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2014 Registration Document
Social responsibility
2
Action plans
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Internal promotion at the heart of the Carrefour
development model
Promotion gives the Company impetus and is within everyone’s reach.
◗
Offering a variety of career path options
With over 120 different business functions and a presence in 10 countries,
Carrefour offers some highly varied career paths and real mobility
opportunities. Developing a career depends on a series of different
professional experiences.
The Group aims to provide professional experiences which allow all
employees to show their initiative and flourish on a personal level while
contributing to the Company’s performance. The different paths offered
within the Company increase expertise and facilitate communication.
In France, more than 4,000 employees change position every year and
56% of managers have been promoted from within the Company. The
“enviedebouger” (want to move) intranet site makes internal mobility easier.
The average length of service among French employees is 11.4 years;
this figure stands at 7.8 years for the Group as a whole.
The Group also offers international career paths and now has approximately
170 expatriates (34% in Europe, 14% in Latin America, 48% in Asia
and 4% in Africa).
◗
Serving as a social ladder
Employee development is based on their performance and ability to take
on new responsibilities, in keeping with the business’s needs.
This approach, taking personality and individual merit into account
alongside academic experience and qualifications, ensures that
the highest-performing employees rise to management roles within
the Group. Furthermore, by placing emphasis on internal promotions,
the Group acts as a social ladder for its employees. As an example, store
employees can quickly rise to the position of department manager or
sector manager. As part of theWomen Leaders programme, the Carrefour
group has made a commitment to promote the advancement of women
and support them so that they might reach positions at the highest level
of responsibility (see page 35).
Rate of internal promotion
2014
2013
Senior director promotion
46.6%
56.0%
Director promotion
64.3%
54.3%
Manager promotion
47.2%
49.0%
TOTAL
48.0%
49.3%
Excluding Erteco France.
In order to give everyone the same opportunities for advancement, training
is provided for employees with literacy problems based on the EvoluPro
programme. The course is run by Carrefour hypermarkets in France
and provides store employees who so wish the opportunity to learn or
improve their French. Since 2008, 905 people have benefited from the
programme. An additional 79 people joined the September 2014 class.
◗
A Talent policy to prepare for the Carrefour of the future
At Carrefour, the notion of talent is not the sole reserve of directors or high
potential staff. It more broadly covers middle management positions and
experts in all the areas necessary for the Group to serve its customers.
A talented employee at Carrefour is one who has completely mastered
a business function and who maintains a strong customer focus.
In an ongoing effort to adapt its resources to its strategy and policies,
the Group began an overhaul of the career management and talent
identification process in 2014.
No longer aiming simply to identify future managers, it now also clarifies
their career management options and opportunities. The benefits of this
open discussion held with each manager include greater short-term
visibility for charting a career path through multiple business functions,
which the Group hopes to encourage.
◗
Training to support collective and personal efficiency
In a constantly evolving environment, training employees with a rhythm
faster than that of change is an essential step in nurturing their propensity
for change, thereby ensuring sustainable growth.
Shared between the Group and countries or entities, the training plan
is organised around two key areas:
■
developing Carrefour business function skills in order to provide a better
customer service (as described in the previous section);
■
encouraging employees’ managerial and personal development.
2014
2013
2012
2011
% vs. 11
Average number of training hours per employee
15.5
16.5
17.2
17.8
(12.9)%
Total number of training hours over the year
(in millions)
4.5
4.7
4.9
5.2
(13.6)%
Like-for-like BUs (scope: 86% of 2014 consolidated sales, excl. VAT) - excluding: BR.
2014: excluding Erteco France.