According to Michel Combes, SFR, Numericable also offers “generous measures” to its employees pushed out. “There will be no compulsory redundancies at SFR from 2014 2019 “, has he added, confirming a commitment of the group.
Michel Combes, how many subscribers account SFR, Numericable in France today?
Michel Combes: “We have 12 million subscribers on the mobile, which makes us the second french operator and we expect 6.5 million subscribers on the box and fixed.. “
Two minority unions, CGT and CFE-CGC, oppose your voluntary departure plan. Why such bleeding in the workforce, what is your business strategy?
“It is primarily a recovery plan that we undertake today. The company has s adapt to an environment that has developed over several years. Bouygues has, Orange has done is SFR’s turn today to adapt. social dialogue is at the heart of SFR business .
We signed early August a corporate transformation agreement with the two most representative unions, who wanted to support employees in the evolution of the company . There will be no compulsory redundancies at SFR between 2014 and 2019. You know a lot of companies that engage in a five-year transformation plan and say to employees’ There will be no dismissal? by cons, we will support employees, those who stay, offering them new perspectives, and those who go on with accompanying financial measures and giving them time to find new positions outside the company. ”
We are talking about a cost of 800 million euros for social …
“this is a figure that I read, I heard. As you know, we apply the measures decided by the previous owners of the company. These are measures that are generous for employees, but I think it’s normal, I think it is natural, the company must support its transformation. “
But the reality is that you lose a lot of customers for months. How to claim back by cutting the workforce?
” it is true that the company had significantly underinvested in its network and left the customer experience deteriorate. Past 18 months we have reversed, and we set the priorities appropriate to win back customers, starting with an investment in the unprecedented network. This is more than two billion euros invested annually since 2015, which makes us the second investor in terms of infrastructure, just behind Orange, far ahead of the others. It takes a little time. ARCEP (Constable telecom, ed) comes from elsewhere to indicate that we had regained the second spot on the podium in terms of network quality of service on the mobile.
the second element, the customer relationship with the rocker of the customer relationship on digital. When you go to Amazon or Uber, you expect to interact with the company in the digital, this is what we want now offer. “
so you delete telephone operators?
“it changed the profession. It will take two, but we must adapt to the requirements of our customers, rejuvenating, who want to work on a digital interface. When they have a billing problem, really want to go through someone, no, they want to have access to a simple and fluid information on the digital interface. When they have a network problem, what they prefer is that we warn them in advance rather than having to call.
Third element customer winback, supply and service. We believe that the customer also wants an offer of attractive content. We launched an offer ‘all sports and all Internet access’ to 29.99 euros and I can tell you that these offers are frontrunners. We want to reposition SFR as high broadband market leader in France and content, that’s my strategy. “
What is the debt of the Altice Group, which owns SFR, Numericable?
“The group Altice is 49 billion euros of debt, which in absolute terms may seem very important, but this level of debt must be reported to the company’s cash generation and multiple sector. Today we are in the industry average. The group Altice is 25 billion euros of turnover in the world, 50,000 employees and more than 50 million customers. Today, moreover, financial markets accompany Altice, because the group is very solid, sitting on a French foot, and a US foot. “
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