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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 catalogue to make its training offer even 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 2022, 100% of Crédit Agricole S.A. employees in France and abroad attended at least one training course and 2,116,014 hours of training were provided via IFCAM or in direct collaboration with various service providers, universities and training schools.


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


To support cultural and managerial transformations within it, the Group developed, in partnership with leading business school HEC Paris, a training programme on the challenges of CSR called "Leadership, Meaning and Accountability" (in French, "Leadership, sens et mise en responsabilité") for senior executives. Following on from this first programme and as part of its Medium-Term Plan Ambitions 2025, the Group plans to build a second training programme for the Top 150 of Crédit Agricole S.A., with the aim of making them responsible and inclusive leaders.


of Crédit Agricole S.A.’s top 150 executives

followed the "Leadership, Meaning and Accountability" programme


Management of talent and future leaders

For several years now, Crédit Agricole S.A. has been involved in identifying, developing and supporting its talent 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 talent strategy supporting personal development and Group performance focuses on three priority issues:

  • 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 management teams,
  • Internationalisation: rendering the Group’s talent pools more international by promoting the emergence and visibility of talent wherever the Group operates.


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:

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

Internal mobility within Crédit Agricole S.A. 2022:


mobilities worldwide






Crédit Agricole S.A. listens to its employees

The Accountability Index (Indice de Mise en Responsabilité, or IMR) is the instrument used to measure every year cultural transformation and the implementation of the Group’s Human-centric project. In particular, it helps monitor the roll-out of managerial transformation and the implementation of accountability initiated by the Group in 2019, around five driving themes:

  • independence, 
  • discernment, 
  • trust, 
  • courage, 
  • taking initiatives.

Launched for the first time in September 2022, the anonymous survey includes topics related to the Societal project in order to assess the understanding of the Group’s strategy and its role in the face of social, societal and environmental changes.

Lastly, the addition of several open-ended questions has helped precisely analyse the concerns of employees, through their verbatims.

In 2022, the year the new measurement survey was launched, over 73,000 employees of Crédit Agricole S.A. and its entities worldwide received the survey:

Over 59,000



participation rate


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