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- Auchan . com

2004
REPORT ON ACTIVITY
CONTENTS
2004 STATEMENT
Group notes.
4
EDITORIAL
Persistence
and growth.
2
ORGANISATION CHART
32
Auchan
2004 REPORT ON ACTIVITY
HYPERMARKETS
Giving themselves the resources
for a long-term discount policy.
8
SUPERMARKETS
Improving price positioning and
the clarity of the product range.
18
IMMOCHAN
Supporting the Auchan group
in its development.
24
BANQUE ACCORD
Offering financial products
and services at competitive prices.
28
Free translation of a French language original.
2004 REPORT ON ACTIVITY Auchan 1
EDITORIAL
In 2004 the Auchan Group
reinforced its discount
positioning and continued
its policy of targeted growth.
Persistence and growth, these
two words highlight the policies
and results for the year: in 2004,
the Auchan group reinforced its
discount positioning in the hypermarkets and supermarkets in all of
the countries where it is established, and continued its policy
of targeted growth.
The turnover of the group, which has now reached 30 billion euros, rose by 4.7%.
The contribution from abroad was a major factor in this rise, household consumption
in France, Italy and Portugal being particularly sluggish. Despite an improvement
in international results, the current net profit increased by only 2.6%, mainly due
to the slowdown in European consumption and the impact of various regulatory
measures on our margins in France.
The Group share of net income for 2004, at 476 million euros, is less than that for
2003 which benefited from the significant claw-back of provisions. The cash flow,
which measures the ability of the group to generate cash, increased by 7.8%.
To summarise, in 2004 the group came out well in spite of this difficult climate.
The business continued to expand through internal and external growth. As such,
world-wide, 25 new hypermarkets and 13 supermarkets were opened. At the end
of 2004, Auchan acquired the shares in the food-related activities of La Rinascente
346 631 12 30.0
hypermarkets (3)
of which 309
are consolidated
2 Auchan
supermarkets in
5 countries
countries (3)
billion euros sales, net of
value-added taxes (+4.7%)
40.5
billion euros banner sales
including VAT (+5.1%)
– 352 hypermarkets –
2,027 supermarkets and minimarkets
1,909
million euros EBITDA (operating
income before goodwill amortisation,
depreciation expense, income taxes
and provisions, after employee profit
sharing expense) (+1.0%)
from its partner IFIL and signed an agreement for the sale of its activities in Argentina.
The group is now clearly focused, mainly on the major markets of Western Europe,
Central and Eastern Europe and Asia.
Despite the significant acquisition made in Italy and the investment in internal
growth, Auchan maintained a strong balance sheet with a level of borrowing that
remained very reasonable, the gearing ratio (1) being 71%.
We are approaching 2005 with an ever more customer-oriented strategic vision,
and the improvement in their purchasing power.
With teams that are becoming increasingly more professional and involved in playing
out its social, commercial and economic plans, the business constantly ensures that
it has a place in the life of the community. Aware of its economic responsibilities,
it respects each environment and values the men and women whether they be
customers, colleagues or partners.
In March 2005, our commitment was rewarded in France by ASMEP (2). Such recognition of our efforts surely vindicates and increases the confidence that our family
and employee shareholders, as well as our bondholders, have in the wisdom of their
choice of investments. This award also acknowledges the vast amount of work
achieved by the 155,000 employees of the business. I am aware that the coming
two or three years may be tough and decisive and, in the knowledge that they will
continue to face up to these challenges, I should like to take this public opportunity
to express my heartfelt gratitude to them.
CHRISTOPHE DUBRULLE,
CHAIRMAN OF THE BOARD
(1) Net debt / equity capital.
(2) Association des moyennes enterprises patrimoniales (Association for Medium-sized Family Businesses).
(3) Includes the Argentine activities sold to the San José group in the first half of 2005.
637
million euros Income from
ordinary activities after
taxes (+2.6%)
476 1,375 71
%
million euros Group share
of net income (– 17.2%)
million euros income from
operating activities excluding
non-cash revenue and expense
(+7.8%)
debt/shareholder’s equity ratio
(financial debts less cash and
marketable securities)
155,000
employees (average workforce
as full-time equivalent)
2004 STATEMENT
977 13.3
million customers
(till receipts) in the
hypermarkets and
supermarkets in 2004.
billion items sold by
the hypermarkets and
Group notes
A strengthened commercial dynamism
With the exception of China, Russia and Spain, 2004
was marked by economic sluggishness in the majority
of the countries where the group is present. In France and
in Italy, as well as in Portugal and Taiwan, the stores had
to face a slow-down in consumption and increasingly
aggressive competition.
Everywhere, the chains emphasised the discount policy,
pursued for three years now, and retained their leading
places in terms of price positioning. The customers
appreciated the low-price initiatives, launched in particular
in Italy, Spain and France and accompanied by strong
promotional offers. Over the past year, the latter have
been increasing in number, coming into the Group’s
hypermarkets and supermarkets and purchasing
a growing number of items. On the other hand,
the value of the average basket has been following
a downward trend.
Work on refining the product ranges has continued,
the objective being to meet the expectations of all
customers. The ranges of deep discount and economy
products have been strengthened, as have products
carrying the Auchan brand. In a climate of weakening
consumption, these confirm their success. 2004 saw
the launch of Auchan products in China.
Favouring partnerships with local SMEs, stores are
also offering an increasingly wide selection of regional
products, some of which are under their own brand,
for example in Italy. Moreover, in France, Spain, Italy
and Portugal, the chains are developing product ranges
sourced from agricultural supply lines.
Strict and prudent management
Inseparable from the discount policy operated by
the business, measures to reduce costs and optimise
investments have continued to be applied.
The prudent financial policy adopted by the Group has
enabled it to retain its good rating level awarded by
the rating agency Standard & Poor’s. At the end of 2004,
the ratio of borrowing to shareholders’ equity was 71%.
Pursuing its objective of diversification of its funding
sources, at the end of 2004 the Group issued a syndicated
loan for the sum of 1 billion euros. This operation,
4 Auchan
Intensification
of the discount
policy.
involving 18 banks, served to refinance the existing credit
lines in advance and at a lower cost.
The Banque Accord also kept the marks awarded to it by
Standard & Poor’s in 2002. For the 2nd consecutive year,
it issued three debenture loans, for a total sum of
200 million euros. At the start of 2005, it signed a
syndicated loan for 500 million euros, for the general
funding of its requirements.
A policy of empowerment and a
constant quest for professionalism
2.55 million hours
of training given
in 2004.
Issue of
a syndicated
loan for
1 billion euros.
97,000 employee
shareholders
holding
15.5% of the Group
capital.
In keeping with its values, the company encourages
professional development among its employees through
a strong policy of empowerment. Due to its greater
closeness to its customers, the approach of
decentralisation and strengthening of autonomy is
contributing to improving business performance.
A major operation to improve the professionalism
of the workforce has been carried out.
Training has continued to intensify, in particular with
regard to e-learning, the search for opportunities
for synergy and the creation of “hands-on” training
workshops. In this way, 2.55 million hours of training
have been provided within the four divisions, i.e. nearly
400,000 more than in 2003 (+18.4%).
These investments helped to increase internal
promotion, encouraged by the business. The fruits of
these efforts to improve the professionalism of employees
have been the gains in productivity that have contributed
to the discount policy pursued by the business.
New internal opinion polls to assess staff satisfaction
and expectations have been carried out for the second
time by Alcampo in Spain and Banque Accord in France.
The voluntary policy in support of the integration
of disabled persons was pursued in Europe and China,
usually in partnership with specialised agencies.
Finally, the Group has continued to encourage
and expand shareholding by personnel. It is currently
being studied for China, Russia and Italy. At the end
of 2004, over 97,000 employees in six countries were
shareholders through the Valauchan mutual trust fund
and held 15.5% of the Group capital.
A clear structure based on business
divisions
The new legal structure of the Group, which came
into effect at the General Meeting of shareholders
in May 2004, has enabled the definition of a clear and
lasting structure based on businesses. The holding group,
Groupe Auchan SA, henceforth covers the four trading
sectors of the business: hypermarkets (Auchanhyper),
supermarkets (ISMS or Auchansuper), Immochan and
Banque Accord. In Italy, following the buy-out of the foodrelated activities of La Rinascente, the Sma supermarkets
rejoined the ISMS supermarket division and the 51%
holding in Italian shopping malls (G.C.I.) was integrated
into the real estate business.
Moreover, all of the import-export activities
(International Commercial Agency,Trading company
in China, liaison offices) were reorganised: optimisation
of the processes of purchasing, supplies and logistics,
from the production zones up to the shelves, enabled us
to ensure the best prices for customers.
IRTS, the international support services company created
at the end of 2002 and held equally between Auchan
and Casino, became fully operational. It developed
new services aimed at suppliers: data sharing (selling
of international statistics) and business plan (sharing of
strategic objectives and definition of joint action plans).
A targeted growth strategy
In 2004, favouring expansion across Europe to Russia,
China and Morocco, the Auchan Group continued
its strategy of the last three years. A major operation
of external growth was carried out in Italy and the policy
of internal growth was strengthened. Globally,
the number of integrated stores thus increased by
25 hypermarkets, of which 16 are consolidated,
and by 13 supermarkets.
The Group consolidated its positions in Europe. In Italy,
the Auchan Group bought out from the IFIL Group (its
partner since 1997) its shares in the food activities of La
Rinascente. Grouped within Società Italiana Distribuzione
Moderna S.p.A, this comprises the Auchan hypermarkets,
the Sma supermarkets, 50% of the d.i.y. (SIB S.p.A) and
51% of Gallerie Commerciali Italia S.p.A. Alongside this,
in March 2005 Auchan and IFIL proceeded with the sale of
the non food-related activities of UPIM and La Rinascente
to a consortium composed of Investitori Associati SGR
S.p.A, DB Real Estate Global Opportunities IB L.P, Pirelli Re
S.p.A and the Borletti family. The operation is expected
to be finalised between now and June 2005.
In addition, expansion within the countries of Europe
has continued to rely on sustained internal growth.
