enlarged Europe = 500 million consumers

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2 enlarged Europe = 500 million consumers EU applicant countries (2002) Bulgaria Cyprus the Czech Rep. Estonia Hungary Latvia Lithuania Malta Poland Romania, the Slovak Rep. Slovenia Turkey.

3 overlapping European business cultures Anglo- American Scandinavian new Russian capitalism Rhinela nd Latin

4 New strategies of internalization relative size is necessary to compete on the big enlarged EU domestic market of 500 million consumers; EU market is open to world competition; to compete globally ---French companies have to focus on core businesses, acquire companies in all key markets and build international alliances; companies like Airbus, Carrefour, Danone, Michelin, Ondeo, Renault etc fight for world leadership on their segment.

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6 Airbus

7 from activity sharing : final assembly Airbus A Airbus A Airbus A Airbus A ATR Bae 146 Aerospatiale British Aerospace DASA (2) 2+3+(5) (2) CASA Alenia % of business 10% of business Source: Dussauge 1999

8 to Airbus integrated company Airbus Integrated Company shareholders (2000): EADS: merger of Aerospatiale-Matra (France), DaimlerChrysler Aerospace (Germany) and CASA (Spain). BAE SYSTEMS (UK) 40,000 employees in Europe, 100,000 employees around the world. design, engineering and manufacturing in France, Germany, Spain and UK. Two final assembly lines: Toulouse, France & Hamburg, Germany

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10 a world oligopoly: tire industry Toyo 2% local players 21% Michelin 19% Cooper 2% Yokohama 4% Bridgestone 19% [1999] Pirelli 4% Sumitomo 5% Continental 7% Goodyear 17%

11 Michelin: managing a brand portfolio MICHELIN KLEBER BF GOODRICH TAURUS PNEU LAURENT WOLBER UNIROYAL RIKEN STOMIL-OLSZTYN TYREMASTER SIAMTYRE WARRIOR

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13 Carrefour international presence GNP Per cap. Highincome & Middle Income Lower- Middle Income & Low Income EUROPE AMERICAS ASIA region first open. stores region first open. stores region first open. France Korea 1996 Spain Singapore 1997 Greece Japan 2000 Portugal Italy Belgium Turkey Brazil Taiwan 1989 Poland Argentina Malaysia 1994 Czech R Mexico China 1995 Slovakia Colombia Thailand 1996 Chile Indonesia 1998 stores Source: Carrefour 2000

14 Group Carrefour

15 We are The 1 st European retailing group The 2 nd worldwide retailing group

16 We are The 1 st retailer in: France Spain Greece Belgium Argentina Taiwan Indonesia

17 We have Over 2 billion cash transactions a year Over 9000 stores spread over 31 countries, including 731 hypermarkets Over employees

18 In 2000, we opened 1 Dia - hard-discount store per day 1 Champion supermarket every 3 days 1 Carrefour hypermarket per week

19 Today, we satisfy our customers needs With our different Stores Hypermarkets, Supermarkets, Maxi discount stores, Convenience stores, Cash and Carry With our Brands Carrefour, Reflets de France, Filière Qualité Carrefour, ScelgoBio, Viversano, Harmony, TeX, TopBike, De Nuestra Tierra, GreenCut... With categoric stores Insurance, Financial Services, Flowers, Holidays, Optical,, Car maintenance, Frozen Food Stores With E-commerce Ooshop, VeryWine, Gardening, Furnitures...

