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LECTURERS:
KAMMOE ROLLY
FATOU
TAMEN YANNE
ENGLISH
1
The self-employed worker is an executive/entrepreneur who carries out an activity for his own
account, in complete autonomy. He himself decides on the organization he will adopt to meet
the demand of the company’s customers. A self-employed worker enjoys significant freedom,
but also a special social status. He is, in fact, considered as a non-employee, or assimilated to an
employee. In both cases, he is not an « employee » strictly speaking. Independent work has
advantages such as : Not wasting time on administrative tasks, accounting, tax etc. Protect your
personal assets. Benefit from salaried status (social security, welfare, retirement, and
unemployment insurance) Transform the handicap of age into an asset (experience is valued for
a consultant). Disadvantages as : basic social security scheme but no local fund. No mutual
insurance, work stoppage, no insurance against the risk of loss of activity, no paid vacation…
Working for yourself is not the same as working for someone else. The self-employed worker
can, in practice, earn much more money than an employee if he is motivated and fully invested
in his entrepreneurial adventure.
FRENCH
Le travailleur indépendant est un cadre/entrepreneur qui exerce une activité pour son propre
compte, en toute autonomie. Il décide lui-même de l’organisation qu’il adoptera pour répondre
à la demande des clients de l’entreprise. Un travailleur indépendant bénéficie d’une liberté
importante, mais aussi d’un statut social particulier. Il est, en effet, considéré comme un non-
salarié, ou assimilé à un salarié. Dans les deux cas, il n’est pas un « salarié » à proprement
parler. Le travail indépendant présente des avantages tels que : Ne pas perdre de temps en
tâches administratives, comptables, fiscales etc. Protéger son patrimoine personnel. Bénéficier
d’un statut salarié (sécurité sociale, prévoyance, retraite, assurance chômage) Transformer le
handicap de l’âge en atout (l’expérience est valorisée pour un consultant). Inconvénients :
régime de sécurité sociale de base mais pas de caisse locale. Pas de mutuelle, d’arrêt de travail,
pas d’assurance contre le risque de perte d’activité, pas de congés payés… Travailler pour soi
n’est pas la même chose que travailler pour quelqu’un d’autre. Le travailleur indépendant peut,
en pratique, gagner beaucoup plus d’argent qu’un salarié s’il est motivé et pleinement investi
dans son aventure entrepreneuriale.
INTRODUCTION
The self-employed worker enjoys a great deal of autonomy in the management of his work. He
organizes his schedule as he sees fit and freely chooses his working hours. No more waiting for
the time fixed by the employer in the employment contract to return home: a self-employed
worker can decide, the day before for the next day, not to work. He can, for example, afford the
luxury of dropping off and picking up his children at school.
A self-employed person freely chooses his place of work. He can set up his business at his
personal home, start the activity in an incubator or in a business center, use the services of a
domiciliation company or invest in commercial premises (purchase or rental). In the latter case,
it is still he who will choose the location as well as the characteristics: surface area, equipment,
configuration, rental price, condition of the premises, nearby competitors, etc.
By definition, the salary of a freelancer is very variable. It directly depends on the level of
activity of the company. That said, the more missions he accepts or spends time working, the
more turnover he will generate and therefore ensure substantial income. A traditional
employee rarely finds himself in this situation. Indeed, those who do not count their hours
generally do not see their salary increase.
The self-employed person has no hierarchical superior. In other words, he has no leader to
whom he must report periodically. Thus, he can afford to refuse certain clients, in particular
because of the complexity of the work to be done or the estimated risk (a priori too great). He
can also decide not to renew the missions he maintains with clients with a “toxic” profile. These
are customers that are difficult to manage, generally too demanding in the collaboration (price,
mission, etc.).