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1、UniversalRegistrationDocument2022Annual Financial ReportCONTENTSThe elements of the Annual Financial Report are identified using the pictogramAFRThe elements of the Non-Financial Information Statement are identified using the pictogramNFS1PRESENTATION OF THE CARREFOUR GROUP51.1Group profile Executiv
2、e summary61.2Context:global challenges and development opportunities191.3The Carrefour 2026 plan:renewed ambition,faster trajectory241.4Breakdown of the Groups businesses331.5The Carrefour group in 2022391.6Simplified legal chart at December 31,2022482CORPORATE SOCIAL RESPONSIBILITY AND PERFORMANCEN
3、FS492.1Nonfinancial policies,action plansand performance522.2 Carrefours duty of care plan1412.3 Green taxonomy1772.4 Reporting methodology and verification of information1902.5 SASB,GRI and TCFD concordance table2053CORPORATE GOVERNANCEAFR217Governance summary2183.1A balanced governance structure22
4、13.2 The Board of Directors2283.3 Group Executive Committee2573.4 Compensation and benefits granted to Company Officers2623.5“Comply or Explain”rule of the AFEPMEDEF Code2733.6 Transactions in the Companys shares carried out by Company Officers2743.7Relatedparty agreements referred to inArticles L.2
5、2538 et seq.of the FrenchCommercial Code2754RISK MANAGEMENT AND INTERNAL CONTROL2774.1Risk management2784.2 Internal control system2964.3 Legal and arbitration proceedings3065BUSINESS REVIEW AS OF DECEMBER 31,20223075.1Business review and consolidated income analysis3085.2 Group financial position a
6、nd cash flows3145.3 Outlook3175.4 Other information3185.5 Glossary of financial indicators3235.6 Parent company financial review3246CONSOLIDATED FINANCIAL STATEMENTS AS OF DECEMBER 31,2022AFR3296.1Consolidated income statement3306.2 Consolidated statement of comprehensive income3316.3 Consolidated s
7、tatement of financial position3326.4 Consolidated statement of cash flows3346.5 Consolidated statement of changes in shareholders equity3366.6 Notes to the consolidated financial statements3376.7 Statutory Auditors report on the consolidated financial statements4267CARREFOUR SA FINANCIAL STATEMENTS
8、AS OF DECEMBER 31,2022AFR4297.1Income statement4307.2Balance sheet4317.3Statement of cash flows4327.4 Notes to the Company financial statements4337.5Statutory Auditors report on the financial statements4528INFORMATION ABOUT THE COMPANY AND THE CAPITAL4558.1Information about the Company4568.2 Informa
9、tion about the capital4598.3 Shareholders4669ADDITIONAL INFORMATION4699.1Publicly available documents4709.2 Person responsible4709.3 Person responsible for the financial information4709.4 Persons responsible for auditing the financial statements4719.5 Information incorporated by reference4719.6 Conc
10、ordance tables472UniversalRegistrationDocument2022 Annual Financial ReportThe French language version of this Document dEnregistrement Universel(Universal Registration Document)was filed on April 6,2023 with the Autorit des Marchs Financiers(AMF),as competent authority under Regulation(EU)2017/1129,
11、without prior approval pursuant to Article 9 of said regulation.This Document dEnregistrement Universelof securities or admission of securities to trading on a regulated market if completed by a securities note and,if applicable,a summary and any amendments to the Document dEnregistrement Universel(
12、Universal Registration Document).The whole is approved by the AMF in accordance with Regulation(EU)2017/1129.UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOUR 1DOCUMENT DENREGISTREMENT UNIVERSEL 2019 /CARREFOURWWW.CARREFOUR.COMCRATION:LABRADOR 2019“I would like to underline the unwavering commitment o
13、f our teams and our franchisees,who gave their utmost every day to offer quality service to our customers.Their expertise,dedication and ability to adapt enabled us to meet the challenges that faced us in 2022.”2UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOUR2022 was a pivotal year for CarrefourPivo
14、tal,firstly,in light of the unprecedented conditions in which our Group managed to operate.We achieved an outstanding performance in an environment shaped by new global tensions and the resurgence of high inflation in Europe.While this environment continues to affect our customers and our operations
15、,Carrefour is moving forward on its growth trajectory and gaining further market share in its key economies,notably in France.With the acquisition of Grupo BIG last June,Carrefour is now an uncontested leader in Brazil.While maintaining profitability and improving its non-financial performance,the G
16、roup has also accelerated its digital transformation,with strong growth in its e-commerce activities and better use of technology and data to enhance its commercial offering and its performance.In addition,the agreement for the sale of our shares in Carrefour Taiwan was reached under excellent condi
17、tions,representing a key milestone on the journey to redefine our Groups geographical footprint.I would like to underline the unwavering commitment of our teams and our franchisees,who gave their utmost every day to offer quality service to our customers.Their expertise,dedication and ability to ada
18、pt enabled us to meet the challenges that faced us in 2022.Together,we have demonstrated the strength of the business model developed over the last five years.We have reached a new stage in our transformation,thanks to our constant and rigorous financial discipline,our digital transformation,which i
19、s becoming more ambitious every year,and our commitment to the food transition for all.Lastly,2022 was pivotal because it opened up a new chapter in our Carrefour 2026 strategic plan,which was developed with employees and the support of our Board of Directors.This plan will take our transformation t
20、o a whole new level,making the most of our brand and our diverse range of formats,adding a new dimension to our social and environmental commitment,and reinventing the future of retail through digital technology.In 2023,Carrefour will increasingly grow,innovate and deliver high performance.Alexandre
21、 Bompard Chairman and Chief Executive OUNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOUR4UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOUR15PRESENTATION OF THE CARREFOUR GROUP 1.1Group profile Executive summary61.1.1Facts and figures61.1.2 Business overview71.1.3 Operating regions71.1.4 History of the C
22、arrefour group81.1.5 Our raison dtre111.1.6 Our business model,based on creating shared value111.1.7 Stakeholder dialogue161.1.8 Carrefour 2022 plan Review and results171.1.9 Carrefour 2026 plan Strategy and objectives181.2Context:global challenges and development opportunities191.2.1 Accelerating i
23、nflation and impacts on purchasing power191.2.2 Unchanging major food trends201.2.3 The rise of digital commerce211.2.4 Transition to sustainable agriculture211.2.5 Climate change and energy efficiency221.2.6 Responsibility on inclusion231.3The Carrefour 2026 plan:renewed ambition,faster trajectory2
24、41.3.1 Making the best available to all our customers241.3.2 Building a cuttingedge group291.3.3 A stronger competitive model that creates more value321.4Breakdown of the Groups businesses331.4.1 An international omnichannel retailer331.4.2 Store and website operations351.4.3 Merchandise361.4.4 Fina
25、ncial and purchasing services371.4.5 Logistics and supply chain operations371.4.6 Property management381.4.7 Retail media381.5The Carrefour group in 2022391.5.1 Significant events of 2022391.5.2 Highlights of firstquarter 2023401.5.3 Summary of financial performance411.5.4 Summary of stock market pe
26、rformance421.5.5 Summary of nonfinancial performance441.6Simplified legal chart at December 31,202248 UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary61.1Group profile Executive summary1.1.1FACTS AND FIGURESWith a multiformat and omnic
27、hannel network,Carrefour is one of the worlds leading food retailers.Its nearly 14,350 stores and ecommerce sites welcome 80 million customers per year.The Group,which has 335,000 employees in its eight integrated countries(France,Spain,Italy,Belgium,Romania,Poland,Brazil and Argentina),reported 90.
28、8 billion euros in gross sales in 2022,an increase of 8.5%likeforlike.Recurring operating income in 2022 came to 2,377 million euros,up 8.3%.Against a backdrop of continuing inflation,Carrefours sustained focus on customer satisfaction yielded very strong performance,with ongoing gains in market sha
29、re in all its key geographical regions,most markedly in France,Spain and Brazil.The Group addressed purchasing power challenges by strengthening its discount formats(hypermarkets,cash&carry,soft discount),developing its own brands(which now account for over 33%of its sales),broadening its range of e
30、ntrylevel products,and running dynamic promotional operations.This competitive commercial policy,coupled with rigorous cost control,enabled it to protect its customers purchasing power while confirming the strength of its business model.Carrefour continued to rebalance geographically by strengthenin
31、g the weight of its key markets in Europe and Latin America through the rapid integration of Grupo BIG in Brazil and the announcement of an agreement to dispose of Carrefour Taiwan on the basis of an enterprise value of 2 billion euros.The sale of Carrefour Taiwan,which was announced in 2022,will be
32、 finalised in 2023.The Group is also stepping up its move towards franchising and lease management,important performance drivers,and is aiming to open ten new markets through international partnerships by 2026.The Groups digital model made significant progress in 2022,with advances in Data&Retail Me
33、dia operations,through the Carrefour Links platform.It joined forces with Publicis to form a joint venture targeting leadership in European Retail Media.The Group also strengthened its CSR commitments,especially as regards climate,energy and employee engagement.In 2022,Carrefour again exceeded its t
34、argets,with a 109%score in its CSR and Food Transition Index.This index,introduced in 2018,assesses Carrefours performance in implementing its CSR commitments.In terms of cash flow generation,the Group generated a record amount of 1,262 million euros in 2022.Carrefour carried out share buybacks of 7
35、50 million euros and successfully placed 2.35 billion euros worth of SustainabilityLinked Bonds.Carrefours significant strengthening of balance sheet and liquidity since 2018 proved effective against the backdrop of macroeconomic uncertainties and rapid changes in food retailing.Building on the succ
36、ess of the Carrefour 2022 plan,which strengthened its position in the sector,the Group is readying for further progress through the new Carrefour 2026 transformation plan.Carrefour is targeting 40%of food sales for its ownbrand products by 2026 and 8 billion euros in sales of certified and sustainab
37、le products.It also reasserts its ambition on 10 billion euros in GMV(Gross Merchandise Value)for ecommerce.It aims to develop its discount formats by strengthening the appeal of its hypermarkets through the Maxi method,and accelerating the expansion of Atacado in Brazil,while continuing to improve
38、its overall performance through transformation of its operational processes,targeting 4 billion euros in cost savings,or 1 billion euros per year.Carrefour is seeking growth drivers in new businesses,such as photovoltaic energy production,value enhancement of real estate assets through the developme
39、nt of mixeduse real estate projects in France,and development of South Americas largest private real estate operation,in Brazil.In addition,the Group is strengthening its CSR commitments,with particular regard to countering climate change,developing energy efficiency,reducing packaging,and promoting
40、 diversity and inclusion.147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary71.1.2BUSINESS OVERVIEWPresent in more than 40 countries worldwide,Carrefour operates directly in eight countries throughout Europe(France,Spain,Italy,Be
41、lgium,Poland and Romania)and Latin America(Brazil and Argentina).Together,France,Spain and Brazil account for over 80%of consolidated gross sales.In these eight countries,Carrefour is steadily deploying its store base,with outlets operated either directly or,increasingly,through franchises and lease
42、 management contracts.In the Middle East,Africa,Asia and other geographies,the Group operates through local partners who are managing and expanding a network of stores under Carrefour banners.Carrefour offers its customers all retail formats:hypermarkets,supermarkets,convenience stores,cash&carry st
