Carrefour Foreign Executives Were Forced To Resign In Disguise.

Recently, Carrefour, the world's leading retailer, was accused of forcing a senior manager to leave for more than 15 years. According to the 58 year old senior executive named Louis Gremeaux, 9 years from his retirement, he was transferred to Taiwan by a signed document from the president of China, and was eventually forced to leave. According to his calculations, Carrefour can pay less about about 18000000 yuan of income, and the former executive also revealed that his experience was not a case. The main reason behind the forced expatriate departure was also related to Carrefour's performance in China, which was related to cost savings.

Carrefour made a lot of attempts in 2015. Carrefour's 20 year purchase and logistics distribution system was stopped in China, leaving the convenience store and the first shopping center, and opening the electricity supplier business. But judging from its performance, Carrefour, who has been in China for 20 years, is in an awkward position. As the founder of the hypermarket, Carrefour's market share in China has lagged behind Gao Xin retail, WAL-MART and Huarun, only fourth. And the layout of new businesses such as convenience stores and electricity providers is far behind their peers. Recently, Carrefour responded by saying that Carrefour's recent performance was constrained by the relatively low market environment and the rapid development of e-commerce in China.

Louis Gremeaux, 58, was a French executive in Carrefour China. He was interviewed by reporters in Taiwan, where he lived. Louis Gremeaux joined Carrefour in Taiwan in 1999. Due to her hard work, Louis Gremeaux was selected as the grocery manager in Carrefour Asia in 2005. After that, he was sent to Beijing Shuangjing store as the store manager, and Shuangjing store is also the top two shop in the country. Two years later, he was sent to Carrefour, Shanghai, to serve as district manager and manage 12 stores in Carrefour China.

When Louis Gremeaux came to work in Shanghai, he found that there was serious fraud and internal theft inside the company. At the same time, when he was working in Taiwan, Zhan Ling Zhu, who was responsible for development and public relations work, was asked to leave the company for three consecutive months in 2012 for sympathy with the local union's position. After that, Zhan Lingzhu died of a stroke after being shocked by a sudden announcement of personnel appointment and appointment at a conference. Louis Gremeaux reported the situation to the director of human resources in China and CEO Tang Jialin, China, but the company did not investigate the matter, instead, he took action against him.

In 2015, because of the illness of Louis Gremeaux's daughter, Carrefour China asked him to relocate to Taiwan to work with his wife, and told him that he would have the same salary and job. However, when Louis Gremeaux arrived in Taiwan in June 30th to meet with Winson WU, director of human resources at Carrefour, Taiwan, the other party asked Louis Gremeaux to resign and told him that there was no equivalent position for him. After winning, Louis Gremeaux received an unacceptable new contract: he could be fired for any reason; the salary cut was 50%; the new job contract was valid for only 6 months (usually 3 years in Taiwan). Finally, due to no work and no work visa, Louis Gremeaux is also facing the situation of leaving Taiwan. His daughter now has a serious illness in Taiwan, and Carrefour has been indifferent to it.

Louis Gremeaux subsequently wrote to him about his experience, but he did not receive any response. According to French law, any company has an obligation to stop mental harassment. Louis Gremeaux wrote to CEO, Carrefour headquarters in France, and he did not deal with such illegal activities.

Louis Gremeaux believes that an important reason why he was forced to resign is that the salaries of foreign employees are more than twice that of the same level employees in mainland China. Apart from the normal salaries, foreign workers' housing, transportation, travel expenses in France, and subsidies for children's education and education are all borne by the company.

Louis Gremeaux told reporters that he is not a case. Now many foreign employees in Carrefour have been treated the same way. For foreign employees, they will see where his original contract is signed. If signed in Taiwan, China, they will be transferred back to Taiwan, China. If it is France, they will be transferred back to France. Louis Gremeaux also revealed that Carrefour now has a 70~80 foreign staff supervisor in China, which will reduce at least about 10 a year, and recruit another locally paid employee.

Carrefour's aim is to reduce costs by reducing foreign employees. Louis Gremeaux believes that because of the fact that Carrefour China has breeds a lot of corruption and fraud, it has led to a decline in group profits. Leaving these expatriate employees at higher cost is a convenient way to reduce costs and increase financial indicators. Louis Gremeaux told reporters that he is now 58 years old and has 9 years to retire. Since 2006, Carrefour has never paid him a pension of 500 thousand yuan per month. Together with the income and unpaid pension in the next nine years, Carrefour paid him a total of 18 million yuan in salary costs. With a person spending less than 2 million yuan on average, 10 people expect to spend less than 20 million yuan.

Louis Gremeaux told reporters that letting a 58 year old person leave the office is hard to find a new job. Louis Gremeaux also believes that "this is a collective work done by a well run organization in the whole company, and there are similar examples in other parts of Carrefour. This is almost normal in Carrefour. " Louis Gremeaux also told reporters that Carrefour has shopping malls in 30 countries around the world. Almost every country has such a thing. There are nearly 10 such employees in each country, and about 300 people receive such treatment in one year. If Louis Gremeaux's experience is completely true, it may be a scandal involving the whole Carrefour Group.

