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2019 Annual Report 2

YVES SICOT SEAFOOD MANAGER

THANK YOU Since 17 March 2020, Casino Group’s 220,000 employees in , Brazil, Colombia, , and the Indian Ocean have rallied to continue supplying our 11,172 stores and serving millions of customers every day. They are doing their jobs efficiently, humbly and professionally, giving a fresh sense of nobility to the trade. That is what is all about. To pay tribute to them, we are dedicating the first pages of this report, which outline the changes that took place in 2019, to them. Thank you to each and every one of you for taking care of our customers. Every day. NAOMI NAMIE QUENTIN KUGUIO DE ALMEIDA FLEURANCEAU BAKERY COUNTER SALES ASSISTANT LOGISTICS AGENT MOHAMED JAQUELINA EL KASTANI MARZINOTTO STORE MANAGER SELF-SERVICE EMPLOYEE MOUSSA NORELYS LEIVA E-COMMERCE ORDER PICKER CASHIER LUIS FELIPE NAWAL MOJZI LOGISTICS AGENT DA SILVA ALVES HOME APPLIANCES SALES ASSISTANT 2019 Annual Report CASINO GROUP JEAN-CHARLES NAOURI 2019 AT AGLANCE INTERVIEW WITH GOVERNANCE KEY FIGURES 20 18 16 12 contents ENTERPRISING RESPONSIVE DEMANDING DARING DIGITAL 64 54 44 34 24 BANNERS &SUBSIDIARIES PERFORMANCE PERFORMANCE FINANCIAL SOCIETAL 96 110 72 every day... 2019 Annual Report CASINO GROUP TO MEETTHECHALLENGESOF RETAIL “THE GROUP IS WELL-POSITIONED “THE GROUPISWELL-POSITIONED TRANSFORMATION.” CHAIRMAN AND CHIEF CHAIRMAN ANDCHIEF EXECUTIVE OFFICER EXECUTIVE OFFICER OF CASINOGROUP JEAN-CHARLES JEAN-CHARLES NAOURI, INTERVIEW

Collectively, CasinoGroup business-critical strengths. and preciseexecutionare “Clear decision-making, has thesecapabilities.” agility, responsiveness robustness. Inresponding toacrisis, clear ently demonstrated itsresilience and but inrecent years,theGroup hasconsist - We’ve neverbeenthrough suchanordeal, � able tocarryoutitsmission? Is theGroupreadyand � above andbeyondthecallofduty. are demonstratingoutstanding commitment, day, every who, staff front-line our to cially employees fortheirdedication,andespe- extend mypersonalthankstoallour ers remains anabsolutepriority. I’dliketo The health of our employees and custom - and across thesupplychain. measures havebeenapplied inthestores mission: core our ensuring accesstofoodandbasicneces- fulfilling continue to stepped upto the challengeinrecord time and corporate support functions all The employeesinthebanners,warehouses rely on the professionalism of all ourteams. very pleasedtosaythatwe’vebeenable these unprecedented circumstances, Iam routines and disrupted our daily lives. In lifestyles, impactedourpersonalandwork The Covid19epidemichasupendedour � impacted CasinoGroup? How hastheonsetofCovid-19 � strict preventive of theepidemic, further thespread response doesn’t to makesure our care workers.And, hard-pressed health vulnerable andour especially themost sities foreveryone, 12

online retailing. is demonstratingthepowerofFrench-style home deliverycapabilities,andCdiscount and running, we’ve significantly expanded our centres, ourautomatedcheckoutsare up Our conveniencestores are locatedincity at theforefront ofmeetingessentialneeds. In addition,ourstrategyhaspositionedus these capabilities. strengths. Collectively, CasinoGroup has and precise execution are business-critical decision making,agility, responsiveness agreed in early 2020tosell567Leader markets andsupermarkets in2019and That’s whywesoldmore than30hyper stores locatedinfastgrowing geographies. Casino Supermarchés andGéantCasino andFranprixbanners, andalso include premium urbanformats,withour which we are the most skilled. These the mostattractiveformats,onesin tions byrepositioning theGroup towards markets andshiftingcustomerexpecta- responding to the decline in large hyper Over thelastfewyears,we’vebeen � shape theGroupin2019? How didthesestrategicchoices � 13 - - 2019 Annual Report CASINO GROUP improving theirperformance. new generationhypermarketsare also net salesup22%atAssaí,andGrupoÉxito’s are continuing to enjoy strong growth, with sumer needs.Thecash&carryoperations formats most closely alignedwithcon- it easiertodeliversynergiesamongthe sation willstreamline operationsandmake Brazilian subsidiaryGPA. Theneworgani- Uruguayan andArgentineoperationsintoour During the year, we folded our Colombian, � And inLatinAmerica? � forming French retail industry. positioned tosupporttherapidlytrans- the rightlocations,weare nowperfectly 7,200stores intherightformatsand With and wewillmaintainthismomentumin2020. Proximités, FranprixandNaturaliaoutlets, focused expansionbyopening213Casino houses. Atthesametime,westeppedupour Price stores andthree LeaderPriceware- digitalisation andproactivelydevelop in thewaypeopleshop,Group new skillsamongstitsworkforce.” “In responsetothehugechanges made thedecisiontoaccelerate INTERVIEW in theretail industry. with employees, is atotallynewwayforward which isbasedonconstructive dialogue relationship management.Thisapproach, be trainedinshopperassistance and example, 6,000impactedemployees will service jobs.Overathree-year period,for support theminupgradingto customer Supermarchés stores are nowmadeby in GéantCasinounitsand36% going through acheckout. 45% ofpayments their purchases andleavethestore without use the Casino Max application to scan mated scannergates,whichletcustomers our stores are nowequippedwithauto- amongst itsworkforce. More than300of ners andproactively developnewskills to accelerate the digitalisation of its ban- people shop,theGroup madethedecision In response tothehugechangesinway � How doyoufeelaboutthem? the subjectofmuchdebatethisyear. The Group’sautonomousstoreswere � deployment ofaplanto teams thankstothe being embracedbyour footfall. Thisshiftis are generatingincreased the longerstore hours matic checkout,while smart - phone or auto-

illustrates thevirtuous organic productsales the Group’sbanners. growth dynamicof The fastergainin + 11% Sun, whichinone yearhassecured pro - such aswithEngie aspartofReservoir ing partnershipshavealsobeen formed, quickly intheglobalmarketplace. Promis- 451 MWp,anditisexpanding even more projects hastripledoverthepastyearto up itsbusiness.Itspipelineofphotovoltaic energy, GreenYellow iscontinuing toramp by more than50%overthe lastyear. Andin subsidiary, whosenetsaleshaveincreased growth opportunitythrough ourRelevanC digital solutionsrepresents animportant Our expertiseindatamanagementand � expanding inlinewithexpectations? Are thenewservicebusinesses � efficient, most most profitable next-day delivery service. industry’s the area us offer Monoprix customers in the Greater centre developedwithOcado,whichnowlets fulfilment automated the of commissioning pointwasrecentlyturning reached withthe ucts viaAmazonPrimeNow. Butthereal sales channels,we’re distributingourprod- start-up, whileinFrance,alongsideourown Brazil, GPA hasacquired theJamesDelivery For that,werely onstrategicpartners.In logistics expertise. digital interface,itiscriticaltohavestrong nearly 19milliontimes.Inadditiontothe applications that have been downloaded Latin America,ledbyourecosystemof increased by11%in France and 40% in we are ready tomeetit.Bannersaleshave represents acolossalnewchallenge,and retailing food Online efficient. as just and its ownmodel,whichismore responsible Cdiscount hasdemonstratedthepowerof Moreover, duringthecurrent healthcrisis, merce inFranceforthepast20years. We havebeenleadingthewayine-com- � the Group’sambitionsinthisarea? of theretailtransformation.Whatare Online grocerysalesarealsoabigpart � 14 15 footprint. erably reducing ouroperations’carbon GreenYellow’s energy expertise is consid- with Allegoinelectricmobility. What’s more, jects totalling100MWp,ormore recently of theirsuccess in doingso. this direction, andourteamsare very proud bility asaretailer to channelspending in social outreach initiatives.Itisourresponsi- collecting customerdonations to support system usableacross theindustry;andin animal welfare andcreating a labelling packaging from ourproducts; inimproving use ofplasticsandremoving unnecessary been adrivingforce insharply reducing the We’ve difference. the made has initiative Here too,theGroup’s abilitytotakethe products thatmeethigher standards. and are prepared topaytherightpricefor billion. Shoppersappreciate thischange our grocery salesinFrance in2019,or€1.1 these products accounted fornearly9%of assortment onourshelves.Asanexample, increasingly largeshare ofthemerchandise organic products, whichmakeupan we’re doingwithGreenYellow, butalsowith ing growth overthelong-term.Thisiswhat can gohandinifwefocusonsustain- Business performanceandsocialprogress � and meetitsCSRobjectives? Group bothfulfilitsgrowthambitions Speaking ofwhich,howdoesthe � retailing represents and weareready new challenge, “Online food to meetit.” a colossal

2019 Annual Report CASINO GROUP to maintainourroleasleader intomorrow’s thanks toanecosystemofinnovationsand capable oftakingfar-reachinginitiatives applications thatrevitalisethecustomer experience in-storeandbeyond online shoppinguniverse DARING DIGITAL 2019 ATAGLANCE every day...

BtoB services the cloudandpromising retail-related in energy,datamanagement, ENTERPRISING and thesocialimpactofouroperations standards appliedtoproductionconditions in thenutritionalvalueoffood,ethical DEMANDING their emergingexpectations formats andproductsmostcloselyalignedwith to customerneeds,byprioritisingthestore RESPONSIVE

(1) Scopes 1 and 2. in France. represents 10%ofthebroiler henindustry Animal Welfare LabelAssociationnow newpartnerscomingon board, the With drastically reducing itscarbonfootprint. organic products andin-bulksales,while of stores, focusedonfoodservices, unveilsanewgeneration (R)EVOLUTION DARWIN.2019: FRANPRIX’SNEW ALREADY ADOPTEDBY10%OFTHEINDUSTRY category. Model Transformation Prize intheBusiness Business Grand the 2019BFM Computing receives created withQarnot The jointventure MODEL RESPONSIBLE FOR SCALEMAX’S RECOGNITION by Cheftime, whose ready-to-cook by Cheftime,whoseready-to-cook the omnichannelmodeldeployed In France,theGroup hasreduced meal kitsare bestsellersinBrazil. its greenhouse gasemissions will drivefasterdevelopmentof By acquiringthestart-up,GPA A FURTHERSTEPTOWARDS GPA ACQUIRESCHEFTIME CARBON NEUTRALITY ANIMAL WELFARELABEL: by 20%since2015. service. next-day delivery Greater Parisarea customers inthe offers Monoprix with Ocado,which centre designed order fulfilment operations atthe Start-up of SYSTEM GOESLIVE O’LOGISTIQUE (1)

19 newstores overtheyear. expansion atNaturalia,whichopened the generalbannersanddrove faster Organic product salesrose by11%in BOOSTED BYORGANICPRODUCTS BANNER SALESINFRANCE materials. packaging andtheuseofalternative bulk sales,areduction inunnecessary practical outcomesincludeincreased National PactonPlasticPackaging, One yearaftersigningFrance’s -WORLD INITIATIVES PLASTIC FOOTPRINT: through inelectricmobility. success inmanufacturingandtransportinfrastructure andabreak project contractwins,outstanding pipelinewithmajorinternational GreenYellow continuestobuildmomentumandtriplesitssolar GREENYELLOW POWERSUP concept with a virtual concept withavirtual media by Cdiscount media byCdiscount light-based guidance light-based guidance system that offers system thatoffers 650 bottles most 650 bottlesmost a selectionofthe A trendy phygital TECHNOLOGY sommelier and sommelier and BOTTOMLESS LA NOUVELLE liked on social liked onsocial customers. CAVE: 16

CLAIRE’S, HEMAANDFEUVERT:GUESTSTARSATGÉANT up amarketofmore than230millioncustomersforonlinesellers. and Germanytocreate IMN,anunprecedented alliancethatopens Cdiscount joinswiththree leadingmarketplacesinRomania,Italy EUROPEAN ONLINERETAILING:CDISCOUNTTAKESTHEINITIATIVE commitment tobecomingareal brick-and-mortarmarketplace. such well-knownbrandsasClaire’s, HemaandFeuVert, ina Géant Casinorevitalises itsnon-foodofferingbybringingin 17

LABORATORY AN INNOVATION SMARTMARKET, in LatinAmerica. payment system recognition the firstfacial including SmileID, innovations, 20 technological around while introducing successful, the bannerso that havemade retains themarkers a conceptthat SmartMarket, opens Carulla Grupo Éxito Orange andIBM. partnerships with forged strategic its ambitionsand RelevanC hasmet by more than50%, netsalesup With RECORD GROWTH RELEVANC: hours. extend opening it possibleto equipped, making have been than 300stores Already more scanning gates. automated is widelydeploying process, theGroup the checkout To simplify STORES AUTONOMOUS ALREADY 300 2019 Annual Report CASINO GROUP NO. NET SALES BILLION INCONSOLIDATED € *France andtheIndianOceanregion. STORES INFRANCE* 7,946 of employeesare under30 39% in conveniencestores inFrance 34.6 34.6 1

2019 ATAGLANCE NO. EMPLOYEES WORLDWIDE 220,000 in onlineretailing inFrance 2 organic growth inconsolidated netsales** 4.2% in netsalesfrom organicproducts inFrance € **Excluding fuelandcalendareffects.

1.1 BILLION

DISABLEDEMPLOYEES 8,546 retailer inBrazil andColombia NO. TRADING PROFIT BILLION INCONSOLIDATED € by itsownphotovoltaicfacilities of theelectricityusedbyGroup isgenerated 4% 1.292 1

of managersare women 39.5% 18 19 NO. in underlyingnetprofit, Groupe share € STORES OUTSIDEFRANCE 3,226 in onlineretailing inColombia 212 MILLION 2

on permanentcontracts of employeesare 94%

2019 Annual Report CASINO GROUP AN EXECUTIVE COMMITTEE AN EXECUTIVECOMMITTEE TRANSFORMATION GOVERNANCE DRIVING DRIVING

Chief ExecutiveOfficerofLeaderPrice Director and Chairman of Achats Director andChairmanofAchats Executive Director, Merchandise Executive Director,Merchandise Chairman and Chief Executive Chairman andChiefExecutive Carlos MarioGiraldoMoreno Marchandises Casino(AMC) Chief OperatingOfficer, Chairman of Monoprix, Chairman ofMonoprix, Chairman ofFranprix Officer of Grupo Éxito Officer ofGrupoÉxito Jean-Paul Mochet Julien Lagubeau Hervé Daudin

Chairman andChiefExecutiveOfficer Chairman and Chief Executive Chairman andChiefExecutive Casino and CasinoProximités Casino Supermarchés, Géant Casino Supermarchés, Géant Chief Executive Officer of GPA Chief ExecutiveOfficerofGPA Director ofGroupCorporate Development andHoldings Chief Executive Officer of Chief Executive Officerof Peter PaulEstermann Jean-Charles Naouri Officer ofCdiscount Emmanuel Grenier Karine Lenglart Tina Schuler 20 21

Executive CommitteeSecretary Executive Director, Corporate Executive Director,Corporate Development andHoldings, Franck-Philippe Georgin Vice-Chairman ofGPA Chief FinancialOfficer General Secretary, General Secretary, Officer ofFranprix Arnaud Strasser Chief Executive Chief Executive Cécile Guillou David Lubek

2019 Annual Report CASINO GROUP Lead Independent Director. Independent Lead and ReferencedivisionofEditis. Chief ExecutiveOfficerofthe Education Catherine Lucet Officer ofFinatis. Chairman andChiefExecutive Corporate SecretaryofEuris. Representative ofFinatis. Didier Lévêque Director. Independent Independent CompanyDirector. Laure Hauseux Director. Independent Lawyer/Partner. Christiane Féral-Schuhl Deputy ChiefExecutiveOfficerofEuris. Advisor totheChairmanofCasinoand Representative ofEuris. employees. Jacques Dumas representing Director at CasinoServices. Director ofIntra-groupCSRProjects Gilbert Delahaye Adviser totheChairmanofCasino. Representative ofSaris. Josseline deClausade Director. Independent Chief ExecutiveOfficerofGeolid. Nathalie Andrieux Chairman andChiefExecutiveOfficer. Jean-Charles Naouri (3) Re-electionssubject toshareholderapprovalatthe Annual GeneralMeetingon 17June2020. (2) Termsofoffice expiringattheendofAnnualGeneral Meetingof17June2020. (1) Appointmentssubmitted toshareholderapprovalat the AnnualGeneralMeetingon 17June2020. A BALANCED AND COMMITTED A BALANCED ANDCOMMITTED BOARD OFDIRECTORS (3) (2) (1) (3)

Secretary oftheBoardDirectors. Kareen Ceintre Director. Non-Voting Legal ManagerofBGRPartners. Gérald Director. Non-Voting Company Director. Gilles Pinoncély of FoncièreEuris. and ChairmanChiefExecutiveOfficer Advisor totheChairmanofRallye-Casino Representative ofFoncièreEuris. Michel Savart of SNCF(until31December2019) Chairman oftheSupervisoryBoard Frédéric Saint-Geours of Rothschild&CoSCA. Chairman oftheSupervisoryBoard David Deputy ChiefExecutiveOfficerofFimalac. Representative ofFimalac. Thomas Piquemal Manager ofLegalAffairsatEuris. Representative ofMatignonDiderot. Odile Muracciole de Rothschild

de Roquemaurel (3) (1) (3) (3)