43、ores,and soft discount.Its omnichannel structure gives customers the option of shopping instore,ordering online,having their shopping home delivered or picking up their purchases from a sales outlet or a Drive.In France,Carrefour had 5,945 stores under its banners at yearend 2022,of which 5,755 in m
44、ainland France and 190 through partners in overseas territories.By format,they included:253 Carrefour hypermarkets;1,039 Carrefour Market supermarkets;4,472 convenience stores under banners such as Carrefour City,Carrefour Contact,Carrefour Express,Bio c Bon etc.;148 Promocash cash&carry outlets;and
45、 33 Supeco soft discount stores.In Europe(excluding France),Carrefour had 6,117 stores under its banners at the end of 2022,of which 5,112 operated directly in the five host countries and 1,005 through partners.They included 455 hypermarkets,2,088 supermarkets,3,471 convenience stores,12 cash&carry
46、outlets and 91 Supeco soft discount stores.The Group is also a leading retailer in Latin America,where its multiformat store base in the two growth markets of Argentina and Brazil comprises 252 hypermarkets,246 supermarkets,581 convenience stores,356 cash&carry outlets,97 Todo Dia soft discount stor
47、es and 43 Sams Club stores.Carrefour also operates 711 stores with local franchisee partners in the rest of the world(Middle East,Africa,Asia,etc.).1.1.3OPERATING REGIONSRomania403storesFrance5,755*storesBelgium794storesPoland928storesArgentina622storesBrazil953storesOther1,906storesSpain1,470stores
48、Italy1,517stores *Metropolitan France.*The agreement for the disposal of Carrefour China signed in 2019 stipulated that the stores can remain under the Carrefour banner during the transition period.*Carrefour announced on July 19,2022 the signing of an agreement to sell its 60%ownership of Carrefour
49、 Taiwan to Uni-President.The Taiwanese operations were accounted for as discontinued operations in 2022,in accordance with the IFRS 5 accounting standard.Integrated countries/regions Franchised countries/regionsChina*Taiwan*Carrefour group 14,348 storesaround the UNIVERSAL REGISTRATION DOCUMENT 2022
50、 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary81.1.4HISTORY OF THE CARREFOUR GROUPFrances first hypermarket was opened at SainteGenevivedesBois,in the Paris region.The first of its kind,this 2,500 sq.m.selfservice hypermarket offered a vast choice of products at low pr
51、ices and had 400 free parking spaces.1959The Carrefour Supermarchs company was created following a meeting between Marcel Fournier,owner of a novelty shop in Annecy,and the BadinDefforey business,a grocery wholesaler in Lagnieu.1966The Carrefour logo was created to mark the opening of the hypermarke
52、t in Vnissieux,near Lyon.It depicted the first letter of the word Carrefour placed in the middle of a diamond with the left half coloured red and the right half coloured blue,with black lines above and below.1970To finance its growth,Carrefour was listed on the Paris Stock Exchange,a first for the r
53、etail sector.1973Carrefour expanded internationally and explored new markets,opening its first stores in Spain under the Pryca banner,followed by Brazil in 1975.1963To offer its customers more affordable products,Carrefour reinvented its business and started to sell its own products.This was the beg
54、inning of produits libres(unbranded products)in plain packaging that would go on to revolutionise the consumer products business.Carrefour developed a new relationship with the agricultural industry by creating a completely new type of partnership,“Carrefour Quality Lines”.The same year,Carrefour us
55、hered in the era of organic products in retail with its“Boule Bio”organic bread.1981 Carrefour created the PASS card,a credit card and customer loyalty card rolled into one,which was an immediate success.Just three years after its launch,200,000 customers had PASS cards and had used them for more th
56、an four million transactions.1982 Changes in legislation and new consumer habits encouraged international development,which led to store openings in Argentina and then,in 1989,in Taiwan.258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile E
57、xecutive summary9 1993The Group inaugurated its first stores in Italy and then,in 1995,in China.1997Carrefour continued to expand internationally,opening its first stores in Poland.At the same time,the Group created its“Reflets de France”brand for products based on traditional French recipes.1996The
58、 first partnerships with Food Banks were set up to redistribute food approaching its use-by date to those in need.1998As the 1990s drew to a close,the Group underwent significant change and brought together various banners.After signing an agreement in 1997 with Guyenne&Gascogne,Coop Atlantique and
59、the Chareton group,Carrefour purchased Comptoirs Modernes in October 1998,acquiring more than 700 stores operating under the Stoc,Comod and March Plus banners.On August 30,Carrefour submitted a friendly tender offer for the shares of Promods,a company founded in 1961 by two Normandy families with a
60、background in wholesale trade,the Duval-Lemonniers and the Halleys.The merger between Carrefour and Promods,authorised by the European Commission in 2000,resulted in the creation of the worlds second-largest retailer.The new Carrefour employed 240,000 people and had more than 9,000 stores throughout
61、 the world.1999Carrefour initiated a major renovation programme in its stores,converting its Champion supermarkets,for example,to the Carrefour Market banner.In record time,the 1,000 French stores were rebranded to offer a wider range of products and services,a simplified customer path through the a
62、isles,and the benefits of the Carrefour loyalty programme.20082007The Group strengthened its presence in many countries between 2000 and 2010,either through controlled expansion or targeted acquisitions,including in France and Romania(Hyparlo,Artima,Penny Market),Belgium(GB),Poland(Ahold),Italy(GS),
63、Brazil(Atacado),Argentina(Norte)and Spain(Plus).Carrefour joined forces with the CFAO group,establishing a joint company to develop various formats of Carrefour stores in West and Central Africa.The same year,the Group launched an asset modernisation programme.During the programmes first year,49 hyp
64、ermarkets and 83 supermarkets were renovated and remodelled in FUNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary10 2019Carrefour celebrated its 60th anniversary.Pursuant to the“Pacte”law adopted by the French Parliament,the Group inclu
65、ded a(see Section 1.1.5)in its Articles of Association.This measure,adopted at the Shareholders Meeting on June 14,2019 on the recommendation of the Board of Directors,was taken to support Carrefour in fully embracing its ambition to become the world leader of the food transition for all by 2022.The
66、 Group sold its businesses in China.raison dtre 2020 In response to the Covid-19 epidemic,the Group fulfilled its mission as a food distributor while protecting its employees and customers.The health crisis confirmed the relevance of Carrefours strategic choices in favour of the food transition,loca
67、l purchasing,the link between food,health and the environment,low prices and e-commerce.Carrefour also adopted a new customer-oriented approach in 2020,with an emphasis on revitalising customer traffic and driving comparable growth,notably by deploying the 5/5/5 method,which makes customer satisfact
68、ion central to all of the Groups initiatives.Lastly,Carrefour pursued its strategy of making targeted,value-creating acquisitions(acquisitions of Italy-based Sorgente Natura,leader in organic products,and of a 49%stake in Ewally,a Brazilian fintech company).2018Carrefour reinvented its business mode
69、l and started to implement the Carrefour2022 transformation plan inspired by its ambition to become the world leader in the food transition for all by 2022.The idea is to enable everyone to eat better at affordable prices by offering healthy,safe,balanced foods produced using sustainable and sociall
70、y responsible farming methods.To achieve its ambition,Carrefour is creating an omni-channel universe in which its online presence is closely integrated with its physical store network and the emphasis is on quality food,available everywhere at any time.In July,Carrefour acquired the So.Bio banner an
71、d launched a global advertising campaign of unprecedented proportion:Act for Food.2021 Carrefour set itself the goal of becoming a global leader in digital retail by 2026,by placing digital and data at the heart of its strategy.Its transformation into a digital retail company will be based on four k
72、ey drivers,presented at the Groups Digital Day on November 9,2021:acceleration of e-commerce;ramp-up of data and retail media activities;digitisation of financial services;and transformation of traditional retail operations through digital.The new model will be a powerful accelerator of growth,marke
73、t share and financial performance for the Group.The Group launched its new strategic plan Carrefour 2026.It aims to give all its customers access to the very best and invent the Group of tomorrow,drawing on its raison dtre,its commitment to the food transition for all,and its digital-based omni-chan
74、nel model(see Section 1.3of this Universal Registration Document).2022The highlights of 2022 and the first quarter of 2023 are presented in Sections 1.5.1 and 1.5.2 of this Universal Registration Document.+Carrefour continued to expand its network,with the development of its convenience banners and
75、the acquisition of Billa supermarkets in Romania and Eroski stores in Spain.In addition,the Group acquired Rue du Commerce and Greenweez in France and launched new e-commerce operations in China,Poland,Argentina and Brazil.20162014To gain more control over its ecosystem,Carrefour partnered with inst
76、itutional investors to create Carmila,a company dedicated to revitalising the shopping centres adjacent to its hypermarkets in France,Spain and Italy.The year was also shaped by the acquisition of the Dia network and the integration of 128 Coop Alsace stores in France,the acquisition of 53 Billa sup
77、ermarkets and 17 Il Centro stores in Italy and the sale of a 10%stake in its Brazilian subsidiary to Pennsula,designed to strengthen the Groups local roots in Brazil.147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary111.1.5OUR R
78、AISON DTREAt the Shareholders Meeting of June 14,2019,the Group took up a raison dtre,stated in its Articles of Association,that reasserts its commitment to leading the transition for all by promoting healthier,more affordable food,while supporting the agricultural transition and helping to preserve
79、 the planets resources.“Our mission is to provide our customers with quality services,products and food accessible to all across all distribution channels.Thanks to the competence of our employees,to a responsible and multicultural approach,to our broad territorial presence and to our ability to ada
80、pt to production and consumption modes,our ambition is to be the leader of the food transition for all.”Alexandre Bompard,Chairman and Chief Executive Officer1.1.6OUR BUSINESS MODEL,BASED ON CREATING SHARED VALUEDigital Retail CompanyCarrefour laid out its Digital Retail Company model at the Digital
81、 Day event of November 9,2021.This strategy,rooted in a“datacentric,digital first”approach,has four key focuses:increasing ecommerce activity,rampup of Data&Retail Media activities,digitalisation of financial services,and digitaldriven transformation of traditional retail operations,contributing to
82、improved customer experience and heightened operational efficiency,both at head offices and instore.Our business modelThrough its physical and intellectual capital,Carrefour leverages its business model to create value for its stakeholders and make a positive contribution to society.Carrefour sells
83、products and services for consumers and food services professionals.In all its host regions,this process includes the direct or indirect purchasing of products,definition of specifications for the Groups ownbrand lines,organisation of supply logistics and management of physical and online UNIVERSAL
84、REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary12Our challenges New eating behaviours Consumer behaviours transformed by digital technology Duty to provide affordable healthy food An evolving agricultural model Limited natural resources More in
85、tense competitive pressureOur business modelLogisticsProductionAnimal husbandryFarmingProduction facilitiesFishingProcessing facilitiesWarehousesOrder fulfillment centersDistribution&servicesE-commerceC,marketplace&Drive apps,walk-in Drive,home delivery,express delivery,quick commerceServicesStoresC
