By the end of 2022, the JUMP’IN recruitment site had received more than 7,000 applications and 288 assignments have taken place since 2021. 13 young people are currently on VIE assignments, with a target of 40 new assignments by 2025. The Induction program The Group is committed to offering each new employee an induction program as soon as they arrive. This program combines face-to-face induction sessions with distance learning sessions, in particular using e-learning modules on G-Campus, the dedicated GEODIS platform. These include a presentation of the Group, its strategy, its lines of business and its regions. The program is intended to facilitate the integration of new employees and to train them in the Group’s culture. At the end of 2022, 19,725 employees throughout the Group had enrolled in the induction program. GEODIS is gradually increasing the deployment of its digital integration program, with 41% participation in 2022, compared with 4% in 2021. The aim is to raise the participation rate to 80% by 2023. 4.3.2 Developing talents Talent management at GEODIS is designed to develop employees’ skills and retain them within the Group. Global tools (such as performance management, talent reviews, succession planning, training and development) are used to support the process and address the retention needs of teams. Managing employee performance through regular dialogue, including the annual performance review, plays a role in encouraging active mutual listening, aligning individual objectives with the Group’s strategy, and acknowledging strong performance. GEODIS also supports the development of its employees at all levels, not only by establishing talent reviews and succession plans, but also by promoting local initiatives for certification or for programs awarding diplomas. The aim is partly to develop employees’ employability and encourage their commitment through motivating career paths, but also to ensure, in the short and longer term, that the Group’s needs are well matched to the profiles and skills of its employees. Talent pools In the context of a job market that is under pressure for certain positions, the stakes for the growth of the Group are high in terms of managing future talent. In order to build up a pool of talent, GEODIS is committed to establishing partnerships with schools and centers offering training that is relevant to the development of the Group’s activity. As an example, in line with its digital transformation policy, GEODIS has signed a partnership agreement with the Le Havre 42 School, which offers high-level training in computer programming outside the traditional academic system in response to the shortage of skills. This partnership contributes to the training of the talent needed for the Group’s digital development and, more broadly, that of the transport and logistics sector. It lays the groundwork for the launch of a series of communication initiatives, conferences and workshops over a three-year period involving employees of GEODIS (including its subsidiary, Sealogis, which represents 600 employees in the Le Havre basin) and students from the Le Havre 42 School. In addition, other initiatives targeting different internal audiences are helping to train and develop talent in the key regions where the Group operates. These include the Rising Leader program in Europe, the Graduate Program (for graduates), Trajectoire and Évolution (for managers) in France, and Young Leaders (for future managers) in the United States. Finally, the Group is rolling out its Executive Leadership Program for senior managers, in which 150 employees participated in 2022. 57 2022 ACTIVITY AND SUSTAINABILITY REPORT EDITORIAL > PROFILE AND AMBITION > CSR POLICY > ENVIRONMENT > ETHICS > TABLE OF INDICATORS > SOCIAL
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