The first Carrefour store opened on 3 June 1957, in suburban Annecy near a crossroads

(carrefour in French). The group was created by Marcel Fournier, Denis Defforey and
Jacques Defforey and grew into a chain from this first sales outlet. In 1999 it merged with
Promodès, known as Continent, one of its major competitors in the French market.

Marcel Fournier, Denis Defforey and Jacques Defforey had attended several seminars in
the United States led by "The Pope of modern distribution" Bernardo Trujillo, who
influenced other famous French executives like Édouard Leclerc (E.Leclerc), Gérard
Mulliez (Auchan), Paul Dubrule (Accor), and Gérard Pélisson (Accor). Their slogan was
"No parking, no business."

The Carrefour group pioneered the concept of a hypermarket[dubious – discuss], a large

supermarket and a department store under the same roof. They opened their first
hypermarket 15 June 1963 in Sainte-Geneviève-des-Bois, near Paris in France.[2]

Carrefour's trading logo

In April 1976, Carrefour launched a private label Produits libres (free products -- libre
meaning free in the sense of liberty as opposed to gratis) line of fifty foodstuffs,
including oil, biscuits, milk, and pasta, sold in unbranded white packages at substantially
lower prices. The popularity of these products led critics on the political right to charge
that Carrefour was undermining capitalism by acclimating the population to generic
(rather than brand name or specialty) foods.[citation needed] In particular, Jean Mothes, an
executive at Perrier, wrote in Investir magazine that Carrefour did more to accelerate the
change to a socialist-led government than socialist politicians and syndicalists like
Edmond Maire, Georges Marchais, François Mitterrand and Georges Séguy.[citation needed] In
September of 2009, Carrefour updated it's logo. [3]

[edit] Slogans
• Hypermarkets: "Choice and quality for everyone"
• Hypermarkets: "Pentru o viaţă mai bună" (Romania); it means "For a better life"
• Hypermarkets: "Ke Carrefour Aja Ahh...!!!" (Indonesia), literally means "Go to
Carrefour (is better)...!!!"
• Supermarkets: "The prices people want, close to home"
• Hard Discount: "Grocery products at low, low prices"
• Convenience Stores: "Just what you need, right next door"
• Cash & Carry: "Proximity and accessibility for catering professionals"

[edit] Carrefour around the world in September 2007

countries where Carrefour Group is present.
Directly owned
Under franchise
[edit] Asia

• In 1989, Carrefour became the first international retailer to establish a presence in

Asia when it entered Taiwan through a joint venture with Uni President
Enterprises Corporation. It leveraged the experience it gathered in Taiwan to
expand into other Asian markets. Carrefour also operates in the United Arab
Emirates and Jordan in a joint venture with Majid al Futtaim[2] . In March 2007
Carrefour opened a store in Kuwait in the Avenues mall . In Oman, Carrefour
opened a store in 2003 on the outskirts of the city of Muscat. Carrefour also has
11 franchise operated hypermarkets in Saudi Arabia, with 5 of them being in the
capital Riyadh itself. In 2007, expansion accelerated outside France, particularly
in Asia, with the building of 36 new hypermarkets, including 22 in China - where
the Group broke its record for store openings in a one-year period. Carrefour has
also opened a franchise owned branch in the Bahrain City Centre in 2008.

Hypermarket
Country First store Supermarkets Hard Discounters
s
China 1995 134 - -
Indonesia 1998 61 14 -
Bahrain 2008 1 - -
Japan 2000 7 - -
Jordan 2007 1 - -
Kuwait 2007 1 - -
Malaysia 1994 12 - -
Oman 2000 2 - -
Pakistan 2009 1 - -
Iran 2009 1 - -
Qatar 2000 3 - -
Saudi Arabia 2004 11 - -
Singapore 1997 2 - -
Syria 2009 1 - -
Taiwan 1989 48 - -
Thailand 1996 25 - -
United Arab
1995 11 2 -
Emirates[3]

[edit] Africa
 Country First store Hypermarkets Supermarkets Hard Discounters
Morocco 2009 1 -
Algeria 2005 2 1
Egypt 2002 5 -
Seychelles 2009 Under Construction - -
Tunisia 2001 1 2 -

[edit] Europe

First Hypermarket Hard Convenience Cash &

Country Supermarkets
store s Discounters Stores Carry
Belgium 2000 56 280 - 257 -
Bulgaria 2009 1 - - - -
Cyprus 2006 5 4 - - -
France 1960 218 1,021 897 3,245 134
Greece 1991 28 210 397 216 -
Italy 1993 59 485 - 1,015 20
Monaco - - 1 - - -
Poland 1997 72 277 - 5 -
Portugal 1991 - - 365 - -
Romania 2001 22 23 - - -
Russia 2009 5 - - -
Spain 1973 161 87 2,912 3 -
Slovakia 1998 4 - - - -
Turkey 1993 19 99 519 - -

[edit] Americas

Carrefour has a presence in 4 countries in the Americas: Brazil, Argentina, Colombia,

and the Dominican Republic. Carrefour is active in 3 types of retail distribution:
hypermarkets, supermarkets and hard discounters, and entered the Cash & Carry market
in Brazil, after the purchase of Atacadão.[4]

First Hypermarket Hard Convenience Cash &

Country Supermarkets
store s Discounters Stores Carry
 Argentina 1982 59 103 395 - -
Brazil 1975 150 38 300 5 34
Colombia 1998 57 - - - -
Dominican
2000 5 10 - 20 85
Republic

Carrefour:
History:

 The first Carrefour store opened on 3 June 1957, in suburban Annecy near a
crossroads (carrefour in French). The group was created by Marcel Fournier
Denis Defforey and Jacques Defforey and grew into a chain from this first sales
outlet
 In 1999 it merged with Promodès, known as Continent, one of its major
competitors in the French market.
 The first hypermarket was opened on 15 June 1963 in Sainte-Geneviève-des-Bois,
near Paris in France
 In April 1976, Carrefour launched a private label Produits libres (free products --
libre meaning free in the sense of liberty as opposed to gratis) line of fifty
foodstuffs, including oil, biscuits, milk, and pasta, sold in unbranded white
packages at substantially lower prices

OUR GROUP
The Carrefour group: a world leader in distribution
Over the past 40 years, the Carrefour group has grown to become one of the
world’s leading distribution groups. The world’s second-largest retailer and the
largest in Europe, the group currently operates four main grocery store formats:
hypermarkets, supermarkets, hard discount and convenience stores. The
Carrefour group currently has over 15,500 stores, either company-operated or
franchises.

An international retailer

A pioneering entrant in countries such as Brazil (1975) and China (1995), the
group currently operates in three major markets: Europe, Latin America and Asia.
With a presence in 35 countries, over 56% of group turnover derives from
outside France. The group sees strong potential for further international growth in
the future, particularly in such large national markets as China, Brazil, Indonesia,
Poland and Turkey.

Promoting the growth of local economies

Wherever it has a presence, Carrefour is actively committed to promoting local

economic development. Since retail activities are all about contact with people,
the group consistently emphasizes local recruitment plus management and staff
training on the job wherever they work.
Typically, the Carrefour group will be one of the leading private employers in any
country where it operates. Naturally, this is the case for France, where the group
was originally founded, but it is also true of such countries as Brazil, Argentina,
Colombia, Italy and Greece. The group also seeks to support local suppliers, with
some 90-95% of the products on its shelves sourced locally, depending on the
country.

