Rapport d’activité et de responsabilité sociétale d’entreprise 2023 Activity and sustainability report 2024
2024 ACTIVITY AND SUSTAINABILITY REPORT - 3 MESSAGE FROM MARIE-CHRISTINE LOMBARD 4 1. GROUP PROFILE 6 1.1 A better way to deliver 10 1.2 Four complementary lines of business 11 1.3 Sector trends 13 1.4 Strategy: Ambition 2027 14 1.5 Innovation 15 1.6 Business model 18 2. GENERAL INFORMATION 20 2.1 Corporate governance 22 2.2 Risk management and internal control 26 2.3 Double materiality analysis 28 2.4 Interactions with stakeholders 3 0 2.5 CSR roadmap 31 2.6 Impacts, risks and opportunities (IRO) 34 3. ENVIRONMENT 40 3.1 Climate change 42 3.2 Air pollution 55 3.3 Circular economy and waste management 57 3.4 Biodiversity 60 4. SOCIAL 62 4.1 Health, safety and security at work 65 4.2 Workforce 68 4.3 Human rights in the value chain 80 4.4 Consumers and end-users 82 5. ETHICS 84 5.1 Corporate culture and business integrity 86 5.2 Supplier relations management 89 5.3 Data protection and cybersecurity 91 5.4 Responsible stakeholder engagement 93 6. ANNEXES 94 Table of indicators 96 Cross-reference table 101 Statement on due diligence 105
Message from Marie-Christine Lombard Chief Executive Offi cer of GEODIS GEODIS is a world leader in logistics. As such, it plays a crucial role in managing the fl ow of goods, offering its customers innovative, end-to-end solutions. We generated revenues of €11.3 billion in 2024 and successfully increased our profi tability, in spite of a turbulent economic environment. This volatility underlines the importance of our role as a global logistics provider. Our customers want to work with reliable partners to navigate through uncertain times, and GEODIS is fi rmly committed to fulfi lling these expectations. Our customers recognize this commitment, awarding us a Net Promoter Score (NPS) of +36 in 2024. Our purpose is clear: “Serving people by delivering their goods all around the world with innovative, sustainable and ethical logistics.” This guides our strategy and our commitment to our customers, partners and employees. 4 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES This is the context in which we have launched the Ambition 2027 strategic plan, which is part of a dynamic of adaptation and effi ciency. It has three main objectives: supporting customers with diversifi ed, value-added logistics solutions; generating faster growth in fi nancial performance and operational quality; and prioritizing social and environmental commitments as a central pillar in its growth strategy. In compliance with the Paris Agreement, we intend to reduce greenhouse gas emissions generated by our vehicles and buildings (scopes 1 and 2) by 42% between 2022 and 2030. For scope 3, we are aiming for a 25% reduction in emissions from air transport and a 25% reduction in the intensity of other modes of subcontracted transport. We are fully committed to meeting these targets and make an active contribution to the fi ght against global warming. Our decarbonization trajectory is based on optimizing logistics to prevent needless emissions, and we are implementing low-emission solutions such as multimodal road/rail transport and the use of alternative energies for our operational sites and modes of transport. Since 2024, we have been employing electric vehicles and alternative fuels to make deliveries with low-carbon solutions in 40 city centers in France, as well as in several major cities around the world, such as Shanghai. Our target is to provide low-carbon delivery in 100 city centers by the end of 2025. Another aspect of Ambition 2027 is the development of digital technologies to support growth. We are investing 3.5% of our revenues in digital transformation to optimize our processes, achieve operational excellence and provide innovative solutions tailored to our customers’ needs. To give one example, GEODIS now uses machine learning algorithms to optimize the routing of goods and delivery rounds. We place strong emphasis on the ethical dimension of our business, developing relationships of trust with our subcontractors and suppliers to provide our customers with the best possible service. Our business partner Code of Conduct was updated in 2024; it refl ects our high expectations in relation to human rights, the environment and business ethics. Our shared success also hinges on the safety and well-being of our employees and partners. We always strive to ensure a safe working environment. To reinforce risk prevention and make sure every employee plays a key role protecting their own health and safety, and that of others, we launched in 2024 a new health and safety policy called Health & Safety with Heart. Finally, I would like to express my sincere gratitude to all our employees and partners for their commitment and dedication. You are the driving force behind GEODIS’s continued growth and prosperity, as we overcome challenges and seize opportunities for the future. Your work and your commitment to innovative, sustainable and ethical logistics will be an essential part of the success of our Ambition 2027 plan. In 2024, we reached a major milestone with the approval of our decarbonization targets by the Science Based Targets initiative (SBTi). Our new strategic plan, Ambition 2027, requires us to achieve even higher levels of operational, financial, social and environmental performance. It fully reflects the Group’s tagline, “A better way to deliver”. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 5
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Group Prof ile 1 2024 ACTIVITY AND SUSTAINABILITY REPORT - 7
1. GROUP PROFILE 2024 Revenues FINANCIAL KEY FIGURES 2024 2022 €13.7 bn 2023 €11.6 bn €11.3 bn 2024 EBITDA 2022 €1,163 m 2023 €1,118 m €1,203 m 2024 Employees 2022 49,476 2023 52,819 49,720 Breakdown of 2024 revenues by activity 5% Others 11% European Road Network 35% Global Freight Forwarding 16% Distribution & Express 33% Global Contract Logistics 91,000 active customers Presence in 67 countries 1,080 sites 166 countries served GEODIS is a wholly owned subsidiary of the SNCF Group through SNCF Participations. 8 - 2024 ACTIVITY AND SUSTAINABILITY REPORT A global footprint: breakdown of 2024 revenues and headcount by geographical zone FRANCE & NORTH AFRICA €3,5 bn 15,751 EMPLOYEES EUROPE €3,3 bn 9,613 EMPLOYEES ASIA PACIFIC (APAC) & MIDDLE EAST €1,1 bn 3,819 EMPLOYEES AMERICAS €3,4 bn 20,537 EMPLOYEES Americas Asia Pacifi c (APAC) & Middle East France & North Africa (European Road Network line of business not included) Europe (The freight road transport activities in France, Poland, Hungary, Romania, Finland, Slovakia, Czech Republic report to the European Road Network line of business)
