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Carrefour overview –
CSR
Overview
Heralding from its
belief that performance
is alsomeasured by
the contributionmade
to Society, social
responsibility has
become an integral
part of the Carrefour
group’s strategy.
This performance,
measured using
both financial and
non-financial indicators,
is the result of the
search for continuous
improvement involving
the Group’s business
functions in all countries.
All changes are given on the basis
of like-for-like BUs. Find the reporting
methodology of these indicators
in the Registration Document, “Social
Responsibility” chapter.
Europe
55.7%
LatinAmerica
25.4%
Asia
18.9%
Breakdown
by geographic region
Employees
381
,
227
Training
4.5
MILLION
TRAINING HOURS PROVIDED
DURING 2014
SharedbetweentheGroupandcountry
orentity levels,thetrainingplanfocuses
ontwokeyareas:developingCarrefour’s
business function skills in order to
provide better customer service, and
encouraging employees’ personal and
managerial development. During2014,
anaverageof15.5hoursoftrainingwas
provided to each employee.
Internal promotion
48
%
RATEOF INTERNAL PROMOTION
By placing emphasis on internal
promotions, Carrefour acts as a social
ladder for its employees. As an
example, store employees can rise to
the position of department manager or
sector manager. The rate of internal
promotion reached 48% in 2014.
Gender equality
37.5
%
OFWOMEN
INMANAGEMENT POSITIONS
In2014,theGroupcontinuedtopromote
gender equality and the promotion of
women at all management and res-
ponsibility levels. The percentage of
women inmanagement positions rose
by 7.1% over 4 years. A number of
initiatives took place during 2014 in all
countries where the Group operates.
Employeeswithdisabilities
3
%
OFEMPLOYEES
Attheendof2014,Carrefouremployed
11,218 employees recognised as
having a disability, up 21.3% over
4 years.
SUPPORTINGEMPLOYEES
ANDCOMPANY PARTNERS
Breakdown
bywork schedules
Parttime
23.2%
Fulltime
76.8%
Fixed-term
contracts
7.8%
Permanent
contracts
92.2%
Breakdown
by type of contract