product
Multiplying new concepts
Carrefour made significant capital expenditures in 2002
to reconfigure its stores to make them more attractive
and improve customer serviceReorganized sales areas
and product staging make the best of the Group ’s vari
ous areas of expertiseThis applies to both the food and
nonfood areas in hypermarketsto fresh foods in super
markets and convenience stores and to the management
of product lines in hard discount stores
The Group continued to modernize its networksIn
Argentina80 supermarkets were brought up to stan
dards and now bear the Norte bannerIn Asiamany
stores adopted new concepts for fresh foodsthereby
gaining a huge competitive advantage over their main
rivalsthe street marketsIn Thailand60of the store
network was remodeled following these principles
16
Reflets de France N °1 J ’aime
Firstline Carrefour
17
Destination Saveurs
Stepping up the offensive Our strategy
lineswhich are often updated in both foods and non
foods
It has thirteen excellent valueformoney store brands
four of which have an international and multiple
format scopeReflets in France and its offshoots Tierra
Nuestra in SpainTerra d ’Italia in Italyand Souvenir du
Terroir in BelgiumDestinations SaveursEscapades
Gourmandes and Grand Jury
Store brands represent a significant share of sales
ranging from an average of 25up to 80for some
product families in France
In 2002the CarrefourChampion and Dia retailer
brands continued to increase their share of their
product lines in the various storesDia introduced from
300 to 450 listed items in its various sales outletsIn
Italy in particularthe network ’s growth was supported
by the introduction of over 1600 listed items in all its
formatsOf these420 were sold under the newly
created Di per Di brand920 were GS products and
280 were new Carrefour products
Price leader products were also a powerful sales
driver in 2002particularly in those countries most
touched by the economic crisisIn particularthey were
introduced into Norte ’s product range in Argentina
Sales of the high quality Bio and Quality Lines
continued to rise in those countries where they were
introducedadvancing strongly in Western Europe with
a significant thrust into Latin AmericaIntroduced in
2002 by Carrefour in Francethe new brand of health
food productsj ’aime has just been added to these
linesIn the nonfood areathe Group has several
brands that have an appeal similar to those of the
specialized namesThe Tex clothing brand is one of
France ’s leading textile brand
Growing use of loyalty cards
Loyalty cards continue to be increasingly usedToday
21 million households in Europe own a loyalty card
from one of the Group ’s banners and Champion ’s loy
alty card Iris accounts for 75of its French salesIn
Greecethe Kerdokarta loyalty card was introduced in
September 2001 and was owned by 471000 customers
in 2002 who generated 40of the store ’s salesIn
SpainDia ’s customer loyalty program involves 6 mil
lion cardholders and accounts for 82of Dia ’s sales in
that country
Additional customer loyalty tools were implemented in
some countriesIn FranceChampion introduced Ticket
+Champion in January 2002The program distributed
coupons to all its supermarket shoppersgenerating a
40redemption rate over the yearThe introduction
of a similar tool in Poland boosted store traffic by 21
Always more customer services
Over the yearsCarrefour has added numerous practi
cal and accessible services to its offeringThe Group
has thus become a competitive player and the bench
mark in several areas of activity outside of its core busi
ness lineWith 88 offices located near its stores
Vacances Carrefour is one of France ’s leading tour
operatorsThe operation publicized its expertise by
making a travel brochure available in Champion stores
and has introduced an offer in its convenience storesIn
2002the concept was exported to Greece under the
Carrefour Travel banner
The Group has also continued to expand its network of
optician shops in FranceSpain and Italy and is under
taking to develop a network of service stations in Spain
Over its 40 years of existencethe relevance of its hypermarket concept has opened the
doors of 30 countries to the GroupIn only ten of them does it have a multiple format
presenceHenceCarrefour has a considerable growth margin for its two other global
business lines —the supermarket and the hard discount storeIn 2002the
multiplication of the number of store openings worldwide in all formats demonstrates
the Group ’s efforts to resume its traditional growth rate
18
With a solid base in 30 countries spanning four con
tinentsCarrefour began 2002 in a new expansion
phase oriented on building upon its existing network
and regionalizing its conceptsThe current objective
is to exploit the growth potential that it gained in its
major strategic deals concluded in recent years
During 2002Carrefour opened 657 stores
They are broken down into 43 hypermarkets
77 supermarkets338 hard discount stores195
convenience stores and 4 cash and carry stores
This brought the total number of stores under the
Carrefour banner to 9632The stores ’total sales
area rose from 11816000 square meters to
12780000 square metersSame store sales
accounted for 28 percentage points of Carrefour ’s
total growth rate
In Europethe steppedup expansion program
resulted in the opening of 17 hypermarkets and
Over 600 openings spanning the continents
71 supermarketsenabling the Group to win market
share in all of the countries where it operates
particularly those where it most recently entered
In Latin Americathe Group plans to add to its
existing network by playing on the diversity of its
formats and targeting densely populated regions
In Argentinathe economic crisis hampered the
growth of hypermarket and supermarket names
but favored Dia ’s advancewhose concept proved
particularly appropriate in the tough economic
and social environment
In Brazilthe expansion in hypermarkets and
supermarkets resumedThe Group was on the
upswing in the rest of Latin America with new store
openings in Mexico and ColombiaThe rate of
growth is expected to accelerate in 2003 and
extend to Chili
Asia accounted for 42of new hypermarket
openingsCarrefour opened a fourth hypermarket
in Japanconfirming its plans to expand into a
promising marketand it stepped up its intro
duction in China ’s major cities
FOCUSING ON EXPANSION
with Javier Campo
Director –Hard discount
DIA is a rapidly expanding banner
that has proved its resilience
The hard discount store is a goanywhere format that is
particularly well suited to the most difficult situations
thanks to its formatlow prices and product linesDia
is well established in seven countrieswhich leaves
room for market penetration in the 23 others where
the Group is establishedWe have an immense
potential for growthbut our policy is to consolidate
our network before committing ourselves in additional
countriesOur principal task in 2002 was to build on
our presence in those countries recently opened to us
through a program of rapid expansionIn Brazilwhere
we just opened 52 stores70 openings are planned in
São Paulo for 2003In Turkey45 stores were added to
the total numberIn these countries where retailing is
ENCOUNTER
19
predominantDia succeeded in making significant
