家乐福销售策略 家乐福的经营策略有哪些

　 家乐福销售策略

　Similarly,in those countries where Carrefour ’s growth is

　based on a multiple format setup,it was organized so as to

　best make use of the Group ’s local resources.Hence in

　France,the new logistic organization for supermarkets

　and convenience stores will result in significant economies

　of scale for both formats.

　In Brazil,the hypermarkets and supermarkets ’manage-

　ment,procurement and marketing resources were pooled

　to further boost sales.

　Wherever the Carrefour Group does business,its stores

　have further moved its market positioning towards the

　discount end through a policy of low prices and large-

　scale promotions.The banners concerned by the con-

　version to the euro locked in their prices through May

　2002 and maintened a freeze on own brands over the

　whole year.In Greece,for example,the prices of over

　1,000 products were frozen and the “budget items

　prices ”were maintained through December 31.

　The price positioning was supported by many promo-

　tional campaigns.In the first half,Carrefour won back

　market share in Brazil by conducting three short promo-

　tional campaigns a week.In the second half,the group ’s

　40

　th

　Anniversary offered a worldwide opportunity to dis-

　play the competitive nature of the product range.Other

　international promotions such as the ones in countries

　A firm positioning in discount

　Carrefour ’s priority is for each of its stores to set the

　benchmark in retailing among its peers.Its stores provide

　all of the benefits of convenience,broad selection and

　price under one roof,which only a world-class Group can

　provide.

　Efforts made in 2001 to pool know-how,logistics tools

　and to group purchases have paid off.The gains derived

　allow for aggressive discounting while increasing the num-

　ber of innovations.

　In Europe,the synergies achieved by France,Italy,Spain

　and Belgium boosted sales in their stores,which managed

　to maintain a very aggressive price positioning compared

　to the average for the market.

　These synergies also benefited from the international

　deployment of product ranges.Spain saw the introduc-

　tion of 444 Carrefour product ranges and Italy 280.

　Meanwhile,1,400 retailer brands took the Carrefour

　name in Belgium.The Dia brand was introduced in France,

　thereby giving Ed the benefit of Dia Spain ’s purchasing

　clout.

　In the non-food sector,Carrefour Spain successfully intro-

　duced its textile know-how in Greece and Italy,thereby

　resulting in a net sales gain in these locations.Meanwhile,

　Italy began to step up its role as a caterer for its European

　neighbors.

　Optimizing resources through synergies

　14

　“During 2002,our Group continued to win market share based

　on strong sales momentum and many new store openings in the

　30 countries where we have operations.We enhanced the appeal

　of our banners and built customer loyalty with our strong

　discount positioning as well as our focus on innovation and

　quality.The pace of expansion picked up with the addition of

　963,000 square meters of sales space in 2002 under the Group ’s

　banners compared to 150,000 square meters in 2001.Carrefour

　also enjoyed the first fruits of its multiple format strategy in

　Western Europe and Latin America,passing on the gains derived

　from pricing synergies to the greater benefit of consumers.

　Because we put the customer first,we have systematized

　the implementation of a program for long-term growth

　that encompasses the safety and quality of our products,

　environmental protection and a commitment to ethics and our

　employees.Lastly,to support our expansion and provide the best

　possible service to our customers,the Group hired a total of

　70,000 new employees in all its banners in all countries.”

　Daniel Bernard,Chairman and Chief Executive Officer

　OUR STRATEGY

　S T E P P I N G U P T H E O F F E N S I VE

　Make consumer products accessible to the greatest number of people.Carrefour is working to achieve

　this goal every day by tailoring its products and concepts to consumers ’needs and expectations.

　In 2002,this uncompromising approach paid off.The Group grew its market share in every country

　where it does business through an aggressive pricing policy,a revamped marketing program combined

　with quality products and a successful customer loyalty program.

　15 Stepping up the offensive Our strategy

　Brazil China Poland France

　brand,present in 9 countries with 815 product

　references in 2002.

　The clientele appreciates this commitment.The sales

　volumes attest to the role Carrefour plays in making

　quality accessible to all.

