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Carrefour Group, S.A. (French: Groupe Carrefour, [kaʁfuʁ] ⓘ), is a French multinational retail and wholesaling corporation headquartered in Massy, France. It operates a chain of hypermarkets, grocery stores and convenience stores. By 2024, the group had 14,000 stores in 40 countries.[5] It is the seventh-largest retailer in the world by revenue.[9]

Key Information

History

[edit]

The first Carrefour shop (not a hypermarket) opened in 1960, within suburban Annecy, near a crossroads (hence the name ― carrefour means crossroads in French). The group was created in 1958 by Marcel Fournier, Denis Defforey and Jacques Defforey,[10] who attended and were influenced by several seminars in the United States led by "the Pope of retail", Bernardo Trujillo.

The Carrefour group was the first in Europe to open a hypermarket: a large supermarket and a department store under the same roof. They opened their first hypermarket on 15 June 1963 in Sainte-Geneviève-des-Bois, near Paris.[11]

In September 2009, Carrefour updated its logo.[12]

In May 2011, Carrefour reviewed its business situation under conditions of stagnant growth and increasing competition in France from rivals including Casino Guichard-Perrachon SA, and decided to invest €1.5  billion ($2.22  billion) to introduce the supermarket concept of Carrefour Planet in Western Europe.

In April 2015, Brazilian businessman Abílio Diniz revealed he was in talks to raise his 5.07 per cent stake in Carrefour and has the support of shareholders to take a board seat.[13]

On 9 June 2017, the board of directors chose Alexandre Bompard as the new chairman and chief executive officer of Carrefour with effect as of 18 July 2017.[14]

In 2017, Carrefour began working with a small French start-up, Expliceat, on a trial basis.[15]

In January 2018, Alexandre Bompard announced a strategic plan for the company, entitled "Carrefour 2022", that seeks to make Carrefour the "leader of the food transition for all". The plan includes measures for better food and package sustainability, limitation of food waste, development of organic products, e-commerce partnerships, and two billion euros in annual investments from 2018 as well as organisational and cost reduction measures.[16][17]

In the exceptional context of the COVID-19 pandemic, Carrefour is the first retailer to join C'est qui le Patron ? initiative to share its additional incomes related to COVID-19 to support people who are suffering from the current situation. According to co-founder Nicolas Chabanne, 100,000 euros have been paid out, then 50,000 euros each week until 11 May.[18]

Carrefour's Board of Directors has decided to reduce by 50% the dividend proposed for 2019. The dividend is now €0.69 per share (versus €0.46 per share).[19] Until the end of the year, Alexandre Bompard and all the members of Carrefour Group's board of directors have decided to waive 25% of their director's fees. These savings will be used to finance solidarity actions for the company's employees, both in France and abroad in 2020.[20]

Alexandre Bompard has decided to waive 25% of his fixed salary for a period of two months. To express his gratitude to his personnel in the field, he has decided to offer an exceptional bonus of €1,000 net to 85,000 employees in France.[20][21]

In January 2025, the Puig & fils group (92 Petit Casino or Vival supermarkets), then in April 2025 the Magne group (101 Petit Casino or Vival supermarkets), announced that it was leaving the Groupe Casino for Carrefour.[22]

Financial data

[edit]
Financial data in € billions[23][24]
Year 2013 2014 2015 2016 2017 2018 2019 2020 2021
Net revenue 74.888 74.706 76.945 76.645 78.897 72.355 72.397 70.719 72.958
Net income 1.263 1.249 0.980 0.746 −0.531 −0.561 1.126 0.641 1.072
Assets 43.564 45.789 45.095 48.845 47.813 47.378 50.802 47.588 47.668
Employees 363,989 381,227 380,920 384,151 378,923 363,862[a] 321,383 322,164 319,565

Domestic operations

[edit]
The Carrefour supermarket at Faa'a, Tahiti, French Polynesia

The headquarters of the Groupe Carrefour is in Massy, in the Paris metropolitan area. In 2019, the former Carrefour head office of Boulogne-Billancourt and the Carrefour France division office of Courcouronnes, Essonne, near Évry, were combined at that major location. A secondary head office is located in Mondeville, near Caen (Normandy), which was until 1999 the former Promodès headquarters.

Carrefour City, Paris

In France, Carrefour operates under its name over 230 hypermarkets (from 2500 up to 23000 sq m sales area), 1020 Carrefour Market supermarkets (generally from 1000 up to 4000 sq m), and over 2000 smaller supermarkets and convenience stores under the Carrefour City, Carrefour Contact and Carrefour Express banners.

Carrefour also owns the Promocash Cash&Carry chain (130 locations) and supplies 1500 independent small food stores under the Proxi banner. It has recently acquired the organic food chains SoBio and Bio C'Bon to boost its presence in this promising segment.

In 2019, the group launched its first Supeco soft discount stores, which are so far all located in the French Northern region Hauts-de-France. The concept is still being assessed.

In December 2023, Carrefour and Uber decided to team up to get access to the French supermarket chain's charging points for electric vehicles. Uber has invested around $323,400 to allow its VTC (tourist vehicle with drivers) drivers using EVs to charge their cars in the Carrefour Énergies' stations in France.[25]

International operations

[edit]
  Current Carrefour operations   Past operations

By 2024, the group had 14,000 stores in 40 countries.[5]

Africa

[edit]

Gabon

[edit]

In 2021, Carrefour announced the opening of its first store in Libreville with Prix Import as a franchise partner. As of July 2025 there are 9 stores.[26][27]

Kenya

[edit]

Carrefour has 28 outlets in Kenya, largely located in the suburbs of Nairobi. The retailer's expansion into Kenya has benefited from the failure of previously dominant supermarket chains such as Nakumatt and Uchumi as Carrefour rushed in to occupy the retail spaces and market share they vacated.[28]

The retailer is the anchor client of The Hub Karen Mall where it opened its first Kenyan store in May 2016.[29] A second outlet was opened at Two Rivers Mall in March 2017,[30] soon followed by a third store the Thika Road Mall in November 2017.[31] The fourth outlet was opened at the Junction Mall along Ngong Road in January 2018;[32] the fifth at Sarit Center in April 2018.[33] In June 2020, Carrefour opened a new store along Uhuru Highway.[34]

In September 2020, Carrefour announced plans to continue its expansion efforts by opening three branches in the coastal city of Mombasa. In May 2021 it opened another branch of Carrefour Market in Garden City Mall along the Thika superhighway. It also has a branch at Westgate Mall previously occupied by ShopRite.[35]

Uganda

[edit]

Carrefour operates multiple stores in the Ugandan capital city of Kampala and Entebbe. The anchor clients are located at Oasis Mall and Metroplex and are in spaces previously occupied by the Kenyan retail chain Nakumatt.[36]

In September 2021, Carrefour signed an agreement with Shoprite of South Africa for the former to take over six stores that the latter would vacate in Uganda. This has increased Carrefour's presence in the country significantly.[37][38]

As of 2023, there are six outlets located in Kampala: Acacia Mall (Kissimenti), Arena Mall (Nsambya), Lugogo Mall (Nakawa), Metroplex (Naalya), Oasis Mall (Nakasero) and Village Mall (Bugolobi). One outlet is located in Victoria Mall in Entebbe.

West and Central Africa

[edit]

In 2013, Carrefour and the CFAO Group signed a contract for the opening of stores in West and Central Africa. With the first hypermarket opening on Playce Shopping Mall in Abidjan on 2015, Carrefour also has another hypermarket on Yaoundé, as well Carrefour Market stores in Senegal.[39]

East and South Asia

[edit]

Armenia

[edit]

On March 11, 2015, Carrefour opened its first store is located in Yerevan Mall, Yerevan. It had around 7,000 m2 space (without offices). President Serzh Sargsyan was present at the opening. A second store was opened in Rossia Mall in downtown Yerevan. As of September 2025, Carrefour Armenia has two major stores (hypermarkets / markets) and several smaller “express” shops.

Between 2015 and 2024, Carrefour stores in Armenia were franchised by Majid Al Futtaim Group. In late 2024, Carrefour Armenia changed its franchise to Food Depot LLC and changed its logo to the original French logo.

Pakistan

[edit]

In 2009, Carrefour opened its first hypermarket in Lahore in a joint venture with Majid Al Futtaim Group, where it achieved 1 billion Pakistani rupees in revenues in its first year.[40] It attracted more than 1 million customers every month. On 14 November 2011, Hyperstar opened its second hypermarket in the country in Karachi.[40] On 22 March 2016, it expanded its operations to Islamabad by opening a 150,000-square-foot (14,000 m2) hypermarket in World Trade Center Islamabad.[41]

Since 20 December 2018, MAF has rebranded Hyperstar to Carrefour across Pakistan.[42] It has plans to expand its stores to other cities including Gujranwala, Multan and Hyderabad.[43] As of June 2019, the group had already invested ₨8 billion and was looking to invest another ₨40 billion in Pakistan.[44] It is operating at least seven hypermarkets (three in Lahore, two in Karachi, one in Islamabad and one in Faisalabad's Lyallpur Galleria) and one superstore in Pakistan.[44][45]

Taiwan

[edit]

In 2020, Carrefour Taiwan announced they would acquire 199 Wellcome and 25 Jasons Market Place stores from Dairy Farm International.[46][47][48][49]

In 2022, Carrefour announced that it sold 60% equity of Carrefour Taiwan to Uni-President Enterprises Corporation.[50]

Mongolia

[edit]

On 17 February 2023, Carrefour opened its first two stores in the nations capital Ulaanbaatar, with the partnership of Altan Joloo.[51] As of 20 March 2025, it has thirteen stores.

Europe (outside France)

[edit]

In 1991, Carrefour established a company in Turkey, and in 1993 it opened its first hypermarket in Istanbul. In 1996, a partnership with the Turkish conglomerate Sabancı Holding was established and all stores were rebranded as CarrefourSA. As of 2025, there are 1,500 stores operating across Turkey.[52]

In 1999, Carrefour entered the Greek market in collaboration with Marinopoulos S.A.[53] Carrefour stopped operating in Greece in 2017 due to its acquisition by the Sklavenitis group. The company reopened in the country in May 2022, and the reactivation of the Carrefour brand in the market will be done in collaboration with Retail & more S.A., a subsidiary of the Teleunicom group.[54][55]

In 2001, Carrefour entered the Romanian market, expanded into 43 stores. It is one of the top retailers in Romania.[56]

The company operates in Spain under the name of Centros Comerciales Carrefour SA. As of 2019, Carrefour Spain is the 15th most important Spanish company by revenue.[57]

Eight years after bankruptcy (2016), Carrefour returned to Bulgaria. As of June 2024, there are stores open in Varna, Sofia and Burgas. In December 2023 Carrefour has announced the "return of stores and products" of its brand in Bulgaria through the Greek franchisee Retail & More, which will provide "sub-franchising of the Carrefour brand" for at least around 20 stores.

As of October 2025, Carrefour's French division is known to operate 3 stores in Monaco, one each of the standard, Market, and City store types.

