Regulatory News:
Carrefour (Paris:CA):
- Like-for-like (LFL) growth of +7.8% in Q1 2020, driven by a
solid performance in January and February and precautionary
purchases in March in the context of the COVID-19 pandemic
- Marked progression across the Group’s geographies: France
(+4.3% LFL), Europe (+6.1% LFL), Latin America (+17.1% LFL) and
Taiwan (+6.0% LFL)
- Particularly pronounced contrast between food (+9.9% LFL) and
non-food (-3.5% LFL)
- Strong increase in food e-commerce sales (+45%) and in organic
products (+30%)
- Sustained commercial dynamic ahead of the pandemic (+4.3% LFL
in January/February)
- Thanks to the exceptional mobilization of all of the Group's
employees in the face of the pandemic, Carrefour is responsibly
ensuring its essential mission as a food distributor
- Employee and customer protection, as an absolute priority
- Adaptation of offering and price freeze on thousands of
products in all countries to help customers cope with purchasing
power constraints
- Social responsibility measures and concrete solidarity actions:
Creation of dedicated services for priority customers (particularly
the elderly and caregivers), donations from the Carrefour
Foundation, support for local producers
- The orientations of the Carrefour 2022 plan, which have
proven to be more relevant than ever, are reiterated. The
objectives are confirmed
Alexandre Bompard, Chairman and Chief Executive Officer,
declared: “The COVID-19 pandemic
creates a serious and unprecedented situation. I would like to
salute the exceptional commitment shown by the Group's teams in
ensuring continuity of supply and access to food for everyone,
especially the most vulnerable. In the exercise of these essential
missions, the protection of our employees and customers has been
our obsession and we have multiplied measures and investments to
this end from day one. In a very atypical quarter, our sales were
boosted in January and February by the success of strategic
initiatives that we launched two years ago, then experienced a
notable acceleration in March. They thus recorded sustained growth
over the entire period and in all our regions.”
FIRST-QUARTER 2020 KEY FIGURES
First-quarter 2020
Sales inc. VAT (€m)
LFL(1)
Total variation(2)
At current exchange rates
At constant exchange rates
France
9,292
+4.3%
+2.9%
+2.9%
Europe
5,647
+6.1%
+5.4%
+5.6%
Latin America (pre-IAS 29)
3,877
+17.1%
-0.1%
+20.6%
Asia
628
+6.0%
+15.1%
+9.2%
Group (pre-IAS 29)
19,445
+7.8%
+3.3%
+7.5%
IAS 29 (3)
(10)
Group (post-IAS 29)
19,435
Notes: (1) excluding petrol and calendar effects and at constant
exchange rates; (2) variations presented relative to 2019 sales
restated for IFRS 5; (3) hyperinflation and foreign exchange in
Argentina
A QUARTER MARKED BY ATYPICAL ACTIVITY
Strong momentum of the Carrefour 2022
plan. Solid commercial performance ahead of the COVID-19
crisis
Carrefour 2022 transformation plan initiatives again confirmed
their success in Q1 2020.
- The Group has strengthened its price competitiveness, notably
with the launch in France of the “Market Loyalty Rewards” in
supermarkets, which has been very successful and has exceeded
initial expectations
- Sales growth of organic products was above +30% in the quarter
(more than +25% in January/February)
- Growth of food e-commerce reached +45% in Q1 (more than +30% in
January/February)
- The Group continued to reduce under-productive areas in
hypermarkets (c. 10,000 sq. m in Q1) and assortments (-12% since
the launch of the plan)
- Carrefour-branded products progressed throughout the quarter,
with a penetration rate up by circa two percentage points vs Q1
2019
- Expansion in growth formats continued with the opening of 423
convenience stores (of which 324 in Italy) and 4 Atacadão in
Q1
Prior to the onset of the pandemic, transformation plan
initiatives resulted in solid commercial momentum. The Group's LFL
growth reached +4.3% in January/February, with a sequential
acceleration in most countries compared to previous quarters,
particularly in France and Spain.
Carrefour’s priority to customer satisfaction has resulted in
steady improvement in NPS® month after month, especially during the
COVID-19 crisis.
March activity marked by the health
crisis
Across all geographies, fairly similar consumption behaviors
were observed as the pandemic spread and governments took lockdown
decisions.
Ahead of lockdown measures, Carrefour recorded a strong
increase in sales, with consumers making precautionary purchases,
mainly in dry groceries and products with long shelf lives. All
store formats and
e-commerce benefited from this very sustained momentum in food.
