4. SOCIAL regulatory requirements, and a preliminary identifi cation and analysis of risks. This process is then used to establish a body of rules and to monitor how effective the implemented measures are in reducing the level of severity of the risk. Lessons learnt from incidents are an integral part of the practices used to update the risk assessment process, and the reporting of near misses helps to detect hazards and weak signals as early as possible, and to anticipate corrective actions needing to be taken. This ongoing commitment to risk awareness and vigilance is refl ected in the results of the annual employee survey: 91% of employees state they “know how to report dangerous situations”. A “near-miss program” operating in some warehouses is part of this trend. It encourages employees to report any threat to their own safety or that of their colleagues. Care for me: this means protect myself from hazards. Listening to the mind and body helps to stay fi t and focused. Each person’s behavior contributes to promoting a culture of health, safety and security everywhere, for everyone, in all circumstances. Training is essential to embed this culture and work towards the target of zero accidents. In 2024, 48% of training hours were dedicated to health, safety and security. Regular sessions included topics such as road safety, and ergonomics and posture in the warehouse. New hires and temporary staff also receive training as soon as they join the Company, through a safety induction course and a skills assessment questionnaire. Reducing the arduous nature of work is also a key challenge in the Group’s lines of business. Employees are often exposed to repetitive tasks and uncomfortable physical postures. Osteopathy sessions and muscle warm-up programs in the warehouses are among the best practices for reducing fatigue and enhancing employee well-being. Many sites in France, such as the Moissy-Cramayel logistics platform south of Paris, have improved the ergonomics and safety of their workstations. On fi xed workstations used for order preparation, ergonomic mats and constant-level tables have been installed to help prevent inadequate posture. In fl ow reception areas, conveyors equipped with pallet dispensers have been fi tted to limit loadcarrying for operators. This is the context for the publication of the fi rst “well-being index” in the annual employee survey, with a score of 77/100. This indicator assesses team commitment to the organization’s health and safety culture, working conditions (particularly in terms of material, equipment and workload) and work-life balance. Based on an analysis of this index, the Group will be able to take the necessary steps to improve employees’ daily working conditions. Topgun competition in the United States In the United States, the Topgun competition for forklift truck drivers is organized in all lines of business. This internal competition focuses on safety conditions and standards relating to forklift driving and handling. Held every year, it reinforces and fosters a culture of risk prevention among forklift truck operators, whose profession is one of those most at risk from hazards in warehouses. Several initiatives to promote a culture of health and safety in France More than 280 people in the Global Contract Logistics line of business are trained in France to conduct behaviorbased safety visits (BBS). Around 2,500 visits were carried out in 2024. Thanks to Lean programs focusing on certain operations common to many sites, such as pallet strapping, automatic wrapping and pallet unstacking, the risk of injury has been reduced and workstation ergonomics have been improved. In addition, the Safety Week organized in October 2024 reinforced this culture with workshops such as risk hunts and escape games. 5,300 employees took part. Care for us: the Group’s success is rooted in team spirit and collective strength. Dialogue and mutual support, attention to one another, exchanges and feedback are essential to maintaining a working environment that is both caring and effi cient. GEODIS takes the following measures to achieve this: ● daily safety briefi ngs with teams before they start their shifts, and regular fi eld visits to collect feedback from employees, develop best practices and correct any gaps; ● promoting a healthy work-life balance through Groupwide agreements on professional equality and quality of life at work; ● prevention of psychosocial risks and addictions, with 24/7 helplines managed by specialized service providers – a free, independent and strictly confi dential service; ● listening to employees. In the Netherlands and at head offi ce in France, specifi c applications and tools anonymously measure employees’ stress levels or well-being via fl ash questionnaires or comments. The data collected enables management to spot any weaknesses in terms of job dissatisfaction or burnout; ● a worldwide initiative has been launched to measure the impact of climate change on the health and well-being of Group employees. Vulnerability assessments were carried out on seven sites in Asia-Pacifi c, in Europe and the United States in 2024, with an evaluation grid and concrete actions. The Group will continue to carry out these assessments in 2025 (see section 3.1.6 Adapting to climate change). 66 - 2024 ACTIVITY AND SUSTAINABILITY REPORT
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