　Stimulated by low prices,stores have found effective and

　inventive tools to drive the sales momentum.The Group

　has multiplied innovations by introducing new concepts

　in all of the formats,launching new product lines (like

　the "J'aime"line)and increasing the scope of its services.

　Innovation to make stores increasingly

　appealing

　involved in the World Football Cup,helped to boost

　the stores ’financial performance.

　Food quality and safety are one of the Group ’s ongoing

　priorities.This concern has resulted in the creation of

　Carrefour Quality Lines supply network,ten years ago.

　With 250 lines,including 118 in France,in partnership

　with 40,000 farmers,the program has now attained an

　international scope.13 countries are developing their own

　lines and the volume of trade among the countries is high

　and constantly growing.The Group supplemented this

　offering four years ago by introducing the Carrefour Bio

　Quality products within everyone ’s reach

　In Europe,network renovation continued in Greece.In

　France,a major modernization effort was begun,aimed

　at implementing all of Carrefour ’s new concepts

　throughout its hypermarkets.Twenty stores were reno-

　vated in 2002.

　The effort to tailor products to different consumer targets

　continued.The Group revamped 280 Shopi and

　“8 à Huit ”convenience stores in France to meet the needs

　of a clientele seeking quality and friendliness.In all the

　countries where Carrefour does business,the Dia banner

　supported the growth in demand by adding to its sales

　area and increasing the number of its listed products.

　Growth in store brands,retailer brands and

　price leaders

　Carrefour offers a wide and varied range of product

　Multiplying new concepts

　Carrefour made significant capital expenditures in 2002

　to reconfigure its stores to make them more attractive

　and improve customer service.Reorganized sales areas

　and product staging make the best of the Group ’s vari-

　ous areas of expertise.This applies to both the food and

　non-food areas in hypermarkets,to fresh foods in super-

　markets and convenience stores and to the management

　of product lines in hard discount stores.

　The Group continued to modernize its networks.In

　Argentina,80 supermarkets were brought up to stan-

　dards and now bear the Norte banner.In Asia,many

　stores adopted new concepts for fresh foods,thereby

　gaining a huge competitive advantage over their main

　rivals,the street markets.In Thailand,60%of the store

　network was remodeled following these principles.

　16

　Reflets de France N °1 J ’aime

　Firstline Carrefour

　17

　Destination Saveurs

　Stepping up the offensive Our strategy

　lines,which are often updated in both foods and non-

　foods.

　It has thirteen excellent value-for-money store brands,

　four of which have an international and multiple

　format scope.Reflets in France and its offshoots Tierra

　Nuestra in Spain,Terra d ’Italia in Italy,and Souvenir du

　Terroir in Belgium;Destinations Saveurs,Escapades

　Gourmandes and Grand Jury.

　Store brands represent a significant share of sales

　ranging from an average of 25%up to 80%for some

　product families in France.

　In 2002,the Carrefour,Champion and Dia retailer

　brands continued to increase their share of their

　product lines in the various stores.Dia introduced from

　300 to 450 listed items in its various sales outlets.In

　Italy in particular,the network ’s growth was supported

　by the introduction of over 1,600 listed items in all its

　formats.Of these,420 were sold under the newly

　created Di per Di brand,920 were GS products and

　280 were new Carrefour products.

　“Price leader ”products were also a powerful sales

　driver in 2002,particularly in those countries most

　touched by the economic crisis.In particular,they were

　introduced into Norte ’s product range in Argentina.

　Sales of the high quality Bio and Quality Lines

　continued to rise in those countries where they were

　introduced,advancing strongly in Western Europe with

　a significant thrust into Latin America.Introduced in

　2002 by Carrefour in France,the new brand of health

　food products,“j ’aime ”has just been added to these

　lines.In the non-food area,the Group has several

　brands that have an appeal similar to those of the

　specialized names.The Tex clothing brand is one of

　France ’s leading textile brand.