West Asia

[edit]

Majid Al Futtaim has handled the Carrefour operations in the Middle East and North Africa region since 1995, as the company opened the region's first hypermarket at City Centre Deira – it initially was a Continent-branded store before it converted to Carrefour four years later. As of 2020, Majid Al Futtaim operates over 320 Carrefour stores in 16 countries, serving more than 750,000 customers daily and employing over 37,000 workers.[58]

Iran

[edit]

In February 2009, MAF opened its first store in Iran, called Iran Hyper Star.[59]

Iraq

[edit]

Majid al Futtaim opened the first Carrefour in Erbil in 2011. There is also a Family Mall Carrefour Department store in Sulaymaniyah. Along with several other international brands, as of June 2024,[60] Carrefour has opened a branch in the capital city of Baghdad.

Israel

[edit]

In March 2022, Carrefour signed a franchising agreement with Electra Consumer Products to discontinue the Yeinot Bitan and Mega Ba'ir chains of stores and rebrand them as Carrefour branches.[61][62][63]

In July 2023, Carrefour stated that it would not be opening branches in the West Bank.[64]

Lebanon

[edit]

On 4 April 2013, Majid al Futtaim inaugurated a Carrefour hypermarket at their City Centre Beirut mall, in the Hazmieh suburb of Beirut. In September 2017, a second Carrefour outlet opened at the CityMall Dora, replacing a venue formerly held by a Monop' hypermarket.[65] In June 2018, a third outlet opened at the Tower Center mall in Zouk Mosbeh.[66] In February 2019, a fourth Carrefour, and the first supermarket format venue, opened within the Aley District. The fourth Carrefour is considered a major step for the company's expansion in Lebanon.[67]

United Arab Emirates

[edit]

On 1 March 2022, Carrefour opened in City Centre Me'aisem in Dubai its first Bio store.[68]

Jordan

[edit]

Carrefour operates branches in Jordan, but the retailer announced the closure of these branches in November 2024. The supermarket chain did not give a reason to close its branches, but boycott campaigners, particularly Boycott, Divestment and Sanctions (campaigners that target businesses with links to Israel) claimed this was due to public pressure from its protests.[69] It was rebranded by Majid Al Futtaim as HyperMax.

Oman

[edit]

Carrefour operates branches in Oman, but the retailer announced the closure of these branches in January 2025. The supermarket chain did not give a reason to close its branches, but boycott campaigners, particularly Boycott, Divestment and Sanctions (campaigners that target businesses with links to Israel) claimed this was due to public pressure from its protests.[70] It was rebranded by Majid Al Futtaim as HyperMax.

Latin America

[edit]

Around 605 stores are in operation in Argentina as of 2021.[71][8]

Carrefour Brasil, the largest market outside France,[72] was founded in 1975 and today is the major supermarket chain in Brazil in competition with Grupo Pão de Açúcar. Currently it sells more than 25 million products per year.[73]

Carrefour Dominican Republic, opened its first store in Santo Domingo in 2000[74] and it has expanded to other smaller stores in the city called Carrefour Market and Carrefour City with a total of five (5) stores in 2023. Because of its popular products and accessible prices, Carrefour has remained as a preferred supermarket option in the capital of the Dominican Republic.

Former international operations

[edit]
Former Carrefour store at Chiba, Japan
Former Carrefour store in Philadelphia, United States
Former Carrefour store in Cuernavaca.
Former Carrefour store in Cuernavaca, Morelos, México
Former Carrefour store in Bulgaria within The Mall shopping center in Sofia, Bulgaria opened in early 2010
  • Albania – In July 2011, Carrefour announced that its first hypermarket in Albania would be opening in November 2011, the hypermarket later opened at the Tirana East Gate mall. In 2016, all Carrefour stores in Albania were sold and then converted to SPAR.[75][76][77]
  • Austria – In 1976 Carrefour opened a store in the Shopping City Süd at the southern edge of Vienna. Due to limited success, the store closed soon after. Carrefour has not made any other attempt at entering the Austrian market after that.
  • Bahrain – Carrefour opened hypermarkets in Bahrain on 2007, which were franchised by Majid Al-Futtaim, however all stores in Bahrain closed and were replaced by HyperMax in 2025.[78]
  • Chile – Carrefour opened six supermarkets in Santiago de Chile between 1998 and 2003. However, Carrefour never surpassed a 3% market share in the country and their assets in Chile were sold to D&S in 2003.[79]
  • China – Carrefour entered China in 1995. In 2007, Carrefour opened 22 stores in China – where the company broke its record for store openings in a one-year period. It was the leading foreign retailer in terms of sales figures, until 2008 and has since lost its No. 1 position in China to Walmart. In 2019, Carrefour sold 80% equity of Carrefour China to local retail comglomorate Suning.com at €620 million, marking the company's exit from China.[80]
  • Colombia – In October 2012, Carrefour sold all 72 stores in Colombia to Chilean retailer Cencosud for $2.6  billion, with Cencosud converting all existing Carrefour hypermarkets to its Jumbo and Metro brands. Carrefour pulled out of Colombia to focus on its core markets.[81]
  • Cyprus – In 2017, all of the Carrefour stores were sold to a Greek supermarket brand Sklavenitis and underwent a major rebranding, to reflect the brand that now owns the stores.
  • Czech Republic – In September 2005, Carrefour sold eleven stores in the Czech Republic to Tesco, the largest UK retailer. Tesco paid €57.4  million as well as its stores in Taiwan. Carrefour opened its first store in 1998 in the Czech Republic. The stores use the Tesco name and brand now.
  • Germany – The only store in Germany was opened in 1977 in Mainz-Bretzenheim as a joint venture with Delhaize le Lion and German retailer Stüssgen (later part of REWE Group). Due to problems with a new building permit process and the associated difficulties in opening new locations, the store was sold in 1979 to the German retailer Massa.[82]
  • Hong Kong – On 18 September 2000,[83][84] Carrefour closed its stores in Hong Kong after complaints from manufacturers about selling products (especially electronics) at prices far below those of its competitors.[85] A company spokesman said at that time that the closures were due to "difficulties in finding sites suitable for developing its hypermarket concept and quickly acquiring a significant market share". Carrefour entered the Hong Kong market in December 1996 with a store in Heng Fa Chuen and later added stores in Tsuen Wan (Skyline Plaza), Tuen Mun, Yuen Long and Tsim Sha Tsui. Plans to open additional stores in Ma On Shan, Tseung Kwan O and Yau Tsim Mong had been cancelled.
  • India – Carrefour operated cash and carry stores in India under the name Carrefour Wholesale Cash & Carry. The first store opened on 30 December 2010 in Shahdara, Delhi.[86] This was followed by a store in Jaipur in late 2011 and one in Meerut in October 2012, Agra in December 2013. Prior to September 2012, India's foreign direct investment (FDI) policy did not allow foreign companies to open multi-brand retail stores in the country. However, 100% FDI in cash-and-carry has been permitted since 1997. As a result, most global retailers, including Carrefour, opted for the cash-and-carry route in India. A new FDI policy, allowing up to 51% FDI in multi-brand retail, came into effect on 20 September 2012.[87][88] On 8 July 2014, Carrefour announced that it would shut down its Indian operations and close its five wholesale stores by the end of September.[89] In September 2024, Carrefour plans to re-enter the Indian market with the joint-venture of Apparel Group, Carrefour plans to open Indian locations during Q2 2025.[90][91]
  • Indonesia – The first Carrefour branch in Indonesia opened on 14 October 1998 in Cempaka Putih region of Jakarta, following the end of 1997 Asian financial crisis and the subsequent fall of Suharto. In 2012, after operating independently, Carrefour Indonesia was bought by CT Corp and its shares are owned by Chairul Tanjung.[92][93] CT Corp developed Transmart in 2014, a subsidiary of CT Corp operated by PT Trans Retail Indonesia (formerly PT Carrefour Indonesia, PT Contimas Utama Indonesia, PT Cartisa Properti Indonesia and PT Carti Satria Megaswalayan) and named after CT Corp's television networks Trans TV.[94] It also developed Groserindo, a grocery store also largely operated by Carrefour.[95] Carrefour officially left the nation in 2020, and CT Corp rebranded all remaining branches as Transmart.[96]
  • Japan – In 1999 Carrefour's Japanese subsidiary, Carrefour Japan Co. Ltd., opened.[97] The first Carrefour in Japan opened in a suburb of Tokyo in December 2000. In January and February 2001 new Carrefour stores opened in Tokyo and Osaka. Sales were initially strong, but, as Miki Tanikawa of The New York Times wrote, "...10 months later, there is barely a line for most of the day at cash registers of most Carrefour stores here. Lengthy aisles of goods ranging from clothes to bicycles are mostly empty."[98] In early 2003, Carrefour sold its 8 hypermarkets to AEON Group and on 10 March 2005, the subsidiary's name changed to AEON Marché Co., Ltd.[97] The stores were still operated in the Carrefour name until 31 March 2010, when the license expired.[99]
  • Kazakhstan – In the summer of 2017, the one and only Carrefour hypermarket closed down in Almaty as a result of the loss of value of the Tenge currency.
  • Kuwait – Carrefour opened hypermarkets in Kuwait on 1995, which were franchised by Majid Al-Futtaim, however all stores in Kuwait closed and were replaced by HyperMax in 2025.[100]
  • Malaysia – Carrefour entered Malaysia in 1994 and sold its 26 hypermarkets to AEON Group in November 2012.[101] The hypermarkets was rebranded as AEON BIG, and operates with an orange logo, compared to the magenta logo used by its parent company and existing JUSCO stores in the country. The outlets in Kota Damansara and Jalan Ipoh were the first to be changed from Carrefour to AEON BIG;[102]
  • Mexico – In March 2005, Carrefour sold its 29 hypermarkets in Mexico to Chedraui. Carrefour opened its first store in 1994 in Mexico;
  • North Macedonia – In October 2012, Carrefour opened its first store in Skopje. The store was part of the brand City Mall that opened the same day in Skopje. By the end of summer 2014, there were plans to open the second store in Tetovo. Carrefour shut down operations in North Macedonia because of debt.[103]
  • Jordan – Carrefour started its operations in Jordan in 2006 under Majid Al Futtaim, becoming a prominent retailer with multiple outlets across the country. Known for its diverse product range and affordability. However, Carrefour announced its closure in Jordan, citing challenges such as increasing competition, changing market dynamics, and a strategic decision to optimize operations in the region. Carrefour closed down all its operating units from 4 November 2024. It was rebranded as HyperMax.
  • Oman – Carrefour started its operations in Oman in 2001 under Majid Al Futtaim, becoming a prominent retailer with multiple outlets across the country. Known for its diverse product range and affordability, it served Omani shoppers for over two decades. However, in late 2024, Carrefour announced its closure in Oman, citing challenges such as increasing competition, changing market dynamics, and a strategic decision to optimize operations in the region. Despite its closure, Carrefour continues to thrive in neighboring countries under Majid Al Futtaim's management. Carrefour closed down all its operating units from 7 January 2025. It was rebranded as HyperMax.
  • Portugal – Carrefour entered Portugal by buying its first stores in 1991 – two Euromarché hypermarkets in Telheiras (a neighbourhood of Lisbon) and Vila Nova de Gaia. In July 2007 Carrefour sold all of its 12 hypermarkets and 9 fuel stations to Sonae for €662  million. Also included were 11 licenses for opening new commercial spaces. Currently, only 365 hard-discount supermarkets such as Minipreço are supported by Carrefour in Portugal, not included in the takeover.
  • Philippines – In the early 2000s, Carrefour planned to enter the Philippine market through a joint venture with the local Rustan's Group (now Robinsons Retail), but the project was ultimately shelved in December 2000 due to “economic and political factors” Thus, Carrefour never operated retail outlets in the country.[104]
  • Russia – Carrefour entered the Russian market in the summer of 2009. In October 2009, only a month after it opened its second hypermarket in the country, Carrefour announced it was exiting Russia.
  • Singapore – In 2012, Carrefour's stores were primarily replaced by Cold Storage.
  • Slovakia – In 2018, Carrefour pulled out of the Slovak market, after 17 years of operation in the country.[105]
  • South Korea – Carrefour entered the Korean market in 1996 with their first store in Bucheon and operated 32 stores across the country at its peak in its final year, 2006. Carrefour was confident they would dominate the market, and by 1999 invested a total of US$925 million into the Korean venture – more than any other foreign company in the Korean market at that time. Carrefour Korea enjoyed mediating success initially, gaining traction for unseen low prices and standing above its competitors, but the rise quickly ended when the Asian Financial Crisis struck South Korea in late 1997. Carrefour's reputation suffered a blow when they were exposed smuggling real estate in South Korea to international recipients. Alongside the reluctance of people spending in the midst of the financial crisis, boycotts ensued, beginning Carrefour's eventual demise. Complaints of Carrefour Korea's poor service quality grew, citing pushing products unfit for the Korean market and significantly soured relationships between the executives and the labour unions. With the company's attitude becoming reckless to its clients and suppliers, clients would boycott again while suppliers began refusing association with Carrefour Korea. With the company stained with controversial negativity, Carrefour Korea sold all their stores to E-Land and exited the Korean market in April 2006. Shortly after, E-Land sold their supermarket asset to Homeplus, recognized as Carrefour Korea's spiritual successor.[106]
  • Switzerland – In August 2007 Carrefour sold its 12 hypermarkets in Switzerland to Swiss retailer Coop for $390  million;[107]
  • Syria – Carrefour previously opened a store in Shahba Mall in Aleppo in 2009[108] and operated until the mall was destroyed during the Syrian Civil War on 16 October 2014 when the mall was destroyed and permanently closed.[109]
  • Thailand – Carrefour's business in Thailand was sold to Big C Supercenter Public Company Limited, the owner of Big C hypermarket stores in Thailand ran by Groupe Casino at the time, due to complaints. The transaction was completed in March 2011 with the Suwinthawong branch being the first store converted from Carrefour to Big C.[110] Carrefour entered the Thai market in 1995 under Central Group joint venture stakes and opened their first branch in the following year.
  • United Kingdom – Carrefour opened the first of several hypermarkets in the UK in September 1972 in Caerphilly, South Wales, in a joint partnership with a UK company Wheatsheaf and Distribution & Trading Ltd, followed by stores at the Telford Centre, Chandler's Ford, Minworth, Patchway and Swindon.[111] The Dee Corporation later acquired the stores in the early 1980s; they continued to trade under the Carrefour name, while some other existing smaller sites were rebranded as Carrefour. In the 1980s, new stores were opened at the MetroCentre in Tyne and Wear, and the Merry Hill Shopping Centre in the West Midlands, before being rebranded under the now-defunct Gateway chain in 1988. In 1990, the stores were sold to Asda. The initial Caerphilly store was redeveloped in the 1990s; however, the original 1970s hypermarkets at Chandler's Ford, Minworth and Patchway (Cribbs Causeway) still exist as large Asda Supercentres.[112] Since July 2011, online supermarket Ocado has sold a range of Carrefour products in the UK.[113]
  • United States – Carrefour opened its first hypermarket in the United States in Philadelphia, Pennsylvania, in March 1988, across from the Franklin Mills shopping mall (now Philadelphia Mills). Despite the large selection, the store was generally derided for its poor conditions, and most of the time, many of the 61 checkout lanes in the store were deserted. In 1992, another location opened in Voorhees Township, New Jersey. Both stores closed because of financial debt in 1993. The Voorhees store was broken up into many smaller stores, while the Philadelphia location became a Walmart and a Dick's Sporting Goods.
  • Uzbekistan - Carrefour previously opened hypermarkets in Uzbekistan on 2021, which were franchised by Majid Al-Futtaim, however all stores in Uzbekistan closed in 2023.
  • Vietnam – Carrefour had two stores at Ho Chi Minh City until 2004. The stores were later converted into Lotte Mart branches.

