There are a number of levels involved in the way in which CSR is governed – ranging from operations in the Group's various countries to the Carrefour Group's Board of Directors.
At operational level, the management departments of each country have their own local CSR divisions tasked with implementing and coordinating CSR initiatives with in-store teams and cross-functional business eyes. The stores are one of the main places in which the Group's CSR policy finds expression. They embody and showcase its initiatives – through the Anti-waste initiative, for example, or partnerships with beekeepers, waste treatment lines or food donations. The jobs are grouped together in lines (merchandise line, supply chain line, quality and CSR line, technical line, finance line, etc.). These serve as vectors via which information can be shared between countries and business lines. CSR follows this same information stream to call on operational teams and encourage them to propose innovative projects that fall into the three main areas covered by the CSR strategy. For certain activities, such as imported non-food product purchasing or fish product purchasing, Carrefour co-develops the purchasing rules with the business lines and checks that they are applied.
At Group level, the CSR department, which reports directly to Carrefour's Chief Operating Officer – the Group's General Corporate Secretary – ensures that the CSR methodology is implemented. His role involves defining the Group’s social responsibility strategy, managing its implementation, initiating projects and dealing with matters at the highest level of the company, as well as ensuring that the agreed strategies are adopted and best practices are disseminated internally.
A CSR committee was created in 2015 within the Board of Directors. It is tasked with:
— reviewing the Group’s CSR strategy and implementing projects linked to this strategy;
— checking the incorporation of the Group’s CSR commitments, in the light of the challenges specific to the Group’s business and objectives;
— evaluating risks, identifying new opportunities, taking account of the impact of CSR policy in terms of economic performance;
— reviewing the annual non-financial performance report;
— reviewing the summary of ratings awarded to the Group by ratings agencies and in non-financial analyses.
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