POINT OF VIEW
Convenience stores: lending vigour to the city centre

In order to respond to its customers’ needs at any time, Carrefour operates a

variety of retail formats and concepts, including hypermarkets, supermarkets and
convenience stores. Its neighborhood convenience stores, located in the urban
core, are increasingly popular among consumers. With over 4,800 stores
worldwide, the Carrefour Group plays a major role in convenience retailing.
Today, Carrefour ensures that its stores in this format enjoy the benefit of
Carrefour’s modern approach and high profile by giving them the Carrefour
name, such as the Carrefour Express banner in Brazil, Carrefour Express
Marinopoulos in Greece, Carrefour 5 Minut in Poland, Carrefour Convenient Buy
in Taiwan and Carrefour City in Spain and France.
To learn more about shopping patterns in city centers and the role played by
France’s neighborhood stores, Carrefour has now, for the first time, created the
Barometer of Urban Consumer Expectations, in partnership with its Carrefour
Property division and the Centre-Ville en Mouvement association, a group of
businesses and organizations active in the city centre. The survey was
conducted by TNS Sofres among a representative sampling of 623 French adults
aged 18 or over living in cities with a population of at least 5,000.
This initial phase yielded several findings:
1) The French like their city centers
The French feel good in their city centers.
Seventy-four percent had a positive view of the city centre.
However, 20% expressed a wholly negative view.
The city centre is a positive environment for a majority of the French people.
Two-thirds of those living in urban areas with a population of at least 5,000 feel
comfortable there. The most common positive impressions are satisfaction, a
feeling of enjoyment (41%) and the sense of being free and independent (40%).
Practical experience in the area plays a positive role: those who frequently travel
to the city centre to do their grocery or other shopping feel particularly
comfortable there (70-80%).
At the same time, 20% have a less positive view of the city centre: they feel
stressed there or even lost. This includes a significant percentage of white-collar
workers (29%), but also inhabitants of major metropolitan areas such as Paris,
Lyon and Marseille (27%). The size of the urban area is especially decisive in
shaping views of city centers (including the image people have of the area and
the frequency with which they go there). But the use of a car to travel to the
central city does not dissuade people from going: surprisingly, those who use
mass transit have the most negative perception.
The city centre: an area full of possibilities, a vibrant place designed for
interaction.
The city centre is synonymous with communication, interaction and social ties
(62% of the spontaneous responses given by the French public): it is very
strongly associated with the shops and businesses grouped there that offer a
variety of goods and services: “You find everything there.”
The individuals surveyed were also sensitive to how the city centre is structured:
40% of the spontaneous responses received on the city centre involved the
urban environment, with its liveliness, its green spaces... and above all its traffic.

2) Retail stores are the driving force behind the city centre
Retailing is the nerve centre of the urban core
For 57% of the French public, retail stores help to make their city attractive,
improve the quality of life for residents or create excitement.
Another advantage of city-centre businesses, according to 46% of the French
public: “everything is close by”.
Note that for 13% of the French, city-centre stores offer advantages because
they have longer or more extensive opening hours.
At the core of French expectations regarding their city centre: retail stores
In order to make the city centre more appealing, the French would like to see:
 • More retail businesses (39% of the French and 53% of those who live in
cities with 5,000 to 20,000 residents)
• Easy access by car or mass transit (30%)
• More green space (26%)
• More leisure facilities (cinemas, libraries, theatres, etc.) (37%)
• Longer opening hours for retail shops (11%)
And in practice, a combination of consumption modes and retail habits
The French frequent a complementary array of retail shops and use these stores
for different purposes. To find attractive prices and a wider selection, they go
primarily to shopping centres/retail areas on the outskirts of each city (price:
72%; selection: 70%).
Central-city retailers win support for their quality and the advice they offer (53%).

3) Sustainable management of city centres is a necessity

The ideal city centre for the French public: greater accessibility and enhanced
quality of life
When the French are asked which criteria they consider most important for
building the ideal city centre, 43% cite “ease of access, with car parks and
pedestrian spaces”. Next, 37% want a city centre that is “pleasant and appealing,
with a cultural life and places for going out”--and an area with parks and green
space as well (36%). Liveliness (30%) and shops and businesses (29%) received
the next highest number of responses.
4) In practice, two realities emerge about the city centre
On the whole, the French travel to the city centre to do their shopping and
errands
The results suggest that travel to the city centre is fairly widespread among the
French public The most frequent visitors are managers, young adults (ages 25-
34) - still single or in the process of starting a family - and, logically, residents of
major French cities (Paris, Lyon and Marseille).
Of those surveyed, 53% go to the city centre on a regular basis to do their
grocery shopping. The number of respondents who shopped at national chains
vs. those frequenting small, independent neighborhood retailers was found to be
equivalent (65% and 61% respectively go at least once a week).
In addition, 40% of those surveyed visit the city centre regularly for “fun”
purchases at specialty stores, and 38% go to do other shopping and stroll the
neighborhoods.
The need to visit government offices also prompts a significant amount of travel
to city centres, but on a less frequent basis (20% regularly and 39%
occasionally).
Lastly, opportunities to go out (restaurants, films, museums) round out the list:
16% of the French go regularly, compared with 72% who go rarely or never.
These evenings out are widely popular among managers and those under the
age of 35. The size of the urban area is a factor as well: municipalities with over
30,000 residents have a greater impact (Paris, Lyon and Marseille most of all).

Two realities about the city centre in the data

A split on current perceptions of the city centre: 54% feel their city centre is very
lively and animated, versus 40% who disagree
There are enjoyable city centres on one hand...

Residents of the biggest French cities see a lively city centre, with an expanding
retail scene
Among residents of Paris, Lyon and Marseille, 88% find their city centre to be
especially lively and animated.
And 74% enjoy going there to run errands and wander the neighborhoods.
Fifty-three percent report an increasing number of stores in their city centre that
are part of national chains.
... And boring city centres on the other?
In every other city, a more mixed view: a retail dynamic that needs to be
strengthened.
Fifty-eight percent of those who live in rural areas with an urban influence or in
French cities other than Paris, Lyon and Marseille genuinely enjoy doing their
shopping in the city centre.
But just 50% find their city centre very animated (versus 88% for Paris, Lyon and
Marseille).

The Carrefour Group’s neighborhood stores, in the heart of

French cities

With its neighborhood convenience stores, the Carrefour Group is meeting the
needs of urban customers and injecting energy into small towns and villages. In
France’s major cities, Carrefour offers stores that keep pace with urban lifestyles,
offering an expanded line of ready-to-eat products. In rural areas, convenience
stores provide a real service to local residents, with a selection of products for
day-to-day life as well as repairs.
Carrefour convenience stores: the number-one grocery franchisor
Six banners: Shopi, 8 à Huit, Marché Plus, Proxi, Carrefour City* and Carrefour
Contact*
Sales of €3.5 billion in 2008
Nearly 700 employees providing services to franchisees
An exceptional network of over 3,200 convenience stores
Five million customers shop at the Carrefour Group’s convenience store banners
*Banners in the test phase
Carrefour City and Carrefour Contact: two new banners for day-to-day
needs
Carrefour City
Carrefour City is specially designed to meet the needs of a highly mobile urban
clientele. It's a fun, vibrant, user-friendly place to shop, with two main areas:
"Pour tout de suite", which offers ready-to-eat products, and "Pour plus tard”, for
daily shopping needs. Carrefour City is open long hours to keep pace with urban
lifestyles. In Paris, its hours are from 7 am to 11 pm. Customers will find every
Carrefour-brand product, including the Carrefour Discount line, and can enjoy the
benefits of Carrefour’s loyalty program.
Carrefour Contact
Located at the entrance to or in the centre of small towns and villages, Carrefour
Contact is a store for everyday needs. It sells a selection of products for meal
preparation and carries an extended range of fresh foods and meat. The store
also offers pleasure shopping and repair services. At Carrefour Contact, too,
customers enjoy all the benefits of the Carrefour name: Carrefour-brand
products, Carrefour’s loyalty program and more.

OUR STORES
Our stores
Over the past 40 years, the Carrefour group has grown to become one of the
world’s leading distribution groups. The world’s second-largest retailer and the
largest in Europe, the group currently operates four main grocery store formats:
hypermarkets, supermarkets, hard discount and convenience stores. The
Carrefour group currently has over 15,000 stores, either company-operated or
franchises.

