COMMITTED TO SUSTAINABLE TRANSPORT - GEODIS · 2018-07-18 · Geodis Sustainable development...

Geodis Sustainable development department Cap West - 7/9 allées de l’Europe 92615 Clichy cedex - France [email protected]

SUSTAINABLE DEVELOPMENT REPORT 2011

Geodis COMMITTED TO SUSTAINABLE TRANSPORT

1062_GEODIS_COUV_GB_Mise en page 1 06/06/12 17:12 Page1

37%GEODIS

CALBERSON

23%GEODISWILSON

64%FRANCE

4%GEODIS SCO

20%EUROPE(EXCLUDING

FRANCE)

2%AFRICA

9%ASIA PACIFIC

5%AMERICA

Workforce breakdown by division

Workforce breakdown by geographical regionA global,multimodalsupply chain operator

2%HEAD OFFICE

31,000 employees in almost 60 countries

€6,906 millionin revenue (up 5.2% on 2010)

4thbiggest European logistics operator

A sales network spanning

120 countries

13%GEODIS

BM

21%GEODIS

LOGISTICS

Geodis in 2011

This is the fourth sustainable development report published by Geodis. It can be viewed anddownloaded, like the previous reports, in French and in English on www.geodis.com.

Acknowledgements The Geodis sustainable development report 2011 was produced by the sustainable developmentdepartment in cooperation with the communications department, with input from the functional andoperational departments of Geodis, Geodis BM, Geodis Calberson, Geodis Logistics, Geodis Supply ChainOptimisation and Geodis Wilson. We would like to thank all those who contributed to this report.

Photo credits: P.2, 27 © Cyril Bailleul P.4-5, 12 © Julien Billaudeau P.6, 17 © Geodis/Laurent StinusP.8 © Thinkstock P. 11, 12, 14, 22, 28 © Geodis/Laurent Zylberman P. 13, 21, 23 © Geodis/Augusto DaSilva / Graphix Images P. 16 © Geodis / Frédéric Ménissier / PWP P. 18 © François Daburon P.24 ©Geodis/Edward Moss P.26 © Geodis P.27 © Marc Borgetto P.29 © Geodis/Nicole Waring/ iStockphotoP.30 © Geodis/Christoph Ermel/ iStockphoto P. 32 © Geodis/Denis Meunier Portfolio P. I ©Geodis / Augusto Da Silva / Graphix Images P. II © Geodis / Denis Meunier © Geodis/Thomas Deron Laurent Zylberman/Graphix Images, Gwenaëlle Beaudet, Stéphanie Vergez, GeodisBM P. III © Geodis / Cyril Bailleul – Bénédicte Durand P. IV © Geodis / Bruno Clergue P. V ©Geodis/Thomas Deron, Laurent Zylberman, Graphix Images © Geodis /Cyril Bailleul, Nadège Raffin P.

VI © Laurent Zylberman / Graphix Images, Boris David, LMG/KCND P. VII © Geodis P. VIII © LaurentVidal / Photomer, SIPA, Patrick Goguet, Maud Fontenoy Fondation

Non-contractually binding document - June 2012Design and creation: BelleVille.Printed on ecological PEFC paper types Printspeed and Maine Gloss Green.


French rail freight activityFret SNCF, Captrain, VFLI,Ecorail, Naviland Cargo,Novatrans, Lorry Rail...

Global transport and logistics operatorGeodis , STVA.

Asset management Ermewa, Akiem.

Geodis is an integral part of SNCF Geodis, the SNCF branch specialising in freight transportand logistics. Geodis is the main activity of SNCF Geodis. This 2011 sustainable developmentreport covers the scope of Geodis activities.

The three business lines of SNCF Geodis are:

Geodis Wilson Air and sea freightforwarder•Air, sea, and combinedair/sea freight forwarder.

•Value-added services(customs clearance, con-trol tower) and integrated logistics solutions.

•E-Solutions (track &trace, Freight report).

• Industrial projects (out-of-gauge transport,offshore pipelines, plant relocations, etc.).

Geodis CalbersonGroupage/Express•Three networks: GeodisCalberson, FranceExpress, Geodis Ciblex.

•Groupage with 24- or 48-hour delivery.

•Industrial express andparcel delivery in under24 hours twice a day.

•Part and full loads up to 24 tonnes.

•Small parcels of between0 and 30 kg.

Geodis LogisticsContract logistics•Distribution logistics(multi-customer hub, pick & pack, crossdocking,pooled supplies, etc.).

• Industrial logistics(inbound logistics centres,etc.).

•Value-added services(kitting, co-packing, etc.).

•Reverse logistics.

Geodis BMRoad•Conventional transport(part and full loads).

•Specialised solutions(pulled flow shipments,controlled temperatureshipments, etc.)

•Multimodal transportsuch as piggybacking.

•Operational flowmanagement.

Geodis SCO Supply ChainOptimisation•4PL (4th party logistics)offering, centralmanagement, controltower.

•Global supply chainmanagement.

•Purchasing and selectionof transport and logisticsservices.

GEO

DIS IN

2011

2011 revenue by division

Geodis Calberson¤1,799 million

Geodis BM¤864 million

Geodis SCO¤916 million

26%

34%

13%

13%

14%

Geodis Logistics¤ 972 million

Five divisions

Scope of the report

36%Sea

20%Road

26%Air

1%Rail

5%Buildings

12%Groupage/Express

Breakdown of Geodis CO2-eq. emissions by activity

Transport accounts for 95% of emissions and buildings for 5%.

Geodis Wilson¤2,355 million

“Our aim is to bringeach customer the most adaptedsolutions to itsoperational, economicand environmentalperformance needs.”

Setting the exampleIn the name of all Geodisemployees, I am particularly proudto introduce the Group’s fourthsustainable development report.The report addresses all ourstakeholders (customers, suppliers,service providers, institutions and employees) and testifies to our teams’ growing commitment to sustainable development as well as to how firmly sustainabledevelopment is now rooted in our activities, processes and organisation systems. The initiatives described in thefollowing pages – and the results of those initiatives – prove that, four years after the launch of Blue Attitude, the Group is in full marching order to meet its commitments, in line with those of SNCF Geodis and its shareholder, SNCF.

These environmental, economic and social commitments are a necessity as much as a duty

for a segment-leading group, whichGeodis has now become. Our weightin an economically vital sector, one that employs a great number of people and whose activitiesaccount for a large share ofgreenhouse gas emissions, requiresus to set the example. At a time ofeconomic crisis and a growing risein energy prices, creating andintroducing innovative solutions tosatisfy our customers and supportthem in their sustainabledevelopment challenges isnecessary if not indispensable to the Group’s long-term future and performance.

We assume this responsibility on a day-to-day basis and have placed it at the heart of our strategy. At our design offices, depots andplatforms, and in our sales forcesand support functions, the people at Geodis are using their expertiseand convictions to forge a newtransport and logistics operatormodel. In a decisive step in therollout of this new model, we havecompleted the very firstmeasurement of SNCF Geodis’carbon footprint. This key event in Geodis’ sustainable development

2Geodis Sustainable Development Report 2011

PIERRE BLAYAU

policy is a technical feat, but alsoreflects the Group’s strong ambitionto improve its carbon efficiency in the long term and so limit theimpact of its activities on theclimate. As part of the sameapproach, our teams continue todevelop Geodis expertise inmultimodal transport. Harnessingthe Group’s ability to manage flowsand use all goods transport modes,our aim is to bring each customerthe most adapted solutions to its operational, economic andenvironmental performance needs.

As well as requiring us to set an example in the way we carry outour activities, our leadership rolealso brings with it the duty to useall the resources at our disposal to promote our long-standingsolidarity and community-mindedvalues in the social sphere. To further enhance this good-citizencommitment, rolled out atgrassroots level by the men and women of the Group, the Geodis Foundation, hitherto focusedon disability issues, is growing inmomentum and broadening itsremit to include the fight against allforms of exclusion, by working

PIERRE BLAYAU CHIEF EXECUTIVE OFFICER OF

SNCF GEODIS AND CHAIRMAN AND

CHIEF EXECUTIVE OFFICER OF GEODIS

to foster social and professionalinclusion for those most in need.And because the history of Geodisis founded on the values of hardwork and exceeding one’s limits, I wanted the Group to support top-level able and disabled athletes,through the Geodis Team. Theseathletes serve as an example for our teams, which in their own waystrive for excellence every day, andshow us the path we need to travelto maintain our top ranking.


Geodis platform

Geodis customer Departure:

Geodis, a global multimodal supply chain operator, initiated Blue Attitude, its sustainable development approach, in 2008.

Geodis activities and sustainable development issues

Contents

1711

Sea freightforwarding Multimodal transport

Stock management

Logistics warehouse

forwardingAir freight

managementCustoms

Expertise atthe serviceof customers

A story ofmen andwomen

ISSUES•Respect our ethical commitments worldwide.

•Ensure staff safety.•Develop skills.•Encourage diversity.•Foster social dialogue.

ISSUES•Meet our customers’ needs.•Propose high-performance and innovative solutions from an economic and environmental standpoint.

•Develop multimodal offers.•Calculate the CO2 emitted by the transportflows of our customers.


delivery tothe end customer

Arrival:

23 29

Flowmanagement

Freight transport

Technical centreReverse logistics

31,000employees

worldwide

Groupage/Expressplatform

Urbanlogistics

EcologicalUrban Logistics Base

(BLUE Base)

by road

Working withpartners and the community

A commitmentto the planet

ISSUES•Measure greenhouse gas emissions.•Reduce the energy consumption (fuel, electricity, gas) of our proprietary resources and get subcontractors involved.