Ten hypermarkets were opened, half in Western Europe
and half in Central and Eastern Europe. As for the number
of supermarkets, in Europe this grew by 72 stores:
of these eight are integrated and 64 are franchised,
in Italy and France.
Supporting the expansion of the chains, Immochan and
Banque Accord also increased their presence in Europe:
the real estate subsidiary increased its number of shops by
300, the majority being in Italy, France and Russia. For its
part, in France Banque Accord bought out the consumer
credit activities of the Egg Bank and continued the roll-out
of its charge cards, launching the Accord card in Hungary
and the Auchan MasterCard in Italy.
In Morocco, the parallel development of the two store
formats was continued: a Marjane hypermarket, the 10th
in the chain, and five Acima supermarkets were opened
in the course of the year.
In continental China, in the Shanghai and Beijing regions,
Auchan accelerated its expansion by opening four stores,
bringing to 11 the number of hypermarkets in the chain.
In Taiwan, the number of hypermarkets was increased by
two, bringing the number of stores to 19, 14 of which are
consolidated.
In Argentina, because of the limited prospects for expansion
in a disrupted environment, the business was not in a position
to ensure a competitive and profitable presence there over
the long term. The Group took the decision to sell its three
hypermarkets, together with their shopping malls and land
reserves, to the international Spanish group San José.
25 hypermarkets
and 13 supermarkets
opened in 2004.
A policy
of sustained
internal growth.
A company committed
to its environment
The Company endeavours to build responsible
commercial practices and, in 2004, developed its Code of
Business Ethics, integrated into the large import vendor
listing contracts. 175 social audits have been carried
out since 1999, of which about 60 were in 2004, in about
a dozen countries. 2005 will see an acceleration in this
initiative: the number of audits will be doubled.
Actions in support of environmental protection were
intensified: integrated waste management, energy savings
and the adoption of more environmentally-friendly carrierbags with a reduction in the number handed out (Auchan
and Atac in France, Alcampo in Spain). Immochan defined
an environmental quality charter for its commercial sites and
is ensuring the optimal utilisation of natural resources.
In wishing to play its role as a socially-aware company to
the full, the Group is also leading actions of solidarity,
at a local level on the initiative of the stores, nationally or
in co-ordination between the chains. Auchan in France
and Hungary, Marjane in Morocco, and Immochan
produced their 2005 greetings card for the benefit of
SOS Children’s Villages in Imzouren, a Moroccan village
devastated during the earthquake of February 2004.
After the tsunami, the Group similarly gave its support to
the people of Sri Lanka, making an initial emergency relief
contribution to the Red Cross to fund the setting up of a
medical unit. Finally, the chains have continued their activities
to support children and young people, especially in Spain,
Italy, Poland, Portugal and France, through the Fondation
Auchan pour la jeunesse (Auchan Youth Foundation).
Around sixty
social audits
carried out
in 2004.
LOCATION
The Auchan Group
on 31 December 2004
• 346 hypermarkets of which 309 are consolidated
• 631 supermarkets
• 30 billion euros sales, net of VAT
• 12 countries
FRANCE
120 Auchan hypermarkets
•including
3 Les Halles d’Auchan
and 1 La Cave d’Auchan
14.5 billion euros consolidated turnover
excluding tax
5 hypermarkets associated with
the Schiever group
412 Atac supermarkets
•of which
270 are integrated,
59 franchised and 83 associated
with the Schiever group
•120Immochan
shopping centres
Accord
•2.26Banque
million customers
• 68,000 employees
S PA I N
Alcampo hypermarkets
•3.145billion
euros consolidated turnover
excluding tax
Sabeco supermarkets
•and122
101 associated mini-markets
•45 shopping centres
Immochan
PORTUGAL
• 16 Jumbo hypermarkets
Immochan
•16 shopping
centres
Banque Accord
•Crediplus
• 5,500 employees
Banque Accord
•AccordFin
LUXEMBOURG
• 1 Auchan hypermarket
Immochan
•1 shopping
centre
•
Average workforce as full-time equivalent.
6 Auchan
650 employees
I TA LY
40 hypermarkets
•of which
39 are Auchan
excluding tax(1)
•
1,364 Sma and Cityper
supermarkets of which 211
are integrated, 505 franchised
and 648 associated
excluding tax(1)
• 149 Upim stores
(2)
and 18 La Rinascente stores(2)
•
47 Bricocenter stores
and 10 Leroy Merlin stores
Gallerie Commerciali Italia
•42 shopping
centres
(3)
Banque Accord
•Accord
Italia
C O N T I N E N TA L C H I N A
• 11 Auchan hypermarkets
Immochan
•11 shopping
centres
• 4,800 employees
POLAND
TA I W A N
M O R O C C O (4)
• 10 Marjane hypermarkets
• 16 Acima supermarkets
Immochan
•
10 shopping centres
• 3,500 employees
•
• 12 Elea supermarkets
Immochan
•19 shopping
centres
Banque Accord
•Accord
Finance
• 700 employees
(6)
• 4,300 employees
• 9,700 employees
HUNGARY
A R G E N T I N A (5)
• 19 RT Mart & Apic hypermarkets
Immochan
•19 shopping
centres
RUSSIA
Immochan
•8 shopping
centres
Immochan
•6 shopping
centres
Banque Accord
•Accord
Magyarorszàg
• 6,500 employees
• 4,500 employees
(1) 100% turnover, consolidated at 50% over the major part of the year.
(2) Sale in March 2005 of these activities to the consortium comprising Investitori Associati SGR S.p.A , DB Real Estate
Global Opportunities IB L.P , Pirelli Re S.p.A and the Borletti family. Finalisation expected before 30 June 2005.
(3) G.C.I. held at 51% by Immochan International and 49% by Simon Property Group.
(4) The Group is present in Morocco through the Marjane subsidiaries (Société Cofarma renamed Marjane Holding
in June 2004) and Acima, owned at 51% by ONA and at 49% by Auchan.
(5) Sale of the Argentine activities during the first half of 2005
(6) Of which 14 are consolidated.
HYPERMARKETS
HYPER
8 Auchan
“In 2004, the discount policy pursued in every country
began to bear fruit. In a sometimes unfavourable economic
climate, our chains stood up well; they succeeded in raising
their turnover and increasing their number of customers.
The increase in the number of stores also continued,
at a faster rate than during the previous year. Apart from
an operation of external growth in Italy, 25 hypermarkets
were opened during the course of the year. In every area,
our policy relied on the strong empowerment and
professionalisation of teams.”
Christophe Dubrulle, Chairman and Managing Director
MARKETS
(1) Sale of Argentine activities during the first half of 2005.
23.6
billion euros of consolidated
turnover excluding tax in 2004
12 25
countries(1)
new hypermarkets
in 2004 of which
16 are consolidated
346 117,000 79
%
hypermarkets(1)
(of which 309 are
consolidated) on
31 December 2004
of the Group
turnover achieved
by the
hypermarkets
HYPERMARKETS
710 10
million customers
(till receipts) in 2004.
billion items sold by
the hypermarkets in 2004.
25
hypermarkets opened
in 2004.
Dynamic expansion
■ In spite of a difficult economic and consumer climate,
especially in the two most significant countries for
the business, France and Italy, 2004 was a relatively
satisfactory year for the hypermarkets division.
On the increase, its turnover was 23.6 billion euros with
some excellent performances in Spain, Central and
Eastern Europe, China and Morocco. 94% of this was
from Europe (62% of it achieved in France) and 6% from
Asia and the other countries. This accounts for 79% of
the Group turnover.
■ The year was marked by a major external growth
operation in Italy, with the buy-out from the IFIL Group
of its holding in the food-related activities of
La Rinascente, which included in particular the
39 Auchan hypermarkets.
The number was further increased, mainly through
internal growth, by 25 hypermarkets, of which
16 are consolidated.
Ten stores were opened in Europe, two of which were
acquired in France to become Les Halles d’Auchan.
Two Auchan hypermarkets were opened in Italy and
one Jumbo in Portugal. With five more established,
Poland (1), Hungary (1) and Russia (3), there are now
34 hypermarkets in these three countries.
In continental China, Auchan reinforced its presence
in Shanghai, where two stores were opened, and in
Beijing with a 2nd hypermarket. An 11th store was also
inaugurated in Nanking. In Taiwan, the Taitung store,
previously under a management and supply contract,
was bought up. A 19th store was opened, in Taipei, under
a management and supply contract with RT Mart Taiwan.
Marjane established its 10th Moroccan outlet, in Tetouan.
■ In every country, the drive to reduce the costs
involved in investment and openings was continued,
to provide the company with the long-term resources
needed to maintain the discount policy it began three
years ago.
A discount strategy for the long term
■ The slow-down in consumption and the reduction
in purchasing power, particularly in certain countries of
the European Union, have obliged the chains to continue
the efforts made over the last few years to follow an
aggressive pricing policy.
10 Auchan
62%
of the divisional
turnover achieved
in France.
10 hypermarkets
were opened
in Europe.
In France, in a difficult climate, the year saw the signing
of the Sarkozy agreements on June 17, including in
particular the lowering of prices of branded products
by an average of 2%, half borne by the distributors and
half by the producers. In all countries, the chains worked
on improving their price image and reviewed their product
ranges in order to offer a wider range of economy
and deep discount products: their contribution to the
turnover and to the number of items sold is increasing,
confirmation of their success.
■ The promotional policy was intensified. The “low
price” campaigns in Italy, Hungary, China and Morocco
and the “1 euro” campaigns in the countries of
the European Union were a hit with the customers.
The number of initiatives to respond to customer
expectations also multiplied. In France, “self-discount”
sections were created: these are for the purchase
of low price everyday products, especially in bulk, pick and
mix or in very large package sizes. During 2005, they are
in the process of being deployed in all of the stores.
This “discount” strategy, clearly now a long term concept,
has borne fruit: the number of customers grew more
rapidly than in the previous year, whilst the number
of items sold increased.
At the same time, Auchan has made sure that it continues
to offer a quality range, notably continuing its activities
in the area of food safety.
