Juliette Cahier interview | Crédit Mutuel group

"We created the 'well-being and performance' program because, at Crédit Mutuel, you can't have one without the other."

Juliette Cahier

Human Resources Manager, Crédit Mutuel Anjou

Just because a company wants to be profitable doesn't mean it can't be socially responsible and focused on the individual.

You say that Crédit Mutuel is different. In what way?

For me, Crédit Mutuel is different because of the values it upholds and especially their practical application on the ground. Recently, during an onboarding event attended by all new hires, when they were asked they all said that they were advised by a friend or family member about Crédit Mutuel because of how different it is from other banks. They feel really listened to and can sense Crédit Mutuel's values in day-to-day actions.

So, a mutual bank really does change everything, to borrow your advertising slogan...

There is the mutual element, but that's not the only thing. There's also teamwork, which for me creates unity. I see it with my colleagues at the bank: there's an enormous amount of mutual support and sharing of expertise; we help each other grow. The teams are very solid. And that's something that's really strong at Crédit Mutuel.

At Crédit Mutuel Anjou, we have a program called "Well-being and Performance". For me, this means that it's not either one or the other. This program includes all types of actions, as simple as they may seem, to improve colleagues' day-to-day well-being so that they perform well and are fulfilled in their work.

Why does Crédit Mutuel seem to be less concerned about profitability than its competitors?

We are not less concerned, because we are a company that must generate a profit and be sustainable, develop new projects. And just because a company wants to be profitable doesn't mean it can't be socially responsible and focused on the individual.

Does the fact that the company is not listed play a role?

It's true that, at our bank, it's not "one share equals one vote" but really "one person equals one vote". And it's still very strong. I think that permeates all the decisions that Crédit Mutuel can make.

You emphasize solidarity among the banks. How is that expressed practically?

For example, there is a bank development plan: when we at Crédit Mutuel Anjou recently created Crédit Mutuel des Professions de Santé (Crédit Mutuel for healthcare professions), all the other banks supported this new bank which, in the beginning, had no customers. They lent their support by sharing costs. If a colleague has a customer who would be better served at this new bank, he/she will steer the customer toward Caisse des Professions de Santé. There's no internal competition as in many other companies.

We have a work atmosphere where, when a colleague asks for help with something, it's very satisfying to help him or her. There's an exchange of expertise. It's the same with the banks: there's no internal competition among them. On the contrary.

If profitability is not your main criterion, what is?

For me, it's really our customers' satisfaction. If our customers are satisfied, they will stay with us and a more lasting relationship of trust will be built. For the employees, knowing that we have customers who have trusted us for decades is important. There is a long-term relationship of trust that is created. That's very gratifying and a real recognition of the work done.

Knowing that we have customers who have trusted us for decades is important.