Carrefour - 2017 Registration Document

CORPORATE SOCIAL RESPONSIBILITY Carrefour’s human resources policy 2017 REGISTRATION DOCUMENT | CARREFOUR 2. 74 To increase the employability of staff, Carrefour France is continuing with the rollout of vocational qualification certificates (certificats de qualification professionnelle – CQP) created by the Fédération du Commerce et de la Distribution (FCD), its professional trade and retail federation branch. Additionally, as part of France’s vocational training reform, the Carrefour training centre was authorised by the FCD to conduct exams that allow both its regular employees and employees on work-based learning programmes to obtain CLéA certification. The CLéA certificate confirms that individuals have gained an understanding of basic skills to improve their employability and access to training. Evaluations are performed on a tablet, as a way of working to close the digital divide. The evaluation covers seven skills, including communication in French, basic arithmetic and mathematical reasoning, and the ability to work independently or in a team under a set of defined rules. To date, 315 Hypermarket, Supermarket and Supply Chain employees have obtained CléA certification. High-level training to prepare tomorrow’s leaders Carrefour employees at managerial level or with a specific skill receive personal career development advice. Their “path” is therefore marked out at an early managerial stage in order to offer tailored training programmes. Employees are assessed in two areas based on Group standards: knowledge of their business line and level of customer service. Carrefour has introduced a growing number of development programmes to create talent pools and keep their skills and expertise up to date. For example, Carrefour Romania set up the National HiPo Learning Committee, made up of talented individuals identified within a community, who are invited to participate in specific seminars. Since 2013, the Group has offered a selection of training seminars designed for Directors in all business areas. Building on these four years of experience, Carrefour University is moving more towards experience-based programmes, specifically adapted to the pragmatic culture of the organisation. The three main topics – leadership, innovation/digital and the customer – are covered in some 20 seminars per year. The University also features two management development programmes, Master Carrefour and Carrefour Future Leaders, aimed at selected employees in different countries who are brought under a talent pool. As part of these programmes, Carrefour University is preparing to lead a pilot project in 2018 focused on harnessing the Group’s development potential. Innovation is a major focus, with several sessions led in partnership with the London Business School and HEC. About 100 employees received training in 2017. Designed at the end of 2016, the Voice of Customer programme launched a test session in 2017. This seminar aims to achieve a more in-depth understanding of customer needs and expectations. The success of the test session led to further sessions being held, turning the seminar into a permanent programme offered by Carrefour University. To focus on integration and diversity in line with the Group’s human resources policy, the University also created a seminar on these issues. Carrefour University also meets specific targets and demand in different countries by offering specialised programmes scaled to the needs of business units. Recognising contributions with fair rewards In accordance with its values and global agreement on respecting basic labour rights, Carrefour complies with local regulations and the social standards in each country in which it conducts its integrated activities. Carrefour seeks to reward each employee based on the contribution they make to the Company’s business and growth in a fair and objective manner. Compensation is related to the employee’s level of responsibility and financial and individual performance. Financial performance depends on the performance of each store and country. Individual performance is assessed by managers who look at how objectives were reached rather than simply the result obtained. Over and above financial compensation, Carrefour offers employee benefits to meet the needs of employees and their families. Ensuring employees are committed to their responsibilities and goals To ensure employee commitment, responsibilities must be clear and specific, and targets must be perfectly understood. Clear objectives are set annually in accordance with each employee’s scope of responsibility. They target the relevant priorities and are communicated early in the year. Carrefour encourages managers to provide regular feedback to their employees. The main assessment tool is the annual performance appraisal. The appraisal is an opportunity for employees and their managers to discuss their performance over the year, how they would like their career to develop, and their training and mobility needs. Compensating employees fairly In every country, the annual compensation review is designed to ensure fairness of compensation levels: proposals for changes are analysed by each entity to ensure that they are consistent with the responsibilities and performance of each employee. Based on the employee’s level of responsibility and rules specific to each country, changes in compensation may either be collective or individual. The level of employee compensation is analysed in comparison with both the general market and the specific retail market through surveys carried out by specialist firms. In 2017, the Group encouraged countries to identify pay gaps between men and women and, if necessary, implement action plans to correct any unjustified differences.