Quality of Life and Working Conditions

QWL (quality of life and working conditions): définition

QVCT refers to all the conditions in which employees carry out their work, as well as their ability to express themselves and influence its content. It encompasses multiple dimensions: physical and mental health, workplace relationships, organisation, recognition, work-life balance, environment, etc.

Since 2022, the term QVCT has replaced QVT to better reflect the reality on the ground and emphasise the concrete working conditions in companies in France.

QVCT is not a series of one-off actions, but a continuous, structured and shared dynamic. It aims to reconcile sustainable performance, employee engagement and occupational risk prevention.

What does the law say about QVCT?

Article L4121-1 of the Labour Code in France

QVCT is based on a clear legal obligation: according to Article L4121-1 of the Labour Code, employers must take the necessary measures to ensure the safety and protect the physical and mental health of workers. This includes prevention, information, training and appropriate work organisation.

Supervision by ANACT (National Agency for the Improvement of Working Conditions)

ANACT is the French leading public body in the field of QVCT. It supports companies and social partners in implementing concrete measures, provides professionals with methodological resources, and organises the annual QVCT Week.

7 key pillars of QVCT

ANACT has identified seven major interdependent themes to structure a QVCT approach:

• Work organisation
• Professional relations
• The content of work
• The physical environment
• Management
• Professional equality
• The meaning and usefulness of work

These pillars serve as benchmarks for diagnosing, taking action and changing collective practices.

Towards greater prevention with the Occupational Health Act

Since March 2022, the law to strengthen prevention in occupational health has been pushing companies to go further. It encourages the assessment of psychosocial risks (PSRs), strengthens the role of Occupational Health and Safety Services (SPST) and highlights the need to co-develop sustainable QVCT approaches with employee representatives.

10 misconceptions about QVCT

"We'll install a foosball table, that'll create a good atmosphere"

A genuine QVCT approach is not limited to a few fun amenities. It affects work organisation, mental load, recognition, team health, managerial relationships... in short, everything that really shapes life at work.

"We have one QWLC week per year, that's enough"

The QVCT week is a highlight, not a strategy. It can create momentum, but it is no substitute for a diagnosis, an action plan or monitoring indicators. Effective QVCT is continuous, co-constructed and evaluated over time.

“QWL is an HR issue”

Although HR often takes the lead, QWL is everyone's business: managers, senior management, the works council and employees themselves. It is everyday practices, managerial attitudes and collective rules that bring QWL to life.

“QWL is for large companies”

False. Microbusinesses, SMEs, associations, cooperatives... all organisations can (and should) take action at their own level. There are simple and appropriate levers, even without a budget, to make concrete improvements to everyday working life.

"QWL is too expensive"

FALSE: What is expensive is staff turnover, absenteeism, burnout, constant recruitment and demotivated employees.

QWL is a profitable investment, not an expense. Many actions do not require a budget to be implemented (listening, transparency, recognition, etc.).

"QWL cannot be measured"

QWL can be measured. There are tangible indicators (absenteeism, staff turnover, eNPS Employee Net Promoter Score, participation in rituals, internal barometer, etc.) and perception indicators (team feelings, relational climate, qualitative feedback, etc.). As with any project, it is possible to measure, adjust and improve.

"I don't have time to deal with it, I'm not trained for it"

What this often reveals is a lack of clarity about roles or an overload of responsibilities. Tools are available to support managers and elected representatives: training, external support, practical guides. QVCT can be made accessible and sustainable.

"We already have teleworking, that's enough."

Remote working is a lever, not a universal solution. It improves certain aspects (commuting time, concentration), but can weaken others: strained social ties, cognitive fatigue linked to video conferencing, increased mental load at home, difficulty in maintaining a coherent team.

"QWL is for white-collar workers"

QWL concerns all professions: cashiers, warehouse workers, workshop workers, office workers and remote workers. Needs differ, but the issues of safety, recognition, pace and human relations are universal.

"QWL is all about communication"

When poorly implemented or too superficial, QWLC can arouse mistrust. But when it is sincere, rooted in practices, thought out with teams and followed up over time, it is felt more than it is talked about.

How can QVCT be made a pillar of managerial leadership?

Get managers on board as relays

Managers play a central role in any QWL initiative. They are the direct points of contact for teams, the first to pick up on subtle signals, perceive tensions or needs, and bring everyday practices to life. In other words, they are both a reflection of the working environment and the drivers of its transformation.

For them to become true relays—and not simply cogs in a top-down strategy—they must be given the means to act. This starts with appropriate training that goes beyond traditional HR tools to include concepts such as active listening, psychosocial risk prevention, stress management, and how to provide support in difficult situations.