1. 2022 32% 2024 2023 29% 37% Environment Science-based decarbonization trajectory between 2022 and 2030: Scopes 1 and 2 : -42% GHG emissions in absolute terms. Performance 2024: -9% compared with 2022; Scope 3 : -25% GHG emissions for subcontracted transport (in absolute terms for air transport, in intensity per tonne-kilometer [t.km] for other modes of transport). Performance 2024 compared to 2022: +5% air transport; -1% other modes of transport. Progress in ISO 14001 certifi cation of sites Percentage of employees at risk trained in the Code of Ethics Number of suppliers and partners 202487% 100,000 Ethics Employee engagement rate 2022 80% 2024 2023 81% 79% Lost-time incident frequency rate 2022 10.5 2024 2023 9.8 10.3 Representation of women in the overall workforce 2022 40% 2024 2023 39% 40% Social NON-FINANCIAL KEY FIGURES 2024 2024 ACTIVITY AND SUSTAINABILITY REPORT - 9 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES Recognition 71/100 Silver level recognition 2024 assessment based on 2023 data A2024 assessment based on 2023 data Accreditation in 28 countries
1. GROUP PROFILE PURPOSE Serving people by delivering their goods all around the world with innovative, sustainable and ethical logistics. VISION We want to be our customers’ preferred growth partner. VALUES Commitment, innovation, trust, solidarity, passion. BRAND POSITIONING A better way to deliver. SEVEN LEADERSHIP PRINCIPLES, WHICH DEFINE BEHAVIORS EXPECTED OF LEADERS Seven key skills for anyone in charge of a team. They are critical to maintaining the Group’s leadership in its markets and activities. 1.1 A better way to deliver In an ever-changing world, logistics is an essential activity to support the competitiveness of companies. GEODIS ranks among the world leaders in its sector and supports its customers on a daily basis, helping them overcome their logistics constraints. The Group is constantly reinventing itself, adapting its organization, processes and tools to address changing markets, customer demands and stakeholder expectations. GEODIS has defi ned seven Golden Rules and seven Leadership Principles to ensure it achieves operational excellence. In combination with its Purpose, these foundational elements constitute the GEODIS management system: they enrich the Group’s culture and contribute to its performance. SEVEN GOLDEN RULES TO ACHIEVE OPERATIONAL EXCELLENCE Seven Golden Rules defi ne the Group’s common principles of action. They are linked to key performance indicators that are monitored throughout the Group. Three of them relate to corporate social responsibility. Make it easy for the client to do business with us Win, retain and develop profi table clients Always deliver a perfect service Get paid for what we do Recruit, develop and retain quality people Ensure people’s health, safety and security everywhere, at all times Be a good citizen Be a GEODIS ambassador Own the all Engage and empower people Debate. Decide. Align. Duty to communicate Walk the talk Drive results 10 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
1. 1.2 Four complementary lines of business To support its customers’ supply chain, GEODIS offers a unique expertise in supply chain management, tailored to the needs of each market and each part of the world. To provide its customers with a complete end-to-end service, the Group relies on its own assets and a network of partner subcontractors, and operates in four complementary lines of business. Distribution & Express With more than 110 agencies in France and a powerful network of partners throughout Europe, GEODIS ranks as the leading French operator of solutions for businesses and private customers covering express delivery (next morning) and parcel delivery (24 to 48 hours). This line of business serves customers of all sizes and in all sectors with innovative solutions designed for their shipments and their recipients. Examples of services include: ● next-day delivery of parcels and pallets (before 1 pm in France); ● parcel and pallet delivery throughout Europe by courier; ● dedicated transport solutions for urgent and non-standard shipments; ● low-emission urban delivery (alternative energy vehicles, river transport, cycle logistics). Key fi gures ➔100 million parcels delivered annually ➔6,000 rounds daily ➔100,000 recipients delivered daily ➔304 alternative energy delivery vehicles Global Freight Forwarding GEODIS offers fl exible, effi cient multimodal transport solutions (sea, air, road and rail) throughout the world, with high addedvalue services, including customs operations, to guarantee its customers the optimal routing of their goods in terms of lead time, cost and environmental impact. Examples of services include: ● supply chain management: services and consulting in Supply Chain Optimization, management of contractors and strategic outsourcing, reverse logistics; ● customs and trade compliance; ● project logistics: specifi c tailor-made solutions for largescale projects in the industrial, rail and energy sectors; ● integration of the customer supply chain with real-time information on orders, products and inventories. Key fi gures ➔294,000 tonnes of air freight ➔787,000 TEU (twenty-foot equivalent units) of sea freight ➔150 countries served ➔301,500 customer orders managed through Supply Chain Management Global Contract Logistics GEODIS is one of the leading players in the contract logistics market through two families of solutions: from warehousing (management of warehouses, whether automated or not, and distribution centers to deliveries to production lines), and reverse logistics, which covers product return fl ows, from users to manufacturers or distribution centers. Examples of services include: ● order management and fulfi llment, and deliveries; ● specialized distribution centers (e.g., temperaturecontrolled); ● on-site logistics; ● targeted solutions to improve supply chain effi ciency (fl ow management, storage costs, stock rotation). Key fi gures ➔321 warehouses offering logistics solutions in 21 countries worldwide ➔9.4 million sqm of warehousing European Road Network With a fl eet of more than 5,600 self-owned vehicles and assets (tractor units, semi-trailers, rigid trucks, swap bodies and