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.

As such, 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.
   

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 addition, to accelerate its managerial and cultural transformation, Crédit Agricole S.A. has launched a project with LinkedIn that brings all employees on board, to help them always develop their potential through the continuous learning opportunities of self-training. Since May 2024, Crédit Agricole S.A. employees in France and around the world have been progressively given unlimited access to the Group’s training, skills development and mobility programmes.

In 2024, 100% of Crédit Agricole S.A. employees in France and abroad attended at least one training course and 2.57 million hours of training were provided via IFCAM or in direct collaboration with various service providers, universities and higher education institutions.

As part of its Medium-Term Plan Ambitions 2025, in September 2023 the Group rolled out an Executive Programme entitled “Leadership to continuously develop each potential” (in French, “Un leadership pour développer 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.

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. In 2024, the Group reached its objective of 40% of women in its Top 1000.
• 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, to reach 30% of international profiles in its succession plans by end 2025 (25% at end 2024).

 For further information about employee appraisals, please refer to the “Performance & Compensation” page.

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:
 

• The Group-wide mobility agreement, signed at end 2024, that establishes a shared and structured framework to facilitate professional mobility between the Group’s various employment pools;
• 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 2024, 11,003 mobilities were carried out within Crédit Agricole S.A. worldwide.