　Growing use of loyalty cards

　Loyalty cards continue to be increasingly used.Today,

　21 million households in Europe own a loyalty card

　from one of the Group ’s banners and Champion ’s loy-

　alty card Iris accounts for 75%of its French sales.In

　Greece,the Kerdokarta loyalty card was introduced in

　September 2001 and was owned by 471,000 customers

　in 2002 who generated 40%of the store ’s sales.In

　Spain,Dia ’s customer loyalty program involves 6 mil-

　lion cardholders and accounts for 82%of Dia ’s sales in

　that country.

　Additional customer loyalty tools were implemented in

　some countries.In France,Champion introduced Ticket

　+Champion in January 2002.The program distributed

　coupons to all its supermarket shoppers,generating a

　40%redemption rate over the year.The introduction

　of a similar tool in Poland boosted store traffic by 21%.

　Always more customer services

　Over the years,Carrefour has added numerous practi-

　cal and accessible services to its offering.The Group

　has thus become a competitive player and the bench-

　mark in several areas of activity outside of its core busi-

　ness line.With 88 offices located near its stores,

　Vacances Carrefour is one of France ’s leading tour

　operators.The operation publicized its expertise by

　making a travel brochure available in Champion stores

　and has introduced an offer in its convenience stores.In

　2002,the concept was exported to Greece under the

　Carrefour Travel banner.

　The Group has also continued to expand its network of

　optician shops in France,Spain and Italy and is under-

　taking to develop a network of service stations in Spain.

　In Europe,network renovation continued in Greece.In

　France,a major modernization effort was begun,aimed

　at implementing all of Carrefour ’s new concepts

　throughout its hypermarkets.Twenty stores were reno-

　vated in 2002.

　The effort to tailor products to different consumer targets

　continued.The Group revamped 280 Shopi and

　“8 à Huit ”convenience stores in France to meet the needs

　of a clientele seeking quality and friendliness.In all the

　countries where Carrefour does business,the Dia banner

　supported the growth in demand by adding to its sales

　area and increasing the number of its listed products.

　Growth in store brands,retailer brands and

　price leaders

　Carrefour offers a wide and varied range of product

　Multiplying new concepts

　Carrefour made significant capital expenditures in 2002

　to reconfigure its stores to make them more attractive

　and improve customer service.Reorganized sales areas

　and product staging make the best of the Group ’s vari-

　ous areas of expertise.This applies to both the food and

　non-food areas in hypermarkets,to fresh foods in super-

　markets and convenience stores and to the management

　of product lines in hard discount stores.

　The Group continued to modernize its networks.In

　Argentina,80 supermarkets were brought up to stan-

　dards and now bear the Norte banner.In Asia,many

　stores adopted new concepts for fresh foods,thereby

　gaining a huge competitive advantage over their main

　rivals,the street markets.In Thailand,60%of the store

　network was remodeled following these principles.

　16

　Reflets de France N °1 J ’aime

　Firstline Carrefour

　17

　Destination Saveurs

　Stepping up the offensive Our strategy

　lines,which are often updated in both foods and non-

　foods.

　It has thirteen excellent value-for-money store brands,

　four of which have an international and multiple

　format scope.Reflets in France and its offshoots Tierra

　Nuestra in Spain,Terra d ’Italia in Italy,and Souvenir du

　Terroir in Belgium;Destinations Saveurs,Escapades

　Gourmandes and Grand Jury.

　Store brands represent a significant share of sales

　ranging from an average of 25%up to 80%for some

　product families in France.

　In 2002,the Carrefour,Champion and Dia retailer

　brands continued to increase their share of their

　product lines in the various stores.Dia introduced from

　300 to 450 listed items in its various sales outlets.In

　Italy in particular,the network ’s growth was supported

　by the introduction of over 1,600 listed items in all its

　formats.Of these,420 were sold under the newly

　created Di per Di brand,920 were GS products and

　280 were new Carrefour products.

　“Price leader ”products were also a powerful sales

　driver in 2002,particularly in those countries most

　touched by the economic crisis.In particular,they were

　introduced into Norte ’s product range in Argentina.