•Optimise flows and develop low-carbon offers.• Improve environmental management at sites.•Reduce local pollution from goods transport.

ISSUES• Involve, inform and assess our subcontractors and suppliers. •Take part in the development of the local economy and community.

•Foster community-minded initiatives.

GeodisFoundation


“Sustainabledevelopmentrequires us to take a long-term view so as to prepare for the future and innovate.”


What’s your view oftrends in the transportand logistics market and those of Geodisitself in 2011?The continuation of the economiccrisis has accelerated the trend inmarket concentration that has beenprevalent over the last few yearsand which involves major playersable to innovate at commercial level.Geodis is by its size and ambitionsone of those players, and is playinga part in the market reshape, which is reflected from one year to the next by changes in the scopeof the Group with the integration of new employees and presence in new countries.

As with our human-centric values,our Blue Attitude sustainabledevelopment approach is a robustresource that will help us to succeed

in this transformation. For achanging group like ours, thisapproach brings us more harmonyand discipline and helps us to continuously improve across the broad. It also encourages us to set an example in terms of the new requirements facingcompanies in areas such as ethics and compliance. More than a constraint, I see sustainable developmentchallenges as an opportunity for the Group. Lasting relations with stakeholderscreate value by, for example,enabling us to provide our best-known customers with adaptedsolutions. And, while the currentbusiness environment prompts us to maintain a short-term vision of economic performancerequirements, sustainabledevelopment requires us to take a long-term view so as to preparefor the future and innovate.

“Our leitmotif: continuous improvement”JEAN-LOUIS DEMEULENAERECHIEF EXECUTIVE OFFICER OF GEODIS

JEAN-LO

UIS D

EMEU

LENAERE


Was last year a big onefor innovation?Yes, though the objective is not toinnovate for innovation’s sake but to support our customers withvalue-added solutions to boost their economic and environmentalperformance. The best example isthe CO2 calculator that we designedto provide our customers with a toolto help them make decisions on transport plans and modes.Another example is the Distripolisurban logistics service.More globally, innovation for Geodisis also about our ability to call ourexisting solutions and resources intoquestion on a day-to-day basis and about our determination to helpcustomers rethink their logisticsplans, for example by making use of innovative combinations in transport modes.

What were some of theGroup’s major advancesin sustainabledevelopment last year?

The first I would like to mention isthe measurement of our carbonfootprint. We led an ambitiousinitiative involving all the businesses

worldwide and all our greenhousegas emissions, including thoseresulting from subcontracting and the amortisation of vehicles andbuildings, which is not something allour competitors do. This approachreflects the ambition of a committedand exemplary player in an areawhere the transport sector has a huge responsibility. It also serves a strong and lasting ambition,namely to improve our carbonefficiency by 20% by 2020,subcontractors included.

The second big step forward in 2011was the progress policy led with our partner EcoVadis to comparethe effectiveness of our sustainabledevelopment policy with the policiesof thousands of other companies.We wanted our approach to beassessed because we are committedto a policy of transparency with our customers and were looking to prove the relevance of ourinitiatives. And now our customersand third parties can also compareus with other companies. At the same time, EcoVadis gives usaccess to assessments of suppliersand subcontractors. Given theconsiderable weight of purchasingand the percentage of our revenuethat is subcontracted, this is a keylever for improving our

performance.Lastly, the Group pursued andredoubled its efforts on safety and training and, more generally,initiatives for employees. Because ifBlue Attitude has come this far afterjust four years, then Geodis owes itto the efforts made by all employeesto meet our sustainabledevelopment objectives. Thiscommitment was reflected onceagain in the quality of the projects in last year’s Blue Attitude Trophy. I would like to thank my fellowemployees and at the same time askthem to keep up the good work tomake our Group one of the sector’smost exemplary players in sustainable development.


Freight transport and logistics is an en-ergy-intensive activity. It accounts for10% of global CO2* emissions and, be-cause it is still largely dependent on fossilfuels, it is highly sensitive to rising oilprices. In this context, and in responseto growing regulatory pressure, the sec-tor has stepped up the process of transi-tion to new forms of energy in recentyears. The aim is to act against climatechange without changing the economicequation. This transition is taking placein a world that is increasingly urbanised.More than half of the global populationlives in dense urban areas that need con-stant supplies of consumer goods. Theobjective today is to rethink supply plans,which until now focused essentially onroad transport, in order to reduce nui-sances (pollution, noise, road risk, etc.). The freight transport and logistics sectoremploys a large workforce over a widegeographical area and is therefore alsoa major economic player. Delivering anessential service for manufacturers, it isat the heart of international trade. Thecrises of 2008-2009 and 2011 slowedtrade flows but did not reverse the basictrend, and trade will continue to grow inan increasingly globalised world. At thesame time, players in this sector need tokeep pace with the development of new

production regions and rising consump-tion figures in new countries. Further, re-cent crises have led to a fall in volumescombined with strong pressure on prices.As a result, consolidation has increasedin pace across the sector, benefiting theoperators whose level of performanceensures their competitive edge.

A development opportunity for GeodisAs a global supply chain player, Geodisaims to address these issues in order tomeet the expectations of all stakehold-ers. Far from considering sustainable de-velopment as a constraint, the Groupsees it as an opportunity for develop-ment, positioned at the core of its offer-ing and its day-to-day practices. Workingfor customers facing the same issues andthe same need for competitiveness,Geodis provides innovative, made-to-measure solutions that reflect a fullrange of needs. I t helps customers im-prove their economic and environmentalperformance, while establishing itself astheir preferred logistics partner.

* Summary of the survey Fret mondial et changement cli-matique (Global freight and climate change), Centred’Analyse Stratégique, France, 2010.

A sector of key importance for theenvironmental, socialand economic issuesfacing the planetThe freight transport and logistics sector is linked to today’s major ecological, societal and economic issues.

Far from consideringsustainabledevelopment as a constraint, the Group sees it as an opportunityfor development,positioned at thecore of its offeringand its day-to-daypractices.

Reporting directly to senior management,the sustainable development departmentdefines the sustainable development strat-egy and coordinates global deployment. Itrelies on a network of correspondentsacross the five divisions, and also workswith functional departments (purchasing,sales, human resources, real estate, com-munication, etc.) on specific projects. Therole of the correspondents is to deploy theprinciples of the Blue Attitude approachwithin their entity, while adjusting it tobusiness-line and local characteristics,through objectives and action plans thatare specific to each division. This sharedcoordination of Blue Attitude, with a strate-gic Group committee and a number ofsteering committees across the Group anddivisions, encourages the pooling of ex-pertise as part of cross-cutting projects(for example, on responsible purchasing,on measuring the carbon footprint, or onregulatory monitoring on environmentalor safety issues).With the reporting system put in place in2008, Geodis is able to track indicatorsand measure the progress made. Thisgovernance structure, based on close cooperation between the Group and thedivisions, make possible the progress ofthe sustainable development approach(progress attested by external assess-ments) which is also suited to the com-pany’s mission, the expectations of itscustomers and of teams in the field. Atthe same time, Geodis takes part in theSNCF Group’s sustainable developmentsteering committees, set up to ensurethat the initiatives taken by the varioussubsidiaries are coherent.

Blue Attitude: principles shared by allSince 2008 and the founding of Blue Attitude, the Geodisapproach to sustainable development, the Group has put inplace a dedicated governance structure and organisation.

Blue Attitude5 commitments

Working with ourcustomers in their sustainable

development approach.

Getting our peopleinvolved andincreasing their safety.

Taking care of the environment andcontrolling the risks.

Involving ourpartners in fulfillingcommitments.

Partnering with thecommunity by beinga responsible actor

and a good citizen.

Geodis signed the UNGlobal Compact in 2003. It has made a commitmentto respect the ten principlesand to communicateannually on progress made,through the document“Communication on Progress” sent to the United Nations.www.unglobalcompact.org

Recognised resultsAs a supplier to leadinginternational firms looking forresponsible partners, Geodis needs to communicatetransparently on its sustainabledevelopment policy.To this end, following a requestby a number of customers, the Group completed thequestionnaire developed byEcoVadis, a global, neutral and independent collaborativeplatform that assesses the environmental and socialperformance of thousands of suppliers in 150 sectors of activity. Following an analysisconducted in December 2011,EcoVadis rated Geodis as one of the best players overall in allsectors, with an average score of 6/10 compared with 4.2 for theaverage of suppliers assessed. In terms of environmental andsocial performance, the Groupscored 7/10, the highest score for transport companies in the platform base.


With the economic, social and environ-mental crisis, civil society is stepping upits demands on the world of business. Atthe same time, customers wish to protectthemselves from ethical or legal riskagainst a backdrop of new standards andregulations, increasing controls on busi-ness, and higher financial penalties. Inconsequence, Geodis is more exposed toan increasingly diversified range of risks(ethical, legal, financial, reputation, so-cial, etc.). Since 2008, the Group hassought to put in place an organisationand tools to better manage and controlrisk. In 2011, the approach was expandedand consolidated, thus building trust bythird parties.