86、onvenience storesSpecialty banners (organic,soft discount,etc.)Cash&carrySupermarketsHypermarketsBanking and insurance,travel,vehicle hire,package pick-up/drop-off,postal network147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary
87、13Shareholders/investors,public authorities/local governmentsEmployeesConsumers/Professionals Supply chain intermediaries Service providersLocal communities and civil societyOur assets Our skilled employees Responsible and multicultural approach Broad geographic footprint Ability to adapt to product
88、ion and consumption modesCapital and resourcesCreating shared valuefor our stakeholdersECONOMIC&FINANCIAL CAPITALHUMAN&INTELLECTUAL CAPITALRELATIONAL CAPITALNATURAL AND ENVIRONMENTAL CAPITAL 14,348 stores and 2,321 Drive outlets worldwide Over 40 host countries 90.8 billion in gross sales 2,546 mill
89、ion in other income(finance companies,real estate development,leases)154 million in financial income 380 million in dividends paid to parent company shareholders More than 4 billion of income and other taxes*1,608 million in payroll taxes 644 million in financial expenses 334,640 employees worldwide
90、 300 job families Worldwide agreement signed with UNI Global Union Act for Change managerial programme 29%reduction in CO2 emissions(vs.2019)75%of store waste recovered 40%reduction in food waste(vs.2016)50%of tested seafood products are from sustainable sources 16,390 tonnes of packaging avoided si
91、nce 2017 Fossil and renewable energies Use of different materials such as plastic,cardboard,etc.Use of natural resources from oceans,forests,land and other ecosystems Water consumption 80 million customer households 1 worldwide e-commerce site 43.2 million loyalty cardholders 14 international partne
92、rships 2,703 production facilities in Europe 22,176 CQL partner producers Strategic partnerships and alliances 6.75 million budget allocated by the Carrefour Foundation 17 million fans on social media 77%Net Promoter Score(NPS)response rate in 2022(vs.71%in 2021)70,745 million in purchased merchandi
93、se and services 844 Carrefour Quality Lines products 1,247 Carrefour organic product listings 45.6 million meals donated to food aid charities 83 projects supported by the Carrefour Foundation 7,337 million in wages,salaries and payroll taxes Employer recommendation indicator 11.3 hours of annual tr
94、aining per employee 1,418 social audits performed at our suppliers 26%women in the Top 200 management positions 35%under-30 youth employment rate 3.7%employment of people with disabilities*includes taxes on energy products,financial transactions,and excise UNIVERSAL REGISTRATION DOCUMENT 2022 /CARRE
95、FOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary14Contributions to the Sustainable Development GoalsCarrefour supports the 17 Sustainable Development Goals(SDGs)that were set by the United Nations at its conference in Rio de Janeiro in 2012 to meet the urgent environmental,poli
96、tical and economic challenges facing the world.It is also a member of the UN Global Compact.Carrefour adheres in particular to ten priority SDGs to which it contributes by means of its various CSR policies and its food transition for all strategy.The Groups objectives,particularly those associated w
97、ith its CSR and Food Transition Index,are aligned with these priority SDGs.03.GOOD HEALTH AND WELL-BEINGContribution to SDGOffer nutritional products in stores and use the Nutri-Score labelling system to help consumers eat healthy,balanced meals regardless of their dietary requirements.Implement a s
98、et of requirements and procedures to guarantee the quality and compliance of the products sold.Safeguard the health and well-being of all employees.Group goals Ensure the quality and safety of Carrefour products.All countries to have rolled out a Healthier Diet action plan.Remove 2,600 tonnes of sug
99、ar,250 tonnes of salt and 20 new controversial substances(120 in total since 2018).04.QUALITY EDUCATIONContribution to SDG Promote the hiring of interns and work-study trainees,particularly in disadvantaged areas.Promote the employment of people with disabilities.Develop a proactive policy to promot
100、e diversity of backgrounds.Group goals 15,000 people with disabilities in the workforce by 2026(up 50%vs.2022).All employees trained in digital by 2024.05.GENDER EQUALITYContribution to SDGPromote diversity,notably through the Diversity Charter signed in 2004,in a commitment to give everyone in all
101、countries the same opportunities in terms of career development and recruitment.The day-to-day actions taken as part of this commitment include promoting gender equality in the workplace,integrating people from diverse backgrounds and people with disabilities,and combating all forms of discriminatio
102、n and harassment.Group goals 35%women among the Top 200 managers by 2025.Maintain maturity levels in all countries according to GEEIS guidelines.06.CLEAN WATER AND SANITATIONContribution to SDGRaise awareness,train and monitor textile industry suppliers on the management and efficiency of processes
103、that consume water and chemicals through the Clean Water Project launched in 2016.Reduce the use of pesticides(organic farming and agroecology)and develop more environmentally-friendly certified products(EcoLabel).Group goals Teams at all the production sites of key integrated textile suppliers are
104、trained and working on corrective plans.All Carrefour Quality Lines products feature Agroecology labels by 2025.50,000 partner producers by 2025,including organic producers and agro-ecological producers.07.AFFORDABLE AND CLEAN ENERGYContribution to SDGImprove the energy efficiency of stores and deve
105、lop the use of renewable energies.Reduce the greenhouse gas emissions associated with the Groups activities,and engage all stakeholders,and more particularly suppliers,in the low-carbon transition.Group goal Carbon neutrality for stores by 2040(reduce GHG emissions(scopes 1 and 2)by 30%by 2025,50%by
106、 2030 and 70%and by 70%by 2040).Carbon neutrality for the Groups e-commerce activities by 2030.01.NO POVERTYContribution to SDG Carry out food aid initiatives to make the most of unsold items in stores:support for food banks and associations.The food donated by Carrefour in 2022 represented the equi
107、valent of 45 million meals.Work towards the responsible food transition with the Carrefour Foundation.Group goals Contribute to the responsible food transition by leveraging sustainable and responsible agriculture,inclusive anti-waste initiatives and a societal commitment(Carrefour Foundation).02.ZE
108、RO HUNGERContribution to SDGReduce food waste through three focus areas:in-store measures(e.g.,Too Good To Go),partnerships with suppliers(e.g.,review of use-by and durability dates of more than 400 Carrefour products)and consumer awareness(e.g.,“Zero Gaspi”events).Group goals 50%reduction in food w
109、aste by 2025 vs.2016.100%of countries implement an annual Act For Food communication programme.147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary1508.DECENT WORK AND ECONOMIC GROWTHContribution to SDGPromote social and ethical r
110、esponsibility through our purchasing policy and business relationships.Carrefour has specific purchasing rules and integrates social,environmental and ethical criteria into its business relationships.The Group notably ensures compliance with human rights principles in its supply chains and promotes
111、fair compensation for all parties,via fair trade products,long-term partnerships and initiatives like (Whos the Boss?).Cest qui le patron?Group goalAll of our supply plants located in at-risk countries must undergo a compliance audit.09.INDUSTRY,INNOVATION AND INFRASTRUCTURE Contribution to SDGSuppo
112、rt our suppliers through financing(crowdfunding,financing entities)and three-way and/or long-term contracts(e.g.,organic producers,CQL).Promote innovation relating to the food transition,particularly through the Food Transition Pact.Group goals Help 3,000 producers in France with organic farming,or
113、with the transition to organic production,by 2022.Ensure 600 organic suppliers are signatories to the Food Transition Pact by 2030.10.REDUCED INEQUALITIES Contribution to SDGMake our product range accessible to as many people as possible.Provide more affordable organic,agroecological and local produ
114、cts.Participate in the food transition by donating our unsold good.Priority focus on food through the actions of the Carrefour Foundation.Group goals Carrefour-branded products accounting for 40%of sales by 2026.11.SUSTAINABLE CITIES AND COMMUNITIES Contribution to SDGContribute to integration in ci
115、ty centres via our convenience formats.Use a fleet of biomethane delivery vans in large urban areas and obtain noise certifications.Group goal Reduce outbound transport carbon emissions by 20%compared with 2019.12.RESPONSIBLE CONSUMPTION AND PRODUCTIONContribution to SDGOffer products in stores that
116、 contribute to the food transition for all,while supporting local suppliers and responsible practices(organic farming,environmental certifications,etc.)and ensuring transparency for consumers.Reduce waste production and guarantee its recovery.Group goals15%of fresh food product sales generated by or
117、ganic or agroecological products by 2025.Key objectives of our animal welfare policy implemented in all countries by 2025.Guarantee the transparency and traceability of Carrefour products.100%reusable,recyclable and compostable packaging for Carrefour-branded products by 2025.Recover 100%of waste by
118、 2025.50,000 local partners by 2025.13.CLIMATE ACTION Contribution to SDGReduce the greenhouse gas emissions associated with theGroups activities,and engage all stakeholders,and more particularly suppliers,in the low-carbon transition.Ensure that all new shopping centre constructions and expansions
119、of over 2,000 sq.m.are certified to BREEAM standards in France,Spain and Italy.16.PEACE,JUSTICE AND STRONG INSTITUTIONSContribution to SDGFight against illegal fishing.Tackle illegal deforestation.Apply international conventions on working conditions in our supply chain.Apply the European F-Gas legi
120、slation(refrigerants)in all our host countries.Group goalsSee goals 14 and 15.17.PARTNERSHIPS FOR THE GOALSContribution to SDGCarrefour develops all of its action plans in conjunction with its stakeholders.Part of the Consumer Goods Forum.As a member,the Group actively participates in coalitions on
121、soy,wood and paper,palm oil,beef and plastic.Alexandre Bompard now co-leads the coalition to combat deforestation.Group goals 600 suppliers committed to the Food Transition Pact by 2030.50,000 local partner producers in 2025.Group goals The following objectives have been approved by the Science Base
122、d Targets initiative:Reduce GHG emissions(scopes 1 and 2)by 50%by 2030,and by 70%by 2040,compared with 2019.Reduce product-related GHG emissions by 20 Mt compared with 2019.Double fruit and vegetable supplies from ultra-local producers in Europe.Grow sales of non-packaged products to 150 million by
123、2026.14.LIFE BELOW WATERContribution to SDGParticipate in the development of sustainable fishing by developing an offering of more responsible seafood and aquaculture products.Group goals 50%of fish sold by Carrefour sourced from sustainable fisheries by 2025(Carrefour-branded and national-brand pro
124、ducts).20,000 tonnes of packaging avoided by 2025(since 2016),including 15,000 tonnes of plastic.15.LIFE ON LANDContribution to SDGParticipate in the development of sustainable agriculture by expanding the range of products sourced from the organic farming and agroecology segments and supporting pro
125、ducers through long-term partnerships.Fight against deforestation linked to our sourcing,in particular for our priority raw materials(beef,palm oil,soy,cocoa,packaging and textile fibres).Reduce the environmental impact of our sites.Group goals See goals 6 and 12.Roll-out a Sustainable Forests actio
126、n plan on deforestation-linked products by the end of 2025(palm oil,wood and paper,soy,cocoa,packaging and textile fibres).Deforestation-free”beef by UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary161.1.7STAKEHOLDER DIALOGUECarrefour
127、constantly engages in constructive dialogue with its stakeholders,who play a key role in decisions about the Groups strategy and operations,and conducts a survey every two years.Some 110 stakeholders(customers,suppliers,investors,trade unions,institutions and employees)were consulted in 2021 onan up