Carrefour Foundation

[edit]

The Carrefour Foundation (Fondation d'Enterprise Carrefour) is a philanthropic fund created by Carrefour in 2000 to support social welfare programmes 'linked to [its] core business as a retailer' in countries the company operates and in countries where its suppliers are located.[114]

Criticism and controversies

[edit]

On 1 May 2007, more than 30 employees of the now-closed Carrefour Ratu Plaza, Jakarta, Indonesia, were taken to the Pertamina Central Hospital after being affected by carbon monoxide. The hypermarket was located in the mall's basement, which offered insufficient ventilation.[115]

On 26 June 2007, the company was convicted in a French court for false advertising. The suit alleged that Carrefour regularly stocked insufficient quantities of advertised products for sale. In addition, the company was convicted of selling products below cost and accepting kickbacks from wholesalers. Carrefour was ordered to pay a fine of €2 million and to prominently and legibly display a notice in all of its French stores disclosing the false advertising.[116]

In Carrefour Mangga Dua Square in Jakarta, Indonesia, a 5-metre high metal rack fell on top of a 3-year-old boy, killing him almost instantly due to internal bleeding.[when?][117] Afterwards, the victim's family claimed that Carrefour has refused to meet with them to settle the case.[118] However, a Carrefour Corporate Affairs Officer denied this allegation.[119]

Carrefour has also received criticism for engaging in sweatshop practices.[120]

On 7 May 2009, the French government asked a tribunal to fine Carrefour some €220,000 for more than 2,500 violations. Meat products lacked proper tracking information (more than 25% of inventory at some locations), and some products had incorrect labels – such as meat products that "shrank" in weight by 15% after receiving labels. The chain sold products that had long since passed their expiration dates, including, in one case, packs of baby formula that had expired six months earlier. Some 1,625 frozen and refrigerated products were found that had been stored in warehouses at ambient temperatures.[121]

On 17 September 2018 images revealed that the municipal slaughterhouse in Boischaut, France, responsible for supplying meat to Carrefour, was killing animals in an extremely cruel way: cutting them up while they were still alive. The mistreatment scandal reverberated around the world and led to the closure of the slaughterhouse.[122]

On 10 January 2019 the French branch made the news after selling zebra meat, Carrefour said it stopped selling the meat.[123]

Boycott of supplies in China

[edit]
A Carrefour outlet in Beijing, China, promotes the use of canvas bags as opposed to plastic bags prior to the 2008 Summer Olympics.

In April 2008, after the 2008 Olympic torch relay was disrupted by Tibetan independence movement advocates in London and especially in Paris, where some protesters attempted to wrest control of the torch from the torch bearers, Chinese activists promoted boycotting Carrefour because of unsubstantiated rumours that the company gave funds to Tibetan independence groups and the Dalai Lama.[124][125] In its response, Carrefour China stated that it did support the Beijing Olympics; and that it would never do anything to harm the feelings of the Chinese people.[126] Protests and calls for the boycott later subsided, partly because of efforts by French officials to apologize for the Paris torch attack.[125]

Building collapse at Savar

[edit]
Main article: 2013 Savar building collapse

On 24 April 2013, the eight-story Rana Plaza commercial building collapsed in Savar, a sub-district near Dhaka, the capital of Bangladesh. At least 1,127 people died and over 2,438 were injured.[127] The factory housed a number of separate garment factories employing around 5,000 people, several shops, and a bank[128] and manufactured apparel for brands including the Benetton Group, Joe Fresh,[129] The Children's Place, Primark, Monsoon, and Dressbarn.[130][131] Of the 29 brands identified as having sourced products from the Rana Plaza factories, only 9 attended meetings held in November 2013 to agree a proposal on compensation to the victims. Several companies refused to sign, including Walmart, Carrefour, Bonmarché, Mango, Auchan and KiK. The agreement was signed by Primark, Loblaw, Bonmarché and El Corte Ingles.[132]

Slavery in Thailand

[edit]

In 2014, The Guardian reported that Carrefour is a client of Charoen Pokphand Foods. During a six-month investigation, The Guardian traced the entire supply chain from slave ships in Asian waters to leading producers and retailers.[133]

Incidents of violence in Brazil

[edit]

In Brazil, from 2007 onwards, the chain suffered at least four lawsuits[134][135][136][137][138][139][140][141] against violence, racism and homophobia, in addition to an execution against a man who stole 4 pieces of chicken meat,[142] for public humiliation against employees and violence against children.[143]

In one of the cases, a black man who owned a Ford EcoSport was mistaken for a thief while caring for his sleeping two-year-old child in the parking lot, while waiting for the rest of his family who were shopping inside. He was initially approached by a security officer in plain clothes who accused him of stealing the vehicle, who then punched his face and injuring his jaw. He was then taken inside by third-party security and physically and psychologically tortured for more than 15 minutes, in addition to hearing slurs referring to his black color. After the incident, the store removed the security officer and discredited the third-party security company.[134][144]

Another case of beatings followed by death occurred at the Supermercado Dia e Noite store, a subsidiary of the Carrefour group in São Carlos. The theft of two cheese breads, some drumsticks and hair cream, committed by bricklayer Ademir Peraro, aged 43 at the time, led to his beating by the store supervisor and a security guard. After the end of torture, the victim was locked in the bathroom until the store closed, when he was thrown into the street. Rescued by family members, he was taken to the hospital; before dying, the mason was able to report the torture he was subjected to.[145] The most costly lawsuit for Carrefour so far was in the amount of R$50,000, followed by another for R$44,640.[146][136]

In December 2010, a Freezer electrocuted and killed a girl in an Atacadão supermarket, the Freezer was investigated.[147]

On 31 January 2011 the Santo André branch made the news after a stray dog was beaten by employees and customers of the Atacadão supermarket.[148]

In November 2014, the Atacadão supermarket was sentenced to pay R$300,000 for moral damages, According to the Public Ministry of Labor of Alagoas (MPT) this Wednesday (19), the Atacado Comércio e Indústria LTDA supermarket, located in the upper zone of Maceió, it is not authorized to perform intimate searches on its employees, a practice that the company frequently engages in.[149]

On 2 July 2015 the Vila Velha branch became news after a cat was beaten by Atacadão employees, the case was reported to the authorities, and Carrefour issued a note repudiating the case.[150]