　Sales of the high quality Bio and Quality Lines

　continued to rise in those countries where they were

　introduced,advancing strongly in Western Europe with

　a significant thrust into Latin America.Introduced in

　2002 by Carrefour in France,the new brand of health

　food products,“j ’aime ”has just been added to these

　lines.In the non-food area,the Group has several

　brands that have an appeal similar to those of the

　specialized names.The Tex clothing brand is one of

　France ’s leading textile brand.

　Growing use of loyalty cards

　Loyalty cards continue to be increasingly used.Today,

　21 million households in Europe own a loyalty card

　from one of the Group ’s banners and Champion ’s loy-

　alty card Iris accounts for 75%of its French sales.In

　Greece,the Kerdokarta loyalty card was introduced in

　September 2001 and was owned by 471,000 customers

　in 2002 who generated 40%of the store ’s sales.In

　Spain,Dia ’s customer loyalty program involves 6 mil-

　lion cardholders and accounts for 82%of Dia ’s sales in

　that country.

　Additional customer loyalty tools were implemented in

　some countries.In France,Champion introduced Ticket

　+Champion in January 2002.The program distributed

　coupons to all its supermarket shoppers,generating a

　40%redemption rate over the year.The introduction

　of a similar tool in Poland boosted store traffic by 21%.

　Always more customer services

　Over the years,Carrefour has added numerous practi-

　cal and accessible services to its offering.The Group

　has thus become a competitive player and the bench-

　mark in several areas of activity outside of its core busi-

　ness line.With 88 offices located near its stores,

　Vacances Carrefour is one of France ’s leading tour

　operators.The operation publicized its expertise by

　making a travel brochure available in Champion stores

　and has introduced an offer in its convenience stores.In

　2002,the concept was exported to Greece under the

　Carrefour Travel banner.

　The Group has also continued to expand its network of

　optician shops in France,Spain and Italy and is under-

　taking to develop a network of service stations in Spain.

　Over its 40 years of existence,the relevance of its hypermarket concept has opened the

　doors of 30 countries to the Group.In only ten of them does it have a multiple format

　presence.Hence,Carrefour has a considerable growth margin for its two other global

　business lines —the supermarket and the hard discount store.In 2002,the

　multiplication of the number of store openings worldwide in all formats demonstrates

　the Group ’s efforts to resume its traditional growth rate.

　18

　With a solid base in 30 countries spanning four con-

　tinents,Carrefour began 2002 in a new expansion

　phase oriented on building upon its existing network

　and regionalizing its concepts.The current objective

　is to exploit the growth potential that it gained in its

　major strategic deals concluded in recent years.

　During 2002,Carrefour opened 657 stores.

　They are broken down into 43 hypermarkets,

　77 supermarkets,338 hard discount stores,195

　convenience stores and 4 cash and carry stores.

　This brought the total number of stores under the

　Carrefour banner to 9,632.The stores ’total sales

　area rose from 11,816,000 square meters to

　12,780,000 square meters.Same store sales

　accounted for 2.8 percentage points of Carrefour ’s

　total growth rate.

　In Europe,the stepped-up expansion program

　resulted in the opening of 17 hypermarkets and

　Over 600 openings spanning the continents

　71 supermarkets,enabling the Group to win market

　share in all of the countries where it operates,

　particularly those where it most recently entered.

　In Latin America,the Group plans to add to its

　existing network by playing on the diversity of its

　formats and targeting densely populated regions.

　In Argentina,the economic crisis hampered the

　growth of hypermarket and supermarket names,

　but favored Dia ’s advance,whose concept proved

　particularly appropriate in the tough economic

　and social environment.

　In Brazil,the expansion in hypermarkets and

　supermarkets resumed.The Group was on the

　upswing in the rest of Latin America with new store

　openings in Mexico and Colombia.The rate of

　growth is expected to accelerate in 2003 and

　extend to Chili.

　Asia accounted for 42%of new hypermarket

　openings.Carrefour opened a fourth hypermarket

　in Japan,confirming its plans to expand into a

　promising market,and it stepped up its intro-

　duction in China ’s major cities.

