2020 Corporate Responsibility Report

Corporate Responsibility Report 2020 fiscal year Corporate profile Table of contents METRO is a food and pharmacy leader in Québec and Ontario Messages 2 - President and Chief Executive Officer - Vice President, Public Affairs and Communications Corporate responsibility at METRO 3 Sales of Network of Nearly Founded in 2019 Highlights 4 close to $18 1,601 90,000 Delighted customers 5 billion stores colleagues 1947 Respect for the environment 8 Strengthened communities 11 Empowered employees 14 Food Pharmacy About this report This corporate responsibility report covers the 2020 fiscal year: the 52-week period ending on September 26, 2020. The significant events that occurred between the end of the fiscal year and late December 2020 are also included. In this report, METRO refers to the corporation and Metro refers to the store banner. The report was reviewed by internal auditors but was not audited externally. Forward-looking information Throughout this report, we used statements that may constitute forward-looking 953 food stores 648 drugstores information. In general, any statement in this report that does not constitute Québec historical fact may be considered a forward-looking statement. The forward- Discount Neighbourhood Specialized 377 looking statements that may be set out in this report refer to hypotheses on the PJC Jean Coutu Supermarkets stores stores stores 537 Canadian food and pharmacy industries, targets, the economy in general and our PJC Santé 2016–2020 corporate responsibility plan. PJC Santé Beauté Québec 196 98 53 22 These forward-looking statements do not provide any guarantees as to the Metro Super C Marché Richelieu Première 160 future performance of the Corporation and are subject to known and unknown 680 Brunet Metro Plus Moisson risks and uncertainties that could cause the outcome to differ significantly. We 301 Brunet Plus believe these statements to be reasonable and relevant at the date of publication 10 Marché Ami Brunet Clinique and represent our expectations. METRO does not intend to update any forward- Adonis Clini Plus looking statements contained herein. Ontario 9 PJC Jean Coutu 83 PJC Santé For more information 74 Marie-Claude Bacon Ontario 130 138 1 Vice President, Public Affairs and Communications Metro Pharmacy 11011 Maurice-Duplessis Blvd. Metro Food Basics Première Food Basics Pharmacy 273 Moisson Montréal, Québec H1C 1V6 4 New Brunswick 28 514 643-1086 [email protected] Adonis PJC Jean Coutu 28 PJC Santé PJC Santé Beauté Total 340 236 354 23 Total 648 Cover: METRO has implemented a series of measures across all its banners to ensure the safety of its employees and customers during the COVID-19 pandemic. METRO • CORPORATE RESPONSIBILITY REPORT – 2020 FISCAL YEAR • Corporate profile 1 years of collective efforts Building on our experience to launch the next phase The year 2020 will invariably be associated with the COVID-19 pandemic that disrupted our activities in our The sense of duty of our 90,000 colleagues has been grocery stores and pharmacies and across our organization. admirable during this extraordinary period and their remarkable resilience exemplifies METRO’s redefined From the very start of the pandemic, the health and safety of our purpose: Nourish the health and well-being of our employees and customers were of the highest importance. We communities. Reflecting our support for the wellness of also immediately lent our support to communities during this time communities and guiding our decisions with even greater of real need. As a result, these initiatives, which are among the clarity, our purpose goes beyond financial performance priorities of our corporate responsibility (CR) plan, took on new alone, which remains essential to fulfilling our mission dimensions this year. over the long term. Despite the extraordinary circumstances, I am pleased that we have kept our CR programs on track. There has been some The next step in our approach will reflect the new realities. slowdown, but this exceptional situation does not change Indeed, 2020 was to be the final year of our 2016–2020 CR plan, our commitments in any way. but the current situation compels us to extend the plan by one year The year 2020 also marks a major milestone: the 10th and delay the release of the 2022–2026 plan until January 2022. anniversary of our CR approach. In the last decade, we have For us, 2021 is the opportunity to pursue the programs that are implemented solid initiatives, produced annual reports and gained in line with a longer-term vision, including packaging and printed knowledge and expertise. ESG (environmental, social and materials, food waste and responsible procurement, and further governance) issues are the focus of our CR approach. develop our approach. We aim to ensure that our actions bring The business context has changed since 2010, and the CR added value to METRO and to our stakeholders—clients, Eric La Flèche challenges have become more wide-ranging and complex, from employees, suppliers, investors and community partners. diversity and inclusion with the Me Too and Black Lives Matter President and Chief Executive Officer I