light vehicles) along with a powerful network of partners, GEODIS is one of the leading European players in the transportation of full and partial loads. The Group develops and implements addedvalue solutions for multimodal transport fl ow management and logistics in Europe. Examples of services include: ● specialized solutions for chemical, industrial and automotive products as well as for retail and consumer goods; ● multimodal transport: combined road-rail, sea and river transport; ● logistics services for packaged and bulk products; ● management of complex fl ows and consultancy; ● customs formalities. Key fi gures ➔74 logistics platforms in 14 European countries ➔1,496 self-owned powered vehicles and 4,129 self-owned towed vehicles In each of its lines of business, GEODIS is committed to offering low-carbon transport and logistics solutions (reduction of CO2 emissions, alternative fuels and energy) and provides its customers with reporting and monitoring of CO2 emissions. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 11 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
1. GROUP PROFILE End-to-end Supply Chain Optimization. To provide all these services, GEODIS employs its own resources and relies on a network of partners. B2B customer Warehouse Warehousing and order management Individuals Air or sea freight Last-mile delivery Production site Overland transport Overland transport Overland transport Supply Chain Optimization, customs formalities, reverse logistics, on-site logistics, etc. OTHER SERVICES Seven vertical markets To help its customers develop or maintain their competitive edge, the Group provides expertise and customized solutions in seven vertical markets, as well as through a program dedicated to “French Champions”. These markets and the solutions offered are as follows: Industrial Standard and customized transport and logistics solutions for heavy loads and oversized or hazardous goods. Optimization of supply, distribution and after-sales fl ows. Retail & Luxury Goods Priority to the customer experience, with unifi ed, secure and reliable inventory management for multi-channel retailing, driven by end-to-end visibility. Speed, fl exibility and cost of delivery and returns are at the core of our solutions. Fast-Moving Consumer Goods Innovative solutions to serve both traditional and directto-consumer retail models. Automation is used to improve productivity and operational fl exibility. Automotive & Mobility Robust logistics services with real-time visibility and just-intime delivery to maintain supply chain continuity and effi ciency. Providing customers with support in reconfi guring their supply chains to meet new challenges such as the electrifi cation of vehicles, new forms of mobility, etc. High Tech Rapid and secure time-to-market solutions with real-time visibility. Flexible, secure and reliable end-to-end services that guarantee fast delivery and make it possible to adapt to signifi cant demand fl uctuations. Healthcare Expertise in the transportation of pharmaceutical products across all supply circuits, ensuring compliance with the cold chain. Mastery of data fl ows for traceability to guarantee supplies. Aerospace & Defense A range of strategic and tactical services to adapt logistics to the uniqueness of products, with management in line with the required levels of confi dentiality, security and reliability. “French Champions” GEODIS supports French companies recognized in their market segments with multi- or omni-channel logistics solutions and supports “Made in France” brands on both domestic and international markets. 12 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
1. 1.3 Sector trends As geopolitical tensions undermine the development of global trade, they weaken business confi dence. State intervention in the economy, with the use of sanctions, embargoes, constraints on technology transfers and customs duties to protect borders, is impacting the resilience of supply chains, which manage to resist and adapt in spite of everything. In such an uncertain environment, companies and their logistics partners need to work together to adjust strategy and priorities throughout the supply chain, from procurement to product distribution. Transition and adaptation to climate change Challenges: uncertainties surrounding the availability and cost of different energy sources make it more complex to plan the energy transformation schemes that are essential for the decarbonization of the economy. For companies committed to decarbonization trajectories, choosing committed suppliers is key to helping them achieve this transition. The question of how to share transition costs remains a critical issue and is an obstacle to scaling up. In addition, the effects of climate change can affect working conditions, the health of employees and local communities, transport infrastructures, continuity of operations and increase costs. The Group’s response: implementation of a climate transition plan to gradually reduce the use of fossil fuels and the environmental impact of its activities. Progressive deployment of low-carbon modes of transport, multimodal solutions, optimized loading and delivery circuits, and energy effi ciency improvements. Development of a climate risk adaptation and management strategy, to maintain the continuity of logistics operations. Re-shoring or near-shoring Challenges: in a multipolar, heterogeneous and confrontational world, global companies are changing their sourcing, production, logistics and product distribution strategies. The fragmentation of globalization, weakened by growing geopolitical tensions, the slowdown of the Chinese economy and protectionist policies, is leading to a reconfi guration of supply chains. This context is driving some companies to shorten their supply chains through re-shoring and nearshoring or make themselves less vulnerable to geopolitical turbulence through friend-shoring. The Group’s response: actively listening to customers, especially the key accounts that GEODIS supports across several regions and lines of business. The aim is to fully understand the challenges they face, so as to be able to propose and develop relevant alternative solutions with them. Development of e-commerce Challenges: the level of e-commerce remains high, particularly in the retail sector. This has generated an increase in the volume of small and medium-sized parcels to be delivered within short timeframes as close