Empowered and professional teams
■ This year, there has been a major effort in terms
Nearly 80%
of employees
received at least
one training
course in 2004.
of team empowerment. In order to provide the best
solutions for customers, the emphasis was on
decentralisation of decision-making. Store managers,
sector and section heads and employees were given
as much autonomy as possible in managing their area
of trade, and encouraged to use their initiative.
This approach of “participatory management” will be
extended in 2005.
■ A major area of the human resources policy, the
expansion of training has improved the professionalism
of the teams. During the course of the year, nearly 80%
of employees attended at least one training course.
In-store self-training was expanded and e-learning will
be deployed in Italy in 2005, after getting underway
in Poland, Spain, France and Portugal.
The strong policy on internal promotion was
maintained. The rate of this rose sharply in all
of the chains, particularly in Italy (47%) and in
Spain (37%).
In order to reduce job insecurity, the chains
favour permanent contracts. These account
for 83% of the workforce, i.e. +2 points compared
with 2003.
With the noticeable reduction in absenteeism (–3.7%),
the improvement in professionalism contributed
significantly to the efficiency of the company, allowing
it to reinforce its policy of low prices.
■ Internal employee opinion polls for each
chain, on average every two years, enable us
to identify areas for improvement and to move
to concrete actions.
In 2005, new surveys will be instigated in Italy, Taiwan
and, for the 2nd time, in France.
A sustainable business
■ The chains have continued to operate an active
environmentally-friendly policy, in particular by working
to reduce the impact of their activities. In 2004, action
plans were launched in Spain and Portugal and the
policies were reinforced in France. Certification of quality
to the environmental standard ISO 14 001 was obtained
for Csömör, the first Hungarian store and the 8th in the
group to be thus certified.
The close partnership with producers has continued.
In Hungary, for example, Auchan is working with
1,000 local businesses, while in Portugal the chain
is actively promoting the expansion of export of products
from 120 suppliers.
The role of socially-aware company is also being played
out by the chains and stores with actions of solidarity
aimed at disadvantaged persons and the young,
for example in Portugal, Spain, Poland and, through
the Auchan Youth Foundation, in France.
FRANCE
■ Slight growth in turnover in a climate of slowing
consumption, disrupted by the entry into force of
the Sarkozy agreements: average reduction by 2%
of the prices of 3,000 major brand products, of which 1%
borne by Auchan.
Increase in the number of customers and in the number
of items sold.
■ Work on prices intensified:
● Product ranges reviewed to meet the growing demand
for deep discount and “economy” products. More than
150 listed “Budget Booster” products created in 2004.
● Lowering of prices on “economy”, “Budget Booster”
and Auchan brand products.
● Start-up of “self-discount” sections where customers
can serve themselves the desired quantity of everyday
products at discount prices, in bulk. Deployment in
progress in all of the stores in 2005.
● Aggressive promotional policy: “Over 1,000 products at
1 euro” and “Save 25% on brand products” operations.
■ Confirmed success of the Waaoh loyalty programme:
4.6 million customers carry the card.
■ Continuation of the policy of partnership with SMEs.
Proposal to 613 of them to remove the “back margins”
(“marges arrière”). Auchan again given an award by the
Grès d’Or recognising the best initiatives for partnerships
between SMEs of the Fédération des Entreprises
et Entrepreneurs de France (FEEF – French Federation
of Businesses and Entrepreneurs) and retail industry.
■ Launch of quality certification for fruit and vegetable
platforms by SGS. 38 commitments to service duly
checked and audited.
■ Creation of new services:
● On trial in three stores, “Minute tills”: a fast self
checkout system, aimed at basket only customers.
● Banque Accord areas in eight stores.
14.5 billion euros
turnover achieved
in 2004 by
the hypermarkets
in France.
■ Acquisition of two stores in the Paris region:
Opening of
2 Les Halles
d’Auchan stores.
Intermarché in Meaux and Champion in les Mureaux.
Transfer to the “Les Halles d’Auchan” chain, the discount
food distribution concept for the Group.
Launch
of self-discount
sections.
4.6 million
customers holding
the Waaoh card.
HYPERMARKETS
■ Refurbishment or extension of about ten stores,
in Villeneuve d’Ascq and Louvroil (Nord), Biganos
(Gironde), Montivilliers (Seine-Maritime), Pérols (Hérault),
La Défense (Hauts-de-Seine), Schweighouse (Bas-Rhin),
Toulouse (Haute-Garonne), Olivet (Loiret), Grasse
(Alpes-Maritimes).
■ Integration of the IT and organisational systems
into Auchan France, in order to reduce operating costs.
■ Continuation of efforts in the area of training:
-17.4% in staff
turnover
and -8%
absenteeism
in 2004.
+50% in disabled
staff over 3 years.
+24% compared with 2003, i.e. nearly 1 million hours
given. 86% of employees attended at least one training
course during the year.
■ Improvement in productivity: significant reduction
in staff turnover (-17.4%) and absenteeism (–8%) which
puts them at 10% and 7.9%.
■ 5,600 posts filled in 2004, of which 51% were by
transformation from temporary to permanent contract
and 500 managers recruited.
■ Internal promotion: nearly 30% of managers are
former employees.
■ Establishment for each member of staff of a personal
statement, a complete picture of their professional
situation.
■ Acceleration of the policy of support for the
employment of disabled persons: at the end of 2004,
more than 1,900 disabled employees, i.e. +50% in three
years. Signature, in February, of a partnership agreement
for a period of two years with the Agefiph(1).
■ Creation of a sustainable development
department, attached to the public relation department.
14.4% less carrier
bags handed out
at checkout.
Joined Global Compact. Definition of 17 “sustainable
development” indicators.
■ New undertakings to help the environment. Creation
in all of the stores of “environment units” intended for
the collection of carrier bags and batteries and “green
check-out”, reserved for customers using solutions other
than conventional carrier bags. Reduction by 14.4% in the
number of carrier bags handed out at checkout in 2004.
■ Strong social commitments:
● 20 projects supported by the Auchan Youth
Foundation in 2004.
● Launch of Braille labelling of more than 1,000 Auchan
brand products rewarded by the first “Janus of health”
presented by the French Design Institute and by the
Alliances association.
● Support for the Red Cross after the Asian tsunami:
payment of initial emergency aid of 50,000 euros and
collection from staff and customers of 58,000 euros.
● Auchan partner and co-founder of the “heart and
arteries” Foundation for research into and prevention
of heart and arterial diseases.
> www.auchan.fr
(1) Association de gestion des fonds pour l’insertion professionnelle
des personnes handicapées - Fund management association for
the professional integration of disabled persons.
12 Auchan
LUXEMBOURG
1 Auchan hypermarket
■ Consumption still sluggish after the economic
slowdown seen since 2003. Severe competition from
the hard-discounters.
■ Voluntary pricing policy. Holding its place as the
leader in terms of price positioning. Expansion of the deep
discount product range and organisation of promotional
operations.
■ Product ranges expanded: wider choice of deep
discount items as well as national and top-of-the-range
brands: organic, Italian and Portuguese products, with
special “Products from the South” initiatives.
■ Work on stock management. New management tool
for staple goods.
■ Participation in Téléthon, in partnership with the Lyon’s
Club, as well as in Bazar International, a solidarity
operation led by the foreign communities of the Grand
Duchy.
> www.auchan.lu
SPAIN
45 Alcampo hypermarkets
■ Turnover increasing:
Good performances by the stores despite the slight
slowdown in consumption in the 2nd half of the year
and the increasing intensity of competition, particularly
in Vigo, Logroño and Madrid.
● Increase in the number of customers and in the number
of items sold.
■ The discounting policy continued.
● At the end of 2004, reinforced position of the chain
as the least expensive in the country, including in the face
of the hard-discounters.
● Expansion of the range of deep discount products:
500 items created in 2004.
■ Widening of the range of Auchan brand products:
650 items created in 2004.
●
■ Reinforced approach to quality.
“ISO 9001: 2000” certification obtained by the stores
in Grenada and Motril. Eight hypermarkets certified
by the end of 2004; objective, to achieve 100%
certification of stores.
● Expansion of the range of products from supply lines:
at the end of 2004, more than 80 Auchan Controlled
Production products.
■ Launch of innovative and differentiating products:
● Trial of the “self checkout” system in the Leganés store
(Madrid).
● Fixed line telephone service at a reduced price for
the holders of the Alcampo card.
● “Works on the house” in partnership with Reparalia,
leading company in the sector: house maintenance
services carried out at the lowest prices.
● “Club Joven Team”, aimed at children from
11 to 15 years old.
●
■ Enlargement of the La Laguna shopping centre.
■ Opening of three filling stations in the Alcampo
3.1 billion euros
turnover achieved
in 2004 by
the hypermarkets
in Spain.
Alcampo,
No. 1 chain
in Spain in terms
of price
positioning.
8 hypermarkets
certified
"ISO 9001: 2000"
in Spain.
■ Continuing to lead activities in support
of disadvantaged people, children and the
environment.
● Regular support for numerous foundations, such
as IUVE, Aldeas Infantiles and, with the Rik & Rok club,
Save the Children for its programme in support of children
in hospital.
● Participation for the 5th consecutive year in the
“Un Juguete, una ilusión” with the national radio station
(RNE) and the Crecer Jugando Foundation.
■ 200 Auchan brand products labelled in braille.
Objective: to extend the approach to all of the basic
products in 2005.
■ New actions to help the environment.
● Integrated waste management plan in all of the stores.
● Adoption of transparent titanium-free carrier bags,
better for the environment.
■ Promotion of fair trade, in partnership with Intermon
Oxfam.
> www.alcampo.es
chain.
■ Creation of a staple goods hub, in the Barcelona
province.
ITALY
■ In 2005, transfer and enlargement of Castellon
and opening of a hypermarket in Albacete (Castilla
La Mancha).
■ Reinforcement of actions to support
the integration of disabled persons.
With 2.4% of disabled employees, Alcampo is one of the
only companies to exceed the minimum legal rate of 2%.
● Agreement with the Adecco Foundation to encourage
the professional and social integration of disabled persons
and female victims of domestic violence.