In February 2017, an employee of the chain in Goiânia shot three customers, one of them died, and two others were injured, the employee was arrested, and Carrefour issued a note repudiating the case.[151]

On 20 October 2018 a black and disabled customer was attacked by chain employees in Osasco, after opening a can of beer inside the store and saying he would pay for it. The company became aware of the case, employees were fired.[152]

On 28 November 2018, a mixed-breed dog named Manchinha was poisoned and later beaten to death with an aluminum bar by one of the security guards at a Carrefour store in the city of Osasco, São Paulo.[153][154] The episode, known as the Manchinha case or Caso Manchinha, sparked a series of protests led by activists in front of the Osasco store in December 2018,[155] and also inspired the creation of bill PL 1.095/2019, which was later approved by the executive and turned into a federal law in September 2020, imposing harsher penalties to crimes related to animal abuse.[156]

On 5 January 2019 the Rio de Janeiro branch made the news after 15 cats were killed by poisoning by supermarket employees. The company became aware of the case, and carried out a census to determine the animals that resided in its units so that it could rescue them and direct them to shelters.[157]

On 11 February 2019 an elderly person was expelled from the network in Anápolis after being mistaken for a homeless person, Carrefour issued a note repudiating the case.[158]

On 16 May 2019 Carrefour was banned by the Court from controlling employee visits to the bathroom.[159]

In 2020, two death-related incidents were reported in Brazil. The first one happened in August when a sales representative died of a heart attack. To allow the store to continue operating, other workers hid his body in a barricade made out of umbrellas and cardboard boxes.[160]

On 19 November 2020, one day before the Brazilian holiday Black Awareness Day, a 40-year-old black man named João Alberto Silveira Freitas was killed by security guards after an altercation with a cashier. After an alleged "violent gesture" to one of the cashiers, two security guards were called, proceeded to drag the man out of the store and beat him to death in the parking lot. Both security guards were arrested and charged with qualified homicide.[161]

On 3 August 2021 a stray dog was shot with an indigenous weapon from the Atacadão establishment by an Atacadão employee in Mato Grosso do Sul, Later, the employee was indicted for the crime of mistreatment of animals.[162]

On 4 May 2021 a water channel was stained with oil by a Carrefour employee in Santos. The company was fined BRL 12,555,000 for what happened.[163][164]

In October 2021, a video that a customer recorded on social networks showed a Carrefour employee being humiliated by his manager in Mato Grosso do Sul. She was later removed from office.[165]

On 8 April 2023, Vinicius, husband of volleyball player Fabiana, was prevented from being seen due to his color.[166]

On 10 April 2023, teacher Isabel Oliveira, 43, took off her clothes inside a supermarket in Curitiba (PR) in protest against racism. She was reportedly followed by security.[167]

On 8 May 2023 a couple accused of theft in Salvador was attacked by network security guards. The company became aware of the case, terminated the contract with the security company and reported the attacks to the Civil Police of Itapuã.[168]

On 9 May 2023 residents of Cabula expressed their dissatisfaction with works by the Carrefour Group that caused damage to houses and condominiums in Salvador.[169]

Deforestation in Amazonia

[edit]

According to Mighty Earth, Carrefour is not respecting its commitments to fight deforestation in the Amazon rainforest.[170] In a report at the occasion of the 2022 World Amazon Day, Mighty Earth published a statement criticising the retail group for sourcing from "meat and soy traders with devastating practices."[171] The organisation points to the group's activities in Brazil where, with its 1,000 sales outlets, Carrefour controls 25% of the food distribution market. The NGO found that two-thirds of the 102 meat products inspected in Carrefour stores in Brazil are supplied by JBS, which is "regularly targeted for deforestation cases", according to Mighty Earth. Following the report publication, Carrefour suspended beef supplies from two JBS slaughterhouses in the Amazon.

Stabbing in Italy

[edit]

On 27 October 2022, a man grabbed a knife from a supermarket shelf in Milan, stabbing five people, killing one and wounding four others, including Spanish soccer player Pablo Mari, Italian authorities said.

Police arrested a 46-year-old Italian man suspected in the attack at a shopping centre in Assago (a town near Milan).[172]

Mobile

[edit]
Carrefour Mobile logo

Carrefour Mobile is a Mobile Virtual Network Operator (MVNO) owned by Carrefour.[173]

Carrefour Mobile SIM
Carrefour Mova Mobile SIM

Carrefour offers its mobile telephony services in:

  • Belgium (as Carrefour Mobile);
  • France (as Carrefour Mobile);
  • Spain (as Carrefour Móvil);
  • Italy (as 1Mobile, also known as UNO Mobile or Carrefour UNO Mobile);
  • Greece (as Carrefour Mobile);
  • Poland (as Carrefour Mova Mobile);
  • Brazil (as Carrefour Mobile).

Carrefour first launched its mobile service in Belgium, in partnership with Effortel and using Effortel Technologies as Mobile Virtual Network Enabler (MVNE), on the existing BASE network infrastructure.

In France, this offer was launched by exploiting the infrastructure of the Orange network and using the company Experian as MVNE. This operator first offered prepaid offers, and since September 2007 has offered packages. Carrefour Mobile's offer is in competition with that offered by A-Mobile, of the Auchan group.

Since then, Carrefour has launched a service in several other countries, in particular, Carrefour was the first MVNO in Italy, launching the service in June 2007, in partnership with Effortel.

On 24 September 2012 the MVNO offer stopped in France but the brand maintained a specific offer provided by Orange.

See also

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Notes

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Carrefour

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from Grokipedia
Carrefour S.A. is a French multinational retailing headquartered in Massy, , recognized as one of the world's largest retailers by and store network. Founded in 1959, the pioneered the concept with its first such store opening in 1963 in Sainte-Geneviève-des-Bois, integrating supermarket and department store elements to offer extensive product ranges under one roof. Carrefour operates a diverse portfolio of formats including hypermarkets, supermarkets, discount outlets, convenience stores, and e-commerce platforms across more than 14,000 locations in over 40 countries, primarily in Europe, Latin America, and Asia. In 2024, it generated net sales of 85.445 billion euros and employed approximately 325,000 people worldwide, ranking among the top global retailers while navigating competitive pressures, international expansions, and occasional market exits such as from certain Asian and North American operations.

History

Founding and Early Expansion (1959–1979)

Carrefour was established through a partnership in May 1959 in , , between Marcel , owner of a local department store, and members of the Defforey family, including brothers Denis and Jacques Defforey, who were involved in food distribution, with legal incorporation on July 11, 1959. The name "Carrefour," meaning "crossroads" in French, reflected its initial location near an intersection, and the venture aimed to introduce modern self-service retailing inspired by U.S. models observed by the founders. Incorporated with limited capital of 7,000 shares distributed among ten initial stockholders, the company focused on discount pricing and efficient operations to compete in 's evolving postwar retail landscape. The inaugural Carrefour supermarket opened on June 3, 1960, in the basement of Fournier's Annecy department store, covering 850 square meters and emphasizing self-service formats that quickly proved successful, attracting 15,000 customers in its first two days and selling out inventory rapidly. This early store's performance validated the low-price, high-volume strategy, prompting further domestic expansion. In 1963, Carrefour revolutionized French retailing by opening Europe's first hypermarket on June 15 in Sainte-Geneviève-des-Bois, near Paris, with 2,500 square meters of sales space, 400 parking spots, and a broad assortment of food and non-food goods under one roof, bypassing traditional shopkeeping restrictions through innovative zoning approvals. The hypermarket model, combining supermarket scale with department store variety, generated immediate high turnover and set the template for rapid scaling, including an on-site discount service station launched that year. By the mid-1960s, Carrefour accelerated hypermarket development in France, opening facilities such as a 10,000-square-meter store near Lyon and a 20,000-square-meter one in Vitrolles in 1966, alongside the debut of its distinctive red-and-blue logo at the Vénissieux site. The red-and-blue logo features opposing arrows with the letter "C" formed in the negative space between them, representing the company's initial and the concept of crossroads. To circumvent regulatory limits on store size and location, the company restructured into specialized divisions in 1965, enabling faster growth. On June 16, 1970, Carrefour went public on the Paris Bourse, raising capital for expansion amid booming demand for one-stop shopping. International ventures commenced tentatively in the late 1960s, with the first hypermarket abroad in Belgium in 1969, followed by entries into Switzerland and early explorations in Latin America during the 1970s, though most growth through 1979 remained concentrated in France, where hypermarkets proliferated to meet suburban consumer shifts toward automobiles and bulk purchasing. In 1976, Carrefour introduced its "Free Products" line of unbranded, low-cost goods in plain packaging, enhancing affordability and margins. By the end of the decade, the firm operated dozens of hypermarkets, establishing dominance in the format despite competition from smaller grocers and evolving zoning laws.

Growth and International Ventures (1980s–1990s)

During the , Carrefour intensified its international growth, reaching operations in ten across three continents by , supported by a profit of FFr 520 million that year. Building on earlier entries such as in and in , the company expanded its American with additional stores, including two in by , while committing significant despite economic challenges in the . In Europe, it consolidated presence in Spain (initially via the Pryca banner since 1973) and prepared for broader penetration. By 1988, Carrefour managed approximately 115 hypermarkets in Europe and South America, complementing 65 in France. A brief foray into the United States began that year with a 330,000-square-foot hypermarket near Philadelphia, followed by a second location in 1991, though both closed in 1993 amid competitive pressures and local adaptation difficulties. The 1990s saw accelerated diversification through acquisitions and greenfield entries. In 1991, Carrefour acquired the Euromarché chain for $850 million and Montlaur for $175 million, enhancing its supermarket segment primarily in France and neighboring markets. New countries included Mexico in 1993, Italy (first stores that year), China in 1995, South Korea in 1996, and Poland in 1997. South American operations grew to about 60 stores by 1997, generating $7 billion in annual revenue from Brazil and Argentina alone, while Asia added 20 stores. Further expansion plans targeted Colombia, Chile, and Indonesia following the 1998 acquisition of Comptoirs Modernes SA for roughly $3 billion, which incorporated over 790 supermarkets into its portfolio. This period's emphasized dominance and local partnerships, though outcomes varied by market maturity and regulatory environments. The closed with the 1999 merger with Promodès, creating the world's second-largest retailer by , with 9,000 stores and ,000 employees across expanded geographies.