20 Our ambition Meet the challenge of modern consumption

21 9225* stores spread across 31 countries Europe: 8478 Latin America: Hypermarkets 2290 Supermarkets 3745 Maxidiscount stores 2261 Convenience stores 198 Cash & carry stores Asia: 108 * at February 2002, including partners

22 731 hypermarkets updated 2002, February 5th Europe: 499 Mexico : 19 Colombia : 5 Poland : 9 Belgium : 57 Romania : 1 France : 214 Czech Republic : Portugal : 5 11 Greece : 11 Switzerland : 11 Spain : 113 Italy : 37 Turkey : 10 Other countries, with partners : 20 Chine : 27 Thaïland : 15 Japan : 3 South Korea : 22 Taiwan : 26 Indonesia : 8 Brazil : 74 Chile : 4 Argentina : 22 Latin America: 124 Singapore : 1 Malaysia : 6 Asia: 108

23 2000 consolidated turnover - including taxes Euros millions ,5% France 47,5% 25,0% Abroad Group % : proforma change

24 Commercial sales by type of business Under store banners Supermarkets 20% Maxidiscounters 7% 13% Cash & Carry, Convenience stores, Frozen Food stores Wholesale activities 60% Hypermarkets

25 Consolidated turnover per region Europe 79% including France 53% Asia 6% Latin America 15%

26 A strong growth strategy 19 countries 31 countries 5 countries France Spain Brazil Argentina Taiwan 9 countries + Turkey Italy Portugal Mexico + Monaco + China South Korea Czech Republic Thailand Poland Singapore Colombia Chile Indonesia Malaysia + Greece Belgium United Arab Emirates* Mauritius* Madagascar* Slovakia Japan Tunisia Dominican Republic Qatar Rumania Switzerland * partners

27 Employment in Asia Indonesia 9% Malaysia 7% Japan 4% Singapore 1% Taiwan 18% Korea 13% Thailand 15% China 33% employees (updated December 31th, 2001 = 10% of integrated companies staff

28 Carrefour China

29 CHINA - Year 2000 Area: 9.6 million km 2 Territorial division: 31 Provinces, Autonomous regions,etc. Capital: Beijing Population: 1.25 billion (2000) GDP: 8,940.4 billion yuan (1,000 billion USD) Annual per capita income: 6280 yuan (758.5 USD) Sales of consumer goods: billion (412.5 USD) CARREFOUR CHINA China entry date: 1995 Trading name: Carrefour (China)Management Consulting Service Co., Ltd. Employee: 15,000 Turnover in 2000: Over 8 billion yuan

30 Carrefour in China black number : existing store: 27 red number : signed project :9 Harbin (1) Beijing (4) Shenyang (1) Tianjin (2+1) Dalian (1) Qingdao (1+1) west region east region Nanjing (1)Wuxi (1) Chengdu (1+1) Shanghai (6) Wuhan (2+1) Hangzhou (1) Chongqing Ningbo (1) (2) Changsha (1) Guangzhou (1) Dongguan (1) Shenzhen (2+1) Zhuhai (1)

31 Carrefour in China: Opening Dates Beijing Chuangyijia Store Shanghai Qu Yang Store Shenzhen Nan Tou Store Tianjin Nan Kai Store Shanghai Wu Ning Store Chongqing Mian Hua Jie Store Tianjin Long Cheng Store Chongqing Jin Guan Yin Store Zhuhai Le Tian Store Wuhan Shi Sheng Store Hanghai Jin Qiao Store Shanghai Gu Bei Store Dongguan Store Shenyang Bei Zhan Store Beijing Fangzhuang Store Wuhan Wu Sheng Store Shanghai Nan Fang Store Chengdu Ba Bao Jie Store Nanjing Da Qiao Store Ningbo Jiang Dong Store Beijing Ma Lian Dao Store Qingdao Ming Da Store Dalian Store Meilin Store Fangyuan Store Gongjiang Store

32 A store is on average... *10,000~15,000 Daily Debits *500~600 employees *10,000 square meters. *18,000 products available *60% of sales in food *40% of sales in non-food

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34 Suez Group Water Business

35 ONDEO OBJECTIVES WATER: Turnover + 60% over 5 years ( ) bn million customers million customers million customers Objective ,000 industrial customers

36 ONDEO Value Chain Design Construction Operation Finance Management Customer Assess our customers problems Build solutions Implement solutions Asset management Customer care

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38 Withdrawal from non-strategic businesses ( ) eliminating all confectionery business; eliminating more than half the Group's grocery brands in Europe: pasta, condiments, sauces; eliminating beer business in Europe.