128、date to the Groups materiality analysis.The resulting matrix enables Carrefour to map and prioritise the issues associated with its raison dtre,based on their importance to external stakeholders and their impact on Carrefours performance.The matrix below shows the 28 priority issues that emerged fro
129、m the study conducted in 2021.IMPORTANCE FOR STAKEHOLDERSIMPACT ON BUSINESSKey challenges addressed with the CSR and Food Transition Index3.93.83.73.63.53.43.33.23.1333.23.43.63.844.2Emerging key challengesKey challenges addressed in exercising duty of careLiving wage-supply chainPackagingDforestati
130、onLiving wage-EmployeesZero wastecustomer pathwaySustainable farmingHuman rights among our subcontractorsDiversity and inclusionWell-being at workLocal productionSustainable fishingClimate-stores and e-commerceEthics whistleblowing systemAnti-corruptionWater management and qualityTransparency,tracea
131、bility and guaranteeing safe products Human rights within supplychainsClimate-transport and e-commerceHealth and nutritionLocalactionFood insecurity andassociationsSustainablerelationships and partnerships with suppliersInclusive customerexperience in storesTraining employees and developing their sk
132、illsAttracting and retaining talentFood wasteAnimal welfareAffordable,high-quality products147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary171.1.8CARREFOUR 2022 PLAN REVIEW AND RESULTSReview and resultsThe Carrefour 2022 strat
133、egic transformation plan,implemented in all the countries where the Group operates,put it in a strong position in the global retail industry.Here are some of the key aspects enacted from the transformation plan:Corporate Social Responsibility Stronger commitments and resultsIn 2022,Carrefour again e
134、xceeded its CSR targets,with a 109%score in its CSR and Food Transition Index.This index,introduced in 2018,assesses Carrefours performance in implementing its CSR commitments.In 2022,the Group made particular progress on the following commitments:Food transition and partners:Reduction in packaging:
135、Reduction of CO2 emissions:29%reduction in greenhouse gas emissions from stores(Scopes 1 and 2)compared to 2019,ahead of the target of a 50%reduction by 2030,and 70%by 2040(compared to 2019),corresponding to a 1.5C trajectory.Carrefour confirms its objective of helping stores become carbon neutral(S
136、copes 1 and 2)by 2040.Human resources and inclusionCarrefour maintained its leading position in CSR assessments.The Group was awarded an“A”score from the Carbon Disclosure Project(CDP)for its commitment to the fight against global warming(it also got an A in 2021),putting it among the leaders for th
137、e sixth year in a row.Carrefour is ranked second in the retail sector by Moodys(formerly Vigeo EIRIS)and its rating was 9 points higher than in 2021.Act for Food campaigns brought strong takeup for the Groups raison dtre within stores and teams;The customers place at the centre of the Carrefour mode
138、l was reasserted through daily NPS(Net Promoter Score)monitoring at all levels of the organization;Carrefours ambition on world leadership in digital retail was asserted through:development of the ecommerce activity,whose GMV(Gross Merchandise Value)has increased fourfold since 2017,launch of the Da
139、ta&Retail Media business through the Carrefour Links platform,in 2021,digitalisation of the Groups financial services;The business proposition has been redesigned through:transformation of Carrefour ownbrand product lines,which today account for 33%of food sales,8 percentage points up on the 2018 fi
140、gure,the redesign of nonfood categories and the launch of“In&Out”spaces,a more competitive commercial and promotional policy;Geographical refocus on Europe and Latin America has proved successful,with:exit from Asia achieved on very favourable terms,fully effective in the course of 2023,acquisition
141、of Grupo BIG,which makes Carrefour the uncontested leader in Brazil,an increase in the number of Group stores,with the opening of more than 3,500 convenience stores and 130 Atacado stores since 2018;A culture of financial and non financial performance has enabled:cost reduction of around 1 billion e
142、uros per year since 2018,becoming a global leader in CSR;The Group has raised its commercial,economic and financial profile:sustained momentum in market share gains across all key countries,acceleration of Net Free Cash Flow generation,which has continually exceeded 1 billion euros per annum since 2
143、020,transformation in shareholder remuneration policy through 100%monetary payment of ordinary dividend(rather than partial payment in shares)and regular share buybacks since 2021.204 suppliers involved in the Food Transition Pact(compared to 114 in 2021);11,945 local and regional partner producers
144、in 2022(2,104 more than in 2021);85%of eggs sold within the Group(compared to 80%in 2021)and 60%of eggs used in Carrefour product recipes in Europe(compared to 51%in 2021)come from cagefree production facilities.16,390 tonnes of packaging avoided since 2017,which is ahead of target(50%more than in 2
145、021);Carrefour is extending the measurement of reusable,recyclable or compostable packaging rates.In France,Brazil,Belgium and Romania,this rate climbed to 57%in 2022(compared to 46%in France for 2021 only).26%of Group senior managers(“C200”)were women at the end of 2022(1 percentage point higher th
146、an in 2021);73%of employees received training in 2022(81%in 2021)against an annual target of 50%,with an average of 11 hours training per employee;3.7%of Carrefour employees(or 11,281 people)were recognised as having a disability in 2022(compared to 3.4%in 2021).The target has been raised to 15,000
147、employees with disabilities by UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPGroup profile Executive summary181.1.9CARREFOUR 2026 PLAN STRATEGY AND OBJECTIVESStrategy and objectivesOn November 8,2022,the Group launched its new strategic plan,Carrefour 2026,to acce
148、lerate its transformation.This new plan draws upon its raison dtre,the food transition for all,and its digitaldriven omnichannel model.The Carrefour 2026 plan has two pillars:In support of this new valuecreating ambition,the Group is:Commitment to making the best available to all our customersTo hel
149、p customers confronted by purchasing power challenges and to combat climate change,Carrefour is announcing the following initiatives:Carrefour own brand lines take a central place in the commercial model,set to account for 40%of food sales by 2026(vs.33%in 2022),Development of discount shop formats
150、is being stepped up,targeting a total of more than 470 Atacado stores in Brazil by 2026(200 more than in 2022),more than 200 Supeco stores in Europe(80 more than in 2022),and enhanced appeal for hypermarkets in Europe through the Maxi method,Support for sustainable agriculture is being stepped up,ta
151、rgeting 8 billion euros in sales of certified sustainable products(1)by 2026(40%more than in 2022),The Groups top 100 suppliers are being required to take up a 1.5C trajectory by 2026,failing which Carrefour commits to delisting them,The e commerce initiatives and the target of 10 billion euros in e
152、commerce GMV(Gross Merchandise Value)by 2026 are confirmed,as announced at Digital Day in 2021;Building a cutting edge GroupTo further improve its performance,the Group is innovating in terms of organization,new businesses and social initiatives:Operational processes are being transformed through di
153、gital developments,and organization redesigned,contributing to 4 billion euros in cost savings by 2026,The Groups expert and support functions will be pooled at centres of excellence across Europe,Merchandise negotiations and procurement will be pooled across Europe thanks to the creation of Eureca,
154、a European purchasing centre for major international suppliers,An ambitious energy policy is under way,targeting major reductions in energy consumption(of 20%by 2026 groupwide,and by 2024 in France)and carpark generation of photovoltaic energy,with 4.5 million sq.m.of solar panels by 2026,A joint ve
155、nture with Publicis has been announced with the aim of creating a leading European Retail media company,Value enhancement for the Groups real estate assets is sought through the development of mixeduse realestate projects in France and the creation in Brazil of the largest private property company i
156、n South America,The Groups inclusion approach is being strengthened through a proactive policy to promote diversity of origins plus a target of employing 15,000 employees with a disability in 2026(50%more than in 2022),An employee shareholding plan open to the Groups 335,000 employees is being launc
157、hed in 2023,and will be largely used to finance CSR projects.increasing its annual investment rate to 2.0 billion euros(from 1.7 billion euros);targeting net free cash flow above 1.7 billion euros by 2026.(1)Organic,Carrefour Quality Lines,agroecology,sustainable fishing(ASC/MSC),sustainable forest
158、sourcing(FSC).147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPContext:global challenges and development opportunities191.2Context:global challenges and development opportunitiesSocietal change,the pressure of environmental emergencies and growing uncertaint
159、y are fuelling a sweeping transformation of business models inherited from the 20th century.The food retailing industry is being reshaped by numerous paradigm shifts,which have been gaining momentum with the collective impact of the spate of crises(health,geopolitical,energy)over the past four years
160、.2022 marked the year inflation started to rise,accentuated by the conflict in Ukraine and by tension on the food chain caused by climate change.As a result,consumers are concerned about protecting their purchasing power,while continuing to look for food options that are good for their health,for fa
161、rmers and for the planet.They increasingly prefer to buy local.It is crucial to understand and adapt to their demand foraffordable prices and short supply chains,their new eating behaviours,and the accelerated digital transformation of their consumption habits.Worldwide,society is challenging produc
162、tionoriented agriculture,the industrialisation of harvesting and sourcing methods and product processing and distribution,and the disregard for seasonality.It has therefore become more urgent than ever to rethink the food industry model in order to protect limited natural resources,encourage energy
163、efficiency and meet new consumer expectations.A global shift towards healthy diets from sustainable food systems would protect the planet and improve the health of billions of people(1).The food and climate transitions are interconnected and are both major challenges of the 21st century.1.2.1ACCELER
164、ATING INFLATION AND IMPACTS ON PURCHASING POWERReconciling the duty to provide healthy food with affordability is a global issue.In a survey conducted in 28 countries across all continents,access to healthy food and in adequate amounts for all came out as the third and fourth priorities,respectively
165、(2).This twofold requirement has become a real challenge with the acceleration of inflation in 2022:up 8.8%worldwide,up 14.1%in Latin America,up 9.2%in the European Union and up 5.8%in France(3).Globally,38%of people now cite inflation as currently the most worrying problem(4).Confirming that concer
166、n,the FAO food price index(5)increased by 7.9%between August 2021 and 2022(6).In Europe,households are deeply concerned about rising prices.The major trends affecting the food market in 2022(7)include rising inflation and increased price sensitivity:currently,52%of lowincome consumers and 42%of midd
167、leincome consumers look for ways to save money when shopping for food.This situation threatens to deepen the food divide.If inflation remains high,consumption of premium and sustainable products will only continue to rise for highincome earners,while lowincome earners will have to put priority on th
168、e least expensive offerings.In France,consumer prices rose by an average of 5.2%in 2022 due to global tensions affecting supplies,raw materials and energy,amplified by the war in Ukraine(8).Twelve million households became vulnerable in 2022(7 million more than in2021),forcing them to keep a tight r
169、ein on their spending(9).73%of French people feel their purchasing power has decreased(16%more than one year ago)(9).The increase they fear most is in food prices(88%),followed by energy(83%)and transport(57%)(10).Food prices rose by 12.6%in the year to December 31,2022.Increases in the price of fre