(1) Excluding the Director representing employees, in accordance with the Afep-Medef Corporate Governance Code for French listed companies or as required by law. Directors includingone representing employees meetings Board 13 12 with ensuringthattheBoard wasabletocontinuemakingimpartialandobjectivedecisions, to complying with the recommendations of the Afep-Medef Code. In 2019, senior management to complyingwiththerecommendations oftheAfep-MedefCode.In2019,seniormanagement companies, the Governance andSocial ResponsibilityCommitteewasspecificallytasked companies, theGovernance Directors, includingtheLeadDirector (whoisalsoa woman). CasinoGroup iscommitted and policies.In2019,theCommitteepressed aheadwiththereview oftheGroup’s main Members are also gender balanced and comprise a number of highly engaged Independent Members are alsogenderbalancedandcompriseanumberofhighlyengagedIndependent The Board ofDirectors standsoutforthediversityof itsmembers’backgrounds, skills so astoprotect Casino’s corporateinterest andmanagepotentialconflictsofinterest. and experience,whichare alignedwiththeGroup’s businessesandgrowth strategy. the executionofitsstrategicorientations.InlinewithGroup’s sustainablegrowth strategy, theBoard’s andSocialResponsibilityCommitteeistasked Governance was highlyactiveinsuccessfullyleadingprojects ofgreat importfortheGroup. In 2019,atatimewhensafeguard proceedings were underwayfortheparent The AuditCommitteeassiststheBoard ofDirectors indefiningandmonitoring with examiningitsethics,environmental,commitments socialandgovernance CSR challenges,itsdialoguewithstakeholdersandtheinitiativesundertaken at Boardmeetings > are independent Governance andSocialResponsibilityCommittee Governance > of Directors A commitmenttosocialresponsibility attendance in connectionwiththegenderequalitypolicy. AppointmentsandCompensationCommittee 93% 36% Three SpecialisedCommittees Robust corporategovernance > AuditCommittee IN 2019 22 of Directorsarewomen 23 Board Committee 46% meetings 24 (1) at Committeemeetings Committees chaired 100% attendance by women 2 2019 Annual Report CASINO GROUP 

9:45 am

FRANPRIX RÉAUMURPARIS2 RESPONSIVE F free wifiandUSB sockets. squeezed orangejuice,Nespresso coffee, informal businessbreakfast,enjoying freshly blocks, twocolleaguesarefinishing upan entryway, sittingoncarefullyarranged need tomakeamealathome.Inthe shop and anyonewhodoesn’thavewhat they window, fortourists,mobileco-workers the smallkitchenopeningthroughstore from the street. Then, there’s from thestreet.Then,there’s of thestore,whichcatcheseye tricycle, proudlyparkedinfront irst, there’stheelectricdelivery every day… 24 “We’ve designed designed “We’ve 25

and constant adaptation.” constant and had in mind this whole idea of evolution evolution of idea whole this mind in had In calling the concept Darwin.2019, we we Darwin.2019, concept the calling In to keep it closely aligned with expectations. expectations. with aligned closely it keep to new energyinthe neighbourhood. the Sentierdistrict,storehasinstilled and surroundedbythestarts-upin renowned restaurantsandfoodshops, throw fromrueMontorgueil,with its at Franprix. Director ofStrategyandInnovation customers,” a place that meets all the needs of our our of needs the all meets that place a explains François Alarcon, explainsFrançoisAlarcon, “Plus, it can be transformed transformed be can it “Plus, Located a stone’s Locatedastone’s

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It still manifests all of the powerful markers embraced by Franprix customers that have made the Mandarine concept such a success. While food services manager Charly David starts cooking the rotisserie chickens that will be served for lunch, self-service employee Jaquelina Marzinotta BULK ON DEMAND fills the orange juicer squeezer. Then she Franprix worked with a goes back to the stockroom to bring back start-up based in Burgundy half a dozen boxes with coloured labels to design a bulk sales containing the bulk sale gravity bins section that can be “I WORK 200 METRES FROM HERE, co-developed with Bulk&Co. In all, adjusted to each store’s AND COME BY TO GET MY LUNCH dispensers for rice, couscous, almonds, customer base and layout. ALMOST EVERY DAY. AND WHEN peanuts, chocolate balls and other Two hundred of these I NEED TO HAVE A PACKAGE bulk-sold items cover five linear metres. sections will be deployed DELIVERED, IT’S A GREAT PLACE That’s quite a feat for a 500 sq.m. store. in 2020. TO HAVE IT DROPPED OFF.” Eva Brihaye, graphic designer WHAT CONVIVIAL REALLY MEANS “The polycarbonate gravity bins in the CASINO GROUP organic stores require daily maintenance, which doesn’t fit very well with the way AS NEIGHBOURS, WE HELP operations in Franprix stores are managed,” EACH OTHER OUT explains Boris Zukanovich, Director Actually, it’s already lunchtime. Charly of Sales & Marketing at Bulk&Co. has taken the chickens out of the rotisserie “The company asked us to come up with a and loaded a new batch of pizzas, savoury system that was lighter, more flexible and pies and macaroni gratins. Customers are easier to operate.” Jaquelina just needs to flocking around the salad bar and hot food replace the empty boxes, which she compacts buffet, developed with Fleury Michon. 2019 Annual Report so that they can be sent out for recycling. Some people serve themselves using the “WE’VE DESIGNED A PLACE “It’s convenient and customers love it,” she compostable bowls, while others prefer THAT MEETS ALL THE NEEDS says. “Just like the solid cosmetics in the the returnable glass containers that they OF OUR CUSTOMERS, beauty department, which are very popular.” can take with them, without a deposit, AND CAN BE READILY In fact, this is the new Franprix and bring back later for washing. Just like TRANSFORMED TO KEEP IT concept’s other major innovation – a very neighbours do. ZERO WASTE CLOSELY ALIGNED WITH EXPECTATIONS.” wide ranging non-food section featuring “I work 200 metres from here, and come Franprix has partnered with start-up SolZero François Alarcon, Director expert brands (see box). “For us,” notes by to get my lunch almost every day,” says of Strategy and Innovation François Alarcon, “non-food is also a way graphic designer Eva Brihaye. “There’s to offer customers to get closer to our customers. When they enormous variety and the products are containers that they can use in-store or take find a Decathlon gym mat or Hema socks healthy and super fresh. away. SolZero then at Franprix, we’re fulfilling our mission as And when I need to have a package Hema, Cdiscount, Decathlon: shop-in-shop collects the used convenience for non-food items their local .” By offering delivered, it’s a great place to have it containers, washes exactly what its customers want, Franprix dropped off. I come by at the end of the them and returns them The only thing missing in the store front. Cdiscount and has built a store that resonates harmoniously day before taking the metro home.” to the store. with its neighbourhood; a place that is Because the Franprix store is packed with concept was an attractive Le Drugstore Parisien also non-food offering capable of supply a selection of their pleasant, open to the community and very services, including a news stand, a Western meeting all of a Parisian’s best sellers. More recently, convivial. “And here, we mean convivial Union office, lockers, a dog water bowl and daily needs. In response, sporting goods retailer in the literal sense, because food services a bicycle pump. Not to mention restrooms, Franprix turned to the exper- Decathlon arrived on the are our strong point,” says Nabil Mostafa, a mundane yet much appreciated feature tise of its partner brands, shelves for a few weeks, the store’s Deputy Manager. “We serve for the highly mobile clientele in this central particularly Hema, which is offering five products in high around a hundred customers for breakfast, Paris district. Even here, Franprix has thought prominently featured on demand during the lock- and double that for lunch.” of everything – there’s even a changing table. both the shelves and the down period. 28 29

213 premium and convenience stores opened in France IN LINE WITH CASINO GROUP

MONOPRIX RETHINKS PERSONAL CARE The winds of innovation are blowing at Monoprix, bringing in three new, completely revamped beauty and personal care concepts, CUSTOMER NEEDS each now being piloted in one of the banner’s Parisian stores. By prioritising its most promising formats, Beaugrenelle (Paris 15) is offering an expert beauty product concept designed in partnership with L’Oréal. Pelleport (Paris 20) 2019 Annual Report Casino Group is unleashing the power of its banners is breaking with tradition along the lines of Le Drugstore Parisien. PÃO DE AÇÚCAR: And Saint-Cloud (Paris suburbs) is deploying a project inspired SUCCESSFUL ROLL-OUT OF THE GERAÇÃO7 CONCEPT and honing their ability to constantly evolve in line by the new organic, natural, responsible “monop’beauty” The Geração7 concept launched by Pão de Açúcar has been with customer needs – imagining leading-edge store concept. “These new concepts illustrate Monoprix’s ability to try a huge hit with Brazilian customers. A quarter of the banner’s out new trends as soon as they emerge,” notes Maguelone Paré, 185 stores have been upgraded to the new format, which concepts, further refining their granular urban market Director of Innovation and Concepts at Monoprix. “The challenge features premium quality fresh produce, redesigned lifestyle coverage, surprising shoppers with new products, is to satisfy every beauty need, by aligning our offering with the and dining areas and a range of digital services. The new units various profiles of our urban customers.” already account for 40% of the banner’s total sales. capturing food technology trends in real time, and joining forces with leading speciality brands to enhance their non-food offerings. PREMIERING THE BEYOND BURGER Beyond Meat, the leader in the famous Beyond Burger as Beyond Meat has enabled plant-based meat substitutes, patties in France. “Whether us to further expand our line has chosen the Group’s vegetarian or flexitarian, of vegetable protein-based banners to introduce its more and more consumers products, so that we can offer products to the French. are shifting towards a less solutions for all types of In February 2020, under meat-based diet,” says applications.” The next step an exclusive agreement Corinne Aubry-Lecomte, comes in spring 2020, when with the Californian start-up, Director of Production, products from Magic Bean, 500 Monoprix, Franprix, Casino Innovation and Quality at AMC. a French start-up incubated Supermarchés and Géant “Partnering with such a major by the Group, start to appear Casino stores helped to launch food technology company on the shelves. 30 31

11% growth in organic product sales at the Group’s general banners in France

LA FRENCH TOUCH: SPOTLIGHTING YOUNG TALENT To showcase the talents of the new generation of French 20- to 40-year-olds, representing the diverse, creative France in such areas as sports, culture, entrepreneurship, music and cooking, Casino sponsors La French Touch, a short programme broadcast every day just after the Quotidien talk show on NATURALIA CYCLE FEMME 1185x1750 ech1cinquieme VECT.indd 1 11/09/2019 12:06 the TMC channel. CASINO GROUP

NATURALIA MOVES UP A NOTCH AND CHANGES ITS TONE French organic speciality chain Naturalia continued to expand in 2019, with 19 openings lifting the store base past the symbolic milestone of 200 units. By broadening its network both in its traditional Greater Paris market and in other major French cities and towns, Naturalia is fast becoming not only a destination store but also a local convenience store. At the same time, the banner TOMORROW ON YOUR PLATE is moving away from city centres and introducing the new, A thinly sliced vegetable-based meat product made from green larger Marché Bio concept more attuned to suburban shoppers. pea protein. Gourmet cakes baked with 40% vegetable ingredients, which have less fat and less sugar than traditional LE DRUGSTORE PARISIEN OPENS IN THE SAINT-LAZARE

2019 Annual Report It has also introduced a new loyalty programme aimed at under-25s, and to reach this audience, it has deployed a new cookies. A beer brewed from natural ingredients that has 40% TRAIN STATION advertising campaign expressing its commitments in a more fewer calories than a conventional beer. These are just three Casino Group’s French-style drugstore has opened a new store in offbeat, edgier tone. examples of innovations presented by the winners of C’Demain a high-traffic location, in the shopping mall under the Saint-Lazare (It’s Tomorrow), a food technology contest designed to pick up train station in Paris. Focused on personal care, travel and on new food trends and detect high-potential start-ups. The Group well-being, the merchandise selection emphasises, even more is providing the winners with an opportunity for market launch by than usual, French-made and organic products. At the same time, offering them a pilot run on Monoprix, Franprix, Géant and Casino the banner is deploying dedicated store-in-stores in Franprix, Supermarchés shelves. Géant Casino and Casino Supermarchés outlets.

FEU VERT AND CLAIRE’S: 34 SPECIALITY RETAILERS AT GÉANT CASINO LOCAL SOURCING AND ULTRA-FRESH PRODUCTS AT CARULLA Already the benchmark in recognised specialists capable things to the next level with cash & carry outlets Carulla hypermarkets are continuing to delight their grocery retailing, refocused of delivering real expertise to the support of partner brands. opened in Latin customers by forming new partnerships with small producers to on its fresh market spaces our customers and making our We started off with Claire’s America, of which offer a winning ultra-fresh and ultra-local combination. In association and traditional high-quality stores even more attractive,” fashion accessories and now 22 Assaí units in Brazil with Makand, a market gardener located 20 km from Bogotá, sections, Géant Casino explains Sébastien Corrado, have spaces for Feu Vert, Piery and 12 Surti Mayorista Carulla recently introduced the “salad of the day,” picked each is revitalising its non-food Marketing Director for jewellery, mattress specialist stores in Colombia morning and delivered two hours later to the store. Another selection by bringing the Casino banners. “After Eve and even the Easycash example of co-creation is the mozzarella workshop concept in speciality brands. successfully deploying more buyback service. Géant Casino developed with artisanal cheesemaker La Ratonera, which “To develop promising than 50 Cdiscount store- is becoming a real brick- has already been deployed in nine stores. markets, we’re relying on in-stores, the idea is to take and-mortar marketplace!” 32 33

WHAT OUR PARTNERS SAY “AN UNPRECEDENTED LEVEL OF PARTNERSHIP” “WITH CASINO GROUP, HEMA IS � For L’Oréal, it’s fairly unprecedented to achieve the level of supplier-retailer partnership that we have DRAWING CLOSER TO THE EVERYDAY with Casino Group. From the outset, we had a common goal of off ering consumers a redesigned beauty experience in keeping with current trends. After our collaboration on Le Drugstore Parisien, this partnership LIVES OF PEOPLE IN FRANCE” enabled L’Oréal to develop three new beauty concepts with Monoprix to suit the diff erent store types. What CÉLINE BRUCKER STÉPHANE FRENKEL stays in my mind is the method we used. General Manager, Country Director France, Hema Within the space of four months, the L’Oréal and L’Oréal Consumer Division France Monoprix teams delivered very concrete, operational concepts, and set up innovative programmes centred around make-up, skin care, organic products and hair CASINO GROUP

care, which can be easily rolled out on a large scale. � The shared values guiding us were the keys What convinced Hema to join forces with to our success. Working with people you trust Franprix? � removes so many obstacles. � How did you put together the range? � � Today, all retailers are looking to optimise “CASINO SUPPORTS their spaces through high value-added off erings. Last It was a collaborative aff air, whereby we used Hema spring, several banners contacted us to help them do as inspiration to codesign a bespoke assortment 2019 Annual Report just that. When we met Franprix, its managers said: of products for Franprix customers. The pilot project OUR DEVELOPMENT” “We want to work with the expert in the non-food was launched in summer 2019 in 15 stores, and market”, which we really liked. Casino Group over the following weeks we analysed the results immediately understood why it was benefi cial and fi ne-tuned our approach. We initially planned � to add a strong brand to its range in order to boost on having four 1-metre display segments, but Short supply chains and local food are things we’ve its own attractiveness as well as that of its products. the project was so successful that we now off er been doing for a long time already with Casino! Our fi sh an assortment of up to 11 segments, which can market in Lorient started supplying 17 vary depending on location, type of customer and hypermarkets in Brittany eight years ago. Every � and available space. morning, the Casino buyer visits us to choose seafood, Was this a fi rst for Hema in France? including sole, red mullet, bass, and even live � langoustines, from the previous night’s catch before � it goes to the store at around 9:00 am. We supply It was a world fi rst! And I’m particularly proud that What are the next steps? a total of 500 kg a day. Ever since, Casino Group has Hema France got to test out this new sales channel. It � continued to support our development, as illustrated was the very fi rst time we had considered selling our recently by our SkinPack Océan project, a packaging products outside of our own stores, so we certainly Our products are currently available in 200 Franprix unit for additive- and preservative-free marine-fi sh fi llets didn’t want them to get lost among Franprix’s off ering. stores. What’s more, we’ve built a strong relationship with a 12-day shelf life. Casino gave us access to By choosing to put the Hema and Franprix banners with Casino Group. Between now and the summer, its self-service shelves and its drive-through service, side by side, Franprix sent a clear message – we plan to roll out our concept in 17 Casino and each day, we prepare between 500 and 3,000 trays, our brands are similar enough to be sold together. supermarkets and hypermarkets, at banners that depending on store orders. Securing our sales channels Hema’s customers are its highest priority. I noticed are very well located in mid-sized towns. This is will allow us to invest in automation and expand our the same mindset at Casino Group, whose banners a real opportunity for Hema to draw ever closer FRÉDÉRIC SCELLES range even further. share a very French culture of humility. to the everyday lives of people in France. Director, Le Chalut des 2 Ports, Lorient � 34 35

every day… CASINO GROUP

2019 Annual Report DIGITAL

ustomers chatting on a bench, Competition of France’s Retail Trades enjoying a few rays of spring Federation (FCD). “Since 1 January 2019, sunshine. In front of the we’ve been open seven days a week, from entrance, the first 6:00 am to midnight,” notes store manager Cseasonal fruits have been delivered by local Christophe Audinet. “That’s a big growers. Welcome to a Casino Group advantage in a tourist town like Cannes, “autonomous” store. At first glance, especially in the summer.” From 6:00 however, nothing looks out of the ordinary to 8:00 am, then after 8:30 pm, customers at the Cannes supermarket, until you notice check out exclusively through the automated  10:30 am CASINO SUPERMARCHÉ, CANNES PONT-DES-GABRES the 1st Prize plaque proudly displayed by gates. After testing in 4 Casino, the Group’s the meat department, won in the organic phygital laboratory, the scanners have been meat category at the 2019 National rolled out to 300 stores. 36 37

