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30 2014 Registration Document
Social responsibility
2
Action plans
Beyond these two areas, training in the Group guiding principles was a
priority in 2014. After they were launched, the policies were circulated to
all Group employees, with many training sessions across the entire Group.
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Encouraging employees’ managerial development
Carrefour wishes to develop managerial skills that encourage
accountability and independence.
The eight Human Resources Fundamentals are designed to help store
directors and their managers improve in their day-to-day management
functions (see description on page 28).
In 2014, the Group focused on training directors to develop their
management skills by giving them with the tools and techniques they
need to handle a broader range of situations in the field.
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High-level training to prepare tomorrow’s directors
Since 2013, the Group has offered a selection of training seminars
designed for Senior directors and directors. The wide-ranging, innovative
curriculum was developed in collaboration with operational managers to
guarantee the relevance of each programme on issues such as customer
focus, business innovation and leadership. In 2014, 210 directors
benefited from these programmes.
For example, around 30 Senior directors were chosen to participate in
the Master Carrefour programme: three weeks of training that aims to
give an overall understanding of the new challenges facing the sector,
reinforce managerial skills and, as a team, reflect on the company’s major
challenges and future issues. The flagship programme provides a unique
opportunity to share and exchange ideas with General Management.
Since its creation, nearly 300 directors have been on this programme,
including most executive directors.
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Recognising contributions with fair compensation
Every employee contributes to the life and growth of the company;
Carrefour wishes to reward each one in accordance with that contribution,
fairly and objectively. Compensation is tied to the employee’s level of
responsibility and performance, and is assessed on goals.
In addition to financial compensation, Carrefour also offers attractive
employee benefits to meet the needs of employees and their families.
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Ensuring employees are committed
to their own responsibilities and goals
For employees to be truly committed, responsibilities must be clear and
specific and targets must be perfectly understood. These are all made
clear and transmitted early in the year, and must be set in relation to
employees’ scope of responsibilities and priorities.
Carrefour encourages managers to provide regular feedback to their
employees throughout the year. The main assessment tool is the annual
performance appraisal. The appraisal is an opportunity for employees
and their manager to discuss the performance over the year, how they
would like their career to develop, and their training needs.
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Remunerating employees fairly
Carrefour is committed to offering its employees fair and competitive
remuneration, according to their responsibilities.
In every country, the annual remuneration review is designed to ensure
the consistency and fairness of internal remuneration levels: proposals
for changes are analysed by each entity to ensure that they are consistent
with the responsibilities and performance of each employee, and that
they are based on a principle of fairness.
In every country, the level of employee remuneration is analysed in
comparison with both the general market and the retail market through
surveys carried out by specialist firms.
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Recognising each individual’s contribution
through variable pay
The variable portion of the salary recognises the goals met: employees
share in the Group’s success through simple, motivating compensation
plans. Carrefour considers it important to recognise employees who have
made a decisive contribution to the results achieved.
All the Group’s managers are eligible for annual variable remuneration, the
amount of which varies in line with the economic results of their entity and
their individual performance, assessed by their line manager and based
on the targets set at the start of the year. In order to assess individual
performance, each manager is asked to take into account the way in
which the targets have been reached, beyond a simple consideration
of the result obtained.
Over 60% of the Group’s employees are today eligible for results-based
incentive schemes in addition to their basic salary and, if applicable, their
annual variable remuneration. In some countries, these plans are specific
to store directors and their management teams.