Strong growth of +29% in recurring operating
income
Regulatory News:
Carrefour (Paris:CA):
- Sustained commercial activity in Q2: +6.3% on a
like-for-like (LFL) basis despite lockdown measures
- Good momentum in May/June
(+9.4% LFL) after the lockdown phase in April (+0.3%
LFL)
- Brazil (+14.9% LFL) and Spain
(+9.8% LFL) benefited from a competitive model and flawless
execution
- In France (+0.7% LFL),
hypermarkets, penalized in April during the lockdown, have seen
their performance improve since May; good performance in
supermarkets and convenience
- Strong growth of more than
+100% in food e-commerce in Q2
- Strong growth in recurring operating income (ROI) and free
cash flow
- Strong rise in ROI: +29% at
constant exchange rates, to 718 million euros
- Further improvement in net
free cash flow restated for exceptional items: +95 million
euros
- Solid performance reflecting the relevance of the strategic
initiatives implemented since 2018 within the Carrefour 2022
transformation plan
- Resilience of the
multi-format and omnichannel model throughout the
crisis
- Marked improvement in NPS®
(+3 points in H1), reflecting priority given to customer
satisfaction
- Commercial activity driven by
investments in price and non-price competitiveness
- Further strong cost-reduction
momentum (€480m in H1)
- Cost-savings plan raised to €3.0bn (vs. €2.8bn) on an annual
basis by the end of 2020. Heightened ambitions to reduce greenhouse
gas emissions. All the other objectives of the Carrefour 2022 plan
are confirmed
Alexandre Bompard, Chairman and CEO, declared:
“Our first-half performance is
very solid: It proves the resilience of our model, its dynamism and
its profitability. It owes a lot to the responsiveness and
exceptional commitment of our teams, who overcame difficult
operational conditions to provide our customers with the support
and solutions they expected from us.
The crisis confirms the
relevance of our multi-format and omnichannel strategy, as well as
the strength of our commercial assets, resulting from three years
of a demanding and rapid transformation. It is also rich in
lessons. It encourages us to step up our environmental commitments,
in the service of the food transition for all. And above all, it
sheds light on the need for proximity to our customers, which, when
it is a constant priority, is immediately reflected in
performance.
To draw all the operational
implications, I renewed the management team and united it around a
clear mandate: Operational excellence to better serve customers.
This is the reason behind the managerial changes made in France,
Spain, Italy and Poland. Now that solid foundations have been laid
in recent years in these countries, they bring new energy to
amplify our commercial gains.
The further improvement in our
results this half, the growing satisfaction of our customers, our
ability to seize opportunities to create value - all these
achievements further strengthen my confidence in the success of our
Group. We reaffirm or enhance the objectives that we have set for
ourselves, both financial and extra-financial."
H1 2020 KEY FIGURES
(€m)
H1 2019
H1 2020
Variation
Sales inc. VAT
38,849
38,079
+7.0% LFL
Recurring operating income
(ROI)1
624
718
+29.1%, +€181m (at constant
exchange rate)
Recurring operating margin
1.8%
2.1%
+31bps
Adjusted net income, Group
share
155
253
+63% / +€98m
Net free cash flow restated
for exceptional items
(1,934)
(1,839)
+€95m
Net financial debt
(5,958)
(5,218)
+€935m (at constant exchange
rate)
SECOND QUARTER: ATYPICAL ACTIVITY, MARKED BY THE SANITARY
CRISIS
Exceptional mobilization in the face of
the crisis
Faced with the COVID-19 pandemic, Carrefour's teams have shown
exceptional responsiveness to ensure the continuity of food
distribution and then meet new consumer expectations in a complex
and fast-changing environment.
The Group immediately implemented strong measures to protect the
health of employees and customers, by anticipating and going beyond
health rules recommended by public authorities in each country.
Carrefour has taken social responsibility measures and
implemented concrete solidarity actions, such as the creation of
dedicated services for priority customers (in particular the
elderly and medical staff), donations from the Carrefour Foundation
or actions to support local producers.
Resilience of the multi-format and
omnichannel model
The resilience of the multi-format and omnichannel model is
confirmed, with each store format meeting the needs of consumers
during the different phases of the crisis. The Group’s food
e-commerce offer met with strong success throughout the crisis.
April LFL
May/June LFL
Q2 LFL
Group
+0.3%
+9.4%
+6.3%
o/w hypermarkets
-4.6%
+8.0%
+3.9%
o/w supermarkets
+8.3%
+5.5%
+6.4%
o/w convenience
+19.0%
+8.9%
+12.2%
April LFL
May/June LFL
Q2 LFL
Group
+0.3%
+9.4%
+6.3%
Food
+1.6%
+7.5%
+5.5%
Non-food
-7.9%
+19.9%
+11.0 %
April: A month marked by lockdown
April was characterized by a lockdown situation in most of the
Group's countries. Quite similar purchasing behavior was observed
in the various countries, and particularly in Europe.
Consumers favored convenience (+19.0% LFL) and supermarkets
(+8.3% LFL), which were more accessible, at the expense of
hypermarkets (-4.6% LFL). Across all formats, the number of store
visits was lower, while the average basket increased significantly.
Food e-commerce maintained the strong momentum observed in
March.
The non-food market was penalized (-7.9%), in particular certain
categories such as apparel, which were deemed non-essential. In
several Group countries (notably in Spain and in Italy),
authorities also mandated the closure of certain non-food
departments.
Market players momentarily reduced promotional activity, notably
due to the suspension of catalogues during lockdown.
May and June: Good post-lockdown momentum
Gradually from May, European countries began to ease lockdown.
In Brazil, health policy is different from state to state, with a
local approach to lockdown, while Argentina remains confined to
this day.
Although health situations and timetables vary from country to
country, some trends stand out:
- In May and June, food markets were generally buoyant,
benefiting in particular from repressed demand for out-of-home
consumption
- The attractiveness of convenience and supermarket formats was
confirmed (+8.9% LFL in Group convenience and +5.5% LFL in Group
supermarkets in May/June). Carrefour continued expansion in
convenience: With 1,563 new convenience stores since the start of
the transformation plan (+521 in H1), the Group is on track to
reach its target of 2,700 openings by 2022
- Hypermarkets, which were again fully accessible, experienced
sustained activity (Group hypermarkets LFL at +8.0% in May/June).