• Hypermarkets: the appeal of the new

• Supermarkets under the Carrefour banner
• Hard Discount: low prices year-round
• Convenience: always attuned to customer needs
• Cash & carry: proximity and accessibility for catering professionals
• E-commerce
Hypermarkets: the appeal of the new

Customers seek good selection, prices and quality as well as faster shopping in a
simple, friendly environment. Carrefour hypermarkets have entered the era of
customized services and are poised to conquer new markets.

Human-scale hypermarkets

The world leader in the hypermarket segment with 1,302 stores, the Carrefour
Group continually adapts its store formats to the lifestyles of its customers. To
create a more pleasurable shopping experience, the hypermarkets are becoming
more compact. Internationally, the average size of a new hypermarket in 2008
equalled 5,400 sq.m, just two-thirds the size of a store opened in 2004. In many
cases, the growth format may even be 3,000 sq.m to match as closely as
possible the needs of each trading area. In these compact formats, Carrefour is
expanding its offering to remain faithful to the hypermarket concept. Countries
like Colombia, Thailand, Taiwan, Poland, Spain and Romania have been
pioneers in this area. In Bogotá, for example, Carrefour opened two
hypermarkets with less than 2,600 sq.m of sales area. In Taiwan, Carrefour’s
growth is being driven by compact and mini formats, some of which are located
in shopping malls and offer a wide array of services and leisure activities.

In sync with local life

Carrefour Group banners are growing and operating with their customers' needs
at the top of the list, as evidenced by Brazil's Atacadao, a store concept with a
focus on low prices. At year-end 2008, Carrefour Brazil had 48 Atacadao stores,
up from 34 in 2007, and recorded two-figure sales growth year-on-year. In
Colombia, the Tintalito stores offer affordable and modern consumer products to
customers with modest incomes at the best prices and quality.

Pleasure and choice

Entering a Carrefour hypermarket means being greeted by an affordable array of

quality products. From indulgences to practical items, the shelves are continually
being replenished with new products and services. With more than 3,000
Carrefour-brand products, the Carrefour hypermarkets in Thailand satisfy every
family need. The Carrefour Premium range is designed for those who want only
the best. The mid-range Carrefour assortment offers products of name-brand
quality at very affordable prices. The Big Saver range guarantees "great savings"
on staple products. In the apparel and home decoration departments, ranges are
expanding in all hypermarkets. In Colombia, the Tex brand is modernizing its
identity and image, offering clothing for all lifestyle needs, including urban,
casual, sportswear and maternity lines. And to take it a step further, Carrefour
Colombia is testing computer-aided design to improve the in-store display of
clothing in three Bogotá hypermarkets. In home decoration, the "Casa & Déco"
line is proving increasingly popular with customers. Stores in France added
Carrefour Home to their tableware collection and the brand launched the "Young
Home" range, which targets people living on their own for the first time.

• 1,302

hypermarkets worlwide at 31 December 2008

• 57%

of group sales under banners (incl. taxes) in 2008

• 126

new hypermarkets Carrefour worlwide in 2008

• 1 million of customers everyday

in hypermarkets in France

Supermarkets under the Carrefour banner

For customers of its 3,000 supermarkets, the Group is working faster to

modernize its stores and convert them to the Carrefour name.

A dynamic brand

Throughout the world, the rollout of the Carrefour brand at supermarkets has
been an unqualified success. The Champion and Norte stores that became
Carrefour Express or Carrefour Bairro in 2007 in Spain, Argentina and Brazil all
saw sales climb in 2008. Spanish supermarkets, for example, increased their
sales net of tax by 7.4% in 2008 based on comparable sales area. Customers
have had the same positive reaction in Romania, Turkey and Poland, where all
Ahold supermarkets have been converted to Carrefour Express, and in
Indonesia, where 13 Alpha Retailindo stores have also switched to Carrefour
Express.
In France, Champion became Carrefour Market after six months of market
testing. On 25 June 2008, a phased rollout began, and by the end of December,
160 Carrefour Market stores were already flourishing throughout France,
including franchisees. The new Carrefour Market recorded strong growth thanks
to higher volumes and the assets of the Carrefour brand. Elsewhere, Greece
transformed its Champion stores into Carrefour Marinopoulos and Italy opened
the country's first Carrefour Market in Milan. In Colombia, the Group announced
in September that it had purchased the Mercadefam supermarket chain, thereby
becoming No. 1 in its category in Santander State. It is also examining whether
to convert its stores to the Carrefour banner.

In favour of customers

At Carrefour Market in France, supermarket customers find a friendly staff and

the modern features of a Carrefour store. The assortment has been expanded by
some 20% with Carrefour-brand products and new non-food ranges, particularly
apparel, culture and leisure, and tableware. The new layout modernizes the
retailer's image and makes it easier for customers to navigate the store and
understand the product displays. Lastly, customer loyalty is better rewarded.
Customers can now take advantage of their Carrefour Card benefits throughout
the network – in supermarkets, hypermarkets and even in Carrefour Contact and
Carrefour City convenience stores undergoing testing.

• 2,919

supermarkets worldwide at 31 December 2008

• 17%

of gross sales, incl. tax, under the Group’s banners at 31 December 2008

Hard Discount: low prices year-round

During these tensed economic times, customers are determined to make the
most of their purchasing power. The Carrefour Group and its Hard Discount
banners continue to expand access to consumer products by offering low prices
all year long.

Hard discount: something for everyone

In 2008, Dia, the Carrefour Group's hard discount segment, proved that it is
meeting a real economic need in every country of operation: Spain, France (Ed
brand), Portugal (Minipreço), Greece, Turkey, Argentina, Brazil and China. The
number of stores climbed by 459 and now totals 6,252.
As the hard discount region par excellence with nearly 50% of the network, Spain
posted a solid performance. In 2008, sales incl. VAT rose by 16.2%. This
performance can largely be attributed to the 83 "Supermercados Plus" stores that
switched to the Dia banner following their acquisition from the German company,
Tengelmann. In France, Carrefour pioneered the hard discount concept in 1978
when it created the Ed banner, which now boasts over 900 stores. The Group is
planning to bring new energy to this format in response to consumer demand.

Taking a new look at Dia

The leading discount chain in Spain, Dia, must continually innovate to stay on
top. In 2008, Dia updated its image, adopting a more contemporary and
customer-focused logo and renaming its stores Dia Maxi and Dia Market. In
addition to creating a more forceful identity, Dia renovated store interiors to
provide better customer service while maintaining the stores' primary function.
Dia Maxi offers a large number of non-food items in 1,200-sq.m stores. Dia
Market concentrates the most highly trafficked departments in 500 sq.m: self-
service fruits, vegetables, meat and fish as well as a variety of snacks. Overall,
the 390 Dia Maxi and 278 Dia Market stores that opened over the past two years
have been successful on a daily basis.

Loyalty programme: numerous benefits for customers

Spain launched the Club Dia loyalty programme in 1998 and since then over 14
million households have signed up. At present, more than 9 million households in
Spain, 2 million in Portugal, 1.5 million in Greece and 1 million in Argentina are
enjoying the advantages offered by the programme, which will be gradually
introduced in all of the Group's countries of operation.

• 10% of gross sales, incl. tax, under the Group’s banners in 2008

• 6,252

stores wordlwide at 31 December 2008

 • 914

Ed stores in France at 31 December 2008

Convenience: always attuned to customer needs

Convenience stores are a

huge success with
consumers. The Carrefour
Group brings all its modern skills to bear on this forward-looking format.

Express shopping

Out of a total of 15,000 stores, Carrefour had 4,812 convenience stores in 2008,
mainly held by franchisees and operating under such banners as Marché Plus,
Shopi, 8 à Huit and Proxi in France and DiperDi in Italy. The franchisees benefit
from everything the banner has to offer, including customer-targeted concepts,
products providing the best value for the money, and services and operating staff
dedicated to sharing their expertise. To contribute its cutting-edge skills and
strong name recognition to this format, the Carrefour Group has been introducing
its own brand to convenience stores. Under the Carrefour Express banner, Brazil
opened five shops in service stations in 2007 and added three more in 2008.
Poland has set up 27 Carrefour 5 Minut stores in various cities, with some
located in service stations. In Spain, 11 Carrefour City stores began operating in
central Madrid after the Group acquired the Superma chain. In Taiwan, Carrefour
is opening its first convenience store in 2009: Carrefour Convenient Buy, open
24/7 to meet the needs of urban consumers.