as possible to consumers in urban and suburban areas. This entails complete rethinking of fl ow and inventory management without compromising on service quality and complying with environmental regulations in urban areas aiming to reduce city center congestion, CO2 emissions and air and noise pollution, as well as to protect the safety of vulnerable road users (pedestrians, cyclists and so on). The Group’s response: integration of customers’ omni-channel strategies and expertise in optimizing supply chains in real time through complete visibility of inventories and fl ows. Availability of low-emission solutions (alternative energy vehicles, cargo bikes, barges) for last-mile delivery in line with new regulations. Setting up of local storage solutions. Commitment to the circular economy through reverse logistics. Digital transformation Challenges: the logistics sector is at the heart of a global transformation to streamline customer processes and position itself to contend with the rise of digital-native players. Advanced data expertise is a source of performance and competitiveness, and has become strategic for optimizing fl ow management, reducing costs, contributing to decarbonization and reacting more quickly to unforeseen events. Automation and robotics now allow more fl ows to be processed in record time. The Group’s response: use of data and digital technologies to drive innovation that is adapted to the realities on the ground and profi table for supply chain professions. Greater competitiveness and productivity thanks to machine learning (AI). Use of machine learning to optimize delivery routes, plan inventories and reduce costs and losses for customers. Implementation of robotic systems to make operations more effi cient and faster, and to improve working conditions. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 13 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
1. GROUP PROFILE 1.4 Strategy: Ambition 2027 An ambition built on six pillars An ambition for business development An ambition for operational and economic performance An ambition to further enhance the excellence of GEODIS An ambition for digital innovation An ambition for external growth An ambition for sustainable and ethical logistics 1 2 3 4 5 6 The new GEODIS strategic plan, Ambition 2027, which is a continuation of the previous plan, addresses the customer supply chain’s growing need for adaptability and effi ciency through three key objectives: ● supporting companies in their global logistics projects with diversifi ed, tailored, value-added solutions; ● generating faster growth in the Group’s financial performance and operational quality; ● prioritizing social and environmental commitments as a central pillar in the Group’s growth strategy. The plan is based on six pillars, consisting of ambitions that tie in with GEODIS’s purpose. An ambition for business development The synergies and complementary strengths of its lines of business make GEODIS the growth partner of choice for its customers. Its development objectives include increasing its business volume by working more closely with its portfolio of key accounts, developing cross-selling in certain customer segments, expanding in the most promising vertical markets, and innovating to gain agility and improve the quality of customer service. GEODIS capitalizes on the expertise of its teams and a presence in all sectors of the transport and logistics industry on every continent to support its customers’ transformation. An ambition for operational and economic performance Against a background of global instability, price volatility and temporary restrictions or closures of certain sea or air routes, GEODIS relies on a matrix organization and the effi ciency of its business model to take on new volumes and constantly improve its operational productivity. The Group continues to invest in new technologies, optimizing its processes and infrastructures and digitalizing its activities to reduce operating costs and gain in agility and performance. 14 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
1. An ambition to further enhance the excellence of GEODIS The Group offers a portfolio of products and services covering all business needs, from end to end. Operational excellence, attention to customers’ concerns and customer satisfaction are fundamental to its DNA. This commitment was rewarded by a customer Net Promoter Score (NPS) of +36 in 2024. An ambition for digital innovation GEODIS has made substantial investments in data, enterprise architecture and cyber security, to simplify life for customers and employees and to boost operational performance. The synergies resulting from the combination of business expertise and data science will enable the Group to create greater value for its customers and partners. In 2024, it invested 3.5% of its revenues in technologies using digital tools. An ambition for external growth GEODIS continues to integrate new companies to complement and strengthen its offering in key international markets and position itself as a leader in sustainable logistics. These acquisitions give it access to complementary know-how, broaden its service offering and capitalize on revenue synergies. An ambition for sustainable and ethical logistics The Group sees its CSR strategy as a differentiating lever in its businesses, enabling it to grow, earn its customers’ loyalty and meet its stakeholders’ expectations. Its commitment is based on three priorities: implementing solutions to decarbonize transport and logistics, working towards a responsible value chain in line with the Group’s Code of Ethics, and protecting the health and safety of its teams. 