Satisfy, inform and engage - our customers - Carrefour Group
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Satisfy, inform
and engage
our customers
Satisfy, inform
and engage
our customers
Context
__
Carrefour is leading its commitment to the food transition for and with its 77 million customer
households worldwide. These customers enable the Group to identify societal trends ahead
of the competition and give it the firepower required to reinvent the retail model. Identifying
customers’ expectations is a key component of Carrefour’s transformation. The Group’s analysis
of the 4 billion transactions carried out each year are used to better understand the wishes of
its customers, in order to renew its offers and propose innovative solutions in line with their
expectations. Consumers want a diet that is both good for their health and good for producers
and the planet. It is vital that we understand and adapt to their new dietary behaviours, the
digitalisation of their patterns of consumption and their desire for fair and equitable prices.
Carrefour has therefore identified three major trends that underline its approach:
new eating behaviours: The food transition is one of the major challenges of the 21st century.
At a global level, the dual aim is to meet strong growth in demand while providing the world
population with access to a healthy diet. Diets in developed countries are deemed to be too
high in calories, sugar, refined starches and animal-based foods, and lacking in fruit, vegetables,
whole grains, legumes and fish. People have become highly aware of this imbalance and it has
brought about new behaviours and a change in diet in developed countries that emphasises
quality over quantity, organic products, taste and authenticity.
duty to provide affordable healthy food: Reconciling the duty to provide healthy food with
affordability is items of expenditure they would like to be able to spend more a global issue.
In a recent survey targeting 28 countries on all five continents, access to good quality food
that is good for people’s health and is available in sufficient quantities for everyone were the
third and fourth highest priorities, respectively(1). Globally, malnutrition has started to rise
again since 2015, after a decade of decline: more than 820 million people – some 10.8% of the
world’s population – were undernourished in 2018(2). In France, for example, the percentage of
the population with “low” purchasing power rose from 28% to 31% in one year(3). Affordability
is a decisive factor for many consumers, but the demand for proximity is strong and meets
the desire for regional growth, whether in the suburbs or in the metropolises. Retailers must
develop price-segmented offerings and ensure dense regional coverage in order to be able to
help to reduce the food gap, both economically and geographically.
(1) Source: “The challenge of our resources”, ELABE study for Veolia conducted in January 2018 of 14,000 people
in 28 countries.
(2) Source: SOFI report (FAO, WHO, WFP, UNICEF), July 2019.
(3) Source: Eighth edition of the Cofidis CSA annual survey, September 2019.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 1Satisfy, inform
and engage
our customers
consumer behaviours transformed by digital technology: The rollout of new technology holds
out the promise of time saved for consumers, offering them a smoother, more transparent and
more personalised experience. By 2023, the food e-commerce market is expected to grow by 152%
in North America, by 66% in Europe and by 196% in Asia-Pacific(4). Consumers increasingly mix
physical and online shopping. Omni-channel strategies are being implemented, as boundaries
are blurred between online and offline options: in-store orders with home delivery, drive pick-
up points, Click & Collect, e-reservations and voice command all launched in 2020 to simplify
the customer experience. Digital technology can also be harnessed to meet the demand for
increased customisation. The smartphone plays an increasingly important role, with 71% of
consumers saying that they use it in stores, including 83% of people aged 18-44(5). Consumers
report that they use their phones for in-store shopping to help make purchase decisions, look
up product user reviews, check nutritional information, search for deals and scan bar codes
and QR codes using special apps to minimise or eliminate checkout wait times. And for 90% of
consumers, the increase in the popularity of digital technology is accompanied by a demand for
transparency regarding the products purchased (6): the deployment of blockchain technology
provides enhanced security and food traceability guarantees.
(4) Source: IGD Retail Analysis, “Digital Retail Models of the Future”, 2019.
(5) Source: Hub Institute, Hub Report, “Future of Retail”, 2019.
