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Social responsibility
Action programs
A talent policy to prepare for the Carrefour of the
Training to support collective and personal
future
efficiency
At Carrefour, the notion of talent is not the sole reserve of managers or
One of Carrefour’s key performance indicators is the average number of
high potential staff. It more broadly covers middle management
hours’ training received by each employee. We are seeing a significant
positions and experts in all the areas necessary for the Group to serve
investment in training by the various countries, at a level which
its customers. A talented employee at Carrefour is one who has
remains fairly stable. China, however, experienced a decline in training
completely mastered a business line and maintains a strong customer
levels in 2015, due to the exceptional implementation of a specific
focus.
food quality and safety programme in 2014 which was not destined to
Major work was carried out by 10
countries in 2015 to standardise be repeated in 2015. This explains the slight fall in 2015 compared
processes, for example with regard both to the way career Boards
with 2014.
operate and to defining common criteria for identifying potential.
Future managers are also being identified through the inventorying of
profiles and open discussions with them. The focus is on developing
employees by personalising their development plans and considering
their individual careers.
2015
2014
(1)
*
% vs. 2014
Average number of training hours per employee trained
13.6
14.9
(9.2)%
Total number of hours’ training given over the year
(in millions)
5.1
5.4
(6.0)%
Like-for-like BUs (scope 100% of 2015 consolidated sales, excl. VAT).
(1) Excluding Erteco France.
* 2014 data has been adjusted.
Carrefour’s aim is to implement and roll out a training plan which is
High-level training to prepare tomorrow’s directors
tailored to customer expectations and trends in the retail trade, as well
Since 2013, the Group has offered a selection of training seminars
as the development of its management staff.
designed for Senior directors and directors undergoing a career shift.
The wide-ranging, innovative curriculum was developed in
The training plan is shared between the Group and countries or
collaboration with operational managers to ensure the relevance of
entities, and is articulated around two key areas:
each programme. It includes issues such as customer focus, business
developing Carrefour employees skills in order to provide better
●
innovation and leadership. In 2015, the Carrefour University provided
customer service, improving business line skills in fresh produce 12 training programmes for over 300 participants.
and supporting digital development (as described in the previous
The regular identification of potential successors for existing
section);
executives who are ready immediately, in the short- and/or
encouraging employees’ managerial and personal development.
●
medium-term, is vital for key positions (mainly Executive Committee
Encouraging employees’ managerial development
members, function heads, specialist business lines). Depending on the
requirements and to help new incumbents to settle more easily into
Carrefour seeks to develop managerial skills that encourage
their new roles, personalised individual development plans are used to
accountability and independence. The Eight Human Resources
improve employees’ skills. This is achieved for example through
Fundamentals are designed to help store directors and their managers
Carrefour University programmes, external training courses and
improve in their day-to-day management functions.
coaching sessions.
In 2015, the Group focused on training directors to develop their
Recognising contributions with fair rewards
management skills by providing them with the tools and techniques that
they need to handle the broader range of possible situations in the field.
In Argentina, a mentoring programme was set up in 2015 for 35 store Every employee participates in the life and growth of the Company.
managers known as “progressive”, 10 of them are women, to accelerate Carrefour wishes to reward each one for their contribution, fairly and
the professional promotion of women as part of the “Women Leaders”
objectively: remuneration is linked to the employee’s level of
programme
(detailed in section
2.3.1.4 of this chapter)
. 19 of the responsibility and performance, and is assessed on the basis of
Company’s senior executives decided to participate by becoming objectives. In accordance with its Carrefour’s values and its global
programme mentors. In addition, Carrefour Poland launched the
Apetyt
agreement on respecting basic labour rights, Carrefour complies with
na Handel
programme to develop the management skills of its future local regulations and the social standards in each country in which it is
store directors (six-month in-store internships with tutors, and conducting its integrated activities.
leadership training – 11 two-day sessions).
In addition to monetary compensation, Carrefour also offers attractive
employee benefits.
2015 REGISTRATION DOCUMENT
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