market share gains thanks to its competitive pricing
and quality store brandsWe opened 137 stores in
Spainwhere we are the leader in mass consumer food
products with 12of the marketand in France32 Ed
storeswhich attests to this format ’s capacity for
growtheven in a very mature marketCountries like
PortugalGreece and even Argentina saw big increases
in same store sales during the year
Another task was to gain a successful entry into China
We have been preparing to enter the world ’s biggest
market for three years nowCarrefour ’s past
experience in the region was a great help in advancing
this projectOur first Chinese stores will have their
grand openings in the second half of 2003 under
the Dia Casa Dia bannerWe have plans to open
50 stores in Shanghai and Beijing in 2003The goal
is to have a total of 500 retail outlets in 2007 with
locations in the country ’s major cities
Focusing on expansion Our strategy
20
In most of the countries where the Group is established
market shares are gained by either opening new
retail outlets or adding to the existing ones
Thereforein order to achieve its objectives and at the
same time control costsCarrefour uses various
growth paths to help it to advance while preserving its
capital
The future is in multiple formats
In countries with mature marketssupermarkets
hard discount stores and convenience store networks
are the preferred paths for expansionOver 600
retail outlets were created in 2002The longterm
objective is to supplement the network of hyper
markets by installing other formats so as to offer
Pragmaticinnovative expansion means consumers a wide range of sales spaces and product
lines that suit their lifestylesExpanding through
multiple formats also speeds up the penetration into
a country by profiting from the complementarity of
the various formats
Growth through franchises and partnerships
Franchising is one of Carrefour ’s means of expan
sionIt allows store banners to expand rapidly in a
country while boosting their purchasing power and
limiting their capital expendituresAt 15of
Carrefour ’s consolidated salesthis method of ope
ration is very well developed in Europe in all the
formatsPartnerships also let the Group introduce
its concepts in other countries by drawing on its
partners ’expertiseThis is why we are now very
successful in RomaniaTunisia and Egypt
21
Although Carrefour is worldclass in terms of size
and the resources it allocates to growthit has cho
sen to adapt its concepts to local cultures and
consumer habitsIn this spiritit relies on a decen
tralized organization formed from over 50 opera
ting unitsEach one is responsible for developing a
format and its product lines in one countryThis
operating method relies on local initiativethereby
providing for the best possible match of store confi
guration with consumers ’expectations
Over 90of the banners ’product lines are localif
not regionalThusin Chinarice is sold in bulk and
a special infrastructure has been set up to sell live
fishturtlesfrogs and sea foodConverselyin
Japanall perishable goods are carefully packaged
since the Japanese have a deep aversion to products
exposed to the open air
A global concept tailored to local conditions Within a given countrythe banners aim constantly
at gaining a better foothold in the local fabricTo
foster this movementCarrefour has further decen
tralized its organization in France by focusing its
energies on the regionsIn Brazilthe regionaliza
tion of purchasing and product lines has proved to
be the best way of increasing sales
Carrefour has traditionally been the biggest expor
ter of hypermarkets in the worldintroducing the
concept in France as far back as in 1963in Latin
America in 1975 and in Asia in 1989Quite often
the arrival of a new Carrefour store enables people
to discover and appreciate a new form of commer
ce by bringing them constant innovations and a
choice of products that extends beyond the local
offering
Focusing on expansion Our strategy
22
Every yearCarrefour recruits around 70000 people around
the worldThis is a real challenge for the Groupwhich must
match the available skills with its needs in each of the geo
graphic regions where it does business and at all levels
Hencethe Group strives to conduct an outreach program in
each country by forming alliances with schoolsmajor uni
versities and employment agencies
The Internet recruitment sitewwwcarrefourmyjobcom
was launched in July 2002It provides substantial visibility for
the human resources programand helps to enhance
Carrefour ’s image as a good place to workIt is accessible
directly or through the wwwcarrefourcom website and
those of its various store namesWith this toolrecruiters can
access job applications more quickly and at a lower costAs
of December 312002the site had recorded 51200 hits
with 27000 résumés filed
Training is at the heart of the human resources
programand serves as an ongoing pledge to our
employees ’advancement and promotion
To better carry out this pledgeCarrefour founded the
Ecole Carrefour early in 2002 in order to instruct young
trainees in the retailing business
Training professionals
Recruitment In 2002the company logged over 4200000 hours of
trainingThe purpose of training is not only to raise the
level of professionalism among employeesbut also to
give them the means to develop within the company
Company loyalty is the result of a policy based on listening
to employees ’views while providing the means for effec
tive career management
Listening and participating
Since 1996hypermarkets in France have systematized listen
ing to employees to assess their satisfactionIt is a valuable
tool for taking stock of the company ’s labor relations and it
enables the Group to adjust its management style and draft
action plans that factor in employees ’recommendations and
commentsIn 2002the Listening to Employees tool was
implemented in supermarkets in FranceBelgiumSpain and
ItalyOver 8000 personsboth managers and employees
used it to express their point of viewIn Belgiumthis initiative
made it easier to integrate the GB store network within the
Carrefour Group
Employee profit sharing plans are another tool to build loyal
tyIn 2002 in France175282 payments were made to
the company savings plan representing a total investment of
¤131504317
Building loyalty and motivation
A FRAMEWORK F O R PROGRESS
Carrefour ’s momentum would fade were it not for the deep commitment on the part of all
of its employeesOne of the Group ’s key requirements is to develop their potential and foster
their professional and personal developmentThis is why the human resources policy focuses
on four main priorities
support the company ’s growth through local recruitment in keeping with the strategy
chosen for each country
develop a loyalhighcaliber workforce through good communications and training
manage our people so they may advance as their value to the company is recognized
acquire the tools needed to spread our corporate culturewhich is founded on common
valuesacross national borders
23
Career management
In 2002the Group developed a career management tool
designed for executives to support the career develop
ment of its high potentials This tool provides for better
management of careerscompensation and training
A new expatriate management policy was also imple
