Carrefour is a French international hypermarket chain They opened their first hypermarket on June 15, 1963 near Paris

in France

The worlds second-largest retailer and the largest in Europe, the group currently operates four main grocery store formats: Hypermarkets Supermarkets Hard discount stores Convenience stores The Carrefour group currently has over 15,500 stores, either companyoperated or franchises The group currently operates in three major markets: Europe, Latin America and Asia With a presence in 34 countries, over 57% of group turnover derives from outside France

The strategy of the Carrefour group is aimed at achieving organic, sustained, profitable growth in excess of the broad market growth rate, and has three levers: Client-oriented culture:

getting to know customers better in order to serve them better

Transformation: competitiveness

increasing

agility,

execution

quality

and

Innovation: regaining initiative and leadership

LABOR/CAPITAL INTENSIVE: It is capital intensive since it requires large amount of capital for the purchase of goods and services

BLUE COLLAR: WHITE COLLAR It has a higher blue collar ratio since it employs a large number sales persons, front end staff etc

ORGANIZATIONAL STRUCTURE
Daniel Bernard CEO and Chairman

Daniel Bernard CFO

Bruce Johnson Director of Org & Systems

William Anderson Director of Merchandise & Mktg

Director of Europe Zone

Director of American Zone

Director of Asia Zone

Expanded Committee Director of DIA International Director of Europe Nations Director of France Director of Spain

EASE OF MANAGEMENT OF PEOPLE

job task organization that reconciles efficiency with employee fulfillment; training that promotes the transfer of knowledge and personal development; internal promotion is given top priority at Carrefour and employees come from a range of different backgrounds; an attractive remuneration policy that recognizes individual and team performance.

TALENT AVAILABILITY Carrefour is open to people from all backgrounds: men, women, the young and not-so-young, and graduates and those without qualifications. They offer some 30 very different professions, also recruit most of their staff from their catchment areas, which sometimes include quite disadvantaged districts. French banners have used skills-based recruitment since 2005 to ensure that they attract applicants from a variety of backgrounds. Using practical exercises, applicants are assessed on their actual professional skills and not on the basis of their qualifications or experience. In 2007, Carrefour hypermarkets performed more than 2,000 assessments of this type

ATTRITION Carrefour faced an attrition of 8.9% in 2010 Reasons being Rapid growth in the retail sector as many well established businesses are foraying into retail CAREER OPPORTUNITIES FOR EVERYONE Carrefour has developed a policy on integration, support and in-house promotion based on the performance and competency of its employees. Hiring prioritizes local candidates, with the Group limiting expatriate positions to the necessary minimum according to a countrys level of development. The Human Resources departments emphasize the evaluation of employee performance in order to identify talent and manage careers objectively

TRAINING NEEDS Group Training policyIntended to guide people through changes in organization and methods, contribute to the development of all employees and assist them in forging their career paths. Each country compiles its own training plan based on the strategic needs of both the company and its employees. Top managers are offered programmes such as "Customer Orientation and Strategy", "Leadership", "Development and Running of a Franchise Network". There are also programmes for store employees. Some countries such as Belgium and France help staff validate their field experience by recognizing employees professional skills with a diploma or qualification

DECISION MAKING

The decision making process is decentralized because of the long chain of command

MECHANIZATION/ TECHNOLOGY

Carrefour has seen a great spurt in the level of technology in the last decade Up gradation of the equipment used has led to more visible productivity in the form of sales

GROWTH OPPORTUNITIES & PROMOTIONS The Group plays an important role in promoting social progress. At Carrefour, talent counts for more than qualifications: a young person without qualifications can still become a department manager. 75% of managers and 92% of store directors of the French hypermarkets are appointed via internal promotion

PROFESSIONALISM: A high level of professionalism is seen in the employees at Carrefour They follow a business like work culture

WORK/LEISURE BALANCE: French hypermarkets have gradually developed the self-regulated pooling of work schedules in the checkout departments. Previously checkout staff was particularly affected by work schedule problems related to the duration of work breaks, the number of nights and weekends worked and variations in customer flows. The self-regulated pooling of schedules enables the staff to organize themselves to meet the staffing needs set by management. This flexibility in work schedules has sharply cut the constraints affecting checkout positions

TRAINING METHODS Raising employees skills is one of the Group HR policy principles. The Carrefour Group supports career development. To develop skills and encourage in-house promotion, the countries offer their employees training programs. In order to more effectively identify and boost its talented employees, the Group develops effective, fair career-management tools like Cap Careers, an IT system that helps assess managers skills and performance in the most comprehensive, objective way possible during individual interviews

MANAGING TEAMS ON AN ETHICAL, PARTICIPATORY BASIS Management of store teams needs to be participatory in nature. Carrefour has developed a survey tool for in-house satisfaction, Listening to Staff, which is conducted by neutral outside facilitators in 13 countries. Managers can measure the social atmosphere within their teams and identify and correct any problems. This helps them to optimize the organization of work and training programs.

ADHERENCE TO LOCAL LAWS

It adheres to all the local laws Carrefour does not have a specific policy that guides its approach to information disclosure Ensures respect for health and safety rulesThe proper upkeep of stores and respect for the cold chain and food safety are key elements of the Carrefour image. Thus, the Group mobilizes all its employees in every country to ensure respect for health and safety rules. This involves training, establishing procedures, and systematic hygiene and quality audits in stores and warehouses.

ACQUISITIONS Carrefour acquired Cross Systems- Paris-based provider of computer engineering services Activ Media -Villeurbanne-based Internet service provider specialized in online games Institute Afogec- Paris-based provider and developer of online educational services