Daily shopping needs

City trends point to quick shopping trips on foot for additional items.
In France, the Group is simultaneously testing two new banners geared to daily
living: Carrefour Contact and Carrefour City.
Located at the entrance or in the centre of small towns and villages, Carrefour
Contact offers a selection of products for preparing meals, including a generous
assortment of fresh produce and a butcher’s department. Carrefour City is
specially designed to meet the needs of a highly mobile urban clientele. It's a fun,
vibrant, user-friendly place to shop, with two main areas: ready-to-eat products
and daily items. Carrefour City is open long hours to keep pace with urban
lifestyles: in Paris, it is open from 7 am to 11 pm.
At these two retailers, customers find all the features of the Carrefour brand,
especially its wide-ranging assortment and unique loyalty programme valid at all
Carrefour banners in France. All of this fits neatly into compact spaces: 800 sq.m
on average at Carrefour Contact and 400 to 600 sq.m at Carrefour City.

Carrefour City in Spain

With 11 Carrefour City stores in Madrid, Carrefour expanded operations in the

heart of the Spanish capital in 2008, with a format complementing the
hypermarket and supermarket models. Since its inception in late 2007, Carrefour
City has established itself as a modern concept that is revolutionizing
convenience shopping by offering customers the best value for their money. Its
assortment is tailored to the needs of urban customers. Made up 90% of food
products, it features over 1,000 Carrefour brand items and useful services, like
mobile phone top-up vouchers and home delivery, that distinguish Carrefour City
from its competitors.

• 4,813

convenience stores worlwide at 12/31/2008

• 3,245* at 31/12/2008

convenience stores in France

* incl. Proxi et Sherpa

• 8 countries:

- Belgium
- France
- Greece
- Italy
- Poland
- Spain
- Brazil
- Taïwan

• 95%

of convenience stores are operated under franchising agreements in 2008

Cash & carry: proximity and accessibility for catering

professionals
Among professionals

Promocash, the self-serve wholesaler

for catering and food industry
professionals, has been doing business in France for 40 years at 129 stores
throughout the country. In 2007, the banner began converting to a 100%
franchise model. A series of tests confirmed the successful performance of the
well-paced lease-management process. At year-end 2008, Promocash had 120
franchisees, including 90 lessee-managers and nine consolidated stores. This
trend will enable Carrefour to provide new career opportunities to Promocash
employees and to anyone who wishes to join the cash & carry banner of the
world's No. 2 retailer.

Promocash is recruiting

2009 will be a pivotal year for Promocash. The banner will open several stores,
with the goal of creating some 20 more within three years. This expansion will be
supported by a national recruiting campaign designed to attract future
franchisees-investors and future lessee-managers who aspire to be
entrepreneurs but who lack the financial resources to invest in a business of their
own.

E-commerce

Ooshop: the online grocery store in France

Ooshop was set up to enable Carrefour to market its food products online.
Created in 1999, Ooshop is currently the leading French online supermarket in
terms of sales. It allows customers to shop on the Internet, choosing from among
8,000 listings with the added benefit of home delivery.
Ooshop website

CarrefourOnline.com: everything you need in non-food, online in France

In June 2006, Carrefour France hypermarkets launched a new, non-food retail

website. This innovative site combines discounted prices with an extensive
product selection and a range of services. CarrefourOnline.com has benefited
from Carrefour’s hypermarket expertise, offering the broadest selection available
in the marketplace with over one million listings: leisure products (DVDs, games,
software, music, books and more), hi-fi, audio and video, and household
electrical goods, as well as music downloads and even flower and bicycle
delivery.
Carrefour Online website

Carrefour.es, an e-commerce leader in Spain

In Spain, Carrefour has become an e-commerce leader. Its food website
attracted 20% more customers in 2008, largely because it expanded to six new
cities, with a range of products specifically adapted to its various customer
categories. With regard to non-food items, the site, which provides home delivery
throughout Spain, doubled its sales and increased its customer base by 50%.
Carrefour Oline Spanish website
OUR NETWORK OF STORES
Consolidated Network | Network under banners
Consolidated Network
End of December Opened Acquisition Transfered Closed Sold End of July
2008 stores stores stores stores stores 2009
Worldwide : 8006 172 6 -76 124 0 7984

Hypermarkets 1213 32 3 17 3 0 1262

French 203 0 0 0 0 0 203

Europe (Except
437 9 0 1 1 0 446
France)

Spain 162 1 0 0 0 0 163

Italy 66 1 0 0 1 0 66

Belgium 57 0 0 0 0 0 57

Greece 24 0 0 1 0 0 25

Cyprus 7 0 0 0 0 0 7

Bulgaria 0 1 0 0 0 0 1

Poland 78 1 0 0 0 0 79

Turkey 22 2 0 0 0 0 24

Roumania 21 2 0 0 0 0 23

Russia 0 1 0 0 0 0 1

Others 0 0 0 0 0 0 0

Americas 288 8 3 0 1 0 298

 Asia 285 15 0 16 1 0 315

Supermarkets 1745 53 3 -26 43 0 1732

Hard discount 4795 84 0 -64 64 0 4751

Conveniences
230 3 0 0 14 0 219
stores

Cash and Carry 23 0 0 -3 0 0 20

OUR NETWORK OF STORES

Consolidated Network | Network under banners
Network under banners
End of December Opened Acquisition Transfered Closed Sold End of July
2008 stores stores stores stores stores 2009
Worldwide : 15430 517 9 0 413 2 15541

Hypermarkets 1302 38 3 18 5 0 1356

French 228 1 0 1 0 0 230

Europe (Except
494 14 0 1 2 0 507
France)
 Spain 168 1 0 0 0 0 169

Italy 69 2 0 0 1 0 70

Belgium 57 0 0 0 0 0 57

Greece 24 0 0 1 0 0 25

Cyprus 7 0 0 0 0 0 7

Bulgaria 0 1 0 0 0 0 1

Poland 78 1 0 0 0 0 79

Turkey 22 2 0 0 0 0 24

Roumania 21 2 0 0 0 0 23

Russia 0 1 0 0 0 0 1

Others 48 4 0 0 1 0 51

Americas 288 8 3 0 1 0 298

Asia 292 15 0 16 2 0 321

Supermarkets 2919 97 5 -18 68 2 2933

Hard discount 6252 210 0 3 170 0 6295

Conveniences
4813 172 1 -3 170 0 4813
stores
Cash and Carry 144 0 0 0 0 0 144

• Network of stores as of 12.31.07

161 Hypermarkets
87 Supermarkets
3 Convenience Stores
2,912 Hard Discount stores
Carrefouronline: e-commerce website
80 travel agencies
132 finance and insurance agencies
78 service stations

• Year of establishment

1973

• 72,282 employees

• Sales incl. tax under banners in 2007

14,749 millions euros

OUR VALUES
Our values
We share a dream: to make Carrefour a business that is recognised and loved
for helping its customers and consumers enjoy a better quality of life, each and
every day.
To achieve this dream, as we go about our business, we ensure that every day
we are:

committed, caring and positive.

These three values bring us closer to our customers and consumers and reflect
our personality. We look for and find the best possible solutions for them every
day.

Commited

we are committed. Committed professionals and committed members of the

community. We constantly strive to exceed everyone’s expectations by providing
better value and finding new solutions for a better quality of life.

Caring

we are caring. Caring towards our customers and our consumers. We are
receptive to their needs, each and every day. We welcome them to our stores
and meet their needs with kindness, warmth and attention to detail.

