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Social responsibility
Action programs
% change between
Number of new hires
2015
2014
(1)
2014 and 2015
Permanent contracts
91,484
99,511
(8.1)%
Fixed-term contracts
80,001
79,464
0.7%
(1) Excluding Erteco France.
Hirings decreased slightly from 2014, reflecting the lower number of departures (detailed in the table below).
Note that when employees leave the Company due to restructuring, there is a lengthy process of social dialogue and a set of measures in place to
help redeploy these employees or support them in finding a job in or out of the Company.
% change between
Departures by reason
2015
2014
(1)
2014 and 2015
Redundancy
22,059
19,063
15.7%
Resignation
47,819
54,110
(11.6)%
End of trial period
18,340
23,500
(22.0)%
TOTAL
88,218
96,673
(8.7)%
(1) Excluding Erteco France.
A flexible organisation that respects employees
The majority of Carrefour staff are on permanent contracts, which are seen as a source of stability by employees.
Average workforce by type of contract
2015
2014
Permanent contracts
92.3%
92.2%
Fixed-term contracts
7.7%
7.8%
Carrefour is committed to implementing organisational models that
It also enables them to increase their working hours and remuneration,
ensure consistent quality of service while taking into account employee to diversify their workplace experience and to find out about new
expectations and complying with local regulations. Part-time work and business lines. In France, 1,258 hypermarket staff are taking
fixed-term contracts address the need to tailor store activities to advantage of this option, 90% of them women. The percentage of the
customer flow.
workforce participating in job versatility has increased by 3% over
2014.
Several initiatives have been developed to increase the base hours
worked by part-time employees who wish this and/or to provide
I
ncreasing work schedule pooling:
Introduced in France in 1999 and
●
flexibility in their personal organisation: reducing part-time work
managed
via
a computerised tool, work schedule pooling – currently
through job versatility, increasing work schedule pooling and
used in hypermarkets in France – allows check-out assistants to plan
experimenting with remote working.
their working time to suit their personal requirements and at the
same time meeting the needs due to the store’s level of activity. This
Part-time and job versatility:
the proportion of the workforce on
●
type of work organisation therefore fosters the work-life balance;
part-time has remained stable
R
emote working:
Remote working is designed to enable employees
●
2015
2014
to work flexibly while helping them to be more efficient. Working
from home for some of the time can be especially useful in certain
% of part-time employees
22.9% 23.2%
functions, in particular because it avoids employees having to
commute to their usual workplace. Various pilot projects have been
run within the Group to study this option, which has been offered to
Carrefour has developed a job versatility option in its hypermarkets,
all employees at the Belgian and Italian headquarters. A remote
initially in France and then progressively in Belgium. It offers
working agreement was also signed in 2015 by the Carrefour
employees who are interested the opportunity to do some of their work
Marchandises entity in France defining the conditions for, and
in a different department within the store or to do a different job.
methods of undertaking, remote working.
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2015 REGISTRATION DOCUMENT