“The Casino banners have been pioneers in digitalising their retail outlets,” believes Sébastien Corrado, Marketing Director. “The technologies that we’ve introduced are enabling certain types of AUTONOMOUS STORES stores to extend their opening hours. It’s Following Casino primarily a service we offer our customers, Supermarchés’ pioneering but it’s also a comeback for the lead, a large number of “DIGITAL TECHNOLOGY physical store as opposed to the online Géant hypermarkets and IS PROFOUNDLY CHANGING world.” Even in the middle of the day, the small convenience stores HOW WE DO OUR JOBS automatic checkouts are running full tilt, such as and Le Petit IN-STORE. AND WE’RE and in the checkout line, a lot of customers Casino now offer extended SUPPORTING OUR TEAMS are pulling out their smartphones when it’s opening hours. AS THEY TRANSITION time to pay. TO THE FUTURE.” Christophe Audinet, Store Manager THE CASINO MAX DIGITAL LOYALTY PROGRAMME It’s clear that the store’s greeters and customer service manager have gone all out PROACTIVELY to educate people about the new system. DEVELOPING NEW JOB CASINO GROUP For the third time in the last 15 minutes, SKILLS Anne Derré is walking a customer through Digitalisation has also made headway the process on her smartphone. “The in the shopping aisles. In the fruit and Casino Max morning ends at 11:00,” she vegetables section, the section manager explains. “It only lasts another 15 minutes, restocks using a tablet, while the picking so to enable some of our more technology- employee checks off a click & collect order challenged customers to participate, I help on a portable terminal. “Digital technology them activate the Casino Max app on their is profoundly changing how we do our phone.” Several times a month, members jobs in-store,” observes Christophe, 2019 Annual Report of the banner’s digital loyalty programme “and we’re supporting our teams as they are offered a substantial 20% cash-back on transition to the future.” That’s because all their purchases, but only for a few hours. keeping pace with changes in the retailing It provides an opportunity to encourage business is a technological as well as a customers to use the app and to explain human relations challenge. Casino has how the express scan and mobile payment introduced a system designed to get every systems works. stakeholder in the banners involved in For her part, Samia Bouazza doesn’t upgrading their customer service jobs. In need any advice from Anne or the cashiers. Cannes, the store manager and customer She knows the app by heart and has even service manager have already attended been a member of Casino Max Extra, “customer culture” training sessions, the banner’s enhanced loyalty programme, which they are now cascading down to 5 MILLION for almost a year now. As a member, she employees. “My objective is to create an €allocated in the Casino gets an immediate 10% discount on all her eagerness for new customer relationship Upgrading customer service jobs banners to the training purchases in exchange for a €10 a month jobs,” notes Anne. “We conducted the first and support plan that fee. “There are seven of us at home, so interviews in the autumn, and the response To support checkout staff in helped to identify their career is enabling cashiers the 10% discount really makes a difference,” was pretty positive. Some of the 25 cashiers transitioning to upgraded cus- development aspirations and to transition towards she explains. “I check the alerts when they tomer service jobs, the Group training requirements, which showed a special aptitude for taking on customer relationship come in, and decide what to buy has undertaken a programme led to the deployment of a more versatile tasks.” A few of the cashiers jobs. depending on the promotions. And if you based on constructive social three-year upskilling plan. are already spending more time guiding add in the 20% cash-back thanks to the dialogue. Individual inter- Since early 2020, store and till customers. Others will be supported over Casino Max mornings, you can see what views conducted with the managers have been trained the longer term, through a tailor-made a great deal it is!” 6,000 employees concerned in change management. training programme. 38 39

12 million Brazilians use the Pão de Açúcar and Extra apps

CARULLA SMARTMARKET, GRUPO ÉXITO’S INNOVATION LAB REINVENTING In Bogotá, Grupo Éxito has opened its first Carulla SmartMarket. The new concept retains all the features that have made the MONOPRIX AND JOW, CASINO GROUP premium banner so successful, such as fresh produce, organic COOKING MADE EASY products and services, while introducing innovative solutions After delighting users of to optimise and enrich the shopping experience. the Monoprix et Moi app, “Colombian consumers are very fond of digital innovation,” Jow has now moved notes Guillaume Sénéclauze, Grupo Éxito Sales and Operations physically into monop’ stores. Vice-President. “With Carulla SmartMarket, we wanted to develop In a dedicated corner, the extremely innovative solutions, but without ever dehumanising start-up offers a selection THE STORE the in-store experience.” After eight months of research and of easy recipes with all the Although online sales are booming, there is still development with Colombian companies, around 20 technological ingredients needed to make 2019 Annual Report a lot to be said for brick-and-mortar stores. innovations have been developed, including the SmileID facial them to inspire shoppers recognition payment system, the Check&go smartphone and encourage them to get This is where the Group can count on such core payment solution using the Carulla app, and the 3D shopping cooking. Jow recipes are journey, which shows shoppers the fastest route to what they’re available at monop.jow.fr, strengths as its technological maturity, agile looking for. along with their shopping lists. organisation and ability to work with highly innovative start-ups. These strengths are giving it a head start in revolutionising the shopping BREAKING THE MOULD WITH LA NOUVELLE CAVE With its pink, loft-like boutique the fundamentals of a good by Matcha, the light-based experience by leveraging all the power of digital in a trendy Parisian wine store, like product guidance system developed technology, without ever losing sight of neighbourhood, the Group’s selection, customer advice by Soixante Circuits, and the new phygital concept is and a local presence.” consumer reviews displayed what constitutes the real value of its business breaking the codes of France’s La Nouvelle Cave combines on electronic labels, customers traditional wine and spirits the oenological expertise of can easily choose from among as a retailer: human connection. retailing sector. “We’ve Cdiscount, which is France’s the 650 wines on offer and dreamed up a new way to sell leading online wine merchant, use a tablet to access the wine,” analyses Laurent and the digital capabilities of 7,000 products on the Cdiscount Lacluque, Director of Wine the Group’s innovation team, website. This is setting a new and Spirits Purchasing at which brought together an standard for the wines Cdiscount. “The idea is to get entire ecosystem of start-ups and spirits section, which all the benefits of the best around the project. Thanks to the Group’s banners could technology, while respecting the virtual sommelier designed deploy on a larger scale. 2019 Annual Report CASINO GROUP is generatingasubstantialincrease infootfall. Customers haveveryquicklyembracedtheservice,which or intheevening,evenallnightwhenlayoutpermits. the technologyalsoenablesstores tostayopenlongeronSundays 300 CasinoSupermarchés, GéantandCasinoProximités stores, going through thecheckout.Already installedinmore than application toscantheirpurchases andleavethestore without in 2018.ThenewsystemletscustomersusetheCasinoMax the automatedscanninggatestestedat4Casinostore To simplifythecheckoutprocess, theGroup iswidelydeploying ALREADY 300AUTONOMOUSCASINOSTORESINFRANCE of paymentsinhypermarkets and 36%insupermarkets or automaticcheckout made bysmartphone in Francearenow 45% 45% “I knowwhatIwant toeat”;“Icouldusesomeguidance.” app displaysanumberofprompts: “IknowwhatIwantto drink”; their tastesandwinedrinkingoccasions. To getstarted,atablet guides seasonedwineloversand neophytesalikeaccording to designed ahighlyinnovativewine sectionformonop’,which Le PetitBallon,asubscription-based onlinewineretailer, has MONOP’ OPENSAPHYGITALWINE STORE It isscheduledforlaunchinthesummerof2020. advanced detection,artificialintelligenceandweighingsystems. Known as“BlackBox,”thenewmodelisbasedonhighly disruptive project foratotallyautomatedstore.” and LaNouvelleCavestore concepts,we’re developing avery what technologycanbringtocustomers.Afterthe4Casino explains, “inbrick-and-mortarretailing, it’s allaboutimagining Innovation Department.AsDepartmentheadMartinCalmels on theGroup’s assetsandexpertiseisthejobofcorporate Creating newgrowth driversforthefuture bycapitalising BLACK BOX,ADISRUPTIVEPROJECT purchases, whichhelpsto reduce checkouttimesby80%. belt automaticallyreads the barcodes andregisters the self-checkout system.Ascannerpositionedabovetheconveyor cash &carrybannerAssaíisdeployingtheFastPasshigh-speed In itsconstantcommitmenttooperationalefficiency, Brazilian CHECKOUT SYSTEM ASSAÍ ROLLSOUTTHEFASTPASSAUTOMATED to recommend theright It enablestheFranprixapp and behaviouraldata. the analysisoftransactional technology appliedto is basedonmachinelearning benefits programme, personalised customer Bibi, Franprix’s new, highly BIBI NOWHAS1.5MILLIONMEMBERSINFRANCE a monthtotheCasino million connections accounts for20% Max app,which of bannersales 4

40 on Too GoodtoGo,helpingsavemore thanamillionmeals. 2,000 stores operatedby the Group’s eightbanners are active for appuserstolocatenearbyoffers.Already more than short-dated products atdiscount prices.Thismakesiteasy are usingToo GoodtoGo,astart-upthatsellsbasketsof objective istocutfoodwasteinhalf.Atthesametime,stores displayed inreal timeonthe CasinoMaxapp.Theultimate dedicated Zero Waste section,withthepromotional offers The flaggedproducts are markeddownandplaced ina teams everydaywhenproducts are nearingtheiruse-by dates. chosen byGéantCasinoisbasedonatabletappthatalertsstore use-by dates.Developedwithstart-upYoobic, the system In stores, newtechnologies are alsobeingusedtotrack DIGITALISING TOREDUCEFOODWASTE by rewarding thepurchase responsible shopping the bannerencourages back onin-store purchases, to givingcustomerscash- the rightchannel.Inaddition the righttimeandthrough for therightperson,at products andpromotions 41

products and services. specialising inleisure a networkof80partners coupons redeemable in convert themintodiscount at thenextcheckoutor use theircash-backeuros Customers caneither of Franprixorganicproducts.

42 43

WHAT OUR PARTNERS SAY “A REVOLUTION IN “THE GROUP DEDICATES THE RETAIL LANDSCAPE” � When we started discussions for the Black Box A LOT OF ENERGY automated store project, Casino Group’s vision was perfectly clear. We meet with many retailers across the globe, and Casino Group is one of the very few that know exactly what they can provide to customers TO INNOVATION” thanks to new technology. It’s a pleasure to work with a partner that knows what it wants! As a result, decisions can be taken easily, and the project can be set up really RAMI BAHAR quickly. Together, with the Group’s retail expertise and Chief Business Development Offi cer, Shekel THOMAS DAYRAS our smart shelf technology, we are spearheading a Brainweigh CEO, Matcha veritable revolution in the retail landscape. It’s the fi rst � fully autonomous store in Europe, off ering customers a How did Matcha come to create the digital completely new experience. This is a very important CASINO GROUP

interface behind La Nouvelle Cave? signal to the market, and a highly concrete way to get � closer to what consumers expect. � � Matcha develops sales technologies for wine, beer Is it diffi cult to collaborate with and spirits. When you talk to a wine merchant or a a large group like Casino? sommelier, the conversation lasts all of 30 seconds. The � challenge is making a digital tool that is just as eff ective. We had already worked with monoprix.fr to develop a As a start-up, Matcha can generally move faster “CARULLA IS THE BEST chatbot for the website. For La Nouvelle Cave, Casino than retail players, but Casino Group is an exception! 2019 Annual Report Group was looking for a wine specialist that could For La Nouvelle Cave, it took just fi ve months between provide artifi cial intelligence technology. We worked launching the project and opening the store, which together to build a truly “phygital” experience. is even more incredible when you realise that we had POSSIBLE PARTNER” two partners: the Group innovation teams for all things operational and the Cdiscount teams for the selection � � of wine and spirits. The Group dedicates a lot Redeban could not have chosen a better partner than What do you fi nd innovative of energy to innovation and can implement new Carulla to launch Latin America’s very fi rst facial about La Nouvelle Cave? projects really quickly. recognition payment system. The project came into � its own at the Carulla SmartMarket innovation lab. To ensure success, we looked to develop a service Both the space and the digital service have a very � relying on the most advanced technologies while human feel to them. When you’re in the store, our What were the main challenges ensuring total payment security. From start to fi nish, virtual wine merchant is able to respond to customers’ during the project? we worked very closely in agile mode with the two needs – what bottle to choose, and where to fi nd � Grupo Éxito teams to quickly identify areas for it quickly among the hundreds of available wines, improvement, build the most reliable solution possible using a lighting system to indicate the recommended The most interesting challenge for Matcha was and optimise time to market. SmileID is the most bottle. What’s more, the virtual wine merchant imagining, right from the start, how the other Casino user-friendly payment method on the market. You is conversational, meaning that if you ask for a “red Group banners could roll out this approach on a large simply enter an identifi cation code, and the system wine that’s not too bold for around €8”, the technology scale going forward. To make a project scalable, recognises your face and authorises the transaction. will be able to understand your budget, the colour you need to integrate retail industry challenges related We achieved the goal we set with Grupo Éxito: off er you’d like, and the subtleties of negation showing to investments, the customer journey, operational customers a shopping experience unlike anywhere that you don’t want it to be too bold. effi ciency, and so on, without damaging the concept. ANDRÉS DUQUE else in Colombia! Now that’s a typically human approach. We’re working on it as we speak. Chairman, Redeban � 44 45

every day… CASINO GROUP

2019 Annual Report DEMANDING

ood afternoon!” When “We have a lot of regulars, who are nice but “ customers enter the Monoprix also demanding. They come here to find store in Beaugrenelle, in the the best products in the neighbourhood. 15th arrondissement of Paris, And they also count on us to surprise Gthey’re greeted with a big smile by Hélio them.” The store certainly lives up to its Baraga. The “Oui!” sign above the reception role as a testbed for new service-based desk reminds them that Monoprix is ideas. The entryway features a comfortable attentive, understanding and perfectly lounge area for relaxing and lockers capable of meeting their expectations. for storing personal belongings while  3:30 pm MONOPRIX BEAUGRENELLE PARIS 15 “I’ve been in this job for 15 years, and shopping. Along a tree-lined alleyway, our customers know that in this store market stalls showcase seasonal fruit we always say yes,” says Hélio cheerfully. and vegetables, as well as ultra-local 46 47

Olivier Metzger, butcher to some of the world’s leading chefs. As they move through the aisles, they also find a wide variety of continuously improved private-label staples, such as the Monoprix Bio Origines line, responsibly farmed Norwegian salmon, reduced salt ham that is antibiotic-free after weaning, and fair trade coffee. On the first floor, in a space that has just been entirely redesigned in association with L’Oréal, the personal care department “BY WORKING WITH prominently features eco-designed cosmetics SMALL FARMERS, and such committed brands as Boho, which MONOPRIX SELECTS offers natural and organic make-up.“Our EXCEPTIONAL, MORE RESPONSIBLE PRODUCTS” stores play several roles,” notes Phuong Leleu, Denis Onillon, Director of Marketing for the banner. “They Store Manager are engaged in the community, fostering personal interaction and social ties, and they are bellwethers for emerging trends. In that sense, they are perfectly positioned to make ‘beautiful’ and ‘good’ really mean something.” It’s 6:00 pm. A store employee walks out to make a home delivery, after stopping CASINO GROUP A SPACE DESIGNED at the reception desk to drop off two TO INTERACT WITH baskets of unsold grocery products that THE NEIGHBOURHOOD he has just prepared for Too Good to Go Back on the ground floor, the lounge users. The start-up has been a Monoprix produce from the Greater Paris region, 23,500 area has been taken over by the team that partner since the beginning. “In 2017, we sourced from the Carreau des Producteurs baskets are offered runs Repair Café, a collaborative repair contacted a number of mass retailers to by Monoprix every at the Rungis International wholesale food STRAIGHT FROM THE MARKET workshop open to the public. Seven propose our idea of ‘magic bags’ of unsold month for sale on the market. The strawberries were picked Monoprix has partnered participants, including regular customers food,” recalls Luc-Olivier Pierret, Head Too Good to Go app, at Agricool’s urban farm in nearby and fledgling DIYers, have brought in of Sales for Too Good to Go. “Monoprix 2019 Annual Report with the Rungis of which 99.2% find La Courneuve, where the start-up has International wholesale electronic devices and small household was the first banner to work with us, and buyers. installed ten connected containers to food market to supply its appliances to try and get them fixed. without them, we wouldn’t have come vertically grow strawberries, herbs and stores every day with ultra- “This space was designed to interact with this far.” Since then, Too Good to Go has lettuce. The apples are certified Beefriendly fresh fruit and vegetables the neighbourhood,” says Denis. “A store attracted six million users in 14 European and are the result of the partnership with grown in the Greater Paris that’s open to the community appeals to countries and saved the equivalent Limdor, which was awarded an LSA area. The partnership also our customers, and it’s an enriching of 12 million meals, including more than Innovation Trophy in 2019. covers domestically sourced experience for employees.” one million with the Group’s banners. fish, meat and cheeses. MAKING “BEAUTIFUL” AND “GOOD” REALLY MEANS SOMETHING “By sourcing primarily through short channels, Monoprix can offer exceptional Lemon Tri: the bottle recycler products, selected for their delicious taste and their more responsible farming methods,” In France, only 10% of plas- right thing,” explains Lemon observes store manager Denis Onillon. tic bottles are recycled. To Tri co-founder Augustin Jaclin. encourage consumers to “That’s what customers come here for.” “When someone drops off a sort their bottles, more than bottle, they receive one cent, The same is true in the food trades, where 20 Monoprix stores have which they can keep in the Parisians from all over the arrondissement installed automated collec- form of a voucher or offer it come looking for such must-haves tion boxes managed by to an association, via the as Marie-Anne Cantin’s classic cheeses – Lemon Tri, a social economy microDon giving solution, truffé de la Marne or the comté matured enterprise. “We wanted to and get a matching contribu- for 40 months – and the aged meats from push consumers to do the tion from Monoprix.” 48 49