Positive

we are positive. We rise to every challenge with energy, enthusiasm, and with
fresh ideas. We help brighten the lives of our customers and our consumers. For
them, for our employees, for the planet, we want the best, both today and
tomorrow.
OUR STRATEGY

Strategic orientations March 2009

March 12th, 2009
The initial strategic orientations was presented by Lars Olofsson, CEO on 12
March 2009.

The Carrefour group has one simple ambition:

making Carrefour the preferred retailer wherever it operates.

Being the preferred retailer means having stores where customers are naturally
drawn to shop, and to which they are loyal. It means having the trust of
customers: trust in product quality, price and service. It means being able to
satisfy and anticipate customer needs and giving customers the best special
offers. It means respecting producers and the environment. It means earning
customer preference through social commitment and action. It means making our
staff proud to work for us. Being the preferred retailer means making customers
want to visit, and keep visiting, our stores. It means making customers happy by
making their lives easier.
The strategy of the Carrefour group is aimed at achieving organic, sustained,
profitable growth in excess of the broad market growth rate, and has three levers:
• Client-oriented culture
• Transformation
• Innovation
Client-oriented culture: getting to know our customers better in order to
serve them better

With 12 million loyalty card-holders in France, but also 7.5 million in Spain, for
example, Carrefour group stores have an excellent base from which to forge
closer relationships with customers. As a multi-format retailer, Carrefour can offer
solutions addressing a wide variety of shopping habits. In 2009, the Carrefour
group is enhancing its knowledge of customers, with the aim of serving them
better and improving its brand image. In stores, the Carrefour brand will be
conveyed in a way that is closer to the customer and more emotionally involving.
By being more competitive, the brand will again become a tool for winning
customers, enhancing customer loyalty and distinguishing Carrefour from the
pack. In towns and villages, as convergence accelerates, the Carrefour brand will
provide its best stores to more customers. In this way, Carrefour will make
customers want to come, and keep coming, to its stores, regardless of the format
or product offering. By focusing on retailing, Carrefour will become customers'
preferred retailer.

Transformation: increasing agility, execution quality and competitiveness

Carrefour's success is based on the talent and motivation of its staff. To increase
efficiency and competitiveness, and in order to improve as a retailer, the
Carrefour group is about to transform itself. It will redesign its organisation,
enhance synergies between sales and purchasing, and create new relationships
between head offices, countries and stores. Sharing of knowledge and best
practice will form the heart of this transformation process, which will be carried
out by, and for the benefit of, our staff. Our employees' skills will be developed,
and new careers will be offered to them, because as well as being the preferred
retailer, we want to be the preferred employer.

Innovation: regaining initiative and leadership

Carrefour invented the hypermarket in 1963, own-brand products in 1976 and
"Filières Qualité Carrefour" quality-guarantee systems in 1992. As a result,
innovation is in our genes. To serve customers better and form closer ties with
them, the Carrefour group will again tap into its pioneering spirit and step up
innovation. Hypermarkets, which are a crucial tool in winning new customers, are
entering the era of tailored services and adopting new roles. Objective:
to make the store experience exciting again, to win or regain the hearts of all
customers. Today, customers visit various types of stores, and so the Carrefour
group is making its formats more complementary and introducing innovative new
store concepts. In France, Carrefour is opening pilot convenience stores, i.e.
Carrefour City in city centres and Carrefour Contact on the outskirts or in the
centre of small towns. In Taiwan, Carrefour has created Carrefour Convenient
Buy, a store open 24 hours a day. Carrefour is a multi-format group, and intends
to be a multi-channel retailer too, strengthening its presence in e-commerce. The
in-store offering will be enhanced with the launch of new product ranges that
meet customers' current needs. Together with other innovations, Carrefour will
become a multi-service retailer.

The Carrefour group's geographical priorities

France is Carrefour's established home market and the group's main priority. The
Group is taking the initiative to regain its leadership in France. The objective is to
generate growth, firstly by developing its multi-format model, increasing
convergence and giving fresh impetus to hard discount formats, and secondly by
enhancing sales growth, price competitiveness and its price image.
The Carrefour group's second priority consists of Spain, Italy and Belgium which,
together with France, make up Carrefour's "G4" countries. In these mature
European countries, appropriate measures will be taken to maintain growth
(Spain) or improve performance (Belgium and Italy).
Growth markets represent the Carrefour group's third priority. The Group will
focus most of its development resources on countries with stronger growth
potential, mainly the BRIC countries (Brazil, Russia, India and China). The
Group's development in these regions will be based on various formats aimed at
building the customer base (hypermarkets, cash and carry etc.).

OUR APPROACH

Promoting globally responsible retailing

SUSTAINABILITY AT THE HEART OF THE GROUP'S STRATEGY

The Group’s activities are guided by a body of common principles based on

respect for the law and a number of reference documents: The Universal
Declaration of Human Rights, the ILO Principles, the United Nations Global
Compact and the OECD’s guiding principles.
In constant contact with the community and attentive to its evolution in more than
30 countries, the Carrefour group was early aware of the risks and opportunities
and incorporated Sustainable Development into its comprehensive policy. This
long-term approach is based on dialogue with its stakeholders.
The Carrefour Group has built its Sustainable Development policy on three
interconnected pillars: economic, social and environmental issues. An in-depth
consideration of the economic constraints on the Group’s activities has provided
for the implementation of concrete, sustainable actions which create value for the
company and its stakeholders. This pragmatic approach, fully integrated into our
business activities, makes Sustainable Development a key element of the
Group’s strategy.

Raising awareness of the Group's Values and ensuring compliance with

ethical principles

In 2002, the Carrefour Group defined the seven core Values of its business
activities: Freedom, Responsibility, Sharing, Respect, Integrity, Solidarity and
Progress. They serve as guidelines to be used by Carrefour employees in their
relations with stakeholders in every country. Each year, Group managers are
evaluated on their ability to effectively integrate these Values into the exercise of
their duties. In 2004, the Group adopted a Code of Conduct which was
distributed to employees in all countries. As an expression of its Values, it sets
forth the ethical framework in which employees must perform their day-to-day
professional activities, and especially helps them in the fight against corruption.
To strengthen its commitment to exemplary behaviour, a Compliance Officer
position was established within the Group in 2008. Values and ethics are the
subject of regular communications from the Business Units. Some of them have
added training campaigns. For example, in 2008 Carrefour China launched a
broad programme intended to strengthen its employees’ and suppliers’ support
for compliance with ethical principles. More than 45,000 employees and 3,500
suppliers received training by the end of 2008. In addition, from now on the Code
of Conduct will be included in business contracts signed with suppliers. Finally,
certain countries - Argentina, Brazil, Columbia, China and Turkey - have
established ethics hotlines enabling their employees and suppliers to
anonymously report behaviour which is inconsistent with the Group’s Values.

A driving force for shared growth

Through its actions to promote Sustainable Development, Carrefour creates

value which benefits its employees, suppliers, shareholders, host countries and
communities. By launching products which anticipate emerging trends, by
contributing to employee performance through a responsible human resources
policy and by reducing costs through programmes which save energy and natural
resources, it also contributes to its own profitability, and thus its own continuity.

AN ON-GOING DIALOGUE WITH OUR STAKEHOLDERS

Stakeholder involvement from initial discussion of the Group’s challenges

through to the operational implementation of its policies forms the basis of the
Carrefour Group’s approach to Sustainable Development. Concrete actions are
implemented in all countries where the Group is present thanks to its employees’
involvement and the expertise acquired with its partners over the long-term, but
also thanks to the on-going exchange of ideas with all legitimate stakeholders on
these issues

Listening, discussing and sharing

Identifying and anticipating the expectations of stakeholders, involve external

expertise to develop the Sustainable Development policy, avoiding risk and
defusing conflicts.
Pragmatic solutions emerge from tackling our commitments and constraints. We
maintain an on-going dialogue through the Sustainable Development Department
at Group level and through the countries, banners and stores at the local level.
Each year, Carrefour organizes a Stakeholders’ Consultation Meeting with
representatives from Carrefour’s primary contacts: SRI ratings agencies and fund
managers, environmental and social NGO s, consumer organizations, unions,
national and international bodies and Sustainable Development discussion
groups.