They played their role after lockdown (price, social distancing,
promotion), even if they were penalized in some countries by a slow
recovery in shopping mall traffic. Carrefour continued to invest in
customer satisfaction and purchasing power
- Non-food departments, reopened in all countries, have regained
attractiveness
Other activities
The COVID-19 crisis has had an impact on several other Group
activities:
- Financial services: Faced with an
uncertain macroeconomic environment, Carrefour very quickly
increased the selectivity of its credit granting policy, as well as
its recovery procedures. The Group has also taken cost-saving
measures. The cost of risk has increased in a context of economic
crisis
- Other services (travel, ticketing,
rentals, etc.): Qualified as “non-essential,” these services
were forced to close during lockdown
- BtoB (HoReCa): These activities
suffered from the closure of restaurants, bars, hotels and
collective catering sites. In Atacadão stores in Brazil, the
decline in business with professionals was offset by a marked
increase in sales to individuals
- Petrol: Petrol sales were
penalized by traffic restrictions (volume effect) as well as the
marked drop in oil prices (price effect)
THE GROUP IS ACCELERATING, SUPPORTED BY THE ACHIEVEMENTS OF
THE CARREFOUR 2022 PLAN
In the first half of 2020, the solid commercial (+7.0% LFL
growth) and operational (+29.1% increase in recurring operating
income at constant exchange rates) performance demonstrates that
Carrefour is fully benefiting from the initiatives of its strategic
plan and from its responsiveness to the crisis. The current period
thus confirms the relevance of the choices made in January 2018 and
strengthens the Group's confidence in the success of its
transformation plan.
Customer satisfaction: Further
three-point increase in NPS®
The priority given by Carrefour to customer satisfaction, based
on the “5/5/5” method, resulted in the first half in further
improvement in NPS® (+3 points at the end of June 2020 vs. December
2019).
This method is based on the individual and collective commitment
of employees, at headquarters and in stores, around a common
priority - customer satisfaction - through 15 commitments divided
into three categories (trust, service, proximity).
Since 2018, this method has contributed to commercial success in
the countries where it has already been implemented (e.g.
Argentina, Spain, Taiwan, Poland).
In 2019, Carrefour initiated the Group-wide deployment of the
"5/5/5" method, making it possible to meet customer expectations in
a very concrete way. This deployment accelerated in H1 2020 despite
health constraints.
Food e-commerce: Growth of above
+100% in Q2 2020 (c. +70% in H1)
The sanitary crisis is leading to unprecedented growth in food
e-commerce, which posted marked progression in all of the Group's
geographies in H1 2020. During the crisis, Carrefour attracted
850,000 new customers worldwide, of which more than 500,000 in
France.
The progress Carrefour has made in recent years has enabled it
to take full advantage of this trend, with adapted logistics and
services (overhaul of digital platforms, increase in order
preparation and distribution capabilities).
During the first half of the year, Carrefour demonstrated strong
responsiveness to meet the surge in demand:
- New services: “Essentials” baskets, launch of food marketplaces
in France and Brazil (Atacadão), new voiced-based food shopping
experience with Google in France
- Opening of new in-store order preparation areas and
acceleration of warehouses mechanization
- Increase in distribution capacities: Accelerated deployment of
a network of drives and pedestrian drives (2,033 units at end June
2020, including +337 in H1) and new partnerships (UberEats in
Belgium, Taiwan and France - with exclusivity in regions; Glovo in
Poland and Food Panda in Taiwan)
The Group is thus establishing itself as a leading player in
food e-commerce and intends to accelerate further on this
segment.
Price competitiveness: Continued
price investments
Carrefour has been making significant investments in the
competitiveness of its offer since 2018. Good levels of price
competitiveness have been achieved in many countries, particularly
in Latin America, Spain and Eastern Europe.
These investments contributed to the strong commercial momentum
in the first half. The Group intends to continue strengthening its
competitiveness, notably in France.
In H1, the Group invested notably:
- In France: Launch of the “Market Loyalty Rewards” in
supermarkets in January (10% discount every day on fresh products)
and “Committed Prices” (repositioning of 150 core Carrefour-branded
products) at the end of May
- In Belgium: New price cuts on 1,000 products initiated at the
end of May
Particular attention is paid to Carrefour-branded products,
which offer excellent value for money and whose penetration was up
by +2 points in H1 2020 (vs H1 2019) to 29% of sales.
Organic and local: Organic sales
up by c. 25% in H1 2020
In the first half of the year, the Group strongly accelerated
the development of organic product ranges (growth of c. +25% in H1
2020, i.e. sales of €1.4 billion) and local sourcing.
In France, Carrefour supports a growing number of local
producers on a daily basis in their conversion to organic farming.
The number of new support contracts since 2018, whose initial
target of 500 had already been reached one year ahead of plan,
stood at 682 at the end of June 2020 (+142 in H1).
Investments in organic products also materialized through the
acceleration of the development of the SoBio banner. Its store
network reached 18 points of sale at the end of June 2020 (+6
openings in H1) against 8 when initially acquired. The Group's
ambition is to continue the expansion of this banner.
Cost-reduction momentum and financial
discipline: Cost-savings plan raised to €3.0bn
Since the launch of the Carrefour 2022 plan, the Group has
adhered to unfailing financial discipline. With a strong
cost-reduction momentum, Carrefour benefited in the half from the
culture of operational efficiency implemented over the past three
years (purchasing alliances, negotiation protocols, etc.).
In H1 2020, the Group thus achieved further savings of €480m
(i.e. €2,440m since the start of the plan). This momentum now makes
it possible to raise the savings target to €3.0bn (vs. €2.8bn) by
the end of 2020. It will continue beyond 2020.
Carrefour is also vigilant with regard to the selectivity and
productivity of its investments, whose budget should be contained
below €1.5bn in 2020.
As part of its objective of additional disposals of
non-strategic real estate assets (€300m by 2022), Carrefour
concluded several transactions for a total amount of around €40m at
the end of June.
Consolidation strategy through targeted
acquisitions: First achievements in Brazil and
Taiwan
On the strength of its balance sheet, its enhanced know-how and
its solid market positions, Carrefour is positioned as a natural
consolidator in the regions in which it is present. The Group is
more attentive than ever to acquisition opportunities of moderate
size, offering perfect complementarity with its existing
activities. The acquisitions of Makro in Brazil and Wellcome in
Taiwan, carried out under attractive financial conditions, are a
perfect illustration of this strategy.
- In Q1, Carrefour Brazil signed an agreement with Makro
Atacadista SA for the acquisition of 30 Cash & Carry stores,
for a price of 1.95bn Brazilian Reais. The review process by the
Brazilian competition authority is progressing as expected. Closing
is expected in Q4 2020
- In Q2, Carrefour entered into an agreement with Dairy Farm to
acquire Wellcome Taiwan and accelerate its expansion with the
acquisition of 224 convenience stores, thereby consolidating its
position as the main multi-format food retailer in this market. The
transaction is subject to the approval of the Taiwanese competition
authority. Closing is expected by the end of 2020
CARREFOUR, A COMMITTED COMPANY
In the half, Carrefour took several steps in pursuit of a model
of sustainable value creation for all its stakeholders.