According to the financial report, in the fourth quarter of 2015, sales in Carrefour China were the worst compared with sales in other parts of the world, down 13.5%. According to the statistics of China Unicom, Carrefour stores closed 18 stores in China in 2015, and the number of stores was the largest in China's retail giant last year. Recently, Carrefour responded by saying that Carrefour's recent performance was constrained by the relatively low market environment and the rapid development of e-commerce in China.

In Asia, Carrefour's organic sales decreased by 11.7%, and total sales fell by 3.6%. In the context of slowing consumption in mainland China, total sales fell by 7.5% and organic sales fell by 15.7%.

Carrefour made a lot of attempts in 2015. Carrefour's 20 year purchase and logistics distribution system was stopped in China, leaving the convenience store and the first shopping center, and opening the electricity supplier business. But judging from its performance, Carrefour, who has been in China for 20 years, is in an awkward position. As the founder of the hypermarket, Carrefour's market share in China has lagged behind Gao Xin retail, WAL-MART and Huarun, only fourth. And the layout of new businesses such as convenience stores and electricity providers is far behind their peers.

In 2014, Carrefour shut down 8 stores nationwide. According to the statistics of China Unicom, Carrefour closed 18 stores in China in 2015. By the year December 31, 2015, the total number of stores was 235 (including 228 hypermarkets and 7 convenience stores).

Reporters noted that as early as the end of 2013, Carrefour stores in mainland China had reached 236, and the number of stores has not increased or declined in the past two years. By contrast, as of December 31st, Yonghui supermarket has reached 394 stores and 62 new stores in 2015.

According to the 12 week data of the consumer index in December 4, 2015, the market share of Gao Xin retail group climbed from 6.8% to 7.5%, while Carrefour dropped from 3.5% to 3%.

Entered in 1995. Chinese Market Carrefour, once ranked first in the retail industry rankings in the long run. In 2009, Carrefour's sales in the mainland market were first surpassed by Da Yun FA, and the number of stores was caught up by WAL-MART in 2010. Market share has also been declining since 2012.

Under the background of the encirclement and suppression of electricity business and the deep adjustment period of retail trade, Carrefour's past expansion trend has obviously weakened. Carrefour has been in Guangzhou's Jinsha store for 10 years and closed on the last day of 2015. Carrefour's tenancy period, which entered the Chinese market in 1995, is usually 10~20 years. Carrefour's early business contracts with super national treatment and cheap rents have also expired. According to the analysis of the industry, the rental cost of Carrefour's new property in recent years is obviously much higher than that of the previous entry to China's dividend policy. It is the time to compete in the competition. Many shops have difficulty in making profits, and continue to bear high rents.

In another case, take Jiangsu and Zhejiang Hangzhou market as an example. At the end of 2012, Carrefour had 3 stores in Hangzhou, such as Yongjin shop, Yuhang Nanyuan shop and Xiaoshan Jincheng store, but as of December 2015, only 2003 was left. Practice The Yongjin store located in the center of the city. The closed Yuhang Nanyuan store and Xiaoshan Jincheng store were opened in 2009 and 2011.

In the Jiangsu market, Carrefour owned 30 stores by the end of 2012, and as of December 31, 2015, there were only 20. In 2015, Carrefour closed 6 stores in Jiangsu, mostly from stores opened in 2009~2011. Hu Chuncai, general manager of Shanghai Shangyi Consulting Co. Ltd., said that Carrefour also had an advantage in 2009, and the flexibility of the store was even higher. However, in 2010, Carrefour had a collective turnover of the store manager under the influence of the power receiving action, which affected the overall operational capability of many stores. The reporter noted that in 2006, Luo Guowei, former president of Carrefour, took up a "centralized" system after taking office, and recovered many of his authority. Then Luo Guowei left office in 2011.

According to Carrefour's earnings report, in the context of slowing consumption in China, Carrefour's total sales in China decreased by 7.5% in 2015, and organic sales fell by 15.7%. In the fourth quarter of 2015, Carrefour Sales in China are the worst compared with sales in other parts of the world, down 13.5%. According to the statistics of China Unicom, Carrefour stores closed 18 stores in China in 2015, and the number of stores was the largest in China's retail giant last year.

According to the insiders, the number of Carrefour stores was caught up by WAL-MART in 2010.

"As Carrefour closes its stores more and more, the market share is lower and lower." According to people familiar with the matter, according to Carrefour's past practice, the first three of the country's entry will be considered. Carrefour has withdrawn from South Korea, Russia, Japan and India. "Carrefour has been squeezed out of the top three for many years in the Chinese market, and is back in line with the policy. Earlier, there were even rumors in the market."