Day-to-day upstream and downstream cooperation

Addressing issues related to Sustainable Development in a relevant way also

means calling on the skills of internal and external specialists: for over ten years,
Carrefour has established partnerships with organizations which help it more
quickly and effectively move its projects forward. For example, the Group works
with the FIDH (International Federation of Human Rights) to monitor working
conditions at production sites of Carrefour own brand suppliers in sensitive
countries. The Group has also formed partnerships with environmental NGOs
such as the WWF which, among other contributions, supports its approach to
preserving biodiversity and reducing waste. This collaboration goes far behind
the realm of ideas. It also has an important operational dimension, with experts
from the association sharing their expertise with buyers and the Group’s quality
managers throughout the year as part of their work. They are involved in the
Group’s overall approach and work on different issues such as its woodsupply
policy, fishery resources, GMO, palm oil and soy; products affected by the Reach
regulations and other matters. Carrefour also closely collaborates with its
stakeholders through framework agreements, such as the agreement signed with
UNI Commerce to respect Human rights at work.

OUR ORGANIZATION AND POLICY

Managing the approach day-to-day

A CULTURE EMBODIED BY OUR EMPLOYEES

A dedicated Group Department and a broad network of operational players: the

organisation responsible for deploying the Sustainable Development policy
promotes the convergence of expertise and the mobilisation of all countries and
banners. In this way, Carrefour’s commitment is extended to all the Group’s
activities.

A dedicated organization involving all group activities

Aware of the strategic challenge of implementing its approach and the

importance of involving all its activities, in 2001 the Carrefour Group established
an organization dedicated to this purpose, which has since expanded and grown
in strength. The Group’s Sustainable Development Department is responsible
for managing this approach. Its role is to drive policy forward, to initiate and bring
issues before the Executive Committee, to ensure the implementation of set
strategies while spreading best practices both internally and externally. To
manage this initiative, the Sustainable Development Department relies on
resources such as scientific committees and external specialists while working in
close cooperation with the Group’s operational and cross-functional departments:
European Public Affairs, Quality/Merchandise, Human Resources, Assets and
Logistics. For greater consistency between the Group’s Sustainable
Development policy and its deployment in France, the French Sustainable
Development team now forms part of the Group’s management structure.

Duplicate the organization at country and banner level

To promote the Group’s strategy in all countries, the Sustainable Development

Department has local Sustainable Development (SD) coordinators. In
cooperation with the Business Units’ operational and cross-functional
departments (Quality, Assets, Logistics, Human Resources), they are tasked with
the operational rollout of the Sustainable Development policy, which is adapted
to the local context, and report on the actions implemented. The Sustainable
Development Department coordinates this network by organizing regular
meetings with representatives in European countries and videoconferences with
coordinators in all countries. These meetings allow discussions and exchange on
the policies set by the Group, the major challenges faced and best practices, as
well as indicators which are generally reported on a quarterly basis.

Comments on the organizational chart:

The Sustainability Department’s organization involves all business lines and
levels of the Group.
The Group Sustaianbility Department ensures its steering. Its role is to drive
policy forward by bringing issues before the Executive Board, ensuring the
implementation of set strategies and spreading the use of best practices. For
this, it relies on resources such as scientific networks or committees and external
specialists, and cooperates and exchanges with the Group’s operational and
crossfunctional departments: Human Resources, Merchandise, Logistics and
Assets . This allows operational teams to exchange expertise and achieve a
more effective application of Sustainable Development principles in the practices
of each activity.The same organization is duplicated at country and banner level.
In each country, the Group Sustainability Department has Sustainability relays
(SDR) through which it can communicate Group strategic directions. With its
support, the SD relays and operational and cross-functional departments of the
Business Units work together to apply the Group’s Sustainable Development
policy from the highest level down to the stores, making adaptations to local
contexts where necessary. The SDR also ensures reporting (KPI) on deployed
initiatives.
PRODUCT SAFETY AND QUALITY

Guaranteeing product safety and quality

November 27th, 2006

ENFORCING STRICT SAFETY STANDARDS FOR ALL

PRODUCTS

Enabling the largest number of customer to have access to quality products is

one of the Group’s priorities. This represents the foundation of the Carrefour
brand, which combines a wide selection and affordable prices with quality and
product safety.

Incorporating safety and quality into the DNA of our products

At Carrefour, quality is a requirement demonstrated throughout the life of its

products. As soon as a new product enters development, Carrefour technical
teams treat as “fundamental” the customers’ expectations as reported by the
customer service department, its price position, regulatory information and the
manufacturing process, identifying the origins of raw materials, etc. Carrefour
teams incorporate the search for future satisfaction into the product’s DNA. To
ensure that the supplier’s tools, skills and motivation are compatible with the
Group's quality requirements, its carries out production site audits during the call
for tenders. The Carrefour teams prepare specifications that describe the nature
and origin of raw materials, the recipe used and the production method. Based
on this, the selected product will then be controlled through an annual monitoring
plan. The entire process was also designed to ensure optimal health and safety.
Notwithstanding this, we know that there is no such thing as zero risk.
Therefore Carrefour has established a group of tools and procedures to help its
teams manage any suspicion of non-compliance: an intelligence network to issue
alerts; analyses to identify questionable products and to contact affected
suppliers; and a rapid, multi-channel communications system to order the
removal of products from stores if necessary. The Group regularly improve the
ergonomics and performance of these tools. Finally, the Group ensures the
international sharing of best practices, especially in China where the Carrefour
China Foundation for food safety is involved in a major initiative to promote
progress among suppliers and local authorities

Household and personal care (HPC) products: linking the precautionary

principle to environmental performance

The precautionary principle is one of the key principles of the Group’s policy
which ensures the safety and quality of its HPC products. Even before specific
regulatory requirements come into force, our “ingredient” policy, drawn from best
practices, already prohibits the use of certain substances whose total
harmlessness has not been confirmed by the scientific community. With regard to
cosmetics formulations, Carrefour takes every precaution by assigning
recognized toxicology experts to the task. Relayed by the French Commerce and
Retailing Federation (FCD) working group on HPC, the Group, supports the
development of new European cosmetics rules to strengthen product safety
through optimal regulatory standardisation. Finally, Carrefour worked with Ademe
on an environmental analysis procedure which, starting in 2009, will enable the
development of new Carrefour AGIR Éco Planète products which are more
environmentally friendly.

Children's clothing: increased safety

In the area of child safety, Carrefour has exceeded existing regulatory

requirements by establishing specifications which strictly control the use of
certain chemical substances which may be toxic, carcinogenic or allergenic.
Likewise, Carrefour checks the resistance of small removable elements to
eliminate the risk of ingestion. Furthermore, independent laboratories and
organisations confirm that required safety levels have been achieved: more than
4,000 chemical analyses and more than 20,000 product inspections were
conducted in 2008.

Toys under tight surveillance

A rigorous quality control program was established to ensure the quality and
safety of imported toys. In particular, the Group examined mechanical, electrical
and fire risks as well as chemical risks (heavy metals, phthalates, etc.). Taking
this another step further, Carrefour applied its toy standards to any products that
are handled by children (such as stationary and animal toys). In addition, in 2008
Carrefour was involved in preparing a report for the European Commission that
assessed the effectiveness of safety measures implemented in the toy industry.
Finally, the Group was involved in preparing a charter signed by Eurocommerce
member retailers to bring best practices into widespread use.

PROMOTING QUALITY FOR ALL

Enable to reconcile quality and purchasing power

The Carrefour Group develops own-brand products that guarantee its customers
the best value for money. These products, including the “first price” products,
especially enable the greatest number of people to access a varied range of food
products enabling to have a balanced diet.