Leader of the food transition for
all: On track to achieve the 2020 objectives of the "CSR and
Food Transition" index
Since the launch of its transformation plan, Carrefour set
itself the ambition of being the leader in the food transition for
all. This ambition was enshrined in the Group's bylaws as its
"raison d'être" on the occasion of the 2019 Annual General
Meeting.
In 2018, Carrefour created the "CSR and Food Transition" index,
which tracks the performance of this strategy and the concrete
implementation of its "raison d'être." The Group achieved a score
of 104% in 2018 and 114% in 2019 and is on track to achieve its
2020 targets.
In H1 2020:
- Sales of products from Carrefour Quality Lines (FQC) are up by
+14%. Their penetration rate, which reached 7.2% in the fresh
department, is in line with the objective of 10% in 2022
- In-store energy consumption was reduced by 4%, in line with
targets
- The reduction in packaging should be equivalent to that
achieved in 2019 (i.e. a reduction of 2,000 tons), notably thanks
to the deployment of “zero plastic” in the fruit and vegetable
departments
Fight against climate change:
Heightened ambitions to reduce greenhouse gas emissions
Carrefour was committed to reducing the carbon footprint linked
to its stores by 40% by 2025 (vs. 2010). Having reached 39%, the
objective was already almost achieved by 2019. Carrefour is
therefore raising its ambitions for its stores (scopes 1 and 2) and
supplementing its climate plan with new ambitious commitments for
products sold in stores (scope 3). These new objectives2 were
approved by the Science Based Target initiative (SBTi) led by the
CDP, the Global Compact, the World Resources Institute (WRI) and
the WWF®, confirming Carrefour's commitment to the 2° C scenario
developed by the IPCC.
The Group also obtained an A rating from the CDP Climate. It is
thus recognized as the leading French distributor in this area and
ranks among the top 2% of companies in the fight against climate
change.
Partnerships with suppliers:
Major players associated with Carrefour's responsible
approach
Carrefour is the first retailer to invite its largest suppliers
to participate in its responsible approach. By signing the “Food
Transition Pact” proposed by Carrefour, the latter subscribe to
commitments on nutrition, controversial substances, packaging and
climate. 24 large international companies have thus joined forces
with Carrefour in order to pursue common initiatives on these
themes.
Carrefour recently launched the “Forest Positive Coalition of
Action” within the Consumer Goods Forum, which brings together more
than 400 global retailers and manufacturers. The approach is led by
Alexandre Bompard and Grant Reid, CEO of Mars.
Social and societal responsibility
measures: Decisions in the context of the pandemic
In the exceptional context of the pandemic and in a responsible
corporate approach, exceptional bonuses and similar benefits were
paid to front-line employees.
At the same time, Alexandre Bompard informed the Board of
Directors of his decision to give up 25% of his fixed compensation
for a period of two months. In addition, the fixed remuneration of
the members of the Executive Committee was frozen for all of 2020,
and they were asked to forsake 10% of their fixed remuneration for
a period of two months. Finally, the members of the Board of
Directors have decided to reduce their directors’ fees by 25% for
the current year.
The corresponding amounts will be used to finance solidarity
actions for Group employees, in France and abroad.
In a gesture of social and societal responsibility linked to the
particular context of the pandemic, the Board of Directors also
decided to reduce the dividend proposed for the 2019 financial year
by 50%, to 0.23 euro per share.
SECOND-QUARTER 2020 SALES INC. VAT
As in the first quarter, second-quarter sales were strongly
impacted by changes in consumer purchasing behavior, as well as by
lockdown measures linked to the COVID-19 pandemic in all the
Group’s countries.
On a like-for-like basis (LFL), second-quarter sales
including VAT increased by +6.3%. The Group's gross sales
reached €18,710m pre-IAS 29, an increase of +0.3% at constant
exchange rates. This increase includes an unfavorable petrol effect
of -5.8% due to mobility restrictions linked to lockdown and the
drop in oil prices. Taking into account an unfavorable exchange
rate effect of -6.7%, mainly due to the depreciation of the
Brazilian Real and the Argentine Peso, total sales variation at
current exchange rates amounted to -6.3 %. The impact of the
application of IAS 29 is - €66m.
In France, Q2 2020 sales were up +0.7% on a LFL
basis.
- Hypermarkets (-3.6% LFL) have
shown a marked improvement in performance since mid-May, after
having particularly suffered during lockdown due to mobility
restrictions
- Supermarkets (+4.3% LFL) posted a
solid performance and continued to benefit from the repositioning
initiated since 2018
- The excellent momentum in convenience (+11.4% LFL) was confirmed. Carrefour
is continuing to expand in this growth format for the Group with
+79 openings in H1 2020
- Promocash’s activities were penalized by restaurant closures
and lockdown
In Europe, LFL growth reached +4.7% over the quarter.
- In Spain(+9.8% LFL), in a market boosted by the shift
away from eating out-of-home, Carrefour benefited from its
increased attractiveness, including in hypermarkets, and confirmed
its excellent momentum. Food e-commerce sales doubled. Constant
attention to customer satisfaction continued to pay off
- In Italy (-7.4% LFL), the market entered negative
territory in June3. Carrefour was penalized by its exposure to
shopping centers, closed until May 18, and to tourist areas, which
were particularly affected by the crisis
- In Belgium (+15.9% LFL), Carrefour continued the market
share gains recorded in Q11. In a dynamic market benefiting from
the closure of borders, the Group capitalized on a well-adapted
store network, notably medium-sized hypermarkets close to city
centers. Carrefour also benefited from the price repositioning
initiated in November 2019, reinforced in May by a second wave of
investments in 1,000 products
- In Poland(-4.2% LFL) and Romania (-2.2% LFL), the
Group was penalized in the quarter by its strong exposure to stores
located in shopping centers, which have reopened only gradually
since May
Strong commercial momentum continues in Latin America
(+20.9% LFL).