Mergers, , and Global Challenges (2000s–2010s)

In the early , Carrefour pursued aggressive expansion through targeted acquisitions to strengthen its in Europe and emerging markets, including Hyparlo, Artima, and Penny Market in Romania; GB in Belgium; Ahold assets in Poland; GS in Italy; Atacadão in Brazil; North in Argentina; and Plus in Spain, all completed by 2005. These moves aimed to diversify revenue streams amid slowing growth in mature markets like France, where faced increasing competition from discounters and online retail. The 2008 global financial crisis exacerbated challenges, with group net profit plunging 45% to €1.27 billion in 2008 from €2.3 billion the prior year, driven by reduced consumer spending and credit constraints across Europe and beyond. By 2011, stagnant sales in France and broader economic uncertainty led to warnings of up to a 20% drop in operating profit, prompting a strategic review and initial cost-cutting measures. Carrefour also grappled with operational difficulties in Asia, where intense local competition from incumbents like Aeon in Japan and E-Mart in South Korea hindered profitability; the company exited Japan in 2005 after failing to gain market share and sold its 32 South Korean hypermarkets to E.Land Group in 2006 for approximately 1.75 trillion South Korean won (about $1.5 billion). Restructuring intensified in 2010 with over €900 million in cost savings from programs and the rollout of a refreshed "Carrefour " hypermarket format emphasizing fresh and sourcing. The appointment of Georges Plassat as CEO in 2012 marked a pivotal shift, initiating a turnaround plan that prioritized core markets in Europe and Latin America while divesting non-strategic assets; this included selling operations in Thailand, Malaysia, Singapore, and Indonesia to TCC Group in 2012, reducing exposure to volatile Asian retail dynamics where hypermarket models struggled against e-commerce and convenience formats. Plassat's strategy also involved demerging the Dia discount chain in 2011-2012 to streamline operations and boost focus on integrated hypermarket and supermarket banners, yielding improved like-for-like sales growth of around 2-3% annually by mid-decade in retained geographies. Despite these efforts, incurred short-term s, such as a 22% profit dip in 2015 partly from Asian operational overhauls, underscoring the causal link between overextension and the need for geographic rationalization.

Contemporary Developments and Strategic Shifts (2020–2025)

In November 2022, Carrefour launched the "Carrefour 2026" strategic plan under CEO Alexandre Bompard, aimed at accelerating the company's transformation by prioritizing customer access to high-quality, affordable food products, enhancing sustainability, and bolstering digital capabilities. The initiative allocated approximately €3 billion for digital investments between 2022 and 2026, targeting a 50% increase in e-commerce and omnichannel services to compete with online rivals and adapt to shifting consumer behaviors post-COVID-19. This built on the earlier "Carrefour 2022" framework, which had emphasized food transition toward healthier, local, and organic options, but shifted greater emphasis toward cost efficiency and market consolidation amid inflationary pressures and competitive discounting. Portfolio rationalization marked a key shift, with Carrefour divesting non-core assets to focus on high-growth regions. In 2025, the company entered exclusive negotiations to sell its Italian operations to NewPrinces Group, exiting a market where it had struggled with declining sales and intense local competition. Conversely, in early 2025, Carrefour acquired full of its Brazilian subsidiary, previously partially held, to solidify its position in Latin America's largest economy and leverage synergies in supply chain and private-label expansion. These moves aligned with a broader strategy to concentrate resources on core markets—France, Spain, and Brazil—where the group reported stronger like-for-like sales growth, such as 4.4% in Q2 2025. To counter economic headwinds, including slowing consumer spending in Europe, Carrefour implemented aggressive price reductions in 2025, funded by €1.2 billion in operational cost savings, while reaffirming full-year financial targets for EBITDA and recurring operating income growth. Bompard's leadership was extended through 2026 to oversee the plan's execution, reflecting board confidence in his approach despite cautious outlooks for the year amid geopolitical uncertainties and retail sector consolidation. These adaptations underscored a pivot toward resilience, with enhanced private-label offerings and localized sourcing to mitigate supply chain disruptions experienced since 2020.

Business Model and Operations

Retail Formats and Store Types

Carrefour operates a multi-format retail network designed to address diverse customer segments, from large family shopping to quick urban purchases and professional wholesale needs. The group's formats emphasize proximity, product variety, and adapted services, with hypermarkets serving as flagship one-stop destinations, supermarkets focusing on balanced grocery assortments, convenience stores prioritizing accessibility, and cash & carry operations targeting business clients. As of recent reporting, these formats contribute to a global network exceeding 14,000 stores across more than 40 countries. Hypermarkets, under the core Carrefour banner, cater to major weekly or monthly shopping trips, offering extensive assortments of 20,000 to 80,000 products including groceries, household goods, electronics, and apparel, alongside services like banking and fresh food preparation areas. These stores typically span 2,400 to 23,000 square meters, enabling competitive pricing through economies of scale. Globally, Carrefour maintains around 1,200 hypermarkets, with significant concentrations in France (approximately 250) and other European markets. Supermarkets, primarily branded as Carrefour Market, target urban and rural households seeking convenient mid-sized shopping for fresh produce, local specialties, and select non-food items. With sales areas of 1,000 to 3,500 square meters, they balance quality and value, often featuring regional sourcing. The format numbers over 3,400 locations worldwide, predominantly in Europe (about 2,900), supporting Carrefour's strategy for denser market coverage. Convenience stores, operated under banners such as , , Contact, , and Bio, focus on daily essentials with adapted assortments for high-traffic urban or roadside locations. Ranging from 200 to 900 square meters, these outlets provide extended hours, attractive , and proximity to customers, emphasizing quick service over breadth. Carrefour runs more than 7,000 such stores globally, with over 3,900 in alone, reflecting a push toward capillarity in densely populated areas. Cash & carry formats, including in and in , serve retailers, caterers, and small businesses with bulk and non-food products sold in pallets, units, or multi-packs at wholesale prices. These outlets prioritize and , with around stores worldwide, notably expanding in emerging markets like where operates nearly locations.

Supply Chain, Private Labels, and Sourcing Strategies

Carrefour operates a global supply chain encompassing thousands of suppliers across food, non-food, and services categories, leveraging advanced technologies for procurement, logistics, and warehouse management to optimize efficiency and reduce costs. The company integrates risk assessment and prevention mechanisms to address social, environmental, and ethical challenges, including supplier training programs and support for fair trade initiatives that promote corporate social responsibility (CSR) throughout its networks. In May 2025, Carrefour deployed a digital supply chain platform via TradeBeyond to enhance sustainable sourcing, streamline vendor onboarding, conduct supplier screenings, digitize contracts, and manage compliance documentation, thereby improving traceability and adherence to global standards. Private labels form a core pillar of Carrefour's commercial strategy, positioned as equivalents to fast-moving consumer goods (FMCG) brands with distinct architectures to drive customer loyalty and higher margins. The portfolio includes approximately 23 brands spanning 3,500 stock-keeping units (SKUs) across 90% of product categories, emphasizing innovation such as eco-responsible packaging and new formulations to meet consumer demands for quality and sustainability. In July 2024, Carrefour adopted Centric PLM software to accelerate private label product development, shorten time-to-market, support strategic expansion, and lower operational costs through enhanced purchasing processes. Sourcing strategies prioritize a blend of local and global approaches, with direct procurement from regional producers to ensure freshness, support local economies, and expand product variety while adhering to sustainability goals like deforestation-free soy for animal feed and improved fish sourcing standards. Carrefour enforces stringent supplier requirements covering health, safety, ethics, human rights, and anti-corruption, backed by local sourcing teams for on-site audits and CSR support. Procurement is centralized to control costs and build supplier resilience, including updated rules since 2020 for food transition criteria such as marine resource protection and sustainable agricultural contracts that facilitate fairer terms and transition to eco-friendly practices.

Digital and Omnichannel Initiatives

Carrefour initiated a major digital transformation in 2018 under CEO Alexandre Bompard, targeting €5 billion in e-commerce turnover by 2023 to comprise 20% of overall sales, marking a shift toward integrated online-offline retail capabilities. This effort accelerated with the launch of the Digital Retail Strategy 2026, which seeks to triple e-commerce gross merchandise value (GMV) to €10 billion by emphasizing a "data-centric, digital first" model across operations. The strategy's four pillars include through marketplace expansions and quick , utilization and retail media for , digitization of like payments and , and a fund to foster in retail tech. In the first quarter of , GMV rose 19% year-over-year, propelled by platforms and non-food in such as and . Omnichannel integration connects physical stores with digital channels via services like click-and-collect, where customers order online for in-store pickup, and drive-thru options for rapid fulfillment. Carrefour has deployed AI technologies, including smart shelves that use sensors to track in real-time and suggest personalized promotions, aiming to boost in-store efficiency and customer engagement while generating for omnichannel personalization. Cloud infrastructure migrations, such as to Cloud in , enable scalable of transaction and support expanded digital services amid rising online . Mobile initiatives form a core component, with the Carrefour app facilitating loyalty accumulation, coupon redemption, and seamless transitions between app-based browsing and in-store purchases. Launched in 2018, Carrefour Pay provides Android users with contactless mobile payments integrated with loyalty and discount features, rolled out across French hypermarkets. In June 2025, partnerships like Majid Al Futtaim's collaboration with Huawei introduced smartwatch-based shopping for on-the-go access to promotions and quick orders in the Middle East, extending omnichannel reach to wearable devices. These efforts have yielded measurable gains, such as a 30% uplift in online order conversion rates in select markets through platform optimizations.

Financial Performance

Historical Revenue, Profitability, and Key Metrics

Carrefour Group's , a primary measure of excluding certain adjustments like VAT and franchise fees in some contexts, totaled €85.4 billion in 2024, marking a modest increase from €83 billion in 2023 amid ongoing global economic pressures and regional challenges such as in . This growth trajectory reflects historical patterns of expansion through store networks and private labels, though punctuated by divestitures and competitive dynamics in mature markets like Europe. Over the longer term, in USD terms rose from approximately $75 billion in 2010 to $94.4 billion in 2024, underscoring resilience despite currency fluctuations and operational shifts. Profitability metrics reveal greater volatility, influenced by costs, asset impairments, and varying regional . attributable to the group stood at €790 million in 2024, down significantly from €1.6 billion in 2023, attributable in part to one-off factors including negative goodwill and equity-accounted adjustments. Historical in USD terms fluctuated markedly, with 2024 at $782 million (a 56% decline from 2023's $1.8 billion) and earlier years showing periods of losses, such as in the mid-2010s amid international exits and . (ROE) averaged 7.43% over the , reflecting moderate efficiency in generating profits from shareholder equity, though recent figures dipped to around 2.8%. Key operational metrics complement these figures, with EBITDA reaching €3.59 billion on a trailing twelve-month basis as of late , supporting servicing and investments . Gross profit margins have hovered in the 19-20% range historically, driven by private-label penetration and optimizations, while operating margins remain thin at 1-3% due to high fixed costs in retail and labor.
YearNet Sales (bn €)Net Income Group Share (bn €)EBITDA (bn €, approx. TTM where noted)
202485.40.793.59
202383.01.6N/A
These metrics highlight Carrefour's focus on cost discipline and geographic diversification to sustain profitability amid retail sector headwinds like e-commerce competition and inflation.