1.5 Innovation GEODIS’s capacity for innovation is a differentiator, a means of creating value for its customers and a lever for performance and competitiveness. The Group actively monitors its ecosystem to identify tomorrow’s technologies and services. The three main areas of innovation on which it focuses are artifi cial intelligence, robotics and the reduction of its environmental footprint. Artifi cial intelligence: towards predictive logistics Innovation at the service of digital transformation supports growth, contributes to operational excellence and meets sustainability objectives. To improve internal operational effi ciency and provide its customers with a value-added service, GEODIS has collected and cleansed its data from several dozen heterogeneous systems (applications covering all its lines of business) and consolidated them within a single data platform. It has also instituted robust governance to ensure data quality, thus guaranteeing the relevance and reliability of artifi cial intelligence (AI) applications. For example, GEODIS uses machine learning algorithms to predict and calculate the most effi cient delivery rounds in real time, in terms of truck loading, distribution routes, fl eet identifi cation for city center authorizations, etc. Using a digital twin to optimize last-mile delivery routes To improve its network logistics, trans-o-fl ex, which joined the Group in 2023, has developed a digital twin that simulates various scenarios based on hypothetical delivery times and optimized truck loading. This model enables Germany’s leading last-mile distributor of pharmaceutical products (35 depots, 50 trucks per depot, 2,000 pallets per night) to optimize supply chain traceability and control, improve effi ciency and minimize disruptions and failures. The benefi ts include realtime assessment of the number of trucks needed to transport pallets, location of warehouses closest to delivery points, route optimization, and more. As a result, last-minute truck reservations are down by 25%, and cross-docking operations are down by 33%, with a corresponding reduction in costs and CO2 emissions. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 15 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
1. GROUP PROFILE An “augmented” team member The volatility of sea freight prices in recent years has prompted major customers to put contracts out to tender more frequently. These specifi cations often exceed a hundred pages, and the team handling them runs the risk of not always being able to respond to every request. To improve the teams’ operational effi ciency, the IT experts retrieved all tender responses stored in the information system and used generative AI to add value to the data. As a result, 80% of the responses were already available in the information system. This use case enabled the teams to avoid repetitive tasks and concentrate on 20% of data with high added value. More generally, employees have now been made aware of the value of using artifi cial intelligence in carrying out their work. In 2024, the Group launched a secure internal ChatGPT to protect its data and encourage continuous learning. Key fi gures ➔1,400 in-house employees work in digital ➔3.5% of Group revenues are invested in new technologies (excluding cyber security) Warehouse automation and robotics Automated warehouses, robotics and artifi cial intelligence are at the heart of logistics fl ow management in e-commerce. Technology reduces human intervention and improves workplace safety. The Group has to handle seasonal peaks in activity, with high volumes of shipments, and by using smart robots that move autonomously around its warehouses, it can reduce the risk of incidents and eliminate repetitive tasks. In the United States, at the GEODIS distribution center in Columbus, Ohio, AMRs (autonomous mobile robots) have taken on the task of lifting heavy loads, reducing the risk of physical injury to operators and forklift drivers, who can now concentrate on other tasks. The automated order management system implemented at the site handles order picking, replenishment, warehousing and in-store dispatch with minimal human interaction. Key fi gure ➔80 automated sites worldwide (robotics and automation) Drones reduce work fatigue in the United States To cut inventory time in half for one of their customers, American engineering teams used new technologies to optimize stock management. Today, drones navigate across the warehouse completely autonomously, without GPS, Wi-Fi or any special equipment. The technology makes it possible to scan stock 15 times faster than using traditional methods. In addition to improving operational effi ciency, the technology also makes it possible to inspect hard-to-reach or dangerous areas, improving operators’ working comfort. 16 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
1. Technologies to reduce the carbon footprint Investment in Research & Development is crucial to addressing the challenges of the decarbonization of logistics. It is geared to identifying and validating technologies or alternative energies that will lessen the carbon impact of activities and the reliance on fossil fuels of supply chains. In line with its commitment to decarbonization under the Paris Agreement, GEODIS is working with companies, partners, coalitions and industry organizations to contribute to the decarbonization of land, sea and air transport, whether operated in-house or by subcontractors. These solutions are described in the Environment section of this report. Innovation ecosystem To identify future technologies, GEODIS collaborates with an ecosystem of partners, including: • Bpifrance, a player involved in logistics by fi nancing innovative companies; • SNCF’s venture capital fund, 574 Invest, which supports start-ups specializing in mobility and climate tech; • the ALICE European technology platform, which supports research and innovation in logistics and supply chain management; • Movin’On, the world’s leading ecosystem for strategic anticipation and co-innovation for sustainable mobility; • leading solution providers and manufacturers of transport vehicles. Innovation Challenge The 11th GEODIS Golden Globes awards for innovation were organized in 2024. The Group creates and spreads an internal culture of innovation through this competition. Innovation scouts identify the most innovative projects in the lines of business and the regions and invite participants to present their projects to a panel of judges in three categories: new products and services for customers, performance improvement, and CSR. The most signifi cant projects in 2024 included: • Customs management assisted by AI: customs declarations made more reliable by using algorithms and databases, thereby reducing risks and penalties; • Detention & Demurrage dashboard: reduced container detention costs at ports through better visibility of dates and time spent at the terminal; • Labor forecasting improved by AI: extensive use of data to improve workload forecasting, and therefore recruitment management, ultimately leading to improved capacity and costs. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 17 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