Internal control: the sameprinciples for all entitiesIn 2011, Geodis developed an internalcontrol standard covering all Group pro-cedures and intended for all entities. Thisdocument sets out the points to bechecked and the principles to be re-spected for eight major managementprocesses (sales, purchases, cash flow,human resources, etc.). At the sametime, the Group appointed internal con-trol correspondents in all divisions.These correspondents are responsiblefor disseminating the standard acrosstheir entity as well as adapting or evencompleting the principles in line with thespecific characteristics of their scope ofactivity. The Group has also brought inthe auditors who contribute to ensuringthat the standard is taken on board inall the companies that they visit. In 2012,the standard will be used by the variousentities to self-assess their internal con-

trol procedures and initiate action plansif necessary.

An expanded Code of EthicsTo restate its ethical commitments, par-ticularly those relating to the UN GlobalCompact of which it is a signatory, theGroup introduced a Code of Ethics – distributed to all employees – and setup an Ethics Committee in 2009. In 2011,the Code of Ethics gained an appendixconcerning competition law, distributedto about 2,000 managers and sales forceemployees, with acknowledgement of re-ceipt. The appendix sets out the rulesand risks, as well as the best practices tobe adopted. Also in 2011, ethical clauseswere included in a number of suppliercontracts.

A new risk mapThe Group has updated and completedits existing risk map, adapting it to itschanging environment (international, ac-quisitions, share ownership, etc.). To iden-tify the major risks to which Geodis isexposed, the Group carried out 120 in-terviews with senior managers and ex-perts. In early 2012, a senior managerwas appointed for each risk. He or she isthe representative for that risk and hasthe role of making sure that the Groupdeploys the resources necessary over thelong term to guard against any threatsarising from the risk for which he/she isresponsible.

Risk management and ethics at the heart of the organisationGeodis is facing growing constraints and increasinglystringent requirements in its business activities.


Since 2008, the Group has sought to improve riskmanagement by putting in place anorganisation and toolsto better describe and control risks.

A story ofmen and womenThe responsibility of a company is expressed in relation to its employees who,through their involvement, contribute to its day-to-day performance. Geodis deploys an ambitious worldwide human resources policy that aims to make theGroup more attractive by creating the conditions necessary for the development,the safety and the well-being of employees.

Today, given the scale of its expansion, itneeds to upgrade this model. While en-abling each function and country to man-age human resources according to theirown needs, the Group decided in 2011 toreinforce the base of its common HRstrategy. This strategy addresses theneed to support Geodis’ ongoing expan-sion outside France which is reflected inits growing workforce. Today, 36% ofGroup employees work outside France,compared with 25% in 2008. At the sametime, the key account customers on whichthe Group’s growth is built in part, areincreasingly looking for multi-functionservices encompassing several countriesor even several continents. And, in thesame way as for environmental or ethicalquestions, customers and employeesare increasingly asking the Group aboutthe reality of its commitment to socialresponsibility.

Towards a global HR policyIn this context, Geodis needs HRprocesses and tools that are har-monised. These must first and foremostpromote the construction of a sharedculture based on Group values of cus-tomer satisfaction, innovation and com-mitment. They must also guarantee thesame level of employee expertise andcommitment for all business functionsand countries. The deployment outsideFrance of the HR policy must also makeit possible to identify and promote fu-ture high-flyers, who will be able to thinkat Group level and work as part of acompany whose centre of gravity isgradually moving towards new marketssuch as Asia-Pacific and South America.

At the same time, the Group is seekingto accelerate internal mobility as required by the increasingly close tiesbetween divisions, external growth anddevelopment in new regions. Further, tomanage human resources at Grouplevel, information systems and reportingtools must also be international.To deploy this new strategy, the HR func-tion has upgraded its system of gover-nance with the founding in 2011 of a re-inforced central Group human resourcesdirection that will coordinate and overseethe new approach, along with countryhuman resources departments (multi- division), functioning alongside the divi-sional HR departments. This last stageconcerns only a number of Europeancountries at present.


Supporting theGroup’s internationalexpansionThroughout its history, Geodis has integrated people fromdifferent companies, cultures and countries and pursued awide range of business activities. As a result, it has alwaysplaced the emphasis on grass-roots human resourcesmanagement, taking account of specific local characteristics.

31,000 Number of Geodisemployees worldwide

A STORY O

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Initiated in France by Geodis Calbersonin the first instance, the Job Centre en-courages internal mobility by enablingemployees to apply for jobs across dif-ferent entities of the Group. It subse-quently widened its scope to all divisionsand six other European countries. Anothertool introduced to promote mobility is G-Talent, which centralises annual perfor-mance reviews and career-related re-quests submitted by employees. This toolwas deployed by Geodis SCO and GeodisLogistics in the first instance, prior to ageneral roll-out across the Group, from2011. At the same time, Geodis set up itsExchange Program, which enables em-ployees to spend six months working inanother division and/or another country.Several tools have also been developedto promote acquisition of a shared cultureand skills. The G-Campus e-learning

platform, launched in 2010 by Geodis SCO,is now accessible on the Intranet and hasbeen extended to all divisions. This toolgives Geodis employees access to 10,000multilingual training modules in a widerange of areas (finance, corporate strat-egy, marketing, personal efficiency, officeautomation, management, etc.) as wellas to made-to-measure training courses(see opposite). Other initiatives have alsobeen put in place in order to strengthena shared culture at management leveland provide à 360° view of Geodis, e.g.:inter-divisional Group induction seminars,customised training courses (such as thediploma put in place with the IML– Logistics Management Institute – at

Geodis Logistics...) or Geodis ExecutiveMaster programme. Further, the Group isgradually implementing joint IT tools forhuman resources management.

Tools serving the development of skills and mobility

An ad-hoctraining toolAny tool shared by the entireGroup must also meet the specific needs of eachfunction or country. G-Campus, the e-learningtraining platform includesMohive, a special tool usedto develop made-to-measuretraining courses to choice.A range of courses are being

developed, e.g. onsustainable development oron joining the Group, tailoredto the needs and trainingpolicies of each division.

France Expressin Valenciennes (France)

In 2011, the Group conducted several projects promotingthe implementation of a more international humanresources policy supervised centrally but still managed at local level.

9.5 hoursof training by employee

worldwide in 2011 on average(compared with 8.88 hours in

2010). In France, each employeereceived 11.5 hours of training

on average.


“A meaningful approachto social responsibilityhelps to secure theloyalty of employees.”Jean-Louis Vincent, Geodis human resources director


Promoting an active labour-relations dialogueGeodis aims to maintain a close dialoguewith personnel representatives at inter-professional level or through the Group’sEuropean Consultation Committee. Thisapproach is also visible at decentralisedlevel in the field through the presence ofmany local representative bodies. Studieswere conducted by the divisions in 2011and several agreements signed, particu-larly in the fields of diversity, trade unionlaw, older employees and welfare. TheGroup also played a leading role inputting in place a system of health insur-ance for the transport sector in Francein 2011.

Encouraging the recruitment of disabled people A number of awareness-raising initiativeshave been organised concerning the pro-fessional integration of disabled people(poster campaigns and the publication ofa guide for Geodis Calberson managers,for example). Regional targets have been

set with a view to raising the proportionof disabled people in the workforce to6%, in accordance with French law, by2015. In 2011, the proportion was 2.55%across the Group, with variations acrosssites and countries. At the same time,Geodis BM worked with external partnersto promote the recruitment of disabledpeople and buy services from employersof disabled people, and conducted regularawareness-raising initiatives.

Fostering gender equalityGender parity is also a priority for Geodisin business functions that are historicallymasculine. The divisions signed newagreements in favour of men and womenequality in the workplace. In 2012, theGroup undertook a review of practices inthe field of gender equality.

Restating our social responsibility

GEODIS LOGISTICS GERMANY

A betterbalancebetweenprofessionaland home life Geodis Logistics Germanysought to find new ways of building staff loyalty.Alongside programmes to encourage internalmobility, and greateraccess for women tomanagerial positions, the approach focused onimproving the balancebetween professional lifeand family life through a range of measuresdesigned to increase theflexibility of working hours:part-time work by choice,parental leave, shorterworking hours to preparefor retirement, etc. Manyemployees took advantageof these opportunities, thus contributing to staffmotivation.

To satisfy stakeholder expectations in the field of diversity, Geodis is seeking to better meet its responsibilities as an employer.

Geodis Logistics,Marocco

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A Group safety-securitydepartmentThe Group, whose employees are exposedevery day to the risk of accidents, hasdeveloped a strong culture of workplacesafety. The Group once again made con-siderable efforts in this area in 2009, asillustrated by its decision to broaden andstrengthen the Group safety-security department. Set up in 2011 to oversee thesecurity of assets, its scope has now beenextended to include the safety of people.Its role includes coordinating safety pro-cedures, developing management sys-tems based on the OHSAS standard (seepage 16) and creating a central accidentand incident reporting procedure, essen-tial for putting in place targeted actionplans. Reporting data are transmitted tothe Executive Committee every quarter.

Assess risks for more effectivecontrolThe Group’s efforts to manage safetyrisks for its employees in every way pos-sible, both on the road and on-site, con-cern each division or site, in line withtheir own characteristics. The IndustrialProject Department of Geodis Wilson, forexample, which specialises in transportand logistics for large-scale projects inspecific sectors (oil, rail, mining, etc.)aims to ensure the safety of employeeswho may be working in difficult politicalor technical contexts. An overall assess-ment of each geographical region (polit-ical and military situation, etc.) is sys-tematically carried out, and staff receivetraining on current practices.