(6) Source: Kantar TNS Food 360 Edition 2018 Study, conducted online in 14 countries.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 2Satisfy, inform
and engage
our customers
Our__ aim
In January 2018, Carrefour launched a five-year “Carrefour 2022” transformation plan, spearheaded
by Alexandre Bompard. This transformation will enable the Group to effectively meet customers’
expectations and support them during the food transition, while also helping producers transition
to virtuous farming methods and contributing to the preservation of the world’s natural resources.
Carrefour used its 60th anniversary celebrations to be one of the first CAC 40 companies to
incorporate a “raison d’être” section into the preamble of its Articles of Association, and this move
was duly approved by the Shareholders’ Meeting of June 14, 2019: “Our mission is to provide our
customers with quality services, products and food accessible to all across all distribution channels.
Thanks to the competence of our employees, to a responsible and multicultural approach, to our
broad territorial presence and to our ability to adapt to production and consumption modes, our
ambition is to be the leader of the food transition for all.”
Through its raison d’être, Carrefour places customer satisfaction at the core of its business model.
Two key points were identified in consumer expectations: responsible consumption and the demand
for accessibility, which translates into affordability, but also into the availability of products through
all distribution channels, in particular through the development of e-commerce, and customers’
ability to understand these products.
Quality
Naturalness Price
For me
Traceability
Sustainable Accessibility
agriculture
Local For everyone Availability
Transparency
Responsible
Consumption
Recycling
Packaging For the planet Readability
Waste
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 3Satisfy, inform
and engage
our customers
Carrefour has structured its strategy around three priorities:
Prioritise customer satisfaction: Carrefour’s objective is to offer a level of service that is beyond
reproach, by answering customers’ questions and resolving any issues as quickly as possible
and constantly striving to improve the customer experience. Customer satisfaction is central
to all Group initiatives, including the overhauling of its retail model. «Serving the customer
with passion» is one of the four key commitments of the “Act for Change” programme that
was deployed across the Group in 2019 to align the Group’s culture and management values
with the goals of the Transformation Plan: listening to the customer, anticipating and meeting
their needs and expectations must be priorities for all employees, whether they work in our
stores or warehouses or are part of our head office teams.
D
evelop the own brand and e-commerce: in order to meet new consumer expectations
and accessibility requirements in terms of price, practicality and customisation of the offer,
Carrefour is investing in developing its own brands, as well as e-commerce. The Group’s
strategy for developing e-commerce and proprietary trademark products is detailed in the
2020 Universal Registration Document and in the 2020 Annual Report.
D
eveloping a responsible offer and involving consumers in implementing the food
transition for all: Carrefour striving to inform as many people as possible about responsible
consumption. To this end, Carrefour has implemented – in all the countries in which the
Group operates – a communication programme (“Act For Food”) all about the food transition.
This global programme features concrete measures that Carrefour pledges to take in order
to speed up the food transition.
Consumers are the primary players in the food transition for all. Carrefour listens to their
needs, involves them in its innovations and provides them with the tools to empower them
as stakeholders in the food transition. The Group wishes to involve consumers in defining the
strategy, and consults them about implementing projects in stores or even about product
assortment.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 4Satisfy, inform
and engage
our customers
Our objectives
and performance
__
1. CUSTOMER SATISFACTION AS A PRIORITY
Summary of our objectives :
C
ustomer satisfaction: NPS® Group progress target raised in 2022 to
+ 30 points since the beginning of the plan (vs + 23 points initially)
(1) Net Promoter®, Net Promoter System®, Net Promoter Score®, NPS® and the NPS-related emoticons are registered
trademarks of Bain & Company, Inc., Fred Reichhel and Satmetrix Systems, Inc.
The growth in the Net Promoter Score® (NPS®) in all countries reflects the priority that Carrefour
gives to customer satisfaction. This long-term increase clearly helps improve like-for-like sales in
most of the countries in which the Group operates. At the end of December 2020, the Group’s
NPS® was up 12 points over a year, or 20 points since the beginning of the plan. Carrefour
wants an increase of 10 points over the period 2020-2022, a 30 point increase in total since the
beginning of the plan.
