act for people growing and moving forward

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Growing and moving forward together

2019 CSR REPORT - June 2020. Verif ied information for the year 2019.

Context__The world of work is changing in the wake of societal, technological and commercial developments, and the demands of the new generations joining the corporate world. Employees want a professional environment that gives everyone the opportunity to develop their talents and to flourish. They also want new management and work methods. Informing a profound transformation of its model and its sector, the upheavals sweeping across the world of work pose major challenges for the Carrefour Group, forcing it to recast its approach to attracting, developing and retaining talent.

A Group with a multi-local, neighbourhood presence, Carrefour employs 321,383 people worldwide, 56% of whom are women. The expertise of all of its employees is what enables Carrefour to provide the services, products and high-quality food that everybody can afford via all its distribution channels in the Group’s nine integrated countries, as well as across the 30 international franchise countries.

That is why since its creation, Carrefour has been committed to reflecting and integrating the social diversity of the areas where it operates. Indeed, the Group is convinced that representing all of its customers, in their wealth and diversity, is a real competitive advantage in pursuit of better customer service and thus in pursuit of growth. Moreover, it is a retention factor for employees, which is why Carrefour has placed social diversity at the heart of its HR strategy. The Group is also committed to promoting mobility within its teams and to developing the skills of all its employees in order to prepare them as well as possible for the future of the retail sector, which is undergoing fast and profound change. These concerns are central to the “Growing and moving forward together” commitment, the first of the four commitments making up the Act for Change programme. This programme, aimed at Carrefour collaborators, was launched in 2019 as part of its managerial and cultural transformation. It sets out commitments and managerial initiatives reflecting the Group’s very raison d’être.

ACT FOR PEOPLE

Growing and moving forward

together

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Our aim__The “Growing up and moving forward together” pillar is commitment number one of the Carrefour Group’s Act for Change programme. It is about developing talent, fostering diversity and encouraging cooperation among the Group’s various departments and store formats. This pillar has the following ambitions:

Attract and retain talent: To attract young talent and new profiles and skills and in line with the current strategic evolution, Carrefour wishes to continue and strengthen its recruitment and development programmes, such as the Graduates programme, its initiatives to promote internships and apprenticeships, and partnerships with schools and universities. Carrefour also wishes to strengthen its skills in digital technologies in certain specialised areas and activities that are key to its strategy – such as organic – and even regarding particular job categories, including the culinary professions.

Develop employee skills and internal promotion: Carrefour places internal promotion and mobility at the heart of its business, particularly through new multi-format and multi-skilled development programmes. The Group is investing heavily to prepare its employees for the changes taking place in the retail world. In 2019, the Group deployed a training policy structured around the four key topics that underpin in its raison d’être and strategy: the food transition, a customer-oriented culture, people management and the digital transformation.

Promote diversity: Carrefour was very quick to commit to promoting diversity: its Diversity charter, which gives everyone the same opportunities in terms of professional development and recruitment in all countries, was signed in 2004. Carrefour aims to ensure that the members of the Executive Board are representative, in particular because of the diversity of their backgrounds, skills, work experience, age, country of origin and gender. Numerous measures have been put in place to encourage and promote gender equality, to combat violence against women and to promote the development of people with disabilities.

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Our objectives and performance __

1. ATTRACTING AND RETAINING TALENT: Since it was created, the Group has worked to attract the right profiles to the right positions: Carrefour’s employees are the people and entities who bring life to and sustain the Group’s strategy, so recruiting the right people is a prerequisite for developing business.

KPIs 2017 value

2018 value

2019 value Change

Retention rate for Group graduates(1) - - 77% -

Turnover(2) - 17%(3) 22.8% +5.8 pts

Voluntary turnover(4) - 9.2%(5) 11.3% +2.2 pts

Average length of service among employees. 8.6 9.3 9 -3.2%

(1) New indicator in 2019(2) Turnover of employees on permanent contracts including year-round recruitment, redundancies, resignations and end-

of-trial periods calculated on the basis of staffing as at 31 December 2018.(3) Scope: Comparable BUs - excluding China(4) Voluntary turnover of employees on permanent contracts including resignations. (5) Scope: Comparable BUs - excluding China

2. DEVELOPMENT OF EMPLOYEE SKILLS: The Group also strives to develop its talent through its training policy. Personalised monitoring is put in place at corporate level and in the various entities at local level in order to ensure their skills development and the appropriate evolution of their professional career paths. Carrefour has set itself the target to reach 13 training hours per Group employee by 2025.