　FOCUSING ON EXPANSION

　with Javier Campo,

　Director –Hard discount

　DIA is a rapidly expanding banner

　that has proved its resilience

　The hard discount store is a go-anywhere format that is

　particularly well suited to the most difficult situations

　thanks to its format,low prices and product lines.Dia

　is well established in seven countries,which leaves

　room for market penetration in the 23 others where

　the Group is established.We have an immense

　potential for growth,but our policy is to consolidate

　our network before committing ourselves in additional

　countries.Our principal task in 2002 was to build on

　our presence in those countries recently opened to us

　through a program of rapid expansion.In Brazil,where

　we just opened 52 stores,70 openings are planned in

　São Paulo for 2003.In Turkey,45 stores were added to

　the total number.In these countries where retailing is

　ENCOUNTER

　19

　predominant,Dia succeeded in making significant

　market share gains thanks to its competitive pricing

　and quality store brands.We opened 137 stores in

　Spain,where we are the leader in mass consumer food

　products with 12%of the market,and in France,32 Ed

　stores,which attests to this format ’s capacity for

　growth,even in a very mature market.Countries like

　Portugal,Greece and even Argentina saw big increases

　in same store sales during the year.

　Another task was to gain a successful entry into China.

　We have been preparing to enter the world ’s biggest

　market for three years now.Carrefour ’s past

　experience in the region was a great help in advancing

　this project.Our first Chinese stores will have their

　grand openings in the second half of 2003 under

　the “Dia Casa Dia ”banner.We have plans to open

　50 stores in Shanghai and Beijing in 2003.The goal

　is to have a total of 500 retail outlets in 2007 with

　locations in the country ’s major cities.

　Focusing on expansion Our strategy

　20

　In most of the countries where the Group is established,

　market shares are gained by either opening new

　retail outlets or adding to the existing ones.

　Therefore,in order to achieve its objectives and at the

　same time control costs,Carrefour uses various

　growth paths to help it to advance while preserving its

　capital.

　The future is in multiple formats

　In countries with mature markets,supermarkets,

　hard discount stores and convenience store networks

　are the preferred paths for expansion.Over 600

　retail outlets were created in 2002.The long-term

　objective is to supplement the network of hyper-

　markets by installing other formats so as to offer

　Pragmatic,innovative expansion means consumers a wide range of sales spaces and product

　lines that suit their lifestyles.Expanding through

　multiple formats also speeds up the penetration into

　a country by profiting from the complementarity of

　the various formats.

　Growth through franchises and partnerships

　Franchising is one of Carrefour ’s means of expan-

　sion.It allows store banners to expand rapidly in a

　country while boosting their purchasing power and

　limiting their capital expenditures.At 15%of

　Carrefour ’s consolidated sales,this method of ope-

　ration is very well developed in Europe in all the

　formats.Partnerships also let the Group introduce

　its concepts in other countries by drawing on its

　partners ’expertise.This is why we are now very

　successful in Romania,Tunisia and Egypt.

　21

　Although Carrefour is world-class in terms of size

　and the resources it allocates to growth,it has cho-

　sen to adapt its concepts to local cultures and

　consumer habits.In this spirit,it relies on a decen-

　tralized organization formed from over 50 opera-

　ting units.Each one is responsible for developing a

　format and its product lines in one country.This

　operating method relies on local initiative,thereby

　providing for the best possible match of store confi-

　guration with consumers ’expectations.

　Over 90%of the banners ’product lines are local,if

　not regional.Thus,in China,rice is sold in bulk and

　a special infrastructure has been set up to sell live

　fish,turtles,frogs and sea food.Conversely,in

　Japan,all perishable goods are carefully packaged,

　since the Japanese have a deep aversion to products

　exposed to the open air.

　A global concept tailored to local conditions Within a given country,the banners aim constantly

　at gaining a better foothold in the local fabric.To

　foster this movement,Carrefour has further decen-

　tralized its organization in France by focusing its

　energies on the regions.In Brazil,the regionaliza-

　tion of purchasing and product lines has proved to

　be the best way of increasing sales.