- In Brazil, Q2 sales were up +15.4% at constant exchange
rates, with like-for-like growth of +14.9%, a contribution from
openings of +4.5% and a negative petrol effect of -2.9%. The
currency effect was an unfavorable -29.5%
- Carrefour Retail posted
exceptional sales growth, up +30.3% LFL. This remarkable momentum
is driven by both food and non-food. It reflects the repositioning
of hypermarkets since 2018, allowing significant market share
gains. Food e-commerce recorded record growth of more than
+360%
- Atacadão’s sales are up +13.5% at
constant exchange rates, with like-for-like growth of +8.6% and a
contribution from openings of +6.3%. The banner continued its
expansion, with the opening of a new store in Q2 and 5 in the first
half
- Financial services billings were
broadly stable (+0.3%), given greater selectivity in granting
credit since Q1
- In Argentina (+54.0% LFL), the good commercial momentum
continued, with volumes increasing continuously. Strengthening
price leadership and proximity to customers are differentiating
assets
In Taiwan (Asia), sales increased by +2.2% at constant
exchange rates and by -2.5% on a LFL basis in Q2. In a shrinking
market, market share remained stable during the quarter4. Consumers
postponed certain non-food purchases in view of the expected
distribution of coupons by the government in July.
FIRST-HALF 2020 INCOME STATEMENT
On a like-for-like basis (LFL), first-half sales including
VAT increased by +7.0%. The Group’s gross sales stood at
€38,155m pre-IAS 29, an increase of +3.8% at constant exchange
rates. This increase took into account an unfavorable -3.7% petrol
effect. Including an unfavorable currency effect of -5.5%, the
total sales variation at current exchange rates was -1.6%. The
impact of the application of IAS 29 is -€76m.
Net sales stood at €34,265m.
Gross margin stood at 21.8% of net sales, down 21bps,
taking into account price investments, the momentary increase in
logistics costs and the evolution of the integrated/franchisee mix,
partly offset by purchasing gains.
Distribution costs decreased to 16.6% of net sales, vs
17.2% in H1 2019. They benefited from the cost-savings plans and
include costs related to store openings and new services offered to
customers, notably in digital.
Group EBITDA reached €1,886m, representing a margin of
5.5%, up +43bps.
Group recurring operating income (ROI) rose to €718m, an
increase of +€181m€ (+29.1%) at constant exchange rates (the
currency effect is a negative -€86m, notably due to the
depreciation of the Brazilian Real). Operating margin is up +31bps,
to 2.1%.
The strong increase in ROI (+€181m at constant exchange rates)
reflects:
- The good overall performance of retail activities
- The decrease of the contribution from financial services
(c.-€70m at constant exchange rates/c.-€90m at current exchange
rates) due to higher cost of risk
- The c.-€50m in total impact of lockdown on other services (e.g.
travel, ticketing) and on BtoB sales (HoReCa) in Europe (inc.
France)
- In France, recurring operating income amounted to €125m,
compared to €120m in H1 2019. Operating margin increased by +5bps
to 0.8%. This change reflects the good dynamics of distribution
activities, despite the drop in hypermarket activity during
lockdown. ROI in France was impacted by approximately -€70m by the
increase in the cost of risk in financial services and the sharp
slowdown in service activities and Promocash
- In Europe (ex-France), recurring operating income rose
sharply by +59.0% (+€74m) at constant exchange rates, to €199m.
Operating margin improved by +69bps to 1.9%. All countries saw an
increase in ROI. Profitability in Europe benefited from a
significant increase in activity as well as good cost-cutting
dynamics across all geographies
- In Latin America, recurring operating income rose +27.5%
at constant exchange rates, to €373m. Operating margin increased by
+60bps to 5.7%, reflecting a commercial strategy promoting volume
growth. The impact of the application of IAS 29 is -€11m
- In Brazil, the strong growth in activity was combined with
increased cost discipline and greater operational efficiency. ROI
is therefore up sharply, by +20.3% at constant exchange rates
- In Argentina, ROI increased significantly and turned positive
in the first half for the first time since 2012
- In Taiwan (Asia), profitability improved again with ROI
increasing to €49m vs €40m in H1 2019, i.e. an operating margin up
to 4.5% compared to 4.1% in H1 2019. This increase reflects good
expansion momentum and strict cost control
Non-recurring income and expenses stood at €(234)m vs
€(610)m in H1 2019. It notably includes the payment of exceptional
bonuses and similar benefits to Group employees for an amount of
€(128)m. Restructuring expenses are down to €(42)m vs €(342)m in H1
2019.
Net income, Group share improved by a strong +€437m and
stood at €(21)m, vs €(458)m in H1 2019. It includes the following
items:
- Net financial expenses of €(173)m, quasi stable vs H1
2019
- An income tax charge of €(238)m, compared to €(192)m in H1 last
year. This charge reflects the increase in pre-tax income and a
normative tax rate of 32.1% (compared to 33.9% in H1 2019),
excluding non-current income and taxes not assessed on pre-tax
income
- Net income from discontinued operations, Group share of
€3m
Adjusted net income, Group share improved by +€98m, to
€253m vs €155m in H1 2019.
CASH FLOW AND DEBT
In H1 2020, the Group posted an improvement of +€95m in net
free cash flow adjusted for exceptional items and discontinued
operations, going from €(1,934)m to €(1,839)m.
Net free cash flow amounted to €(2,193)m in H1 2020, up
by +€197m compared to H1 2019.
- It primarily reflects the increase in EBITDA of
+€116m
- It also includes the following items:
- The payment of exceptional bonuses and similar benefits
to Group employees (€128m)
- A lower cash-out for restructuring costs of €184m (vs.
€269m in H1 2019)
- The absence of a dividend from Carmila (vs €73m in H1
2019)
- A change in working capital requirement improving
by +€57m reflecting:
- Dynamic activity
- A stable level of inventories vs June 2019
- An unfavorable calendar effect on trade payables
- Lower petrol sales
- Capex down by -€179m to €449m in H1 2020, against €628m
in H1 2019. They continue to benefit from selectivity and
productivity measures and were reduced in the context of the
crisis
- A -€21m decrease in the cost of net financial debt
thanks to better refinancing of bond issues
Net financial debt decreased by €935m at constant
exchange rates to €5,218m at June 30, 2020 vs €5,958m at June 30,
2019, thanks to improved free cash flow and proceeds from disposals
in H2 2019 (China and Cargo).
Shareholder equity, Group share, stood at €9,283m at June
30, 2020.
DIVIDEND
Following the decision of the General Meeting of May 29, 2020,
shareholders were offered the option of receiving the dividend of
€0.23 per share in cash or in Group shares. At the end of the
option period on June 23, 2020, the shareholders who chose the
payment of the 2019 dividend in shares represented approximately
69% of the capital. Thus, of the total €183m in dividends, €57m
were paid in cash on June 29, 2020 and €126m were paid in the form
of 10,358,336 new shares (representing 1.28% of the capital as of
May 31, 2020).
