4. Mobility The Group carries out 70% of its business outside France, and operates in four complementary lines of business. This diversity in terms of expertise and geographical spread provides a wealth of opportunities for those employees who wish to enrich their professional experience through a mobility project. The process and principles of internal mobility are set out in the Group’s mobility policy, which is designed to meet the following objectives: ● developing the employees’ professional skill sets; ● retaining and motivating talent; ● addressing the Company’s needs and challenges more effectively; ● promote talent. The policy also specifi es all the services offered to employees and their families during the assignment. During career reviews and throughout the year, managers and the Human Resources Department identify vacant positions and the profi les needed to implement mobility projects. The InJOB’ job exchange, open to all, is part of this process. People Review and succession planning for TopEx The People Review process is designed to anticipate the departure of key talent, retain these employees and prepare for the next generation. It meets the following objectives: ● align talent strategy with the Group’s ambitions and strategic goals; ● develop the next generation of leaders internally; ● build profi les capable of adapting to a complex and changing environment; ● attract and retain key talent by giving them opportunities for development; ● use this process to contribute to internal diversity and inclusion targets. The People Review process is an annual exercise that follows a cascade process, starting with the regions and lines of business before being consolidated at Group level. The scope of application is the TopEx population (an internal Groupwide population of approximately 170 senior managers, whose missions are of strategic importance to GEODIS) and employees considered as people of high potential and possible successors of TopEx members. The Group prefers internal promotion for future nominees, with support in terms of mobility and skills development through the Executive Leadership Program. Changes in the composition of the TopEx between 2022 and 2024 (1) 2022 2023 2024 Number of TopEx members 159 156 147 Percentage of women 22% 22% 25% Percentage of internal appointments (based on total changes during the year) 61% 68% 54% Targeted programs to anticipate talent shortages GEODIS is also committed to developing a talent pool for positions in short supply or in key regions. The Rising Leader program in Europe, Trajectoire and Évolution (for managers) in France and the Young Leaders program (for future managers) in the United States are all part of this effort. A fast trackers program at Group level targets high-potential employees. It combines an academic curriculum, interaction with members of senior management and personalized supervision. Investors in People certifi cation The Group applies the Investors in People (IIP) framework to help its employees achieve their full potential. This is an external assessment that evaluates the corporate culture and the principles of employee management. IIP certifi cation is a worldwide reference tool for assessing the quality of management in organizations. Results ● In 2024, 21 employees, including nine women, completed the fast trackers program in all the Group’s regions. ● In 2024, GEODIS held IIP accreditation in 28 entities or countries where the Group operates, corresponding to 12% of the Group’s workforce (6,000 employees). (1) Excludes members of the Management Board and following new appointments in 2024. Includes Need It Now delivers and trans-o-flex. 2024 ACTIVITY AND SUSTAINABILITY REPORT - 71 EDITORIAL > 1. GROUP PROFILE > 2. GENERAL INFORMATION > 3. ENVIRONMENT > 4. SOCIAL > 5. ETHICS > 6. ANNEXES
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