9years average length

of service among employees

AVERAGE NUMBER OF TRAINING HOURS PER EMPLOYEE

2017

12.3 11.4 11.613

2018 2019 Objectif 2025

1.7 %

CSR

AND FOOD

TRANSITION

INDEX

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KPIs 2017 value

2018 value

2019 value Change Target

Average number of training hours per employee 12.3 11.4 11.6 1.7% 13 hours

in 2025

Total number of training hours over the year (in millions) 4.1 3.67 3.98 8.4% -

Percentage of training hours dedicated to the food transition - - 19% - -

Training rate (proportion of employees who received at least one training programme in the year)

- - 80% - -

Average amount spent per FTE on training and development in euros(6) - - 167 - -

Added value of the Université Carrefour training programmes(7) - - 25% - -

(6) For France. Salary costs and incidental expenses are excluded.(7) Determined by calculating the increase in participants’ knowledge and understanding of the targeted objectives before

and after the training programme.

In 2019, for the first year of the Act For Change programme, the Carrefour Group carried out a survey of a representative sample of 17,000 employees from the 9 Group countries focusing on five issues – one overall issue and one for each pillar making up the Act For Change programme. The results for skills development are as follows:

• Survey carried out from October 15 to November 7, 2019 via an online questionnaire (web-design, available in 9 languages)

• A representative sample of 20,571 employees from the 9 Carrefour countries was invited to respond.

OVER THE PAST FEW MONTH, I HAVE LEARNED NEW THINGS AND GAINED SKILLS

Strongly agree

Agree more or less

Do not agree

Don’t know

RED Retail

Score obtained for the firts semester 2019

Agreement %

38%

2%

19%

41%

79%

71

78

11.6 average hours of training per employee

and

€167 spent on average per FTE

on training and development(8)

(8) For France. Salary costs and incidental expenses are excluded.

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3. PROMOTION AND INTERNAL MOBILITY:

KPIs 2017 value

2018 value

2019 value Change

Internal rate of promotion: Promotions to senior director 47.4 43 23 -20 pts

Internal rate of promotion: Promotions to director (in millions) 67.8 59 55 -4 pts

Internal rate of promotion: Promotions to manager 46.5 45 45 -

Rate of internal promotion: total 47.3 47 45 -2 pts

Percentage of vacancies filled by internal candidates(9) N/A N/A 39.9% N/A

(9) For France.

4. PROMOTING DIVERSITY: The commitments made in relation to equality and diversity are based on three main areas:

Encourage and promote gender equality throughout the company by stepping up the Women Leaders programme and obtaining Gender Equality European & International Standard (GEEIS) certification in more Group host countries;• 100% of countries will have obtained Gender Equality European and International Standard

(GEEIS) certification by 2020.• at least 40% of appointments to key positions within the Group will be women by 2025; Fight violence against women; Promote the development of people with disabilities and highlight individuality within our teams.• Carrefour is aiming for people with disabilities to make up 4% of its workforce by 2025

INTERNAL PROMOTION RATE BY GRADE IN 2019

15% 45% 55%

23%

TotalManagerDirectorSenior Directors

Participation:

55%+ 9 points vs. S1 excl. China

Number of participants:

11,321vs 7036 S1 excl. China

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Promoting diversity 2017 value

2018 value

2019 value Change Target

Gender equality

Share of women among those appointed to key positions (%) 19.5 31 32 +1 pt 40%

in 2025

Share of women on the Board of Directors (%) 42.1 42.1 44.4 +2.3 pts

Share of women on the Group's Executive Committee (%) 7 19 27 +8 pts

Share of women among senior directors (%) 17.3 17.3 18.9 +1.6 pts

Share of women among directors (%) 25 22.9 23.4 +0.5 pt

Share of women managers (%) 41.5 41.4 42.5 +1.1 pts

Share of women employees (%) 59.9 58.4 57.8 -0.6

Total Group 57.3 56.5 55.7 -0.8

People with disabilities

Share of employees recognised as having a disability 3.3 3.7 3.8 +0.1 4% in 2025

Number of employees with a disability 12 253 11 739 11 885 +1.2

SHARE OF WOMEN AMONG THOSE APPOINTED TO KEY POSITIONS (%)

SHARE OF EMPLOYEES RECOGNISED AS HAVING A DISABILITY

2017

2017

19.5

3.3

31

3.7

32

3.8

40%

4%

2018

2018

2019

2019

in 2025

in 2025

1 pt

0.1 pt

CSR

AND FOOD

TRANSITION

INDEX

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PROPORTION OF WOMEN BY GRADE IN 2019

57.8% 55.7%

42.5%

23.4% 18.9%

Employee TotalManagerDirectorSenior Directors

3.8% of employees with a disability

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Our plans of action __

In all the countries in which it operates, the Group distinguishes itself through its sustained inclusive equal opportunities policy, a policy that promotes diversity and seeks to eliminate all forms of discrimination. The action plans to help us deliver on our aims and achieve our objectives are as follows:

1. EMPLOYEES RETENTION

2. EMPLOYEE SKILLS DEVELOPMENT AND TALENT RETENTION 2.1. Talent development programmes 2.2. Training policy 2.2.1. Evolutionary management to adapt to the challenges of “Carrefour 2022” 2.2.2. The digital transformation 2.2.3. The food transition for all and fresh products 2.2.4. Customer culture training programmes

3. INTERNAL PROMOTION AND MOBILITY, A CORE ASPECT OF THE CARREFOUR DEVELOPMENT MODEL

4. PROMOTING DIVERSITY 4.1. Gender equality 4.2. Disability policy

1. EMPLOYEES RETENTION In line with its transformation and to keep abreast of developments in the retail sector, Carrefour must sharpen its skills – especially in the fields of digital technology – in certain specialised activities central to its strategy (such as organic food) and even in certain job categories, including the culinary professions.