39 Focusing on core business Dairy Products: DANONE Biscuits: LU Beverages: EVIAN

40 20 years of acquisitions in Asia Japan: JV with Ajinomoto (fresh dairy products) Canton: JV for fresh dairy products India: participation in Britannia Australia: control of Griffin's Honk-Kong: acquisition of Amoy Shanghaï: JV in yogurts Shangai Danone Dairy (yogurts) Shanghaï: JV in Shanghai Danone Biscuits (biscuits) China: participation in the Haomen breweries China: control of the Hangzhou Wahaha China: acquisition of Wuhan Dongxihu Beer Singapore: participation in Yeo Hiap Seng (beverage market leader) Indonesia: agreement with Aqua (bottled mineral water) China: agreement with Health (bottled mineral water) Singapore: participation in Yeo Hiap Seng (beverages) China: acquisition of Robust (water and dairy beverages) China: participation in Aquarius Water Malaysia: buy back of United Biscuits activities

41 12% of sales in Asia-Pacific in 2001 China represents over 70% of sales in the region 4 companies together account for nearly 80% of sales in the region: China : Wahaha and Amoy India : Britannia New Zealand : Griffin's

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43 Renault - Nissan alliance ( ) common platforms (small and lower medium segments): objective 50% of production volume (3.5 million vehicles) by joint development on a common small diesel engine. joint purchasing organization: objective 70% of purchases joint distribution in Europe industrial and sales synergies abroad joint IT Systems

44 Two entities - one strategy (2002) separate identities and independence of the two groups, responsible for their own operating activities. reinforcing the cross-shareholdings: Renault s stake in Nissan up from 36.8% to 44.4% Nissan share in Renault 15% without voting rights. setting up Renault-Nissan BV, JV in charge of coordinating the alliance s operations worldwide. The French State has announced it would lower its shareholding in Renault to 25%.

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46 Changes in French business system ( ) privatization: drastic reduction of state involvement in industry, banking, automotive sector (Renault), oil industry (Totalfinal Elf), telecommunications; growing interest of French public to the Paris "Bourse ; loss of influence of "noyaux durs : the intricate networks of cross ownership between associated banks and corporations loss of influence of government and high civil servants ( grand corps ) thanks to globalisation, Europe and greater autonomy at regional level: the French "regions".

47 France fully state controlled companies (2002) Sector Aerospace & Defence: e.g. Snecma (aircraft engines) Mortorways Chemicals Energy: EDF (largest European electricity company), GDF (Gaz), Coal etc Leasure: Française des Jeux Media: France Television Financial Services: La Poste Transportation: SNCF (French Railways), Paris Metro

48 Companies to be privatized (2002) Company State s share (%) Air France 55.9 France Telecom 55.5 Thales (defense electronics) 51.0 ASF (motorway operator) 51.0 Renault (car industry) 25.0 Thomson Multimedia 21.0 EADS (aircraft industry) 16.7 Bull (computers) 16.3 Dassault Systems 15.8 Credit Lyonnais (bank) 11.6

49 percentage of capital owned by foreigners in 1997 Growing influence of foreign investors Suez-Lyonnaise Paribas ELF AXA UAP Alcatel 39% 45% 38% 42% 51% 35% 37% 42% 40% 0% 10% 20% 30% 40% 50% 60%

50 Conclusion French companies go global with: more focused strategies in depth corporate transformation

51 Focusing on core businesses backward integration conglomerate diversification focusing of core business forward integration international strategy

52 Transforming the corporation 6 transforming the institution 5 restructuring international operations 1 value creation throughout the network redefinition of core business 4 managing intangibles 2 building capabilities 3 managing alliances and JVs

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