170、sh produce exceeded 15%,dairy products were 17%more expensive,frozen meat prices jumped 32.2%and grocery prices grew on average by 12.9%(11).French consumers income has fallen or will fall,and they are now more careful with their spending.To cope with this situation,they are adapting their behaviour
171、:35%compare more,30%buy more products on special offer,25%try to avoid waste,22%buy less meat and fish,19%choose more privatelabel products and 17%more seasonal products (12).The average baskets are smaller,as people shop more frequently and opt more for the most economical banners and channels.Sale
172、s of fresh,traditional and organic products are declining.The lowest income households are cutting back on these items more quickly,spending 8.9%less on meat,9.2%less on cheese and 16%less on fish compared to the French average.A full 62%of product categories are seeing own brands gain market shares
173、.Prices have become a key factor in choosing a shopping location for 68%of people(up 8 points),while 88%want to be informed about prices and promotions from banners.(1)Source:Summary report from the EATLancet Commission,“Healthy Diets from Sustainable Food Systems”,2020.(2)Source:“The challenge of o
174、ur resources”,Elabe study for Volia conducted in 2018 of 14,000 people in 28 countries,2018.(3)Source:International Monetary Fund,December 2022.(4)Source:What Worries the World?Survey of 20,000 people conducted in 27 countries,Ipsos Game Changer,July 2022.(5)Food and Agriculture Organization of the
175、United Nations.(6)Source:(Economy:retail and its environment),French Trade and Retail Federation,September 2022.“Conjoncture:le commerce et son environnement”(7)Source:The State of Grocery Retail 2022:Europe,McKinsey&Company,EuroCommerce for retail&wholesale,March 2022.(8)(An overview of recent infl
176、ation trends),INSEE blog,January 27,2023.Un retour sur lvolution rcente de linflation(9)Source:(The French and inflation),Elabe,November 9,2022.“Les Franais et linflation”(10)Source:(The French,purchasing power and food issues),Harris Interactive,June 2022.“Les Franais,le pouvoir dachat et les enjeu
177、x de lalimentation”(11)Source:Baromtre IRI Vision,https:/ distribution/inflation 2022 12 6 dans l alimentaire#.(12)(Study of large food retailers:purchase preparation and ranking of food retailers),Bonial,September 2022.“tude GSA:la prparation dachat et le classement des enseignes alimentaires”UNIVE
178、RSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPContext:global challenges and development opportunities201.2.2UNCHANGING MAJOR FOOD TRENDSAt a global level,the dual objective of the food transition is to meet strong growth in demand while providing the whole population w
179、ith access to a healthy diet.Today,more than 820 million people do not have access to enough food and 2.4 billion overconsume.In total,about half the worlds population has a nutrientdeficient diet.Transitioning to the planetary health diet(or a flexitarian diet,i.e.,mostly plantbased supplemented wi
180、th small amounts of fish,meat and dairy foods)could prevent an estimated 11 million premature deaths per year and unsustainable environmental damage(1).Food emerges as the most powerful way to optimise both health and environmental sustainability.People have become highly aware of this imbalance.Ove
181、r the past few years,this awareness has brought about new behaviours and an emphasis in developed countries on quality over quantity,taste and authenticity,healthy,seasonal,pesticidefree and environmentallyfriendly products,as well as a rise in alternative diets.In addition,through their purchasing
182、decisions,shoppers express a multitude of expectations that extend beyond health issues to cover production conditions,including more local and circular consumption to reduce waste,fair prices on products to ensure adequate compensation for farmers,and also concern for animal welfare.Global studies(
183、2)show that the crises of recent years have not changed these major trends.In fact,amid global uncertainty,63%of consumers believe food to be a socially conscious act and a means of achieving social goals.For example,71%have changed their behaviour over the past two years,with the vast majorityoptin
184、g for a healthier diet(67%).Other reasons motivating changes in eating habits are priority on local products(48%),care in choosing ingredients and environmental impact(36%).Seven out of 10 people are looking for healthy products that are all natural or contain no additives,dyes or preservatives.Mean
185、while,68%prefer to buy food from their region or nearby,and 59%favour products with a low carbon footprint.Almost 50%of consumers actively seek information about what they eat and 56%say they cook more.More than 4 out of 10 consumers are concerned about animal welfare;39%have reduced their consumpti
186、on of animal protein or adopted a flexitarian diet since 2020.In France,45%of consumers say they are committed to the food transition.For 49%of them,eating better is synonymous with a healthy,balanced diet.Home cooking is a growing phenomenon:75%prepare at least 7 out of 10 dishes eaten in their hou
187、sehold.37%predict that their consumption of homemade products will increase over the next two years.In France,67%of the population,or 30.5 million people(3),grow or make their own food(fruit,vegetables,herbs,preserves,etc.).In addition,35%are eating less meat(3 points higher than in 2021)(4),while s
188、ales of environmentally friendly,natural and“free”(preservatives,nitrites)products soared with double digit growth in 2022(5).On supermarket shelves,the French would like to see more local products(51%),products made in France(49%),products with“free”mentions(30%),fair trade products(22%),organic pr
189、oducts(18%)and vegetarian products(9%)(6).(1)Source:Summary report from the EATLancet Commission,“Healthy Diets from Sustainable Food Systems”,2020.(2)Source:SIAL Insights 2022 White paper,2022.(3)Source:(The French and Food Tensions and Changes in our Relationship to our Diet),Fondation Jean Jaurs
190、ditions,September 2022.“La France table Tensions et mutation autour de notre rapport lalimentation”(4)Source:Webinar:(What is the outlook for alternative consumption),NielsenIQ,September 2022.“Quelles perspectives pour la consommation alternative?”(5)Source:(Accelerating inflation The French adapt t
191、o spend less),Kantar,2022.“Linflation sacclre Les Franais sadaptent pour limiter la facture”(6)Source:(The local offering in the retail industry),IRI Shopper Survey,IRI,2021.“Loffre locale en grande distribution”147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GR
192、OUPContext:global challenges and development opportunities211.2.3THE RISE OF DIGITAL COMMERCEAfter a record surge in 2020 due to the pandemic,the share of ecommerce in the global food retail market continued to grow in 2021,increasing 15%.Worldwide,ecommerce accounts for 7.2%of total food sales,up f
193、rom 6.3%in 2020 and 4.8%in 2019(1).In Europe,food ecommerce is projected to exceed a 20%market share by 2030(2).Online consumers are multibanner shoppers,with onethird who regularly shop at three or more retailers.As online markets mature,different formats and value propositions are increasingly lik
194、ely to coexist.In France,food ecommerce grew 11.3%in 2021 and 2%in 2022(3).Home delivery,boosted by quick commerce,drove growth in 2022,increasing 8.2%in value(4),while the more mature Drive services segment stalled.Currently,60%of French Internet users buy food products online,mainly via retailer w
195、ebsites and apps(42%)(5).For banners,ecommerce plays an important role in building consumer loyalty.Customer paths are diversifying.In 2022,52%of French people took an omnichannel approach to food shopping,combining physical stores(with traditional and/or selfscanning checkout)and online shopping(us
196、ing Drive and/or delivery services)at least once a year;34%shopped online once a month,and 10%once aweek.Omnichannel consumers use physical stores with traditional checkout when they want to see or touch products or to benefit from a wider selection and human contact.Conversely,they shop online(incl
197、uding with a scan app or scanner)to save time and for more convenience.For their online experience,omnichannel shoppers most often choose Drive services,at 85%(40 percentage points more than the French average),compared with 53%who use scanners,55%delivery and 54%walkin Drives.Omnichannel consumers
198、are taking more control over their customer path,choosing the service that best suits their needs when shopping,which 60%of them perceive as an enjoyable experience.Consumers also want transparency in the items they buy:83%check the NutriScore label,57%use the Yuka app,and 66%read customer reviews o
199、n their smartphones.Additionally,61%say they actively search for promotions,with 78%choosing products and 66%choosing where they shop based on this factor.Moreover,impulse buys increased in online customer paths in 2022(6).A continuously growing number and wider variety of digital shopping options a
200、nd services are available online.Today,10%of French consumers shop via social networks,and 33%have used online credit solutions:27%paid in instalments and 19%used an online deferred payment service(Buy Now Pay Later)(7).1.2.4TRANSITION TO SUSTAINABLE AGRICULTUREThe worlds food and agricultural syste
201、ms face three major challenges in this first quarter of the 21st century.First,demand for food is constantly increasing.The UN has forecast that the global population will reach around 8.5 billion by 2030 and 9.7 billion by 2050,versus 8 billion in 2022.That equates to a rise in population of 1.7 bi
202、llion people over the next 28 years(8).Due to this population growth and the recent effects of the Covid19 pandemic,more than 3 billion people cannot afford a healthy diet(9).Second,intensive and industrial farming methods have reached their limits,squeezing the planets resources.This issue includes
203、 freshwater use,soil depletion,chemical fertilisers and greenhouse gas emissions.Today,humans use more than 70%of the Earths icefree land.Onethird of arable land is used to grow feed for livestock and 60%of the grains produced worldwide are fed to animals.About 80%of deforestation is due to agricult
204、ure,especially to clear land for soy cultivation(in order to feed livestock)and for oil palm trees(10).Therefore using more land to produce food is an impossible solution.In fact,current farming methods deplete soil fertility,and productivity therefore decreases.Third,farmers and agricultural worker
205、s are grappling with economic insecurity and vulnerability worldwide,especially in low-and middleincome countries.The objective is to provide a growing world population with a healthy diet based on fair and sustainable production systems.To achieve that,a new agricultural revolution is needed,guided
206、 by environmental science and systemic innovation,and offering alternative production methods.For example,agroecological practices extend land production potential.Even though their contribution to global production remains relatively limited,these techniques are now becoming increasingly widespread
207、.(1)Source:(The share of ecommerce in the global food market continues to grow),Kantar,May 2022.“La part du ecommerce dans le march mondial de lalimentaire continue progresser”(2)Source:Navigating the market headwinds,The State of Grocery Retail 2022:Europe,McKinsey&Company,EuroCommerce for retail&w
208、holesale,March 2022.(3)Source:NielsenIQ,(Food ecommerce,still going strong in 2022),9th edition of the FEVAD report,May 2022.“Le ecommerce alimentaire,toujours prometteur en 2022”(4)Source:Publicis Commerce Morning 2022,2022.(5)Source:April 2022.Achats alimentaires au sein du ecommerce,Mdiamtrie,(6)
209、Source:(The omnichannel consumer in the retail industry in 2022),Harris Interactive report,Budgetbox Sogec,2022.“Le consommateur omnicanal en grande distribution en 2022”(7)Source:(Physical or digital commerce postCovid?Consumer trends examined),Access Panel France 2022.“Commerce physique ou digital
210、 lre postCovid?Les tendances de consommation passes au crible”(8)Source:World Population Prospects 2022:Summary of Results.(9)Source:The State of Food Security and Nutrition in the World,FAO,2021.(10)Source:ELABE study,“Which foods in 2049?”,November UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPR
211、ESENTATION OF THE CARREFOUR GROUPContext:global challenges and development opportunities22For example,in France,10.3%of useful agricultural land,i.e.,2.78 million hectares,has been dedicated to organic farming,which represents 58,413 farms(13.4%of French farms)and more than 200,000 fulltime equivale