Recent Financial Results and Projections (2020–2025)

Carrefour's consolidated net sales grew from €78.9 billion in to €87.3 billion in , reflecting a of approximately 2.5%, driven by organic expansion, acquisitions such as Cora and in , and resilience amid inflationary pressures and disruptions. Recurring operating (ROI) fluctuated, reaching €2.3 billion in 2023 before declining to €2.2 billion in due to currency headwinds, particularly in , and integration costs from recent deals, though adjusted for constant exchange rates, 2024 ROI improved to €2.3 billion. EBITDA expanded steadily from €4.1 billion in to €4.6 billion in , supported by cost-saving initiatives totaling over €3 billion cumulatively since and efficiency gains in private-label products. Net , group share, varied significantly, peaking at €1.7 billion in 2023 aided by gains from discontinued operations like the Brazil stake sale, but falling to €723 million in amid higher finance costs and hyperinflation adjustments in Argentina.
YearNet Sales (€ billion)EBITDA (€ billion)ROI (€ billion)Net Income, Group Share (€ million)
202078.94.11.6194
202181.34.31.7661
202283.14.41.91,102
202384.94.62.31,659
87.34.62.2723
In 2025, like-for-like (LFL) growth accelerated to +3.7% in the first half, with Q2 at +4.4%, fueled by +4.9% in categories and fresh in and , though non-food lagged at +1.4%. H1 EBITDA rose 1.1% to €1.9 billion, but ROI declined 8.4% to €681 million due to impacts and acquisition-related expenses; adjusted fell to €210 million. Q3 LFL moderated to +2.1%, with group at €22.6 billion, reflecting softer growth in and amid and economic slowdowns. For full-year 2025, Carrefour guidance projects slight growth in EBITDA, ROI, and net free cash flow, funded by €1.2 billion in cost savings from procurement efficiencies, store optimizations, and digital investments, despite persistent currency volatility in emerging markets. Analysts anticipate revenue approaching €90 billion, with margins pressured by inflation pass-through and competitive discounting, but supported by omnichannel expansion and private-label penetration exceeding 30%. This outlook assumes stable consumer spending in Europe and controlled exposure in hyperinflationary regions like Argentina, where restatements under IAS 29 continue to impact reported figures.

Ownership, Governance, and Investor Relations

Carrefour SA is a publicly traded listed on under the CA, with its shares forming the primary for . As of , , the 's share capital totaled €1,694,922,970, divided into 677,969,188 ordinary shares with a of €2.50 each, carrying total theoretical voting of 830,353,122. The shareholder base is diffusely held, with no single entity controlling a majority stake. Major shareholders include Galfa SAS holding 74,624,212 shares (11.01% of capital and 13.69% of voting ), Peninsula Europe S.à r.l. with 62,563,160 shares (9.23% of capital and 15.68% of voting ), and employees owning 10,976,838 shares (1.62% of capital and 2.24% of voting ). The public and institutional s collectively account for 493,854,495 shares (72.84% of capital), while treasury shares represent 4.74%. Governance is overseen by a Board of Directors consisting of 15 members, of which 54% are independent and 54% are women, including two employee representatives. The Board approves strategic guidelines, monitors their execution, and authorizes significant transactions. Alexandre Bompard has served as Chairman and Chief Executive Officer since July 2017, with his current term expiring in 2026; Philippe Houzé acts as Vice-Chairman (term to 2027), and Marie-Laure Sauty de Chalon is the Independent Lead Director (term to 2026). Other key board members include Arthur Sadoun, Claudia Almeida e Silva, and Charles Edelstenne. The Board operates through five specialized committees: Audit, Remuneration, Governance, Corporate Social Responsibility, and Strategic. Recent appointments include Anne Browaeys on April 13, 2025, and Marguerite Bérard on May 24, 2024. The Executive , comprising 14 members and chaired by Bompard, handles day-to-day and of the Group's transformation initiatives, such as the transition . Key executives include Matthieu Malige (), Elodie Perthuisot (Group Chief E-commerce and ), and Laurent Vallée (Group ). This aligns with the Carrefour strategic , emphasizing operational efficiency and . Investor relations are managed through dedicated channels on the company's , providing access to financial publications, regulated disclosures, and resources. The Group issues quarterly updates and half-yearly results, with the 2025 half-year financials scheduled for on July 24, 2025, and third-quarter 2025 on October 22, 2025. Annual Shareholders' Meetings facilitate , as evidenced by the 2019 approval of the company's "raison d'être" focused on transition, supported by 97.72% of votes. Carrefour also its Brazilian subsidiary Atacadão S.A., listed on B3 since July 2017 under ticker CRFB3, as part of broader transparency on international operations.

Domestic Operations in France

Market Dominance and Regional Presence

Carrefour ranks as one of the leading grocery retailers in France, securing a value market share of 22% in the period ending December 2024, driven by strong performance across its formats and the addition of over one million new customers. This marked its highest market share in more than a decade, bolstered by the July 2024 acquisition of the Cora hypermarket chain (60 stores) and Match supermarket banner (115 stores), which enhanced its competitive positioning against rivals like E.Leclerc. In March 2025, its share reached 21.9%, reflecting continued gains in a market characterized by modest volume growth and price sensitivity among consumers. The company's dominance stems from its pioneering in the format, which it introduced in in 1963, allowing for extensive product assortments and one-stop that captured significant for scale and variety. Carrefour maintains leadership in hypermarkets, operating around 250 such outlets nationwide as of 2024, typically spanning 2,400 to 23,000 square meters and stocking 20,000 to 80,000 items. Complementing these are 1,071 Carrefour Market supermarkets focused on proximity and fresh goods, alongside 3,959 convenience stores under formats like Carrefour City and Express, which target urban and daily shopping needs. This multi-format strategy enables Carrefour to address diverse regional consumer preferences, from large-family bulk purchases in suburban hypermarkets to quick urban transactions. Carrefour's regional presence spans all 13 metropolitan regions and overseas territories, ensuring broad geographic coverage with over 5,000 stores in total. Density is highest in Île-de-France with 909 outlets, reflecting the Paris area's population concentration and logistics advantages, followed by Hauts-de-France (710 stores) and Occitanie (683 stores). In southern regions like Provence-Alpes-Côte d'Azur, supermarket formats like Carrefour Market predominate with 85 locations, adapting to tourism-driven and seasonal demand. This distribution supports efficient supply chains and local sourcing, while urban proximity stores mitigate competition from discount chains in less dense areas. Overall, the network's scale contributes to Carrefour's resilience amid regulatory pressures on retail expansion and antitrust scrutiny.

Competitive Landscape and Regulatory Environment

In the French retail market, Carrefour ranks as the second-largest player by turnover, trailing , which maintains the leading position through a model emphasizing low prices and extensive store . Other key competitors include Les Mousquetaires (operating ), Système U, Retail, Group, and discounters like and , which collectively hold significant shares through aggressive and private-label focus. The sector is characterized by , with Carrefour pursuing recovery via accelerated , gaining 2.1 points and over 1.1 million new customers in the four weeks ending May 18, 2025, amid broader efforts to counter Leclerc's dominance.
Major French Food RetailersApproximate Ranking (2024)
1
2
Les Mousquetaires3
Système U4
5
6
7
This table reflects turnover-based leadership as of September 2024; discounters like Lidl exert pressure via cost efficiencies, while integrated groups like Carrefour differentiate through hypermarket formats and omnichannel offerings. The regulatory environment is overseen primarily by the Autorité de la Concurrence (French Competition Authority), which enforces strict antitrust rules on mergers, pricing, and supplier agreements to prevent market concentration and protect consumers. In March 2025, the Authority approved Carrefour's acquisition of Louis Delhaize's French food retail operations, conditional on divesting seven stores to mitigate local competition risks. Broader regulations include mandates from July 1, 2024, requiring retailers to notify consumers of shrinkflation—product size reductions without price cuts—to enhance transparency amid inflation scrutiny. Additional constraints involve food safety standards, fair competition laws prohibiting resale price maintenance, and emerging environmental requirements like eco-scoring for products, with implementation deadlines extending into 2025. Labor regulations, including rigid collective bargaining and union influence, further shape operations by limiting flexibility in staffing and store hours. These frameworks, while promoting fairness, have drawn criticism for potentially stifling efficiency in a low-margin industry, as evidenced by ongoing Authority probes into vertical restraints.

International Operations

European Expansion and Presence

Carrefour initiated its international expansion in with the opening of its first in in , marking the company's foray beyond . This was followed by entry into in 1973, where it established a significant through hypermarkets and later acquisitions such as in 2016. By the 1980s, the retailer had grown to operations in ten countries overall, with forming the core of its non-French presence amid aggressive store openings and format diversification into supermarkets and discount chains. The and early saw further penetration into , including first stores in in , in , and in . Key consolidations included the acquisitions of GB supermarkets in Belgium, Ahold in Poland, and GS in , which bolstered market shares in these regions. Operations emphasized multi-format strategies, encompassing hypermarkets, supermarkets (e.g., Carrefour Market), and convenience stores, tailored to local consumer preferences and regulatory environments. As of 2025, Carrefour maintains operations in , , , , and (pending divestiture), with approximately 5,900 stores across excluding France based on earlier data, though exact figures vary by ongoing portfolio reviews. In , the company reported growth and profitability improvements in the first half of 2025, focusing on hypermarkets and expansions. Carrefour España offers a gourmet and delicatessen section featuring products such as jamón ibérico, quesos artesanos, patés, vinos, and embutidos premium, which are commonly recommended for special dinners including tablas de quesos y embutidos, foie gras, and conservas gourmet. No specific information is available on new gourmet or delicatessen products recommended for dinner in 2025 or 2026. features integrated hypermarkets and supermarkets following the 2005 GB acquisition, while and operate extensive including around 800 stores in alone. Recent strategic shifts include the 2025 announcement to sell its Italian operations—comprising 1,188 stores—to NewPrinces Group, with completion expected by year-end, reflecting efforts to address faltering profitability in select European markets. Reports indicate explorations of further divestitures, such as in , amid a broader refocus on core profitable geographies like . These moves align with declining operating in "other European countries" by 34% in 2024, prompting optimization of the portfolio.

Operations in Africa, Middle East, and Asia

Carrefour maintains a presence in , the , and predominantly through franchise partnerships rather than fully integrated operations, allowing to markets via entities like (MAF) and CFAO Retail. These regions collectively contribute to the company's "other " segment, which reported growth in fiscal year 2024, though specific breakdowns highlight varying amid expansions and strategic adjustments. As of 2025, operations span over a dozen in these areas, with formats including hypermarkets, supermarkets, and convenience stores, often emphasizing sourcing and digital integration. In Africa, Carrefour operates through multiple partners across North and sub-Saharan markets, focusing on growth in emerging economies. The company entered the Democratic Republic of Congo in July 2025 via partner Hyper Psaro, opening its first supermarket in Kinshasa as part of a broader push into high-potential territories; Psaro, the country's fourth-largest supermarket operator by , plans further expansions in Kinshasa and Lubumbashi. In East Africa, MAF manages stores in Kenya and Uganda, where Carrefour supports initiatives such as partnerships with Food Banking Kenya to redistribute surplus and reduce waste, addressing food security challenges. CFAO Retail handles West and Central African operations, including hypermarkets and supermarkets in Côte d'Ivoire, Cameroon, Senegal, and Gabon; in October 2025, CFAO assumed full ownership of Adialéa (Carrefour's Cameroonian and Ivorian franchise), maintaining the brand while enhancing local control. North African franchises, such as in Morocco and Algeria, continue via long-standing partners, with 227 franchise stores reported across seven African countries as of recent assessments. Despite these advances, challenges include currency fluctuations and competition from local retailers, prompting a strategy to open up to 10 new African markets by 2026. Operations in the Middle East are primarily franchised to MAF, which oversees hypermarkets and other formats serving over 750,000 daily customers across remaining markets. As of October 2025, Carrefour continues in , , , , , and the , with expansions like new hypermarkets in aligning with national diversification goals under Vision 2030. However, MAF terminated the Carrefour franchise in (November 2024), (January 2025), (September 2025), and (September 2025), rebranding 13 outlets to its new HyperMax banner amid reported pressures including consumer boycotts linked to perceived ties with —though MAF cited strategic realignment and as factors. These exits reflect broader challenges in the , such as localization mandates and geopolitical tensions, yet the company plans further Middle Eastern entries as part of its 2026 growth targets. In Asia, Carrefour's footprint is limited following exits from integrated operations, with Pakistan as the primary remaining market under MAF's franchise, encompassing hypermarkets and supporting regional supply chains. The company completed its withdrawal from Taiwan in 2022, ending direct Asian hypermarket management after prior departures from markets like Japan, South Korea, and Southeast Asian countries. Sparse presence in other Asian locales, such as potential ties in Georgia or Armenia, relies on partners but lacks significant scale compared to other regions. Overall, Asian operations contribute modestly to group revenues, with focus shifting toward franchise stability and e-commerce adaptations.