Quality : a daily concern for everyone

Quality, safety and Sustainable Development are a daily concern for everyone at
Carrefour. That’s why each quality engineer is also responsible for Sustainable
Development in the product categories under their responsibility. This
commitment is put into practice during product selection. Naturally, the Carreofur
teams assess them according to safety, quality and performance criteria. But we
are also responsible for seeking out and promoting product ranges that
constantly aim to be more environmentally-friendly and healthy for our
consumers. For example, the team of chemical engineers has developed a range
of paint products that received the Ecolabel. The team responsible for electrical
products selects high performance energyefficient equipment and makes sure
that our suppliers are aware of the new European EuP directive (setting eco-
design requirements applicable to products which use energy). From a social
point of view, the Carreofur teams also verify that our suppliers’ manufacturing
sites offer decent working conditions. Developing a more responsible product
offering means building for the future, where everyone plays a role in supporting
innovation to benefit the greatest number.

Freedom of choice

Industrial brand, regional brand, own-brand or “first price” products. Based on its
wide range, Carrefour’s merchandise mix helps customers adapt their choices to
their needs and budgets. It also responds to the growing demand for responsible
consumption: under its brands, the Group lists and develops products that are
accessible to the largest number of customers and which respect the
environment and/or incorporate a socially responsible approach. Especially
representative of this approach, the various Carrefour AGIR ranges (Organic,
Eco Planete, Nutrition, Fair Trade) were enlarged by numerous products in 2008.

The Quality Lines: an historical commitment

Launched in 1992, the Carrefour Quality Lines aim to anticipate and meet
consumer expectations in terms of freshness, taste and authenticity. They are
based on close cooperation with suppliers aimed at constantly improving
production conditions, the attention paid to the environment and product quality.
In 2008, the Group included 418 Carrefour Quality lines developed in 15
countries.
Main characteristics of Carrefour Quality Lines:
On economic and social issues:
• a strong, long-term partnership with suppliers, farmers and producers;
• promoting expertise and regional products;
• a regional - and even local - approach
• contribution to the economic, social and environmental development of
local communities.
On environmental issues :
• an integrated approach to farming (careful use of water, promoting
integrated pest control such as the use of ladybirds to eliminate aphids on
apples rather than relying on pesticides, etc.);
• farming conditions that respect animal welfare (animal rearing densities,
slaughtering conditions, etc.);
• absence of chemical treatments after harvest, no GMO products in animal
feed or in plant production;
• prohibiting soil-free plant production, antibiotics and growth hormones,
chemical treatment of soil and the spreading of sludge from water
treatment plants;
• limit the use of additives and manufacturing aids.

Improving animal welfare

Carrefour not only complies with local and European laws on animal welfare, it
also anticipates future developments. That’s why the Quality Lines include
specific criteria concerning animal living space, equipment that improves comfort
at all stages of rearing, transport and slaughtering conditions. In addition, the
Group’s international purchasing office has banned all products made with
natural fur as well as all animal testing for its cosmetic products.

Quality : an approach shared with our suppliers

To guarantee the quality of its food products and its own brand and banner brand
products, Carrefour systematically conducts audits on its suppliers’ production
sites, which are audited health and safety conditions. Suppliers’ production sites
are audited by Carrefour, its service providers or certification agencies. Suppliers
are audited with respect to health and safety conditions, risk control, the HACCP
plan, traceability and compliance with specifications. In addition, Carrefour
endeavours to verify progress in product development and compliance with the
application of the Group’s non-GMO policy.
In 2004, specific criteria for environmental factors were set up, along with the
training of auditors in several European countries. These audits are followed by
action plans arranged with suppliers to improve the production process.
In 2004, Carrefour an active part in drawing up the International Food Standard
(IFS), a common health and safety audit criteria for French, German and Italian
retailers. Carrefour is also a member of the Global Food Safety Initiative (GFSI)
of the CIES, initiative aimed at harmonize food safety standards.
Moreover, thanks to analysis made by its customers services, the Group shares
with its suppliers the points of satisfaction or of improvement reported by the
claims.

A fast and efficient product withdrawal procedure

Within two hours, a product can be recalled in each banner.

In France, like in other countries where the Group operates, an on-call system
gives suppliers and stores 24/7 contact with the Quality Department which works
in close association with the supply chain. Withdrawal messages are sent to all
stores within less than 2 hours. A crisis team is set up immediately for all
significant withdrawals/ recalls.

Ensure in store safety and quality

The proper upkeep of stores and the respect for the cold chain and food safety
are key elements of the Group’s policy in every country. Thus the group
mobilizes all its employees in every country to ensure respect for health and
safety rules. This involves training, establishing procedures, and systematic
hygiene and quality audits in stores and warehouses.
OUR NUTRITION POLICY

Our nutrition policy: transparency, information and raising awareness

MAKING A BALANCED DIET AVAILABLE TO EVERYONE

As Europe’s leading retailer and the world’s second largest, the Group has a
particular responsibility in this area. We are addressing the Nutrition issue head
on, in all countries, by ensuring that our message reaches the 25 million
customers who visit our stores every day, based on two key levers: our products
and services, and consumer information.
With over 10,000 Carrefour-brand products in the world and 25 million customers
who visit our stores every day, Carrefour has a major responsibility in relation to
nutrition, which is expressed first and foremost in the range of products we sell. It
is why, when we are developing our products, we always seek the best value for
money. These products, including our ”first price” products, enable the largest
number of people as possible to have access to the diverse and varied range of
food products needed for a balanced diet. Assuming our responsibilities is above
all about enabling our customers to eat a balanced diet at a reasonable price.

A balanced diet or a balanced budget ? Our customers are entitled to both!

• Working on own brand products recepies

All the products in our ranges have been reformulated since 2004. In addition,
our suppliers have made contractual commitments to adhere to our nutritional
requirements, particularly in terms of reducing salt, sugar, fats and fatty acids.
• Develop and offer ranges dedicated to nutrition and specific needs
The Group also offers ranges dedicated to nutrition in Brazil, Italy and France,
such as Carrefour Agir Nutrition, which combines soy-based and low-calorie
products with those containing vegetable sterols, omega 3s, etc. The Group is
also developing product ranges that respond to specific needs. Spain, for
example, launched “Gluten-free Carrefour” in 2008. This range which is certified
by an external organization is accessible to every budget and is targeted at
people who suffer from a gluten intolerance. To take another example, Carrefour
Argentina has worked with a coeliacs’ association to create a dedicated product
department, reorganize and improve the in-store visibility of 180 gluten-free
products.
• Particular responsiblity in developping range of products for kids
Because Carrefour realizes that it has a very high level of responsibility towards
children in terms of nutrition, one of the major new developments of 2008 was
the international agreement signed with Disney. It involves the joint development
of Carrefour Kids, a range that sets the standard in relation to nutrition. These
products are designed to serve as a benchmark in terms of nutritional quality
within their product family. This also means that the only products that will be
developed in this range will be those that really are compatible with this
exemplary level of nutritional quality. The aim of the Group is to reconcile
children’s expectations for fun products with their parents’ needs for safety and a
guarantee of nutritional quality. Carrefour Kids will aslo be used to raise
awareness among children and educate them about nutrition by communicating
to them via the product packaging.
Providing a clear information

In addition to working on its product range, Carrefour was a pioneer in supporting

its customers in their approach to nutrition by printing simple-to-read nutritional
information on its products, starting in 2005. Because the Group is developing all
the time and wants to provide the nutritional information that is most useful to its
customers, at the end of 2008 it took the decision to change its system and place
new symbols on the front of all its own brand products. Carrefour wants to
ensure its customers are able to access the nutritional information on its products
quickly and that they can compare them easily with other products: the system
chosen is very widely used by many other brands.