　Carrefour has traditionally been the biggest expor-

　ter of hypermarkets in the world,introducing the

　concept in France as far back as in 1963,in Latin

　America in 1975 and in Asia in 1989.Quite often,

　the arrival of a new Carrefour store enables people

　to discover and appreciate a new form of commer-

　ce by bringing them constant innovations and a

　choice of products that extends beyond the local

　offering.

　Focusing on expansion Our strategy

　22

　Every year,Carrefour recruits around 70,000 people around

　the world.This is a real challenge for the Group,which must

　match the available skills with its needs in each of the geo-

　graphic regions where it does business and at all levels.

　Hence,the Group strives to conduct an outreach program in

　each country by forming alliances with schools,major uni-

　versities and employment agencies.

　The Internet recruitment site,www.carrefourmyjob.com,

　was launched in July 2002.It provides substantial visibility for

　the human resources program,and helps to enhance

　Carrefour ’s image as a good place to work.It is accessible

　directly or through the www.carrefour.com website and

　those of its various store names.With this tool,recruiters can

　access job applications more quickly and at a lower cost.As

　of December 31,2002,the site had recorded 51,200 hits

　with 27,000 résumés filed.

　Training is at the heart of the human resources

　program,and serves as an ongoing pledge to our

　employees ’advancement and promotion.

　To better carry out this pledge,Carrefour founded the

　Ecole Carrefour early in 2002 in order to instruct young

　trainees in the retailing business.

　Training professionals

　Recruitment In 2002,the company logged over 4,200,000 hours of

　training.The purpose of training is not only to raise the

　level of professionalism among employees,but also to

　give them the means to develop within the company.

　Company loyalty is the result of a policy based on listening

　to employees ’views while providing the means for effec-

　tive career management.

　Listening and participating

　Since 1996,hypermarkets in France have systematized listen-

　ing to employees to assess their satisfaction.It is a valuable

　tool for taking stock of the company ’s labor relations and it

　enables the Group to adjust its management style and draft

　action plans that factor in employees ’recommendations and

　comments.In 2002,the Listening to Employees tool was

　implemented in supermarkets in France,Belgium,Spain and

　Italy.Over 8,000 persons,both managers and employees,

　used it to express their point of view.In Belgium,this initiative

　made it easier to integrate the GB store network within the

　Carrefour Group.

　Employee profit sharing plans are another tool to build loyal-

　ty.In 2002 in France,175,282 payments were made to

　the company savings plan representing a total investment of

　¤131,504,317.

　Building loyalty and motivation

　A FRAMEWORK F O R PROGRESS

　Carrefour ’s momentum would fade were it not for the deep commitment on the part of all

　of its employees.One of the Group ’s key requirements is to develop their potential and foster

　their professional and personal development.This is why the human resources policy focuses

　on four main priorities:

　-support the company ’s growth through local recruitment in keeping with the strategy

　chosen for each country;

　-develop a loyal,high-caliber workforce through good communications and training;

　-manage our people so they may advance as their value to the company is recognized;

　-acquire the tools needed to spread our corporate culture,which is founded on common

　values,across national borders.

　23

　Career management

　In 2002,the Group developed a career management tool

　designed for executives to support the career develop-

　ment of its “high potentials ”.This tool provides for better

　management of careers,compensation and training.

　A new expatriate management policy was also imple-

　mented starting on January 1,2002.Its purpose is to

　facilitate mobility and to establish uniform conditions of

　expatriation.New training programs were drawn up for

　expatriates during their departure abroad and to support

　them when they return.

　In addition to the Internet recruitment site,Carrefour has

　acquired other valuable tools using new computer tech-

　nologies,notably to:

　-make training more accessible.The online training site

　on shelf arrangement created in Brazil was deployed this

　year in Portugal,and should be introduced gradually in

　various other countries.In France,a module on making

　baguettes was created and tested and is the first step in an

　e-learning approach designed to increase professionalism

　in Fresh Products;

　-improve in-house communications.