212、nt jobs(1).Organic farming,at all stages of the production chain,is therefore becoming one of the key sources of new jobs in host communities.The organic market accounts for 13 billion euros and 6.6%of total household food consumption(2).Although it slowed in 2022,the organic industry remains on a s
213、trong longterm growth trend.One million more households have started buying organic since 2017.With 98.7%of households now buyers,organic food has become an integral part of French consumption(3).The agricultural transition is supported by the people.The Covid19 pandemic has helped bring consumers a
214、nd farmers closer together.Direct sourcing and locally grown food continue to gain popularity,as a portion of food consumption is now shifting towards local products and short supply chains.In France,72%of consumers buy“farm to table”food products directly from producers,at farmers markets,at the fa
215、rm,online or via cooperatives that protect smallscale farming.Local products are also promoted in traditional distribution channels,where consumers pay more attention to where their food comes from,especially fruit and vegetables.Origin,i.e.,products made in France,is now the number one factor in fo
216、od buying decisions(4).1.2.5CLIMATE CHANGE AND ENERGY EFFICIENCYDemographics,urbanisation and human activity are causing largescale climate change that threatens the Earths natural balance.The latest IPCC(Intergovernmental Panel on Climate Change)report(5)states that the climate policies implemented
217、 so far remain inadequate.If greenhouse gas emissions are not drastically reduced before 2030,global warming will exceed 1.5C.To meet the targets of the COP21 climate agreement to limit the temperature rise to 1.5C,greenhouse gas emissions must peak between 2020 and 2025 at the latest and then decre
218、ase until they are carbon neutral by 2050.Changing habits and consuming less could reduce emissions by 40%to 70%by 2050.The IPCC stresses the need to transition from fossil fuels to lowcarbon energy,with lower consumption and lifestyle changes being essential levers in supporting this transition.Ful
219、ly aware of the urgency of the situation,most citizens across the world agree that we need to act quickly and respond to these environmental and energy challenges.Consumers better understand the impact of human activity on the planet and call for a less wasteful,more resourceefficient and locally fo
220、cused model.The Covid19 pandemic and disrupted gas supplies due to the conflict in Ukraine have increased this collective awareness of environmental issues,the benefits of moreresponsible consumption and,in the longer term,a radical transformation in the way we live.Since the health crisis,short sup
221、ply chains have been perceived even more positively by consumers for various reasons,notably because they contribute to reducing CO2 emissions.In 2021,10%of European consumers(compared to 6%in 2019)(6)say they are not only more aware of sustainability issues but also more active in reducing their en
222、vironmental footprint.They are attentive to the solutions offered by retailers,such as recyclable packaging and sustainable products.In France,88%of the population believe that society must be reorganized to be more energyefficient,and 79%believe that this is compatible with the idea of wellbeing(7)
223、.Meanwhile,43%of French people say they feel they could do more to protect the environment(8).Furthermore,83%believe that reducing packaging is important(9),and 60%sell or buy secondhand and/or reconditioned products(10).Younger generations are particularly sensitive to environmental issues,with Fre
224、nch under25s more likely than average to limit their use of plastic and packaging(43%)and fight global warming(29%)(11).In the 1834 age group,57%have purchased secondhand goods(12).(1)Source:https:/www.agencebio.org/vosoutils/leschiffrescles/observatoiredelaproductionbio/(2)Source:https:/www.agenceb
225、io.org/vosoutils/leschiffrescles/observatoiredelaconsommationbio/(3)Source:“(Revitalising organic),Kantar,2022.Revitaliser le bio”(4)Source:(The French and Food Tensions and Changes in our Relationship to our Diet),Fondation Jean Jaurs ditions,September 2022.“La France table Tensions et mutation aut
226、our de notre rapport lalimentation”(5)Source:Climate Change 2022,Mitigation of Climate Change,IPCC,2022.(6)Source:“Disruption&Uncertainty,The State of Grocery Retail 2021”,Europe,McKinsey&Company,EuroCommerce for Retail&Wholesale,2021.(7)Source:”(The French and energy efficiency),Le Printemps de lco
227、nomie,October 2022.“Les Franais et la sobrit nergtique(8)Source:“(The French and energy efficiency),Elabe,August 30,2022.Les Franais et la sobrit nergtique”(9)Source:Webinar:(What is the outlook for alternative consumption),NielsenIQ,September 2022.“Quelles perspectives pour la consommation alternat
228、ive?”(10)Source:(Physical or digital commerce postCovid?Consumer trends examined),Access Panel France 2022,lchangeur BNP Paribas.“Commerce physique ou digital lre postCovid?Les tendances de consommation passes au crible”(11)Source:“Disruption&Uncertainty,The State of Grocery Retail 2021”,Europe,McKi
229、nsey&Company,EuroCommerce for Retail&Wholesale,2021.(12)Source:(Next Leading Brands:French Consumer Spending and Brand Relationships after the Crisis),Babel,Stratgie et cration,2021.“Next Leading Brands,la consommation des Franais et leur rapport aux marques aprs la crise”147258369UNIVERSAL REGISTRA
230、TION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPContext:global challenges and development opportunities231.2.6RESPONSIBILITY ON INCLUSIONDiversity and inclusion challenges are key issues of contemporary societies,as evidenced by the power of the#MeToo or#BlackLivesMatter movements.In
231、clusion,which is the opposite of discrimination,aims to give each individual a place in society,regardless of their characteristics(gender,culture,origin,disability,etc.).In France,discrimination against people with disabilities is the most salient(83%),followed by discrimination against supposed or
232、igin(82%),physical appearance(81%)and sexual orientation and gender identity(80%).Younger generations are the most sensitive to these issues:49%of under35s believe that no area of life is spared from discrimination,15 percentage points higher than the average French person.French people feel that ac
233、tion should be taken at all levels of society to improve inclusion and believe that the actors in the best position to do so are citizens(86%),public authorities(85%),schools(85%)and companies(82%).Companies have a role to play in combating social discrimination and reducing inequality,but they also
234、 benefit from this action.Diversity and inclusion are perceived as a key asset and a vector of innovation and financial performance for any organisation.However,only 56%of French employees feel that their employer is committed to an inclusion policy(1).(1)Source:“Les Franais et linclusion”(The Frenc
235、h and inclusion),OpinionWay,March UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPThe Carrefour 2026 plan:Renewed ambition,faster trajectory241.3The Carrefour 2026 plan:Renewed ambition,faster trajectoryThe next stage in Carrefours transformation trajectory,followin
236、g on from the successful Carrefour 2022 plan,is the Carrefour 2026 plan,rooted in the Groups raison dtre,the food transition for all,and Carrefours omnichannel model as a Digital Retail Company.“In the space of five years,we have deeply transformed Carrefour,placed the customer at the heart of its m
237、odel and resumed profitable growth,serving our raison dtre,the food transition for all.Starting today,we are opening a new chapter inthe Groups transformation.Carrefour 2026 is a plan to be on the offensive in markets marked by inflation and climate change.With its new omnichannel model,Carrefour is
238、 the bestplaced group to address crises and meet consumers new expectations.With Carrefour 2026,we are accelerating our transformation by committing ourselves to giving all our customers access to the best,building a cuttingedge group and consolidating our sustainable growth model.”Alexandre Bompard
239、,Chairman and Chief Executive Officer.1.3.1MAKING THE BEST AVAILABLE TO ALL OUR CUSTOMERS1.3.1.1A distinctive and rationalized offer,reflecting our raison dtreThe Carrefour model revolves around its 80 million customer households worldwide.Customer satisfaction is the Groups compass.This stands on t
240、he three main pillars of trust,service and convenience,which are reflected in and measured by KPIs(Key Performance Indicators)such as the Net Promoter Score(NPS).There was a big increase in the NPS between 2018 and 2022.This result,coupled with the commercial successes of the last few years,confirms
241、 the loyal and rapidly expanding customer base that enables Carrefour to push ahead with its transformation,anticipate new market trends,and offer its customers optimum solutions.Given the context of inflation and climate emergency,consumers in 2022 were concerned with maintaining their purchasing p
242、ower without giving up on healthy and responsible eating.Through measures such as developing its own brands and discount formats,Carrefour acts to shield its customers against crisis conditions.The Group also seeks to lead the way in responsible retailing,through stronger support for sustainable pro
243、duction and commitments on climate and biodiversity.It brings concrete responses to presentday challenges,building on the opportunities opened by the digital revolution.Carrefours commitment on the food transition for all is attuned more closely than ever to its customers concerns and the changing s
244、hape of society.Pride of place for ownbrand productsCarrefour is stepping up ownbrand development under its endeavour to ensure that all its customers have access to the best.Customers appreciate Carrefour ownbrand products for their quality,recognized as at least identical to that of national brand
245、s,and competitive prices.By providing an effective response to inflation while enabling consumers to continue to eat healthily,Carrefour ownbrand products represent a strategic lever for differentiation and competitiveness.Carrefour has built up a strong range of own brands,under constant expansion
246、to span the full spectrum of its customers needs.In 2020,it created the least expensive brand on the market,Simpl,whose prices are lower on average than those of harddiscounters.By 2022,this was offering more than 500 essential everyday products.To address steepening inflation,the Group continues to
247、 expand this range and extend it to all its European geographies.From 2018 to 2022,own brands grew from 25%to more than 33%of Carrefours total sales.Carrefour continues to develop and promote its ownbrand products,with a view to them becoming the core of its commercial engine.The aim is to increase
248、their share of total food sales to 40%by 2026,i.e.almost one in two products sold in its shops.The Group is improving the composition of its ownbrand products to optimise their nutritional profile in all its host countries.Ahead of new legislation and regulations,Carrefour has deployed a worldwide p
249、rogramme to remove controversial substances from its products,aligned with the situation in each geography.100 controversial substances impacting human health were withdrawn between 2018 and 2022.Carrefour is committed to removing 2,600 tons of sugar,250 tons of salt and 20 substances newly consider
250、ed controversial(making 120 in all since 2018)from its ownbrand products by 2026.Carrefour also runs a programme on animal welfare improvement throughout its supply chains.In 2019,it issued a tenpoint animal welfare policy.Carrefour has confirmed that all the fresh eggs sold under its ownbrand will
251、be cagefree by 2025.This programme is also being extended to nonfood products,as with the commitment on 100%quality traceability guaranteeing animal welfare for products in Carrefours TEX textiles brand.Stronger support for sustainable agricultureBecause the activities involved in producing and dist
252、ributing food have a nonnegligible impact on the planet and its ecosystems and climate,a transition is needed towards practices that are more respectful of the environment and biodiversity.Carrefour is stepping up sustainable sourcing by helping its partners transform their production models.Under i
253、ts Act for Food programme launched in 2018,the Group facilitates the implementation of more responsible farming practices through preferential contractual conditions that safeguard the producers of its Carrefour Quality Lines and organic and agroecological lines.147258369UNIVERSAL REGISTRATION DOCUM
