32 / 266
32 2014 Registration Document
Social responsibility
2
Action plans
OVERVIEWOF COLLECTIVE BARGAINING AGREEMENTS
The following table shows the main agreements signed in 2014. The list is not exhaustive. Clauses for 2014 added to previous agreements are not listed.
Country/format
New in 2014
Brazil
Collective Agreement with the Trade Union of Employees of São Paulo
Romania
Collective labour agreement for 2014 and 2015
Poland
Agreement on additional bonus pay for holidays and vouchers
Belgium
Agreement on pensions (early retirement at ages 56 and 60)
Agreement on collective bonuses
Spain
Improved agreement on employee discounts (increased number of beneficiaries)
Agreement on continuing education for employees in 2015
France (all entities)
Agreement to implement the economic and social database
Agreement to introduce an additional guarantee for reimbursing healthcare costs and insurance coverage
France (Hypermarkets)
Agreement on gender equality in the workplace
Mission Handicap agreement 2014-2016
Collective profit-sharing agreement 2014-2016
Compulsory annual negotiations
France (Supermarkets)
Disability agreement 2014-2016
Collective profit-sharing agreement 2014-2016
Compulsory annual negotiations
France (Supply chain)
Agreement on donating holiday leave
Compulsory annual negotiations
China
Renewal of 82 store agreements
◗
Support for company restructuring
The provisions of the agreement on Gestion Prévisionnelle des Emplois et
des Carrières - GPEC (job and career planning) negotiated and signed
by Carrefour in France in 2011, and renewed at the end of 2014, not
only satisfy legal obligations but also create a useful discussion forum for
issues related to economic, organisational, and technological changes in
the activity. They help the implementation of new projects by identifying
their consequences and by focusing on anticipation and the quality of
support provided to the employees concerned.
For example, French Management anticipated the consequences of
moving a large part of its centralised staff to the new Massy site (Massy
2014 project). A joint committee was formed to support the project’s
implementation through regular, constructive social dialogue. A collective
discussion was held regarding reception, working, and living conditions
at the new site. The employees transferred to the new site received
support through tailored social measures.
In 2014, Supply Chain France carried out a large transformation
programme to support internal changes. The project, which covered both
quantitative and qualitative issues, was accompanied by social dialogue
and consultation between management and staff. GPEC measures
and regular updates on labour information were provided throughout
the operations.
◗
Listening to employees
Each entity implements mechanisms for listening to employees’
expectations, which contribute to developing the Group’s culture and
fostering commitment.
Employee opinion surveys were conducted in Poland in 2014 (nearly
3,000 people were invited to participate). Carrefour China’s regional
directors have introduced a day of listening to employees.
The in-house opinion poll was relaunched in France. From March to
December, the survey covered the Carrefour France head office along
with some 30 hypermarkets and 40 supermarkets. Subjects addressed
included perceptions of the Company, store image, management and
professional satisfaction (comfort at work and training). The surveys were
conducted as meetings in which a representative panel of employees
by status were asked their opinions. In total, an average of 20% to
30% of the workforce in the surveyed stores participated. The surveys
protected employee anonymity and resulted in corrective actions where
it was necessary.
In addition, as part of employee support for the Massy 2014 project,
five rounds of studies were carried out with Senior directors, managers,
supervisors, and employees to measure perceptions, project expectations,
and the level of information provided so that the Company could provide
suitable, concrete responses.
◗
Providing good working conditions for everyone
The approach starts by ensuring respect for the operational teams
and listening to their needs, introducing flexible working practices and
a commitment to a better work/life balance. In each of its countries,
Carrefour respects the legislation in place regarding the prevention of
occupational illnesses.
◗
A proactive approach to health and safety
In addition to regulatory requirements, the Group ensures that all its
employees understand health and safety rules; provides preventive training
(in-store safety, including health, movements and working posture) and
awareness campaigns; establishes procedures in the countries where
it operates; and performs regular audits. To reduce the number and
seriousness of workplace accidents, the Carrefour group also puts
risk assessment and prevention at the heart of its health and safety
management system. Many countries have set up dedicated organisational
structures in the past few years.