mented starting on January 12002Its purpose is to
facilitate mobility and to establish uniform conditions of
expatriationNew training programs were drawn up for
expatriates during their departure abroad and to support
them when they return
In addition to the Internet recruitment siteCarrefour has
acquired other valuable tools using new computer tech
nologiesnotably to
make training more accessibleThe online training site
on shelf arrangement created in Brazil was deployed this
year in Portugaland should be introduced gradually in
various other countriesIn Francea module on making
baguettes was created and tested and is the first step in an
elearning approach designed to increase professionalism
in Fresh Products
improve inhouse communications
The intragroupecarrefourcom website created in June
2001 has quickly gained popularityThe number of hits
Innovation
more than doubled in one yearreaching an average of
20000 hits per month since May 2002
These tools are now necessary to better control costs
They also provide communication in real timeand are
thus more responsive
In 2002the Carrefour Group formalized its Visionits
Ambitionits Values and its PoliciesAs the Group entered
a more intense expansion phaseit became essential to lay
the foundation for a benchmark of values and behaviors
that would apply to all countries and formats to strengthen
the feeling of belonging in the Group and team spirit
among all of its employees
The effort was truly an act to found a Carrefour
corporate culturethe product of different cultures and
formalized to be understoodshared and applied by every
oneIt is also a major strategic document that establishes
the adherence to a certain number of policiesieClients
AssetsPersonnelMerchandise and Moneywhich are
essential for maintaining the service quality and competi
tiveness which are the basis of the reputations of the
Group ’s banners worldwide
The circulation of Values and Policies was undertaken in late
2002 from the top downAll employees should be intro
duced to it in 2003
Sharing common values
BREAKDOWN OF THE WORKFORCE BY REGION
As of December 312002 TOTAL396662
20
11
69
A framework for progress Our strategy
AGE DISTRIBUTION
As of December 312002 5
13
12
18
25
Over 50
40 to 50
35 to 40
30 to 35
25 to 30
Under 25 27
010 2030
GROUP WORKFORCE TRENDS *
19972002
1998 1999 2000 2001 2002
WORKFORCE TRENDS BY FORMAT
19972002
0
20
40
60
80
100
92
33
55
92
63646061
15192222
15111110
7677
1997
1998 1999 2000 2001 2002 1997
Hyper Super Hard discount Others
Europe Latin America Asia
123437
144142
272160
330247
382821 396662
*Excluding franchised stores
24
The Carrefour Group ’s sustainable development policy was
formalized in 2001 around three areas of commitment
quality and safetyrespect for the environment and social
responsibilityIt is now fully integrated into the Group ’s busi
ness plan
During the year 2002 Carrefour
communicated its framework both inhouse and outside of
the companyparticularly through its participation in the
World Environment Day (see box)Its first Sustainable
Development Report received the French Ordre des Experts
Comptables award for the best initial communication on
sustainable development
took into account the expectations of its various audiences
with more frequent consultation and dialogue
added further detail to its financial reports by including
figures that will enable investors to compute key performance
indicatorsone of the main expectations of our creditors
(credit rating agenciesconsumer associationsenvironmen
tal and societal NGOspublic authoritiesunionsetc)
was included for the first time in a socially responsible
market indexthe Dow Jones Sustainability Index (DJSI)
Worldand in the portfolio of Scandinavia ’s biggest manager
of socially responsible mutual fundsStorebrand
The quality and safety of products sold in our stores is one
of the Group ’s prioritiesnotably for our store brand food
products and retailer brandsFor these itemsCarrefour
works closely with its suppliers to ensure the traceability
and their bacteriological quality of products as well as the
implementation of the precautionary approach and a
rapid recall procedureIn 2002Carrefour set up a Safety
Observatory for its own store brand productsThe Group
also developed a Quality Management Charta data
processing tool that can predict and manage risks by moni
toring controlled products throughout preparation
Reducing the Group ’s environmental impact is another
taskThe various stores are encouraged to enrich
their product lines with environmentally friendly products
in terms of their preparation and in their choice of
packaging
Further protecting the environment
Quality and safety –a stronger system
P R O M O T I N G R E S P O N S I B L E B U S I N E S S
Carrefour has been committed to sustainable development for more than ten years now
This year it took a further step to implement its frameworkThe Group bolstered the
missions of its Quality and Sustainable Development Division and shored up its analytical
toolsThe May 2002 publication of the first Sustainable Development Report served to
communicate its commitments to all of its audiencesCarrefour ’s objective is to contribute
at its levelto the quality of life of the people it servesand to integrate a sustainable
development ethic in all the daytoday practices of its employees
Drawing by a child during a contest organized
by Carrefour in China
25
PRA C T I C ES
For examplein 2002Carrefour France saved 484 metric
tons of raw materials used in packaging and a packaging
reference guide was drafted to encourage the spread of
these good practicesAfter working with the WWF in
2001 to promote sustainable forest management
Carrefour drafted a special charter to implement this
framework for its procurement of wood products
To reduce the environmental impact of transporting our
productsparticularly CO2 emissionsCarrefour estab
lished a system of partnerships with all the players in its
logistic network in 2002Several work orientations were
laid outand included alternative modes of transport
(river transportrail transportclean trucks)and the opti
mization of loads and routesMany potential reductions
in emissions were identified
Our stores also continue to implement our program by
striving to improve their sorting of wastelowering energy
consumption and providing the public with reusable bags
As a global economic playerCarrefour wants to build
longterm relationships with its suppliers and partnersIn
addition to a formalized commitment on their product
quality and traceabilitythe Group insists on their involve
ment in preserving the environment and adhering to a
certain number of ethical principles
The Group remains very vigilant with respect to labor con
ditions in factoriesIn 1995Carrefour initiated a program
of labor audits on its suppliers ’premisesand formalized it
in 1997 with a written commitment charterBy subscribing
to the charterits suppliers undertake in particular not to
Economic and social responsibility
use child labor or forced laborTo ensure that these com
mitments are followedthe Group has implemented a
largescale awareness and monitoring program with the
International Federation of Human Rights Leagues
Partner in local development
Wherever Carrefour has a presenceit contributes to the