am proud to present our 10th CR report and would like movements that give us food for thought to the global issue of to thank my colleagues for their ongoing efforts. I know climate change, which we intend to more fully take into account I can count on their cooperation to establish the 2022–2026 as we move forward. We also recognize investors’ sustained plan and pursue the effective integration of CR into our interest in ESG factors. business model. A year of agility As we began to finalize our next CR plan, many of our Our goal is to gain a clear understanding of what METRO can and colleagues were dedicating much of their time to managing the must do to achieve its mission within a sustainable perspective. pandemic. This situation forced us to postpone the work, since For the past decade, listening and dialogue with our we could not have devoted the time required to complete the stakeholders have been among the defining aspects of our CR exercise with the same rigour that has constituted the cornerstone approach. An organization like ours is always under close scrutiny of our approach. that only grows as ESG knowledge evolves. We have always Postponing the release of the 2022–2026 plan by a year also placed significant emphasis on understanding our stakeholders’ provides us with new perspectives. The extra time allows us to expectations and will maintain this practice. take a step back, better grasp the impacts of the health crisis With the management team and all our colleagues, we and adapt our roadmap accordingly. will continue to invest in relevant and meaningful actions to In 2021, we will invest our efforts in the key programs that responsibly assume our role as a food and pharmacy leader. will continue in the coming years and in the development of our 2022–2026 plan. We will especially focus on establishing our Marie-Claude Bacon priorities, objectives and targets and strengthening our reporting practices and tools. Vice President, Public Affairs and Communications METRO • CORPORATE RESPONSIBILITY REPORT – 2020 FISCAL YEAR • 10 years of collective efforts 2 Corporate responsibility at METRO Approach METRO’s corporate responsibility approach is built on four pillars. Priorities were set out for each pillar based on the Corporation’s significant economic, social and environmental impacts. Delighted customers Governance • Ensure food quality and safety • Promote health At METRO, corporate responsibility (CR) governance is part of the corporation’s management structure and • Offer responsible products involves key individuals at each decision-making and implementation stage. Respect Board of Directors for the environment The Corporate Governance Committee of the Board of Directors is responsible for the oversight of the Corporation’s • Optimize the energy consumption of activities and disclosure with regards to CR, including ESG our buildings factors. The Board of Directors approves CR plans and reports. • Manage our waste • Enhance the energy efficiency of our merchandise transport Management Committee • Optimize our packaging and Approves the CR strategy and ensures that the priorities are printed materials in line with METRO’s business strategy Vice President, Strengthened Public Affairs and Communications communities Defines the strategic CR directions and reports on progress to the management committee • Invest in the communities in which we are present • Support local suppliers Manager, Corporate Responsibility Oversees the implementation of the CR plan: coordinates the work of in-house teams and external stakeholder relations Empowered employees • Ensure the health and safety of employees In-house teams • Promote an ethical and respectful Report to their respective vice presidents, ensure the work environment advancement of the projects as part of the four pillars • Provide employees with a work based on the objectives and targets that were set environment focused on positive relations • Develop talent METRO • CORPORATE RESPONSIBILITY REPORT – 2020 FISCAL YEAR • Corporate responsibility at METRO 3 2020 Highlights Quick adaptation of our teams and implementation Progress in the Broad mobilization of our teams to of innovative measures, including the transfer of our implementation of our maintain our activities at the start recruitment activities to virtual. Packaging and Printed of the pandemic. Efforts included the Materials Management implementation of measures to ensure Policy, including: the safety of our employees and • Just over 10% reduction customers and restock our grocery in the total weight of stores and pharmacies. paper used to print flyers In our Québec and for our food and pharmacy Ontario banners, Launch of the banners as compared to increased visibility renewed version 2018; for local products of our Life Smart • Launch of a training and collaboration brand, which now module aimed at our with regional suppliers unites all our private brand suppliers to Introduction of the very first line of to support the local healthier food items help them meet our Personnelle organic baby products as economy during the under a single line.

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