Training as the keystone of road safetyGeodis BM, which reported five fatal ac-cidents and an increase in driver acci-dents in 2010, put in place a vigorous plan

of action in 2010 to reverse the trend.The prevention scheme was expanded in2011. It includes regular awareness-raisingcampaigns, safety challenges, and sys-tematic “eco-safety” training for drivers.The Drivers’ Manual was revised andtranslated into eight languages. To sup-port these initiatives and reward collec-tive efforts, the criteria for calculatingemployee profit-sharing bonuses now in-cludes road accidents. Further, a partner-ship has been set up with the ACP(Automobile Club Prévention), an organ-isation approved by the French Ministryof Transport. Based on a detailed analysisof each accident, the ACP draws up quar-terly reviews of accident data and putsin place targeted awareness-raising andcommunication initiatives. At the sametime, any driver who has a second acci-dent in the next twelve months followsanother customised ACP training course.Penalties may include dismissal for anydriver after two accidents.

Encouraging resultsAll these actions together have signifi-cantly reduced accident frequency from0.70 (number of accidents caused by dri-vers in relation to the number of vehiclesin the fleet) in 2010 to 0.53 in 2011. Theseefforts will continue in 2012 with a viewto reaching a target of 0.40. Again with a view to protecting employ-ees more effectively, Geodis BM has putin place a 24/24 alert/emergency inter-vention plan to assist its 250 isolated dri-vers (working at night, for example) ifthey are ill. Geodis Logistics is pursuing the safetypolicy rolled out in 2007 across its plat-forms, with a view to cutting the numberof occupational accidents from one yearto the next by 10%. This effort has led toa fall in the severity of accidents, thanks

Staff safety and well-being as a priority For Geodis, a company’s performance also depends on its ability to provide safe, non-stressful working conditionsfor its employees.

GEODIS LOGISTICS GRENOBLE

A preventivewarm-up To cut the number ofoccupational accidents in handling activities, theGeodis Logistics platformGrenoble has put in placedaily workplace sessions towarm up muscles and joints.The sessions, which lastbetween five and eightminutes, are organisedevery morning by theplatform’s “movement and posture” monitor.Employees have taken the idea on board and theinitiative has also served to build team cohesion.Further, no handlingaccidents have beenreported in the first monthsfollowing the introductionof this initiative.

- 20% Fall in the road accidentsrate at Geodis BM in Francebetween 2010 and 2011.



to a wide range of on-site initiatives:training, communication, challenges,OHSAS 18001 certification, surveillanceaudits, regulatory watch.

Geodis Wilson targeting globalcertification in health and safety In order to satisfy customer expectations,Geodis Wilson is aiming to obtainOHSAS 18001 (Occupational Health andSafety Assessment Series) certificationacross a number of their sites in 2012.Previously five countries (UK, Sweden,Finland, Australia and New Zealand) ob-tained this certification, which providesthe basis for an effective health andsafety management system along withaction plans to reduce the risks to whichemployees are exposed.

Improving working conditionsAlso in 2011, the entire Group devotedconsiderable efforts to questions relat-ing to employee well-being in the work-place, the management of psychosocialrisks, and the improvement of workingconditions. Within Geodis BM, a workgroup called BEST (from the Frenchacronym Bien-être et santé au travail,accounting for health and well-being inthe workplace) was set up in order toidentify employees at risk, through sur-

veys, to put in place actions to bettermanage professional stress and, morebroadly, to look at what makes an idealcompany prior to initiating an excellenceplan on the theme of well-being in theworkplace. Geodis Calberson placed theemphasis on preventing stress as wellas on the risk of muscular-skeletal dis-orders. This type of disorder may be re-duced for delivery drivers, for example,through the use of ergonomic equipmentsuch as polyvolume vehicles and electricforklift trucks.

Geodis Wilson, transport of an Alstom 405-tonsstator, Strasbourg (France)

A partnership withInternational SOSTo ensure the safety andsecurity of Geodisemployees on businesstrips, as well as expat staff,Geodis has signed a contractwith International SOS,global leader ininternational assistance.This contract makesprovision for 24/7 assistancefor all types of crisisanywhere in the world.Geodis employees can also access the database of International SOS, for useful travel tips, country by country.

GEODIS LOGISTICS IN HUNGARY

Workingtogether for safetyThe Geodis Logisticsplatform in Gyal (Hungary)reached the symbolicfigure of 1,000 days with no occupational accidents.This achievement is the result of the trainingprogrammes put in placejointly by the site and its customer Nestlé.

Expertise at the service of customers Geodis has organised its sustainable development approach around customerrequests to improve the economic and environmental performance of their supplychain. To help them achieve their ambitions, the Group aims to stay one step aheadof their requirements and to use its expertise to develop innovative, made-to-measure solutions that meet the current and future challenges facing the transportand logistics sector.


In pursuit of this principle, set out in cus-tomer commitments, the Group needs toaddress two in dissociable requirements.The first is to support customers in thetransformation of their business and lo-gistics needs: international development,transfer of production to Asia or SouthAmerica, new supply regions to maintaincompetitive edge, reduced stocks to limittied-up capital, higher fossil energy prices,etc. These trends are changing logisticsplans. They demand complex, made-to-measure solutions that also satisfy increasingly stringent quality/cost/time

requirements.

At the same time, the Group must helpcustomers address the environmentalchallenges facing them (measuring andreducing greenhouse gas emissions, in-creased regulatory requirements, con-sumer image, etc.). Through its knowl-edge of supply chain functions and theenvironmental expertise acquired in re-cent years, Geodis is able to deliver toolsand solutions tailored to this twin chal-lenge. Through an approach that associ-ates economic and environmental perfor-mance targets, Geodis is able to bringcustomers differentiating tools with highadded value.

Environmental progress and economic performance

Geodis BM teststhe first hybridrefrigerated truckfor Carrefour In October 2011,Geodisstarted making deliveries tosix Carrefour stores (Frenchretailer) in Lille city centreusing a 26-tonne hybridrefrigerated truck. The truckswitches to electric modewhen it approaches thestores, thus reducing noise,fuel consumption (-20%) and CO2 emissions (-10 tonnesper year compared with a conventional truck). Based on a partnership betweenCarrefour, Geodis BM andRenault Trucks, the trial willbe reviewed in 2012. It is part of the Distripolis concept (see pages 20-21).

Containers, Port of Antwerp (Belgium)

The sustainable development approach implemented by Geodis takes on its full meaning in its quest to combineenvironmental progress with cost performance for customers’ supply chains.

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IT tools to optimise the supply chainIn France, 75% of road freight shipmentsconcern distances of less than 150 km.Geodis is therefore seeking primarily tohelp customers to optimise freight routesby road, thus saving fuel and – at thesame time – cutting greenhouse gas emissions. To this end, the Group is modernising its IT tools. Optimising the services provided to customers demandspowerful information systems able totrack flows in real time and share databetween all the players in the supplychain. Geodis therefore decided to renew all the Group’s TMS (TransportManagement Systems). Depending on thebusiness function, the new applicationsare already deployed or in the final stagesof development, such as NextGen TMS atGeodis Wilson. They help to improve flowmanagement across several divisions.In 2010, Geodis Calberson developed amade-to-measure tool called Copilote toimprove the scheduling of urbangroupage/express routes, based on cus-tomer addresses and real-time data fromdelivery drivers. Right from the first tests,this system cut the distances travelledby delivery vehicles by 5%.Geodis BM has also equipped its entirefleet of trucks with an onboard IT toolcalled Eliot. Connected to the vehicle’stechnical systems, this tool collects dataon fuel consumption in order to draft re-ports by truck and by driver. This data isthen analysed in order to customise thecontent of training courses in rationaldriving training and to make sure thatrecommendations are put into applica-tion over the long term.

Modelling CO2 emissions with a reliable, high-performancecalculatorSince 2010, a CO2 calculator has beendeveloped for Geodis customers’ trans-port flows. This calculator is used as a de-cision-support tool in selecting transportmeans and plans, based on the emissionsof three greenhouse gases. During the callfor tender phase, the tool can be used tomodel the emissions of CO2 (carbon diox-ide), N2O (nitrous oxide) and CH4 (methane)generated by end-to-end transport flows(including pre- and post-shipment) any-where in the world, regardless of the

means of transport used, the type offreight or its packaging. The pertinenceof the tool, whose rigorous application,robust methods and truthful results wereverified in 2011 by Bureau VeritasCertification, is reflected in the requestsmade by customers during the call-for-tender phase or concerning the optimiza-tion of existing contracts. Around fortykey account customers asked Geodis tomodel their emissions in 2011. These re-quests were made by customers keen tocut their global carbon footprint, workingin a wide variety of sectors such as indus-try (33% of requests), consumer goodsand retailing (26% of requests), textiles(12%), and aerospace and defence (9%).Half came from groups with multimodalfreight flows (air, sea, road). By makingthese calculations, Geodis is able to bringcustomers solutions that are optimised interms of cost, time, and carbon emissions.


La combinaison air-mer, solution plus douce et compétitivepour les flux intercontinentaux

ERIC POULON TRANSPORT MANAGER AT SCHNEIDER ELECTRIC’S EMEAS HUB

The reduction of CO2 emissionsat equivalent cost and servicelevel is a decisive criteria todayfor Schneider Electric in itsselection of service providers.We wanted to get out of the“road only” approach with ourshipments between Lyon andRussia. Geodis proposed aninnovative solution and won the call for bids. Since April 2011we have revamped our transportplan with a road segment fromLyon to Antwerp followed by a sea segment from Antwerp toSaint Petersburg and then roaddeliveries in Russia. Geodis’short-sea solution is effectivefrom all standpoints as it cuts a day off delivery times, bringscosts down (through lowertransport costs and customsduties) and reduces CO2

emissions by around 70% for this flow. Geodis came up with aninnovative idea as part of a real partnership approach – a constructive relationship andnot just one between customerand service provider.