Traffic and average basket hit record levels.
Once lockdown measures were implemented, consumers
favored proximity and supermarkets, which are closer to home and
more accessible, at the expense of hypermarkets. Across all
formats, the number of store visits was reduced, while average
basket increased significantly. Food e-commerce kept up its strong
momentum.
The non-food market was penalized, notably certain categories
such as apparel, which was not considered a priority. In several
Group countries, authorities closed down certain non-food
departments.
CARREFOUR MOBILIZED IN THE FACE OF THE COVID-19
PANDEMIC
Protection of employees and
customers
The Group immediately implemented strong measures to protect the
health of employees and customers. In most cases, these measures
anticipated and went beyond the health rules recommended by the
public authorities in each country. They were adjusted daily.
- Barrier gestures and social distancing
- Reinforcement of disinfection and hygiene protocols
- Installation of plexiglass screens at checkouts
- Regular supply of hydroalcoholic gel
- Providing employees with gloves, full visor caps, masks and
thermometers
- Queuing at the store entrance in case of crowds
- Ground markers to respect a safe distance
- Specific disinfection protocols and quarantine in case of
suspected contamination
The proper application of health, hygiene and safety rules is
regularly and strictly controlled and audited.
Working conditions have been adapted to spare the teams:
- Adaptation of store opening hours
- Closure of integrated stores in France on Sundays during the
strict lockdown period
- Generalization of teleworking for headquarter employees
Ensure the continuity of food
distribution
Carrefour teams mobilized in an exceptional manner to ensure the
continuity of food distribution in a complex context.
The Group has kept the supply chain running smoothly:
- Establishment of plans to secure supply in stores and
warehouses, with specific measures for the most sensitive and
priority products
- Establishment of a crisis unit dedicated to steering the supply
chain and work with suppliers to increase direct flows
- Rationalization of supplier ranges (SKU reallocation, new
suppliers, etc.), risk mapping, especially of shortages, and
monitoring of alerts
- Mobilization of headquarters teams in the field, on a voluntary
basis
- Recruitment of 5,000 employees in Brazil to strengthen the
store teams
In e-commerce, Carrefour has adapted to the very high demand
since the start of the crisis and has reached record NPS® in this
segment in France:
- Operations: Immediate implementation of virtual queues on all
our websites, versatility of store teams and opening of numerous
order preparation points, acceleration of mechanization and work
rotations in warehouses
- Services: Development of Drive in Spain and Italy and launch of
the model in Argentina and Poland, launch of the “Les Essentiels
Carrefour” offer deployed in France and Italy, using a dedicated
mini-site to make baskets of essential food items available to
customers
- Delivery partnerships: Signature of contracts with UberEats in
France and Glovo in Poland
The Group wishes to express its gratitude to its personnel in
the field, in stores, in drives, in warehouses, who have
contributed to the intense collective effort in this period of
crisis. Bonuses, vouchers or other benefits are awarded to these
employees in all countries. In France, notably, around 85,000
employees will benefit from a bonus of €1,000 net, representing a
total cost of around €85m.
Mobilization in favor of purchasing
power
Carrefour mobilized to defend its customers’ purchasing power by
strengthening its commitments and by freezing prices on thousands
of products in all countries, for example on 5,000
Carrefour-branded products and 500 "Unbeatable" products in
France.
Numerous solidarity
actions
Carrefour is committed to helping hospital and medical staff, as
well as the most vulnerable people.
- Priority checkouts and time slots have been dedicated to them
in most stores
- New services (taking orders by phone, meal deliveries, etc.)
have been specially set up for them
The Carrefour Foundation has released €3m for emergency food aid
and hospitals:
- Contribution to the emergency fund of the Assistance
Publique-Hôpitaux de Paris Foundation in France to help medical
teams in French hospitals and medical research to defeat
COVID-19
- Support for medical teams at San Carlo and San Paolo hospitals
in Italy
- Purchase of equipment to help local Red Cross in Poland and
Romania
Carrefour Brazil will distribute the equivalent of BRL15m in
food to families that are the most vulnerable in the face of the
virus.
Support for agricultural sectors in the
crisis
The health crisis has reduced opportunities for many SMEs in the
agricultural/fish and food industries. Carrefour supports players
in these sectors and is mobilizing to limit the economic impact
they face.