ENHANCED LIQUIDITY AND SOLID BALANCE SHEET
Since 2018, Carrefour has demonstrated great financial
discipline and has strengthened its balance sheet and liquidity. It
has one of the strongest balance sheets in the industry.
At June 30, 2020, the Group
was rated Baa1 with negative outlook by Moody’s and BBB with stable
outlook by Standard & Poor’s.
The Group's liquidity was reinforced during the half by
the bond issue carried out in March for an amount of €1bn, maturing
in December 2027. The success of this operation, largely
oversubscribed, attests to the great confidence of bond investors
in the Carrefour signature.
In April, the Group redeemed a bond issue for an amount of
€802m.
In addition, Carrefour Brazil obtained bank financing for 1.5
billion Brazilian Reais over two and three years.
Finally, the Group has two credit facilities totaling €3.9bn,
which have not been drawn down to date. In June 2020, these two
facilities were the subject of a one-year maturity extension
agreement for 95% of the total amount, extending their maturity to
June 2025
Carrefour's solid balance sheet is an important asset in the
current context, marked by rapid changes in the food retail sector,
the COVID-19 pandemic and an economic slowdown.
STRATEGIC ORIENTATIONS AND OBJECTIVES CONFIRMED
The Group is continuously working on precisely assessing the
impact of the COVID-19 pandemic, notably on the evolution of
consumer purchasing behavior.
The Group reiterates the orientations of the Carrefour 2022
strategic plan, is raising its cost-reduction plan objective and
confirms all of its other operational and financial objectives.
Operational objectives
- Improvement in the Group NPS® of +15 points over 2020-22
period, i.e. +23 points since the start of the plan
- Reduction of 350,000 sq. m of hypermarket sales area worldwide
by 2022
- -15% reduction in assortments by 2020
- Carrefour-branded products accounting for one-third of sales in
2022
- 2,700 convenience store openings by 2022
Financial objectives
- €4.2bn in food e-commerce sales in 2022
- €4.8bn in sales of organic products in 2022
- Three-year cost-reduction plan raised to €3.0bn (vs €2.8bn
previously) on an annual basis by end 2020. Continued
cost-reduction momentum beyond 2020
- €300m in additional disposals of non-strategic real estate
assets by 2022
End 2019
End June 2020
Objective
Operational objectives
Improvement in the Group NPS®
+8 points
+11 points
+23 points by 2022
Reduction of hypermarket sales
area
115,000 sq. m
133,000 sq. m
350 000 sq. m by 2022
Reduction in assortments
-10.1%
-10.3%
-15% by 2020
Sales of Carrefour-branded
products
27% of sales +2 points yoy
29% of sales +2 points yoy
1/3 of sales by 2022
Convenience store openings
+1,042
+1,563
+2,700 by 2022
Financial objectives
Food e-commerce sales
€1.3bn
€1.1bn in H1
€4.2bn in 2022
Sales of organic products
€2.3bn
€1.4bn in H1
€4.8bn in 2022
Cost-reduction plan
€2.0bn
€2.4bn
€3.0bn by end 2020
Disposals of non-strategic real
estate assets
Initial objective of €500m
achieved at end-2019
€40m
€300m
additional
by 2022
The Carrefour Board of Directors met on July 28, 2020 under the
chairmanship of Alexandre Bompard and approved the condensed
consolidated financial statements for the first half of 2020. These
accounts were reviewed by the statutory auditors who expressed an
unqualified conclusion.
APPENDIX
Second-quarter 2020 sales inc. VAT
The Group's sales amounted to €18,710m pre-IAS 29. Foreign
exchange had an unfavorable impact in the second quarter of -6.7%,
largely due to the depreciation of the Brazilian Real and the
Argentine Peso. Petrol had an unfavorable impact of -5.8%. The
calendar effect was an unfavorable -0.4%. The effect of openings
was a favorable +1.2%. The impact of the application of IAS 29 was
-€66m.
Sales inc. VAT (€m)
Variation ex petrol ex
calendar
Total variation inc.
petrol
LFL
Organic
at current exchange
rates
at constant exchange
rates
France
8,896
+0.7%
-0.0%
-8.4%
-8.4%
Hypermarkets
4,327
-3.6%
-4.2%
-12.6%
-12.6%
Supermarkets
3,052
+4.3%
+2.9%
-6.3%
-6.3%
Convenience /other formats
1,516
+6.3%
+7.0%
+0.6%
+0.6%
Other European
countries
5,717
+4.7%
+4.5%
-0.1%
+0.5%
Spain
2,355
+9.8%
+9.8%
+1.7%
+1.7%
Italy
1,150
-7.4%
-8.5%
-11.1%
-11.1%
Belgium
1,193
+15.9%
+15.9%
+16.0%
+16.0%
Poland
479
-4.2%
-4.5%
-10.3%
-5.6%
Romania
540
-2.2%
+0.2%
-1.7%
+0.1%
Latin America (pre-IAS
29)
3,586
+20.9%
+24.2%
-11.8%
+20.9%
Brazil
2,982
+14.9%
+19.0%
-14.1%
+15.4%
Argentina (pre-IAS 29)
603
+54.0%
+53.5%
+1.4%
+52.8%
Asia
511
-2.5%
+1.6%
+8.7%
+2.2%
Taiwan
511
-2.5%
+1.6%
+8.7%
+2.2%
Group total (pre-IAS
29)
18,710
+6.3%
+6.6%
-6.3%
+0.3%
IAS 29(1)
(66)
Group total (post-IAS
29)
18,644
Note: (1) hyperinflation and currencies
First-half 2020 sales inc. VAT
The Group's sales amounted to €38,155m pre-IAS 29. Foreign
exchange had an unfavorable impact in the first half of -5.5%,
largely due to the depreciation of the Brazilian Real and the
Argentine Peso. Petrol had an unfavorable impact of -3.7%. The
calendar effect was a favorable +0.2%. The effect of openings was a
favorable +1.3%. The impact of the application of IAS 29 was
-€76m.