Raising awareness: more initiatives are being introduced, particularly in

relation to children

In all countries, Carrefour also inform and raise awareness amongst its
employees and customers by organizing promotional events on fruit and
vegetables and in-store events such as Nutrition Weeks, as well as by
communicating through our catalogues and websites. Launched by the Group in
2005 the Nutrition Weeks are now held in all Group countries. Carrefour China’s
Foundation for Food Safety is also developing technical training for farmers and
employees at food production centres. Other initiatives are targeted more directly
at children. In France, for example, supermarkets welcome thousands of
schoolchildren into their stores each year as part of Tasting Week to introduce
them to great tastes and help them to appreciate flavour. In 2008, Ed launched
an in-store awareness-raising campaign (“Eating Well Children’s Special”),
distributing two million booklets about balanced diets to children. Finally, a joint
initiative by hypermarkets in France and suppliers of Carrefour Quality
Commitment products resulted in the development of the “Children on the Farm”
project. Thanks to this initiative, thousands of schoolchildren visited farms and
became aware of the importance of a balanced diet and good quality food.

Programmes to prevent poor eating habits and promote nutritional balance

Carrefour plays a part in helping people to develop good habits in relation to

food. Examples include its support of the EPODE childhood obesity prevention
programme in France and the VIASANO initiative in Belgium, which both aim to
promote a varied diet and regular physical activity. In 2008, Carrefour Argentina
decided to support Conin (a cooperative for infant nutrition) in an educational and
nutritional project designed to prevent risks of illness related to malnutrition. One
of the objectives is to support mothers from underprivileged environments in
order to ensure that their very young children are provided with a diet that will
enable them to develop properly. In Brazil, the Group hosted the first IPAS
seminar in August 2008. A Brazilian project based on the worldwide Foodlab
initiative, IPAS brings together key players in the food supply chain working in
support of sustainable nutrition.
www.epode.fr

• 1,200 Carrefour AGIR Nutrition products sold in hypermarkets in France.

EVALUATION OF OUR OVERALL PERFORMANCE

Our overall performance

The Carrefour Group is also responsible for providing transparent information to
its stakeholders and investors. This is why the group strives to make information
tools available to them and to establish an ongoing dialogue regarding its
financial and extra-financial performance.

Establishing a fully transparent dialogue with the Socially Responsible

Investment world

The Carrefour Group submits its global performance to the evaluation of ratings
agencies and SRI investors. The Group thus maintains a regular, transparent
dialogue with extra-financial rating agencies, SRI index groups, investors and
insurance companies. The Sustaianbility department answers questionnaires as
well as one-off requests for information concerning the Group's policies and the
actions taken by the Business Units. It also meets with investors and answers
their questions during road shows and meeting organized to cover corporate
social and environmental responsibility.
Carrefour group's presence in the main SRI indices

As of 12/31/2007, the Carrefour group was included in 9 SRI indices:

Aspi Eurozone (Vigeo Europe) since 2002; DJSI Stoxx Europe (Dow Jones USA)
since 2003; DJSI World ( Dow Jones USA) since 2002; ECP Ethical Index Euro
and Global (E.Capital Partners- Italy) since 2002; Ethicbel Excellence Europe
and Global (Ethibel Belgium) since 2005; FTSE4Good Europe and Global
(FTSE-UK) since 2004.

Carrefour group's presnece in the main SRI funds

*Total value of SRI funds as of 31 December 2007. ** Total value of Carrefour

shares held in the SRI funds as of 31 December 2007. *** Fund covered by the
SRI initiative and commitment of F&C AM to intergrate environmental, social and
governance criteria into its assessments.
In 2007, the Carrefour group shares were included held in 5 main SRI funds:
• Banque Sarasin&Cie SA (total value of SRI fund of 4.778 billion€): value
of Carrefour shares held : 7 million€
 • BNP Paribas AM (total value of SRI fund of 1.937 billion €):value of
Carrefour shares held :5 million €
• Dexia AM (total value of SRI fund of 17.6 billions €): value of Carrefour
shares held :10 million €
• Natixis AM (total value of SRI fund of 3.3 billions €): value of Carrefour
shares held : 21.9 million €
• F&C AM Ethical Fund (total value of SRI fund of 4.6 billions €): no
Carrefour share held as of december 2007.
• F&C AM Equity Fund*** (total value of SRI fund of 88.2 billions €): value of
Carrefour shares held : 80.9 million €
• See SRI page in Carrefour 2007 Sustainability Report (PDF - 293 Ko)

OUR SOCIAL AND ETHICAL APPROACH

Respect our staff and partners

Employing more than 490,000 people and working with thousands of suppliers
give our Group special responsibilities.
As a company active worldwide, Carrefour is committed to building sustainable
relationships with our suppliers and partners. We deal with an extensive range of
players, and our commitment to them is based on a desire for real progress,
which in turn guarantees relationships that are both honourable and sustainable.
In 2004, the Group adopted a Code of Ethics submitted for signature to Group
management and new recruits. Updated and precised it has been renamed Code
of Conduct in 2007. This Code of Conduct expresses the Group’s core values
and commitments and formalizes standards of ethical conduct to be adopted
every day both in-house and externally with the Group's stakeholders.
As a responsible player in the world economy, it is up to the Carrefour Group to
work for the respect for universal fundamental rights internally, as well as
externally.
In order to preserve the rights of its employees worldwide, Carrefour has signed
an agreement with the UNI (Union Network International) in 2001.
Regarding the respect for these rights within its supply chain, the Group has
been working since more than 10 years with the FIDH (Federation for Human
Rights) and pools the results of its social audits within the framework of the
French standard ICS (Social Clause Initiative). Extending its approach, the Group
has been involving since 2006 in the GSCP programme (Global Social
Compliance) in order to better assert the workers rights within the global supply
chain.

Our social responsibility every day:

SOLIDARITY ACTIONS

Offering solidarity to the communities

SUPPORT FOR LOCAL COMMUNITIES

Carrefour strives to support the local development of all the countries where it is
present. Actions are based on the respect for local cultures and lifestyles,
dialogue with authorities and solidarity with the local population.

For a socially-responsible and civic-minded development

Carrefour gets involved in local life thanks to the diversity and flexibility of its
formats. The Group contributes to sustaining local communities by creating jobs,
dealing with local service providers and suppliers, and paying taxes. However
Carrefour also views itself as a civic-minded player and thus engages in
constructive dialogue with the international, national and local authorities. This
approach, implemented at all levels (country, banner and store level), takes the
form of community support projects which help Carrefour to further establish its
roots in the local community.

Making use of Group know-how

Active in all countries where the Group is present, the Carrefour International
Foundation (fondation-internationale-carrefour.org) is a recognized player in the
world of international development aid. It is mostly dedicated to emergency help
and the fight against poverty and social exclusion. In both cases, Carrefour gives
priority to sustainable actions which relate to its specific know-how.
Actions may include logistics support, the supply of basic necessities, micro-
financing for business start-up projects (with products likely to be sold in Group
stores), support for social grocery stores employing people in precarious
situations, or help with access to employment through education and training
(theoretical and practical training courses given by employee volunteers), etc.

When initiatives come from field

When it comes to solidarity, countries, banners and stores all define and apply
their own policies and invite their employees to get involved. For example,
Argentina, Brazil and France have created dedicated structures to encourage
and unite initiatives under a single umbrella. Initiatives include campaigns against
factors of exclusion (poverty, illness and disabilities), child protection and support
for communities affected by natural or technological disasters. The scale of the
event may sometimes lead to the combining of efforts with the Carrefour
International Foundation. In November 2008, torrential rains in the South of Brazil
(the State of Santa Catarina) left almost 35,000 people homeless. In response,
Carrefour held a campaign in several stores and collected 319 tonnes of clothing,
water and food. Both collection and distribution were organized by local teams
who were closely involved. The Carrefour International Foundation, for its part,
financed ten trucks to transport basic necessities to the people.
For further information, see:
- the Carrefour International Foundation website: http://www.fondation-
internationale-carrefour.org/
- the Carrefour Solidarity France webpage on: http://www.carrefour.fr/solidarite/
- the Fundacion Solidaridad Carrefour in Spain:
http://www.carrefour.es/fundacion/index.html