40% of Casino’s private-label products express a commitment to health, the environment or responsible farming MEETING CASINO GROUP

EXPECTATIONS ZERO EMISSION TRANSPORT AT FRANPRIX As a pioneer in sustainable logistics, with waterway deliveries For Casino Group, fulfilling its responsibility to 300 stores in Paris in place since 2012, Franprix is continuing 2019 Annual Report as a retailer means promoting more sustainable to deploy cleaner means of transport across the supply chain. GRUPO ÉXITO RANKS AMONG THE WORLD’S TOP 10 MOST Just recently, the banner has started using the world’s first SUSTAINABLE RETAILERS production methods, helping to improve animal fully-electric 26-tonne delivery lorry to take fresh products to The Dow Jones Sustainability Index has ranked welfare, significantly shrinking the carbon 15 stores twice a day, thereby avoiding the release of 61 tonnes Grupo Éxito among the world’s 10 most sustainable mass of CO2 a year. What’s more, all of the stores have been furnished retailers, with a score of 67/100. For the seventh year footprint of its operations, drastically reducing with electric tricycles, so that 30% of home deliveries now use in a row, the Colombian subsidiary was the only Latin American plastic use and deploying a wide range of sustainable mobility modes. retailer in the ranking. community outreach initiatives. In this way it hopes

to enable customers, who are more conscious ANIMAL WELFARE LABEL: than ever of the impact of their purchases, to shop ALREADY ADOPTED BY 10% OF THE INDUSTRY Initiated in 2018 by Casino NGO Welfarm coming standard across France, and more responsibly. Group and three NGOs, on board in early 2020. even Europe, and extending the Animal Welfare Label The labelling system has been it to other farmed species, Association was joined last upgraded in two ways. especially pigs, is becoming a year by poultry producers The farming method is now reality,” proudly notes Mathilde Les Fermiers de Loué and displayed in the form of Bibal, Animal Welfare Project Les Fermiers du Sud-Ouest. a pictogram, and an E level Leader in the Group’s CSR Today, it is steadily attracting has been added to express Department. “Together, current new partners, with retailers minimum compliance with participants already represent and Magasins U, regulatory practices. “Our 10% of annual broiler poultry producer Galliance and ambition of deploying this hen production in France.” 2019 Annual Report CASINO GROUP of oneequivalenttonneCO “solar trees,” whosephotovoltaic panelsavoidtherelease which savessome128,000kWhperyear, anddistinctive carbon footprint.Thestore isequippedwithLEDlighting, on GreenYellow Colombiatohelpitsharplyreduce its banner created thefirstSmartMarketinBogotá,itcalled For Carulla,smartrhymeswithsustainable,sowhenthe CARULLA’S SMARTANDGREENCONCEPT of 18electricvehiclesforusebycustomers. 110,000 GreenYellow’s energy are avoidedeachyear in Francethanksto and solarpower tonnes ofCO expertise 2

2 ayear. Italsohasafleet

employment and circular economynetwork. remainders andreturns inpartnershipwithEnvie,aninclusive modesoftransport,andresponsibly alternative managing system thatuseslesscardboard, optimisingtruckloads,preferring of itssupplychain,inparticularby installinganautomatedpackaging for itsinnovativeapproach toimproving theenvironmental footprint Environmental ImpactReductionAward wasgiven toCdiscount have already graduatedfrom theprogramme. Lastly, the permanent workcontracts.Two “classes”ofadozenpeopleeach a programme togradually hire deeplymarginalisedpeopleunder for itspartnershipwithsocialcharityEmmaüsDéfi,whichsetup initiative. IntheHumanResources category, Franprixwashonoured was presented toCasinoGroup foritsanimalwelfare labelling business school.TheConsumerServicesandInformationAward Responsible RetailingAwards ceremony organisedbytheEssec Casino Group anditsbanners tookhomefivetrophies from the WINNERS OFTHERESPONSIBLERETAILINGAWARDS recycled orplant-basedplastic. eco-designed packscontaining colourings, andare soldin ingredients, are free ofartificial from atleast97%natural welfare, theproducts are made for theircommitmenttoanimal by theLeapingBunnylabel by Ecocert.Already recognised cleaning products tobecertified mass-market private-labellineof (I’m Green) lineisthefirst The newMonoprixJeSuisVert VERT SUIS JE MONOPRIX LAUNCHES

display bytheendof2021. its 3,000foodproducts, starting inJanuary2020,withfull brand hasalsopledgedtodisplaytheNutri-score of as foundintheOpenFoodFactsdatabase.TheCasino of more than10,000products carriedonGroup shelves, Users oftheCasinoMaxappcannowaccessNutri-score EXPANDING AWARENESSOFNUTRI-SCORERATINGS (i) eliminatingdisposable decisive initiatives,including has undertakenanumberof this commitment,theGroup compostable by2025.To fulfil reusable, recyclable or packaging thatis100% and thatitwilldesign effectively recycled by2022 of itsplasticpackagingwillbe Group haspledgedthat60% Pact onPlasticPackaging,the In signingFrance’s National EFFECTIVE INITIATIVESTOREDUCETHEPLASTICFOOTPRINT banners aresourced from localgrowers in GrupoÉxito vegetables sold of thefruitand 92%

50

rather thanplastic. onesies andorganicbedlinens,withoverpackmadeofpaper cutlery madeofFSC-certifiedwood–toorganiccottonbaby disposable tableware –platesandcupsmadeofsugarcanepulp, health. Atotalof350products havebeencreated, ranging from have beenengineered toprotect boththeenvironment and eco-responsible products, whoseproduction andpackaging homeware andapparel private-labelbrandoffersaline of Casino iscontinuingtophaseoutplastic.Sincère, thenew FOR HOMEWAREANDAPPAREL SINCÈRE, ANECO-RESPONSIBLEBRAND 600,000 plastic Qualitá and example, GPA hasreplaced materials. InBrazil,for from recycled orrecyclable and (v)usingpackagingmade (iv) superfluous packaging; & weighsales;(iii)removing (ii) vastlyexpandingscoop retailer tobanfrom itsshelves; Franprix wasthefirstFrench plates andcottonbuds,which plastic accessorieslikecups, replacing sortingdisruptors; 51 on store premises. bottle sortingmachines Lemon Tri toinstall plastic partnering withstart-up same time,thebannersare by theendof2021.At 5,300 more inthepipeline already beenrevised, with private-label products have starch. More than300Casino made from cardboard and containers withsimilarversions Taeq fruitandvegetable 52 53

WHAT OUR PARTNERS SAY “A PIONEER IN ANIMAL WELFARE” “GOOD FOOD � The key to advancing animal welfare is to help consumers make an informed choice, educating them SHOULD BE ACCESSIBLE so that they accept to pay a reasonable price for good farming practices. This is a crucial fi rst step to developing a viable programme, and Casino Group understood that very well. Starting more than ten years TO EVERYONE” ago with Monoprix, a pioneer in animal welfare, our AMÉLIE LEGRAND partnership has since been stepped up as part of a Senior Food Business FANNY REY project with two other NGOs to develop animal welfare Manager, CIWF France Michelin-starred chef and Casino labelling, with the aim of making it a nationwide brand ambassador benchmark. It was vital to work as partners on this project, combining the NGOs’ technical expertise with the know-how of the Group’s teams. We managed to

CASINO GROUP �

get some major producers on board and, this year, Fanny Rey, Michelin-starred chef, convince other major retailers to join the initiative. Casino brand partner. They already represent 10% of the annual production What is the idea behind this collaboration? � of broiler chickens in France. � How do you defi ne responsible food? � � “CONCRETE SUPPORT For me, it’s fi rst and foremost about reaching a maximum number of people, and getting We chefs have a really important role to play right into their kitchens. These days, my work in sharing our knowledge and promoting healthy 2019 Annual Report doesn’t end with the guests in my restaurant, eating. I’m lucky enough to work in the south of France, FOR RESEARCH” my role as an ambassador allows me where my menu is mainly made up of fruit and to speak to a much wider audience. I’m a fi rm vegetables from the Mediterranean. I make an eff ort � believer today that good food should be to use animal protein sparingly when cooking. I also Institut Curie is Europe’s leading breast cancer accessible to everyone. use plenty of seaweed to reduce the salt content treatment centre. Our approach consists of both in my dishes, and I cook more with crustaceans and advancing research and improving holistic care shellfi sh than with fi sh so I don’t deplete resources. to patients. Because it’s important to remember � And I really use very little meat. that you don’t treat a tumour, you treat a women As an ambassador of the Casino brand, with a tumour – and that’s radically diff erent. By raising what are your expectations? funds from all of its banners’ customers, Casino Group � � provides us with concrete support. In particular, it helps How are these choices refl ected us to fund a research programme on a specifi c category Firstly, taste. Food products only retain all their in Casino products? of patients: young women. More than 500 of the fl avour if you keep things simple, meaning very � 4,000 new female patients the Institut treats each year little processing and a short list of ingredients. are under 40. They often have very aggressive cancers, In this respect, my views are totally in line with Since vegetables are my trademark, I developed and are diagnosed at late stages. However, treatment Casino’s policy on nutritional progress. Limiting the Veggie product line with Casino. I am so proud protocols aren’t particularly well-suited to their needs, the use of additives and reducing fat and salt, etc. of this range as it has almost identical specifi cations as chemo and hormone therapy are violent and have are top priorities today for consumer health. to organic foods, with very few additives and a big impact on their daily lives. We aim to set up As an advisor to Casino’s teams, I focus an optimised nutritional profi le. It’s suitable for both personalised treatments that better take into account in particular on authentic fl avours and simple vegetarians and fl exitarians. Vegetables and pulses Pr PIERRE FUMOLEAU the implications on patients’ professional lives, family lives, and sexuality. recipes during tasting sessions. I also need to retake centre stage in food, not only Director, Institut Curie hospital group responsible, purposeful food. for our own well-being, but also for the planet. � 54 55

every day… CASINO GROUP

2019 Annual Report DARING

rédéric Garnier pulls into the And Frédéric certainly knows a thing centre’s vast car park, where a or two about food deliveries – since 2008, dozen brand new chiller lorries he has successively managed three facilities in Monoprix livery are parked. for Easydis, Casino Group’s logistics FSoon there will be a hundred of them. subsidiary. Now he’s gone into the “A year ago, this was just a huge, building where operators are unloading completely empty 36,000 sq.m. rectangle,” the last pallets that had been delivered recalls Garnier, who manages at dawn. After the products are unpacked  8:00 am O’LOGISTIQUE FULFILMENT CENTRE FLEURY-MÉROGIS the O’Logistique centre. “Today, we’re and scanned, and their use-by dates operating the most efficient online recorded, they will be placed in white totes grocery fulfilment centre in France.” and routed to gigantic storage racks. 56 57

Since the start of operations on 18 March, the racks have been filling up a little more every morning. “Today, only a small portion of the totes are filled, but the warehouse can store up to 500,000,” explains Operations Manager Aslan Renard. “Eventually, we’ll be able OCADO SMART PLATFORM to offer 50,000 SKUs for sale, or three In late 2017, the Group times as many as in a hypermarket. formed an exclusive Ocado technology makes the centre partnership with the UK’s leading online grocery more productive, which is what made retailer, Ocado, which me want to be a part of this project.” deployed its high- Previously a section manager at the performance technological warehouse in Wissous, platform for O’Logistique. Aslan asked for a transfer to participate in the O’Logistique adventure. He now manages the centre’s operating process.

THE POWER OF ALGORITHMS CASINO GROUP Once everything is unpacked, the orders can start to be fulfilled. To understand what’s going on, AN OPTIMISED it’s important to know that the system END-TO-END PROCESS has already calculated the day’s delivery That’s because the system knows in real rounds, based on the orders booked time exactly which products are on the “OUR TEAMS ARE BEING before cut-off at 11:00 pm the night before. racks and where each one is located, with ASSISTED BY ARTIFICIAL The picking process is organised not only its SKU, but also its weight, size INTELLIGENCE THROUGHOUT according to this optimised programme, and use-by date. And these aren’t just THE PROCESS. IT GIVES 2019 Annual Report which reflects the precise time slots details. During the picking process, the US TOTAL CONTROL OVER requested by customers. screen tells the operator in which bag each AN UNBELIEVABLY WIDE When an operator sits down at a product should be placed, so as to optimise RANGE OF PRODUCTS AND picking station, dozens of robots search bagging and avoid, for example, putting ENABLES US TO GUARANTEE the storage racks for the totes something fragile next to a milk carton. SUPERIOR END-TO-END containing the ordered products, SERVICE.” “We can even offer one-click promotions Ferdinand Tomarchio, “pick” the right ones and bring them on short-dated items, which the robots can Managing Director back to the station. It takes just fetch from the right rack,” says Ferdinand. of O’Logistique six minutes to fulfil an order. “Absolutely everything is designed to “When we think of this fulfilment simplify tasks as much as possible and platform, we remember Ocado’s robots, support the teams in their jobs, from but in the end they’re simply moving unpacking to delivery.” By noon, the lorries products around,” says Ferdinand are all loaded. Because delivery is the Tomarchio, Managing Director biggest irritant in the online food Ramping up gradually of O’Logistique, who was previously purchasing process, O’Logistique has Marketing and Sales Director at hired its own teams to guarantee superior The first of its kind in France, intelligence technologies. The 350 the O’Logistique order fulfil- centre is gradually ramping up Cdiscount. “The most interesting end-to-end service. Before getting behind jobs will be created by the ment centre in Fleury-Mérogis to cruising speed, when it will and innovative part of our solution the wheel, Donatien Tshibangu checks end of 2020 to staff the combines Casino Group’s be able to deliver 50,000 SKUs is the algorithms that underpin his portable terminal to make sure O’Logistique fulfilment seasoned logistics and in the Greater Paris area. the entire process. Artificial his load complies with the shipping list. centre in Fleury-Mérogis e-commerce capabilities with Initially serving monoprix.fr intelligence gives us total control “The customer must be satisfied,”he says. and deliver orders across the mission-critical contribu- customers, it will be opened over an unbelievably wide range “We’re all working hard together to make the Greater Paris area. tion of Ocado’s proprietary to the Casino banners before of products.” this project a success!” automation and artificial the end of the year. 58 59

24% of the Group’s revenue in France was derived from online sales in fourth-quarter 2019, compared with 18% in 2018 AN E-COMMERCE CASINO GROUP

EXPANDING THE PARTNERSHIP WITH PRIME NOW Building on the success of Monoprix’s virtual store PIONEER on Amazon Prime Now, serving 52 towns in the Greater Paris area, the partners have expanded their collaboration Already France’s foremost online retailer with to enable customers in Nice and nearby communities 2019 Annual Report the Cdiscount success story, Casino Group to order the same 6,000 Monoprix items, deliverable in less than two hours. Casino and Naturalia have opened their own AN OUTSTANDING ORDER FULFILMENT CENTRE is continuing to make bold choices to strengthen boutiques on the service, giving the opportunity to introduce In Bogotá, Carulla is trial-running an innovative online grocery their private labels to people who do not shop in the physical fulfilment centre in its new FreshMarket Country supermarket. its leadership. By partnering with the world’s stores. Lastly, the Group is offering Amazon customers a new Orders are prepared from store inventory and then carried via greatest technology and logistics providers, delivery option by installing Amazon Lockers in 1,000 stores an overhead conveyor belt to the pick-up and delivery station. nurturing an ecosystem of start-ups and across the country. Fulfilment times have been reduced by 30%. encouraging each banner’s digital initiatives,

the Group is asserting its ambitions in online EUROPEAN ONLINE RETAILING: grocery retailing and building a decisive lead CDISCOUNT TAKES THE INITIATIVE Cdiscount has joined with the participating marketplaces service, we ship the packages.” in the market. three leading marketplaces in was built by Cdiscount’s By providing solutions to Romania (eMag), Italy (ePrice) Beez-up subsidiary. two major issues – cross- and (Real.de) “For sellers on our marketplace, border connection and to create the International one click is all it takes to fulfilment logistics – Cdiscount Marketplace Network, access a market of 230 million is actively doing its a groundbreaking alliance consumers,” notes Thomas part to support French VSEs that offers its 27,000 affiliated Métivier, Marketplace Director and SMEs in digitalising merchants a single connection at Cdiscount. “And for the their business and expanding interface to sell their products. ones who use the integrated across the pan-European The inter-connection among Fulfilment by Cdiscount market. 2019 Annual Report CASINO GROUP by JamesDelivery. restaurants havebeenpreparing ready mealsforhomedelivery the banner’s loyalcustomers.AndsinceMarch 2020,Cheftime school, co-brandedwithPãodeAçúcarandintendedfor by Extraaswell,Cheftimehassinceopeneditsowncooking capture allofthepotential synergy withthebanners.”Nowcarried “By joiningGPA, we’re goingtomoveupthe next leveland Daniella Mello,CheftimeManagingDirector andfounder. has offered Cheftimeextraordinary brandvisibility,” explains in November2019.“BeingslottedonPãodeAçúcarshelves This performanceexplainswhyGPA acquired the company with 350,000mealssoldsincethepartnershipbegan. especially forPãodeAçúcarstores hasproven very popular, ready-to-cook gourmetmealkits.Theproduct linedeveloped with Cheftime,anonlinestart-upthathomedeliversultra-fresh, In Brazil,GPA hasmovedintothephygitalworldbyteamingup GPA ACQUIRESCHEFTIME Cdiscount, whichhas leadership inonline growth in2019for non-food retailing strengthened its 9.1% 9.1% a surgeinorders, includinganine-foldincrease inApril2020. in keepingthecommunitysupplied, JamesDeliveryisseeing with thebanners’applications. Now onthefront lines developed withthephysicalstores andtheseamlessintegration cities. In2019,itsrevenue rose by450%,liftedthesynergies the one-hourexpress deliveryservicenowserves18Brazilian the last-kilometre fulfilmentbusiness.FoundedinSãoPaulo, ambitions, GPA hasacquired JamesDelivery, arisingstarin the highestqualityservice?To supportitsonlinefoodretailing customer asquicklypossible,atthelowestcostandwith the challengeissame:howdoyougetanorder tothe to thecustomer. Whiletheactualdistancemaydifferbybanner, The “lastkilometre” isthe final leginaproduct’s journey JAMES DELIVERY,GPA’SSUCCESSFULGAMBLE new citiesacross France. cities. Thebannerissupportingthestart-up’s roll-out in food stores inParis,, Bordeaux, Niceandotherlarge a marketplacethatcurrently offersone-hourdeliveryfrom Monoprix isstrengthening itsassociationwithEpicery, EPICERY XMONOPRIX

and specialdealsinexchangeforanannualsubscriptionfee. Monoprix Pluscustomers,whowillbeeligibleforfree delivery will graduallycomeonlinethrough end-Septemberfor centre inFleury-Mérogis intheGreater Parisarea, 35,000SKUs phase launchedinMarch 2020 attheO’Logistiquefulfilment Ocado isnowopentoconsumers.Followingonfrom thetrial The onlinegrocery retailing systemdevelopedwithUK-based MONOPRIX PLUS:NEXT-DAYDELIVERYOF35,000SKUS working withspecialists its platformstrategyby leader hasbeendeploying 2016, France’s e-commerce suppliers andsellers.Since linking customers,brands, epicentre ofanecosystem Today, Cdiscountisthe CDISCOUNT ÉNERGIELAUNCHESANATURALGASSERVICE of onlinegrocerysales in Brazilarefulfilled 73% by GPA