All the Group’s countries are thus implementing initiatives to attract these new talents, for example:

Development of internships and apprenticeships to advertise specialist professions subject to shortages across the Group and recruit for them, such as culinary professions and ones involving IT and digital technologies. The Group has implemented several specific initiatives to attract people with expertise in digital technologies. These include purchasing a Codingame license, providing candidates with the option to sit online tests, making contact with IT schools – such as School 42 – and organising events with them, and being involved in the Polytechnic Data Chair, as well as holding a Seekube party and a Hackathon. Implementation of Finance and Hypermarket Graduate Leader Programmes over the past few years, which have attracted and developed in-house high-level profiles - thanks to a very demanding selection process with business schools and a two-year course, including at least some time spent in a Group country other than France for the Leaders and Finance Graduates programmes. These programmes are designed to prepare succession plans for key positions in management or in Finance. Since 2011 for Leader Graduates and since 2018 for Finance Graduates, 77% of these talents have been able to fill vacancies or work on high-responsibility projects in the company. Improved Group sourcing strategies and modernised practices by better identifying recruitment needs and issues, diversifying distribution channels according to profiles, trades and locations and, finally, by making better use of the pool of candidates;

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Enhanced visibility of the Group through a strong employer brand, producing targeted content, highlighting the expertise of its employees and developing partnerships with key schools (business schools, engineering schools, IT schools).

2. EMPLOYEE SKILLS DEVELOPMENT AND TALENT RETENTIONThe Group manages skills development through:

A training policy implemented in 2019, based on the Group’s strategic pillars: the food transition, customer culture, management and the digital transformation; A mobility and internal promotion policy that supports learning and development towards new professions that take into account industry changes and individual aspirations.

2.1. Talent development programmesWith over 300 different job categories and a footprint spanning nine countries, Carrefour offers a varied range of career opportunities. In addition to the training that the Group offers each of its employees as part of the Act for Change programme, new multi-format and multi-business development programmes are available in all countries, geared towards helping those people identified by career committees as the best-performing employees to grow. These multi-format career committees have now been set up in all countries.

In addition to the traditional system of reviewing employees’ performance, interviews focusing on their skills and careers have been introduced in all of the countries in which the Group operates. Global assessment systems are also being tested. These are designed to assess employees’ skills based on feedback from staff at all levels.

For managers, 12 “managerial acts” have been defined for the annual appraisals and currently have specific development plans for them. These 12 key skills reflect the Group’s strategic commitments under its Act for Change programme in relation to each of its 4 pillars:

Growing and moving forward together: Advancing talent and fostering diversity in teams, Serving customers with passion: Putting customer satisfaction at the heart of everything we do, Acting with simplicity: Making efficiency a daily obsession by placing the emphasis on speed and simplicity, Taking pride in transforming our profession: Encouraging innovation to support the food transition.

The management training programmes in France have already been updated on the basis of these Management Acts in order to best meet managers’ development needs. In a rapidly changing context, the Group is committed to developing its senior managers by encouraging them to become ambassadors for transformation, contributing fully to the deployment of the Carrefour strategy at all levels.

The Université Carrefour is committed to building an open and disruptive ecosystem of learning and continuous development, encouraging experimentation, networking and knowledge-sharing, allowing each Carrefour senior manager to develop both individually and as part of a team.

In line with the Group’s objectives, the Université Carrefour’s programmes have been updated and restructured so as to align them fully with the Carrefour 2022 transformation plan.

CASE STUDIES:

Romania has been a pioneer in setting up the 360° feedback system. This system replaced the traditional appraisal system three years ago. A dedicated tool that employees can use to request feedback from other employees based on their wishes.

A management school in Spain and Argentina offers six-month courses adapted to people at various levels within the company, based on their potential.

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2.2. Training policy Training is a priority for the Carrefour Group. Every year, employees receive more than 11 hours of training in all of the countries in which the Group operates. Along with the mandatory topics covered regarding health and safety, strategic training areas mirror the main priorities of the “Carrefour 2022” transformation plan.

In 2019, Carrefour ramped up its training programmes in the following four areas in all countries where it operates:

The digital transformation; The food transition (particularly for fresh produce); Management; Customer-oriented culture.

2.2.1. Evolutionary management to adapt to the challenges of “Carrefour 2022”

Digital technology has radically changed the way we build value together, so the way we manage people has to keep pace. At Carrefour, we pay close attention to upskilling managers and their teams by way of innovative, engaging programmes.