A wordfrom a customer

GEODIS CALBERSON NORTH

A university forthe transportof the future For Geodis, implementingits expertise goes hand-in-hand with the ambition toconvey an understandingof its activities and to share its approach tosustainable development.Geodis Calberson Northinvited 300 customers andprospects to a local eventbringing together alldivisions and partners atthe end of 2010. Named theUniversity for the transportof the future, the eventgave customers anopportunity to discover theGroup’s latest innovations.They were able, forexample, to try out electricvehicles and ergonomicpallet transfer trucks and to find out more about itspractical initiatives in theareas of eco-driving, theenvironment and safety.

Combining means of transport in line with needs For Geodis, combining several means oftransport is the first and most importantway to optimise supply chains, from bothan operational and environmental stand-point. It has made multimodality a strate-gic lever in its development. The Group’sexpertise in all transport functions andits ability to manage all customer logis-tics flows make this choice credible.Geodis is able to customised solutionsbased on the weight and characteristicsof the freight carried, the distances tobe covered, the geographical regions tobe served and the time constraints:modal transfer from air to sea for inter-national flows, combined rail-road trans-port, rail motorways, flows pooled withthose of other customers, rail to ap-proach city centres, etc.

The means to developmultimodal transportGeodis’s multimodal strategy is based ona dedicated organisation and resources.Following several external growth oper-ations in 2010 and 2011, the Group cre-ated Geodis BM Multimodal, a subsidiaryresponsible for organising and marketingthe entire rail-road offering in France.To support the development of thisactivity, the entity also invested in 200new swap bodies, thus renewing almostone-third of its base.Further, in early 2011, Geodis opened avast multimodal platform with a coveredarea of more than 14,000 m2 in aBonneuil-sur-Marne, east of Paris. Thisplatform groups road, river and rail re-sources.

A new urban logistics modelGeodis has developed Distripolis, an in-novative urban logistics concept. Againsta backdrop of growing urbanisation andgreater restrictions on city-centre deliv-eries (e.g. shorter access times) and inresponse to the increased expectationsof governments and citizens, Geodis isseeking to develop multimodal solutionsfrom the first to the last mile. The objec-tive is to limit nuisances (pollution, noise),to maintain the attractiveness of the citycentre and to contribute to a betterquality of life in the city. Freight flowsfor urban delivery are consolidated and

shipped (by train, barge or full truck-load), to multimodal platforms locatedon the edge of the city. From here, theyare taken to ecological urban logisticsbases called BLUE Bases perfectly inte-grated into the city, before being deliv-ered to the city centre by clean, silentvehicles tailored to the needs of “lastmile” logistics (light electric vehicles,electric tricycles, etc.). Trialled from June 2011 in Paris then infour other cities around France (Lille,Strasbourg, Toulouse and Versailles),Distripolis will gradually be extended toother large or medium-sized cities inEurope. In Paris, the aim of Distripolis isto achieve an 85% cut in greenhousegas emissions by 2015 compared withcurrent levels.

Multimodal levers for optimisedfreight flows Geodis uses of all levers in its efforts tosupport customers looking for economicand environmental performance. To thisend, the Group is implementing multi-modal solutions and keeping up with all


A wordfrom acustomerTONY DELATTREFOOD SUPPLY CHAIN DIRECTOR,PEPSICO FRANCE

“For a number of years, Geodishas been helping us to factorsustainable development into our supply chain, whileaddressing strong growth in volumes and the need to staycompetitive. Through itsexpertise in road transport andits knowledge of rail transport,we have been able to make useof road-rail services from 2006.Today, of the 650,0000 freightpallets that we ship every year,30% use this means of transport.In this way, we save 1,500 tonnesof carbon every year as well asreducing road risk. Multimodaltransport is also a response tothe road transport shortagesthat are frequent in summer. It is also in keeping with thecourse of history. Rising oil pricesand the development of greentaxation will gradually make roadtransport lees competitive than rail-road options.”

GEODIS WILSON IN SWEDEN

FinancingenvironmentalprojectsIn Sweden, Geodis Wilsonlevies an amount from eachfreight shipment for paymentinto a fund managed by an Environmental Council,made up of customers and the Swedish Society for NatureConservation. This greenservice fee varies between€2.50 and €5 per shipment,depending on the customer. In 2011, it was used to finance a number of environmentalprojects, such as a study on the impact of rising fuel prices(€71,500) and an environmentaleducation project (€27,500)conducted by Ice Hotel, one of Geodis Wilson’s customersin Sweden.

portfolioThe Blue Attitude approachconsists of real-life work onsocial and environmentalissues. The following pages presenta panorama of theinitiatives taken in 2011, all of them owing theirsuccess to the day-to-daycommitment andinvolvement of employees.

Well-managedroutesGeodis uses in-vehicle ITequipment. Geodis BM rolled outthe Eliot IT tool across its fleet to monitor fuel consumption.Geodis Calberson continued toimplement the Geodriver andCopilote resources that help tooptimise flows by sequencing routesand reducing mileage by 5%.

Training for allIn October 2011 recently hired or appointed executives in cross-functional positions from all overthe worlds attended the GroupInduction Seminar.

Twelve European employeesgraduated from the first class of the Geodis Executive Masterprogramme, organised inpartnership with ESCP-Europe, in 2011.

Geodis drivers are continuouslytrained in eco-driving, for moresafety and improved environmentalperformance.

2011 GeodisFoundationprize winnersIn December 2011 Pierre Blayau,chairman of the Geodis Foundation,presented the Guy Crescent awardsto the seven prize winners. The aim of the Foundation is to encourage entrepreneurshipand initiatives by disabled peoplein three categories: “Encouragingautonomy”, “Fostering dialogue”and “Creating and exceeding one’s limits”.www.fondationgeodis.org

Homeless World CupIn August 2011 Geodis supportedthe ninth Homeless World Cupfootball event in Paris. A total 64teams from around the world wenthead to head in this competitionaimed at helping homeless andexcluded people get back intosociety.

The multimodalplatform at Bonneuil-sur-MarneThe first Geodis trimodal platformopened its doors in Bonneuil-sur-Marne in March 2011. The site,connected to rail lines and located in the centre of a waterway port just10 km from Paris, is a major asset inGeodis BM’s organisation structure.The platform’s main customer is Presstalis, for which it shipsnewspapers and magazines in the Paris region and acrossFrance, optimising flows and using rail transport.

The DistripolisrevolutionIn an increasingly citified world,urban goods transport is one oftoday’s biggest issues in logistics. In June 2011 Geodis launchedDistripolis, an urban logisticsconcept based on a multimodalorganisation structure. Goods aregroup transported to cities by train,barge or full-load truck anddistributed in the city centre usingthe least invasive logistics system,including electric vehicles andpower-assisted tricycles.

The first hybridrefrigeratedtruck As part of its Distripolis offer, in Lille in September 2011 Geodis putthe first hybrid refrigerated heavygoods vehicle into service for its customer Carrefour.The truck is fitted with a cryogenicrefrigeration system – the only one of its kind on the market – and is completely silent in operation. The combination of an internalcombustion engine and an electricmotor cuts diesel consumption by 20% and reduces CO2 emissions. The truck delivers to Carrefour’s six stores in central Lille more cleanly and quietly.

2011 Blue AttitudeTrophySince 2009, Blue Attitude Trophyhas been presented to employeesfor the best sustainabledevelopment initiatives carried outinternally or in partnership with customers, suppliers and associations.The awards have met withincreasing success, with some 70 projects entered in 2011. Above: the Geodis Logistics site inGrenoble, which won a prize for itsinitiative on warm-up exercises inthe workplace aimed at reducingthe risk of handling accidents.

Geodis WilsonInnovationMasters awardsIn December 2011 Geodis Wilsonorganised its first InnovationMasters awards ceremony. The objective of the awards is to reward the creativity of thedivision’s employees worldwide. In the sustainable developmentcategory, the first prize went toGeodis Wilson Canada for its projectto roll out 12 action phases in favourof sustainable development.

A recognisedCO2 calculatorGeodis has developed a CO2calculator to model the emissionslinked to the transport flows of its customers and enable them to select logistics plans adapted to their economic andenvironmental objectives. Emissions are calculated for end-to-end flows (including pre- and post-shipping), regardless of the country and transport mode.The calculator was verified by Bureau Veritas Certification in October 2011.

The OxygenProject Geodis measured its carbon footprintfor the very first time in 2011. The measurement covered a broadscope, including subcontractors. The assessment is part of the Group’sambitious long-standing policy to reduce CO2 emissions.

Photovoltaicinstallation in ItalyGeodis Logistics inaugurated a 32,000-m2 warehouse fullyequipped with mono-crystallinephotovoltaic panels in Castel SanGiovanni in 2011. The site has morethan 13,000 panels able to produce3 MWh of electricity a year, enoughfor the needs of 1,000 households.Reducing CO2 emissions anddeveloping renewable energies, the Castel San Giovanni warehouseobtained top-level BREEAMcertification in November 2011.

