HR policy

Geodis human resources policy is closely linked to the culture of performance and customer service.

The Geodis values: innovation, local service, excellence and respect.

Innovation is at the heart of our corporate strategy. It underpins our service offer, our organisation and our management and other processes, supporting our drive to effectively meet our customers’ needs.

Our decentralised organisation structure enables us to respond to our customers’ need for local services, while providing us with a wide range of skills and competencies, including in international markets with employees based in around forty countries. Our participative management approach combines local initiative and responsiveness with Group-wide expertise to deliver optimum efficiency.

The men and women at Geodis drive our overall performance and our operational excellence, leveraging their industry expertise to create value and guarantee process reliability. Our Group’s development is rooted in the good strategic fit between our networks businesses (Groupage, Express, Freight Forwarding, Full Truckload, Warehousing, etc.) and solutions businesses (Flow Management, Reverse Logistics, Industrial Projects, Contract Logistics, etc.)
For several years now, we have been implementing a Total Customer and Employee Satisfaction (STC 361°) programme, a form of quality charter built upon the principle of respect for customers and for employees. Our commitment to respecting our employees translates into a series of measures to retain and develop the best talents.

Key figures :

Repartition of numbers by socioprofessional category:

Employees by country

Welcome talents and develop skills

To support its development in France and abroad, Geodis surrounds itself with the best talent due to a dynamic and demanding recruitment policy. The Group sets up integration processes for every new recruit enabling them to discover all aspects of the business, with a particular focus on safety issues. Know-how and experience of each employee constitutes a strength that Geodis endeavours to develop, by ensuring that continued total employee satisfaction is one of its priorities. Individual accountability, a wish to delegate to all levels and Geodis’s heavily decentralised organisation encourage participative management and a heightened sense of customer relationship. The Group also promotes the geographical and functional mobility for each of its employees. Expatriate employees are subject to specific support and follow up. A number of tools were made available to develop the skills and know-how of Group employees. They benefit moreover from significant training to guarantee the quality of their services, the control over technological and organizational developments, and their employability.

An active training policy

The Geodis training policy has been defined according to three strategic areas:
	- Develop business skills. As part of a global direction defined by Group General Management, training programmes are defined and set up by each entity. They are aimed at enhancing the cohesion and skills of the staff, for better professional effectiveness. In Ireland, for example, a global training programme strengthened the motivation and flexibility of the staff. In other countries, training dedicated to marketing staff was provided, focused on the presentation tools to customers in Italy or organized into specific themed workshops in France and Asia, for example;
	- Support for managers, by giving them the resources to manage employees in a consistent and motivating manner. At Geodis BM for example, management training is directed at individual monitoring and the art of motivating and leading a group. Geodis Opérations France developed a course “To enhance the effectiveness of one’s team” for supervisors and new managers. Lastly, another example, in Spain training to work as a team and for communication made it possible to standardize managerial practices;
	- Enhance attention to quality and safety matters.. In France, a major training session was started in 2006 for “loading/unloading quality” for managers on the loading/unloading dock. Designed for over 1,000 personnel, spread over 12 groupage platforms, its objective was to make them aware of best practices for handling parcels (quality of loading, labour saving and safety). The truck drivers benefit from specific training for reasonable driving, in order to reduce both the risk of accidents and fuel consumption. This expertise was used profitably to train drivers of Group subsidiaries in Cameroon and Chad.