● Opening in Nalón of the 5th service station managed
solely by disabled persons. Initiative developed with
Sociberica, an agency specialising in the employment
of disabled persons.
■ 2nd internal opinion poll. All employees surveyed.
In 2005, launch of the 3rd poll.
■ 37% of section heads recruited through internal
promotion.
■ In 2005, creation of “development of autonomy”
progress groups.
2.8 billion euros
turnover achieved
in 2004 by
the hypermarkets
in Italy.
■ Good growth in turnover and acquisition
of market shares.
Increase in the number of customers and in the number
of items sold.
● Success of the marketing offensive conducted
for the last three years to improve price positioning:
35 stores out of 39 in 1st place in their customer
catchment areas.
● Lowering of prices during the course of the year.
● Intensification of the promotional policy:
renewal of the major campaigns such as “40 days”
and launch of the first “Low Price” operations.
● Success of own-brand products: 1 product out
of every 4 sold is a “Budget Booster” or Auchan brand
product. Increasing turnover and widening of the range:
800 “Budget Booster” products and 4,400 Auchan
products.
■ Promotion of regional products.
● Place provided for local products on the shelves.
● Promotional campaigns for products from Sicily,
Sardinia and Tuscany and the attendance by Auchan
and Sma at the “Expo dei Sapori” gastronomy and
wine trade fair.
● Expansion of the “I Sapori delle regioni”
product range.
●
HYPERMARKETS
Launch of the
Auchan
Mastercard Accord
card in Italy.
■ Policy on innovations and services:
Launch of the Auchan Mastercard Accord card.
● Success of the self checkout system, extended to
22 stores.
● Optician areas in 19 stores. The first “Gold”
departments, in Turin and Cuneo.
● Trial of “bulk” purchase areas at Cinisello Balsamo
(Milan) and a discount section at Casamassima (Bari)
for the sale of remaindered products and stock clearance.
●
■ Buy-up from IFIL of its share in the food-related
activities of La Rinascente, including in particular
Buy-out from
IFIL of the food
division of
La Rinascente
in Italy.
the 39 Auchan hypermarkets, now almost wholly owned
by Auchan.
■ Opening of a hypermarket in Modugno (Bari)
and of the 4th store of the chain in the Piedmont region,
in Cuneo.
■ Extension of the Sassari store (Sardinia).
■ Creation of a warehouse in Melfi (Potenza)
for the supply of staple goods to the stores in the centre
and south of Italy.
■ Planned opening of three hypermarkets in 2005,
in Cesano Boscone (Milan), Fiuminicino (Rome) and Vola
(Naples).
■ Buy-up from IFIL of its share of the DIY
activities of La Rinascente.
■ Agreement for the sale of the Upim stores and
Opening of
two hypermarkets
in Italy.
14 Auchan
the La Rinascente department stores signed on
March 13, 2005, with the consortium consisting
of Investitori Associati SGR S.p.A, DB Real Estate Global
Opportunities IB L.P, Pirelli Re S.p.A and the Borletti family.
Expected to be finalised before June 30, 2005.
■ In 2004, opening of seven Bricocenter stores,
of which one is affiliated, and of one Leroy-Merlin.
In 2005, planned inauguration of three Bricocenters.
■ 460 jobs created in opening the Modugno
and Cuneo stores and the warehouse in Melfi.
■ Increased training. Over 150,000 hours provided,
an increase of 34% compared with 2003. Launch
of in-store e-learning.
■ Significant reduction in absenteeism (– 17%)
and big increase in internal promotion: 47% of section
heads by this route.
■ Preparation for employee shareholder scheme.
■ In 2005, internal employee opinion poll.
■ Environmental policy: reduction in polluting
emissions by optimisation of logistics and work in progress
on decreasing the number of plastic bags handed out
at the checkouts. Objective: – 10% in 2005.
■ For the second year running, great turnout of teams
to support the Telethon: 810,000 euros raised.
■ Partnership with CTM AltroMercato, to offer a range
of fair trade products.
> www.auchan.it
PORTUGAL
16 Jumbo hypermarkets
■ Increase in the number of customers despite
a still difficult economic climate. Purchasing power down
and increased pressure from the competition affecting
some stores especially in Lisbon and Setubal.
■ Improvement in price positioning. The majority
of the stores ranked 1st or 2nd in their customer catchment
areas. Increased range of Budget Boosters and
promotional offers.
■ New initiatives on food safety.
● Expansion of ranges of organic products (100 listings)
and of supply lines “Vida Auchan” (50 listings).
● For fresh produce, the “Auchan seal of approval”,
based on hygiene and traceability criteria awarded
to 225 suppliers.
● Setting up of a health and safety committee in each
store.
● Certification of fresh produce departments awarded
by the SGS/ICS to Maia, the 2nd store to be certified along
with Almada.
■ Support for the development of national exports:
promotion of Portuguese products both in the stores
and in the Auchan hypermarkets in Luxembourg
and France. Close collaboration with 120 exporting
suppliers.
34
Auchan hypermarkets in Poland,
Hungary and Russia, 5 being opened
in 2004.
■ Inauguration of the 16th Jumbo hypermarket
● Widening of the range of fresh products, particularly
the fish counter and fruits.
● Confirmation of the success of the loyalty
programme started in 2003.
in Vila Real, in the north-east of the country.
■ Renovation of the store in Setubal.
■ Opening of five household goods shops next to
the hypermarkets, under the Loja Box name, developed
by Jumbo.
■ Opening of a store in Coimbra planned for 2005.
■ Opening in Walbrzyc of the 3rd hypermarket
of Schiever Polska, a subsidiary owned at 50%
■ Over 152,000 hours of training dispensed.
76% of employees attended at least one training course
during the year, i.e. 12% more than in 2003.
■ 200 jobs created through the opening of the Vila Real
store.
■ Marked increase in internal promotion: 43.5%
of section heads recruited by this route.
■ Policy on the integration of disabled persons
continued. Auchan Portugal received an award from
the Institute for Employment and Professional
Development.
Inauguration
of the 16th Jumbo
hypermarket
in Portugal.
by Auchan and 50% by Schiever.
■ Creation of Auchan service stations in three stores.
■ Roll-out of a new IT system (Range Listing
Management) for central purchasing.
■ In 2005, opening of one store planned.
■ Intensive work on the stabilisation and
professionalism of teams, notably through training:
more than 244,000 hours provided.
Expansion of e-learning.
■ Good rise in internal promotion: nearly 30% of
section heads by this route. Two thirds of store managers
are Polish. Objective: to reach 100% Polish managers.
■ Continuing actions of solidarity aimed at children:
40,000 children helped through 250 institutions.
■ Solidarity actions led by the stores, towards
■ Launch of an environmental action plan in all
disadvantaged persons and children; financial assistance
provided to orphanages.
of the stores. 1,700 employees given awareness training.
■ More than 300 Auchan products given labels
in braille.
> www.auchan.pt
HUNGARY
POLAND
■ Continuation of the pricing policy in an economic
climate that remained difficult: high inflation after the
country joined the European Union and sluggish
consumption despite a fall in the level of unemployment.
● Faced with the concentration of players and growing
competition from the hard-discounters, Auchan was
ranked 1st in terms of price positioning by the weekly
Polityka and the daily Fakt.
● Expansion of deep discount products.
■ Position of the chain confirmed as the least
expensive in the country, in a climate of falling
Auchan Poland
ranked 1st
in terms of price
positioning.
consumption during the second half and heightened
competition, especially in Budapest and Székesfehérvàr.
● Strong promotional offers: “Auchan days” providing
special offers for one day, regular campaigns on sports
items, etc.
● Success of deep discount products: growing share
of turnover and number of items sold.
■ Roll-out of the Accord card, in all stores.
■ Working closely with more than 1,000 suppliers, local
and regional.
HYPERMARKETS
Opening of a
9th hypermarket
in Hungary,
the 3rd in
Budapest.
Restructuring
into divisions in
Hungary.
■ Leading position strengthened in Budapest,
with the opening of a 3rd store in the capital
at Alberfalva; 7th establishment of the chain in
the conurbation.
■ New organisation into divisions in order to bring
the benefits of consistency and proximity between central
services and the stores.
■ Opening of the first Auchan service station
in Soroksar, with discount prices. Six stations planned
for 2005.
■ At the end of 2005, planned opening of a 10th store
in Solymar, to the north-west of Budapest, in order
to strengthen the leading position of the chain.
■ Reinforcement of the empowerment policy.
■ 400 jobs created in Alberfalva.
■ 121,000 hours of training provided, i.e. +25%
compared with 2003. Partnership with technical colleges
for the training of butchers and bakers.
■ Award of ISO 14 001 environmental quality
certification for the Csömör store.
> www.auchan.hu
RUSSIA
■ Chain known for its low prices.
■ Despite a high level of inflation, consumption
Nearly 3,000 jobs
created in Russia.
stimulated by the lowering of taxes. Auchan among
the first chains to pass this on this reduction to
its selling prices.
■ Close work with local suppliers.
■ Opening of three stores in Moscow: two
hypermarkets on the outskirts –to the north-west,
in Krasnogorsk, and to the north, in Khimki– the third
in the urban zone to the south-east, in Marino.
In Russia, 100% of
employees
attended at least
one training
course in 2004.
■ Creation of 3,000 jobs, notably for the opening
of the three stores.
■ Expansion of training: 205,000 hours provided during
the course of the year, i.e. nearly twice that of 2003.
100% of employees trained during the year.
■ Employee shareholder scheme being studied.
> www.auchan.ru
6
Auchan hypermarkets
established in Moscow, of which
3 were inaugurated in 2004.
16 Auchan
4
Auchan hypermarkets
opened in China in 2004.
CONTINENTAL CHINA
■ Success of the discount policy. Reinforced position
of the chain as the least expensive in all of the customer
catchment areas. Rapid expansion of the range of
“Budget Booster” products: more than 400 items listed.
■ Launch of Auchan brand products: 200 items listed.
Objective to reach 500 by the end of 2005.
■ Acceleration of growth: opening of four
hypermarkets.
● Strengthening of the position in Shanghai, with
the setting up of two stores at Jiading and Minhang.