economybe it through the jobs it creates or the partner
ships it forms with local suppliers to develop regional
productsThe Group strives to make consumer products
accessible to all by encouraging local progressstimulating
exchangestrade and economic and cultural freedom
Hencethe Group tailors its product lines in developing
countries to the local culture and current standards at
CarrefourThis helps the local population to raise their
local standards in terms of quality of liferespect for the
environmenthygiene and local safety
Social welfare has been a core value at Carrefour since it
was foundedCreated in 2001the Carrefour
International Foundation has been conducting actions in
40 countries for two years nowWith an annual budget
of ¤ 46 millionit intervenes especially in emergency or
disaster situationsthe fight against poverty and exclusion
while it supports medical and scientific researchThe
Foundation supports numerous educationalliteracy and
cultural programs aimed at the most underprivileged
Social welfare is also expressed through many local and
national initiatives that are conducted on the scale of the
banners or companies
Social welfare is a local value
Promoting responsible business practices Our strategy
2002 Sustainable Development Report
available in June 2003
On the Internetwwwcarrefourcom
ContactRoland Vaxelaire
FOR ADDITIONAL INFORMATION
An international participation
in World Environment Day
Carrefour used the World Environment Day on June 5
2002 to implement and communicate its commitment
Stores representing all of the formats participated
in 24 countries with over a hundred actions adapted
to local issuesSome of these included raising
the awareness of customers to water issues in Spain
a campaign to vaccinate children against polio in Brazil
and an operation to clean the Mediterranean
sea and forests in Greece
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Similarlyin those countries where Carrefour ’s growth is
based on a multiple format setupit was organized so as to
best make use of the Group ’s local resourcesHence in
Francethe new logistic organization for supermarkets
and convenience stores will result in significant economies
of scale for both formats
In Brazilthe hypermarkets and supermarkets ’manage
mentprocurement and marketing resources were pooled
to further boost sales
Wherever the Carrefour Group does businessits stores
have further moved its market positioning towards the
discount end through a policy of low prices and large
scale promotionsThe banners concerned by the con
version to the euro locked in their prices through May
2002 and maintened a freeze on own brands over the
whole yearIn Greecefor examplethe prices of over
1000 products were frozen and the budget items
prices were maintained through December 31
The price positioning was supported by many promo
tional campaignsIn the first halfCarrefour won back
market share in Brazil by conducting three short promo
tional campaigns a weekIn the second halfthe group ’s
40
th
Anniversary offered a worldwide opportunity to dis
play the competitive nature of the product rangeOther
international promotions such as the ones in countries
A firm positioning in discount
Carrefour ’s priority is for each of its stores to set the
benchmark in retailing among its peersIts stores provide
all of the benefits of conveniencebroad selection and
price under one roofwhich only a worldclass Group can
provide
Efforts made in 2001 to pool knowhowlogistics tools
and to group purchases have paid offThe gains derived
allow for aggressive discounting while increasing the num
ber of innovations
In Europethe synergies achieved by FranceItalySpain
and Belgium boosted sales in their storeswhich managed
to maintain a very aggressive price positioning compared
to the average for the market
These synergies also benefited from the international
deployment of product rangesSpain saw the introduc
tion of 444 Carrefour product ranges and Italy 280
Meanwhile1400 retailer brands took the Carrefour
name in BelgiumThe Dia brand was introduced in France
thereby giving Ed the benefit of Dia Spain ’s purchasing
clout
In the nonfood sectorCarrefour Spain successfully intro
duced its textile knowhow in Greece and Italythereby
resulting in a net sales gain in these locationsMeanwhile
Italy began to step up its role as a caterer for its European
neighbors
Optimizing resources through synergies
14
During 2002our Group continued to win market share based
on strong sales momentum and many new store openings in the
30 countries where we have operationsWe enhanced the appeal
of our banners and built customer loyalty with our strong
discount positioning as well as our focus on innovation and
qualityThe pace of expansion picked up with the addition of
963000 square meters of sales space in 2002 under the Group ’s
banners compared to 150000 square meters in 2001Carrefour
also enjoyed the first fruits of its multiple format strategy in
Western Europe and Latin Americapassing on the gains derived
from pricing synergies to the greater benefit of consumers
Because we put the customer firstwe have systematized
the implementation of a program for longterm growth
that encompasses the safety and quality of our products
environmental protection and a commitment to ethics and our
employeesLastlyto support our expansion and provide the best
possible service to our customersthe Group hired a total of
70000 new employees in all its banners in all countries
Daniel BernardChairman and Chief Executive Officer
OUR STRATEGY
S T E P P I N G U P T H E O F F E N S I VE
Make consumer products accessible to the greatest number of peopleCarrefour is working to achieve
this goal every day by tailoring its products and concepts to consumers ’needs and expectations
In 2002this uncompromising approach paid offThe Group grew its market share in every country
where it does business through an aggressive pricing policya revamped marketing program combined
with quality products and a successful customer loyalty program
15 Stepping up the offensive Our strategy
Brazil China Poland France
brandpresent in 9 countries with 815 product
references in 2002
The clientele appreciates this commitmentThe sales
volumes attest to the role Carrefour plays in making
quality accessible to all
Stimulated by low pricesstores have found effective and
inventive tools to drive the sales momentumThe Group
has multiplied innovations by introducing new concepts
in all of the formatslaunching new product lines (like
the J'aimeline)and increasing the scope of its services
Innovation to make stores increasingly
appealing
involved in the World Football Cuphelped to boost
the stores ’financial performance
Food quality and safety are one of the Group ’s ongoing
prioritiesThis concern has resulted in the creation of
Carrefour Quality Lines supply networkten years ago
With 250 linesincluding 118 in Francein partnership
with 40000 farmersthe program has now attained an
international scope13 countries are developing their own
lines and the volume of trade among the countries is high
and constantly growingThe Group supplemented this
offering four years ago by introducing the Carrefour Bio
Quality products within everyone ’s reach
In Europenetwork renovation continued in GreeceIn
