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Development of human capital


In a context of deep and ever-accelerating changes, the Group looks to its human capital and the sustainable employability of its employees. The growth and continuous development of their skills are among the Group’s major challenges. 

IFCAM is the Group’s entity dedicated to training. It regularly adds to its vocational training catalogue to make its offer ever more accessible and relevant.

In order to support its employees, the Group focuses on three key areas:

  • Creating an environment that encourages learning in order to ensure sustainable employability,
  • Promoting the continuous development of skills and making constant adjustments to cope with changes affecting businesses,
  • Supporting the acquisition of new skills and anticipating changes.

In 2023, 100% of Crédit Agricole S.A. employees in France and abroad attended at least one training course and 2.49 million hours of training were provided via IFCAM or in direct collaboration with various service providers, universities and higher education institutions.


Crédit Agricole S.A. uses different educations methods to develop the skills of its employees:
Face-to-face trainingInternal training via IFCAM
External training via a service provider
Remote and digital trainingWebinaires - Virtual classrooms - E-Learning - Mobile learning - Fast learning
Experiential trainingInternal secondments


As part of its Medium-Term Plan Ambitions 2025, in September 2023 the Group rolled out a new Executive Programme entitled “Leadership to continuously develop each potential” (in French, “Un leadership pour developer sans cesse le potentiel de chacun”). Its aim is to support the Group’s leaders, the drivers of its Human-centric and Societal Projects, in boosting their own transformation and management methods by drawing in particular on the virtuous circle generated by the positive dynamic between trust, responsibility and sustainable performance.


of the directors

have been trained during the last quarter 2023


By end 2024, 100% will have followed the new “Leadership to continuously develop each potential” programme.

Management of talent and future leaders

For several years now, Crédit Agricole S.A. has been involved in identifying, developing and supporting its employees and managers through managerial guidelines and a unique selection process shared across the Group, that gives all employees the same chance of achieving their ambitions and moving forward.

This strategy supporting personal development and Group performance focuses on three priorities:

  • Forward-planning: building up talent pools in order to feed into the Group’s succession plans and business lines,
  • Gender balance: strengthening the Group’s performance by increasing the ratio of women in its executive teams,
  • Internationalisation: increasing the proportion of international profiles in the Group’s talent pools by fostering the emergence and visibility of talent wherever the Group is established.


Employee mobility

With a culture of mobility deeply rooted in the Group's DNA and a related policy that is constantly being reinvented, the Group promotes diversified careers that guarantee the employability and loyalty of its employees.

Indeed, internal mobility is considered a major issue in the drive to develop the skills of employees at Crédit Agricole S.A. and its subsidiaries in France and abroad. In an environment where business lines and skills change rapidly, as part of its Human-centric project, the Group gives each employee the opportunity to take the lead in their own development by encouraging them to take the initiative when it comes to their skill development journey, via:

  • Specific tools: Me & CA, the HR portal that groups together all HR information and tools to facilitate the professional career of employees; MyJobs, the Group’s internal job board that gives access to opportunities within entities and regional banks; and Jobmaker, a tool to help take stock of one’s career to date, identify skills and motivation for a potential internal mobility;
  • Dedicated events: MobiliMeetings, to find out more about the Group’s entities and business lines, the opportunities, tools and rules about internal mobility; and MobiliJobs, the annual inter-entity mobility event that enables employees to discuss options with business line and HR professionals, before attending pre-interviews on identified job openings. 

In 2023, 11,790 mobilities were carried out within Crédit Agricole S.A. worldwide.


Crédit Agricole S.A. listens to its employees

Following on from 2022, the 2023 Accountability Index (IMR) measures the change in managerial and cultural transformation and accountability, topics that are at the heart of the Human-centric and Societal Projects. It is thus instrumental in measuring the three founding principles of the Human-centric Project, which in turn are drivers in implementing the Group’s Raison d’Être:

  • •  Increasing the accountability of employees
  • •  Boosting client proximity
  • •  Developing an environment of trust

The annual survey assesses the good understanding of the Group’s strategy and its active role in the face of social, societal and environmental changes.

In its second year, over 74,000 employees of Crédit Agricole S.A. worldwide were consulted. Participation reached 83%, i.e. a two-point increase on 2022.

In 2023:

Over 62,000



participation rate


employer recommendation rate


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