Good corporatecitizenIn early 2012 the Geodis Class 40 yachtskippered by Fabrice Amedeo and ArmelTripon came third in this year’s Solidaire duChocolat double-handed transatlantic racefrom Saint-Nazaire in France to Progreso in Mexico. The boat wore the colours of the Mira Europe association, the leadingEuropean centre for the training of guidedogs for young blind people.Geodis employees organise a considerablenumber of other initiatives locally. Geodis Calberson Touraine-Anjouencouraged some 550 employees,customers and partners to compete in the10 km and 20 km running races in Tours in2011. The community-minded initiative wasin favour of the Blouses Roses associationthat works with hospital in-patients and people in retirement homes.

Support forGeodis TeamathletesThe Group created the Geodis Teamto encourage and support for an 18-month period ten top-level ableand disabled athletes, backing themin their preparations for the 2012Olympic and Paralympic Games inLondon. This is a strong commitmentin favour of sport for all and thevalues of perseverance and exceedingone’s limits.

Protecting theoceans with theMaud FontenoyFondationGeodis supports the Maud FontenoyFondation that works to raise publicawareness – and the awareness of young people in particular – onthe protection of the oceans and thepreservation of marine biodiversity.

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new promising innovations in the worldof transport.

•Top One: urgent deliveries by high-speed train to reduceenvironmental impact In February 2011, France Expresslaunched a new urgent delivery servicecalled Top One. The aim is to ship parcelsof up to 30 kg in the hold of high-speed(TGV) trains to and from France, Londonand Brussels. The dense network of TGVstations and France Express depots cutsthe cost of last mile delivery, making thisparcel service more competitive than aroad-based service. The use of rail trans-port also slashes greenhouse gas emis-sions while helping to reduce congestionon the road network.

•Combined air-sea shipment, asofter, more competitive solutionfor intercontinental freight Like the rail-road combination used forshipments between two European coun-tries, the air-sea combination meets theperformance requirements of customersshipping freight between two continents.Geodis’s Sea-Air service offers the bestcompromise between time constraints,cost and CO2 emissions. Depending onthe journey, customers can, for example,save time by using air transport for onestage of the project, and minimise costsand environmental impact, by opting forsea transport at another stage. For in-

formation, based on an equivalent load,a sea-air shipment from Hong Kong toFrance may cut emissions by 40% com-pared with a shipment by air alone.

• The development of waterways transportSealogis, a subsidiary of Geodis Wilson,manages sea agency activities (companyrepresentation), waterway freight for-warding and port handling operations atall French ports and in particular thoseon the Seine (Le Havre, Rouen and Paris).More than 10,000 twenty-foot equivalentunits were shipped on the Seine in 2011,or 20% of the goods volumes confidedby Sealogis to Le Havre, mainly ingrouped flows (flour containers for ex-ample), which is a more carbon-efficientform of transport than road for the samedistance.

Expertise recognised by GroupcustomersAny sustainable development approachimplemented by a company must bebased on high-quality products and ser-vices if it is to be meaningful. To contin-uously improve quality, Geodis and its di-visions conduct regular customersatisfaction surveys. The results indicatea high level of satisfaction. For example,95.5% of Geodis Logistics customers saythey are satisfied. Calls for tender reflectthe changing requirements of logisticscustomers, who increasingly set out

GEODIS BM SALAISE (FRANCE)

Ecoway: anecological,economicalservice forshipmentsbetween Franceand ItalyFor a customer specialisingin medical equipment,Geodis suggested usingEcoway for shipmentsbetween France and Italy.This rail-road service, whichrelies on new trailers,extends the use of the Alpinerail motorway, used only bytankers until now. Geodis BMin Salaise (France) providestrucks that travel to the railterminal in Aiton (Savoieregion). The trailers are then placed on a train toOrbassano (Italy), where they are picked up again byGeodis BM. Through thisservice, the customer hasbeen able to cut CO2emissions by 20% andoptimise transport costs per tonne shipped, as well as cutting transport time and helping to reduce the number of vehicles usingthe Mont-Blanc Tunnel.


Geodis Logistics, Germany.


precise requirements in terms of quality,environmental factors and safety. Theyexpect their service provider not only tomake a commitment but also to imple-ment robust management systems toensure that the resources are availableto respect this commitment. In conse-quence, Geodis is basing its action inthese areas on the most widely appliedinternational standards, such asISO 9001 for quality, ISO 14001 for theenvironment and OHSAS 18001 forsafety.

Geodis Wilson,Guadeloupe (France)

What are the main sustainabledevelopment issues in the Asia-Pacific region?International trade is increasing as a result of growing demand frominternational customers and thesharp rise in consumption in Asia.This development comes hand inhand with major social expectationsand increased pressure on theenvironment. The job market isdynamic and staff turnover higherthan in Europe. Employees havegrowing expectations in terms ofworking conditions, training and pay.The challenges for companies are to provide more value-added jobsand gain the loyalty of their staff. In China, the world’s factory, and neighbouring countries,development is intense and verynatural-resource hungry, both for domestic needs (such asinfrastructure construction) and for the production of goods for theentire planet. Carbon footprintreduction is a necessity.

How mature are sustainabledevelopment policies in the region and what impact are they having on transport? While still largely absent from calls for bids, environmentalexpectations are on the rise and draft regulation is beingintroduced. But Asian countriessometimes still see theenvironmental requirements of the OECD countries as harmful to development. Companies are starting to see the business interest rather than the constraints of theseapproaches. That being the case,logistics companies will have adecisive role to play in improvingintra-Asian trade flows andintroducing alternative transportsolutions. Also important will be their ability to help their own suppliers to improve their sustainable developmentpractices.

InterviewRÉGINE PICARDDIRECTOR OF GEODIS GLOBAL SOLUTIONS FOR ASIA-PACIFIC, AND JOËLLE BROHIER MEUTER, DIRECTOR, ANAKOUT CSR CONSULTANCY(SINGAPORE) AND CO-FOUNDER WWW.RSE-ET-PED.INFO

Working with partnersand the communityGeodis seeks to act responsibly within its sphere of influence. This commitment,based on a close dialogue with stakeholders, can be seen in the involvement of its partners – suppliers and sub-contractors – in managing the social and environmental risks of its activities. Societal actions that reflect the Group’svalues of solidarity and commitment are also deployed.

Revenue distribution in 2011(excluding investments)

Customers(revenue)

€6,906 million

Employees€1,480 million

Suppliers€5,148 million

National and local authorities €158 million

Involvement in local communities

> €5 million(France)

This diagram shows the economic weight of Geodis with its stakeholders.


The Group is careful to listen to stake-holders and their expectations, some-times contradictory but always enriching.The dialogue can take different forms: •Employees: satisfaction surveys, partic-ularly as part of the Total EmployeeSatisfaction approach, discussions withtrade unions, the European ConsultationCommittee, etc.

•Customers and business partners (sup-pliers and sub-contractors): satisfactionsurveys as part of the Total CustomerSatisfaction approach, assessmentquestionnaires, audits, etc.

•National and local authorities and civilsociety: membership of professional or-ganisations, steering committees, meet-ings, partnerships, etc.

•Group (SNCF and subsidiaries):SNCF Geodis executive committees,work groups, annual reports, etc.

An attentive approach as the basis for progressThese discussions enable Geodis to main-tain an active watch on strategic oremerging environmental and social is-sues and to adjust its actions as neces-

sary. At the end of 2010, for the first time,Geodis brought together a representativegroup of its main stakeholders in orderto discuss sustainable development is-sues, expectations, and the actions putin place by the Group. Some stakeholdersassessed the previous sustainable devel-opment report. Their views can be seenon the Geodis website (www.geodis.com). The Group realises that to make its sus-tainable development approach stronger,it needs to involve all the players. It willtherefore seek to hold similar initiativesregularly.

Making progress togetherMaintaining close relations with stake-holders makes it possible to undertakejoint studies and actions and may, for ex-ample, lead to innovations developedwith suppliers and customers to limit car-bon emissions, or to societal initiatives.Geodis is also present in public and tradeentities. For example, the Group is takingpart in studies on future upgrades toFrench and European regulations in thefreight transport sector and in the fieldof sustainable development.

Stakeholders: dialogue is a priorityFor Geodis, matching its sustainable development actions tostakeholder expectations is key to their success.

Geodis Calberson,United-Kingdom

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This can be explained by the Group’sbusiness model, which involves extensiveuse of sub-contracting in road, air andsea shipments, accounting for 60% ofrevenue in 2011. This substantial figureis naturally reflected in Geodis’s carbonfootprint : sub-contractors alone accountfor 87% of the Group’s greenhouse gasemissions.

New criteria in purchasing toolsand processes In the light of these facts, Geodis has in-troduced a purchasing approach to bringin responsible partners. In 2011, furtherprogress was made in systematically in-tegrating ethical, environmental and so-cial criteria in specifications, analysisgrids and standard contracts. These arenow differentiating but not discrimina-tory criteria.

A platform to assess suppliercommitmentAt the same time in 2011, Geodis joinedEcoVadis (see box), a collaborative plat-form specialised in evaluating the envi-ronmental and social performance ofsuppliers in 150 sectors of activity.Following a pilot phase involving a panelof sub-contractors and suppliers, the pur-chasing division will use this tool to selectnew suppliers and assess existing ones.In 2012, the platform will also be gradu-ally made available to the divisions (in

particular Geodis Wilson, which workswith a limited number of main sea-andair-freight subcontractors, its core carri-ers, and also Geodis BM for its regularhaulage partners) to help them selecttheir transport sub-contractors, providedthat these firms are part of the approach.

A purchasingprocess serving sustainable developmentGeodis buys over €5 billionworth of services fromsuppliers and sub-contractors(including transport services), who therefore represent astrategic lever in improving the Group’s environmentalperformance.