● Inaugurations in Nanking and of a 2nd store in Beijing
(Kexing).
■ Deployment of the “Real Time” IT system in all stores,
for stock management.
■ In 2005, inauguration in February of a hypermarket
in Ningbo, 200 km to the south of Shanghai. Openings
planned in Tianjin (150 km from Beijing) and Changzhou
(150 km from Shanghai).
■ Creation of nearly 2,000 jobs, for the opening
of the four new stores.
■ More than 234,000 hours of training provided
(+72%), received by more than 85% of employees.
■ Internal promotion: all of the sector heads coming
through internal promotion. Appointment of the first
Chinese store manager, in Ningbo, opened in
February 2005. 6 Chinese managers for 12 stores.
■ Initiative in support of the integration of disabled
staff, in all of the stores.
■ Employee shareholder scheme being studied.
■ Local initiatives from the stores and partnership
with the Red Cross, after the tsunami in South-east
Asia.
TAIW AN
MOROCCO
19 RT Mart
10 Marjane* hypermarkets
and APIC hypermarkets*
■ Chain ranked 1st in price positioning, in a climate
of very lively competition.
Success of deep discount products: 850 items listed,
i.e. +40% compared with 2003. Objective: to reach 1,500
listed items by the end of 2005.
● In 2005, acceleration of the discount policy. Objective:
to lower the prices of more than half of the products.
■ Reinforced policy on quality:
● Adoption of the international SGS and national CAS
(Chinese Agricultural Standard) standards in all
of the stores.
● Signing of a quality contract with suppliers.
Audits conducted at 100% of suppliers.
● In 2005, launch of quality supply lines for fresh
products.
■ Success of the loyalty programme: 95% of purchases
made with the RT Mart card.
●
Objective:
reduce prices
of over half
of the products
in 2005,
in Taiwan.
■ Success of the pricing policy operated for the last
two years.
● Increase in the number of customers.
– Agressive promotional policy, with products being
offered at prices between 10 and 30% lower than those
of the competition.
– Creation of a range of deep discount products,
manufactured by about fifteen local businesses.
● Widening of the range of own-brand, Auchan
and “Budget Booster” staple goods.
■ Reinforcement of the approach to quality.
Plan to create supply lines for fruit, vegetables, fish
and meat in 2005.
■ Inauguration of the 10th Marjane hypermarket,
Opening
of the 10th Marjane
hypermarket,
in Morocco.
in Tetouan.
■ Three due to open in 2005: one in the spring
in Meknès and the other two at the end of the year
in Casablanca Derb Sultan and Hay Hassari.
■ Acquisition of the hypermarket in Taitung,
previously under management and supply contract,
with RT Mart.
■ Opening of a hypermarket in the Taipei city centre
(CityLink) under management and supply contract,
with RT Mart.
■ Refurbishment of the store in Bitan: range reviewed
to favour nearby customers; expansion of sections for
fresh produce and staple goods.
■ At the end of 2004, total of 23 stores: 14 fully owned,
5 under management and supply contract and 4 under
central purchasing membership contract.
■ In 2005, transfer of the Apic store in Anping into
the RT Mart chain.
■ Priority given to the stabilisation of teams
and to training, notably for new management tools.
■ In 2005, launch of an internal employee opinion poll.
* Of which 14 are consolidated.
■ Increase in training:
Sharp rise in the number of hours of training provided
during the year (+92%). 74% of employees received at
least one training session. 130 checkout and section heads
were trained during the year at the School for Managers,
set up in 2003.
● Launch of the School for Leaders aimed at sector
and department managers. Training and roll-out to begin
in 2005.
● New partnerships with schools: ESCA, CIMADIS
(International Centre for Supermarket Management),
ISTA, etc.
■ 270 jobs created, mainly for the opening of the
Marjane in Tetouan.
●
+92% hours
of training
provided in
Morocco in 2004.
■ Support for the SOS Children’s Villages along
with other chains of the Auchan Group: funding
for a project in Imzouran, a village devastated by
the earthquake.
■ Involved in the national campaign for solidarity “unis
pour aider les démunis” (united to help the destitute)
to help those affected following the earthquake in
Al Hoceima.
* The Group is present in Morocco through its subsidiary Marjane
(Société Cofarma renamed as Marjane holding in June 2004), owned
at 51% by ONA and at 49% by Auchan.
SUPERMARKETS
SUPER
18 Auchan
“The turnover for the supermarkets division continued
to rise in 2004. Our chains retained their market shares
in a highly competitive climate. They continued to follow
the policy instigated two years ago, namely to improve price
positioning and to streamline the range of products offered.
This thrust for change, initiated in collaboration with the
employees of the business, in which we must combine
continuous improvement with operational performance,
will be an area for concerted effort in 2005. 2005 will also
see the opening of our sixth country, Russia, with the
creation of the Atak chain.”
Benoist Cirotteau, Chairman and Managing Director
MARKETS
5.6
billion euros of consolidated
turnover excluding tax
in 2004.
5 2,027
countries
supermarkets (631 of which are
integrated, 564 franchised and 832
associated) as at December 31, 2004
29,400 19
%
of the turnover
for the Group achieved
by the supermarkets
SUPERMARKETS
From strength to strength
in six countries
■ Following three years of strong growth, in 2004
the supermarkets division saw a slowdown in the rise
of its turnover. Set against a difficult climate with a decline
in consumption, especially in France, Italy and Poland,
the Group’s chains managed to retain their market
shares and achieved their objectives in terms of results.
The number of visits and items sold also continued to rise.
In 2004, the turnover for the division came to 5.6 billion
euros and represented 19% of that for the Group.
■ The number of supermarkets rose by 77 outlets
(13 integrated, 3 franchised, 61 associated). Six of these
were opened in France and two in Spain. In Morocco,
Acima maintained its opening rate at five stores per year.
Development of the franchise sector continued in both
France and Italy. In the latter, a new master franchising
agreement affecting 156 outlets was concluded.
Likewise, in Italy, following the Auchan Group’s buy-up
of Ifil’s share in the food-related activities of the
La Rinascente Group, the Sma and Cityper supermarkets,
including the Punto Sma mini-markets (211 integrated,
505 franchised and 648 associated) transferred from
the hypermarkets division to the ISMS supermarkets
division.
■ The supermarkets division continued to expand,
especially in countries where the Group’s hypermarkets
are already present, and 2005 will see the opening
of its first stores in Russia. The Atak chain will see
the light of day in Moscow in this year. Consequently,
the supermarkets of the Group will now be present
in six countries, three of which were entered in the
last four years.
■ Lastly, in 2004, the supermarkets division reinforced
its approach to optimising investment costs, thereby
enabling the chains to maintain an aggressive marketing
approach.
A streamlined product range
at the lowest prices
In 2005,
the first Atak
supermarkets will
open in Russia.
+13 integrated
supermarkets,
+3 franchised and
+61 associated
in 2004.
Setting up
of “hands-on”
training workshops
■ In 2004, the supermarkets pursued their policy, begun
and progress
a year ago, of improving price positioning and reviewing
groups.
the product ranges.
To affirm their desire to offer the lowest prices, the chains
increased their promotional activities and carried out
an aggressive policy. In France, for example, prices went
down on average by 2%. In Spain, Sabeco cut prices
for 500 Auchan-branded items and at Cityper, in Italy,
around 1,000 products came down in price in the last
quarter. The chains extended their ranges to meet
20 Auchan
the growing demand for own-brand and deep discount
products, particularly in France, Italy and Poland.
“Budget Boosters” are becoming increasingly successful.
Currently available in supermarkets in France, Spain, Italy
and Poland, in 2005 these will also be offered in Morocco.
With a view to ensuring better clarity of the product
ranges on the shelves, the work already underway to
review and refine the product ranges has continued
and will be major area of work for 2005.
■ New trials have been carried out by the chains
to take into account customer expectations and to provide
the feedback process with regard to the continuous
improvement of the discount supermarket concept.
In France, Spain and Italy, stores have taken a more
discount position by “staging” and simplifying the
product ranges. Sales areas devoted to “bulk” purchases
have been created in some stores. This approach, using
trials, will continue in 2005. This was the case for a shop
under the Easy Marché name, which experimented with
a simplified store layout, in Meung-sur-Loire, France,
at the beginning of the year.
■ Lastly, the chains have sought to increase their
proximity to customers, by continually providing them
with innovative services. Product quality and food safety
also remained a chief priority.
Constantly improving professionalism
and performance
■ The drive for change undertaken by the chains can only
be set in motion with the collaboration of the employees
of the business. In order to identify the best practices
and define the areas for progress, the synergies between
the chains have been reinforced. To increase autonomy
and responsibility, the emphasis was placed on training,
especially by means of making hands-on training
workshops widely available. Aimed at training the staff
on every aspect of their trade, these were extensively
rolled out in France. This year, they were set up in Spain,
for fruit and vegetable sections.
In all, 62% of the staff in the supermarkets division
received at least one training session in 2004.
The year also witnessed the proliferation of progress
and initiative groups. In France, Atac instigated an action
for change involving all staff and committing them
to develop their autonomy and responsibility.
Social involvement
■ Every supermarket gets involved in the life of its
local community. When emergencies arise the chains
are also able to react quickly. This was the case for Acima,
13
new integrated
when the earthquake struck in Morocco, and for Sabeco
after the Asian tsunami. The chains provide financial
assistance to organizations like the Red Cross and Oxfam
as well as for events such as the Telethon, in which Sma,
in Italy, was the official partner for the third year running.
Atac and Sabeco are particularly involved in supporting
the integration of the disabled into the workplace.
In France, the agreement at company level was renewed
for the period covering 2004-2006. Lastly, the chains
make every effort to minimise the impact of their activity
on the environment. In 2004, for example, Atac reduced
by 7% the number of carrier bags handed out
at the checkout.
FRANCE
412 Atac supermarkets,
of which 270 are integrated,
with the Schiever Group
■ Steady turnover and gains in market shares,
in a difficult climate of a slowdown in consumption
and a price war.
