28 / 266
28 2014 Registration Document
Social responsibility
2
Action plans
◗
Closer responsibility towards customers
Carrefour intends to adopt a simple, decentralised organisation.
Based on the principle of subsidiarity, it is designed to provide greater
responsiveness for the benefit of customers. As much as possible,
responsibility in this system is assigned as close as possible to the
operational level.
The eight Human Resources Fundamentals give store directors and their
managers tools to improve in their day-to-day management functions:
recruitment, integration, objective-setting, remuneration and employee
benefits, employee recognition, communications, training and career
management.
A dedicated intranet site, available in all Group languages, makes it
easier for managers to access tools and encourages them to share best
practices. In accordance with the principle of subsidiarity, each manager is
encouraged to use the tool and adapt it to their own specific environment.
The Group hopes that comparing practices and results within stores,
between stores, between regions and with competitors will stimulate
new ideas and help employees, regardless of their position within the
Group, to take initiatives.
In 2013 and 2014, the Group carried out two activities simultaneously:
■
sharing best practices between stores, regions and countries;
■
measuring the impact of implementing the Human Resources
Fundamentals. The analysis, conducted on two pilot regions in two
countries, shows a significant improvement in results and customer
satisfaction after implementation. The results were shared with all
countries.
At the end of 2014, the Group launched a survey of a representative
sample of Human Resources and store managers in all countries to
assess the implementation and application of the Human Resources
Fundamentals: 80% of store directors now refer to the Human Resources
Fundamentals in their daily management functions (vs. 50% in 2012).
Once analysed, the results of the survey will be used to determine
initiatives for 2015.
◗
A flexible organisation that respects employees
Carrefour is committed to implementing organisational models that
ensure a constant quality of service, while taking into account employee
expectations and complying with local regulations.
Part-time work and fixed-term contracts enable the Group to adapt its
store-based activities to suit customer flows.
2014
2013
2012
% of part-time employees
23.2%
23.2%
23.8%
Workforce by type of contract
2014
2013
Permanent contract
92.2%
93.3%
Fixed-term contract
7.8%
6.7%
Wherever possible, Carrefour seeks to increase the number of hours
of part-time employees who so wish or to provide flexibility in their
organisation. Several initiatives have been developed: reducing part-
time work through job versatility, developing work-schedule pooling and
experimenting with remote working.
Carrefour has developed a job versatility option in its hypermarkets,
initially in France and then gradually in Belgium. It offers employees who
are interested in the opportunity to do some of their work in a different
department within the store or to do a different job. This enables them to
increase their number of working hours and remuneration, diversify their
workplace experience and discover new business functions.
Introduced in France in 1999 and managed
via
a computerised tool,
work-schedule pooling - currently in place at hypermarkets in France
- allows check-out assistants to plan their working time in accordance
with their wishes and the level of store activity.
Remote working is designed to enable employees to work flexibly while
helping them to be more efficient. Working from home for some of the
time can be especially useful in certain functions, in particular because it
avoids employees having to commute to their usual workplace. A variety
of pilot projects have been run within the Group to study this option,
which has been offered to all employees of the Belgium and Italy head
offices. 158 employees have been working from home in Belgium since
the option was launched in 2013.
2.2.1.2
Maintaining employee motivation
Carrefour believes that there are no satisfied customers without engaged,
motivated employees. Motivation depends on the employee’s development
- through their career path or training - and on the balance between what
they give and what they receive in return.