The Université Carrefour has bolstered its range of courses so that they are perfectly aligned with the “Carrefour 2022” transformation plan. The aim is to enable a senior manager to understand technological and societal changes, understand their impact on the retail sector and on the company and understand precisely what the company’s strategy is so that they can incorporate it into their perimeter of action and get their teams involved both in it and in the various transformation projects.

New development programmes for management with a focus for the Group’s senior managers have been developed in a bid to speed up the Group’s transformation, such as:

The U-transformer module, a programme created to train senior managers in change management so as to accelerate the Group’s transformation and so deploy the 4 pillars making up the Act for Change programme; Executive management programmes for high-potential executives, including the Next Generation programme. This programme is designed to help future leaders develop strong leadership skills, build their capacity to think strategically, and implement these strategies in a complex economic context that is characterised by the digital revolution, rising consumer expectations and increased competition.

CASE STUDIES:

In France, the internal store director graduate programme accelerates the careers of hypermarket managers. Over two years, this innovative course provides them with the tools they need to become a store manager.

In France, all permanent employees have the option of following professional certification training courses in five main areas: coordination and management, food services, logistics, product sales and business. These nationally recognised certificates reflect the acquisition of specific skills. Participants take a training course under the guidance of a mentor. Their skills are evaluated continuously through in-class and final exams.

France: Carrefour offers support in acquiring basic professional and non-professional skills through its CléA certification programme. These skills include developing and recognising communication in French, mathematical reasoning, digital communication, teamwork, working independently, health and safety, and the ability to learn gestures and postures.

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2.2.2. The digital transformation

Digital innovation has been a core focus of the Group’s strategy for several years. All countries where Carrefour operates are developing programmes and tools to help employees better understand the digital environment and culture. In 2018, for example, Carrefour launched a partnership with Google and other major companies to enhance the Group’s digital culture.

This year, Carrefour France has redesigned its Learning Management System (LMS) platform to make it multiformat. E-learning content has been completely overhauled in order to provide employees with new bespoke training that is in line with the Group’s strategy and which serves both its digital transformation and its commitment to the food transition for all. A communications campaign has been developed in order to promote these new programmes. This includes a monthly newsletter sent out to all Carrefour France employees. Available for PC, tablet and smartphone, these new multi-channel training programmes proved highly successful in 2019: 26,887 employees trained on the LMS platform compared with 13,931 in 2018 – an increase of +93%.

Redesigned e-learning platform homepage

In 2019, some 1,000 managers from different countries were trained to become digital transformation ambassadors in their country or as part of their team via programmes delivered by Université Carrefour. This programme of training sessions, dubbed “Go Transform”, is supported with a platform where the community of ambassadors can come together to share best practices and promote digital culture.

CASE STUDIES:

Spain – ISDI Digital Business School: the Executive Committee and employees follow training courses through this digital institution. Created by Internet experts to speed up the transformation towards a new, more competitive economic model.

Belgium – Digital Academy: training modules available in e-learning, classroom or coaching formats teach staff about how Carrefour and its business are shifting towards digital technology, and help them develop their digital profile.

France – Digital bus: this roaming learning centre helps in-store employees to adapt to digital technology and introduces them to internal and external tools.

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2.2.3. The food transition for all and fresh products

Carrefour devotes substantial resources to training its employees. Fresh produce and the food transition are among the priority areas in which the Group invested in 2019 to support the roll-out of Act for Food. Training on questions related to the food transition has been greatly expanded in France, in classroom and distance learning formats alike. New e-learning modules were brought out in 2019. They covered the Carrefour Quality Lines, hygiene and quality, and product training in partnership with Atelier des Chefs. Two different training courses have also been set up in the field of organic food. The first is a two-day course designed to raise awareness among employees working in banners not specialising in organic food. The second, lasting five days, is designed to sharpen the professional skills of the teams of specialist stores, Carrefour Bio and Bio Expérience.

In 2019, 10,596 employees participated in food transition training programmes – an increase of 9.2% compared with 2018 – with 75,044 hours of training delivered in total (equivalent to one day per employee). For the Go Transform and Food Transition programmes, approximately 50% of the target group have already received training. Carrefour has set itself the target of having 100% of target groups trained in the years ahead.

CASE STUDIES:

In Belgium, nearly 60,000 hours of training were devoted to the food transition and fresh produce in 2019. They included training delivered in partnership with suppliers (of Norwegian salmon, apples and oranges) and Carrefour Quality Lines, as well as training programmes about organic food and blockchain technology, and video training courses made by Carrefour. A total of 4934 Belgian employees were trained, an increase of 21% compared with 2018. In Poland, Act for Food training courses launched on the Wiem platform in June 2019 were followed by 9066 employees.

2.2.4. Customer culture training programmes

Listening to customers and anticipating their needs and the paths they will take to meet those needs are priorities for all Carrefour group employees, regardless of their function. Achieving that requires ongoing training and information, especially in today’s multi-channel environment and with the substantial changes taking place in mass merchandising.

