An executive of the group confesses: “It's been fifteen years since we last saw the boss of the group…” This attack on Jean-Charles Naouri, the ex-CEO, is also intended as a tribute to the current director general, Philippe Palazzi. The latter has already come to headquarters several times since his appointment in March.
And he was there again, Monday, to explain to employees the contours of the “Renewal 2028” strategic plan. “We owe employees a language of truth and transparency,” says Philippe Palazzi to explain his approach.
No more hypermarkets, return to the local grocer
He revealed this plan to the press last week in Paris with a leitmotif: proximity. “Thanks to our unique territorial network (one in two convenience stores is a Casino group store), we are building a new proximity, adapted to societal developments,” he declares.
It aims to return to balance in 2026 by focusing on “three key markets”: everyday food shopping, take-out catering and new everyday services. Gone is the model of hypermarkets and supermarkets, “a format of distance” (since linked to the car). Return to the small neighborhood or village grocer.
Philippe Palazzi is convinced that he has one asset to succeed: the group's seven brands (Casino, Spar, Vival, Monoprix, Franprix, Naturalia and Cdiscount): “They all have their specificities, they can coexist on the same street . »
“We talk about Casino for good news”
In short, the general director is optimistic for the future. And he intended to spread his optimism to his troops during his visit to Saint-Étienne.
Did he succeed? Contacted at the end of the afternoon, a trade unionist said he was “glad to see that we are talking about Casino for good news”. While expressing reservations about “the means that will be devoted to the project”.
Because even if the strategic plan provides for 1.2 billion investments in the next four years, “the proposals he made to redress the situation remain unclear. We’re still a little hungry.”