Activities in Latin America and Other Regions

Carrefour's primary activities in Latin America are concentrated in Brazil and Argentina, representing its key markets in the region with a focus on hypermarkets, supermarkets, and cash-and-carry formats. In Brazil, where the company established its first hypermarket in São Paulo in 1975, operations have expanded to include a diverse portfolio under brands such as Carrefour, Atacadão, and Carrefour Market, making it the retailer's largest non-European market. In the third quarter of 2025, Brazilian sales grew by 1.1% on a like-for-like basis amid challenging economic conditions, contributing to overall Latin American like-for-like sales growth of 5.5%. The segment reported solid commercial momentum, with recurring operating income in Latin America (pre-IAS 29 adjustments) reaching €6,382 million in fiscal year 2024, up 25.6% year-over-year. In Argentina, Carrefour operates a network of stores emphasizing proximity retail and larger formats, integrated into the group's multi-format strategy to serve urban and suburban consumers. The Argentine operations benefit from the same regional growth drivers as Brazil, including adaptation to local inflation and consumer preferences, though specific country-level store counts are not publicly detailed in recent financial disclosures beyond the aggregate Latin American footprint of over 1,000 stores as of earlier assessments. Regional performance in 2025 has been bolstered by e-commerce expansion and private-label products, aligning with Carrefour's broader emphasis on resilience in high-inflation environments. Beyond , Carrefour maintains a presence in other regions, notably French overseas territories in the Pacific. In , the company operates hypermarkets tailored to , including locations in Puna'auia and Faa'a on , offering groceries, , and products to and . These outlets function as essential retail hubs in remote areas, with areas supporting the group's proximity model despite challenges inherent to oceanic isolation. No significant expansion into broader or other non-core regions is reported in recent operational updates, with focus remaining on established territories.

Former and Exited Operations

Divestitures and Market Withdrawals

Carrefour has executed multiple divestitures and market withdrawals since the early , often to streamline operations, reduce losses in underperforming regions, and redirect resources toward more profitable core markets in and select emerging economies. These strategic retreats have included full exits from , , and the , typically involving asset sales or closures rather than outright liquidations. In March 2005, Carrefour sold its eight hypermarkets in Japan to the Group and its 29 hypermarkets in Mexico to Controladora , marking early withdrawals from markets where the hypermarket model struggled against local competitors and cultural preferences for smaller formats. The company divested 80% of its Chinese operations to in 2019 for €620 million, effectively exiting China after years of modest growth amid intense e-commerce competition from platforms like Alibaba. Remaining subsidiaries were sold off by Suning in June 2025 for nominal sums, finalizing Carrefour's departure from the world's second-largest economy. In the Middle East, where operations were franchised to (MAF), Carrefour withdrew from four (GCC) countries within a year: in 2024, in 2025, , and in 2025. Stores were rebranded as Hypermax, reflecting a of rising localization mandates, heightened from regional players, and consumer boycotts tied to perceived ties with amid the Israel-Hamas conflict. MAF cited strategic realignment, but activists attributed the exits to sustained BDS (Boycott, Divestment, Sanctions) pressure, though financial data indicates prior underperformance in some outlets.

Reasons for Exits and Lessons Learned

Carrefour's exits from various international markets have often stemmed from a of , inadequate to preferences, economic , and geopolitical pressures. In , the company's withdrawal from in 2005 was attributed to insufficient localization strategies, which hindered differentiation from entrenched competitors like and ; partial adaptations, such as product assortments tailored to Japanese tastes, failed to build customer loyalty amid a highly saturated hypermarket sector. Similarly, exits from South Korea (2006), Malaysia (2012), and other Southeast Asian markets like Thailand reflected an inability to achieve the scale necessary for market leadership, with operations hampered by aggressive pricing wars from domestic players and regulatory hurdles favoring firms. In Latin America, Carrefour sold its Argentine operations in July 2025, citing chronic high inflation, volatile consumption patterns, and substantial capital requirements that eroded profitability in a market demanding heavy ongoing investments without commensurate returns. In the Middle East and North Africa, recent divestitures from Jordan (2024), Oman, Bahrain, and Kuwait (2025) were precipitated by sharp sales declines—exceeding 75% in Jordan—driven by consumer boycotts linked to the company's commercial ties with Israel, including supply contracts amid the BDS movement's campaigns starting in late 2022. These exits involved franchise partners like Majid Al Futtaim rebranding stores to their own labels, reflecting both operational unviability and broader regional backlash against perceived alignments in geopolitical conflicts. Earlier retreats, such as from Mexico (2012 via joint venture sale) and Russia (2011), highlighted similar challenges: in Mexico, partnership disputes and competition from Walmart limited growth, while in Russia, macroeconomic volatility and failure to secure dominant positioning prompted a strategic refocus. Key lessons from these divestitures emphasize the necessity of pursuing market leadership or viable scale before expansion, as Carrefour's leadership has repeatedly noted that operations in non-dominant positions incur disproportionate costs without sustainable returns. Effective localization—beyond superficial adjustments to encompass supply chains, pricing, and cultural merchandising—emerged as critical, with Japan's experience underscoring how hybrid models dilute brand strength against nimble locals. Geopolitical and boycott risks, particularly in polarized regions, demand proactive monitoring and contingency planning, as evidenced by the Gulf exits where activist-driven sales erosion outpaced mitigation efforts. Overall, these cases reinforce a strategy of concentrating resources on core European and select emerging markets with stable economics and low entry barriers, avoiding overextension into high-risk environments lacking clear paths to profitability.

Corporate Social Responsibility and Philanthropy

Carrefour Foundation and Community Programs

The Carrefour Foundation, established , operates as a corporate foundation with a mission to promote access to healthy and sustainable worldwide, particularly for vulnerable populations. It finances associative partners dedicated to combating insecurity through projects that foster lasting changes in practices, such as nutritional and support for sustainable agriculture. Since , the foundation has funded over 1,000 projects across France and Carrefour's integrated countries, emphasizing initiatives with at least one-year durations to encourage beneficiary autonomy. Core activities include store-based donation collections for food banks and charities, which in 2021 equated to 44 million meals donated group-wide. The foundation's 2021 budget reached 6.75 million euros, supporting 72 projects focused on inclusive food transitions, waste reduction, and sustainable farming practices. In France, Carrefour Solidarity—a complementary community arm—assists nearly 1,600 local and national charities daily, coordinating sponsorships, food distributions, and technical aid in partnership with store teams. Internationally, efforts align with local operations, such as raising over 3.5 million Qatari riyals for initiatives via Qatar stores since 2019. Recent priorities, outlined in a 2024-2026 roadmap, on two pillars: addressing via direct and promoting nutritional through programs. Examples include partnerships for biological dairy supply chains and calls for projects valorizing general-interest causes, with 2025 selections announced for scaling efforts. These programs integrate with broader group , such as the "Act for " initiative, but empirical impact assessments remain primarily self-reported, with verifiable outcomes tied to volumes and counts rather than independent longitudinal studies.

Sustainability Claims, Environmental Practices, and Critiques

Carrefour has committed to achieving carbon neutrality across its operations by 2040, with interim targets including in absolute Scope 1 and 2 (GHG) emissions by 2030 and a 55% reduction by 2040, measured against baseline. The company reported total GHG emissions of 147,729,449 metric tons of CO₂ equivalent in 2024 across Scopes 1, 2, and 3, encompassing direct operations, purchased energy, and value chain activities. In its 2024 climate plan, updated to align with a 1.5°C warming scenario, Carrefour set a 32% overall GHG reduction target by 2030, validated by the Science Based Targets initiative's ACT assessment as consistent with Paris Agreement pathways. On environmental practices, Carrefour promotes sustainable sourcing, including commitments to zero-deforestation soy for own-brand products by and certifications like FSC for in supply chains. The retailer aims for 100% recyclable, reusable, or compostable while targeting a 40% CO₂ reduction in packaging-related emissions, alongside quantified reduction goals and investments in innovations. For , Carrefour integrates site practices to minimize ecological impacts, such as preservation in new developments. By , Scope 1 and 2 emissions had fallen 39% from earlier baselines, approaching a 40% target by through measures like refrigerant replacements and energy efficiency. Critiques of Carrefour's sustainability efforts center on discrepancies between claims and implementation, with reports accusing the company of greenwashing by excluding up to 80% of its stores from net-zero targets and relying on ambiguous Scope 3 accounting. Independent analyses, such as those from the NewClimate Institute, rated Carrefour's net-zero pledges as having "very low integrity" due to insufficient near-term reductions and over-reliance on offsets rather than direct cuts. By late 2024, progress on deforestation-free soy remained incomplete, covering only partial own-brand volumes despite the 2025 deadline. Campaigns promoting paper over plastic packaging have drawn accusations of misleading consumers, as paper production can entail higher deforestation risks in certain contexts, prompting rebuttals from industry groups like Two Sides. Carrefour has contested such rankings, asserting comprehensive value-chain targets, though empirical verification of long-term outcomes remains limited by data gaps in third-party audits.