It is supported by the rigorous monitoring of Key Performance Indicators (KPIs), including the Net Promoter Score® (NPS®), a tool for gauging customer satisfaction that was widely deployed across the Group in 2019. 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. To support this effort to improve quality of service and customer satisfaction, Carrefour France has set up a 100% customer-oriented training programme which enabled 20,000 employees to be trained in NPS® in 2019, i.e. an additional 5,000 employees compared with 2018. The NPS® was also incorporated as a variable component in the compensation for all the Group’s management executives in 2019 and will be used for all managers in France in 2020.

Listening to customers and understanding them also featured in a number of other training programmes in 2019, including:

The Customer loyalty training programme, followed by 1800 employees; The Customer preference at the heart of what we do training programme, with 3,200 participants; The new “5/5/5” method deployed in 2019 in Taiwan, Argentina and Spain in 2019, and soon in other countries in which the Group operates. This method has been designed so that Carrefour can respond quickly and concretely to customer requests through effective consideration of consumer feedback. This method involves 15 commitments divided into three pillars (trust, service, proximity), designed to remind employees at any time of the points they should check to ensure customer satisfaction. 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. The 5/5/5 method is intended to be deployed at Group level in 2020.

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In France, approximately 7,000 additional employees received training about customer culture in 2019 compared with 2018. These initiatives have borne fruit: in 2019, the customer satisfaction Net Promoter Score® (NPS®) increased in all of the countries in which the Group operates, with significant increases in Brazil, Argentina, Poland, Romania and Taiwan.

CASE STUDIES:

Argentina and Spain: deployment of «555» method with training and communication actions for all employees in these countries with the aim of developing customer-focus culture.

France – “100% customer-and employee-focused” programme: thousands of hypermarket employees were trained on how to leverage employees’ energy so as to gain the favour of our customers. Training actions were also rolled out on the subject in Market stores.

Poland – LEON training programme: in stores, employees are trained in the principles of customer centricity. the basics of a customer-focused approach and its importance in standing out from the competition. The training course lasts one day for employees and two days for managers.

Romania – Employee awareness of the need to listen to customers was raised through the sharing of best in-store practices, customer testimonial workshops and feedback sessions organised for the various head office departments.

3. INTERNAL PROMOTION AND MOBILITY, A CORE ASPECT OF THE CARREFOUR DEVELOPMENT MODELThe Carrefour Group offers a variety of professional routes and promotes social elevator: with more than 300 trades and a presence in 9 countries, Carrefour offers real opportunities for varied journeys and mobility. The Group provides professional experiences which create the environment for employees to show their initiative. This allows them to flourish on a personal level while contributing to the Company’s performance. By placing the emphasis on internal promotion, the Group acts as a springboard for the social advancement of its employees. As an example, store employees can rise to the position of department or section manager. In a specific case, the Carrefour group has undertaken to promote the advancement of women and provide them with support to reach positions at the highest levels of responsibility (see section on diversity).

Carrefour group employees also develop their skills through internal mobility. Employees can discover a new profession by changing positions or a new business by learning new skills. Carrefour’s work-based learning programmes also enable young employees to gain expertise in all areas of the Group’s business. Some countries have also launched non-professional skills development programmes to support employees in their internal mobility.

Carrefour works with the trade unions to create exemplary internal or external mobility programmes to assist employees in this regard. In 2019, Carrefour signed two important agreements in France:

a human resources and skills planning agreement (GPEC) that provides in particular for exceptional investment in training; a mutual termination of contract agreement (RCC) that gave 3,000 hypermarket employees the opportunity to retire early or continue their careers outside the Group.

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CASE STUDIES:

Creation of regional multiformat mobility committees for employees in France: these new committees offer employees opportunities close to where they live to work for a banner (Proximity, Market, Hypermarkets or Cash & Carry) of a format different from the original one.

Creation of 4 new key rules for promoting internal mobility at Carrefour France: 1. Publication of all Carrefour vacancies on its EDB website; 2. Job offers are reserved for internal staff for 3 weeks; 3. Automatic validation of employees’ mobility if they have been in their current

position for more than two years; 4. Maximum internal transfer time of one month for employees, two months for

supervisors and three months for executives.

Argentina: In Argentina, Carrefour has a training school for store managers. In 2019, the enrolment requirements were:

• Having a positive performance appraisal; • Being in their current position for at least one year; • Informing their manager of their wish to apply for the training programme.

Selected candidates have access to e-learning training programmes tackling a number of topics: the 555 customer-focused programme, handling customer complaints, managing priorities and dealing with management, along with basic principles in supply chain and finance, etc. They visit other Carrefour stores over a period of two months to gain expertise in the field and meet with logistics and goods representatives at head office for a week. To wrap up their training programme, participants create a benchmark based on three competing banners. They assess their strengths and weaknesses in several areas, such as processed fresh produce, non-food products, check-outs and the customer-focused approach. Using this analysis, they suggest best practices to implement at Carrefour stores.