■ Improvement in price positioning: Atac ranked
3rd in supermarket chains by the International Panel.
● Launch of the new marketing pitch: “Mon choix
économies!”(I choose to save !) and campaigns on
the theme of the increase in purchasing power.
The drive to reduce prices, begun in 2003, has continued:
– 2% on average over the year.
● Growing success of own brands, in particular with
“Budget Boosters”.
● Deployment of “bulk purchase areas” in eight stores.
Objective: to extend these to 50 stores in 2005.
● Trialling of a “super discount“ concept and a store
under the Easy Marché name in Meung-sur-Loire (45).
Streamlined product range and very low prices.
■ Action to encourage food safety. Formalisation
and communication of the quality system, via the Intranet
and “hands-on” training workshops.
■ Development of services: financial products with
the Banque Accord, a selection of holidays with Voyages
Auchan, a “post office” service trialled in one store.
The loyalty card was demonstrably a success: close on
2,800,000 holders, i.e. +16% compared with 2003.
Self-scanning system trialled in three stores.
40
%
of the turnover for the
supermarkets division achieved
outside France.
■ 14 extra outlets of which six are integrated, five
franchised and three associated.
■ Refurbishment programme continued: 11 stores
extended in 2004.
■ In 2005, around twenty stores scheduled to be opened,
half of these to be integrated and half franchised.
Objective of
extending the
“bulk purchase”
areas to 50 stores
in 2005.
■ Increasing professionalism and empowerment
● The Cap 3 drive for change has continued and aims
to increase autonomy in the teams, each becoming a true
tradesman-entrepreneur.
● Progress and initiative groups set up to encourage
the emergence of best practices that can be applied
and put into operation immediately.
● Launch of “hands-on” training workshops for
fruit & vegetables and fish.
■ Significant reduction in level of staff turnover (-37%).
■ Increase in apprenticeships: 376 apprenticeships
in 2004.
376 apprentices
■ Renewal of the agreement to promote the employment in Atac, in 2004.
of disabled persons, for the period covering 2004-2006.
Committed to recruitment of 150 persons over
three years. This objective was exceeded in 2004,
with 66 people taken on.
■ New actions to help the environment:
In 2004, there was 7% decrease in the number
of carrier bags handed out at the checkout. In the new
stores, these are no longer given out.
● Collection of used ink cartridges for the benefit
of an association. Plans to extend this action in 2005.
● +30% in the number of used batteries collected.
■ Gifts of items to Food Banks, the Restos du Cœur
(an organisation providing food for the homeless)
and local associations. 50,000 euros in aid donated
to the Red Cross following the Asian tsunami.
■ Customers and staff came together to support
Handisport, which encourages sport for the disabled.
Involved in funding the cost of travel for athletes taking
part in the JO Paralympics in Athens, equipment was
donated and training sessions funded. Atac was one
of the top three sponsors for the international handisport
tournament in Antony.
■ Selling of Auchan items under the Max Havelaar label.
●
-7% carrier bags
handed out by
Atac at checkouts
in 2004.
> www.atac.fr
SUPERMARKETS
ITALY
■ In 2005, launch of a Rik & Rok initiative together with
1364 Sma and Cityper
the Auchan hypermarkets to support the building
of a centre for orphans.
supermarkets of which 211 integrated,
1,000 prices
lowered at Cityper
between September
and December.
2.4 billion euros
turnover achieved
in 2004 by
the supermarkets
in Italy.
■ Reinforcement of pricing policy, begun
in May 2003:
● Prices held for the last quarter and prices cut
on 1,000 products at Cityper between September
and December.
● More ranges of deep discount products.
● Excellent price positioning. Sma ranked 1st in Rome
and Cityper 1st in Brescia.
■ Turnover of 2.4 billion euros, consolidated at 50%.
■ New concepts tried out:
● ”Bulk” purchase areas in four Cityper stores.
This service to be extended to other stores in 2005.
● Store trial on the “Superdiscount” concept in one Sma:
reduced product range and simplified layout.
● The “Every day Low Price” trial in one Cityper store
was continued.
● Self checkout system in two stores.
■ Promoting regional products. Along with Auchan,
attended the ”Expo dei Sapori” trade fair for wine and
gastronomy and developed the ”I Sapori delle Regioni”
range.
■ Agreement with the Rome public transport company
to sell tickets for public transport.
■ Buy-up from IFIL of its share in the food
activities of the La Rinascente Group including,
ISMS, the holding
covering the
supermarket
activities,
now owns 100%
of the shares
in Sma.
in particular, 1,364 Sma and Cityper supermarkets,
211 of which are integrated and now almost wholly
owned by the supermarkets division.
■ Two Cityper stores opened and two Sma stores
closed.
■ Expansion of the franchise:
● Master Franchising agreement with the company
”Apulia Distribuzione S.r.l.” comprising 156 stores.
● Acquisition of SGD in Milan.
● 27 affiliated supermarkets opened.
■ Refurbishment or extension of seven stores.
■ Fives stores due to open in 2005: three Sma and
two Cityper (integrated). In October 2005 a new fresh
produce warehouse is due to be opened in Ancona.
> www.smasupermercati.it
> www.cityper.it
SPAIN
223 stores of which
122 Sabeco supermarkets integrated
and 101 minimarkets associated
■ Turnover on the increase. Rise in the number of
customers and items sold.
● Marked improvement in price positioning and in the
promotional policy. Success with marketing campaigns,
in particular on the “anniversary” and for the “Chollos”
(“super deal”) products.
● Trial of new discount concepts in three different store
formats.
● Promotion of “Budget Boosters” and Auchan brand
products on the shelves and in leaflets. Product ranges
widened and 500 Auchan products down in price.
■ Creation of ethnic product sections to meet the
growing demand.
■ Fresh produce initiative. Meat preparation section
extended. The objective: to double production.
■ New services developed for customers:
at the beginning of 2005, creation of the website
www.sabeco.es, phone top-ups at the checkout, financial
products in partnership with Banque Accord.
■ Proven success of the loyalty card. Almost 70%
of purchases made in this way.
■ Two supermarkets opened in 2004,
both integrated.
■ Refurbishment programme underway: seven stores
modernised to begin with.
■ Deployment of new automated restocking system,
trialled in 2003.
■ Launch of first “hands-on” training workshops
in fresh produce: in-depth training for all store managers
and heads of department in the fruit & vegetable section.
■ Preparing for employee shareholder scheme.
■ Sma was the official partner for the Telethon,
and this for third year running. 827,000 euros were raised.
In addition it was a partner chain in the “Nuit Blanche”
[sleepless night] effort in Rome to raise funds for the
homeless and in the “Fondazione italiana per cuore“
(Italian Heart Foundation) during International Heart Day.
■ An area dedicated to fair trade products in the Cityper
stores.
22 Auchan
211
Sma and Cityper integrated
supermarkets, now almost
wholly owned by the
supermarkets division.
500
Auchan products
down in price
in Spain.
■ In partnership with the Adecco and Downs Syndrome
MOROCCO
foundations, support for the integration of the disabled
into the business.
16 Acima* supermarkets
■ Supported the activities of the Red Cross
and IUVE (an international network of youth
organisations)
■ Subsequent to the Asian tsunami, gifts from the
company itself and collections from staff and customers
were donated to Intermon Oxfam.
Launch of
“Budget Boosters”
in Morocco
in 2005.
> www.sabeco.es
POLAND
12 Elea supermarkets
■ Acima ranked 1st in supermarket chains
and 2nd after Marjane, in terms of price positioning.
Ranges of deep discount products extended: launch
of “Budget Boosters” in 2005.
■ Work on the range of foods offered: review
of the ranges of staple goods; sections expanded for fresh
produce, poultry and meat, this being much valued
by the customers.
■ Promotion of household electrical goods with
the creation of a section for these in the Fez store
and organisation of promotional events with free credit,
three times a year.
■ The rate of openings kept steady: five stores
■ High impact on prices. “Low prices” and aggressive
policy operations in each customer catchment area.
Increase in the range of deep discount products
offered: 850 items listed including more than 330
“Budget Boosters”, i.e. +35% compared with 2003.
■ Overheads reduced by means of progress groups
identifying best practices.
■ Strengthening of measures aimed at promoting food
safety.
Acima stores
opened at a rate
of 5 per year.
■ 250 jobs created in 2004.
■ Partnership with CIMADIS (International Centre
for Supermarket Management)
■ An Elea store scheduled to open in 2005
in Gdynia and trial of a new concept of discount store
in a smaller format, under the Atak name in Warsaw.
■ Roll-out of substantial training programmes,
followed by over 95% of the workforce.
inaugurated in El Jadida, Safi, Beni Mellal and Casablanca
(El Fida and Sidi Othmane).
■ Five openings scheduled for 2005: in Rabat Temara,
Marrakesh, Meknes and two in Casablanca. A warehouse
was built in Casablanca.
■ Actions to support the under-privileged:
In 2005,
trial of an Atak
discount concept
in Warsaw.
support for the Mohammed V Foundation, which benefits
the destitute and gives food aid to those affected by
the earthquake in Al Hoceima. Actions carried out
in partnership with Unicef.
* In Morocco, the Group is represented through its subsidiary Acima,
owned at 51% by ONA and at 49% by Auchan
IMMOCHAN
IMMO
24 Auchan
“2004 was a memorable year for our real-estate
business. It saw the creation of the holding company
Immochan International and of its first subsidiaries.
Supporting the expansion of the Auchan Group in various
countries, they spread Immochan’s expertise in its four areas
of activity, namely property development, marketing,
management and investment. Our ambition is to create
and develop leading, flagship shopping centres on all
of our sites. We expect the division to grow steadily.”
Vianney Mulliez, Chairman
CHAN
297 230 1.07
shopping centres
employees in 11 countries
(average workforce
million m2 of rented space
in shopping malls
IMMOCHAN
400 52.4
%
Over
new shops opened
in the shopping malls in 2004.
of rental income collected
in France and 47.6% elsewhere
in the world.