1. GROUP PROFILE A GLOBAL OFFER TO PROVIDE OUR CUSTOMERS WITH END-TO-END SUPPORT FOR THEIR LOGISTICS NEEDS 1.6 Business model OUR RESOURCES OPERATIONAL 1,080 sites, network covering 166 countries 11 million sqm of warehouses and operating premises Fleet of 4,659 self-owned vehicles HUMAN 49,720 employees of which 40% women and of which 69% outside France BUSINESS PARTNERS & OWNERSHIP 91,000 active customers worldwide 100,000 suppliers and subcontractors Stable ownership 100% SNCF (rated A+ by S&P and A1 by Moody’s) Global Freight Forwarding Multimodal transport solutions (sea, air, road and rail) Global Contract Logistics Management of warehouses and distribution centers, and related deliveries Distribution & Express Express and courier last-mile delivery solutions European Road Network Specialized transport and road transport solutions in Europe OUR BUSINESS MODEL A strong identity as an international French company, with the backing of a stable owner Advanced data expertise to optimize performance and anticipate the future The ability to deliver tailored services thanks to a deep understanding of customers’ supply chain needs Responsible logistics backed by solid commitment and concrete actions OUR STRENGTHS OUR LINES OF BUSINESS 18 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
1. FREIGHT MANAGEMENT, WAREHOUSING AND HIGH ADDED-VALUE LOGISTICS SERVICES Employee satisfaction rate: 80% Employee engagement rate: 79% Health & Safety policy: “Health & Safety with Heart” Lost-time incident frequency rate: 10.3 Severity rate of incidents: 0.54 31 % of senior managers are women IMPACT FOR STAKEHOLDERS FOR OUR EMPLOYEES Overall satisfaction rate for customers: 92% Net Promoter Score: +36 FOR OUR BUSINESS PARTNERS Decarbonization trajectory updated and approved by SBTi CDP Climate score: AEcoVadis evaluation: 71/100 (silver) 26% of sites triply certifi ed for Quality, Safety and Environment Taxes paid in 2024: €236 m FOR SOCIETY AND FOR THE PLANET OUR STRATEGIC PLAN, AMBITION 2027 DIGITAL INNOVATION EXTERNAL GROWTH SUSTAINABLE AND ETHICAL LOGISTICS BUSINESS DEVELOPMENT OPERATIONAL AND ECONOMIC PERFORMANCE FURTHER ENHANCE OUR EXCELLENCE 2024 ACTIVITY AND SUSTAINABILITY REPORT - 19 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
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General Information 2 2024 ACTIVITY AND SUSTAINABILITY REPORT - 21
2. GENERAL INFORMATION 2.1 Corporate governance The Group is governed by different decision-making bodies to ensure a balance of power between all parties: the Executive Board, the Supervisory Board and the Management Board. EXECUTIVE BOARD 3 MEMBERS MANAGEMENT BOARD 18 MEMBERS SUPERVISORY BOARD 8 MEMBERS AUDIT AND RISK COMMITTEE HUMAN RESOURCES COMMITTEE Leads and manages the Group Oversees the management exercised by the Executive Board and ensures the smooth running of the Group V erifi es the parent company and consolidated accounts, as well as the quality of the fi nancial information Develops and implements the Group’s strategy and action plans Issues recommendations on the compensation policy for the members of the Executive Board, the Management Board and the Group’s leading executives Marie-Christine LOMBARD Chair of the Executive Board, Group Chief Executive Offi cer Jean-Benoît DEVAUGES Member of the Executive Board- General Counsel David-Olivier TARAC Member of the Executive Board- Group Chief Financial Offi cer Xavier AVRARD Executive vice-president, Group Strategy François BOTTIN Executive vice-president, Digital and Technology Mario CECCON Executive vice-president, Human Resources Gilles DÊCHER Executive vice-president, Distribution & Express Virginie DELCROIX Executive vice-president, Sustainability Albertine HANIN Executive vice-president, Legal and Insurance Stéphanie HERVÉ Executive vice-president, Global Contract Logistics Mike HONIOUS Executive vice-president, Americas Thomas KRAUS Executive vice-president, Europe Henri LE GOUIS Executive vice-president, Global Freight Forwarding Éric MARTIN-NEUVILLE Executive vice-president, Asia-Pacifi c and Middle East Laurent MELAINE Executive vice-president Sales, Marketing and Communications Camille PORGÈS Executive vice-president, Governance, Risks and Compliance Amaury VALICON Executive vice-president, Performance Marc VOLLET Executive vice-president, European Road Network Composition of the GEODIS Management Board as of March 31, 2025 Management Board GENDER SPLIT 28% women 72% men NATIONALITIES 4(French, Argentinian, German, American) AVERAGE AGE 56 22 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
2. Laurent TREVISANI C 1 employee representative (a member of the European Consultation Committee) attends meetings of the Supervisory Board Deputy Chief Executive Offi cer Finance Strategy, SNCF Group Deputy Chief Executive Offi cer, SNCF Board member of LKQ Chair, Transformation Advisory Chief Impact Offi cer, EDF Group Member of the Climate Committee of Bpifrance Joint Chair of the Purpose Committee at STOA Frédéric DELORME Chair of Rail Logistics Europe Raphaël POLI ▲ Managing director of SNCF Retail & Connexions Albertine HANIN VC GEODIS Group EVP, Legal and Insurance Patrick BERARD C Carine de BOISSEZON C Non-executive director of SANEF Board member of Kaufman & Broad Sylvie CHARLES Board member of Wineshipping Randy TUCKER ▲ Composition of the GEODIS Supervisory Board as of March 31, 2025 The Supervisory Board comprises eight members, four of whom are external to the SNCF Group. ▲ Audit and Risk Committee Human Resources Committee C Chair of the Supervisory Board VC Vice-Chair of the Supervisory Board 5 Risk management 8 Governance 5 Finance 7 M&A 4 Social 6 International experience 6 Strategy 1 Climate and environment EXPERTISE MAP Expertise map ATTENDANCE RATE 92.5% TERM OF OFFICE 6 years MEETINGS 5in 2024 including 1 extraordinary meeting GENDER SPLIT 38% women 62% men 0.6 woman for every man NATIONALITIES 2(French and American) 2024 ACTIVITY AND SUSTAINABILITY REPORT - 23 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