CASE STUDIES: GPEC Agreement France

The purpose of the human resources and skills planning programme (GPEC) is to provide Carrefour Group employees with areas for mobility and professional career development. The GPEC should therefore facilitate employees’ professional adaptation – through access to training in particular –, as well as their retraining and promotion through the use, if necessary, of internal and external mobility. As such, the Carrefour agreement aims to provide employees with professional support to help them deal with the company’s economic and social adaptations, and to take into account employees’ career paths and professional projects associated with the development of technologies, organisations and employment structures.The GPEC is structured around 3 broad areas: 1. Internal mobility, considered a central factor in improving Carrefour employees’

employability by more broadly implementing measures for encouraging internal mobility for all professions;

2. For sensitive professions, implementing a set of measures aimed at facilitating internal and external mobility. This includes, for example, covering the costs of geographical mobility, assistance in the search for housing or relocation allowances.

3. For specific restructuring projects that are limited in time and which concern a group of employees who are specific in terms of their profession, location or other defined criteria, negotiations are conducted in specific collective agreement formats based on the France agreement.

In 2019, Carrefour introduced the option for employees to request, following their professional appraisals, a professional transition interview for those considering changing profession, place of work, entity or format, or considering taking leave at the end of their career, or considering mobility options outside the company. This interview is an opportunity for employees to talk about their professional transition wishes with their mobility coordinators and to find out about the various schemes they can take advantage of within the framework of this agreement.

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4. PROMOTING DIVERSITY Carrefour is implementing actionable and coherent initiatives to give everyone, in all countries, the same opportunities for recruitment and career development, regardless of gender, age, origin or qualification. It is using many levers to pursue this policy and is doing so at all levels: Group and national agreements concluded with the social partners, a Diversity charter, programmes developed under the auspices of international bodies (UN, International Federation for Human Rights, International Labour Organisation), cooperation out in the field with NGOs and charities, etc.

Carrefour aims to ensure that the members of the Executive Board constitute a good balance in terms of the diversity of their backgrounds, skills, work experience, age, country of origin and gender.

Within this framework and with these tools, Carrefour stores and entities take action on a daily basis to promote diversity within their teams. This way, they represent the diversity of society, of their environment and of their customers and so can better understand them and anticipate their needs.

4.1. Gender equalityThe Group employs 180,086 women, together representing 56% of its workforce. Numerous systems are accordingly in place ensure gender equality within the Group. They include equal pay policies, access to training for all and arrangements facilitating the work-life balance (pooled work schedules).

Carrefour introduced the international Women Leaders programme in 2011 to improve diversity and increase the number of women in management positions. This programme embodies several of the Group’s commitments and included in particular the signing in 2013 of the UN Women Empowerment Principles by the CEO and the Executive Directors of Spain, Argentina, Brazil and Belgium. Carrefour’s commitment in this area is also reflected in the Group’s CSR & Transition Index, which measures its improvement based on the following key indicators: “40% of appointments to key positions will be women by 2025” and “100% of countries will have obtained GEEIS certification by 2020”. For example, this policy enabled Carrefour to increase the share of women in management (42%) in 2019, in Director positions (23%) and in Senior Director positions (19%). In addition, the Group’s Executive Committee now consists of 15 members, including 4 women (27% in 2019 compared with 19% in 2018 and 7% in 2017), and women now account for 44.4% of the Board of Directors.

For several years Carrefour has been committed to a determined approach geared towards continuous improvement in terms of professional equality. This is evidenced by the decision to have the Group countries seek GEEIS certification (Gender Equality European & International Standard). The GEEIS is an international label that evaluates and promotes organisations that take a proactive approach to gender equality in the workplace. It certifies the involvement of a company and the quality of its initiatives to improve gender equality in business, education and training in issues related to work/life balance, salary, involvement of trade unions, etc.

At the end of 2019, nine Carrefour entities had earned the international Gender Equality European (GEEIS) label: Carrefour SA, Argentina, Brazil, Spain, Taiwan, Carrefour Hypermarkets in France, Carrefour Market in France, Italy and Romania.

4.2. Disability policy The Group has 11,885 employees with disabilities; they make up 3.8% of its workforce. The Carrefour Group has made its approach to hiring and integrating people with disabilities – and keeping them in employment – a fundamental part of its human resources policy. The first agreement on the employment of people with disabilities was signed in 1999 at French hypermarkets. Twenty years after this first step, Carrefour remains committed to this goal. The rate of employment of disabled people in its stores is well above the legal requirement of 6% in France. In Europe, it has increased by 20% over the last five years.

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In its efforts to change the way people view disability, Carrefour supports and takes part in several events to raise awareness of disability and embrace difference within its teams.

In 2018, as in previous years, Carrefour participated in European Disability Employment Week, which has been organised for the past 22 years by ADAPT, a French organisation that promotes the social and professional integration of people with disabilities.