Francea major modernization effort was begunaimed
at implementing all of Carrefour ’s new concepts
throughout its hypermarketsTwenty stores were reno
vated in 2002
The effort to tailor products to different consumer targets
continuedThe Group revamped 280 Shopi and
8 à Huit convenience stores in France to meet the needs
of a clientele seeking quality and friendlinessIn all the
countries where Carrefour does businessthe Dia banner
supported the growth in demand by adding to its sales
area and increasing the number of its listed products
Growth in store brandsretailer brands and
price leaders
Carrefour offers a wide and varied range of product
Multiplying new concepts
Carrefour made significant capital expenditures in 2002
to reconfigure its stores to make them more attractive
and improve customer serviceReorganized sales areas
and product staging make the best of the Group ’s vari
ous areas of expertiseThis applies to both the food and
nonfood areas in hypermarketsto fresh foods in super
markets and convenience stores and to the management
of product lines in hard discount stores
The Group continued to modernize its networksIn
Argentina80 supermarkets were brought up to stan
dards and now bear the Norte bannerIn Asiamany
stores adopted new concepts for fresh foodsthereby
gaining a huge competitive advantage over their main
rivalsthe street marketsIn Thailand60of the store
network was remodeled following these principles
16
Reflets de France N °1 J ’aime
Firstline Carrefour
17
Destination Saveurs
Stepping up the offensive Our strategy
lineswhich are often updated in both foods and non
foods
It has thirteen excellent valueformoney store brands
four of which have an international and multiple
format scopeReflets in France and its offshoots Tierra
Nuestra in SpainTerra d ’Italia in Italyand Souvenir du
Terroir in BelgiumDestinations SaveursEscapades
Gourmandes and Grand Jury
Store brands represent a significant share of sales
ranging from an average of 25up to 80for some
product families in France
In 2002the CarrefourChampion and Dia retailer
brands continued to increase their share of their
product lines in the various storesDia introduced from
300 to 450 listed items in its various sales outletsIn
Italy in particularthe network ’s growth was supported
by the introduction of over 1600 listed items in all its
formatsOf these420 were sold under the newly
created Di per Di brand920 were GS products and
280 were new Carrefour products
Price leader products were also a powerful sales
driver in 2002particularly in those countries most
touched by the economic crisisIn particularthey were
introduced into Norte ’s product range in Argentina
Sales of the high quality Bio and Quality Lines
continued to rise in those countries where they were
introducedadvancing strongly in Western Europe with
a significant thrust into Latin AmericaIntroduced in
2002 by Carrefour in Francethe new brand of health
food productsj ’aime has just been added to these
linesIn the nonfood areathe Group has several
brands that have an appeal similar to those of the
specialized namesThe Tex clothing brand is one of
France ’s leading textile brand
Growing use of loyalty cards
Loyalty cards continue to be increasingly usedToday
21 million households in Europe own a loyalty card
from one of the Group ’s banners and Champion ’s loy
alty card Iris accounts for 75of its French salesIn
Greecethe Kerdokarta loyalty card was introduced in
September 2001 and was owned by 471000 customers
in 2002 who generated 40of the store ’s salesIn
SpainDia ’s customer loyalty program involves 6 mil
lion cardholders and accounts for 82of Dia ’s sales in
that country
Additional customer loyalty tools were implemented in
some countriesIn FranceChampion introduced Ticket
+Champion in January 2002The program distributed
coupons to all its supermarket shoppersgenerating a
40redemption rate over the yearThe introduction
of a similar tool in Poland boosted store traffic by 21
Always more customer services
Over the yearsCarrefour has added numerous practi
cal and accessible services to its offeringThe Group
has thus become a competitive player and the bench
mark in several areas of activity outside of its core busi
ness lineWith 88 offices located near its stores
Vacances Carrefour is one of France ’s leading tour
operatorsThe operation publicized its expertise by
making a travel brochure available in Champion stores
and has introduced an offer in its convenience storesIn
2002the concept was exported to Greece under the
Carrefour Travel banner
The Group has also continued to expand its network of
optician shops in FranceSpain and Italy and is under
taking to develop a network of service stations in Spain
In Europenetwork renovation continued in GreeceIn
Francea major modernization effort was begunaimed
at implementing all of Carrefour ’s new concepts
throughout its hypermarketsTwenty stores were reno
vated in 2002
The effort to tailor products to different consumer targets
continuedThe Group revamped 280 Shopi and
8 à Huit convenience stores in France to meet the needs
of a clientele seeking quality and friendlinessIn all the
countries where Carrefour does businessthe Dia banner
supported the growth in demand by adding to its sales
area and increasing the number of its listed products
Growth in store brandsretailer brands and
price leaders
Carrefour offers a wide and varied range of product
Multiplying new concepts
Carrefour made significant capital expenditures in 2002
to reconfigure its stores to make them more attractive
and improve customer serviceReorganized sales areas
and product staging make the best of the Group ’s vari
ous areas of expertiseThis applies to both the food and
nonfood areas in hypermarketsto fresh foods in super
markets and convenience stores and to the management
of product lines in hard discount stores
The Group continued to modernize its networksIn
Argentina80 supermarkets were brought up to stan
dards and now bear the Norte bannerIn Asiamany
stores adopted new concepts for fresh foodsthereby
gaining a huge competitive advantage over their main
rivalsthe street marketsIn Thailand60of the store
network was remodeled following these principles
16
Reflets de France N °1 J ’aime
Firstline Carrefour
17
Destination Saveurs
Stepping up the offensive Our strategy
lineswhich are often updated in both foods and non
foods
It has thirteen excellent valueformoney store brands
four of which have an international and multiple
format scopeReflets in France and its offshoots Tierra
Nuestra in SpainTerra d ’Italia in Italyand Souvenir du
Terroir in BelgiumDestinations SaveursEscapades
Gourmandes and Grand Jury
Store brands represent a significant share of sales
ranging from an average of 25up to 80for some
product families in France
In 2002the CarrefourChampion and Dia retailer
brands continued to increase their share of their
product lines in the various storesDia introduced from
300 to 450 listed items in its various sales outletsIn
Italy in particularthe network ’s growth was supported
by the introduction of over 1600 listed items in all its
formatsOf these420 were sold under the newly
created Di per Di brand920 were GS products and
280 were new Carrefour products
Price leader products were also a powerful sales