The real-estate business increasing
in strength
■ Since the creation of the Auchan Group, its real estate
subsidiary Immochan has been supporting its growth
through its activities of property development,
marketing, management and investment in its
commercial sites. Once the legal restructuring of the
Group into four business divisions was finalised in 2004,
the holding company - Immochan International was
created. This was followed by the setting up of a new
organisation with the deployment in each country of the
appropriate legal and management structures. Already
in place in 2004 in France, Italy, Spain and Luxembourg,
there are plans for these in 2005 for Poland, Hungary
and then Portugal. Consisting of local teams and with due
regard to the specific nature of each country, they manage
and develop the real-estate business as an autonomous
company recognised as having its own identity.
■ In 2004 Immochan experienced another year
of sustained growth.
For Italy, the year was noteworthy for the acquisition
from the IFIL Group of its share in the Società Italiana
Distribuzione Moderna S.p.A. Immochan International
therefore now owns 51% of Gallerie Commerciali Italia
S.p.A, the umbrella company for the shopping mall
activities businesses. The Simon Property Group,
its partner since 2003, owns 49% of it.
In addition, Immochan opened over 400 businesses
in shopping malls. More than half of these were in the
shopping centres inaugurated during the year, in particular
in Russia, Italy and China. In the latter country, the target
threshold of 300 shops was crossed. Refurbishment and
extension of the existing shopping centres in Spain, Italy
and, above all, in France, also enabled the creation of
nearly 120 businesses. Business parks continue to be
developed, notably in France.
At the end of 2004, the real-estate division of the
Auchan Group boasted a total of 297 shopping centres
around the world.
Preparation
of a directory of best
practices for each
business.
Leading shopping centres that are
flagships
Acquisition from
the IFIL Group of
its share of the
shopping mall
activities (G.C.I.).
297 shopping
centres worldwide.
Shared expertise
■ Developing the real-estate business relies
on a major effort to empower and improve
professionalism of the teams.
In order to promote excellence in each of our four areas
of activity in commercial real estate – development,
marketing, management and investment, best practices
have been identified and formalised in the form
of a directory, and training modules devised. In enabling
sharing and transfer of this expertise to the countries,
26 Auchan
these synergies are contributing to the continuous
improvement of performance.
In the countries where the commercial real estate venture
is still new, Immochan is working in close collaboration
with its business partners. In Hungary, for example,
suggestions for training sessions have been put forward
using a professional training body, to familiarise staff with
retail practice in shopping malls.
Definition
of a charter on
environmental
quality.
■ Immochan has set itself the objective of developing,
on all of its sites, shopping centres that are leaders
in the field and flagships in terms of quality. These are
areas where commerce and lifestyle, come together,
user-friendly yet business-orientated. Their aim is to
become the favourite destinations of their customers.
From the time they park their cars until they leave,
the new visual identity designed in 2003 guides them on
they way. It was deployed in around twelve shopping
centres in France, like in Pôle Europe (Mont-Saint-Martin –
Meurthe-et-Moselle) and in Noyelles-Godault (Pas-deCalais) which has become the largest shopping centre to
the north of Paris. This signage system has been partially
deployed in Poland and in Hungary.
■ In touch with the needs of its commercial partners,
Immochan has collaborated with them to create
the most attractive sites in the market, enabling them
to achieve the best possible economic and commercial
results. In accommodating and developing new
commercial concepts, Immochan is also demonstrating
its capacity for innovation and its desire to offer an ever
increasing range of services and businesses.
■ Immochan is a major urban developer and actively
courts its role as a responsible negotiator with local
authorities, by supporting these in their plans for town
and trade. The real estate subsidiary, together with
the chains within the Group, has adopted a policy of
sustainable development by optimising the use of natural
resources and by ensuring that its shopping centres have
a well-established position in their local environment.
Architectural integration also remains a priority and
a charter on environmental quality has been drawn up.
In 2004, in Noyelles-Godault (France), 25 hectares
of parkland were landscaped as part of the extension
of the shopping centre. In Cuneo (Italy), the planting in
the car park forms a green “curtain” to lessen the impact
of the buildings, and the undulating profile of the façade
is reminiscent of the neighbouring hills of Bisalta and
Monviso.
FRANCE
■ Creation of Immochan Spain. Scheduled extension
120 shopping centres
of the shopping mall in Tenerife in 2005.
■ Reinforcement of the teams in Portugal. Creation
of Immochan Portugal, for 2005.
■ Refurbishment and extension of the shopping centres
Central and Eastern Europe
in Noyelles-Godault (Pas-de-Calais), Trignac (LoireAtlantique), Saint-Cyr-sur-Loire (Indre-et-Loire), Petite-Forêt
(Nord) and, at the start of 2005, of Saint-Sébastien-sur-Loire
(Loire-Atlantique). In these five shopping centres, the new
visual identity designed in 2003 was rolled out and
adopted by about a dozen of the sites at the end of 2004.
● Creation of 71 new businesses in shopping malls,
equivalent to an extra 14,000 m2.
● By the end of 2004 there were 320 specialist areas
in the business parks.
■ Awarded the prize for the best renovation-extension
by the CNCC (National Council for Shopping Centres),
and this for the 3rd year running. This was presented at
the Maison-Neuve shopping centre in Brétigny (Essonne).
■ For 2005, restructuring of the teams into businesses
and renovation or extension of the shopping centres in
Laxou (Meurthe-et-Moselle), Le Fayet (Aisne), Bordeaux –
Le Lac (Gironde), Illkirch (Bas-Rhin), etc.
■ Creation of around sixty businesses in shopping
malls in Russia, when three centres opened in
Krasnogorsk, Khimki and Marino. The real estate team
reinforced.
■ In Poland, launch of the plans for strip malls
(open-air shopping centres). Significant reduction in
business vacancy rate for shopping malls. Establishment
of the first Decathlon outside Warsaw, on the Auchan
site in Wroclaw. For 2005, creation of the company
Immochan Poland.
■ In Hungary launch of the plans for strip malls
in Dunakeszi and Soroksar.
For 2005, creation of Immochan Hungary. Opening,
on the sites of the Auchan hypermarkets, of three
Decathlon stores in Budapest and one Bricostore
in Csömör.
■ In Poland, Hungary and Russia, over 1,200 businesses
held in shopping malls, via the subsidiaries of Immochan
International, at the end of 2004.
Nearly
1,200 businesses
across the whole
of Poland,
Hungary and
Russia at the end
of 2004.
In 2005, Immochan
companies will be
set up in Poland
and Hungary.
Morocco
INTERNATIONAL
177 shopping centres
■ Creation of 14 businesses with the opening
of the shopping mall in Tetouan.
Asia
Western Europe
■ Galleria Commerciali Italia (G.C.I.): accelerated
development.
Acquisition from the IFIL Group of its share in
the Società Italiana Distribuzione Moderna S.p.A,
which includes 51% of the Gallerie Commerciali
Italia S.p.A: G.C.I is now owned at 51% by Immochan
and at 49% by the Simon Property Group.
● More than 120 businesses created as part of the
opening of the shopping centres in Modugno (Bari)
and Cuneo, and the extensions in San Rocco Al Porto
(Lombardy) and Sassari Predda Niedda (Sardinia).
● By the end of 2004 there were over 1,300 shops.
● In 2005, opening of Cesano Boscone (Milan).
●
■ Nearly 90 shops created in China during 2004,
in Shanghai Minhang, Shanghai Jiading and Beijing
Kexing. By the end of 2004, over 300 shops held
in shopping malls of the 11 Auchan hypermarkets.
At the start of 2005, opening of the malls in Nanjing
and Ningbo, with a total of 70 shops. More openings
planned for the end of the year.
Over 300 shops
in China at the end
of 2004.
> www.immochan.com
BANQUE ACCORD
BANQUE
28 Auchan
“2004 was an excellent year for Banque Accord,
confirming the success of the last five years.
Our net banking income rose by more than 15%,
our operating income by 25% and our Group share
of net income by 29%.
The turnover paid through Banque Accord cards
in the chains exceeded 5.1 billion euros, up by 18%.
2004 saw the buying up of the Egg activities in France
and the continued roll-out of credit and personal loan cards
in all of the countries. In 2005, Banque Accord will continue
to expand in Europe where the 4 million customer target
threshold will be exceeded.”
Jérôme Guillemard, Chairman
ACCORD
3.855 800
million customers
2.26 million of these
in France
as full-time equivalent),
670 of these in France
5,1
billion euros of turnover paid
by cards managed by Banque Accord
(+18% compared with 2003)
BANQUE ACCORD
Sustainable performance
■ The 2004 results for the Banque Accord follow
the pattern of the rise in performance seen over
the last five years. The operating income rose by 25%
to 39 million euros and the Net Banking Income by 15%.
These good figures are explained by a business in full
growth but also by careful management of the cost
of risk. In this context, the contribution to the results
by Portugal and Spain are on the increase.
■ The turnover paid through Banque Accord cards has
continued to rise significantly: up by 18% in comparison
with 2003, it reached 5.1 billion euros. Banque Accord
gained more than 450,000 new customers over the
course of the year, of which 73,000 were Egg customers,
bringing the total to 3.855 million in Europe.
■ In France, the year was notable for the acquisition
of the consumer credit activities of the Egg Bank,
covering almost 73,000 customers and 205 million euros
of credits outstanding.
■ After the Banque Accord Visa card, the first Visa card
for hypermarkets seeing the light of day in 2003, the bank
issued its Visa Premier and Accord MasterCard cards
in Italy. In Hungary, following an initial trial in the
Dunakeszi store, Accord Magyarorszàg launched its card
in all of the Auchan hypermarkets.
During 2005, Banque Accord will continue its expansion
in new countries: Italy, Poland and Hungary, and will develop
the activity it acquired from Egg in France.
450,000 new
customers.
Buy-up of the
credit card and
personal loan
activities of the Egg
Bank (France).
Internationalisation, external growth:
many new employees
Increased market resources
■ In continuing its policy of diversifying its funding
sources, Banque Accord carried out three bond issues.
With a total sum of 200 million euros, these bring
the overall total of issues placed with institutional
investors in 2003 and 2004 to 350 million euros.
At the beginning of 2005, a syndicated loan
of 500 million euros was launched to provide funds for
its general business purposes.