　The intragroupe.carrefour.com website created in June

　2001 has quickly gained popularity.The number of hits

　Innovation

　more than doubled in one year,reaching an average of

　20,000 hits per month since May 2002.

　These tools are now necessary to better control costs.

　They also provide communication in real time,and are

　thus more responsive.

　In 2002,the Carrefour Group formalized its Vision,its

　Ambition,its Values and its Policies.As the Group entered

　a more intense expansion phase,it became essential to lay

　the foundation for a benchmark of values and behaviors

　that would apply to all countries and formats to strengthen

　the feeling of belonging in the Group and team spirit

　among all of its employees.

　The effort was truly an act to found a “Carrefour ”

　corporate culture,the product of different cultures and

　formalized to be understood,shared and applied by every-

　one.It is also a major strategic document that establishes

　the adherence to a certain number of policies,i.e.Clients,

　Assets,Personnel,Merchandise and Money,which are

　essential for maintaining the service quality and competi-

　tiveness which are the basis of the reputations of the

　Group ’s banners worldwide.

　The circulation of Values and Policies was undertaken in late

　2002 from the top down.All employees should be intro-

　duced to it in 2003.

　Sharing common values

　BREAKDOWN OF THE WORKFORCE BY REGION

　As of December 31,2002 TOTAL:396,662

　20%

　11%

　69%

　A framework for progress Our strategy

　AGE DISTRIBUTION

　As of December 31,2002 5%

　13%

　12%

　18%

　25%

　Over 50

　40 to 50

　35 to 40

　30 to 35

　25 to 30

　Under 25 27%

　0%10 %20%30%

　GROUP WORKFORCE TRENDS *

　1997-2002

　1998 1999 2000 2001 2002

　WORKFORCE TRENDS BY FORMAT

　1997-2002

　0%

　20%

　40%

　60%

　80%

　100%

　92%

　3%3%

　5%5%

　92%

　63%64%60%61%

　15%19%22%22%

　15%11%11%10%

　7%6%7%7%

　1997

　1998 1999 2000 2001 2002 1997

　Hyper Super Hard discount Others

　Europe Latin America Asia

　123,437

　144,142

　272,160

　330,247

　382,821 396,662

　*Excluding franchised stores.

　24

　The Carrefour Group ’s sustainable development policy was

　formalized in 2001 around three areas of commitment:

　quality and safety,respect for the environment and social

　responsibility.It is now fully integrated into the Group ’s busi-

　ness plan.

　During the year 2002 Carrefour:

　-communicated its framework both in-house and outside of

　the company,particularly through its participation in the

　World Environment Day (see box).Its first Sustainable

　Development Report received the French Ordre des Experts-

　Comptables award for the best initial communication on

　sustainable development;

　-took into account the expectations of its various audiences

　with more frequent consultation and dialogue;

　-added further detail to its financial reports by including

　figures that will enable investors to compute key performance

　indicators,one of the main expectations of our creditors

　(credit rating agencies,consumer associations,environmen-

　tal and societal NGOs,public authorities,unions,etc.);

　-was included for the first time in a “socially responsible ”

　market index,the Dow Jones Sustainability Index (DJSI)

　World,and in the portfolio of Scandinavia ’s biggest manager

　of socially responsible mutual funds,Storebrand.

　The quality and safety of products sold in our stores is one

　of the Group ’s priorities,notably for our store brand food

　products and retailer brands.For these items,Carrefour

　works closely with its suppliers to ensure the traceability

　and their bacteriological quality of products as well as the

　implementation of the precautionary approach and a

　rapid recall procedure.In 2002,Carrefour set up a “Safety

　Observatory ”for its own store brand products.The Group

　also developed a Quality Management Chart,a data

　processing tool that can predict and manage risks by moni-

　toring controlled products throughout preparation.

　Reducing the Group ’s environmental impact is another

　task.The various stores are encouraged to enrich

　their product lines with environmentally friendly products

　in terms of their preparation and in their choice of

　packaging.