driver in 2002particularly in those countries most
touched by the economic crisisIn particularthey were
introduced into Norte ’s product range in Argentina
Sales of the high quality Bio and Quality Lines
continued to rise in those countries where they were
introducedadvancing strongly in Western Europe with
a significant thrust into Latin AmericaIntroduced in
2002 by Carrefour in Francethe new brand of health
food productsj ’aime has just been added to these
linesIn the nonfood areathe Group has several
brands that have an appeal similar to those of the
specialized namesThe Tex clothing brand is one of
France ’s leading textile brand
Growing use of loyalty cards
Loyalty cards continue to be increasingly usedToday
21 million households in Europe own a loyalty card
from one of the Group ’s banners and Champion ’s loy
alty card Iris accounts for 75of its French salesIn
Greecethe Kerdokarta loyalty card was introduced in
September 2001 and was owned by 471000 customers
in 2002 who generated 40of the store ’s salesIn
SpainDia ’s customer loyalty program involves 6 mil
lion cardholders and accounts for 82of Dia ’s sales in
that country
Additional customer loyalty tools were implemented in
some countriesIn FranceChampion introduced Ticket
+Champion in January 2002The program distributed
coupons to all its supermarket shoppersgenerating a
40redemption rate over the yearThe introduction
of a similar tool in Poland boosted store traffic by 21
Always more customer services
Over the yearsCarrefour has added numerous practi
cal and accessible services to its offeringThe Group
has thus become a competitive player and the bench
mark in several areas of activity outside of its core busi
ness lineWith 88 offices located near its stores
Vacances Carrefour is one of France ’s leading tour
operatorsThe operation publicized its expertise by
making a travel brochure available in Champion stores
and has introduced an offer in its convenience storesIn
2002the concept was exported to Greece under the
Carrefour Travel banner
The Group has also continued to expand its network of
optician shops in FranceSpain and Italy and is under
taking to develop a network of service stations in Spain
Over its 40 years of existencethe relevance of its hypermarket concept has opened the
doors of 30 countries to the GroupIn only ten of them does it have a multiple format
presenceHenceCarrefour has a considerable growth margin for its two other global
business lines —the supermarket and the hard discount storeIn 2002the
multiplication of the number of store openings worldwide in all formats demonstrates
the Group ’s efforts to resume its traditional growth rate
18
With a solid base in 30 countries spanning four con
tinentsCarrefour began 2002 in a new expansion
phase oriented on building upon its existing network
and regionalizing its conceptsThe current objective
is to exploit the growth potential that it gained in its
major strategic deals concluded in recent years
During 2002Carrefour opened 657 stores
They are broken down into 43 hypermarkets
77 supermarkets338 hard discount stores195
convenience stores and 4 cash and carry stores
This brought the total number of stores under the
Carrefour banner to 9632The stores ’total sales
area rose from 11816000 square meters to
12780000 square metersSame store sales
accounted for 28 percentage points of Carrefour ’s
total growth rate
In Europethe steppedup expansion program
resulted in the opening of 17 hypermarkets and
Over 600 openings spanning the continents
71 supermarketsenabling the Group to win market
share in all of the countries where it operates
particularly those where it most recently entered
In Latin Americathe Group plans to add to its
existing network by playing on the diversity of its
formats and targeting densely populated regions
In Argentinathe economic crisis hampered the
growth of hypermarket and supermarket names
but favored Dia ’s advancewhose concept proved
particularly appropriate in the tough economic
and social environment
In Brazilthe expansion in hypermarkets and
supermarkets resumedThe Group was on the
upswing in the rest of Latin America with new store
openings in Mexico and ColombiaThe rate of
growth is expected to accelerate in 2003 and
extend to Chili
Asia accounted for 42of new hypermarket
openingsCarrefour opened a fourth hypermarket
in Japanconfirming its plans to expand into a
promising marketand it stepped up its intro
duction in China ’s major cities
FOCUSING ON EXPANSION
with Javier Campo
Director –Hard discount
DIA is a rapidly expanding banner
that has proved its resilience
The hard discount store is a goanywhere format that is
particularly well suited to the most difficult situations
thanks to its formatlow prices and product linesDia
is well established in seven countrieswhich leaves
room for market penetration in the 23 others where
the Group is establishedWe have an immense
potential for growthbut our policy is to consolidate
our network before committing ourselves in additional
countriesOur principal task in 2002 was to build on
our presence in those countries recently opened to us
through a program of rapid expansionIn Brazilwhere
we just opened 52 stores70 openings are planned in
São Paulo for 2003In Turkey45 stores were added to
the total numberIn these countries where retailing is
ENCOUNTER
19
predominantDia succeeded in making significant
market share gains thanks to its competitive pricing
and quality store brandsWe opened 137 stores in
Spainwhere we are the leader in mass consumer food
products with 12of the marketand in France32 Ed
storeswhich attests to this format ’s capacity for
growtheven in a very mature marketCountries like
PortugalGreece and even Argentina saw big increases
in same store sales during the year
Another task was to gain a successful entry into China
We have been preparing to enter the world ’s biggest
market for three years nowCarrefour ’s past
experience in the region was a great help in advancing
this projectOur first Chinese stores will have their
grand openings in the second half of 2003 under
the Dia Casa Dia bannerWe have plans to open
50 stores in Shanghai and Beijing in 2003The goal
is to have a total of 500 retail outlets in 2007 with
locations in the country ’s major cities
Focusing on expansion Our strategy
20
In most of the countries where the Group is established
market shares are gained by either opening new
retail outlets or adding to the existing ones
Thereforein order to achieve its objectives and at the
same time control costsCarrefour uses various
growth paths to help it to advance while preserving its
capital
The future is in multiple formats
In countries with mature marketssupermarkets
hard discount stores and convenience store networks
are the preferred paths for expansionOver 600
retail outlets were created in 2002The longterm
objective is to supplement the network of hyper
markets by installing other formats so as to offer
Pragmaticinnovative expansion means consumers a wide range of sales spaces and product
lines that suit their lifestylesExpanding through
multiple formats also speeds up the penetration into
a country by profiting from the complementarity of
the various formats
Growth through franchises and partnerships
Franchising is one of Carrefour ’s means of expan