Easily accessible financial services
and products at the lowest cost
■ Banque Accord a subsidiary of Auchan and,
by tradition, customer-focused, set itself the target of
being the least expensive provider of financial services
and products in the marketplace.
30 Auchan
Personal credit and bank cards in France and Italy,
in addition to personal loans in Spain, Italy and France,
are offered at the lowest prices.
In France, the revolving credit rates, cheaper than
the market, have been revised downwards on a regular
basis since 2003. Rates for the Banque Accord Visa
Classique and Visa Premier cards themselves are up
to two or three times lower than usual prices.
■ In order to be still closer to the customers and
to offer them credit, as well as savings and insurance
products, during the same opening hours as the stores,
the bank, in France, has opened eight “Banque Accord
areas”, in the Auchan hypermarkets themselves or in
its shopping malls. In 2005, Banque Accord plans to focus
on its savings and insurance activities through these new
types of outlet.
■ Another aspect of its commercial policy, the Banque
Accord and Egg cards are the only ones to pay money
to the holders in the form of “cash back”. In terms of Egg
alone, more than 3 million euros should be paid out
in the manner of this “cash back” in 2004.
Objective: to be
the least expensive
in the market for
financial products
and services.
■ The reorganisation of the bank, put in place in 2003
to handle its expansion, was fully vindicated in 2004.
Two years after an initial survey, Banque Accord
successfully carried out a second opinion poll of its
employees.
■ The company’s internal growth in all of its countries
and the process of takeover of Egg France needing
sustained support (training, management, project
management), Banque Accord invested heavily in these
areas. In 2004, almost 4% of the payroll was devoted to
training teams. In France, all of the managers were invited
to decide together the value of their business. This work
is the opening chapter for a management training exercise
to be carried out over several years.
Also in France, activity on the Tours and Paris Egg France
sites continued. Almost 90 Egg employees were
integrated in accordance with the public undertaking
at the time of the buy-up.
+15
%
in net banking income
for 2004.
FRANCE
■ Historic threshold of the billion euros outstanding
credits crossed.
■ Buy-up of the credit card and personal loan activities
of Egg France (205 million euros in outstanding credits,
73,000 customers) and takeover of the Tours and Paris sites.
■ Development of financial products at discount prices:
● Success of personal loans at competitive prices
(operation 2.90% in the Autumn).
● Launch of the Banque Accord Visa Premier card.
■ Opening of in-store banking areas in eight
hypermarkets.
■ Banque Accord cards now accepted in all Boulanger
stores.
■ Actions of solidarity: partnership with Unicef to fund
a reconstruction project in South-east Asia. Increased
support for Astrée, an association combating social
exclusion, with a national mail-shot initiative. In 2005,
Banque Accord was the national partner for the National
Microcredit Week with ADIE*.
* Association pour le Droit à l’Initiative Economique (Economic
Initiative and MicroCredit Promotion Association).
+13.5
%
rise in the number of customers
■ Launch of the MasterCard Accord card, the first
co-branded banker’s card for Banque Accord, which
is equally a credit and loyalty card.
■ Selling of personal loans in-store by Accord staff.
+25
%
in operating income
Launch of the Visa
Premier card
in France and the
MasterCard Accord
card in Italy.
SPAIN
■ Marked increase in personal loans, an activity now
carried out by AccordFin. Creation of a reduced price,
fixed line telephone service for Alcampo card holders.
■ Steady rise in popularity of the Leroy Merlin personal
credit card.
■ 748,000 cards and 998,000 customers at the end
of December.
POLAND
■ Divestment of Accord Polska and creation of Accord
Finance with Lukas Bank (Groupe Sofinco). Successful
migration of the active customers to the new portfolio.
■ High level of customer recruitment over the second
half of the year, with the launch of personal loans through
direct marketing.
Change of partner
and restart
of the activity
in Poland.
PORTUGAL
■ Very strong commercial activity: a 15% rise
in the number of customers, launch of the Leroy Merlin
personal credit card, arrival of the Jumbo Card (Auchan)
in the Box stores.
■ Successful launch of the internet site
www.crediplus.pt.
■ At the end of 2004, the option to acquire the 49%
held by Cofinoga was exercised to assume 100% control
of Crediplus at the end of 2005. Takeover of outstanding
revolving personal loans formerly borne by the partner.
ITALY
■ Marked rise in traditional credit activity
HUNGARY
■ Approval and launch of the subsidiary
in partnership with Magyar Cetelem Bank, the Hungarian
leader in consumer credit.
■ Roll-out of the Accord card in all of the stores.
■ Start of traditional credit activity.
Deployment
of the Accord card
in all the
Hungarian
hypermarkets.
> www.banque-accord.com
> www.banque-accord.fr
> www.cartaccord.it
> www.crediplus.pt
> www.swiataccord.pl
> www.accord.hu
> www.accordfin.es
in the hypermarkets.
■ Successful launch of the transaction site
www.cartaccord.it.
ORGANISATION CHART
Legal Organisation Chart
SUPERVISORY
BOARD
Operational Organisation Chart
Hypermarkets
GÉRARD MULLIEZ,
CHAIRMAN
CHRISTOPHE DUBRULLE
Chairman and Managing Director
JEAN-BERNARD GUILLEBERT,
VICE-CHAIMAN
HENRI MATHIAS,
Support Services Group
THIERRY MULLIEZ,
VICE-CHAIRMAN
XAVIER DE MÉZERAC
Finance – Management Group
DANIEL BACROT
VIANNEY MULLIEZ
Development Group
FRANÇOIS LECLERCQ
ARNAUD MULLIEZ
LOUIS MULLIEZ
PHILIPPE SAUDO
Human Resources Group
BENOIST CIROTTEAU
Supermarkets
JÉRÔME GUILLEMARD
VIANNEY MULLIEZ
WESTERN EUROPE
FRANCE
ARNAUD MULLIEZ, Chairman
HENRI MATHIAS, Vice-Chairman
PHILIPPE BAROUKH, Managing Director
LUXEMBOURG
PHILIPPE BAROUKH, Chairman
FRANÇOIS REMY, Managing Director
SPAIN
FRANCIS LEPOUTRE, Chairman
PATRICK COIGNARD, Managing Director
PORTUGAL
FRANCIS LEPOUTRE, Chairman
EDUARDO IGREJAS, Managing Director
BOARD OF
DIRECTORS
CHRISTOPHE DUBRULLE,
CHAIRMAN
COUNTRY MANAGERS
BENOIST CIROTTEAU
Chairman and Managing Director
PHILIPPE DELALANDE
Finance – Management
COUNTRY MANAGERS
FRANCE
BENOIST CIROTTEAU, Chairman
DENIS SIMON, Managing Director
SPAIN
MIGUEL GANUZA, Chairman
OLIVIER TANGUY, Managing Director
ITALY
BENOÎT LHEUREUX, Deputy Director
ANTONELLO SINIGAGLIA, Managing Director
POLOGNE
DENIS SIMON, Chairman
YVES LIERLEY, Managing Director
Banque Accord
COUNTRY MANAGERS
JÉRÔME GUILLEMARD
Chairman
JEAN-PIERRE VIBOUD, Managing Director
BANQUE ACCORD, France
DAMIEN GUERMONPREZ
Managing Director
FRANCK DUPREZ, Managing Director
ACCORDFIN, Spain
NICOLAS DREYFUS
Finance
DENIS MARDON, Managing Director
CREDIPLUS, Portugal
PHILIPPE JOIE, Managing Director
ACCORD FINANCE, Poland
BENOÎT LIAGRE, Managing Director
ACCORD ITALIA, Italy
BRIGITTE GALLIEZ, Managing Director
ACCORD MAGYARORSZÀG, Hungary
32 Auchan
ITALIE
• HYPERMARKETS
BENOÎT LHEUREUX, Chairman
and Deputy Director
PATRICK ESPASA, Managing Director
• D.I.Y.
VINCENT GENTIL, Managing Director
SIB – Leroy Merlin
MARCO MONTEMERLO, Managing Director
SIB – Bricocenter
CENTRAL AND EASTERN EUROPE
POLAND
PHILIPPE SAUDO, Chairman
FRANÇOIS COLOMBIÉ, Managing Director
HUNGARY
JEAN MAILLY, Chairman
JEAN-PAUL FILLIAT, Managing Director
RUSSIA
JEAN MAILLY, Chairman
PATRICK LONGUET, Managing Director
AFRICA
MOROCCO
TAJEDDINE GUENNOUNI, Chairman of
the Board of Directors of Marjane Holding
PHILIPPE LE GRIGNOU, Managing Director
ASIA
CONTINENTAL CHINA
CHRISTIAN CLERC-BATUT, Chairman
BRUNO MERCIER, Managing Director
TAIWAN
CHRISTIAN CLERC-BATUT, Chairman
KAUFMAN WEI, Managing Director
MOROCCO
NOUREDDINE BENMAKHLOUF
Chairman of the Board of Directors
of Acima
GILBERT INFANTÈS, Managing Director
Immochan
International
COUNTRY MANAGERS
VIANNEY MULLIEZ
Chairman
HERVÉ MOTTE, Managing Director
IMMOCHAN, France
ÉRIC DELEPLANQUE
Managing Director
EDOARDO FAVRO, Managing Director
GALLERIE COMMERCIALI ITALIA (G.C.I.),
Italy
VIANNEY DUMAS
Finance
VALENTIN SERRANO, Managing Director
IMMOCHAN (at July 1st, 2005), Spain
MARIO COSTA, Managing Director, Portugal
ANDRÉ-PAUL LECLERCQ, Managing Director,
Poland
MICHEL CHAIZE, Managing Director, Hungary
Design and production :
- May 2005
Photos: Auchan, Philippe Dureuil, ORC-Antoine Meysonnier, Dominique Coulier, Claude Waeghemacker.
Communication Department – 92, rue Réaumur – 75002 Paris – France
Tel.: +33 (0)1 58 65 08 08 – Fax: +33 (0)1 58 65 08 15 – www.auchan.com

- Auchan . com

Transcription

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