Sales inc. VAT (€m)
Variation ex petrol ex
calendar
Total variation inc.
petrol
LFL
Organic
at current exchange
rates
at constant exchange
rates
France
18,188
+2.4%
+1.6%
-3.0%
-3.0%
Hypermarkets
8,952
-1.4%
-2.0%
-6.8%
-6.8%
Supermarkets
6,235
+6.2%
+4.5%
-0.4%
-0.4%
Convenience /other formats
3,001
+6.6%
+7.3%
+4.2%
+4.2%
Other European
countries
11,364
+5.4%
+5.1%
+2.6%
+3.0%
Spain
4,636
+8.3%
+8.1%
+3.5%
+3.5%
Italy
2,376
-2.6%
-4.1%
-5.3%
-5.3%
Belgium
2,247
+11.2%
+11.1%
+11.5%
+11.5%
Poland
1,005
+2.0%
+1.7%
-2.2%
+0.5%
Romania
1,101
+3.5%
+6.0%
+4.8%
+6.4%
Latin America (pre-IAS
29)
7,463
+19.0%
+22.2%
-6.1%
+20.7%
Brazil
6,224
+11.4%
+15.3%
-8.2%
+13.8%
Argentina (pre-IAS 29)
1,239
+61.4%
+60.4%
+6.0%
+60.6%
Asia
1,140
+2.1%
+7.0%
+12.1%
+6.0%
Taiwan
1,140
+2.1%
+7.0%
+12.1%
+6.0%
Group total (pre-IAS
29)
38,155
+7.0%
+7.3%
-1.6%
+3.8%
IAS 29(1)
(76)
Group total (post-IAS
29)
38,079
Note: (1) hyperinflation and currencies
Geographic breakdown of H1 2020 net sales and recurring
operating income
Net sales
Recurring operating
income
(in €m)
H1 2019
H1 2020
Variation at constant
exchange
rates
Variation at current
exchange
rates
H1 2019
H1 2020
Variation at constant
exchange
rates
Variation at current
exchange
rates
France
16,789
16,357
(2.6%)
(2.6%)
120
125
4.2%
4.2%
Europe (ex France)
9,988
10,246
3.0%
2.6%
126
199
59.0%
58.9%
Latin America
7,134
6,569
20.0%
(7.9%)
362
373
27.5%
2.9%
Asia
974
1,092
6.0%
12.1%
40
49
15.0%
21.6%
Global functions
-
-
-
-
(25)
(28)
(13.4%)
(12.7%)
TOTAL
34,885
34,265
3.9%
(1.8%)
624
718
29.1%
15.2%
Consolidated income statement H1 2020 vs H1 2019
(in €m)
H1 2019
H1 2020
Variation at constant exchange
rates
Variation at
current exchange rates
Net sales
34,885
34,265
3.9%
(1.8%)
Net sales, net of loyalty
program costs
34,549
33,949
4.0%
(1.7%)
Other revenue
1,204
1,121
0.8%
(6.9%)
Total revenue
35,752
35,070
3.9%
(1.9%)
Cost of goods sold
(28,086)
(27,612)
4.0%
(1.7%)
Gross margin
7,667
7,457
3.3%
(2.7%)
As a % of net sales
22.0%
21.8%
(13pbs)
(21pbs)
SG&A
(6,015)
(5,700)
0.4%
(5.2%)
As a % of net sales
17.2%
16.6%
(58pbs)
(61pbs)
Recurring operating income
before D&A (EBITDA)(1)
1,770
1,886
13.4%
6.5%
EBITDA margin
5.1%
5.5%
47pbs
43pbs
Depreciation and amortization
(1,029)
(1,039)
4.2%
1.0%
Recurring operating income
(ROI)
624
718
29.1%
15.2%
Recurring operating margin
1.8%
2.1%
43pbs
31pbs
Income from associates and joint
ventures
(1)
(2)
Recurring operating income
including income from associates and joint ventures
622
716
Non-recurring income and
expenses
(610)
(234)
Operating income
12
482
Financial result
(165)
(173)
Finance costs, net
(112)
(91)
Net interests related to leases
commitment
(60)
(48)
Other financial income and
expenses
7
(34)
Income before taxes
(153)
308
Income tax expense
(192)
(238)
Net income from continuing
operations
(345)
70
Net income from discontinued
operations
(45)
3
Net income
(390)
73
of which Net income, Group
share
(458)
(21)
of which continuing
operations
(415)
(23)
of which discontinued
operations
(43)
3
of which Net income,
Non-controlling interests
68
94
of which continuing
operations
70
94
of which discontinued
operations
(2)
-
Net Income, Group share,
adjusted for exceptional items
155
253
Depreciation from supply chain
(in COGS)
(118)
(129)
Net Income, Group share,
adjusted for exceptional items, per share
0.20
0.32
Weighted average number of shares
pre-dilution (in millions)
781.6
801.3
Note: (1) Recurring Operating Income Before Depreciation and
Amortization (EBITDA) also excludes depreciation and amortization
from supply chain activities which is booked in cost of goods
sold
Consolidated balance sheet
(in €m)
June 30, 2019
June 30, 2020
ASSETS
Intangible assets
9,410
9,300
Tangible assets
11,311
10,424
Financial investments
1,443
1,393
Deferred tax assets
770
770
Investment properties
312
277
Right-of-use asset
4,226
4,052
Consumer credit from financial-service
companies – Long-term
2,406
2,070
Other non-current assets
1,755
1,621
Non-current assets
31,633
29,906
Inventories
5,848
5,555
Trade receivables
2,752
2,532
Consumer credit from financial-service
companies – Short-term
4,163
3,179
Tax receivables
895
793
Other assets
884
957
Current financial assets
316
357
Cash and cash equivalents
1,522
2,750
Current assets
16,380
16,123
Assets held for sale
2,452
24
TOTAL
50,465
46,053
LIABILITIES
Shareholders' equity, Group share
8,277
9,283
Minority interests in consolidated
companies
2,157
1,480
Shareholders' equity
10,434
10,763
Deferred tax liabilities
598
600
Provision for contingencies(1)
3,991
2,854
Borrowings – Long-term
6,215
6,379
Lease liabilities – Long-term
3,495
3,348
Bank loans refinancing – Long-term
1,878
1,298
Tax payables – Long-term(1)
-
314
Non-current liabilities
16,178
14,793
Borrowings – Short-term
1,624
1,909
Lease liabilities – Short-term
822
892
Trade payables
11,619
11,157
Bank loans refinancing – Short-term
3,975
3,275
Tax payables – Short-term(1)
996
1,030
Other debts
2,773
2,234
Current liabilities
21,808
20,496
Liabilities related to assets held for
sale
2,046
-
TOTAL
50,465
46,053
Note: (1) The application of IFRIC 23 had an impact on the
presentation of the Group's financial statements from December 31,
2019 (see Note 4 of the consolidated financial statements as of
December 31, 2019). As a result, tax risks relating to income tax,
classified under Provision for contingencies as of June 30, 2019,
are shown under tax payables - long or short term as of June 30,
2020
Consolidated cash-flow statement
(in €m)
H1 2019
H1 2020
NET DEBT AT OPENING
(3,510)(1)
(2,615)
Gross cash-flow (continuing
operations)
1,263
1,260
Change in working capital
(2,159)
(2,102)
Impact of discontinued
operations
(9)
(27)
Cash-flow from
operations
(904)
(869)
Capital expenditure
(628)
(449)(2)
Change in net payables to fixed
assets suppliers
(183)
(328)
Net asset disposals
50
51
Impact of discontinued
operations
(23)
-
Free cash-flow
(1,689)
(1,595)
Free cash-flow excluding
exceptional items and discontinued operations
(1,350)
(1,241)
Financial investments
(73)
(122)
Proceeds from disposals of
subsidiaries
74
14
Others
(59)
(72)
Impact of discontinued
operations
1
-
Cash-flow after
investments
(1,746)
(1,775)
Capital increase
45
1
Dividends paid
(60)
(145)
Cost of net financial debt
(112)
(91)
Operating leases payment incl.