2. GENERAL INFORMATION The Executive Board The GEODIS SA Executive Board is the collegiate executive body that manages and directs the Company. It reports to the Supervisory Board, to which it submits for approval the general strategy of the Company and the Group, as well as the annual budgets and multi-year plans of the Company and the Group. The Supervisory Board The Supervisory Board’s role is to oversee the management of the Executive Board and to ensure the smooth running of the Company. Specifi cally, it endorses all signifi cant commitments and investment or divestment operations. Its missions include: ● reviewing and guiding annual budgets; ● setting innovation and R&D priorities; ● approving and/or overseeing employee incentives; ● monitoring overall progress towards the Group’s objectives; ● tracking the implementation of the climate plan and actions relating to social, environmental and ethical responsibility; ● monitoring compliance with policies and/or commitments; ● reviewing and guiding the process for assessing dependencies, impacts, risks and opportunities. To address sustainability issues within the Group, the Supervisory Board draws on the expertise of: ● Carine de BOISSEZON, Chief Impact Offi cer in the EDF Group, member of the Climate Committee of Bpifrance, joint Chair of the Purpose Committee at STOA; ● Sylvie CHARLES, external director, member of the Kaufman & Broad CSR Committee since 2024. The Supervisory Board relies on the work of two specialized committees to structure its governance: ● the Audit and Risk Committee (ARC) verifi es the parent company and consolidated fi nancial statements, as well as the quality of fi nancial information; ● the Human Resources Committee (HRC) makes recommendations on the compensation policy for members of the Executive Board, the Management Board and the Group’s leading executives. The Supervisory Board is regularly informed of sustainability issues and policies implemented during the year. In 2024: ● the Board members were consulted and gave a positive opinion on the Group’s decarbonization trajectory and SBT targets; ● the Audit and Risk Committee was consulted on Impacts, Risks and Opportunities (IRO), in connection with the double materiality matrix and the requirements of the Corporate Sustainability Reporting Directive (CSRD). The Management Board The Management Board develops and implements the Group’s operational strategy, while ensuring the consistency of its actions. It meets a minimum of twice per month to closely monitor activities, review operational and fi nancial performance and discuss strategic projects. The members of the Management Board are responsible for communicating and applying CSR policies throughout the Group’s lines of business, regions and functional departments, according to their areas of responsibility. There is an organization dedicated to CSR in each line of business and each region which coordinates the operational implementation of the Group’s policy and carries out specifi c actions in response to the challenges that are specifi c to it. Compensation Since 2022, the compensation of members of the Management Board, the Executive Board and the Group’s leading executives has included an annual variable component, 25% of which is based on achieving non-fi nancial targets. One of these metrics is linked to the deployment of climate roadmaps in the lines of business and regions, accounting for 9% of the total variable compensation. The Long-Term Incentive (LTI) plan also includes a non-fi nancial component accounting for 30% of the total. It is based on criteria of greenhouse gas emissions, gender diversity among Top Executives, and customer satisfaction measured by a Net Promoter Score. Each of these criteria counts for 10%. 24 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
2. CSR governance Risk Committee Group Investment Committee Regional and line of business CSR Departments Other Group functional departments Human Resources Committee Climate/ Environment steering committee Audit and Risk Committee Coordinates implementation of the CSR roadmap Proposes and implements the Group’s CSR strategy Rollout of CSR strategy in their area of responsibility Responsible for certain CSR issues Identifi es and analyzes risks, monitors action plans Defi nes CSR criteria and reviews investment projects Proposes the Group’s commitments and monitors their progress Working groups on the Group’s priority issues CSR steering committee Supervisory Board Oversees the management conducted by the Executive Board and ensures the smooth running of the Group Monthly At least once per year Group Sustainability Department Management Board Sets and implements the Group’s strategy and action plans The Group’s executive vice-president, Sustainability is a member of the Management board and reports to the Chief Executive Offi cer. She keeps the Management Board regularly informed of the progress of her activities to ensure that it has all the support it needs for decision-making. She supervises a corporate team of nine employees with specifi c areas of expertise (climate and environment, health and safety, ESG reporting, communications, etc.). She proposes a CSR policy to the Management Board and coordinates its implementation once it has been approved. She presents CSR progress reports to the Management Board every month, and to the Supervisory Board at least once a year. She guides and ensures the deployment of the roadmaps with the support of a network of six CSR managers representing the regions and lines of business. These CSR managers are responsible for implementing action plans and coordinating initiatives in the Group’s regions and lines of business. A steering committee composed of these managers and the corporate CSR managers completes this structure. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 25 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
2. GENERAL INFORMATION 2.2 Risk management and internal control To accomplish its mission, meet its objectives and secure its commitments, the Group has defi ned rules and principles to guide employees in their daily work, at the initiative of the Chief Executive Offi cer. The Book of Business Principles sets out the rules of governance, authorization thresholds and principles of internal control. Two specialized committees To ensure that these principles are properly applied and to clarify its policy, the Executive Board relies on two specialized committees: ● the Group Investment Committee, which meets on a weekly basis and signs off on investment commitments and commercial contracts above a certain threshold. The Committee consists of nine permanent members, each representing a different Group department (management control, fi nance, legal affairs, compliance, sustainability, etc.), who may be joined from time to time by experts, depending on the nature of the projects