60 in last-minuteonlinegrocery shopping. champagne, Franprixisproudly demonstratingitsleadership 6,000itemsavailable,from rotisserieWith chickentochilled then delivered byStuart,the banner’s long-timepartner. of the65fulfilmentstores inParisandtheinnersuburbs, via theapporfranprix.frwebsiteare prepared inone strength comesfrom in-store preparation. Orders placed and until9:00intheevening.”That’s becausethemodel’s to ourcustomersin40minutes,giveortake15 Director ofStrategyandInnovationatFranprix.“We candeliver convenient andbackedbyservice,”explainsFrançoisAlarcon, “Franprix believesthatonlinefoodretailing hastobelocal, FRANPRIX TAKESE-COMMERCELOCAL a naturalgasservice for GreenYellow bylaunching its partnershipwith In 2019,Cdiscountextended energy, traveland ticketing. areas asmobilephones, everyday servicesinsuch to developavarietyof 61

than theregulated rate. that are upto15%lower is offeringcustomersprices services, thee-tailer staple products andessential access tothehighestquality commitment tofacilitating consumers. Inlinewithits

62 63

WHAT OUR PARTNERS SAY “ENORMOUS GROWTH POTENTIAL” “WE ARE REINVENTING � From the outset, James Delivery’s ambition has been to be the best shopping delivery app in Brazil. THE FOOD RETAIL MODEL GPA was one of the only retail players that could provide us with the necessary power to get there. The Group’s huge network of stores gives us fantastic visibility. In the space of a year, we went from operating WITH O’LOGISTIQUE” in just São Paulo to more than 18 Brazilian towns and cities, with average monthly growth of 35%! LUCAS ICHIKAWA CESCHIN There’s enormous potential to be tapped by further Co-Founder, James Delivery LUKE JENSEN integrating our system with the banners’ e-commerce apps. We’re continuing to make speedy progress, with CEO, Ocado Solutions the ability to implement large-scale minimum viable � product testing. Today, for example, we are trialling

CASINO GROUP The fi rst Monoprix Plus test orders three diff erent picking organisation models in stores, were delivered in March 2020. with the goal of deploying the most effi cient one. And at What does this launch mean for Ocado Solutions? � the same time, we’ve just launched a Prime � Have you noticed any cultural diff erences subscription off er. We still have many features to pool! between a retail incumbent � “A SPECTACULAR It’s a major milestone! The O’Logistique warehouse and a pure player like Ocado? in Fleury-Mérogis is the fi rst order fulfi lment centre � operating with the Ocado Solutions smart platform BREAKTHROUGH abroad. We currently have new projects in progress Not really. Casino Group’s operational teams on 2019 Annual Report in Toronto, the and Sweden, the project are very agile. And above all, our expertise but Casino Group was the fi rst foreign retailer to join is really complementary. At Ocado, we have more than 2,000 engineers working exclusively on making IN TRAVEL” our adventure. Processing the fi rst orders just two years and four months after signing the processes more streamlined and effi cient. But we don’t partnership agreement is a real testament to the know French consumers, what products they � success of this collaboration. want to buy and what type of off ers they might Cdiscount is a real marketplace. Its intelligence lies be receptive to. That’s Casino Group’s job. in expanding product environments for customers without having preconceived ideas about what will � or will not work, and at the same time giving itself every What do you credit this success to? � chance of success by relying on specialists. To launch � What are the next stages before its travel off ering with MisterFly, Cdiscount’s strategy launching Monoprix Plus? was clear: real-scale testing to quickly get the lie It all started with two groups coming together with � of the land. Ultimately, it’s the consumer who decides. a shared vision. Casino Group aims to become a leader And that’s exactly what happened. At the start, we in the food e-commerce segment in France, and it We were able to keep the project moving forward focused on holidays, but the fl ight off ering is what really understood that to get there, it needed to reinvent by taking health and safety measures into account, took off , boosted by the option to pay in four or ten its models. Being a food retail specialist is not enough despite needing to repatriate a portion of our teams instalments through Banque Casino. With this solution, to overcome the challenges of e-commerce. Ocado to the . We’re continuing to ramp up Cdiscount removed a barrier to buying a plane ticket, was launched nearly 20 years ago and created the solution, gradually opening it up to a growing and made no secret about it. This is a key contributor an entirely new system based on a webshop off ering number of Monoprix customers. Expectations are high! to customer conversion. It was a spectacular the best customer experience, automated infrastructure The fact that we’ve been able to keep working breakthrough! Cdiscount Voyages now represents achieving an unrivalled level of productivity, delivery in such diffi cult conditions attests to the strength NICOLAS BRUMELOT 15% of MisterFly’s business. fl ow optimisation tools, and much more. of the partnership between our two groups... President, MisterFly � 64 65

every day… CASINO GROUP

2019 Annual Report ENTERPRISING

n late 2017, Cdiscount chose Réau, a town Cestas, in the Gironde region,” emphasises 35 km from Paris in the Seine-et-Marne Centre Manager Stéphane Limpalaer. department, as home for a new “Today, in 2,500 sq.m., we handle a third of warehouse to support its expansion the centre’s picking operations. This has freed Iin northern France. Some 60,000 sq.m. up a lot of space.” And vacant space crying are dedicated to parcels weighing less than out to be used was just what Casino Group’s 15 kg, three million of which were shipped Innovation Department was looking for to in 2019. During the year, the picking house the data centre it was planning to create system’s centrepiece, the robotic Skypod with start-up Qarnot. A joint venture, known  3:00 pm CDISCOUNT FULFILMENT CENTRE IN RÉAU (GREATER PARIS AREA) System, was widely deployed throughout as ScaleMax, was formed to explore new the centre. “The installation is 20 times sources of growth in segments that fit well bigger than the one in our warehouse in with the Group’s core retailing business. 66 67

“BY PUTTING UNUSED STORAGE SPACE TO WORK, SCALEMAX OFFERS COMPANIES A CLOUD COMPUTING In particular, it would follow the lead SOLUTION THAT IS of GreenYellow, which got its start in green ENVIRONMENTALLY A SUCCESS STORY FRIENDLY, COST-EFFECTIVE energy by installing photovoltaic panels With 1,385,000 sq.m. AND FRENCH.” on empty store and warehouse rooftops. of installed photovoltaic Similarly, ScaleMax planned to use Samuel Goldery, Group panels, the subsidiary Innovation Department vacant space in warehouses and store created in 2007 is now stockrooms to install high-performance an international leader IT infrastructure. in solar power and energy efficiency, with operations SCALEMAX, in 15 countries. A RESPONSIBLE MODEL The creation of ScaleMax dates back to a meeting in 2018. While searching for new ways to profitably use excess storage space, the Group’s Innovation teams discovered Qarnot’s “computing heaters” – servers packed with embedded microprocessors whose waste heat is recovered to heat homes and buildings CASINO GROUP for free. Together, they worked out plans to deploy the principle on a much larger A FAST GROWING scale. Today, ScaleMax’s first project BUSINESS is being deployed at the Réau facility, ScaleMax’s first IT infrastructure where servers are being installed units, comprising 20,480 processor cores, in one of the freed-up rack are being leased to companies whose rooms to support the sale of cloud operations require massive computing computing services. power. These include banks, but also “To set up a data centre, you need technology start-ups involved in 3D 2019 Annual Report electricity, space and a network,” rendering or fluid dynamics, such as explains Qarnot CEO Paul Benoît. Flying Whales and Ascendance Flight “The Réau facility has a lot of all Technologies. “Customers come to these ingredients. The model’s big ScaleMax primarily to reduce their advantage is that the heat released carbon footprint,” notes Samuel Goldery, by the processors is recovered from the Group’s Innovation and reused in the warehouse.” Department. “We offer a solution that In the 500 sq.m. rack room now is both environmentally friendly and dedicated to the data centre, cost-effective, because it takes advantage Julien Delplanque has come to talk of underused existing assets. Its other with the ScaleMax teams about strong point is that it’s a sovereign cloud, the heat recovery project he is working whereas the data centres run by the big on. “Usually, in a data centre, we manage cloud computing companies are rarely heat with powerful air conditioning,” based in France.” Today, the company 400 kW of installed capacity at explains Julien, who leads GreenYellow’s An energy-efficient choice is seeing strong growth in demand. the Réau data centre, Energy Efficiency project. “But here, After doubling Réau’s computing power The ScaleMax data centre to shrink the site’s carbon which will eventually be we’re designing a system that will and validating the technical performance installed in the Réau fulfil- footprint. In addition, opti- interconnected with the capture the 400 kW generated ment warehouse generates mised heat management has of the heat recovery system, ScaleMax Group’s other logistics by the servers to heat the rest with 400 kW of heat, whose enabled ScaleMax to lower will now be able to replicate the model facilities in France. of the warehouse.” GreenYellow recovery and reuse in the its data centre operating by leveraging the extensive nationwide is very familiar with the facility, having facility’s heating system cuts energy costs by 30%, presence of its French retailing network, installed a 100% green power supply Cdiscount’s electricity bill by thereby making its solution which still has a lot of underused system for the servers. nearly €100,000 while helping more competitive. storage space. 68 69

51% growth in 2019 for RelevanC, the Group’s data management and digital marketing subsidiary

THE BOOM IN BANQUE CASINO TOPS THREE MILLION CUSTOMERS After expanding its financial services business within the Group, Banque Casino has become the partner of choice for French CASINO GROUP online retailers. Not only Cdiscount, but also MisterFly, Maeva, Sélectour, Pierre & Vacances Center Parcs, Oscaro, 1001 Pneus, and Vide Dressing all rely on the bank’s instalment payment solutions to simplify their customers’ shopping experience. To the point that today, these solutions are being used by more than three million consumers. With already 25% of the market, BTOB SERVICES Banque Casino plans in 2020 to offer e-tailers a ten-instalment To explore new sources of growth and increase agility plan and to extend its instalment payment solutions to and . 2019 Annual Report in a fast changing industry, the Group is enhancing SCALEMAX WINS 2019 BFM BUSINESS GRAND PRIZE ScaleMax, the joint venture created with Qarnot Computing, its business model by capturing the full potential of doubled the installed capacity of its data centres in 2019 and won the year’s BFM Business Grand Prize in the Business Model its tangible and intangible assets. In energy, financial GREENYELLOW AND Transformation category. RESERVOIR SUN TAKE services, digital marketing, data management SAINT-ÉTIENNE SOLAR and cloud computing, its specialised subsidiaries The Saint-Étienne Urban Community is planning to install are driving robust growth in BtoB services, which photovoltaic panels across GREENYELLOW ACCELERATES IN ELECTRIC MOBILITY 20 hectares on the rooftops of its By installing photovoltaic transformation. “At the same are set to become major new sources of profit. 150 public buildings by 2021. panels on store roofs and time, we’re continuing to GreenYellow has won two-thirds car park shade structures, innovate and capture all of of the contract, which will GreenYellow has built its the Group’s growth potential,” enable the city to produce expertise on repurposing the says Otmane Hajji, Chairman 33 GWh to power its tramway Group’s underused property of GreenYellow. “That’s the network and other public assets. In France and eight objective of the project that services. GreenYellow will work other host countries, the we’re leading in partnership on the project with Reservoir subsidiary now offers its with Meridiam subsidiary Sun, its joint venture with Engie corporate and public sector Allego, which will encourage that in just one year has customers a platform of power the spread of electric mobility become the leading provider generation and energy in France by installing ultra-fast of self-consumption solar efficiency solutions to support EV charging stations at 80 of power solutions in France. them as they drive their the Group’s French facilities.” 70 71

WHAT OUR PARTNERS SAY

“A CHANGE OF SCALE FOR QARNOT” “TOGETHER, � At the Consumer Electronics Show (CES) in Las Vegas, Qarnot’s digital-heater concept immediately caught the WE ACHIEVED OUR GOAL attention of Casino Group’s innovation team. The idea was to fi nd a solution to generate value from empty spaces in warehouses and shop storerooms. This gave rise to the joint venture project, whereby ScaleMax FOR RESERVOIR SUN” would use these empty spaces to install super computers, whose computing power could be sold, while the heat CAROLINE FLAISSIER they released could be used to heat the warehouses. PAUL BENOÎT CEO, ENGIE Entreprises & Collectivités Joining forces with a major player in the French CEO, Qarnot Computing economy is a real change of scale for Qarnot, both in terms of computing power and carbon footprint reduction. Today, we are accelerating our growth � CASINO GROUP

with a new fundraising operation allowing Caisse des How did you come up with the idea Dépôts, Engie, the A/O Proptech fund and, of course, of combining the strengths of ENGIE � Casino Group to take a stake in our capital. Entreprises & Collectivités and How does the partnership work? � GreenYellow to create Reservoir Sun? � “DIGITAL RETAIL � We are totally complementary, and that’s why our We’re both part of large groups with strong partnership is so successful. ENGIE Entreprises & IS RELEVANC’S AREA corporate cultures and customer-centric strategies, Collectivités, an historical supplier of natural gas, electricity 2019 Annual Report so we share an “ecosystem” based approach, and renewable energy and a leader on the market for whereby we seek to build sustainable partnerships companies, local authorities and homeowner associations, to leverage our impact. So in the end, it was OF EXPERTISE” contributes its expertise in energy-related technology. quite natural to pool our strengths in order GreenYellow, a leader in solar self-consumption in France, to meet our customers’ desire to redefi ne their brings its agility. We chose to set up a system of alternating � relationship with energy. governance, based on trust and responsibility sharing. Casino Group is one of IBM’s historical clients in traditional services such as payment, major IT systems and more advanced technologies such as those at the � � 4 Casino store. To address the retail market, IBM seeks What vision do you share What is the outlook for the partnership? to integrate innovative solutions that help retailers to with GreenYellow? � accelerate their digital transformation along three lines: � supply-chain optimisation, operational excellence and The fi rst results are very positive. We have secured sales development. And that’s precisely RelevanC’s area We have the same vision of realistic energy transition: some 300 projects, representing almost 100 MW, of expertise. We thought, “Who can meet the needs of to develop large-scale solutions to meet our and we have more than 250 MW under development. our retail clients better than a retailer?” We decided to customers’ most basic need for reliable, competitive You could say that we achieved our goal of making work together to propose digital marketing solutions to and low-carbon or carbon-free energy. Solar Reservoir Sun the benchmark player in the solar sector major retail players worldwide in order to improve loyalty. self-consumption relies on what are now mature for companies and local authorities in France. The next Moving from a client-supplier relationship to a partnership- technologies, which enable us to meet all step is to continue industrialising our operations, especially based one changes everything. The teams start working of these objectives simultaneously. Together, we in terms of construction, which is a real challenge. At the in agile mode, you discuss more openly and you build have all of the skills necessary to set up these same time, we will be strengthening our leadership with MICHAËL MIRAMOND a solution together. We already have ten or so business opportunities in Germany, Canada and France. technologies and to provide all of our customers a target of one project start-up a day and further eff orts Vice-President, Business Development – with a truly tailored solution. to adapt our off ers to our customers’ needs. Retail, IBM Corporation � 2019 Annual Report CASINO GROUP 72 73 BANNERS AND

SUBSIDIARIESIn France and Latin America, Casino Group has developed a broad portfolio of distinctive banners that together meet the individual expectations of every consumer. Its fast-growing B2B services represent powerful growth drivers. 2019 Annual Report CASINO GROUP 74 75

FRANCE NO. 1 retailer in Brazil and Colombia

COLOMBIA 52 new partnership stores opened in 2019 OUR GLOBAL BRAZIL

URUGUAY PRESENCE ARGENTINA

CASINO GROUP PARTNERSHIP STORES SUPPLY CONTRACTS LOCATIONS EUROPE Belgium, Italy, EUROPE Andorra, Armenia, Estonia, Latvia, Lithuania, Portugal, Romania, Russia, Spain, Switzerland OVERSEAS Guadeloupe, French Guiana, New Caledonia, OVERSEAS TERRITORIES , Mayotte, Reunion, Saint Pierre and Miquelon TERRITORIES Saint Barthelemy, Saint Martin AMERICAS Canada, Dominican Republic, Haiti, , Saint Lucia, Venezuela AFRICA Algeria, Côte d’Ivoire, , Gabon, -Conakry, INDIAN OCEAN Comoros, Madagascar, Mauritius, Seychelles Republic of the Congo, Senegal, , Tunisia AFRICA Benin, Burkina Faso, Central African Republic, Democratic Republic of the Congo, Equatorial MIDDLE EAST Dubai, , Guinea, Gambia, Ghana, Mali, , , Niger, Nigeria, São Tomé and Principe ASIA Azerbaijan, Cambodia, China, Georgia, Hong Kong, Japan, Malaysia, Philippines, Singapore, Taiwan, Thailand, Vietnam OCEANIA New Zealand 2019 Annual Report CASINO GROUP 76 77

CONVENIENCE BANNERS Franprix CONCEPT Human scale hypermarkets off ering leading food brands with premium Le Petit Casino traditional food sections, local produce and a vast organic range, as well 7,946 Casino Shop 67,000 as experts in non-food produce thanks to partnerships with specialist stores in France Vival employees brands. Digitalisation is enriching the customer experience and expanding the service off ering. Sherpa FIGURES 109 stores/14,580 employees

IN 2019 > Extension of store opening hours, with 36 stores open on Sunday afternoons and six stores open until midnight on Fridays and Saturdays. > Installation of Cmax automatic checkouts in all stores. > Expansion of the organic range, with 660 new products, including Sincère, an own-brand range of eco-responsible household products. > Extension of the non-food off ering by creating shops-in-shops thanks to internal synergies at Cdiscount and Le Drugstore Parisien and partnerships with expert brands such as Claire’s, Feu Vert, Maty FRANCE and Piery.