Carrefour France Supply Chain took part in the Free Handi’se Trophy race for the fifth year running. This intercompany “handi-valid” competition aims to change people’s views and behaviour regarding employees with disabilities. Each team made up of two able-bodied employees and two with disabilities take it in turns, swapping over every 25 km, to cover 800 km by canoe and a specially adapted tandem bicycle. This year, four Carrefour teams, each made up of two disabled and two non-disabled employees, took up the challenge in the race from Lyon to Marseille.

For a decade now, Carrefour Supermarkets have been supporting the Rêves de Gosses (Childhood Dreams) project coordinated by Les Chevaliers du Ciel. Created in 1996 by aviation enthusiasts, this non-profit works to enhance acceptance of differences between “ordinary” children and “extraordinary” children, and helps them make their dreams come true. Sick, disabled and poor children, or children who have simply had a rough life, come together to work on this educational project to open up the ordinary world to them, with the support of teaching staff from specialised centres. The organisation then offers the children a day of festivities with a first flight experience, refreshments, gifts, events and more.

JOINT INITIATIVES AND PARTNERSHIPS:

Carrefour is a signatory of the Diversity charter, a French government initiative launched in collaboration with IMS Entreprendre pour la Cité, a French NGO that brings together companies promoting corporate responsibility.

Partnership with the ILO: Carrefour was the first major company to enter into a partnership agreement with the International Labour Organisation (ILO) Disability Network to work with community organisations and other institutions to promote the employment of people with disabilities worldwide.

ILO Charter: Carrefour is also one of the 13 companies that signed the charter with the ILO in 2015.

CEASE: Carrefour is committed to ending violence against women as a member of the European CEASE initiative and the 1in3Women network managed in France by the Act Against Exclusion Foundation (FACE). It brings together over 15 European companies, including BNP Paribas, Carrefour, Kering, Korian, Lagardère (through the Elle Foundation) and SNCF. In 2018, Carrefour signed the charter developed by this network, which works to end violence against women.The CEASE/1in3Women project spans three years and aims to meet the following goals:1. Understand what gender-based violence is and its impact, based on figures and

qualitative information; 2. Raise awareness of this form of violence within our own organisations, among our

peers and stakeholders as well as the general public; 3. Create an egalitarian culture within our organisations; 4. Produce or use policies, tools, training and processes for our Human resources

departments, management teams and all employees – whatever their gender – so as to provide a solution when employees say that they have experienced violence;

5. Allow our female employees to talk openly and promote a caring environment for those who have been victims of violence;

6. Facilitate access to specialised organisations that can support employees who have experienced domestic abuse;

7. Develop a network of diverse stakeholders (private and public organisations, non-profits, public institutions, trade unions) to work together on this issue;

8. Measure the impact of initiatives to support victims of violence within our organisations and share results with our stakeholders.

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JOINT INITIATIVES AND PARTNERSHIPS:

By signing a Charter, Carrefour has pledged to raise awareness of this form of violence within the Company, among peers, stakeholders and the general public, and facilitate access to specialised organisations that can support employees who have experienced domestic abuse.

Orange Day campaign with UN Women France: For five years, Carrefour has been a partner to the French National Committee for UN Women, an organisation that works to support women’s rights and promote gender equality. Every year from 25 November to 10 December, the French National Committee for UN Women invites civil society leaders to join in its action to end violence against women and girls. 25 November is international day for the elimination of violence against women, and 10 December marks International Human Rights Day. These two key dates frame a period of campaigning to find solutions, report cases, raise funds, spread messages and promote actions to stop violence committed against women.The official colour of the campaign is orange, a radiant, optimistic colour, which symbolises a better world without violence against women and girls. The first day of activism, 25 November, has since become Orange Day. Hypermarket and supermarket customers were able to participate in the event. For two days, for any purchase of 1 kg of organic oranges for 2 euros, 0.50 euro was donated to UN Women France.

International agreement between Carrefour and UNI Global Union: At Carrefour’s European Consultation and Information Committee meeting on 3 October 2018, the Group’s Chairman and Chief Executive Officer, Alexandre Bompard, and the General Secretary of the international union federation UNI Global Union, Christy Hoffman, renewed the global agreement previously signed in September 2015. An important section on combatting violence against women rounded out existing provisions on social dialogue.

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Our organization__

SCOPE Diversity, attracting new talent and developing skills are strategic issues for the Group as a whole; policies to do with diversity, talent attraction and retention, and employee skills development are thus deployed across all Group entities. Certain commitments relate more specifically to certain entities:

Carrefour’s Chairman and Chief Executive Officer signed the UN Women’s Empowerment Principles (WEPs) in 2013, followed by the Executive Directors of Carrefour Spain, Argentina, Brazil and Belgium; GEEIS certification at the end of 2018 for the Carrefour group, Argentina, Brazil, Spain, hypermarkets in France, Carrefour Market in France, Italy and Romania.