Result Result
KPI Target
at end of 2019 at end of 2020
Increase in the Net Promoter +8 pts +12 pts +30 pts in 2022
Score® (NPS®) since the (since the beginning
beginning of the plan of the plan)
77
million customer households
49
million loyalty card holders
17
million fans on social
networks
2. DEVELOPING THE OWN BRAND AND E-COMMERCE:
In order to meet new consumer expectations, accessibility requirements in terms of price,
practicality and customisation of the offer, Carrefour invests in developing its own brands, as
well as e-commerce.
For further information, visit carrefour.com:
020 universal registration document
2
2020 Annual Report
2020 financial publications
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 5Satisfy, inform
and engage
our customers
3. DEVELOPING A RESPONSIBLE OFFER AND INVOLVING
CONSUMERS IN IMPLEMENTING THE FOOD TRANSITION
Carrefour wants to inform, engage and involve customers in order to make them stakeholders in
the food transition. Carrefour highlights the food transition in stores through the deployment of
its global communications programme – “Act For Food” –, as well as through actionable initiatives
and its product offering. Carrefour wants to make sure that 80% of its customers have recognised
food transition in its stores by 2022.
Summary of our objectives:
1 00 % per cent of countries to have deployed the Act For Food programme
in stores;
80 % of customers to have identified the in-store food transition in stores by 2022.
New targets :
8
0 % of our customers to believe that Carrefour helps them to enjoy a
healthier and more responsible diet while remaining affordable by 2022.
15-point increase in store customer satisfaction survey for organic and local
products, nutrition, packaging and food waste reduction by 2025.
PERCENTAGE OF DEPLOYMENT OF THE GLOBAL COMMUNICATION
PROGRAMME ACT FOR FOOD IN GROUP COUNTRIES
100% 100% 100% 100%
CSR
OOD
AND F ION
IT
TRANS X
INDE
2018 2019 2020 Target 2022
PERCENTAGE OF OUR CUSTOMERS WHO HAVE IDENTIFIED
THE FOOD TRANSITION IN STORES(1)
80%
78%
66%
56%
2018 2019 2020 Target 2022
(1) Annual survey conducted in all Group countries.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 6Satisfy, inform
and engage
our customers
PERCENTAGE OF OUR CLIENTS HAVING IDENTIFIED CARREFOUR’S
ACTIONS FOR CSR AND FOOD TRANSITION IN STORES
85%
80%
75%
70%
65%
60%
55%
50%
on ts ni
c
ct
s
ct
s y g ity g te ty
iti
c a og in al in as si
tr du rg od
u
od
u ol h
qu ag er
o ec fis ck
w iv
nu pr O pr pr - le ts od d
d h le l ro b c Pa Fo e
an es ib ca Ag na du ye
Fr ns Lo ai o lo
l th o st pr p
ea es
p Su d Em
H an
R br
n-
w
O
11,000 600
More than
votes gathered for public “Mission customers in Spain and France are members
zéro plastique” consultation exercise of engaged consumer clubs
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 7Satisfy, inform
and engage
our customers
Our action
__
plans
The action plans to help us deliver on our aims and achieve our objectives are as follows:
1. PRIORITISE CUSTOMER SATISFACTION
1.1. Assess quality of service
1.2. Deliver a user-friendly customer experience
1.3. Customer-centred management and training
2. ANTICIPATE THE EXPECTATIONS OF OUR CUSTOMERS THROUGH OUR OFFER OF
SERVICES AND PRODUCTS
2.1. Ensure accessibility for alls
2.2. Deploy a digital ecosystem
2.3. Provide a responsible offering
3. INFORM, ENGAGE AND INVOLVE OUR CUSTOMERS IN SUPPORT OF THE FOOD
TRANSITION
3.1. Inform and educate consumers
3.2. Involve customers in defining strategic areas, anticipate
emerging expectations and innovate
1. PRIORITISE CUSTOMER SATISFACTION
Carrefour’s customer approach is based on three main pillars (trust, service, proximity) and
is based on tracking KPIs, including the Net Promoter Score®, a tool for analysing customer
satisfaction. The NPS was thus widely deployed and integrated into the variable compensation
scheme for all of the Group’s Senior Directors in 2019 and for all managers in France in 2020.