- Carrefour is committed to wholesalers to support French
fishing, by guaranteeing volumes and purchase prices on some ten
major species
- For seasonal products in hypermarkets, Carrefour is committed
to sourcing exclusively from French farmers
- The Group was the first retailer to contribute to the
Solidarity Fund for Consumers and Citizens created by C'est qui le
patron?. This fund aims to support people whose self-employed
professional activity has been strongly impacted by the crisis
(independents, shops, farmers, very small businesses)
Social and societal responsibility
measures
In the exceptional context of the pandemic and in a responsible
corporate approach, 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, the Board of
Directors also decided to reduce the dividend proposed for the 2019
financial year by 50%, which will thus amount to 0.23 euro per
share.
THE GROUP ENTERS THE CURRENT PERIOD STRENGTHENED BY TWO YEARS
OF IMPLEMENTATION OF THE CARREFOUR 2022 PLAN
Relevance of the transformation plan’s
strategic directions to address the challenges of the coming
years
The coming period will, without a doubt, exacerbate certain
consumption trends that had been well identified in the context of
the Carrefour 2022 plan. Thus, Carrefour is entering this period
strengthened by two years of implementation of its strategic
plan.
- In a particularly volatile period, the simplification of
organizations carried out in the past two years and the know-how
acquired in the optimization of operational processes, allow
greater agility and responsiveness
- Support for local producers and sourcing from national supply
chains are obvious requirements. Carrefour intends to capitalize on
and further develop its partnerships with local players (e.g. 630
support contracts for conversion to organic farming already signed
since the start of the plan)
- The price investments made over the past two years improved
price competitiveness in all countries, repositioning Carrefour as
one of the most attractive retailers
- The development of Carrefour-branded products and organic
products respond to sustainable market trends: Purchasing power and
healthy eating. The Group has already largely developed these
products and intends to continue doing so
- The Group is building on investments made over the past two
years to develop a benchmark food e-commerce service. This strategy
puts the Group in a strong position to capitalize on the solid
growth of this market
Solid balance sheet, enhanced liquidity
and financial discipline: Decisive assets
Since 2018, Carrefour has shown great financial discipline and
has strengthened its balance sheet and liquidity. It has one of the
strongest balance sheets in the industry.
At April 28, 2020, the Group
is rated Baa1 negative outlook by Moody’s and BBB stable outlook by
Standard & Poor’s. These ratings were reiterated after the
publication of the 2019 annual results.
The Group's liquidity was strengthened by a bond issue carried
out in March for an amount of €1bn maturing in December 2027. The
success of this transaction, largely oversubscribed, attests to the
great confidence of investors in the Carrefour signature.
In addition, Carrefour Brazil obtained bank financing for
BRL1.5bn over two and three years.
Moreover, the Group has two credit facilities totaling €3.9bn
with a maturity in 2026, which have not been drawn down.
Carrefour's solid balance sheet is an important asset in the
context of the fast-changing food retail sector as well as in the
face of the current pandemic.
FIRST-QUARTER 2020 SALES INC. VAT
Q1 sales were strongly impacted by changes in consumer
purchasing behavior and lockdown measures following the outbreak of
the COVID-19 pandemic in all of the Group's countries.
On a like-for-like (LFL) basis, first quarter sales inc. VAT
were up +7.8%. The period was marked by a particularly strong
contrast between the performance of food (+9.9% LFL) and non-food
(-3.5% LFL), which is not considered a priority by consumers at a
time of crisis and was penalized by lockdown measures and the
closure of certain non-food departments. Food e-commerce strongly
benefited from the context and posted growth of +45% in Q1.
The Group's sales inc. VAT reached €19,445m pre-IAS 29, an
increase of +7.5% at constant exchange rates. After taking into
account an unfavorable exchange rate effect of -4.2%, mainly due to
the depreciation of the Brazilian Real and the Argentine Peso, the
total sales variation at current exchange rates amounted to +3.3%.
The petrol effect was a negative -1.5%, given the drop in oil
prices and restrictions on mobility at the end of the quarter. The
impact of the application of IAS 29 is -€10m.
In France, Carrefour’s performance was very mixed from
one week to another and from one format to another, in line with
market trends (source: Nielsen). Q1 2020 sales increased + 4.3% on
a LFL basis (+5.9% LFL in food and -6.1% LFL in non-food).
