Philippe Brassac: “We invest a lot in training”, Company News

How do you motivate your employees and how does this affect the efficiency of the company?

For the Crédit Agricole group with 147,000 employees in 47 countries, attracting, training and developing our employees is a major challenge. Naturally, we try to be attractive in terms of remuneration in a broad sense (salary, variable remuneration, profit sharing, participation, participation of employees in promotions). We also emphasize that our diversity of professions and geographic location offer very broad career opportunities. The group offers ample opportunities for mobility and development, both in terms of management and expertise. In 2022, LinkedIn also recognized the group as the company offering the best career opportunities in France in 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. To ensure that our policies are consistently aligned with the expectations of our employees, we measure their satisfaction levels with an annual questionnaire and adjust our actions accordingly. The result is a high membership rate that has grown steadily over the years. In addition, according to the Universum 2021 bac+5 rating, we are perceived as a Russian employer.oh 1 most committed in terms of CSR in the financial services industry in France.

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

An important source of motivation that unites all employees is the reason for our existence: every day to act in the interests of our customers and society. Companies, in general, having learned about the mandate to limit negative externalities, especially for the climate, are now realizing that they must take part in solving societal problems that require the participation of all, politicians, citizens, as well as companies. . It is in the DNA of Crédit Agricole to meet the great needs of society. Established over a century ago to provide financing for agriculture that the banks of the time were reluctant to take on, our group’s history has been one of constant support for societal change. Today, our social project is to bring together, not in parallel with our activities, but at the heart of all our enterprises, the central problems of society with three main themes: climate, social inclusion and agricultural transformation. To illustrate concretely, for example in the field of climate, the reality of our commitments, I will mention our position as the leading financier of renewable energy in France, our role as a pioneer in the field of green bonds or even an external study by Bloomberg showing that we are the only one of the world’s 30 largest banks 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 announced, we are making our public vocation even more concrete by creating two new businesses: on the one hand, Crédit Agricole Transitions & Energies, which aims to accelerate decarbonization savings by providing concrete solutions as close as possible to our customers; on the other hand, Crédit Agricole Santé & Territoires, whose ambition is in line with the needs that arose during the Covid crisis, to change the attitude of our society towards the fate of our older people. There are so many activities whose meaning, shared by our employees, enhances the sense of usefulness, support and pride in working for Crédit Agricole.

We invest heavily in training

We invest heavily in training