sionIt allows store banners to expand rapidly in a
country while boosting their purchasing power and
limiting their capital expendituresAt 15of
Carrefour ’s consolidated salesthis method of ope
ration is very well developed in Europe in all the
formatsPartnerships also let the Group introduce
its concepts in other countries by drawing on its
partners ’expertiseThis is why we are now very
successful in RomaniaTunisia and Egypt
21
Although Carrefour is worldclass in terms of size
and the resources it allocates to growthit has cho
sen to adapt its concepts to local cultures and
consumer habitsIn this spiritit relies on a decen
tralized organization formed from over 50 opera
ting unitsEach one is responsible for developing a
format and its product lines in one countryThis
operating method relies on local initiativethereby
providing for the best possible match of store confi
guration with consumers ’expectations
Over 90of the banners ’product lines are localif
not regionalThusin Chinarice is sold in bulk and
a special infrastructure has been set up to sell live
fishturtlesfrogs and sea foodConverselyin
Japanall perishable goods are carefully packaged
since the Japanese have a deep aversion to products
exposed to the open air
A global concept tailored to local conditions Within a given countrythe banners aim constantly
at gaining a better foothold in the local fabricTo
foster this movementCarrefour has further decen
tralized its organization in France by focusing its
energies on the regionsIn Brazilthe regionaliza
tion of purchasing and product lines has proved to
be the best way of increasing sales
Carrefour has traditionally been the biggest expor
ter of hypermarkets in the worldintroducing the
concept in France as far back as in 1963in Latin
America in 1975 and in Asia in 1989Quite often
the arrival of a new Carrefour store enables people
to discover and appreciate a new form of commer
ce by bringing them constant innovations and a
choice of products that extends beyond the local
offering
Focusing on expansion Our strategy
22
Every yearCarrefour recruits around 70000 people around
the worldThis is a real challenge for the Groupwhich must
match the available skills with its needs in each of the geo
graphic regions where it does business and at all levels
Hencethe Group strives to conduct an outreach program in
each country by forming alliances with schoolsmajor uni
versities and employment agencies
The Internet recruitment sitewwwcarrefourmyjobcom
was launched in July 2002It provides substantial visibility for
the human resources programand helps to enhance
Carrefour ’s image as a good place to workIt is accessible
directly or through the wwwcarrefourcom website and
those of its various store namesWith this toolrecruiters can
access job applications more quickly and at a lower costAs
of December 312002the site had recorded 51200 hits
with 27000 résumés filed
Training is at the heart of the human resources
programand serves as an ongoing pledge to our
employees ’advancement and promotion
To better carry out this pledgeCarrefour founded the
Ecole Carrefour early in 2002 in order to instruct young
trainees in the retailing business
Training professionals
Recruitment In 2002the company logged over 4200000 hours of
trainingThe purpose of training is not only to raise the
level of professionalism among employeesbut also to
give them the means to develop within the company
Company loyalty is the result of a policy based on listening
to employees ’views while providing the means for effec
tive career management
Listening and participating
Since 1996hypermarkets in France have systematized listen
ing to employees to assess their satisfactionIt is a valuable
tool for taking stock of the company ’s labor relations and it
enables the Group to adjust its management style and draft
action plans that factor in employees ’recommendations and
commentsIn 2002the Listening to Employees tool was
implemented in supermarkets in FranceBelgiumSpain and
ItalyOver 8000 personsboth managers and employees
used it to express their point of viewIn Belgiumthis initiative
made it easier to integrate the GB store network within the
Carrefour Group
Employee profit sharing plans are another tool to build loyal
tyIn 2002 in France175282 payments were made to
the company savings plan representing a total investment of
¤131504317
Building loyalty and motivation
A FRAMEWORK F O R PROGRESS
Carrefour ’s momentum would fade were it not for the deep commitment on the part of all
of its employeesOne of the Group ’s key requirements is to develop their potential and foster
their professional and personal developmentThis is why the human resources policy focuses
on four main priorities
support the company ’s growth through local recruitment in keeping with the strategy
chosen for each country
develop a loyalhighcaliber workforce through good communications and training
manage our people so they may advance as their value to the company is recognized
acquire the tools needed to spread our corporate culturewhich is founded on common
valuesacross national borders
23
Career management
In 2002the Group developed a career management tool
designed for executives to support the career develop
ment of its high potentials This tool provides for better
management of careerscompensation and training
A new expatriate management policy was also imple
mented starting on January 12002Its purpose is to
facilitate mobility and to establish uniform conditions of
expatriationNew training programs were drawn up for
expatriates during their departure abroad and to support
them when they return
In addition to the Internet recruitment siteCarrefour has
acquired other valuable tools using new computer tech
nologiesnotably to
make training more accessibleThe online training site
on shelf arrangement created in Brazil was deployed this
year in Portugaland should be introduced gradually in
various other countriesIn Francea module on making
baguettes was created and tested and is the first step in an
elearning approach designed to increase professionalism
in Fresh Products
improve inhouse communications
The intragroupecarrefourcom website created in June
2001 has quickly gained popularityThe number of hits
Innovation
more than doubled in one yearreaching an average of
20000 hits per month since May 2002
These tools are now necessary to better control costs
They also provide communication in real timeand are
thus more responsive
In 2002the Carrefour Group formalized its Visionits
Ambitionits Values and its PoliciesAs the Group entered
a more intense expansion phaseit became essential to lay
the foundation for a benchmark of values and behaviors
that would apply to all countries and formats to strengthen
the feeling of belonging in the Group and team spirit
among all of its employees
The effort was truly an act to found a Carrefour
corporate culturethe product of different cultures and
formalized to be understoodshared and applied by every
oneIt is also a major strategic document that establishes
the adherence to a certain number of policiesieClients
AssetsPersonnelMerchandise and Moneywhich are
essential for maintaining the service quality and competi
tiveness which are the basis of the reputations of the
Group ’s banners worldwide