- Trends in hypermarkets (+0.9% LFL)
improved in January/February and then benefited from precautionary
purchases in March. Hypermarkets provide consumers with a broad
offer, attractive prices and the opportunity to concentrate
purchases in a single place
- Supermarkets (+8.1% LFL) benefited
from their intermediate positioning, combining proximity and broad
choice. Carrefour has also strengthened its loyalty scheme with the
new “Market Loyalty Premium” launched in January 2020
- In convenience formats and others
(+6.8% LFL):
- Excellent momentum in convenience (+11.0% LFL) continued
- Promocash's activities were penalized by restaurant closings.
Other services (Carrefour Travel, ticketing for shows, etc.) were
also impacted
- Rue du Commerce’s sales are still decreasing. The closing of
the sale to Shopinvest is subject to the usual conditions and is
expected during the second quarter
In Europe, LFL growth reached +6.1% in the quarter. In
January/February, growth in all countries improved sequentially
versus previous quarters. In March, Carrefour benefited from
precautionary purchases ahead of lockdown. The region has been
particularly affected by the pandemic, with very strict lockdown
measures, including the closure of most non-food categories in
Spain and Italy. In this context:
- In Spain (+6.6% LFL), the approach based on customer
satisfaction was a key differentiator. Carrefour innovated with the
“Juntos para ayudarte” campaign, resulting in a new improvement in
NPS®
- Carrefour Italy (+2.5% LFL), with a strong presence in
the north of the country that was particularly affected by
COVID-19, has capitalized on its multiformat presence. Carrefour
decided, from early March, to freeze the prices of 500 basic
products
- In Belgium(+6.2% LFL), Carrefour resumed market share
gains in Q1, including in the period preceding the COVID-19 crisis
(source: Nielsen)
- In Poland (+8.8% LFL) and in Romania (+9.7% LFL),
performance remained very solid
Strong momentum continued in Latin America (+17.1% LFL),
which was impacted later by the COVID-19 pandemic:
- In Brazil, Q1 sales were up +12.2% at constant exchange
rates, with like-for-like growth of +7.6% and a contribution from
openings of +4.3%. Foreign exchange had an unfavorable effect of
-14.1%. Performance was solid throughout the quarter, with a peak
linked to precautionary purchases at the end of March
- Carrefour Retail posted sales up
+8.9% on a LFL basis, notably thanks to strong momentum in food.
Strong growth in e-commerce continued despite a slowdown in
non-food
- Q1 sales at Atacadão are up +13.6%
at constant exchange rates, with LFL growth of +7.0% and a
contribution from openings of +6.0%. Atacadão continued to expand,
with the opening of 4 new stores in Q1. In addition, Grupo
Carrefour Brasil signed an agreement on February 16 with Makro
Atacadista SA for the acquisition of 30 Cash & Carry stores,
for a price of BRL 1.95bn. The transaction remains subject to
customary conditions, including approval by the Brazilian
competition authority
- Financial services posted a new
increase in billings (+26.4% in Q1). During the quarter, Carrefour
reinforced selectivity in granting credit
- In Argentina (+70.0% LFL), strong commercial momentum
continued, with traffic and volumes increasing continuously. Good
commercial positioning and proximity to customers remain
differentiating assets
In Taiwan (Asia), sales rose +9.2% at constant exchange
rates and +6.0% on an LFL basis in Q1 2020. Effects linked to the
COVID-19 pandemic situation were less marked than in other Group
geographies. Carrefour benefited from successful commercial
operations during Chinese New Year and from the integration of 8
Taisuco stores in 2019.
STRATEGIC ORIENTATIONS AND OBJECTIVES CONFIRMED
The Group is continously 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 and confirms all of its 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 of €2.8bn 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
AGENDA
- General Shareholders’ Meeting: May 29, 2020
- Second-quarter 2020 sales and first-half 2020 results: July 28,
2020
In the current sanitary context, Carrefour has decided to
postpone to a later date the thematic event in Spain, initially
scheduled for June 25, 2020, and the Carrefour Brazil Investor Day
in Sao Paulo.
APPENDIX
Application of IAS 29 - Accounting treatment of
hyperinflation for Argentina
The impact on Q1 2020 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
Notes: (1) restated for IFRS 5; (2) excluding petrol and
calendar effects and at constant exchange rates; (3) including
transfers; (4) hyperinflation and currencies
FIRST-QUARTER 2020 SALES INC. VAT
The Group's sales amounted to €19,445m pre-IAS 29. Foreign
exchange had an unfavorable impact in the first quarter of -4.2%,
largely due to the depreciation of the Brazilian Real and the
Argentine Peso. Petrol had an unfavorable impact of -1.5%. The
calendar effect was a favorable +0.9%. The effect of openings was a
favorable +1.3%. The impact of the application of IAS 29 was
-€10m.