Controversies and Criticisms

Supply Chain and Labor Issues

Carrefour has faced allegations of benefiting from forced labor in its supply chains, particularly through sourcing linked to state-sponsored programs involving Uyghur and other Muslim minorities in China's . In its 2022 controversies , the company acknowledged such claims but emphasized audits and commitments to remediation, though critics argue these measures insufficiently address systemic risks in . In the seafood sector, Carrefour's has drawn for potential abuses, including , , and by suppliers, alongside mercury and . In March 2025, NGOs BLOOM and Foodwatch filed a against Carrefour in under France's of vigilance , alleging the retailer failed to prevent these harms despite prior warnings. Similar issues prompted Carrefour to suspend purchases from Thailand's in 2014 after reports tied the supplier to slave labor via fishing vessels. The company has also severed ties with Brazilian meat suppliers implicated in slave labor conditions, such as excessive work hours and debt bondage, following inspections by Brazilian authorities in 2019. In response to broader ethical sourcing pressures, Carrefour committed to reviewing labor practices in its Saudi Arabian franchise operations in October 2024 after reports of migrant worker exploitation. Internally, Carrefour employees in France staged strikes in March 2018 protesting thousands of job cuts and a drastic reduction in profit-sharing bonuses, from €600 to €50 per worker. More recently, in February 2025, workers occupied a Carrefour store in Courbevoie, near Paris, after the chain sacked over half its staff at the site and imposed pay cuts amid restructuring. In Saudi Arabia, migrant workers at Carrefour-franchised sites operated by Majid Al Futtaim reported exploitation in an October 2024 Amnesty International investigation, including recruitment deception, excessive hours exceeding 12 daily without overtime pay, passport confiscation, and squalid living conditions in overcrowded accommodations. Carrefour responded by initiating a review of practices at these sites, while the franchisor denied systemic violations but acknowledged isolated issues.

Political Boycotts and Geopolitical Tensions

Carrefour has faced significant political boycotts, primarily driven by the (BDS) movement, which accuses the company of in Israeli occupation policies through its partnerships with Israeli retailers operating in settlements and its provision of supplies to Israeli soldiers. In December , BDS intensified its campaign following revelations that Carrefour donated baskets to Israeli Defense Forces personnel amid the -Hamas , prompting calls for boycotts across , the , and Muslim-majority . These boycotts led to operational disruptions and market exits in several nations. In Jordan, Carrefour closed multiple branches starting in 2023 due to declining from boycott , culminating in the shutdown of all remaining stores by , 2024. Similar pressures forced closures in Oman by January 2025, Bahrain, and Kuwait by September 2025, with franchisee Majid Al Futtaim citing "declining confidence amid geopolitical conflict" as a factor in a 47% drop in regional retail profits for 2024. In response, Majid Al Futtaim rebranded Carrefour stores as HyperMax in countries like the UAE and Qatar to distance from the parent brand and mitigate ongoing boycotts. Geopolitical tensions between and have also sparked targeted boycotts against Carrefour. In 2021, amid heightened Morocco- rivalry over , Moroccan activists called for boycotts of Carrefour stores due to the chain's operations in , viewing them as undermining Moroccan interests; this overlapped with separate BDS-driven protests in accusing Carrefour of supporting Israeli policies. By 2023, BDS organized demonstrations outside Carrefour in , despite local bans, to protest alleged ties to Israeli settlements. These actions reflect broader patterns where multinational retailers like Carrefour become proxies in regional disputes, though empirical on sales impacts remains limited to franchisee profit declines rather than company-wide figures. Earlier instances include a in against Carrefour, fueled by nationalist backlash over perceived French support for the ahead of the Olympics, which led to temporary store protests but no market exit. Carrefour has not publicly terminated its Israeli partnerships in response to BDS demands, maintaining operations there while navigating franchisee-led adjustments in boycott-affected regions. In November 2007, a stampede occurred at a Carrefour hypermarket in , , during a promotional event, resulting in the of three customers and injuries to several others; the company issued a public apology and was fined 500,000 yuan (approximately $68,000) by local authorities for inadequate crowd control measures. On February 5, 2014, a 200-square-meter section of the collapsed at a in , , while the store was closed for renovations, causing no injuries but highlighting structural maintenance risks in aging facilities. In August 2020, a Carrefour Brasil store manager in Porto Alegre suffered a fatal heart attack inside the premises, but operations continued for hours with the body covered by umbrellas and merchandise, prompting investigations into protocol failures and public backlash over disregard for employee welfare. A series of seven workplace accidents at a Carrefour distribution center in France in early 2020, including falls and equipment mishaps, led to a spontaneous strike by workers demanding improved safety protocols. In March 2022, a fire destroyed over 6.6 hectares of Carrefour's Yangmei Logistics Distribution Center in Taiwan, with no reported casualties but significant operational disruption attributed to possible electrical faults. Food safety issues have prompted multiple recalls, such as in 2025 when Carrefour withdrew pesticide-contaminated melons sold across after detecting excessive residues, and in September 2025 when contaminated Spanish tortillas linked to two botulism cases in triggered a nationwide alert. In June 2024, French financial authorities sought a record fine against Carrefour in court over allegedly unbalanced franchise contracts that disadvantaged independent store operators through unfavorable pricing and terms. In March 2025, environmental NGOs BLOOM and foodwatch filed a lawsuit in Paris against Carrefour under France's duty of vigilance law, alleging failures in its tuna supply chain to prevent human rights abuses, overfishing, and health risks from practices like fish aggregating devices. Kenyan courts in 2023 upheld a Competition Tribunal ruling that Carrefour abused its buyer power by imposing unfair terms on a milk supplier, requiring compensatory measures despite the company's appeals. A prolonged arbitration dispute with partner Suning.com over Carrefour China's operations resolved in August 2025 with a 220 million yuan settlement, facilitating the retailer's full exit from the market after 30 years.

Responses, Reforms, and Empirical Outcomes

In response to allegations of labor exploitation among migrant workers at franchised sites in Saudi Arabia, as documented by Amnesty International in October 2024, Carrefour launched an internal review of its partner Majid Al Futtaim's employment practices, including excessive hours, squalid living conditions, and recruitment deception. The review aimed to verify compliance with Carrefour's supplier code of conduct, though no specific remediation timeline or outcomes were publicly detailed by mid-2025, amid ongoing scrutiny from human rights groups. Addressing concerns, particularly forced labor risks in seafood and Uyghur-related sourcing, Carrefour enhanced its due diligence under France's 2017 of Vigilance , including risk mapping, supplier audits, and action plans for high-risk categories like tuna. In February 2024, following NGO pressure from BLOOM and Foodwatch, the company committed to stakeholder consultations, improvements, and grievance mechanisms for its tuna suppliers, denying any legal violations while asserting alignment with regulatory standards. Empirical results included progress in beef deforestation monitoring in South America by early 2025, with verified in non-compliant sourcing through third-party audits, though environmental NGOs noted incomplete coverage for soy and . For workplace safety and health, Carrefour implemented the "Act for Change" program, emphasizing musculoskeletal disorder prevention, stress reduction, and accident monitoring across operations, with regular audits targeting a 20% decline in reportable incidents by 2022 benchmarks extended into later years. In response to isolated food safety events, such as a September 2025 botulism outbreak linked to imported tortillas, the company executed nationwide recalls and supplier suspensions, aligning with EU rapid alert systems. Outcomes showed stabilized internal accident rates post-reform, per self-reported data, but persistent legal challenges, including a 2025 Paris lawsuit over tuna chain vigilance failures, indicated gaps in enforcement efficacy. Regarding political boycotts, such as the campaign tied to Olympic protests and perceived foreign interference, Carrefour issued denials of political affiliations and emphasized neutral sourcing, resulting in short-term disruptions estimated at 5-10% in affected stores but no operational exit at the time. For ongoing BDS-led calls over alleged ties, Carrefour in 2024 compliance with by restricting to recognized territories, leading to activist countermeasures but no measurable impact per reports, as franchises persisted under partners. In franchise legal disputes, including 2024 French regulatory probes into unbalanced contracts, resolutions involved partial settlements and tweaks like revised structures, yet courts ruled against Carrefour in select cases by 2025, with fines pending and supplier unresolved in via a 220 million euro asset settlement. Broader reforms culminated in a renewed global with UNI Global Union, extending 24-year labor commitments to include handling and equity, yielding reported in union disputes in and . However, empirical outcomes remain mixed: while compliance rates for suppliers to 95% in high-risk areas by per internal metrics, recurrent NGO filings and critiques suggest causal links between reforms and issue resolution are attenuated by franchise and geopolitical variances, with no independent verification of systemic labor improvements in outsourced chains.

Economic Impact and Innovations

Contributions to Retail Efficiency and Consumer Access

Carrefour pioneered the hypermarket format on June 15, 1963, with the opening of its first store in Sainte-Geneviève-des-Bois, France, featuring a 2,500 square meter sales area that combined supermarket and department store elements to offer a wide range of food and non-food products under one roof, along with extensive parking facilities. This innovation enhanced consumer access by enabling one-stop shopping for diverse goods, reducing the need for multiple trips and leveraging economies of scale to deliver lower prices through bulk procurement and efficient self-service operations. The model's success stemmed from high customer throughput and streamlined logistics, setting a standard for large-scale retail that prioritized volume-driven efficiency over fragmented traditional formats. In supply chain management, Carrefour has adopted advanced technologies to boost operational efficiency, including AI-driven optimization as the first French retailer to implement such systems, achieving 12-18% reductions in stockouts, 20-30% faster manifest processing, and approximately 8-10 hours of weekly time savings per team. Partnerships like the one with SymphonyAI for warehouse replenishment and instant insights have further improved , , and financial planning, minimizing and ensuring consistent product availability across its network. These enhancements reflect a data-centric approach that reduces costs and accelerates replenishment, directly supporting by aligning supply with real-time demand patterns. Carrefour's multi-format , encompassing hypermarkets, , stores, and digital channels, has expanded access globally, with over 14,000 stores in more than 40 as of 2023. Its Digital Retail 2026 emphasizes integration and AI for personalized and assortment, projecting € million in additional recurring operating by 2026 versus 2021 through optimized processes. Recent price reductions exceeding 10% on 2,000 everyday products in 2024 have further democratized access to affordable essentials, responding to shifts and fostering broader .

Job Creation, Market Competition, and Broader Effects

Carrefour employed 324,750 people worldwide as of December 31, 2024, marking a 6.37% increase of 19,441 workers from the prior year, driven by expansions in key markets like Latin America. In specific instances, such as a $300 million investment in Argentina announced in November 2024, the company projected the creation of 2,500 direct jobs, contributing to local employment in retail and logistics. These figures reflect Carrefour's role in generating stable positions across over 300 job categories, including store operations, supply chain management, and administrative roles, though global headcount had dipped to 305,533 in 2023 amid restructuring. In market competition, Carrefour leverages from its and formats to offer lower prices, gaining share against discounters like and in despite intensified . This pressures smaller, traditional retailers, reducing their revenues and occasionally forcing closures, as observed in markets like Georgia where modern chains like Carrefour displace corner stores through superior variety and . Empirical patterns from similar expansions indicate that while large-format entrants boost overall sector via , they concentrate , with independent grocers facing up to 20-30% drops in affected locales, though consumers gain from broader access and savings. Broader economic effects include access to affordable , particularly benefiting lower-income households through that curbs in categories, as evidenced by Carrefour's 2024-2025 correlating with rising organic and branded product . On suppliers, the company's scale enables large-volume contracts that stabilize but exerts downward on margins during negotiations, a dynamic intensified by post- recovery in . Overall, Carrefour's operations amplify local economic activity via job multipliers in ancillary sectors like and , yet causal analyses highlight net displacement in fragmented retail landscapes, where gains in outweigh small-business losses only if regulatory remain low.

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