GOVERNANCE The aims of the Act For Change Programme are spearheaded by each Executive Committee in the countries making up the Group. After a launch at the Group’s TOP 200 in March 2019, the action plans were presented by each Country’s Executive Committee to the Group’s HR manager. The Act For Change action plans are reviewed monthly by the HR managers of the various countries alongside the Group’s HR manager.

METHODS OF PERFORMANCE EVALUATION Consideration and dialogue with employees are essential elements in creating a climate of confidence that is conducive to the economic performance of the company. To support the transformation of its corporate culture, Carrefour introduced the Employee Net Promoter Score® (E-NPS), an indicator of employee engagement. This indicator, measured three times a year in each Group country, assesses changes in each of the four key areas making up the Act for Change programme and adapts its implementation accordingly. An online survey allows employees to express their views on the evolution of these pillars by responding “totally satisfied”, “satisfied”, “dissatisfied” or “totally dissatisfied”. For the Growing up and moving forward together pillar, the topic for 2019 was: “Over the past few months, I have learned new things and gained skills”. Performance and guidance indicators are continuously monitored by HR departments in the various countries to assess the successful implementation of the Group’s attraction, retention, training and diversity policies (examples: promotions, internal and external recruitment, development programmes, etc.). As part of a voluntary approach to promoting diversity, the Group deploys GEEIS (Gender Equality European) certifications to enable it to implement and promote its initiatives to encourage gender equality.

FORTHCOMING INITIATIVES Support to define the pillars of diversity across Carrefour in light of the Carrefour Group’s transformations. A Diversity charter will be brought in to overhaul this approach which will be applicable to all countries.

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The employee upskilling initiatives that are key to the “Growing & moving forward together” commitment enshrined in the Act for Change programme will be strengthened and ramped up over the coming years. For example, France wishes to bolster its initiatives in skills sponsorship: these will be offered to more employees by 2020.

JOINT INITIATIVES AND PARTNERSHIPS Partnership with the International Labour Organization (ILO) ILO Charter since 2015 CEASE Orange Day with UN Women France, for the past six years International agreement between Carrefour and UNI Global Union signed in October 2018

Skills sponsorship: During this exceptional health crisis, in 2020 Carrefour has sought to strengthen its skills and sponsorship activities. In response to its employees’ search for meaning and engagement, Carrefour has introduced partnerships with two schools sponsorship stakeholders. These missions are perfectly aligned with the Group’s social commitments in the fight against waste, the food transition and integration through work. The Group plans to launch the scheme in September 2020 for a period of 3 years. It aims to mobilize several thousand hours of commitment from Carrefour employees in France.

Vendredi, a social enterprise that assists employees in their commitment projects via a platform on which they can coordinate the initiatives undertaken. Vendredi offers short assignments lasting a few days working with a particular charity (on average 2 days) as part of its “Engagement for all” programme, as well as longer assignments lasting several days or weeks (on average 25 days) as part of its “Career” programme. Start-up company Wenabi offers assignments ranging from half a day to several weeks, individually or in teams, via 3 programmes:• Coup de pouce: involvement in one-time assignments accessible to all,• Sponsorship: long-term support for people on a regular basis,• Skills sharing: the provision of skills and expertise to help a charity.

Wenabi, a social start-up that aims to boost corporate solidarity by offering a collaborative and simple tool with general purpose assignments for charities.

FOR MORE INFORMATION Diversity charter 1in3Women network charter ILO Charter Video of the Free Heandi’se Trophy: https://www.youtube.com/watch?v=BhiXyx-E9-M

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Additional indicators__

2017 2018(10) 2019 Change

Employees per format

Total hypermarket formats 70% 64% 64% -0.1 pt

Supermarket 16% 21% 20% -1 pt

Total other formats and activities 14% 15% 16% +1 pt

Workforce by region

Latin America 98,849 100,292 104,125 3.8%

Europe 223,118 213,215 202,879 -4.8%

Asia 56,956 13,353 14,379 7.7%

TOTAL ZONES 378,923 326,860 321,383 -1.7%

Type of employment contract

Permanent contract 92.10% 91.23% 91.90% 0.7 pt

Fixed-term contract 7.90% 8.77% 8.10% -0.7 pt

% of part-time employees 25.20% 27.16% 28.21% +1 pt

Type of new hires

Permanent contract 71,167 61,545 74,153 20.5%

Fixed-term contract 86,569 86,439 79,245 -8.3%

TOTAL 157,736 147,984 153,398 3.7%

Hierarchical categories

Senior Directors 0.10% 0.12% 0.12% 0.00 pt

Directors 0.60% 0.57% 0.55% -0.02 pt

Executives 11.20% 10.06% 10.03% -0.03 pt

Employees 88.10% 89.25% 89.30% 0.05 pts

TOTAL 100.00% 100.00% 100.00%

(10) Scope: Comparable BUs - excluding China

act for people growing and moving forward

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