Sales inc. VAT (€m)
Variation ex petrol ex
calendar
Total variation inc.
petrol
LFL
Organic
at current exchange
rates
at constant exchange
rates
France
9,292
+4.3%
+3.4%
+2.9%
+2.9%
Hypermarkets
4,624
+0.9%
+0.3%
-0.7%
-0.7%
Supermarkets
3,183
+8.1%
+6.1%
+6.0%
+6.0%
Convenience /other formats
1,485
+6.8%
+7.7%
+8.2%
+8.2%
Other European countries
5,647
+6.1%
+5.7%
+5.4%
+5.6%
Spain
2,281
+6.6%
+6.3%
+5.5%
+5.5%
Italy
1,226
+2.5%
+0.6%
+1.0%
+1.0%
Belgium
1,053
+6.2%
+6.0%
+6.8%
+6.8%
Poland
526
+8.8%
+8.4%
+6.5%
+7.0%
Romania
561
+9.7%
+12.4%
+11.9%
+13.3%
Latin America (pre-IAS 29)
3,877
+17.1%
+20.1%
-0.1%
+20.6%
Brazil
3,241
+7.6%
+11.4%
-2.0%
+12.2%
Argentina (pre-IAS 29)
636
+70.0%
+68.3%
+10.7%
+69.7%
Asia
628
+6.0%
+11.7%
+15.1%
+9.2%
Taiwan
628
+6.0%
+11.7%
+15.1%
+9.2%
Group total (pre-IAS 29)
19,445
+7.8%
+8.0%
+3.3%
+7.5%
IAS 29(1)
(10)
Group total (post-IAS 29)
19,435
Variations excluding petrol and calendar effects and total
variations including petrol are presented in relation to 2019 sales
restated for IFRS 5.
Note: (1) hyperinflation and currencies
EXPANSION UNDER BANNERS – FIRST-QUARTER 2020
Thousands of sq. m
Dec 31. 2019
Openings/ Store
enlargements
Acquisitions
Closures/ Store
reductions
Total Q1 2020 change
Marc. 31 2020
France
5,475
15
2
-25
-8
5,467
Europe (ex France)
5,596
238
-
-41
197
5,793
Latin America
2,616
18
-
-1
17
2,632
Asia
1,050
1
-
-5
-4
1,046
Others1
1,379
8
-
-3
5
1,385
Group
16,116
279
2
-75
206
16,322
STORE NETWORK UNDER BANNERS – FIRST-QUARTER 2020
N° of stores
Dec. 31 2019
Openings
Acquisitions
Closures/ Disposals
Transfers
Total Q1 2020 change
Marc. 31 2020
Hypermarkets
1,207
1
-
-3
-3
-5
1,202
France
248
-
-
-
-
-
248
Europe (ex France)
455
-
-
-2
-
-2
453
Latin America
188
-
-
-
-3
-3
185
Asia
175
-
-
-1
-
-1
174
Others1
141
1
-
-
-
+1
142
Supermarkets
3,412
134
1
-48
-70
+17
3,429
France
1,071
4
1
-5
-
-
1,071
Europe (ex France)
1,798
127
-
-39
-71
+17
1,815
Latin America
150
1
-
-1
+1
+1
151
Asia
77
1
-
-
-
+1
78
Others1
316
1
-
-3
-
-2
314
Convenience stores
7,193
423
-
-127
+71
+367
7,560
France
3,959
51
-
-82
-
-31
3,928
Europe (ex France)
2,646
370
-
-40
+71
+401
3,047
Latin America
530
2
-
-5
-
-3
527
Asia
-
-
-
-
-
-
-
Others1
58
-
-
-
-
-
58
Cash & carry
413
7
-
-1
+2
+8
421
France
146
1
-
-
-
+1
147
Europe (ex France)
60
2
-
-1
-
+1
61
Latin America
193
4
-
-
+2
+6
199
Asia
-
-
-
-
-
-
-
Others1
14
-
-
-
-
-
14
Group
12,225
565
1
-179
-
+387
12,612
France
5,424
56
1
-87
-
-30
5,394
Europe (ex France)
4,959
499
-
-82
-
+417
5,376
Latin America
1,061
7
-
-6
-
+1
1,062
Asia
252
1
-
-1
-
-
252
Others1
529
2
-
-3
-
-1
528
DEFINITIONS
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.
® 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.
---------------------
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