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Internal promotion
48
%
RATE OF 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.
Training
15
.
5
HOURS
4
.
5
MILLION
OF TRAINING PER EMPLOYEE TRAINING HOURS
ON AVERAGE
PROVIDED DURING 2014
Shared between the Group and country or entity levels,
the training plan focuses on two key areas: developing
Carrefour’s business function skills in order to provide
better customer service, and encouraging employees’
personal and managerial development.
Percentage of employees recognised as having a disability
Data on a like-for-like BU basis (100% of 2014 consolidated net sales).
At the end of 2014, Carrefour employed 11,218 employees
recognised as having a disability, up 21.3%over 4 years.
2.6 2.7 2.8
3.0
2013
2011 2012
2014
Employees
with disabilities
363,989
381,227
2013 2014
Employees
Percentage of women in management positions
Data on a like-for-like BU basis (100% of 2014 consolidated net sales).
In 2014, the Group continued to promote 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.
35.0
36.2 36.9
37.5
2013
2011 2012
2014
Gender equality
Employees
88.8%
Managers
10.5%
Directors
0.6%
Senior
directors
0.1%
Breakdown
by category
A significant majority of
Carrefour employees work in
stores, serving customers.
With an 88.8% ratio of
employees, the breakdown of
the workforce by category
reflects this organisation.
Europe
55.7%
LatinAmerica
25.4%
Asia
18.9%
Breakdown
by geographic region
Employee distribution reflects
the multi-format and multi-
channel retail model deve-
loped in the 10 integrated
countries.
Fulltime
76.8%
Parttime
23.2%
Breakdown
by work schedules
Breakdown
by type of contract
Carrefour is committed to implementing organisational models
that ensureconsistent quality of servicewhile taking intoaccount
employee expectations in compliance with local regulations.
Part-time work and fixed-term contracts address the need to
tailor store activities to customer flow.
Permanent
contracts
92.2%
Fixed-term
contracts
7.8%
97
2014 annual activity and responsible commitment report –