PIERRE-FRANÇOIS THALER, CO-FOUNDER AND MANAGINGDIRECTOR OF ECOVADIS

What are the benefits forsuppliers assessed by Ecovadis? The first is that they gain anindependent assessment of theirpractices based on a frameworkcompliant with international CSRstandards (ISO 26000 standardand the Global ReportingInitiative). It also gives them an opportunity to compare theirperformance with that of othercompanies in the same sector and to identify the strengths oftheir sustainable developmentapproach as well as anyweaknesses that need to beaddressed. Last, when supplierscomplete our questionnaire onthe request of a customer, theygain an assessment that cansubsequently be used by othercustomers.

What are the benefits ofassessing suppliers forcustomer firms? Our tool provides industrial accessto reliable information on the practices of thousands of suppliers in 90 countries.Customer firms can therebyidentify any environmental andsocial risks and take correctiveaction, and also pick out the mostinnovative suppliers in order to improve their own products and processes.

How do you see Geodis’ssustainable purchasingapproach?Geodis is the first logistics playerto put in place an initiative of this type with tools as structuredas those we use ourselves. It is a pioneer in this area.


*Overheads, travel, consultancy and fees, IT services, cleaning services.

Breakdown of Geodis purchases by major family in 2011

10%other purchases*

4%real estate

4%temporary staff

3%fuel

2%transport equipment

77%transport

sub-contracting


A project to optimise the consumptionof fluids (gas, electricity, water) was setup in 2010 and continued in 2011 withthe organisation of consumption auditsat 11 sites in France. Recommendationswere made on infrastructure, equip-ment, contract optimization and educa-tional initiatives. The actions to be con-ducted are selected by each division in2012. At the same time, a new travelagency has been selected to managebusiness travel. The agency was se-lected also for its ability to indicate thecarbon emissions of the means of travelused when orders are placed and to pro-vide a summary of travel emissions.The Group is also implementing new poli-cies on the renewal of some items of

equipment, whose production or use hasan impact on the environment. For ex-ample, it will now seek to renew IT equip-ment every four years rather than everythree, thus limiting the consumption ofresources and the carbon emissions in-volved in production as well as the wasteproduced at the end of their life cycle.Geodis BM has adopted the same ap-proach for its fleet, with trucks now beingreplaced every five years. At the sametime, the Group is taking advantage ofthe renewal of its vehicle fleet (trucks,company and employee cars) to placethe emphasis on Euro 5 engines.

A wide range ofinitiatives in all purchasing familiesAll purchasing families (property, temporary staff, fuel,travel, packaging, consumables, etc.) are considered aspotential levers for improving the environmental and socialimpact of the Group’s activities. Specific actions areorganised for each family based on the issues involved.

Innovating with suppliersGeodis is working in closepartnership with some of itssuppliers in order to acquirevehicles designed for betterenvironmental performance.For example, thedevelopment of “clean”vehicles for city centredeliveries as part ofDistripolis (see pages 20-21)was part of a cooperationproject with manufacturerFiat, coach builder Gruau andrental firm Fraikin. This led tothe arrival of the first electrictrucks in mid-2011 meetingspecifications in terms ofrange, load and handling. In the same way, Geodriverand Copilote, the routescheduling tools, weredeveloped jointly by GeodisCalberson, and PTV Loxaneand IER, companiesspecialised in geographicalinformation services and flow optimisation.

Geodis Calberson vehicles, Gennevilliers (France)

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Geodis’s societal commitment is ex-pressed through actions by local sites andstaff for charitable or philanthropiccauses: helping sick children, providingemergency assistance for disaster vic-tims, disablement, fighting Aids and can-cer, etc. This grass-roots involvementplays a real role in building team cohesionand making employees proud to belongto a company with a strong sense of corporate citizenship. It takes a varietyof forms: fund collection, logistics sup-port, shipments of equipment, financial support, sponsorship of events, etc. In2011, Geodis Calberson and Geodis BM

staff distributed 150,000 copies of Rose magazine, a publication for cancer suf-ferers, across France. In Japan, Geodiscontributed to humanitarian aid operationsin the weeks following the tsunami inMarch 2011.

Acting against all forms of exclusionThis local corporate commitment is ad-dressed at Group level through theGeodis Foundation. Created in 2007, itencourages entrepreneurship and initia-tive by disabled people or associationsworking in the field of disablement,

Sponsorship, expressing the Group’s commitment as a corporate citizenBuilding on its economic weight, broad presence and the personal involvement of its employees, Geodisaims to put down strong roots in local communities, underlining its role as a responsible player and citizen and encouraging local initiatives.

GEODIS LOGISTICS FRANCE

Reducing thedigital dividebetween Northand SouthWorking alongside itscustomer Ricoh, GeodisLogistics is supporting“Close the Gap”, a BelgianNGO set up in 2003. Theorganisation aims to closethe digital divide betweenNorth and South countriesby reusing old businesscomputers, after repair if necessary. Afterreconditioning, thecomputers are madeavailable for social projectsin a number of Africancountries. Geodis Logistics,which is a partner of theassociation since 2011.


The Geodis Foundation awarded a Guy Crescent Prize to Marc Borgettofor the Snowheel that enables seateddisabled skiers to reach the cable carswithout assistance.


through the Guy Crescent Prize awardedevery year. In 2011, for example, theFoundation recognised Marc Borgetto, aparaplegic engineer who has developeda system to enable seated skiers to reachcable cars without assistance. Apart from its Foundation, Geodis takespart in corporate citizenship actions infavour of the integration into the labourforce or into the society for disadvan-taged people, or in educational initiatives.Geodis supported actions in the field ofsocial integration (for example, Fondationde la deuxième chance) and sustainabledevelopment awareness (support for theMaud Fontenoy Foundation and GoodPlanet, a foundation set up by YannArthus-Bertrand.)

Promoting sustainable youth employmentThrough its growth and strong presencein local labour market areas, Geodis pro-motes the long-term workplace integra-tion of young people, with particular em-phasis on those outside the labourmarket. For a number of years, the Grouphas conducted initiatives in this areathrough a partnership with France’sConseil National des Entreprises pour laBanlieue (an organisation set up to pro-mote employment in deprived areas),alongside local employment entities andjob centres. In 2011, Geodis signed aroundtwenty vocational training contracts,

more than 200 temporary contracts andmore than 50 fixed-term contracts withyoung people. Reflecting this active re-cruitment policy, almost 20% of theGroup’s workforce is under 26. Effortswill be stepped up in 2012 with the sign-ing of a national agreement by the Groupand several major French companies topromote the employment of young peo-ple from working-class areas and buildties with the world of business.

Sport as a key expression of theGroup’s societal commitmentsGeodis sees sport as an excellent way toreach a wide audience and to convey theGroup’s values of solidarity and constantefforts to push back the limits. Geodis en-courages sports-focused societal initia-tives. As well as supporting sports initia-tion programmes in deprived areas, andlocal football teams, the Group organisednew initiatives in 2011. It set up “GeodisTeam”, a group of ten male and femaleathletes from various backgrounds, able-bodied and disabled, with a view to sup-porting them in the run-up to the summer2012 Olympic and Paralympic Games inLondon. In August 2011, Geodis also part-nered the Homeless World Cup, whichaims to promote the integration of home-less people and raise awareness of theircause among the general public.

GEODIS WILSON IN SOUTH AFRICA

A new use forcontainers The Rotary Club asked itspartner, Geodis WilsonSouth Africa, to support a clinic in a township near Johannesburg. With 10,000 patients a year, the clinic was facingovercrowding and neededto be extended. Inresponse, Geodis Wilsondonated a number of seacontainers and helpedclinic staff set them up andturn them into consultationsurgeries and pharmacies.

Geodis Logistics,Dublin (Ireland)

A commitment to the planetGeodis is aware of the responsibility and environmental impact of the transport and logistics sector, and is pursuing dynamic and proactive environmental policies in response. The main focus points are to measure and reduce its carbon footprint, and to improve the environmental performance of its transport solutions and buildings.


Committed to sector-basedinitiativesTo share best practices andintroduce solutions in partnershipwith companies in the sector,Geodis is involved in a range of initiatives worldwide.In France, Geodis BM and Geodis Calberson signed ADEME’s CO2 Charter in 2008,committing to quantifiedobjectives on reduction and actionplans. In Sweden, Geodis Wilson isinvolved in an initiative by NTM,the Swedish Network forTransport and Environment, aimedat measuring the environmentalimpact of transport and also in the Clean Shipping Projectaimed at assessing theenvironmental performance of seatransport. Geodis SCO is playing an active role at local level.In the USA it is a member of the SmartWay programme ofthe Environmental ProtectionAgency that encourages thereduction of transport-linkedemissions and as part of which thecompany was awarded the highestscore possible for its work onenergy efficiency. It alsoparticipates in the creation of asmiliar programme in Europe. InMexico, it is a founding member ofTransporte Limpio, a governmentprogramme on the certification of transport operators involved in the reduction of CO2 emissions. In Canada, Geodis SCO is workingto get its subcontractors involvedin the Fleetsmart programme onthe reduction of fuel consumption.

The reduction of greenhouse gas emis-sions is a strategic priority for Geodis.This commitment stems in part from theGroup’s ambition to improve its carbonefficiency and in part from the needs ofits customers looking for a greener sup-ply chain. A decisive step was made in 2011. For thefirst time, SNCF Geodis measured itsoverall carbon footprint with a view toidentifying impacts and the correspond-ing actions to be rolled out.