254、ENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPThe Carrefour 2026 plan:Renewed ambition,faster trajectory251.3.1.2Omnichannel,a unique service propositionIn 2022,the Group has nearly 38,000 partner producers,including 3,637 that supply organic produce.It updates the Act for Food programme,bri
255、nging deeper meaning to keep abreast of customers changing expectations.In 2018,the offer that best reflected emerging consumer trends was organic produce,and the Group rose to leadership in this segment over a period of five years.Customer expectations for healthy food are evolving,going beyond org
256、anic food and extending to short circuits,local sourcing,and produce from agroecological farming and sustainable fishing.Carrefour has set itself the goal of increasing the number of producers it supports to 50,000 by 2026,reasserting its position as the leading partner of the agricultural world.Thr
257、ough these initiatives,the Group aims to become the European leader in certified sustainable products,with sales of 8 billion euros by 2026 in this category,which includes certified food and nonfood organic products,Carrefour Quality Lines committed to an agroecological approach,sustainable fishing(
258、ASCMSC),paper and wood products with PEFC and FSC certification,and products with environmental certification such as EU Ecolabel.The food transition for allThe Group is continuing its endeavour on quality food for all,by strengthening its affordable fresh food offer,one of the priorities of the Car
259、refour 2026 plan.By 2026,it plans to double its supplies of fruit and vegetables from ultrashort circuits(i.e.produced by suppliers located less than 50 km from the shop)in Europe.Another example of this local emphasis is the launch in France of a local fresh produce format under the Potager City(“C
260、ity Vegetable Garden”)brand.These new city centre stores carry a true ultraspecialist freshfood proposition,but with nonspecialist prices.Then addressing the growing dietary preferences for lower meat intake(flexitarian,vegetarian,etc.),Carrefour is continuing rollout of its ownbrand 100%vegetarian
261、offering.With over 100 products,it is the most comprehensive range of private label vegetarian and vegan products.In 2022,the Groups sales of meatless products reached 300 million euros in Europe,and the target is 500 million euros by 2026(+65%).Carrefours range of“-free”products(gluten-,lactose-,et
262、c.)is also growing.Carrefour provides its customers with detailed nutritional information on its products:information per portion,fibre content,consumption frequency,etc.In 2019,it took up product labelling with the NutriScore index of product nutritional quality across its product lines.The NutriSc
263、ore label appears on 4,101 Carrefourbranded products available in stores or online in France and the rest of Europe,including the Carrefour Bio and Carrefour Veggie lines.Support for more responsible consumption trends60%of consumers believe they can make a difference through their buying decisions(
264、1).In line with its customers concerns on environmental issues,Carrefour runs a number of measures conducive to sustainable consumer behaviour.Carrefour was the first European Retailer to use blockchain technology to ensure product traceability through every stage in the production process.In late 2
265、022,this was operational in 69 Carrefour Quality Lines,covering 1,222 different products.It was extended to 14 new lines during the year.In France,Carrefour was the first major retail banner to sell a fairtrade product,Malongo brand coffee back in 1998,produced by small farmers.Many Max Havelaar cer
266、tified products have since been added to store shelves through brands such as Alter Eco,Ethiquable,Lobodis,etc.Twentytwo years later,Carrefour and Max Havelaar have signed a number of international agreements.In 2022,137 million euros worth of fair trade products were sold in Carrefour stores worldw
267、ide,representing an 8%increase from 2021.Product sales generated nearly 1.5 million euros in development bonuses for cooperatives,on top of the fairer retail price paid to producers,which have financed study grants,water purifiers,schools,a maternity unit,and more.At the end of 2022,Carrefour was fi
268、elding a worldwide network of more than 14,000 stores in more than 40 countries.The Carrefour 2026 plan accelerates the Groups transformation into a fullcoverage benchmarklevel omnichannel universe,enhancing the appeal of hypermarkets through the Maxi method,opening promising new discount formats,ti
269、ghtening the network of convenience stores,developing ecommerce,filling out the service offer,and developing integration between online and instore shopping.The Groups multiple formats,along with its digital developments,form a unique ecosystem capable of offering a personalized customer experience.
270、In addition to their traditional function in offtheshelf selfservice shopping,stores are conceived as keystones of an omnichannel Carrefour universe,as preparation centres and points for picking up goods,or,indeed,returning them for reimbursement,etc.The aim is to offer customers a seamless experien
271、ce,enabling them to shop in a variety of different but complementary ways,with different store formats,online ordering for pickup from a Drive location or home delivery,instore shopping with useful and practical digital services,development of merchant and financial services,etc.By tying together ph
272、ysical stores with digital services,Carrefour develops closer interaction with its customers in all shopping situations,offering an efficient,accessible shopping experience and developing customer loyalty through a unique relationship.If they wish,Carrefour customers can be recognised at every stage
273、 of the shopping experience,to benefit from personalised advantages.(1)Source:“Next Leading Brands,la consommation des Franais et leur rapport aux marques aprs la crise”(Next Leading Brands:French Consumer Spending and Brand Relationships after the Crisis),Babel,Stratgie et cration,UNIVERSAL REGISTR
274、ATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPThe Carrefour 2026 plan:Renewed ambition,faster trajectory26Rollout of ecommerce operations brings an increase in brand loyalty.Customers who take up omnichannel shopping tend to shop more at Carrefour(+22%from the first year(1),+27%af
275、ter two years(1)and have a higher retention rate(2)(97%)than customers who only shop instore.This clearly demonstrates the power of Carrefours omnichannel model.Determined to nurture this competitive advantage,Carrefour confirms its target of 30%omnichannel customers by 2026(vs.11%in 2021).To achiev
276、e this,Carrefour continues to enhance its omnichannel ecosystem(and its applications in particular)through the provision of more personalized offers and consumer advice,and the digitisation of all services,catalogues,receipts,coupons and vouchers.Accelerated deployment of discount formatsAs inflatio
277、n worsens,Carrefour continues to transform its physical sales network by upgrading hypermarkets and stepping up the development of discount formats to address the growing challenges of purchasing power.Heightened appeal for hypermarkets in Europe,through the Maxi methodAs the Groups leading discount
278、 format,the hypermarket stands as a bulwark against inflation.Carrefour intends to strengthen this position by deploying the Maxi competitiveness and productivity method across all its hypermarkets in Europe.This method,which has been successfully tested in France since 2021,is based on improved ope
279、rational efficiency.The resulting offers are squarely focused on purchasing power capability,with each shop realigned to the key needs of its customers,by catchment area.The primary feature of the Maxi method is an adapted and simplified food offer,with datadriven redefinition of assortments,enhance
280、d visibility and availability for the Carrefour brand and entrylevel prices,adapted packaging,and development of a full range of roundtheworld products.Along with simplification,there will be a 20%reduction in nationalbrand food product assortments by 2026,for better onshelf readability,pooled purch
281、ases,and simpler operations(inventory management,logistics flows and shelving in particular).At the same time,the non food offer is being massified and made more legible,to become a means of attracting new customers.This offer is structured around ownbrand products,with the aim of increasing this sh
282、are to 50%by 2026.To improve readability and boost seasonal products,the assortment of permanent references will be reduced by 40%,and the instore nonfood offer will also appear on the Groups ecommerce sites.The“In&Out”spaces launched in 2020 liven up nonfood operations by offering a range of everyd
283、ay products at very affordable prices(with items at less than 1 euro),in order to attract bargainhunting customers.In 2022,there were 1,101“In&Out”spaces across Carrefours European stores.They will be rolled out across the Group between now and 2026.The Maxi method will be implemented in all hyperma
284、rkets,as well as in supermarkets.Accelerated expansion for Atacado in BrazilThe Brazilian cash&carry chain Atacado is the Groups fastest growing format over the last five years.Atacado offers a limited range of products at wholesale prices,presented directly on palettes and sold either by the unit o
285、r in large packages,a convenient and lowcost model that addresses both trade customers and individuals.In a context of steep ongoing inflation,Atacado offers concrete answers to the challenges of purchasing power.The group is therefore pushing ahead with the expansion of Atacado,raising its target o
286、f 20 to 30 new store openings per year in Brazil by 2026.Through this organic growth,plus the conversion of BIG shops,Carrefour aims to have more than 470 Atacado stores in Brazil by 2026.The Group also plans to pilot the brand in France with the opening of the first store.Extension of Supeco in Eur
287、opeCarrefour is also pushing ahead with other discount formats.In Europe,and Spain in particular,it is expanding the Supeco banner,based on the soft discount supermarket model.From 6 stores in 2020,the banner grew to 120 in the Group by 2022,and Carrefour targets a total of 200 stores by 2026.Closer
288、 reach for the local networkCarrefours strength also lies in its convenience formats,which give customers access to the best,right around the corner.For example,in France,the Carrefour City and Express intown banners make for highly convenient everyday shopping,even in outlying urban districts,while
289、 in rural areas Carrefours Market,Proxi and Contact banners give good local reach nationwide.The Groups convenience formats expanded rapidly during the Carrefour 2022 plan,with more than 3,500 openings from 2018 to 2022 in all geographical areas,exceeding the target initially set.Convenience shoppin
290、g continues to be one of the Groups major growth drivers.Given the substantial development potential of this format,Carrefour is continuing expansion here,targeting 2,400 new convenience stores by 2026(600 shops per year),mainly through franchising,with a focus on European countries.Unique eretailer
291、 offering and ecosystemIn addition to its multiformat shop network,Carrefour also seeks market differentiation by strengthening its ecommerce and services offering.Following on from its initial digital investment plan,from 2018 to 2022,Carrefour stepped up its digital technology spend with a new 3 b
292、illioneuro plan for 2022 to 2026,presented at Digital Day.In 2022,the ecommerce activity stood up well against the tense macroeconomic context.Carrefour continued to win customers,posting a global GMV of 4.2 billion euros in ecommerce(up 26%on 2021).Numbers continue to grow in food(up 23%on 2021),no
293、nfood(up 38%on 2021).(1)Presentation of the Carrefour 2026 strategic plan by Alexandre Bompard,November 2022.(2)Percentage of active clients retained from one year to the next.147258369UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOUR GROUPThe Carrefour 2026 plan:Renewed a
294、mbition,faster trajectory271.3.1.3Carrefour,a major player in responsible retailingThe Group is constantly innovating to strengthen its position in the Drive market and its leadership in home deliveries.Carrefour innovations are also appearing in many other areas:quick commerce,the ecommerce site(wh
295、ich features an antiinflation button since November 2022),ecatalogues,deliveries straight to customers refrigerators,deliveries using autonomous vehicles,and an application upgrade that puts all Carrefour at the customers fingertip.Home delivery services also expanded in every Group country in 2022.