It is also crucial to clarify their responsibilities in terms of QWL. Too often, expectations are implicit: we assume that "it goes without saying". But the mental burden on managers is real. To mobilise without overloading, expectations must be formalised: QWL must be integrated into job descriptions, annual objectives and evaluation criteria.

Finally, getting managers on board also means giving them opportunities to talk to their peers and share their practices, difficulties and ideas. Regular co-development sessions, feedback loops with teams and support from the HR department can make all the difference.

An engaged, recognised and well-equipped manager is a powerful driver of QWL, capable of making it a tangible reality for their team.

Establishing a managerial approach without compromising performance

Long considered mutually exclusive, performance and quality of life at work must now be considered together. A clear, structured and demanding managerial framework does not prevent you from taking care of your teams — on the contrary, it makes it possible. QWL is based on so-called "behavioural" or soft skills: knowing how to listen, adjusting your communication style, managing conflicts constructively, giving recognition, demonstrating fairness and setting an example.

Adopting this approach does not mean giving up on ambition or results, but rather changing the performance benchmark: prioritising consistency over occasional pressure, clear objectives over the pursuit of figures, and trust over surveillance. This requires supporting managers in their role: giving them the keys, benchmarks and the opportunity to develop their management style.

More than a style, it is an attitude: that of a caring, consistent and stable manager who creates the conditions for engagement rather than imposing it.

Promoting QWL in interviews and appraisals

If QWL remains invisible in assessment tools, it quickly becomes optional. To embed it permanently in managerial culture, it must be explicitly recognised in HR rituals: annual interviews, objectives, activity reviews, 360 feedback, etc.

For example, a section dedicated to the employee's feelings about their working environment (relationships, workload, meaning, balance) could be included, or an open question could be asked about what facilitates or hinders their commitment. On the manager's side, QWL objectives can be integrated into their roadmap: team atmosphere, follow-up on return from absence, initiatives put in place to support the team, etc.

By doing so, the company sends a strong signal: the quality of work experienced on a daily basis is just as important as the results in figures. And it is this recognition that transforms discourse into a shared culture.

QVCT: supporting Upcoop employees

At Upcoop, QVCT is a concrete, collective and evolving approach. It translates into strong actions that address health, balance, solidarity, recognition and inclusion.

Preserving physical health

For example, Upcoop provides a fully equipped gym at its headquarters and offers regular group classes.

For the preservation of mental health

A comprehensive system for the prevention and management of psychosocial risks (PSRs) has been implemented, including training for elected representatives, the HR department, the executive committee and all managers. A social worker is also available each week to listen to and support employees. At the same time, the quality of life at work and employee engagement are assessed each year among the Group's 3,106 employees in order to identify areas for improvement and monitor changes in the social climate over time.

To reinforce this approach, e-learning modules on stress management, sleep and physical activity are available to all, supplemented by events organised at head office and in the regions during QVCT Week (webinars, workshops, conferences).

For work-life balance

Upcoop has signed a charter on the right to disconnect and offers two days of teleworking per week. A partnership with a corporate crèche facilitates childcare for young children, and sick child leave is available to deal with unforeseen circumstances.

For greater conviviality and solidarity

Solidarity leave allows each employee to engage in community service projects. In 2024, this represented 138 days taken, spread over 60 solidarity projects. A total of 1,206 employees worked with partner associations in various countries: France, Belgium, Brazil, Italy, Mexico, Romania, the Czech Republic, Slovakia and Tunisia. 

This initiative illustrates the importance of solidarity and international openness in the Group's culture. It is also reflected in the salary rounding scheme, which has been in place since 2019: in 2024, 417 employees across nine subsidiaries took part, resulting in a 15% increase in donations compared to the previous year.

Financial support

The solidarity fund set up by Upcoop supports employees facing exceptional difficulties, both in France and in several subsidiaries. At the same time, the KLARO platform supports employees on a daily basis by simplifying their administrative procedures and facilitating access to social assistance.

For the integration and inclusion of all

Upcoop pursues a proactive disability policy structured around several areas: recruitment, training, job retention and promotion of the protected and adapted sector. In concrete terms, this translates into regular awareness-raising activities for employees (disabled sports workshops, mobility, role-playing, etc.), the prevention of professional exclusion, and the adaptation of workstations to promote job retention.

The Group has an employment rate of 9% for people with disabilities in 2024, well above the national average. This commitment is supported by the signing of the 3rd disability agreement (2023-2025), approved by the DRIEETS (French General and Interdepartmental Directorate for the Economy, Employment, Labour and Solidarity), which enshrines these actions in the long term and reinforces the inclusive dynamic within the company.

At the same time, "Welcome to Upcoop" meetings are organised twice a year for new managers, and awareness campaigns on professional equality and the fight against sexism complement this comprehensive programme promoting an inclusive and caring corporate culture.