With customer satisfaction in mind, Carrefour has implemented action plans to enhance the
flexibility of its in-store teams and reduce the out-of-stock rate. It has also introduced procedures
for the detection, monitoring and rapid resolution of customer complaints.
1.1. Assess quality of service
In 2019, the deployment of the NPS® in all the countries in which the Group is located resulted
in significant progress: an increase in the versatility of in-store teams, a reduction in product /
outage rate, and the introduction of protocols for detecting, tracking and resolving customer
claims quickly. In Taiwan, Argentina, Spain, the 5/5/5 method, based on a grid of 15 commitments
divided into three categories, was designed to respond quickly and concretely to customer
demands. In Spain, it resulted in the creation of in-store customer services, the introduction of
WhatsApp numbers for contacting stores, and a reduction in checkout waiting times. In France,
the Critizr dialogue interface, deployed across all stores, collected more than 3.5 million examples
of customer feedback, which the managers of each store used to identify areas for improvement.
In 2020, the search for improved quality of service continued. In France, several measures have
been adopted: first, governance has evolved, with daily meetings about customer complaints
and weekly meetings about the customer experience, the aim being to meet the needs of our
customers, day in, day out. WhatsApp groups can be used to accurately follow up all this customer
feedback, and the NPS is tracked daily by the stores, and then sent to the Executive Director
for France. The 5 stores with the lowest NPS are called daily (for Market stores) and weekly (for
Hypermarkets). Finally, monthly “well done” meetings are held to highlight the commitment
and initiatives of employees in relation to various themes, including customer satisfaction.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 8Satisfy, inform
and engage
our customers
Furthermore, cashiers have been trained to make a note of all customer requests, which are then
forwarded to the relevant departments so that their expectations can be met. In hypermarkets
for example, 380 scales will be replaced in 2021 and 150 installed in the payment areas.
Feedback channels have been set up to leverage customer input, with more than 3200 customer
focus groups organised in 2019 to test recipes and customer requests processed throughout the
year by the Customer Service department. Direct dialogue with consumers has also been fostered
through meetings and discussions, such as customer breakfasts and customer roundtable
discussions organised in stores. The “Yes Attitude” approach encourages Carrefour France
employees to respond positively to customer requests and suggestions, in all circumstances.
1.2. Deliver a user-friendly customer experience
In addition to ensuring flawless service, Carrefour ensures the comfort of its customers by making
their shopping as pleasant as possible. In Spain, the shopping route has been enhanced with
new information and relaxation areas: welcome, rest and reading areas for adults and games
areas for children, food courts and food halls for everyone. In Argentina, hypermarkets have
introduced «quiet hours», during which customers with low tolerance to noise, music or bright
lighting can shop quietly. Customers who wish to do so can also stage their birthday in-store.
In Taiwan, Carrefour offers «Fun table tour» – healthy cookery workshops and food tastings
prepared by chefs. Entertainment activities and educational workshops related to food and
distribution are also staged for children.
In 2020, a 5/5/5 scheme was implemented in France, the motto of which is “it gives us pleasure
to make you happy”. Its aim is to offer a more pleasant customer experience, by providing
simple solutions to meet the needs of families (e.g.: offer a reading area for children), experiences
(e.g. offer water bottles to people waiting at the checkouts) and assistance (e.g. offer basket to
customers carrying more than two items in their hands).
1.3. Customer-centred management and training
Employee commitment is sustained by in-depth work on the management values and culture
of Carrefour, embodied in the «Act for Change» programme, which is designed to align the
management benchmarks with Carrefour’s transformation objectives. «Serving the customer
with passion» is one of the four pillars of this programme. It makes customer satisfaction the
number one priority for all employees, with the aim of improving service quality and keeping
customers coming back.
Listening to and understanding the consumer are at the core of the training courses that
the Group’s employees follow. In France, the «All proud to develop our customers’ loyalty»
check out training programme and the new «Customer relations and services management»
position in hypermarkets have helped bolster customer-centric culture. In 2019, Romania built
a comprehensive strategy around the customer experience. Employee awareness was raised
through the sharing of best in-store practices, and customer testimonial workshops and feedback
sessions were organised for the various head office departments. Through this scheme, each
employee gains an understanding of the role that they can play at their own level so as to
enhance overall customer satisfaction.