presented. Projects are reviewed against the key elements provided: background and reason for the project, fi nancial data, key characteristics of the project, SWOT analysis, evaluation and risk mitigation plan. Other elements also brought to the attention of members of the Committee include a detailed operational description, legal framework, detailed fi nancial assumptions and expert opinions. Projects not reaching the threshold for review by the Group Investment Committee are examined by equivalent committees that are in place at regional level and in the lines of business. Certain projects require prior approval of the SNCF Group; ● the Risk Committee consists of 15 permanent members chosen for their position, expertise and knowledge of the Group’s organization and activities. The Committee is responsible for monitoring changes in internal and external risk factors that have a major impact on the Group’s strategy and objectives, based on risk mapping, internal audit reports, external best practices and the inventory of risks and disputes in all Group entities. It takes all necessary decisions or chooses orientations in terms of risk prevention and management, internal control, ethics and compliance, in order to reinforce the Group’s level of control over all types of risk, fi nancial and non-fi nancial. Its role is to identify and analyze any potential or proven risk, choose preventive or corrective measures to be taken by the Group to ensure their effective implementation, and to monitor them on a regular basis. It updates the Group’s risk map at Committee meetings, which are held quarterly or more frequently if necessary. Governance, Risks and Compliance The Governance, Risks and Compliance Department encompasses three areas of expertise: ● the Group Ethics and Compliance Department; ● the Group Internal Control and Risk Management Department; ● the Group Internal Audit Department. The Group executive vice-president, Governance, Risks and Compliance is a member of the GEODIS Management Board and reports directly to the Chief Executive Offi cer. She keeps the Management Board regularly informed of the progress of her activities to ensure that it has all the support it needs for its decision-making. With the exception of Internal Audit, which is centralized, each department has a central team and a network of correspondents in all the regions and lines of business to ensure the overall consistency of the compliance program and to match it to the appropriate level of the organization. Ethics and Compliance The mission of the Group’s Ethics and Compliance Department is to manage any risk of violation of the rules applicable to anti-corruption, competition law, personal data protection, customs and export control, as set out in the relevant laws and regulations, as well as in the Group’s Code of Ethics. It is also tasked with administering the whistleblowing system, through which employees and third parties can report potential violations of laws and regulations, as well as of the Group’s Code of Ethics. The department is made up of several teams with the necessary expertise in the fi elds concerned, supported by a network of correspondents in the lines of business and the regions, providing effective support to operational staff through a dynamic approach to continuous improvement. Internal Control and Risk Management In line with international standards, GEODIS’s internal control and risk management system is based on three lines of control: functional and operational department (fi rst line), Control and Compliance Department (second line), and Internal Audit (third line). Each of these has well-defi ned roles and responsibilities in the implementation of risk management within its perimeter. In its role as a second line of defense, the Group’s Internal Control and Risk Management Department assists functional and operational departments at Group, line of business and regional level to defi ne their internal rules and procedures, enabling them to integrate relevant controls for effective risk management. It has drawn up the Book of Business Principles, which it regularly updates. This document constitutes the Group’s mandatory reference framework regarding governance rules and authorization thresholds. 26 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
2. The department defi nes the Group’s approach to internal control and risk management, which is then rolled out within each perimeter with the support of correspondents in the lines of business and the regions. Thanks to this organization, the internal control and risk management system can be deployed effectively and consistently across all the Group’s activities and entities. At global and local level, the Group assesses the impact and probability of these risks, as well as their level of severity. Each Group risk is managed by a member of the Management Board. It is the subject of a roadmap, an action plan (audits, changes to procedures or processes, investments, etc.) and an internal control system to mitigate it. The roadmaps are rolled out to the lines of business and regions and are monitored on a regular basis. Risk maps for the lines of business and regions are submitted to the Management Board and the Supervisory Board. They are then consolidated into a Group risk map, which is subject to regular review. Fraud, corruption or infl uence peddling, along with talent recruitment and retention, are among the Group’s major risks. They are subject to the same control and reporting procedures to management. Internal Audit The Internal Audit Department’s mission is to provide independent, objective assurance on the degree of control over the Group’s operations, and to offer recommendations to improve business practices, thereby helping to create value for the organization. The department is centralized and made up of qualifi ed experts who perform reviews throughout the organization, in accordance with the annual audit plan that has been approved by the Risk Committee and as needs are identifi ed. Sustainability risks Six sustainability risks are included in the Group’s mapping of major risks: ● climate: transition risks; ● climate: adaptation risks; ● air pollution; ● health and safety in the workplace; ● major human rights violations; ● responsible purchasing. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 27 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
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