Trends

Stakeholder engagement

We establish permanent dialogue at all levels with our stakeholders. We are attentive to their expectations and provide them with creative solutions for the short, medium and long terms.

  • Employees and employee representative bodies

    Measures

    • An accountability index (IMR), a tool to measure our cultural and managerial transformation on an annual basis (Crédit Agricole S.A.).
    • A social dialogue at local, national and international levels (Consultation Committee, Group Committee, European Works Council).

    Challenges and expectations identified

    • Empowering work organisation.
    • Strengthened training and support.
    • Amplified diversity policy.
    • Quality social dialogue.
    • Sharing value.

    Our answers

    • Ambitious youth plan with the inclusion of 50,000 young people by 2025.
    • Support for cultural and managerial change.
    • Teleworking Agreement/Charter in the entities.
    • 2.6 million hours of training completed in 2024 (Crédit Agricole S.A.).
    • Sharing value especially with regular capital increases reserved for employees.
    • Dedicated support for people with disabilities and signing of the 7th Agreement for the Employment of People with Disabilities.
    • Raising awareness of inclusion among employees.
    • Renewal of the global agreement with UNI, a trade union federation active in 150 countries.

  • Individual customers, farmers, small businesses, entrepreneurs, corporates, associations, local authorities, etc.

    Measures

    • Processes to listen to customers, monitoring customer satisfaction as measured by the Net Promoter Score (NPS).
    • Consideration of expectations (barometers, marketing studies, co-construction workshops).
    • Development of an innovation ecosystem (Villages by CA, Data Lab, La Fabrique by CA, innovation management companies).

    Challenges and expectations identified

    • Ensuring an omnichannel relationship that places customers and their smartphones at its core, where human responsibility provides confidence, discernment and situational intelligence.
    • Protect our customers and secure their life trajectories.
    • Proposing solutions in the interests of our customers and society (societal and environmental issues).

    Our answers

    • Steering by customer satisfaction to become a 100% customer-focused company, with the customer satisfaction evaluation ecosystem in omnichannel journeys and relational spaces (branch, app etc.) and the Net Promoter Score (NPS) established as the key metric for the Crédit Agricole Group1.
    • Offers adapted to each customer profile, from entry-level to wealth management and from VSBs to large corporates
    • Quality services accessible autonomously (website, mobile app) and/or from dedicated and empowered points of contact.
    • Global approaches to our customers’ core needs, such as real estate (complete solutions integrated into the bank) and wealth (e.g. Path to Wealth).
    • Human support at the service of customers: expertise, advice and tailoring.
    • Customers who have full control over their data, in accordance with the Group’s charter for personal data use (in French).

     

    1In addition to satisfaction, the NPS also measures customer engagement and makes it possible to draw market comparisons; the 2024 NPSs of Crédit Agricole are up for individuals and corporates, but down for high net worth customers and farmers.

  • Partners, suppliers and partner corporates

    Measures

    • Signing of commercial, technical and distribution partnerships.
    • Creation of joint ventures.
    • Promotion of the responsible purchasing policy.
    • Supplier Relationship and Responsible Purchasing Label.
    • Vigilance Plan.

    Challenges and expectations identified

    • Sustainable and balanced relationships.
    • Contribution to local economic development.
    • Financial equity (payment terms).
    • Development of the use of inclusive purchasing.
    • Reduction in the carbon footprint of purchases.

    Our answers

    • Charter of responsible purchasing integrated in calls for tenders.
    • “Responsible purchasing” e-learning training.
    • Integration of CSR performance of suppliers.
    • Monitoring of payment terms.
    • Survey and meeting with suppliers every year.
    • Co-construction with the suppliers.
    • Local purchasing.
    • Approach aimed at the decarbonising of purchases of goods and services.

  • Shareholders, investors, analysts, individual shareholders, rating agencies, etc.

    Measures

    • Regular meetings between Executive Management and investors and analysts.
    • Relationships established with financial and non-financial rating agencies.
    • Dialogue with individual shareholders (Shareholder Club, Liaison Committee, shareholder meetings, monthly newsletters).
    • Annual General Meeting.

    Challenges and expectations identified

    • Transparency, reliability, clarity and comparability of information.
    • Strength and profitability of shares over the long term.
    • Responsible governance.
    • Prudent risk management.

    Our answers

    • Equity and debt, governance and ESG roadshows and conferences.
    • Regular themed workshops.
    • Publication of quarterly results, Universal Registration Document, Integrated Report.
    • Toll-free number for individual shareholders.
    • Shareholders’ meetings in the territories of the Regional Banks.
    • Balanced distribution policy.

  • Public authorities, regulators, Government, international and national bodies, regions

    Measures

    • Regular relations with the banking and financial supervisory and regulatory authorities (e.g. recurring and ad hoc interviews, European Supervisory Board, etc.).
    • Participation in industry consultations.

    Challenges and expectations identified

    • Respecting regulations.
    • Set-up of control systems.
    • Promoting a culture of Ethics and Compliance.
    • Working in the interests of customers and society (e.g. product governance).
    • Transparency vis-à-vis all stakeholders.
    • Set-up of anti-corruption systems.
    • Management of ESG and reputational risks.

    Our answers

    • Permanent dialogue with the European Central Bank (ECB) and the French Regulatory and Resolution Supervisory Authority (ACPR) – on risk and compliance issues – and participation in stress test exercises.
    • Detailed publication of financial results and information on major transactions.
    • Publication of the Sustainability Report (detailed information on non-financial items) and of the Universal Registration Document.
    • Set-up of an internal whistleblowing system.
    • Suspension of activities in non-cooperative countries and territories.
    • Limitation of activities concerning high-risk countries or sectors with regard to financial security.
    • Launch of operational projects related to recent or future regulatory changes (e.g. AML package, Instant Payment etc.).

  • Civil society, general public, NGOs, media, etc.

    Measures

    • Committee of external scientific experts, made up of 11 experts recognised in their field, which meets regularly to provide input on Crédit Agricole S.A.’s environmental strategy.
    • Regular dialogue with NGOs, in particular on climate strategy, human rights and deforestation.
    • Conducting a CSR survey every year of around 2,500 participants (customers and non-customers) to identify French people’s expectations in terms of CSR and assess the impact on corporates’ perceived commitment.
    • Conducting an annual “Societal Commitment Index” survey of 5,000 people to assess and monitor the perception of the Group’s societal commitment in its ecosystem.
    • Participation in trade shows.
    • Media relations and social media presence.

    Challenges and expectations identified

    • Financing the economy.
    • Contribution to the economic development and employment of regions.
    • Positive impact on the environment and society.
    • Supporting inclusion.

    Our answers

    • Membership of all Group business lines in four Net Zero Alliances in the financial sector.
    • Adherence to the Principles for Responsible Banking and Principles for Responsible Investment.
    • Support for culture, sport and solidarity with sports sponsorships, and the “Sport as a school of life” programme.
    • A “Plan Jeunesse” programme for young people, with 50,000 young people to be welcomed by 2025, including interns from secondary schools in priority education networks and the annual hiring of work-study students through local partnerships with schools.
    • The Grameen Crédit Agricole Foundation for the economic development of rural areas in emerging countries.
    • €43.8 million2 dedicated to sponsorship actions and local and regional initiatives (Crédit Agricole Group scope).

     

    22024 data sourced from reporting for Crédit Agricole Group entities in France and internationally.