In 2020, the Leadership School was launched in France. Its objective is to prioritise in-store
promotion of employees, managers and regional directors. Nearly 400 employees were selected
from 1500 candidates at all levels to be part of the first two cohorts. They will each receive
practical and theory training for six months, with a guarantee that they will be promoted within
the company once they have completed their course.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 9Satisfy, inform
and engage
our customers
CASE STUDY:
With the 5/5/5 method, Carrefour is implementing concrete actions in order to
serve its customers more efficiently.
The customer is at the heart of Carrefour’s business: it is by listening to them that
the Group is meeting the challenges with which the retail sector is grappling as the
21st-century gets under way. To make customer satisfaction its number one priority,
Carrefour has introduced a highly concrete method called “5/5/5”.
The 5/5/5 method promotes a culture of individual and collective engagement gives
the Group’s employees a clear goal: meet customer expectations. This ongoing effort to
improve Carrefour processes and tools is undertaken through effective consideration
of consumer feedback.
The 5/5/5 method allows each store, regardless of its size and its catchment area,
to win over its customers by being constantly attentive to their needs. Consumers
are placed at the heart of everything that employees do, whether they be in sales
outlets - from staff working out on the floor and at the checkouts to store managers
- or head office employees. This method involves 15 commitments divided into three
categories (trust, service, proximity), designed to remind employees at all times of
the points they should check to ensure customer satisfaction.
In 2020, the 5/5/5 method was applied to all Group countries. In addition, many head
office employees have been involved in assisting shops, Drives and home delivery
services, particularly during the pandemic.
In France, customers wishing to do so can send an email directly to the Executive
Director for France in order to register a complaint or share their ideas with the highest
level. In Spain, a great deal of work has been done to improve the customer experience
at the checkout, giving greater autonomy to checkout employees. In Romania,
customers recognise and reward the work of employees who have distinguished
themselves through their customer-focused approach by quickly addressing their
complaints.
2. ANTICIPATE THE EXPECTATIONS OF OUR CUSTOMERS
THROUGH OUR OFFER OF SERVICES AND PRODUCTS
2.1. Ensure accessibility for all
Carrefour’s commitment to the food transition for all is also Carrefour’s commitment to
bridging the food divide. Carrefour refuses to let certain categories of the population, or certain
communities, be excluded from the progress being made in nutritional quality, simply because
of price or physical accessibility. The development of the Group’s own brands, the basis of its
new commercial promise, is the driving force behind this democratisation. This is accompanied
by a rigorous pricing policy and the launch of attractive new formats in all regions.
For further information, visit carrefour.com:
2019 universal registration document
2019 Annual Report
2019 financial publications
2.2. Deploy a digital ecosystem
Carrefour has a global sales network of over 13,000 stores in more than 30 countries. Measures
are currently being taken to radically transform the network, by opening new stores in promising
formats, overhauling the hypermarkets, developing the e-commerce business and stepping
up integration of the physical store network with the online offering to create a comprehensive
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 10Satisfy, inform
and engage
our customers
omni-channel universe – one of the four pillars making up the Carrefour 2022 transformation
plan. Carrefour has initiated a plan to invest €2.8 billion in digital technology over five years,
with the aim of becoming a world leader in food e-commerce by 2022
The aim of Carrefour’s new business model is to provide customers with a seamless experience
by enabling them to shop in a variety of different but complementary ways, such as ordering
online, picking up their purchases from a Drive location, getting an express home delivery, or
shopping in-store with digital services that facilitate and enhance the customer experience.
By integrating physical stores with digital services, such as delivery, Drive outlets, and Click
& Collect, Carrefour is able to interact with its customers anytime, anywhere to offer them a
shopping experience and services that are efficient and accessible, while also securing their
loyalty through a unique and completely personalised relationship.