interests
(496)
(525)
Others
(79)
(67)
NET DEBT AT CLOSE
(5,958)
(5,218)
Notes : (1) Finance lease liabilities recognized in accordance
with IAS 17 for €275m at December 31, 2018 were reclassified in
lease commitments at January 1, 2019; (2) Restated for the
downpayment made in respect of the acquisition of Makro
EBITDA to free cash-flow bridge
(in €m)
H1 2019
H1 2020
Variation
EBITDA
1,770
1,886
116
Income tax paid
(231)
(227)
4
Financial result (excl. cost of
debt and interest related to leases obligations)
7
(34)
(41)
Others (incl. cash impact of
restructuring items)
(283)
(365)
(82)
Gross cash-flow (excl.
discontinued)
1,263
1,260
(3)
Change in working capital
(2,159)
(2,102)
57
Discontinued operations
(9)
(27)
(18)
Operating cash-flow (incl.
exceptional items and discontinued)
(904)
(869)
35
Capital expenditure
(628)
(449) (1)
179
Change in net payables to fixed
asset suppliers
(183)
(328)
(145)
Net asset disposals
(business-related)
50
51
1
Discontinued operations
(23)
-
23
Free cash-flow
(1,689)
(1,595)
94
Free cash-flow from continuing
operations, excl. exceptional items
(1,350)
(1,241)
109
Exceptional items and
discontinued operations (2)
(339)
(354)
(15)
Operating leases payment (incl.
interests) (financial lease IAS 17) – Excl. China
(24)
(19)
5
Operating leases payment (incl.
interests) net of financial sub-lease payment received – Excl.
China
(448)
(488)
(40)
Operating leases payment (incl.
interests) – China
(117)
-
117
Cost of debt
(112)
(91)
21
Net free cash-flow
(2,390) (3)
(2,193)
197
Net free cash-flow from
continuing operations, excl. exceptional items
(1,934)
(1,839)
95
Exceptional items and
discontinued operations (4)
(456)
(354)
102
Notes : (1) Restated for the downpayment made in respect of the
acquisition of Makro ; (2) Discontinued operations, restructuring
(€184m in H1 2020 and €269m in H1 2019), payment of exceptional
bonuses and similar benefits to Group employees (€128m in H1 2020),
Cargo capex cashed out (€29m in H1 2019) and others ; (3) €(2,390)m
= €(2,273)m [net free cash-flow published on June 30, 2019] +
€(117)m [Operating leases payment (incl. interests) – China] ; (4)
€(456)m = €(339)m [Exceptional items and discontinued
operations(2)] + €(117)m [Operating leases payment (incl.
interests) – China]
Change in shareholders’ equity
(in €m)
Total shareholders'
equity
Shareholders' equity, Group
share
Minority interests
At December 31, 2019
11,675
9,940
1,736
Total comprehensive income over
the period
(790)
(593)
(197)
Dividends
(130)
(57)
(73)
Impact of scope and others
7
(6)
13
At June 30, 2020
10,763
9,283
1,480
Net income, Group share, adjusted for exceptional
items
(in €m)
H1 2019
H1 2020
Net income, Group
share
(458)
(21)
Restatement for non-recurring
income and expenses (before tax)
610
234
Restatement for exceptional items
in net financial expenses
10
19
Tax impact(1)
16
29
Restatement on share of income
from companies consolidated by the equity method
-
-
Restatement on share of income
from minorities
(67)
(7)
Restatement for net income of
discontinued operations, Group share
43
(3)
Adjusted net income, Group
share
155
253
Note: (1) Tax impact of restated items (non-recurring income and
expenses and financial expenses) and exceptional tax items
Impact of the COVID-19 on the interim financial
statements
Impact in Income Statement:
Income and expenses for
first-half 2020 have been recorded and are presented using the same
principles as those applied in the 2019 Consolidated Financial
Statements. As a result, the effects of the COVID-19 crisis are
reflected at all levels of the income statement. The costs incurred
in connection with the COVID-19 health crisis were recognized in
recurring operating income for first-half 2020, including necessary
costs relating to logistics or product distribution in stores or to
customers’ homes, as well as costs relating to protecting the
health of employees, customers and service providers. In accordance
with the Group’s accounting principles, exceptional bonuses and
similar benefits have been recognized in non-current expenses for a
total amount of €128m.
Others:
For further detail, please refer to note 3.1 of the Condensed
Consolidated Financial statements.