CONCEPT With its convenience supermarkets, the banner off ers its customers a shopping experience focused on taste: high-quality fresh produce, a vast organic range, food services, innovative digital services and RETAIL solutions, and more. FIGURES 411 stores/10,360 employees

IN 2019 > Extension of store opening hours, with 100 autonomous stores open PREMIUM 24/7, from 6:00 am to midnight, or on Sunday afternoons. BANNERS HYPERMARKETS & > Partnership with Too Good to Go in all stores. Casino Supermarchés E-COMMERCE DISCOUNT BANNERS > Larger organic off ering in all stores. Monoprix Cdiscount Géant Casino > Roll-out of Sincère, an own-brand range of eco-responsible household Naturalia Sarenza Leader Price products. Monop’ Le Drugstore Parisien 2019 Annual Report CASINO GROUP 78 79

CONCEPT As a benchmark player in daily life since 1932, Monoprix has built CONCEPT Naturalia is one of France’s first organic food chains. Its offering of more a one-of-a-kind relationship with its urban customers through its store than 10,000 products, including fresh produce, dry goods, natural network and website, monoprix.fr. Thanks to unique assortments and cosmetics and dietary supplements, builds pleasure into the organic private-label food, beauty, fashion and household products, the banner experience. makes the little pleasures in life accessible to everyone. FIGURES 205 stores/1,550 employees FIGURES 316 stores/20,275 employees

IN 2019 > Opening of semi-urban concept “Marché Bio” in Bretigny-sur-Orge, IN 2019 > Roll-out of the Monoprix shop on Amazon Prime Now (delivery offering 10,000 organic products, deli counters for meat, cheese of the best of Monoprix in under two hours) in Paris, and extension and baked goods, a wide selection of bulk products and a broad range of the service to surrounding areas, Lyon and the Côte d’Azur. of local products, as well as a drive-through service. > Launch of the responsible ranges Monoprix Je Suis Vert and Monoprix > Reopening of the Naturalia Bio Market at the La Rotonde venue in Paris. Bio Origines. > Launch of a tongue-in-cheek advertising campaign for women’s > Pr oportion of 14% reached for organic products, the leading banner sanitary products. in France. > Opening of the online Naturalia shop on Amazon Prime Now. > Roll-out of the no queue “Coupe-File” mobile payment solution at all stores. > Awarding of the BioED Label, a fully independent CSR label created > Opening of the new Home concept at Passy Plaza and the store at by and for SMEs in the organic sector. Cap 3000, Nice. > Monoprix as a founding partner of Make.org’s France-wide “Grande Cause Environnement” citizen consulting initiative.

CONCEPT Franprix is the convenience banner of major towns and cities. CONCEPT A pioneer of the French-style convenience concept, monop’ responds Its continuously evolving stores meet the needs of city dwellers who to the needs of active city shoppers, with a large selection of adapted want quality and innovation, with a comprehensive food range and areas products and services and extended store hours. where customers can come to relax, socialise, eat and enjoy convenience services, and a professional and responsible non-food offering. FIGURES 152 stores/1,343 employees

FIGURES 877 stores IN 2019 > Launch of a new monop’ concept in three stores located in the 7th, 11th and 16th arrondissements of Paris. Designed as a place for customers IN 2019 > Opening of the Darwin 2019 store, which won an LSA Innovation Award to relax and socialise, the concept has a particular focus on fresh produce, during the year as an “innovation lab” combining a place to eat, relax bulk, organic products, ready-to-eat and a range of services to make and shop with responsible commitments and convenience services. the everyday special. > Launch of bibi!, a new easy-to-use digital customer benefits programme > Introduction of a new monop’beauty concept in Abbesses, Paris. that proposes personalised offers for Franprix customers. > More than 1.7 million downloads of the Franprix app. > Partnership with Hema: 250 kitchen, houseware, stationery and apparel products available in some 60 stores. > 50 awards, including: “Meilleure Chaine de Magasins” (Best retail chain), “Meilleur E-Commerçant” (Best e-tailer), the 2019 LSA Cross-Channel Award for Bibi and Taste of the Year awards for seven Franprix products. 2019 Annual Report CASINO GROUP 80 81

CONCEPT This network of convenience stores in the heart of towns and cities CONCEPT Building on the banner’s international reputation, Spar convenience stores takes a human approach to retail. Made affordable through numerous and supermarkets are leaders in tourist areas, where their selection of promotional campaigns, the selection emphasises local producers, local, regional and traditional products highlights the retailer’s expertise. scoop-and-weigh services and private-label products. FIGURES 870 stores FIGURES 790 stores IN 2019 > Continued development with 10 new Spar stores opened, including IN 2019 > Roll-out of the Casino Max app. four stores with a surface area of more than 400 sq.m. > Trial of a seven-days-a-week set-up. > Expansion of the organic and local produce offerings. > Launch of a fully organic store concept: Casino#BIO. > Stepped-up promotional drive.

CONCEPT Based on a convenience store concept adapted to each region, Vival CONCEPT Exclusively located in mountain regions, the banner embraces the values is a multi-service store that fulfils its customers’ needs and provides of this lifestyle: nature, freshness, vitality, authenticity and performance. locals with a place to meet and socialise. Sherpa is geared towards the winter sports market and is becoming the number one store at ski resorts. FIGURES 1,620 stores FIGURES 119 stores IN 2019 > Implementation of a strong promotional drive. > Extension of the private-label organic offering. IN 2019 > Opening of the banner in two new stations: La Plagne and Le Chinaillon. > Roll-out of additional VivalLivres libraries, taking the current total to 300. > Development of organic, premium and “pocket” format offerings > Banner’s 20th anniversary. to meet the requirements of foreign, young and sporty shoppers. 2019 Annual Report CASINO GROUP 82 83

CONCEPT This multi-specialist French e-commerce leader democratises access CONCEPT A place that nurtures well-being amid bustling city life. The banner to the best everyday products and services. Designed as a platform, specialises in beauty products, personal care, services and “little extras”, it brings together 9 million customers, 12,000 vendors including drawing on the expertise of L’Oréal. 5,000 French vendors, close to 70 million products and an ecosystem of industrial partners and startups. FIGURES 2 stores

FIGURES 20 million unique visitors/2,000 employees IN 2019 > Opening of a new store in the shopping centre at Saint-Lazare train station. > Launch of an e-commerce website. IN 2019 > Opening of 80 farm pick-up points through the Agrikolis startup. > Roll-out of dedicated product off erings in Géant Casino and Franprix > Testing of packages that can be reused up to 1,000 times, through stores. the Living Packet startup. > Development of services: launch of Cdiscount Santé (health insurance and optician) and Cdiscount Énergie, a gas off ering with GreenYellow. > Launch of the International Marketplace Network (IMN), bringing together four major e-commerce platforms in Europe. > First set of projects to come out of LeLab, the data and marketing startup incubator. > Return to TV advertising, with the signature ad “Le génie, c’est vous”. > Opening of the La Nouvelle Cave specialist wine and spirits store concept in Paris in partnership with Casino Group. > First IT Master Class for jobseekers to learn more about software development careers.

CONCEPT Leader Price discount supermarkets stand out for their balanced selection CONCEPT Operating across Europe with a selection of more than 600 brands and of more than 4,000 products, including 77% under its private label, 50,000 products, in 2019, Sarenza becomes the new online destination built with a constant focus on quality at the right price. With its new for head-to-toe fashion. store concept, Leader Price makes shopping a pleasant experience.

FIGURES 29 countries served/240 employees FIGURES 70 stores

IN 2019 > New signature: “Serious about shoes” replaced by “Serious about IN 2019 > Sale of 567 stores and three warehouses in mainland France. shoes & clothing”. > Refocusing of the assortment on day-to-day products, and increase > Launch of the Made by Sarenza capsule collections with inspiring, in the proportion of private-label products. creative women, including Marie Courroy from ModeTrotter and Daphné Burki. > Favor’i Bronze awarded by the FEVAD in the category “Best fashion website”. 2019 Annual Report CASINO GROUP 84 85

COLOMBIA

PREMIUM BANNERS Carulla COLOMBIA

HYPERMARKETS CONCEPT Carulla, a premium supermarket and convenience store banner, is the Éxito Colombian specialist in quality fresh produce, with an enhanced market 3,226 DISCOUNT BANNERS 153,000 area, traditional food sections, imported gourmet products and a vast stores Surtimax employees selection of environmentally responsible local products. Super Inter Surti Mayorista FIGURES 98 stores/4,500 employees RETAIL PROPERTY IN 2019 > Launch of Carulla SmartMarket in Bogotá, Colombia’s fi rst smart Viva retail lab. > Recognised by America Retail as the best retailer in Colombia in terms of innovation, sustainability and digitalisation. > Strengthening of the FreshMarket format with the opening of 12 stores in the country’s major cities. > Opening of Carulla FreshMarket Country, Latin America’s fi rst store to implement a new autonomous system for preparing e-commerce orders. > Launch of the Carulla app, which has already been downloaded more INTERNATIONAL than 410,000 times.

COLOMBIA RETAIL CONCEPT Colombia’s long-standing No. 1 retailer, Éxito addresses a broad customer base with a network including hypermarkets, supermarkets and BRAZIL convenience stores. It has built up a locally produced apparel line which has become an industry leader, and is developing its e-commerce PREMIUM BANNERS business through its exito.com website. Pão de Açúcar ARGENTINA URUGUAY HYPERMARKETS FIGURES 249 stores (including 9 Wow stores)/79 Éxito Express stores/ Extra HYPERMARKETS PREMIUM BANNERS 22,000 employees Libertad CONVENIENCE Disco BANNERS th CONVENIENCE Devoto IN 2019 > Celebration of the brand’s 70 anniversary. Minuto BANNERS HYPERMARKETS > Recognised as one of the world’s 10 most sustainable food producers Mini Extra Petit Libertad Géant (Dow Jones Sustainability Emerging Markets Index). DISCOUNT BANNERS > Opening of seven Wow stores. Assaí > Launch of the Éxito app in March with 1.5 million downloads. Compre Bem > Launch of the Arkitect Maestros Ancestrales collection in partnership Mercado Extra with the Embera Chamí indigenous group. > Partnership with Egan Bernal, winner of the 2019 Tour de France. 2019 Annual Report CASINO GROUP 86 87

COLOMBIA COLOMBIA CONCEPT Very popular supermarkets due to their competitive off ering of quality food products, Surtimax and Super Inter enjoy complementary CONCEPT Viva Malls is one of the retail property leaders in Colombia. Its local centres geographical locations. Both banners also support 1,300 local partner serve nearly 1,100 retail tenants and bring consumers a variety of cultural, shops, the “Aliados” networks. sports and leisure activities.

FIGURES 92 stores/1,600 employees FIGURES 12 shopping centres/6 galleries

IN 2019 > Highly appreciated quality of service, with customers awarding IN 2019 > Opening of Calle Bistró in six shopping centres. it a satisfaction rating of 4.6 out of 5. > Arrival of global benchmark brands, including Dollarcity, H&M, , Decathlon, O Boticario and Aeropostale, in shopping centres. > Opening of Colombia’s largest solar farm in the Barranquilla shopping centre, with a capacity of 1 megavolt-ampere. > Five awards from the International Council of Shopping Centers (ICSC).

COLOMBIA BRAZIL CONCEPT A cash & carry banner, Surti Mayorista off ers professional and private customers a comprehensive selection, particularly in terms of fresh CONCEPT Now operating in 21 Brazilian states, Assaí Atacadista is a cash & carry produce, at the lowest prices. Surti Mayorista uses effi cient processes operator for small retailers and restaurants, as well as individuals drawn and logistics suited to bulk purchases. to low wholesale prices. Stores off er more than 7,000 products from major brands: dry goods, fresh produce, beverages, packaging, home FIGURES 30 stores/660 employees and garden, hygiene and cleaning products.

IN 2019 > 12 store openings. FIGURES 166 stores/43,500 employees > New wholesale off ering and implementation of personalised customer advice on business profi tability. IN 2019 > Continued progress in the expansion plan, with 22 stores opened > Enhancement of the customer experience with the implementation and the arrival of the banner in three new Brazilian states. of 24 digital kiosks, which enable customers to access discounts and > Rapid increase in sales: up 21.9%. personalised off ers in real time. > Growing success of the Passaí credit card, with 430,000 new cardholders this year, pushing the total number of cards up to over one million since its launch. > Launch of a payment card pilot project for the Passaí brand. 2019 Annual Report CASINO GROUP 88 89

BRAZIL CONCEPT The banner meets all the needs of Brazilian shoppers with nationwide networks of two store formats: Extra Hiper and Extra Super, which feature a wide selection of quality food products, including those under its private BRAZIL label, traditional food sections, and services. Extra Hiper has added home appliances, apparel and housewares to its off ering. Extra also develops CONCEPT A sustainable consumption pioneer in Brazil, Pão de Açúcar sets itself Mini Extra stores in São Paulo and Recife. apart with a comfortable shopping experience at its premium urban supermarkets, its innovative services, such as expert advice at the wine FIGURES 112 hypermarkets/53 supermarkets/181 convenience stores/ cellar and cheese counter sections, and its active loyalty programme, 37,000 employees Pão de Açúcar Mais. Diversifi in service stations and pharmacies, the banner also operates its Pão de Açúcar Adega omni-channel wine IN 2019 > Success of the Clube Extra loyalty programme, with 60% of cellar concept in São Paulo. transactions identifi ed. > Launch of a new segmentation of the Extra Hiper store portfolio. FIGURES 185 stores/16,500 employees > Conversion of 70% of Extra Super stores to the new Mercado Extra and Compre Bem concepts at end-2019. IN 2019 > Roll-out of the Geração7 concept, which refocuses the store on its fresh food section, healthy food products and scoop-and-weigh dry goods. > 20 Pão de Açúcar stores renovated, taking the total number of stores refurbished to suit the latest concept to 46. > 86% of transactions identifi ed through the Pão de Açúcar Mais loyalty programme. > Strong progress in e-commerce, which now represents 6% of sales.

BRAZIL CONCEPT A new format of Extra supermarket particularly suited to the needs of customers on the lookout for simplicity, fresh produce and low prices. Mercado Extra is mainly developing its private-label products, which make up more than a quarter of its off ering.

FIGURES 100 stores BRAZIL

IN 2019 > Conversion of 77 Extra Super stores. CONCEPT Pão de Açúcar convenience stores provide customer advice, responsible consumer options, and a distinctive off ering in an elegant atmosphere, with stores located in São Paulo and Recife.

FIGURES 85 stores/1,350 employees

IN 2019 > Opening of 10 new stores, attesting to the success of the format. BRAZIL CONCEPT The latest concept from GPA, Compre Bem is a new supermarket model rolled out with a regional focus to better meet consumer needs. The banner combines a relevant selection and quality local fresh produce and food services, along with modern payment solutions.

FIGURES 28 stores/2,500 employees

IN 2019 > Conversion of 15 Extra Super stores. 2019 Annual Report CASINO GROUP 90 91

URUGUAY ARGENTINA

CONCEPT Primarily operating in the capital Montevideo and in Punta del Este, CONCEPT Located inside Paseo shopping centres, Libertad hypermarkets develop Disco supermarkets and hypermarkets meet the needs of city dwellers attractive off erings, notably through synergies with Disco, which led to and holiday makers with a vast food off ering, and are extending the successful FreshMarket and Home concepts. the FreshMarket store concept focused on fresh produce, snacks and responsible consumer habits. FIGURES 15 hypermarkets/10 convenience stores

FIGURES 29 supermarkets/2 hypermarkets IN 2019 > Expansion of concepts installed at Rivera Indarte: FreshMarket market area, Home section and a mobile phone store. IN 2019 > Ramp-up in promotional development with regular theme-based > Acceleration of the omni-channel strategy and click and collect campaigns. solutions. > Continued conversion of stores to the FreshMarket concept and two new FreshMarket stores opened. > Launch of the Hipermas credit card in partnership with Santander Bank.