The circulation of Values and Policies was undertaken in late
2002 from the top downAll employees should be intro
duced to it in 2003
Sharing common values
BREAKDOWN OF THE WORKFORCE BY REGION
As of December 312002 TOTAL396662
20
11
69
A framework for progress Our strategy
AGE DISTRIBUTION
As of December 312002 5
13
12
18
25
Over 50
40 to 50
35 to 40
30 to 35
25 to 30
Under 25 27
010 2030
GROUP WORKFORCE TRENDS *
19972002
1998 1999 2000 2001 2002
WORKFORCE TRENDS BY FORMAT
19972002
0
20
40
60
80
100
92
33
55
92
63646061
15192222
15111110
7677
1997
1998 1999 2000 2001 2002 1997
Hyper Super Hard discount Others
Europe Latin America Asia
123437
144142
272160
330247
382821 396662
*Excluding franchised stores
24
The Carrefour Group ’s sustainable development policy was
formalized in 2001 around three areas of commitment
quality and safetyrespect for the environment and social
responsibilityIt is now fully integrated into the Group ’s busi
ness plan
During the year 2002 Carrefour
communicated its framework both inhouse and outside of
the companyparticularly through its participation in the
World Environment Day (see box)Its first Sustainable
Development Report received the French Ordre des Experts
Comptables award for the best initial communication on
sustainable development
took into account the expectations of its various audiences
with more frequent consultation and dialogue
added further detail to its financial reports by including
figures that will enable investors to compute key performance
indicatorsone of the main expectations of our creditors
(credit rating agenciesconsumer associationsenvironmen
tal and societal NGOspublic authoritiesunionsetc)
was included for the first time in a socially responsible
market indexthe Dow Jones Sustainability Index (DJSI)
Worldand in the portfolio of Scandinavia ’s biggest manager
of socially responsible mutual fundsStorebrand
The quality and safety of products sold in our stores is one
of the Group ’s prioritiesnotably for our store brand food
products and retailer brandsFor these itemsCarrefour
works closely with its suppliers to ensure the traceability
and their bacteriological quality of products as well as the
implementation of the precautionary approach and a
rapid recall procedureIn 2002Carrefour set up a Safety
Observatory for its own store brand productsThe Group
also developed a Quality Management Charta data
processing tool that can predict and manage risks by moni
toring controlled products throughout preparation
Reducing the Group ’s environmental impact is another
taskThe various stores are encouraged to enrich
their product lines with environmentally friendly products
in terms of their preparation and in their choice of
packaging
Further protecting the environment
Quality and safety –a stronger system
P R O M O T I N G R E S P O N S I B L E B U S I N E S S
Carrefour has been committed to sustainable development for more than ten years now
This year it took a further step to implement its frameworkThe Group bolstered the
missions of its Quality and Sustainable Development Division and shored up its analytical
toolsThe May 2002 publication of the first Sustainable Development Report served to
communicate its commitments to all of its audiencesCarrefour ’s objective is to contribute
at its levelto the quality of life of the people it servesand to integrate a sustainable
development ethic in all the daytoday practices of its employees
Drawing by a child during a contest organized
by Carrefour in China
25
PRA C T I C ES
For examplein 2002Carrefour France saved 484 metric
tons of raw materials used in packaging and a packaging
reference guide was drafted to encourage the spread of
these good practicesAfter working with the WWF in
2001 to promote sustainable forest management
Carrefour drafted a special charter to implement this
framework for its procurement of wood products
To reduce the environmental impact of transporting our
productsparticularly CO2 emissionsCarrefour estab
lished a system of partnerships with all the players in its
logistic network in 2002Several work orientations were
laid outand included alternative modes of transport
(river transportrail transportclean trucks)and the opti
mization of loads and routesMany potential reductions
in emissions were identified
Our stores also continue to implement our program by
striving to improve their sorting of wastelowering energy
consumption and providing the public with reusable bags
As a global economic playerCarrefour wants to build
longterm relationships with its suppliers and partnersIn
addition to a formalized commitment on their product
quality and traceabilitythe Group insists on their involve
ment in preserving the environment and adhering to a
certain number of ethical principles
The Group remains very vigilant with respect to labor con
ditions in factoriesIn 1995Carrefour initiated a program
of labor audits on its suppliers ’premisesand formalized it
in 1997 with a written commitment charterBy subscribing
to the charterits suppliers undertake in particular not to
Economic and social responsibility
use child labor or forced laborTo ensure that these com
mitments are followedthe Group has implemented a
largescale awareness and monitoring program with the
International Federation of Human Rights Leagues
Partner in local development
Wherever Carrefour has a presenceit contributes to the
economybe it through the jobs it creates or the partner
ships it forms with local suppliers to develop regional
productsThe Group strives to make consumer products
accessible to all by encouraging local progressstimulating
exchangestrade and economic and cultural freedom
Hencethe Group tailors its product lines in developing
countries to the local culture and current standards at
CarrefourThis helps the local population to raise their
local standards in terms of quality of liferespect for the
environmenthygiene and local safety
Social welfare has been a core value at Carrefour since it
was foundedCreated in 2001the Carrefour
International Foundation has been conducting actions in
40 countries for two years nowWith an annual budget
of ¤ 46 millionit intervenes especially in emergency or
disaster situationsthe fight against poverty and exclusion
while it supports medical and scientific researchThe
Foundation supports numerous educationalliteracy and
cultural programs aimed at the most underprivileged
Social welfare is also expressed through many local and
national initiatives that are conducted on the scale of the
banners or companies
Social welfare is a local value
Promoting responsible business practices Our strategy
2002 Sustainable Development Report
available in June 2003
On the Internetwwwcarrefourcom
ContactRoland Vaxelaire
FOR ADDITIONAL INFORMATION
An international participation
in World Environment Day
Carrefour used the World Environment Day on June 5
2002 to implement and communicate its commitment
Stores representing all of the formats participated
in 24 countries with over a hundred actions adapted
to local issuesSome of these included raising
the awareness of customers to water issues in Spain
a campaign to vaccinate children against polio in Brazil
and an operation to clean the Mediterranean
sea and forests in Greece
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