For further information, visit carrefour.com:
2019 universal registration document
2019 Annual Report
2019 financial publications
2.3. Provide a responsible offering
Carrefour is implementing a set of action plans to develop responsible sourcing practices
and offer an environmentally and health-friendly offer. The main objectives for meeting our
customers’ expectations are:
nutrition and health: see Objectives of Carrefour.com and CSR report: – What about a healthier
diet?
local products: see Objectives of Carrefour.com and CSR Report: Exercising our territorial
responsibility.
animal welfare: see Objectives of Carrefour.com and CSR Report: “Guarantee ethical farms”;
organic farming: see Objectives of Carrefour.com and CSR Report: Promoting and developing
sustainable agriculture.
Carrefour Quality Lines: see Objectives of Carrefour.com and CSR Report: Promoting and
developing sustainable agriculture.
reduction of packaging: see Objectives of Carrefour.com and CSR Report: Committing to
eco-design and a circular economy for packaging.
3. INFORM, ENGAGE AND INVOLVE OUR CUSTOMERS IN
SUPPORT OF THE FOOD TRANSITION
3.1. Inform and educate consumers
Consumers see the retail industry as a legitimate partner in their drive to improve the quality of
what they eat, helping them to make informed and well-reasoned choices. To this end, Carrefour
is working to inform a broad public about responsible consumption, in particular through its
global Act for Food programme.
This global programme features concrete measures that Carrefour pledges to take in order to
speed up the food transition. Each measure is a tangible solution that works towards the goal
of the food transition. The aim is to involve customers by making them aware of the role they
can play and presenting the tools available to them. This gives them the power to shape the
future of food and how it is produced. Act for Food commitments are communicated in all the
countries where Carrefour is present in order to enhance the actionable initiatives implemented
to accelerate the food transition. The table below details the main topics covered by Act for
Food commitments at local level. The figures are the number of Act for Food commitments
announced by the countries in each category.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 11Satisfy, inform
and engage
our customers
Themes of the
Act for food Number of Act for food commitments by country
commitments
Argentina Belgium Brazil Spain France Italy Poland Romania Taïwan China
Ensure quality,
traceability, remove
4 4 3 9 4 4 2 4 1 3
controversial
substances
Develop
agroecology
and organic 3 4 3 4 1 1 2 1
products
Ensure animal wel-
fare, reduce the use 1 1 1 3 4 2 2
of antibiotics
Advocate sustai-
nable consumption 1 1 2 1
of seafood
Tackle food waste 2
Develop business
relationships to
3 1 5 2 1 2 1 1
support the food
transition
Reduce the impact
3 1 1
of packaging
EXAMPLE: ACT FOR FOOD FRANCE
In France, Act for Food is based on 13 key commitments:
Ensure that fresh produce under the Carrefour Bio brand is 100% French organic
and affordable;
Ban 100 controversial substances from all Carrefour-brand products;
Reduce or completely end the use of chemical pesticides in its plant product
lines;
Stop or reduce antibiotic treatment in livestock farming;
Guarantee sustainable fishing;
R
ear livestock in its product lines without GMOsSatisfy, inform
and engage
our customers
Finally, Carrefour wants to bring consumers and producers together in order to promote the food
transition among its customers. Carrefour France is also developing experience boxes that give
customers the opportunity to spend half a day immersed in the life of a producer – at a cheese
dairy that produces Carrefour Quality Line PDO Normandy Camembert, for example, or at a
mill in Brittany that makes Carrefour Bio organic cider. Carrefour France has also launched the
#JeParticipe project: an agricultural and food project crowd-funding platform in partnership
with MiiMOSA. This innovative financing solution aims to help regional producers and suppliers
change their production methods. Through the JeParticipe.carrefour.com platform, agricultural
food transition projects are accessible to the general public and being financed by ordinary
citizens through donation matching or interest-bearing loans.
3.2. Involve customers in defining strategic areas, anticipate
emerging expectations and innovate
To help its customers support the causes they care about, Carrefour is committed to promoting
collaborative consumption. In line with growing concern about environmental issues, for
example, the Group has implemented solutions that enable customers to become stakeholders
engaged in a more sustainable form of consumption. In November 2019, Carrefour launched a
crowdsourced online consultation on the “Mission zéro plastique” platform, which gathered more
than 11,000 votes to design and co-create solutions to reduce plastic waste with its customers.
