Case study : CSR policy and corporate governance, Casino group, annual report 2007

Résumé du document

Sustainable development can be defined as 'trying hard to answer to the present's needs without compromising the capacity to satisfy the future generations needs'. Sustainable development has three pillars, the social aspect, the ecological aspect, and the economic aspect. In fact, the ecological aspect is the most well-known aspect of sustainable development. In a globalized world, sustainable development is always of more importance. First, NGOs and environment friendly people decided to put pressure on the governments and firms shoulders. But recently, the public opinion awareness concerning sustainable development has strengthened this pressure, and nowadays forces firms to behave as exemplary citizens. In France for example, the government has adopted in 2001, laws called 'nouvelles régulations économiques' (NRE), to make it compulsory for CAC 40 listed companies to publish within their financial statements, a report about the social and environmental consequences of their activity.

Extraits

[...] All of these statements are not made in order to discredit Group Casino and his respect of the French Regulation regarding the Corporate Governance. But we want highlight how the relationships between the members of the Board of Directors are strong. They don't know each other in the simple Group Casino Framework, but also in a personal and professional interest's context. But the don't try to hide that, everything is written clearly in the annual report, any one who wants read carefully can see these elements. [...]

[...] Sustainable development has three pillars: the social aspect, the ecological aspect, and the economic aspect. In fact, the ecological aspect is the most well-known aspect of sustainable development. In a globalized world, sustainable development takes always more importance. First, NGOs and environment friendly people decided to put pressure on governments and firms' shoulders. But recently, the public opinion awareness concerning sustainable development has strengthened this pressure, and nowadays forces firms to behave as exemplary citizens. In France for example, the government has adopted in 2001 laws called “nouvelles régulations économiques” to make compulsory for CAC 40 listed companies to publish within their financial statements, a report about the social and environmental consequences of their activity; extra financial notation agencies investigate give their opinion on companies: and the last but not the least, stakeholders, even shareholders and employees, are now looking for responsible and citizen acting companies. [...]

[...] Yet, according to Nicole Notat, “companies have understood that discrimination is a risk to master” but she also thinks that “some hiring difficulties lead companies to appear more attractive towards audiences that they used to ignore before”[5], thus it may be presumed that this chances equality and urban policy is used by Casino to find human resources where the demand remains, even in difficult areas. It is nevertheless useful for the group in a cognitive way: inhabitants of from those districts feel included and understood, and that increases their confidence into the Casino brands, and thus the brand image of Casino Group. The revitalisation part of Casino CSR Strategy in suburbs shows the will of the group to be identified as responsible and well integrated in urban areas. Handipacte: actions towards disabled people Since 1995, Casino fights against exclusion and employment of disabled people. [...]

[...] - Job retention plan: maintain those jobs. - Insertion and formation plan: have 350 interns until 2010, and develop apprenticeship. - Awareness and communication plan: involve managers, social and external partners. - Partnerships with Entreprises Adaptées et les Etablissements ou Services d'Aide par le Travail (ESAT) - Anticipate the handicap: prevention. This agreement is aimed to change people's look towards disabled people; and to involve all the employees in a long term action. At the end of 2007, the group shows good results. [...]

[...] The Appointments and Compensations committee: 3 of the 5 members are independent. It has to assist the Board in reviewing candidates for appointment to senior management positions and for election to the Board; and in setting and overseeing the Group's executive compensation, stock option and share grant policies. It organises and carries out the assessment of the Board's practises and performance. The powers and duties of all these different committees are set out in a charter: the Board of Directors' Charter. [...]