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At the end of 2016, DIA Group had a workforce of 44,232 employees, across five countries: Spain, Portugal, Brazil, Argentina, and China. The business performance, together with the commitment to diverse formats, has encouraged work on the development of new competencies and adaptation to the new needs of customers at all levels in the course of this financial year.

In December 2016, the Board of Directors approved the Human Resources Strategic Plan, applicable to all group companies and aligned with the main business objectives. The company also in 2016 on comprehensive training for all staff with the aim of placing the customer at the centre of all operations and has conducted a Climate survey for all group employees for the purpose of listening and acting in accordance with their needs.

Of the 44,232 employees working at DIA, 69% perform their jobs in Europe, 29% in Latin America, and 2% in Asia. By work centre, 73% of employees work in stores, 14% in warehouses, and 13% in offices.

The commitment to permanent contracts and talent retention that the company undertakes year after year has meant that at the close of financial year 2016, 87% of contracts throughout the group were permanent, while the average rotation of workers, understood as voluntary departure, was 0.9%, with an average seniority of 8.2 years.

In America, the workforce has grown with respect to the previous year, returning to the path of growth, mainly in Brazil, where the selection team has been reorganised, with experts in the operational and commercial areas. In addition, a new recruiting Centre has been opened in Río de Janeiro, and two new programmes for talent acquisition have been launched: Talento Joven Día (DIA Young Talent) and Talento Futuro-Joven Aprendiz (Future Talent – Young Apprentice).

In the case of China, the objective of efficiency for the Shanghai structure continues, in order to position the business unit in the best competitive situation. The case of Portugal is significant, where the workforce has increased mainly due to the stability of the Clarel banner and the transformation of the new supermarkets with fresh-cut products. In Spain, adjustments continue to be made to the store workforce as result of new acquisitions to increase profitability and the number of outsourced stores has been increased.


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