Application of IAS 29 - Accounting treatment of
hyperinflation for Argentina
The impact on Group sales is presented in the table below:
Sales incl. VAT (€m)
2019
pre-IAS 29(1)
LFL(2)
Calendar
Openings
Scope and others(3)
Petrol
2020 at constant rates
pre-IAS 29
Forex
2020 at current rates
pre-IAS29
IAS 29(4)
2020 at current rates post-IAS
29
Q1
18,819
+7.8%
+0.9%
+1.3%
-0.8%
-1.5%
+7.5%
-4.2%
19,445
-10
19,435
Q2
19,974
+6.3%
-0.4%
+1.2%
-1.0%
-5.8%
+0.3%
-6.7%
18,710
-66
18,644
H1
38,793
+7.0%
+0.2%
+1.3%
-0.9%
-3.7%
+3.8%
-5.5%
38,155
-76
38,079
Notes: (1) restated for IFRS 5; (2) excluding petrol and
calendar effects and at constant exchange rates; (3) including
transfers; (4) hyperinflation and currencies
The impact of the application of IAS 29 on the main income
statement aggregates for H1 2020 is presented in the table
below:
IAS 29 impact (€m)
H1 2020
Recurring operating income
(ROI)
(11)
Financial result
12
Net Income, Group share, adjusted
for exceptional items
2
Application of IFRS 16 – Principles of accounting for
leases
The impact of the application of the IFRS 16 standard on the
main income statement aggregates for H1 2020 is presented in the
table below:
IFRS 16 impact (€m)
H1 2020
Recurring operating income
(ROI)
33
Recurring operating income before
D&A (EBITDA)
494
Financial result
(53)
Net Income, Group share, adjusted
for exceptional items
(14)
Expansion under banners – H1 2020
Thousands of sq. m
Dec. 31 2019
March 31 2020
Openings/ Store
enlargements
Acquisitions
Closures/ Store
reductions
Total Q2 2020 change
June 30 2020
France
5,475
5,467
+10
-
-11
-1
5,466
Europe (ex Fr)
5,596
5,793
+312
-
-23
+290
6,082
Latin America
2,616
2,632
+8
-
-
+8
2,640
Asia
1,050
1,046
-
-
-0
-0
1,045
Others1
1,379
1,385
+20
-
-2
+18
1,403
Group
16,116
16,322
+350
-
-35
+315
16,637
Store network under banners – H1 2020
N° of stores
Dec. 31 2019
March 31 2020
Openings
Acquisitions
Closures/ Disposals
Transfers
Total Q2 2020 change
June 30 2020
Hypermarkets
1,207
1,202
+5
-
-
-
+5
1,207
France
248
248
-
-
-
-
-
248
Europe (ex France)
455
453
+2
-
-
-
+2
455
Latin America
188
185
-
-
-
-
-
185
Asia
175
174
-
-
-
-
-
174
Others5
141
142
+3
-
-
-
+3
145
Supermarkets
3,344
3,360
+24
-
-9
0
+15
3,375
France
1,071
1,071
+3
-
-1
-
+2
1,073
Europe (ex France)
1,798
1,815
+15
-
-7
0
+8
1,823
Latin America
150
151
-
-
-
-
-
151
Asia
9
9
-
-
-
-
-
9
Others1
316
314
+6
-
-1
-
+5
319
Convenience stores
7,261
7,629
+97
-
-61
0
+36
7,665
France
3,959
3,928
+32
-
-27
-
+5
3,933
Europe (ex France)
2,646
3,047
+64
-
-33
0
+31
3,078
Latin America
530
527
+1
-
-
-
+1
528
Asia
68
69
-
-
-
-
-
69
Others1
58
58
-
-
-1
-
-1
57
Cash & carry
413
421
+2
-
-1
+1
422
France
146
147
-
-
-1
-
-1
146
Europe (ex France)
60
61
+1
-
-
-
+1
62
Latin America
193
199
+1
-
-
-
+1
200
Asia
-
-
-
-
-
-
-
-
Others1
14
14
-
-
-
-
-
14
Group
12,225
12,612
+128
-
-71
0
+57
12,669
France
5,424
5,394
+35
-
-29
-
+6
5,400
Europe (ex France)
4,959
5,376
+82
-
-40
0
+42
5,418
Latin America
1,061
1,062
+2
-
-
-
+2
1 064
Asia
252
252
-
-
-
-
-
252
Others1
529
528
+9
-
-2
-
+7
535
DEFINITIONS
Free cash-flow
Free cash flow corresponds to cash flow from operating
activities before net finance costs and net interests related to
lease commitment, after the change in working capital, less net
cash from/(used in) investing activities.
Net free cash-flow
Net free cash flow corresponds to free cash flow after net
finance costs and net lease payments.
Like for like sales growth (LFL)
Sales generated by stores opened for at least twelve months,
excluding temporary store closures, at constant exchange rates,
excluding petrol and calendar effects and excluding IAS 29
impact.
Organic sales growth
Like for like sales growth plus net openings over the past
twelve months, including temporary store closures, at constant
exchange rates.
Gross margin
Gross margin corresponds to the sum of net sales and other
income, reduced by loyalty program costs and cost of goods sold.
Cost of sales comprise purchase costs, changes in inventory, the
cost of products sold by the financial services companies,
discounting revenue and exchange rate gains and losses on goods
purchased.
Recurring Operating Income (ROI)
Recurring Operating Income corresponds to the gross margin
lowered by sales, general and administrative expenses, depreciation
and amortization.
Recurring Operating Income Before Depreciation and
Amortization (EBITDA)
Recurring Operating Income Before Depreciation and Amortization
(EBITDA) also excludes depreciation and amortization from supply
chain activities which is booked in cost of goods sold.
Operating Income (EBIT)
Operating Income (EBIT) corresponds to the recurring operating
income after income from associates and joint ventures and
non-recurring income and expenses. This latter classification is
applied to certain material items of income and expense that are
unusual in terms of their nature and frequency, such as impairment
of non-current assets, gains and losses on sales of non-current
assets, restructuring costs and provisions recorded to reflect
revised estimates of risks provided for in prior periods, based on
information that came to the Group’s attention during the reporting
year.
® Net Promoter, Net Promoter System, Net Promoter Score, NPS and
the NPS-related emoticons are registered trademarks of Bain &
Company, Inc., Fred Reichheld and Satmetrix Systems, Inc
DISCLAIMER
This press release contains both historical and forward-looking
statements. These forward-looking statements are based on Carrefour
management's current views and assumptions. Such statements are not
guarantees of future performance of the Group. Actual results or
performances may differ materially from those in such forward
looking statements as a result of a number of risks and
uncertainties, including but not limited to the risks described in
the documents filed with the Autorité des Marchés Financiers as
part of the regulated information disclosure requirements and
available on Carrefour's website (www.carrefour.com), and in
particular the Annual Report (Document de Référence). These
documents are also available in English on the company's website.
Investors may obtain a copy of these documents from Carrefour free
of charge. Carrefour does not assume any obligation to update or
revise any of these forward-looking statements in the future.
1 H1 2020 ROI includes income and expenses related to COVID-19
effects. Exceptional bonuses and similar benefits to Group
employees (€128m in H1 2020) are accounted for under other
non-current income and expenses (see page 21 of this press release)
2 See press release of June 5, 2020: “World Environment Day:
Carrefour has set a new target to decarbonize its business and aims
to reduce the CO2 emissions of the products sold in its stores by
20 megatons by 2030” 3 Source: Nielsen 4 Source: Nielsen 5 Africa,
Middle East and Dominican Republic.
View source
version on businesswire.com: https://www.businesswire.com/news/home/20200728005776/en/
Investor Relations Selma Bekhechi, Anthony Guglielmo and
Antoine Parison Tel : +33 (0)1 64 50 79 81
Shareholder Relations Tel : 0 805 902 902 (toll-free in
France)
Group Communication Tel : +33 (0)1 58 47 88 80
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