Philippe Brassac: “We invest heavily in training”, company news

How do you motivate your employees and how does it affect the company’s performance?

For the Crédit Agricole Group, which has 147,000 employees in 47 countries, engaging, training and developing our employees is a major challenge. Naturally, we take care to be attractive in terms of compensation in the broadest sense (salary, variable compensation, profit sharing, participation, employee stock ownership). We also emphasize the very rich career paths made possible by the diversity of our professions and geography. The group offers wide opportunities for mobility and development, both in the managerial dimension and in the expert plan. In 2022, LinkedIn also recognized the group as the company offering the best career opportunities in France, across all sectors combined. To do this, we invest heavily in lifelong learning. I usually say that at Crédit Agricole we don’t buy talent, we create it. In order to ensure a constant adequacy between our policies and the expectations of our employees, we evaluate their satisfaction level every year with the help of a survey and adjust our actions accordingly. The result is a high level of membership that has been growing steadily for several years. In addition, according to the Universum 2021 rating for bac + 5, we are perceived as a Russian employerOh 1, the most committed, in terms of CSR, in financial services in France.

What, in your opinion, should be the role of your company in society, and what measures have you taken in this direction?

An important source of motivation that unites all employees is the meaning of our existence: to act every day in the interests of our customers and society. Companies, in general, having realized the prohibitions given to them regarding the limitation of negative external influences, in particular for the climate, now realize that they must participate in solving the problems of society, which require the involvement of everyone: politicians, citizens, as well as companies. At Crédit Agricole, it is in our DNA to meet the great needs of society. Born more than a century ago to enable the financing of agriculture, which the banks of the time were unwilling to undertake, our group’s history has been one of continuous support for societal transformations. Today, our social project consists of integrating, not alongside our activities, but at the heart of all our businesses, the central problems of society with three main themes: climate, social integration and agricultural transformation. – agros. To illustrate concretely, for example in the field of climate, the reality of our commitment, I will mention our position as the leading financier of renewable energy sources in France, our role as a pioneer in the field green bonds or even an external study by Bloomberg showing that we are the only one of the top thirty banks in the world to have funded more greens than browns since the Paris Agreement.

What is your social and/or social priority for the next twelve months?

As part of the medium-term plan for 2025 that we have just communicated, we are making our social vocation even more concrete by creating two new businesses: on the one hand, Crédit Agricole Transitions & Energies, which aims to accelerate the decarbonization of the economy by providing concrete solutions as close as possible to our customers; on the other hand, Crédit Agricole Santé & Territoires, whose ambitions meet the needs of the Covid crisis to change the way our society treats the fate of our elderly. So many activities, the content of which is shared by our employees, reinforces the sense of usefulness, support and pride of working at Crédit Agricole.

We invest heavily in training

We invest heavily in training