URUGUAY

CONCEPT With its supermarkets and convenience stores primarily located CAMEROON in Montevideo and Punta del Este, the banner brings a quality food CONCEPT This successful cash & carry concept off ers retailers 2,500 products and non-food off ering focused on pleasure purchases and embodying at low prices and also attracts cost-conscious customers. the Home concept.

FIGURES 1 store/80 employees FIGURES 24 supermarkets/36 Devoto Express stores

IN 2019 > Improvement of the off ering and the commercial strategy. IN 2019 > Roll-out of the FreshMarket concept and expansion of the market area. > Excellent performance: 1,500 customers every day, record revenues, > Development of the omni-channel strategy with the creation of a mobile a high average basket and controlled costs. shopping journey. > Strengthening of the Last Mile service thanks to the strategic partnership with PedidosYa. 2019 Annual Report CASINO GROUP 92 93

FINANCIAL ENERGY SERVICES GreenYellow ACTIVITIES Banque Casino is the consumer fi nance bank providing easy Banque Casino access to fully digital banking and insurance services. It is the leader in web and mobile payment solutions through its payment facilities, instant loans and bank cards, and partner to major e-tailers (Cdiscount, Oscaro, Vide dressing, etc.), key players in tourism (Selectour, Misterfl y, Cdiscount Voyages, Pierre et Vacances, etc.), and fi ntechs (Lydia, Bankin’), for which it creates bespoke services.

FIGURES 3 million customers €2 billion in loans granted in 2019

IN 2019 > Launch of new payment facilities: CB10X, a 10-instalment payment solution, with a decision in just a few minutes, deferred payment and deferred payments in three instalments. > Continued roll-out of split payments with more than 100 partner retailers. NEW BUSINESS > Implementation of the “Coup de Pouce” mini-loan service in the Bankin’ app. > Launch of Apple Pay. > Launch of innovative insurance via the Casino card: returns guarantee and grocery shop insurance. > Implementation of new customer communication channels: Apple Business Chat, voice bots and transaction bots. > Development of the Banque Casino app to include new features ACTIVITIES (in-app reminders, savings features, strong authentication).

DATA & DATA CENTERS DIGITAL MARKETING ScaleMax RelevanC 2019 Annual Report CASINO GROUP 94 95

ACTIVITIES Expert in data, digital advertising and direct marketing, RelevanC ACTIVITIES An ally of the energy transition, GreenYellow addresses all needs across handles all transactional and digital data for the Group’s banners, the energy management spectrum. Its expertise covers all the factors to generate reports for advertisers that help them better understand that go into the consumer’s energy bill: decentralised energy production, customers, target advertising actions and measure performance. guaranteed energy consumption reductions with the Energy Performance RelevanC has two units: advertising and retail tech. Contract (CPE), and energy services, which aim to optimise energy purchasing and consumption monitoring. FIGURES €67 million in revenue, up by more than 50% compared with 2018.

FIGURES 15 host countries 250 solar farms IN 2019 > Merger with 3W.relevanC (media and marketing solutions 2,500 CPEs for advertisers and retailers) and Maxit (digital marketing tech 250 MWp of installed capacity solutions), under the RelevanC brand. 1,385,000 sq.m. of installed solar panels > Launch of the TV2Store off ering in partnership with Orange for measuring the eff ectiveness of TV advertising campaigns on in-store sales. IN 2019 > Opening of Solitude, the 16-megawatt solar farm in Mauritius, thereby > Launch of the Smart Couponing platform, a personalised confi rming its position as the number one energy producer in the Indian self-service coupon system used by three banners and more Ocean region. than 200 suppliers. > Signing of the 50th power purchase agreement (PPA) in Thailand relating to the installation of solar panels at Makro banner sites with an output of more than 26 megawatts. > Delivery of the second phase of the Claro Telecom group solar farm project, with 25 megawatts across four solar farms located in various regions of Brazil. > Completion of the 2.8-megawatt solar farm at El Dorado Airport in Bogotá, Latin America’s third-largest airport. > Completion of the largest solar farm with the largest production capacity and the highest number of panels in Colombia installed on a commercial building at the Viva Barranquilla shopping centre. > Launch of the unprecedented project to install solar panels at a total of 91 sites in Greater Saint-Étienne capable of producing more than 20 megawatts. > New partnership signed with Meridiam and Allego aimed at deploying France’s largest network of fast and ultra-fast electric vehicle charging ACTIVITIES ScaleMax sets up computing centres in the Group’s storerooms stations, installed at Casino banner car parks. and warehouses, and has a cloud computing off ering to handle high > After its fi rst year in business, Reservoir Sun, a joint venture launched capacity operations in fi nance, 3D animation, modelling, AI and with Engie, has won its wager to become the benchmark player in solar machine learning. By powering servers with green energy and reusing for companies and local authorities, with 250 megawatts of projects the heat generated by processors to insulate buildings and reduce in development and 100 megawatts secured. energy bills, ScaleMax is providing a fully green computing solution.

FIGURES 15 customer companies

IN 2019 > Opening of the fi rst computing centre in Île-de-France. > Doubling of computing capacity in September 2019. 2019 Annual Report CASINO GROUP 96 97 SOCIETAL

PERFORMANCEWith its long-term commitment to making real and effective progress, Casino Group fully meets its obligations as a retailer, and makes substantial progress that benefits all of its stakeholders. 2019 Annual Report CASINO GROUP 98 99

CSR: BETTER CONSUMPTION, BETTER PRIORITY ACTIONS FOR THE EATING AND BETTER PRODUCTION “CSR SPIRIT” CONTINUOUS IMPROVEMENT PROGRAMME

As a Group that is committed to REDUCING THE IMPACT a sustainable retail model, Casino’s OF PLASTIC corporate social responsibility programme 2019 was also marked by the signing is more strategic than ever. of the National Pact on Plastic Packaging, The constant improvement in the Group’s which gave further impetus to banner non-financial performance fully addresses initiatives such as the removal of Committed employer Responsible retailer Trusted partner the concerns of customers who are unnecessary packaging, the replacement sensitive to the impact of their purchases, of sorting disruptors, the use of packing / / / and the strong commitments and results made from recycled or recyclable materials, Promote diversity Take to protect consumer health Strengthen ethical social compliance recorded by the Group year after year give the development of scoop-and-weigh / / / it the bricks and mortar it needs to build services on a large scale, and the rolling out Help young people enter the workforce Encourage consumption Support local production channels relationships of trust with partners and of plastic bottle sorting machines to name / that is respectful of the environment / suppliers, strengthen employee motivation just a few. More than 300 products have Provide growth opportunities and biodiversity Promote the CSR initiatives and attract talents. already been reviewed, and 5,300 more for employees / of suppliers products will be reviewed by the end of / Combat food waste OFFERING HEALTHY AND 2021. The Group has also stopped selling Take action to protect employee health SUSTAINABLE FOOD disposable plastic products (plates, cups, and well-being At Casino, the Group’s ambition, and etc.), and has developed alternatives. that of its banners, is to be able to offer healthy and sustainable food to all of its CONCRETE CLIMATE customers, including those on the lowest RESULTS incomes. As well as increasing its organic Determined to improve its offering to more than €1 billion in net environmental footprint, Casino Group sales in 2019, the Group has continued is the first French retailer to have adopted to strengthen its range of responsible carbon emission reduction targets in line Local corporate citizen Environmentally proactive, products. Moreover, having pledged with the Science Based Targets initiative, to label all of its 3,000 food products with which is led by the United Nations’ / climate-aware Group ACKNOWLEDGED EFFECTIVENESS Nutri-Scores by 2021, the Casino brand Global Compact and the WWF. It also Develop foundation programmes / Reporting to the Carbon Disclosure has now already done so for more than committed as far back as 2015 to reducing / Reduce greenhouse gas emissions 40% of products, showing the brand’s its Scope 1 and 2 greenhouse gas emissions Develop solidarity partnerships / Project (CDP), Casino Group commitment to its customers’ health, the by 18% by 2025, and has already met Increase energy efficiency progressed in 2019 to obtain environment and the production chains. the target, reducing emissions by 20%. / an A- rating for the initiatives Launched by the Group and three NGOs This performance is thanks to the activities it is taking to combat climate change. in 2018, the first animal welfare labelling of the Group’s subsidiary GreenYellow, Reduce and recover waste system this year brought together an energy efficiency and renewable energy associations, producers and retailers expert, which enables it to avoid annual accounting for 10% of the annual emissions of 110,000 tonnes of CO2, production of broiler chickens in France. and, by 2022, will enable it to save 440,000 tonnes of CO2, i.e., virtually all of the Group’s current direct emissions in France. 2019 Annual Report CASINO GROUP 100 101

HUMAN RESOURCES: PREPARING THE FUTURE TOGETHER

Faced with the scale of change linked a three-year skills development plan. SUPPORTING INCLUSIVITY to constantly evolving consumer habits, 700 store and checkout managers will be In the same spirit of social cohesion, Casino Group took the strategic decision trained in change management in 2020 the Group has made the integration to accelerate the digitalisation of stores to effectively support the initiative. of employees with disabilities an ongoing and support the development of its teams priority. The number of employees with with greater focus on customer advisory PROMOTING DIVERSITY disabilities, of which there are currently roles. Building on constructive social AND EQUALITY more than 8,500, has increased by 28% dialogue, in 2018, the Group began looking Casino Group draws on its strong compared with 2015. In Brazil, it has at ways to anticipate changes to in-store values to anticipate the retail industry of increased by 94% over the same period, professions. The C Ma Carrière division, tomorrow. For more than 30 years, the with 5.3% of GPA’s workforce now made for example, was created in this spirit. It Group has been committed to combating up of employees with disabilities which encourages employee mobility and draws all forms of discrimination, as it considers is an exemplary achievement in the country. on a network of correspondents from all diversity to be a driver of sustainable To continue mobilising employees, over France. Another core component is growth. the Volunteer Engagement Award was the “C Mon Group” app developed in 2019, Casino leads a proactive policy designed dedicated in 2019 to initiatives to support which gives employees access to all job to encourage the hiring of applicants from associations working with people with openings and information about the a wide range of backgrounds, to foster disabilities. The Group also continued mobility support available. equal opportunity at every level and to with other awareness-raising initiatives create the right conditions for social such as the publication of a guidebook SUPPORTING CHANGES cohesion. Today, the Group is the only to age diversity and discrimination. TO EMPLOYMENT retailer to have the dual accreditation of The guidebook provides managers In February 2020, this commitment a Diversity Label and a Workplace Equality with the right tools to fight stereotypes, was taken to the next level, when the Label, which were both renewed in 2019. promote the integration of young employees, Group signed an agreement with employee The Group now has a rating of 90 create a good working environment for representative organisations to “help in the Workplace Equality index. older workers and encourage the transfer checkout staff transition towards customer In Colombia, where the Group is the of skills and knowledge. service professions”, a proactive initiative largest private-sector employer, Grupo intended to involve all players in the Éxito was also recognised by the Office Casino banners. Individual interviews of the President of Colombia for its conducted with the 6,000 employees commitment to gender equality. concerned enabled the Group to identify a series of career development projects and training requirements, and set up Covid-19: combining continuity and employee safety From March 2020, the Covid-19 has taken all of the necessary regulating flows to ensure the health crisis fully mobilised the preventative measures in stores safety of teams and customers. Group’s banners, which refo- and warehouses, as well as In addition, employees who are cused on their core mission: to across the supply chain. Meas- able to work remotely have been ensure everyone has access to ures include distributing hand able to make the switch thanks food and basic necessities. So as sanitiser gels and masks, fitting to improvements made to not to encourage the spread of plexiglas virus shields at tills, IT infrastructures by the Informa- the virus any further, the Group respecting social distancing and tion Systems department. 2019 Annual Report CASINO GROUP 102 103

CSR PERFORMANCE MONITORING

NON-FINANCIAL RATING

Consolidated workforce by type of employment contract (permanent/fi xed-term) 4/5 ■ 2019 ■ 2018 ■ 2017 ■ 2016 FTSE4GOOD 3.9/5 Group 94% ■ % of permanent employees 4/5 The Group’s inclusion in these non-fi nancial indices, which comprise 6% ■ 2.9/5 the top-performing companies in terms of social, environmental and % of fi xed-term employees governance criteria, demonstrates the depth of its commitment to CSR. France 92% 71 Since 2012, Casino Group has assigned greatest importance to the following 8% A large majority of Casino Group VIGEO 69 three non-fi nancial indices: Vigeo Eiris, FTSE4GOOD and DJSI. employees (94%) are on permanent 67 In 2019, the Group was part of the following indices: Brazil 96% ● work contracts. 58 Euronext Vigeo Europe 120, Euronext Vigeo Eurozone 120, 4% Euronext Vigeo World 120 71 ● FTSE4GOOD Colombia 89% RobecoSAM 67 ● Ethibel Sustainability Index ESI 11% ● 66* STOXX Global ESG Leaders indices For the seventh consecutive year, Grupo Éxito was part of the DJSI Emerging Uruguay and 90% Argentina 76 Markets index, which each year honours top-performing companies based 10% Sustainalytics 70 on a selection of economic, environmental and social criteria. Éxito is also listed on the Euronext Vigeo Eiris Emerging Markets index. A- In 2019, Casino Group was ranked fi rst in its sector by Vigeo Eiris. CDP B It was also the best-ranking French retailer in the Business Benchmark on Animal Farm Welfare (BBFAW), which assigned it a rating of Tier 3. B Lastly, the Group reports to the Carbon Disclosure Project (CDP) each Workforce breakdown by full-time/part-time employment * Change in rating methodology. year and was assigned a rating of A- in 2019. Group 82% ■ % in full-time employment 18% ■ % in part-time employment France 73% COMMITTED EMPLOYER 27% Most Casino Group employees (82%) work full time. Brazil 89% Consolidated workforce by country Consolidated workforce by age 11%

Colombia 80% 20% ■ 50% ■ 47% Brazil Workforce aged Uruguay and 76% 30 to 50 ■ 29% Argentina 24% France ■ 39% ■ Workforce aged 16% under 30 Colombia ■ ■ 14% 5% Workforce aged Uruguay and over 50 Argentina

79% of the Group’s workforce is located in France Committed to encouraging the integration of young people and Brazil. into the job market, Casino has more than 85,000 employees under the age of 30. 2019 Annual Report CASINO GROUP 104 105

TRUSTED PARTNER

Representation of women in the consolidated workforce and in management by country Number of ICS audits conducted by the Group

Group 52.2% ■ % of women The Group is active on the full range 1,126 ICS social audits were carried out in factories 39.5% employees of workplace equality issues, ■ 80% involved in the production of private-label products ■ % of women including gender diversity across Audits directly commissioned for the Group in 2019, including almost 80% by the Group France 56.1% in management job categories, career management 1,126 ICS commissioned by Casino Group. The Group has 42% services for women, fairness in ■ 20% social audits defined an objective of achieving 100% of active human resources processes (pay, Other o/w 80% plants covered by a valid ICS social audit (plants Brazil 50.9% training, hiring and promotions) and commissioned based in countries at risk and producing private-label 33% parenthood. Casino was awarded by the Group products for the Group). the “AFNOR Workplace Equality Colombia 49.6% Label” in 2013. In 2016, the Group 32.5% adopted the Women’s Empowerment Principles backed Uruguay and 51% by UN Women. Argentina 25.2%

LOCAL CORPORATE CITIZEN Change in the number of Group employees with disabilities

9,000 (1) ■ 2019 The Group employs 8,546 people Donations of foodstuffs in tonnes 8,000 with disabilities, an increase of ■ 2018 25,000 ■ almost 30% since 2015, a positive 2019 7,000 ■ 2017 outcome of programmes in place ■ 2018 for several years. 20,000 6,000 ■ 2016 ■ In Brazil, GPA has increased 2017 5,000 2015 the number of disabled employees by 95% since 2015. 5.3% of 15,000 4,000 In 2019, the Group’s stores and employees at GPA banner Assaí warehouses donated the equivalent 3,000 are registered as disabled, of more than 37 million meals, up 20% an outstanding achievement 10,000 2,000 compared with 2017 on a like-for-like for the retail sector in Brazil. basis. Overall (through stores, 1,000 5,000 warehouses and nationwide 0 collections), the equivalent of close 2015 2016 2017 2018 2019 to 44 million meals were made available 0 to food bank networks or similar charities. Total donations Donations by stores Collected from The Group first partnered with FFBA and warehouses customers in 2009, and renewed its association for three years in 2019.