　Further protecting the environment

　Quality and safety –a stronger system

　P R O M O T I N G R E S P O N S I B L E B U S I N E S S

　Carrefour has been committed to sustainable development for more than ten years now.

　This year it took a further step to implement its framework.The Group bolstered the

　missions of its Quality and Sustainable Development Division and shored up its analytical

　tools.The May 2002 publication of the first Sustainable Development Report served to

　communicate its commitments to all of its audiences.Carrefour ’s objective is to contribute,

　at its level,to the quality of life of the people it serves,and to integrate a “sustainable

　development ”ethic in all the day-to-day practices of its employees.

　Drawing by a child during a contest organized

　by Carrefour in China.

　25

　PRA C T I C ES

　For example,in 2002,Carrefour France saved 484 metric

　tons of raw materials used in packaging and a “packaging

　reference guide ”was drafted to encourage the spread of

　these good practices.After working with the WWF in

　2001 to promote sustainable forest management,

　Carrefour drafted a special charter to implement this

　framework for its procurement of wood products.

　To reduce the environmental impact of transporting our

　products,particularly CO2 emissions,Carrefour estab-

　lished a system of partnerships with all the players in its

　logistic network in 2002.Several work orientations were

　laid out,and included alternative modes of transport

　(river transport,rail transport,clean trucks)and the opti-

　mization of loads and routes.Many potential reductions

　in emissions were identified.

　Our stores also continue to implement our program by

　striving to improve their sorting of waste,lowering energy

　consumption and providing the public with reusable bags.

　As a global economic player,Carrefour wants to build

　long-term relationships with its suppliers and partners.In

　addition to a formalized commitment on their product

　quality and traceability,the Group insists on their involve-

　ment in preserving the environment and adhering to a

　certain number of ethical principles.

　The Group remains very vigilant with respect to labor con-

　ditions in factories.In 1995,Carrefour initiated a program

　of labor audits on its suppliers ’premises,and formalized it

　in 1997 with a written commitment charter.By subscribing

　to the charter,its suppliers undertake in particular not to

　Economic and social responsibility

　use child labor or forced labor.To ensure that these com-

　mitments are followed,the Group has implemented a

　large-scale awareness and monitoring program with the

　International Federation of Human Rights Leagues.

　Partner in local development

　Wherever Carrefour has a presence,it contributes to the

　economy,be it through the jobs it creates or the partner-

　ships it forms with local suppliers to develop regional

　products.The Group strives to make consumer products

　accessible to all by encouraging local progress,stimulating

　exchanges,trade and economic and cultural freedom.

　Hence,the Group tailors its product lines in developing

　countries to the local culture and current standards at

　Carrefour.This helps the local population to raise their

　local standards in terms of quality of life,respect for the

　environment,hygiene and local safety.

　Social welfare has been a core value at Carrefour since it

　was founded.Created in 2001,the Carrefour

　International Foundation has been conducting actions in

　40 countries for two years now.With an annual budget

　of ¤ 4.6 million,it intervenes especially in emergency or

　disaster situations,the fight against poverty and exclusion

　while it supports medical and scientific research.The

　Foundation supports numerous educational,literacy and

　cultural programs aimed at the most underprivileged.

　Social welfare is also expressed through many local and

　national initiatives that are conducted on the scale of the

　banners or companies.

　Social welfare is a local value

　Promoting responsible business practices Our strategy

　2002 Sustainable Development Report,

　available in June 2003

　On the Internet:www.carrefour.com

　Contact:Roland Vaxelaire

　FOR ADDITIONAL INFORMATION

　An international participation

　in World Environment Day

　Carrefour used the World Environment Day on June 5,

　2002 to implement and communicate its commitment.

　Stores representing all of the formats participated

　in 24 countries with over a hundred actions adapted

　to local issues.Some of these included raising

　the awareness of customers to water issues in Spain,

　a campaign to vaccinate children against polio in Brazil,

　and an operation to clean the Mediterranean

　sea and forests in Greece.

　FOCUS