296、Carrefour is the French market leader in this segment,with a highly diversified array of services.In express delivery,in addition to Carrefour Express delivery service in less than one hour on carrefour.fr,Carrefour is also present on Uber Eats with 1,200 stores,and on Deliveroo with 380 stores for
297、express home grocery delivery in 30 minutes.Outside France,home delivery services continue to grow in all our countries,both in our ownbrand services and in our 20 partner marketplaces(Uber Eats,Cornershop,Deliveroo,Glovo,Rappi,etc.).More specifically,in quick commerce(i.e.,everyday shopping in less
298、 than 15 minutes),Carrefour has continued to grow its dedicated Carrefour Sprint service in France which it launched in late 2021,both through its convenience store network and its partners Uber Eats and Flink(which acquired Cajoo in secondquarter 2022 and in which Carrefour is a minority shareholde
299、r).By end2022,this service was offering 15minute delivery of nearly 2,000 food and nonfood product references in 16 cities,making Carrefour Sprint Frances most widelyavailable quick commerce brand.Carrefour Italy launched its own quick commerce service in January 2022,in partnership with Deliveroo a
300、nd their Carrefour x Deliveroo Hop service,first in Milan and then in Rome.Carrefour Brazil launched its Carrefour Ja quick commerce service in July 2022,in partnership with Cornershop(an Uber Eats subsidiary).The Group is also continuing expansion in nonfood ecommerce segments,chiefly through its m
301、arketplaces and live shopping services.The product offering focuses on growth segments such as previouslyowned merchandise,dropshipped leading brand products and ownbrand nonfood products.In 2022,the carrefour.fr marketplace extended its offering to nonfood categories,bringing in partners such as Mi
302、liboo and Samsung.Encouraged by these developments,Carrefour confirms its objective,announced at Digital Day,of 10 billion euros in ecommerce GMV by 2026 and a 200 million euro increase in recurring operating income from ecommerce activities in 2026 versus 2021.Carrefours digital strategy is also an
303、 integral part of the Groups social responsibility approach.Carrefour targets carbon neutrality for its ecommerce activities by 2030,ten years ahead of its corporate target that sets this for 2040.This means that the entire purchase process,from click to delivery,should be carbon neutral by 2030.Ful
304、ler range of servicesCarrefours services offer enriches its omnichannel model through its capabilities for attracting new customers and building loyalty among existing ones.The Group is extending this offer by digitalising it and improving its integration into the shopping process,using customer dat
305、a to better target commercial operations and control the cost of risk.Carrefour also introduced new subscription comparison services(mobile phone plans,Internet boxes,electricity/gas)and partnered with Livecars,a multiservice platform for car dealersand manufacturers.Carrefour Occasion has also laun
306、ched a new circular economy offer,occasion.carrefour.fr,a platform for buying back secondhand products developed in partnership with Cash Converters.The Group will be continuing to develop its 30 everyday services to step up growth.Carrefour is also continuing with diversification and digitalisation
307、 of its financial service offers,both B2C and B2B,addressing the needs of all customers.New solutions introduced as early as 2023 will include instore“buy now pay later”offers and products specifically aimed at seniors.Despite a more difficult economic environment than in 2021,Carrefour confirms tha
308、t the digital strategy for financial services should generate additional recurring operating income of 200 million euros in 2026 compared to 2021.To reach its objective of 30%omnichannel customers,Carrefour will be using powerful personalisation and loyalty mechanisms,along the lines of Carrefour Sp
309、ains unique loyalty programme and its attractive subscription offer,whose customers account for almost 70%of sales.Two of the Groups key customer loyalty drivers are customer cards through omnichannel programmes and development of promotions and personalised advertising.To address customer concern o
310、n the matter and contribute to countering global warming,Carrefour is renewing and stepping up its climate transition commitments.Within the retail sector,the Group has built strong credibility on these matters,as a forerunner in the development and rigorous monitoring of a CSR and Food Transition a
311、pproach,materialized in its shops by its successful Act for Food programme.Its Engagement Department,formed in 2022,is tasked with concrete pursuit of the Groups ambitions on the environment,diversity,inclusion and solidarity.Carrefour has received some of the best extrafinancial ratings in the sect
312、or on a global scale,including an“A”score from the Carbon Disclosure Project(CDP)and a 9point increase in its Moodys rating in 2022(second in the sector).As climate challenges mount in intensity,the Carrefour 2026 plan brings stronger initiatives,which will extend to involve the Groups ecosystem as
313、a whole,including suppliers.A stance against wasteThe Group contributes to the combat against all forms of waste and innovates to develop all forms of the circular economy.Carrefour is also committed to reducing food waste from its shops,taking up the Consumer Goods Forum goal of a 50%reduction in f
314、ood waste by 2025 with respect to 2016.As well as measures on improving inventory management at its stores,Carrefour also takes steps to limit the volume of unsold food products:spotlighting items that are approaching their useby date,transforming damaged fruit and vegetables for a second life,partn
315、ering with startups to sell products made from unsold foods(Too Good To Go),etc.To avoid products being thrown out unnecessarily,the Group has launched a joint initiative with its suppliers to review or extend useby and minimum durability dates.It also optimises its donations of unsold food products
316、 by partnering with food banks in most of its host countries.The food donated by Carrefour in 2022 represented the equivalent of 46 million meals.Unsold foods that cannot be donated are used as biowaste for the production of UNIVERSAL REGISTRATION DOCUMENT 2022 /CARREFOURPRESENTATION OF THE CARREFOU
317、R GROUPThe Carrefour 2026 plan:Renewed ambition,faster trajectory28To lead the way in circular economy endeavours,Carrefour is taking up more resourceefficient practices,such as waste recovery,ecodesign and recycling of plastic packaging,which has become a major source of marine pollution.By 2025,th
318、e Group is committed to recovering 100%of its instore waste through recycling or the production of green energy,and to 100%of its ownbrand product packaging being reusable,recyclable or compostable.Under its Zero Plastic Challenge,the Group is working to cut out 20,000 tonnes of packaging by 2025.Th
319、e wide range of innovations here include brown paper and organic cotton bags in the fruit and vegetable section,and brown paper bags at cost price(9 eurocents)at checkouts.The dispensers now appearing in Carrefour shops are appreciated by the growing number of customers who prefer bulk to prepackage
320、d products.Carrefour saw bulk product sales of 30 million euros in 2022,and targets a fivefold increase to 150 million euros by 2026.In France,Carrefour is also targeting 80%digital catalogues by 2024 and 100%by 2026.To promote the circular economy,Carrefour is also stepping up responsible sourcing
321、and developing collection,resale and rental offers:Loop returnable and reusable packaging solution in France,glass bottle deposit system in Poland,etc.Clear commitment on climateIn line with the goals set in 2015 by the Paris Climate Agreement(COP21),Carrefour raised its objectives to limit global w
322、arming in 2021,setting itself the goal of achieving carbonneutral stores by 2040(Scopes 1 and 2)and achieving carbonneutral ecommerce activities by 2030.These targets are aligned with a 1.5C trajectory and they were reaffirmed in 2022.Carrefour has also committed to cutting its indirect emissions(Sc
323、ope 3),with a goal of 29%by 2030(compared to 2019),including a 20megatonne reduction in its product footprint.This trajectory was approved in 2020 by the Science Based Targets initiative for its alignment on a trajectory below 2C.Ecosystem mobilization against climate changeThe Group is determined t
324、o extend its climate transition responsibility beyond its own perimeter,and involve its entire ecosystem in this endeavour.The Carrefour 2026 plan invites the Groups 100 largest suppliers to join it in taking up the 1.5C trajectory for 2026.In what is an unprecedented commitment for the retail secto
325、r,Carrefour undertakes to delist suppliers who do not meet this condition by the end of the announced period.To spotlight suppliers offering healthy,sustainable products in line with its commitments on carbon neutrality and the preservation of biodiversity,Carrefour ran the International Food Transi
326、tion Awards competition in October and November 2022,rewarding the most virtuous suppliers in terms of CSR from a customer viewpoint.More than 250 Carrefour partners took part in the event,which awarded six international and nine local prizes.Combating deforestation and preserving biodiversityCarref
327、our leads the way in biodiversity protection,and for several years now has been running a widereaching programme targeting all sensitive raw materials.It also spearheads the fight against deforestation,as with its 2010 commitment,at the Consumer Goods Forum(CGF),to the goal of zero deforestation.In
328、March 2022,the Group announced the launch of a system of full traceability for livestock farming in Brazil,and committed to ensuring that Carrefourbranded beef from Brazil would be guaranteed“deforestation free”by 2026.By this date,the Group will have withdrawn from all atrisk areas and will have de
329、listed any livestock farm located in these areas.This commitment will be extended to other brands sold in Carrefour stores by 2030.The Group has also announced the creation of a Forest Committee in Brazil,made up of industry experts and Group executives,to intensify its efforts to combat deforestati
330、on at national and international scale.Carrefour is also setting up an antideforestation fund,coupled with a 10 million euro investment to finance projects that contribute to the preservation of biodiversity.The same year,the Group signed up to the Science Based Targets for Nature programme,which gu
331、ides organisations in setting ambitious sciencebased targets for climate and nature.As part of this process,an initial mapping of the Groups impacts and dependencies on biodiversity was performed(see Section 2.1.2 Biodiversity).Social responsibility initiativesAlongside its commitments to the climat
332、e transition,Carrefour is also asserting itself as a committed,longstanding partner in responsible retailing,through numerous social responsibility initiatives organised throughout the world.The Carrefour Foundation has more than 20 years of commitment to solidarity.Its publicinterest mission to pro
333、mote a responsible food transition is currently being pursued through three programmes focused on sustainable,responsible agriculture,inclusive antiwaste initiatives and a foodrelated societal commitment.With an annual budget of 6.75 million euros over a threeyear period,the Foundation supports social responsibility initiatives in France and French overseas departments and territories and the Grou