(1) Data excludes Disco Devoto. 2019 Annual Report CASINO GROUP 106 107

ENVIRONMENTALLY PROACTIVE GROUP

Change in greenhouse gas emissions(1) Change in Group energy efficiency

■ 2019 700 ■ 2019 (2) ■ Scope 1 2018 ■ 2018 ■ 2017 600 ■ 2017

Scope 2(3) The Group has measured the Improvements observed are carbon footprint of its operations 500 attributable to the continued since 2009. The emissions introduction of energy performance Scope 1 + 2 associated with refrigerants and contracts in all countries and electricity use represent around 400 the implementation of energy 85% of its Scope 1 and 2 management in accordance with tonnes of CO2 500,000 1,000,000 1,500,000 2,000,000 greenhouse gas emissions in 2019. the recommendations of ISO 50001. equivalent The observed increase in emissions The Group’s average electrical at Group level between 2017 300 intensity declined by 4% between and 2019 is mainly attributable kWh/sq.m. of retail Group France Latin America 2017 and 2019. to the increase in business activities space

(1) in Latin America; an increase partially Change in greenhouse gas emissions in France offset by a decrease in the Group’s Scope 2 emissions, thanks to the energy efficiency measures Scope 1(2) put in place and, more generally, a 6% decrease in emissions Change in volume of waste recovered in France between 2017 and 2019. 250,000 ■ 2019 Scope 2(3) ■ 2018 200,000 ■ 2017

Scope 1 + 2 150,000 The volume of waste recovered in stores and warehouses increased tonnes of CO2 100,000 200,000 300,000 400,000 500,000 600,000 by 7% between 2018 and 2019. equivalent 100,000 Cardboard accounts for more than 70% of all recovered waste and (1) The three-year data have been extrapolated for all of the Group’s entities, see the “Key Performance Indicators” table on page 241 of the 2019 Universal Registration 50,000 products. Document. (2) Scope 1 emissions are primarily composed of greenhouse gas emissions from leakages of refrigerants used in cooling cabinets in stores and warehouses and emissions related to the transport of goods under operational control. 0 (3) Scope 2 emissions or indirect emissions relate to the Group’s energy consumption, which mainly concerns electricity consumption. in tonnes Total Cardboard Organic waste Plastic Other non- hazardous waste(1)

(1) Other non-hazardous waste: mainly wood, bone and tallow, used fuel oils, scrap and metal. 2019 Annual Report CASINO GROUP 108 109

RESPONSIBLE RETAILER Methodology note

Unless otherwise specified, the human resources, social and environmental data concern all entities Number of certified food products obtained from organic farming under the operational control of Casino Group and any of its majority-held subsidiaries, in France and abroad. Data concerning affiliates, franchises and business leases are not included. The 2019 CSR reporting scope 25,000 ■ 2019 includes the consolidated data of store activity and the associated support services (logistics, purchasing, ■ human resources, etc.) of business units located in: 2018 - France, comprising operations under the Casino, Monoprix (including Naturalia), Cdiscount and Franprix banners; 20,000 ■ 2017 - Brazil, comprising the operations of Pão de Açúcar Group (GPA) and its entities, Multivarejo and Assaí; - Colombia, comprising Grupo Éxito operations; 15,000 To support organic farming and reduce the use of pesticides, - Uruguay, comprising Grupo Disco and Devoto operations; Casino Group is extending its range of certified organic - Argentina, comprising Libertad operations. products, with more than 22,600 national and private-label Payroll data correspond to the Group’s permanent/fixed-term workforce at 31 December 2019. 10,000 brands in 2019, an increase of more than 40% compared Environmental data cover sites that operated for a full 12-month period between 1 October 2018 and with 2017. Organic products are sold in all of its banners 30 September 2019. to make them accessible to all. The indicators proposed per square metre of retail space only concern the data reported by the stores. 5,000 The Group generated €1.1 billion in sales of organic food Data from previous years presented in this document were recalculated in the 2019 CSR reporting scope products in 2019. to enable comparisons with performance indicators.

0 Group France Latin America

Number of products certified as sustainable(1) 40,000 ■ 2019

35,000 ■ 2018

30,000 ■ 2017

25,000 Committed to marketing a range of products that are more respectful of the environment and biodiversity, Casino 20,000 Group sells more than 34,300 certified sustainable products in its stores (up 17% compared with 2018). 15,000

10,000

5,000

0 Group France Latin America

(1) “Sustainable” products include products which result from organic farming and identified by a label, fair trade products, and products with certification attesting to an environmental progress approach, including MSC, NF Environment, FSC, PEFC and European Ecolabel labelling. 2019 Annual Report CASINO GROUP 110 111 FINANCIAL

PERFORMANCEThe acceleration of the strategic repositioning of the Group’s activities, combined with the good performance of its buoyant formats, strengthens the Group’s development and profitability model. 2019 Annual Report CASINO GROUP 112 113

KEY FINANCIAL INDICATORS

SALES AND RESULTS(1) CHANGE IN CONSOLIDATED NET SALES

(€ millions) 2019 2018 (restated) (€ millions) 2019 2018 (restated) Total growth Organic growth(1) Net sales 34,645 34,329 France Retail 16,322 16,786 -2.8% -0.7% EBITDA(2) 2,640 2,669 Monoprix 4,548 4,519 +0.6% +0.4% Trading profi t 1,292 1,364 Supermarkets 3,142 3,225 -2.6% -1.6% Net profi t (loss), Group share (1,432) (117) Franprix 1,526 1,604 -4.9% -2.9% Underlying net profi t, Group share(3) 212 327 Convenience & Other 2,547 2,676 -4.8% -2.3% Consolidated net debt (4,053) (3,378) Hypermarkets 4,560 4,762 -4.3% +0.7% Net debt of Casino in France(4) (2,282) (2,724) o/w Géant Casino 4,345 4,537 -4.2% +1.1%

(1) The 2018 and 2019 fi nancial statements are presented in accordance with IFRS 16 – Leases as the Group elected to apply the “full retrospective” transition method Latam Retail 16,358 15,577 +5.0% +9.7% whereby comparative information for 2018 is restated. In light of the decision made in 2019 to divest Leader Price, this business is presented as a discontinued operation in 2019, in accordance with IFRS 5. The 2018 fi nancial statements have been restated to permit meaningful comparisons with 2019. GPA 12,290 11,416 +7.7% +11.0% (2) EBITDA = Trading profi t + amortisation and depreciation expense. (3) Underlying net profi t corresponds to net profi t from continuing operations, adjusted for (i) the impact of other operating income and expenses, as defi ned in the “Signifi cant Grupo Éxito 4,053 4,153 -2.4% +6.2% accounting policies” section in the notes to the consolidated fi nancial statements, (ii) the impact of non-recurring fi nancial items, as well as (iii) income tax expense/benefi ts related to these adjustments and (iv) the implementation of IFRIC 23 rules. E-commerce (Cdiscount) 1,966 1,965 0.0% -1.4% (4) Scope: the Casino, Guichard-Perrachon parent company, French businesses and wholly-owned holding companies. GROUP 34,645 34,329 +0.9% +4.2%

(1) Excluding fuel and calendar eff ects.

PER SHARE DATA(1)

(€) 2019 2018 (restated) Underlying diluted earnings per share(2) 1.62 2.57 BREAKDOWN OF CONSOLIDATED NET SALES FRANCE RETAIL

(1) The 2018 and 2019 fi nancial statements are presented in accordance with IFRS 16 – Leases as the Group elected to apply the “full retrospective” transition method whereby comparative information for 2018 is restated. In light of the decision made in 2019 to divest Leader Price, this business is presented as a discontinued operation ■ 47% ■ 47% in 2019, in accordance with IFRS 5. The 2018 fi nancial statements have been restated to permit meaningful comparisons with 2019. France Retail Premium banners (2) Underlying diluted earnings per share includes the dilutive eff ect of the TSSDI deeply subordinated perpetual bonds. (Monoprix and ■ 47% Supermarkets, including Latam Retail Casino Supermarchés) ■ ■ 6% 28% E-commerce Hypermarket banners (Cdiscount) (including Géant Casino) ■ 25% Convenience banners (Franprix, Casino Proximités and Other) 2019 Annual Report CASINO GROUP 114 115

EBITDA AND TRADING PROFIT

CONSOLIDATED EBITDA CHANGE IN CONSOLIDATED TRADING PROFIT

(€ millions) 2019 2018 (restated) (€ millions) 2019 2018 (restated) France Retail 1,467 1,413 France Retail 676 618 Latam Retail 1,104 1,217 Latam Retail 612 758 E-commerce (Cdiscount) 69 39 E-commerce (Cdiscount) 4 (12) GROUP 2,640 2,669 GROUP 1,292 1,364

The 2018 and 2019 fi nancial statements are presented in accordance with IFRS 16 – Leases as the Group elected to apply the “full retrospective” transition method whereby The 2018 and 2019 fi nancial statements are presented in accordance with IFRS 16 – Leases as the Group elected to apply the “full retrospective” transition method whereby comparative information for 2018 is restated. In light of the decision made in 2019 to divest Leader Price, this business is presented as a discontinued operation in 2019, comparative information for 2018 is restated. In light of the decision made in 2019 to divest Leader Price, this business is presented as a discontinued operation in 2019, in accordance with IFRS 5. The 2018 fi nancial statements have been restated to permit meaningful comparisons with 2019. in accordance with IFRS 5. The 2018 fi nancial statements have been restated to permit meaningful comparisons with 2019.

EBITDA MARGIN TRADING PROFIT MARGIN

2019 2018 2019 2018 France Retail 9.0% 8.4% France Retail 4.1% 3.7% Latam Retail 6.8% 7.8% Latam Retail 3.7% 4.9% E-commerce (Cdiscount) 3.5% 2.0% E-commerce (Cdiscount) 0.2% -0.6% GROUP 7.6% 7.8% GROUP 3.7% 4.0%

The 2018 and 2019 fi nancial statements are presented in accordance with IFRS 16 – Leases as the Group elected to apply the “full retrospective” transition method whereby The 2018 and 2019 fi nancial statements are presented in accordance with IFRS 16 – Leases as the Group elected to apply the “full retrospective” transition method whereby comparative information for 2018 is restated. In light of the decision made in 2019 to divest Leader Price, this business is presented as a discontinued operation in 2019, comparative information for 2018 is restated. In light of the decision made in 2019 to divest Leader Price, this business is presented as a discontinued operation in 2019, in accordance with IFRS 5. The 2018 fi nancial statements have been restated to permit meaningful comparisons with 2019. in accordance with IFRS 5. The 2018 fi nancial statements have been restated to permit meaningful comparisons with 2019. 2019 Annual Report CASINO GROUP 116 117

SHARE PERFORMANCE IN 2019

Casino share price at 31 December 2019 50 €41.7 OWNERSHIP STRUCTURE AT 31 DECEMBER 2019

No. of shares % Voting rights % 45 Public 49,633,209 45.8% 52,478,720 36.5% Rallye Group 56,777,914 52.4% 88,884,334 61.9% 40 Casino Group employee mutual funds 1,184,850 1.1% 2,228,350 1.6% Treasury shares 830,257 0.8% 0 0.0% 35 Casino share price TOTAL 108,426,230 100% 143,591,404 100.0% at 31 December 2018 €36.3 30

25 Casino FIVE-YEAR SHARE PERFORMANCE +20.1% CAC 40 2019 2018 2017 2016 2015 +26.4% 20 Average daily trading volume JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC in number of shares 864,005 802,681 430,444 532,262 491,715 € millions 20.4 30.1 22.0 24.3 30.1 High and low prices Stock exchange Eligible Euronext Paris (Compartment A) for the Deferred Settlement System (SRD) High (€) 50.1 53.5 57.2 55.3 87.9 and for the PEA share savings plan (PEA) Low (€) 27.3 25.4 45.6 34.4 38.7 Symbol Closing price at 31 December (€) 41.70 36.34 50.56 45.59 42.42 – ISIN: FR0000125585 Shares outstanding – Bloomberg: CO FP 108,426,230 at 31 December 2019 NET DIVIDEND PER SHARE (€) 0.00(1) 3.12 3.12 3.12 3.12 – Reuters: CASP. PA Source: Euronext. Market capitalisation (1) The amount of the 2019 dividend was decided by the Group and will be submitted for shareholder approval at the 2020 Annual General Meeting. Indices €4.52 billion at 31 December 2019 – Benchmark CAC 40, CAC Mid 60, SBF 120, SBF 250, Euronext 150 Several major subsidiaries are also publicly listed: – Sector • CBD (Brazil) on the Brazilian stock exchange (segment B3) and the NYSE (USA); DJ Stoxx and DJ Euro Stoxx Retail • Éxito (Colombia) on the BVC in Colombia; – Socially responsible investing • Cnova () on Euronext Paris. • FTSE4Good • Euronext Vigeo indices: Eurozone 120, Europe 120 • Ethibel Sustainability Index (ESI) Excellence Europe • MSCI ACWI ESG Leaders Index and MSCI ACWI SRI Index • STOXX® Global ESG Leaders indices

The Casino share price is displayed in real time under “Casino share” in the Investors section of the corporate website: https://www.groupe-casino.fr/en/. 2019 Annual Report CASINO GROUP 118 119

FRANCE STORE NETWORK INTERNATIONAL STORE NETWORK

Retail space Number of stores Retail space Number of stores at 31 December (in thousands of sq.m.) at 31 December (in thousands of sq.m.) 2019 2018 2017 2016 2019 2018 2017 2016 2019 2018 2017 2016 2019 2018 2017 2016 Géant Casino hypermarkets 109 122 122 129 772 848 856 916 ARGENTINA 25 27 29 27 106 106 108 109 o/w affi liates/franchises 4 7 7 7 Libertad hypermarkets 15 15 15 15 104 104 106 107 International affi liates 6 5 5 12 Mini Libertad mini-supermarkets 10 12 14 12 2 2 2 2 Casino Supermarchés 411 442 433 447 667 726 715 733 URUGUAY 91 89 88 79 90 90 89 85 o/w French affi liates/franchises 83 104 106 83 Géant hypermarkets 2 2 2 2 16 16 16 16 International affi liates/franchises 22 19 17 33 Disco supermarkets 29 29 29 29 33 33 33 31 Monoprix 784 795 789 745 741 737 732 711 Devoto supermarkets 24 24 24 24 34 34 33 33 o/w affi liates/franchises 186 203 211 196 Devoto Express mini-supermarkets 36 34 33 24 7 6 6 4 Naturalia integrated stores 182 175 161 141 BRAZIL 1,076 1,057 1,081 1,135 1,963 1,860 1,811 1,814 Naturalia franchises 23 13 7 5 Extra hypermarkets 112 112 117 134 683 687 717 789 Franprix 877 894 893 858 352 364 367 356 Pão de Açúcar supermarkets 185 186 186 185 237 240 240 237 o/w franchises 459 433 399 392 Extra and Mercado Extra supermarkets 153 173 188 194 172 193 215 222 Compre Bem supermarkets 28 13 0 0 33 18 0 0 Convenience 5,139 5,153 5,392 6,065 701 700 726 783 Assaí (cash & carry) 166 144 126 107 713 598 506 421 Indian Ocean 259 239 209 185 122 118 117 115 Mini Mercado Extra and Minuto Pão 237 235 265 284 58 58 65 71 Other businesses (Cafeterias, mini-supermarkets 367 591 606 630 n/a n/a n/a n/a Drive, etc.) Drugstores 123 123 127 155 9 9 10 11 TOTAL FRANCE 7,946 8,962 9,221 9,855 3,355 4,099 4,167 4,280 + Service stations 72 71 72 76 58 58 58 62 COLOMBIA 2,033 1,973 1,852 1,873 1,030 1,033 1,022 1011 Éxito hypermarkets 92 92 90 86 485 486 485 475 Éxito and Carulla supermarkets 158 161 162 166 210 212 212 214 Super Inter supermarkets 70 73 71 67 66 67 64 61 Surtimax (discount) 1,588 1,531 1,409 1,443 221 229 225 236 o/w Aliados 1,496 1,419 1,278 1,307 Surti Mayorista (cash & carry) 30 18 9 2 31 22 14 4 Éxito Express and Carulla Express 95 98 111 109 17 18 21 20 mini-supermarkets CAMEROON 1 1 0 0 2 2 0 0 Bao (cash & carry) 1 1 0 0 2 2 0 0 TOTAL INTERNATIONAL 3,226 3,147 3,050 3,114 3,191 3,091 3,030 3,019 You can find the 2019 Universal Registration Document and our CSR progress reports on www.groupe-casino.fr/en

CONTACTS Group External Communications Department Phone: + 33 (0)1 53 65 24 29 E-mail: [email protected]

Financial Communication and Investor Relations Department Phone: + 33 (0)1 53 65 64 17 E-mail: [email protected] Corporate Social Responsibility (CSR) Phone: + 33 (0)1 53 70 51 97 External Relations Department Phone: + 33 (0)1 53 65 64 26 Group website www.groupe-casino.fr/en/

SHAREHOLDER RELATIONS Casino, Guichard-Perrachon 1, cours Antoine Guichard Share capital of Casino, Guichard-Perrachon CS 50306 – 42008 Saint-Étienne Cedex 1, France at 13 June 2019: €165,892,131.90 Website: www.groupe-casino.fr/en/ Registered office E-mail: [email protected] 1, cours Antoine Guichard Toll-free number: 0800 16 18 20 CS 50306 – 42008 Saint-Étienne Cedex 1, France (calls made from France only) Phone: + 33 (0)4 77 45 31 31 To convert bearer shares to registered shares, contact the financial Fax: + 33 (0)4 77 45 38 38 intermediary handling the shares concerned, who will in turn register The Company is registered in Saint-Étienne Cedex 2 under them with: no. 554 501 171 RCS BNP Paribas Securities Services – GCT Paris office Shareholder Relations 148, rue de l’Université Grands Moulins de Pantin 75007 Paris, France 9, rue du Débarcadère 93761 Pantin Cedex, France Phone: + 33 (0)1 53 65 25 00 Phone: + 33 (0)1 40 14 31 00 Authorised agent for management of shareholder registration

PUBLISHED BY Group External Communications Department Design and creation Photo credits Jean-Philippe Moulet/Laurent Hazgui/Eleanora Strano/Casino Group Internal Photo Library Illustrations Bénédicte Govaert Printed by A-Print – Paris Printed at an Imprim’Vert-certified print shop 122

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