The first Carrefour “engaged consumer clubs” were created in Spain and in France in 2019, the
aim being to provide a discussion forum for a community of socially conscious customers and
get their feedback on new Group projects. Today, they are made up of nearly 600 consumers all
connected over the social networks. They are regularly invited in-store to discuss various topics,
take part in certain Carrefour decision-making processes – particularly projects resulting from
the aforementioned citizen consultation processes – and take part in meetings with food and
environmental experts. Representatives have also been identified from among these consumers
in order to ensure the long-term existence of the club and to build a strategy. Two steering
committees were appointed in 2020.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 13Satisfy, inform
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Our organisation
__
COLLABORATIONS & PARTNERSHIPS
he Carrefour-Google Lab was awarded a bronze medal for its in-store Customised Assortment
T
Recommendation Engine in October 2020. This artificial intelligence tool is able to recommend
the most profitable products for stores, thus increasing customer satisfaction. The next step:
deploy the solution across the convenience store network in France!
Our global Google partnership, which in 2020 grew and increased its impact on our business:
• Data, artificial intelligence and the cloud: an area that is taking shape through the migration
of our business applications to the Google Cloud Platform, and in the Carrefour Google Lab,
whose mission is to put artificial intelligence to work in operations and to create a data-
centric community within Carrefour. By the end of 2020, there were more than 70 use cases
in the pipeline.
• Rolling out Google’s collaborative and marketing tools: The Gsuite collaborative solutions
suite has been deployed among 155,000 Carrefour employees, enabling remote working and
significant productivity increases, particularly during the health crisis.
• More than a hundred marketing experts and store managers have also been trained in
using Google’s marketing tools, one of the main aims being to improve the visibility and
sales coordination of Carrefour stores.
• And voice shopping, a new voice-activated food shopping experience launched in June 2020,
focusing on artificial intelligence technologies and integration between Google Assistant
and carrefour.fr to simplify and customise the e-commerce shopping route. This experience
developed by Carrefour in partnership with Google is a world first: Carrefour is the first
retailer in the world to integrate its system into the new Google Assistant voice shopping
experience.
The Carrefour Group has also continued its partnerships with the best food marketplaces in
order to ensure that as many customers as possible are able to access a high-quality product
selection:
• An international strategic partnership has been entered into with Uber Eats with openings
already in evidence in France, Belgium and Taiwan, meaning that customers can get their
food delivered in under 30 minutes.
• Our partnership with international player Glovo also expanded to 4 new countries in 2020
(Argentina, Spain, France, Italy plus Georgia, Kenya, Morocco, Poland)
• Deliveroo in Spain and Italy
• More locally,
• Our European countries work with Allegro, Bringo, Everli
• Latin America (Carrefour Brazil and Argentina) with Rappi, Cornershop, PedidosYa and as
of late 2020 with I-Food and B2W
• Asia (Carrefour Taiwan) with Food Panda
In addition to the partnerships with food marketplaces, Carrefour France has entered into an
agreement with the collaborative platform Shopopop, which will enable us to operate our
own shopping delivery service via carrefour.fr in smaller cities.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 14Satisfy, inform
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METHODS OF PERFORMANCE EVALUATION
The Net Promoter Score (NPS®) is in widespread use and is measured on an ongoing basis in
all countries and in all store formats. It is used to accurately gauge customer satisfaction and
share their experiences and perceptions both in-store and regarding online purchasing.
The Net Promoter Score (NPS®) is a benchmark in the corporate world and is a measure of
customer satisfaction that answers a straightforward and specific question: “Based on your recent
experience at Carrefour and on a scale of 0 to 10, to what extent would you recommend Carrefour
to a close relative or colleague?” The overall score is the difference between the percentage of
“promoters” (customers who gave a score of 9 or 10) and the percentage of “critics” (customers
who gave a score between 0 to 6). Scores of 7 and 8 are not counted. Each customer also has
the option to leave a comment.
2020 CSR REPORT - June 2021. Verif ied information for the year 2020. 15You can also read
