“Automation at Lidl has not led to a reduction in the number of workers”

Retail has been undergoing transformation driven by technological advances, but Lidl Portugal's chief people officer assures that automation hasn't led to a reduction in the retailer's workforce . In a written interview, Sandrine Teixeira explains that, rather, technology has contributed to process optimization and freed teams from repetitive tasks.

On the other hand, regarding salaries , the manager emphasizes that since January, Lidl has guaranteed a starting salary of over €900 to new store and warehouse operators , for a 40-hour workweek. And in March, this increase was extended to all employees, "totaling an investment of €8.3 million." "Overall, this measure represents a salary increase of up to 10% ," guarantees Sandrine Teixeira.

Regarding talent attraction, the chief people officer adds that there are currently around 200 open positions , in addition to internship programs. Regarding this last point, she details that Lidl Portugal has managed to retain 91% of its interns , which, she confirms, has been a way to attract qualified talent in a market marked by a shortage of workers.

Today's job market is very dynamic. People are increasingly open to new possibilities and more selective about the companies they choose to work for.

You've been chief people officer at Lidl Portugal for about a year. What has been the biggest challenge in managing people?

Today's job market is very dynamic . People are increasingly open to new possibilities and more selective about the companies they choose to work for . In other words, we've noticed a growing trend of candidates valuing attractive compensation, but primarily seeking emotional stability and a good work-life balance . That's why we've been continuously working to enhance our employees' well-being .

How?

We actively listen to our teams, regularly conducting focus groups and internal surveys to better understand our employees' needs . Onboarding is also a key moment. There must be consistency between the value proposition presented to candidates and what they find when they join the company. We believe in authenticity and transparent communication, both internally and externally. Therefore, it is crucial to avoid misalignments and ensure the smooth integration of new employees, especially when we are speaking to such diverse audiences and spanning multiple generations.

Has Lidl Portugal been experiencing difficulties in recruiting?

Our recruitment and retention strategy has evolved over the years, keeping pace with changes in the market, candidate profiles, and the organization's needs. We have been increasingly focusing on internal recruitment, offering employees the opportunity to apply, with priority, for open positions within the organization . Furthermore, we promote initiatives such as the Career Fair , whose main objective is to introduce store and warehouse employees to the different areas of the office. We also have a career map, where employees can view all available roles within the company, as well as the possible paths to get there . This way, we ensure transparency in career paths and promote internal equity by highlighting the various opportunities available.

And what role does internal mobility play in retaining this talent?

We have countless examples of employees who built their careers within the company, seizing opportunities in different areas, both nationally and internationally . I myself am an example of this. I began my career at Lidl France in 2005 as head of sales. In 2017, I moved to Portugal, where I took on the role of national director of merchandise operations management. Since then, I've worked in various areas and roles until becoming chief people officer of Lidl Portugal.

I know you recently opened paid internship positions. They pay 41,500 euros gross per year, above the national average. How did you arrive at that figure?

Our people are the key to our success, so we're committed to offering everyone an attractive compensation and benefits package , starting right from the start. Salary transparency plays an increasingly important role in the value proposition we offer candidates, contributing to a relationship of trust. By clearly disclosing salary packages, Lidl ensures candidates have a realistic perception that aligns with the company's value proposition . This approach allows us to attract more informed and motivated candidates, reducing misaligned expectations and increasing retention rates. By strengthening the compensation component and making processes more agile and efficient, Lidl Portugal strengthens candidate confidence and consolidates its position as a benchmark in the sector .

They say interns are guaranteed advancement. What's your rate of converting internships into employment contracts?

It always depends on the program itself. We have internships designed to provide students still pursuing their undergraduate degrees with one of their first professional experiences. However, we also have other programs where we always strive to integrate all of our interns, if that's what they desire and if it makes sense for the company , allowing us to integrate young talent into our structure. In the last five years alone, we've managed to retain 91% of our interns.

Have internships also been a way to attract qualified talent?

Yes, these programs allow us to identify and support young people with high potential from the beginning of their careers, providing them with solid training aligned with Lidl's culture and values. By integrating these talents into structured development paths, we can not only accelerate their learning curve but also strategically prepare the organization's future leaders .

Our remuneration policy is designed to ensure that salary progression occurs automatically and in a structured manner, allowing employees to advance to the next step until reaching the top of the salary scale, in a fair and transparent manner.

Let's talk about salaries. What's the average salary at Lidl? And how has it changed over the last three years?

Since January of this year, we've been offering a starting package of over €1,100 to new store and warehouse operators, for a 40-hour workweek. This includes a base salary now set at €900 and a meal allowance of €9.60, representing an average monthly salary of over €200. In March, this update was extended to all employees nationwide, totaling an investment of €8.3 million. Overall, this measure represents a salary increase of up to 10%. Our compensation policy is designed to ensure automatic and structured salary progression, allowing employees to advance to the next step up to the top of the salary scale, in a fair and transparent manner.

What relevance do job applicants see being given to salaries? Is it still the most important factor?

Salary remains a relevant and decisive factor when choosing an employer. However, we have also been investing in additional benefits that, together with the salary component, contribute to making our value proposition more attractive and differentiating in the market.

Regarding recruitment, besides internships, what new hires are you planning for this year? In what areas and what profiles?

We have several active recruitment campaigns, with over 200 open positions , including seasonal staffing for our stores. We also recently signed a partnership with DUAL to attract new department heads to our stores by offering a joint technical course in Commercial Administrative Management, designed to meet Lidl's needs.

Automation at Lidl hasn't led to a reduction in headcount. On the contrary, it's been a tool for streamlining processes, increasing operational efficiency, and freeing teams from repetitive tasks.

Finally, considering the potential for store automation, what investment are you making in employee retraining?

At Lidl Portugal, we deeply value the complementarity between people and technology. We believe that the human dimension and automation must evolve side by side, reinforcing each other, without one replacing the other. We continually invest in the development of our people through several strategic fronts , such as partnerships with educational institutions in Portugal , which allow us to bridge the academic world with the business world; internal training programs; and actively promoting internal mobility.

After all, has automation led to a reduction in Lidl's staff or not?

No. Automation at Lidl has not led to a reduction in the number of employees. On the contrary, it has been a tool to optimize processes, increase operational efficiency, and free teams from repetitive tasks . The success of our operations depends on motivated, skilled teams aligned with our values, ensuring customer and partner satisfaction.