It suffers from a massive understaffing of warders. The reference organisation chart determined that there should be 276 prison officers; the current number is 51 less than the standard: 28 job vacancies and 23 out of activity (secondment, maternity, long-term sick leave, etc.). While each of the seven teams posted should theoretically have 25 officers, in practice there are only 21. The continuous recalls of officers on leave to alleviate this lack of staff cause significant absenteeism and also a physical and mental tiredness in the entire staff. However, the reference organisation chart is still calculated with respect to the theoretical capacity of the establishment, despite an overcrowding rate of 65%, and remains set on the basis of a volume of 39 hours per week. In addition, the objectives of limiting overtime by the prison administration remain the same. Therefore, a number of officers do not wish to remain at their job for much longer, to the extent that their rotation, which severely damages the stability of the structure, is considerable, which worsens tension related to working conditions. The average monthly overtime in 2014 was 29 hours per officer, i.e. a total of 348 hours a year, even though the national objectives for this type of institution limits overtime to 120 hours. With respect to 2013, the year 2014 displays an increase of almost 7,552 hours of overtime. The prison administration department attempted to curb the significant absenteeism via medical examinations: in 2014, thirty-eight examinations of this type were executed; this measure seems trivial when compared to the rate of understaffing. In the second case, on 1 June 2015, there were twenty-two prison officers less than the theoretical requirement of sixty-two, i.e. a deficit of 35%, along with additional absences for leave. The CGLPL was able to measure the consequences of this absenteeism: - the day shift has eighteen fixed posts, out of which only thirteen are filled. Each person is forced to exercise functions beyond their assignment or skill (the detention head may thus be forced to manage an extraction); - the night shift is theoretically taken care of by six teams of eight warders; in reality, there are only five teams of five warders and one team of seven; - the psychiatrist cancelled all of the appointments one afternoon as there was no warder available for filtering the health block; - there is no sports monitor, even though the theoretical requirement is two. The sports ground therefore lies unused and the weights room is underused. The number of hours of overtime increased progressively from approximately 6000 in 2010 to more than 9000 in 2013 (i.e. +50%). On an average, every warder clocks twenty to forty hours of overtime per month. According to the terms of the 2013 activity report of this institution, “this is a consequence of the increase in the number of days of ordinary sick leave and, more significantly, in the number of days of sick leave caused by work-related accidents”. This significant absenteeism leads to shifting the burden on the same warders who express fatigue and, for certain of them, the need to stop due to sickness. In these conditions, the rights of the inmates are neglected and the very tasks of the prison administration are not executed properly. The monitoring of detainees is too remote, which negatively affects the perception of changes in behaviour: one detainee may retreat into himself due to suffering, another may become radical and yet another may either cause or be a victim of violence, and the administration will not even be able to perceive this. The detention conditions are continuously deteriorating: several times, the 26