Comprehensive measurementThe wide-ranging project, called “Oxygen”,involved the development of a demand-ing and complex methodology aimed atachieving the most comprehensive andprecise carbon emissions measurementpossible. The objective was made evenmore ambitious by the international dimension of Geodis and the diversity ofits activities. The assessment also requireda tailor-made methodology consistentwith specific technical and geographicalcharacteristics and the operating modesof each transport and logistics activity.A complete range of parameters wastaken into account, including vehicletype, fuel consumption, loading rates,

pre-and post-shipping, and fixed assets.The data compiled for the analysis covers98% of Geodis revenues.

Recognised standards Project methodology was based on themost advanced standards and tools bothin France and internationally, namely the“Bilan Carbone” assessment developedby the French Environment and EnergyManagement Agency, ADEME, and theGreenhouse Gas Protocol, or GHGProtocol, recognised and used worldwide,as well as EcoTransIT, a tool developedspecifically to calculate the environmen-tal impacts of goods transport. In line with GHG Protocol methodology,emissions are divided into three scopes.Particular emphasis has been placed onscope 3, in terms of integrating all emis-sions sources. The calculation for scope3 primarily includes emissions generatedby subcontractors, together with emis-sions linked to the production of the fuelused by the company and the purchaseof equipment and services, as well as theend-of-life processing of waste, employee

Carbon: from assessment to action10% of the planet’s emissions of CO2, the main greenhouse gas behind global warming, are linked to goods transport*.

*Survey Fret mondial et changement climatique (Globalfreight and climate change), Centre d'AnalyseStratégique, France, 2010.

All of the greenhouse gases in the Bilan Carbone report are taken into account – CO2 (carbondioxide), N2O (nitrous oxide), CH4 (methane), HFC (hydrofluorocarbons), PFC (perfluorocarbons), SF6 (sulphur hexafluoride) and CFC (chlorofluorocarbon) – apart from gases not included in the KyotoProtocol emitted by the air sector. The measurement is based on 2010 data.

*The indicator includes pre- and post-shipments.

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travel (professional and commute), amor-tisation of vehicles, handling equipmentand buildings.

92% of Geodis emissions are indirectBy consolidating all these data, SNCF Geodis’ overall carbon footprintwas estimated at 5.9 million tCO2eq in2010, of which 4.9 million tCO2eq forGeodis (Geodis accounts for 84% of totalSNCF Geodis emissions). For Geodis only,95% of emissions are generated bytransport flows and 5% by buildings.Also, 92% of Geodis emissions are indi-rect, 0.5% made up of scope 2 (emissionsfrom electricity purchased) and 91.5% ofscope 3, including emissions by subcon-tracted transport companies, which ac-count for the lion’s share, or 87%, ofGeodis emissions. Regarding transport modes, the mainemitters are sea freight followed by airand road. However, carbon efficiency –i.e. the amount of emissions per tonneof goods transported and per kilometre– varies significantly from one means oftransport to the next (see diagram). Thispoint underlines how important it is forthe Group to help its customers reducetheir CO2 emissions through tailored mul-timodal transport plans.

Improving carbon efficiency Geodis aims to improve its carbon effi-ciency by 20% by 2020. To do so, it hasto continue working on the reduction ofdirect emissions from its owned trans-port means (speed limits, onboard IT,eco-driving training, etc.) and buildings(reduced energy consumption, improvedwaste management, optimised travel,etc.).With its carbon footprint intimately linkedto the activity of subcontractors, theGroup cannot act alone. This is why it isGeodis’ responsibility to encourage sub-contractors to initiate their own actionsto reduce emissions and to select com-panies on the basis of their carbon per-formance.Lastly, Geodis has to continue workingwith its customers by bringing them ef-fective and high-performance solutionsthat emit less CO2 and meet their eco-nomic and operational requirements,such as combined air-sea transport, mul-timodal transport and the use of cleanvehicles for last-mile logistics.

A high-value-addedcalculatorGeodis’ tool for modellinggreenhouse gas emissionsearned Bureau VeritasCertification verification in October 2011 (see p.19).The tool stands out throughits capacity to take accountof the operationalconstraints of customers(goods type, packaging,transport means) andthereby help them maketheir logistics choices.

CO2

Air*

(long haul)

548g CO2eq/t.km

Air*

(short haul)

1,040g CO2eq/t.km

Road66g de CO2eq/t.km

Waterways34g CO2eq/t.km

Combined*

21gCO2eq/t.km

Sea*

20g CO2eq/t.km

Rail15g

CO2eq/t.km

Groupage14.1kg CO2eqper shipment

(75kg de poids moyen)

Express12.5kg CO2eq per shipment

(35 kg average weight)

Warehouse16kg CO2eq/m2

Carbon efficiency of each activitySegmentation of CO2 emissions according to GHG Protocol

8%SCOPE 1direct emissions

91.5%SCOPE 3

other indirectemissions

0.5%SCOPE 2indirect emissions

SCOPE 1: direct emissions from fuel and gas combustion.

SCOPE 2: indirect emissions from the purchase of electricity.

SCOPE 3: indirect emissions linked to transportsubcontracting, fuel production, equipment and service purchases, waste processing, travel, and the amortisation of buildings and equipment.

Geodis is activelycommitted to:• improving carbon

measurements andintegrating them in its ITsystems,

• helping customers drawup and rollout low-carbonsolutions,

• improving its carbonefficiency by 20% by 2020.



GEODIS LOGISTICS IN ITALY

BREEAM-certifiedwarehouseGeodis Logistics settled in a new 32,000-m2 warehousein Castel San Giovanni in Italy in late 2011. The roofs of the site are equipped with 13,000 photovoltaic panelsthat produce 3 MWh ofelectricity annually – enoughfor nearly 1,000 households ayear. The performance of thesite has earned it the highestlevel of BREEAM certification,awarded by the BuildingResearch Establishment(BRE), a UK body that hasdeveloped an assessmentmethod for high-environmental-qualitybuildings.

Environmental actionon all frontsRenewing fleets to reducepollutionIn parallel with the increased use of truckswith “cleaner” engines, Geodis continuesto renew its vehicle fleet in line with thelatest European engine standards on re-ducing local pollutant emissions (carbonmonoxide (CO), nitrogen oxide (NOx), par-ticles, etc.) that impact air quality. At end-2011 nearly 48% of Geodis’ world fleetwas equipped with Euro 5 engines, on atotal fleet of 4,868 vehicles, and com-pared with 41% at end-2010.

High-performance equipmentand trained drivers The fuel consumption of heavy goods ve-hicles is linked to vehicle type, speed anddriving style. Since 2006, Geodis BM hasdecided to limit the top speeds of its ve-hicles to 82 km/h rather than the regu-latory limit of 90 km/h, for a fuel econ-omy of 1.2 litres/100 km on average eachyear. To the same end, Geodis BM favours“low-consumption” tyres that reducediesel use by 3%. And because fuel con-sumption hinges on driving style,Geodis BM and Geodis Calberson traintheir drivers on rational driving. The ap-plication of this at-the-wheel approachis then measured by in-vehicle IT sys-tems. In the event of any drift, drivers

receive additional training to help themdefinitively acquire a more economicaland safer driving style.

Tools for regulatory monitoring and risk assessmentGeodis BM and Geodis Calberson Quality,Environment and Safety teams have sinceFebruary 2011 been using Amadeo, an on-line watch tool concerning the environ-ment and safety regulations. The employ-ees use the database, developed withBureau Veritas, to answer any questionsfrom staff, customers or prospects on pre-vailing regulations in France. A similar toolwill be developed in other countries in2012. Meanwhile, Geodis BM has selecteda single risk assessment tool (safety, se-curity, environment, health) for all of itssites. The application is used by the sitesto update their “Single Risk AssessmentDocument” every year and makes it easierto monitor prevention action plans.

Rigorous environmentalmanagementAs part of its dynamic to continuouslyreduce the environmental impact of itsactivities, Geodis has introduced an en-vironmental management system basedon the ISO 14001 standard. Geodis is alsogradually rolling out the triple certification:

GEODIS BM CHIMIE METZ (FRANCE)

Clean andeconomicalworkshopsAs is true for all vehiclemaintenance and repairworkshops, the workshop atthe Geodis BM Chimie depotin Metz, France, produces a significant amount ofpollutant waste, includingsolvents, aerosols, usedpaper rolls and batteries.The site has taken severaldecisions to optimise wasteprocessing and reduce the volume of waste whilereducing costs. It hasreplaced solvents bydetergent and paper byreusable cloths, introducedan aerosol filling system to cut down on disposablebombs and now hasbatteries regenerated by a service provider.

58%of Geodis’ non-hazardous wastewas recovered in 2011.

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quality (ISO 9001), the environment(ISO 14001) and safety (OHSAS* 18001).At end-2011, out of 727 Geodis sitesworldwide, 235 (32%) had ISO 14001 cer-tification and 77 (10%) had triple quality/safety/environmental certification.

Virtuous practices at Group buildingsBesides certification, the environmentalmanagement system enables each siteto adopt a structured policy on improv-ing environmental performance. Thepolicy consists of real-life initiativesaimed at controlling and reducing theimpact of buildings, including logisticswarehouses, groupage platforms, salesoffices and head office. Given that theGroup mainly rents its premises, actionsinclude improving infrastructures, buy-ing more efficient equipment and raisingstaff awareness. The sites are focusedon reducing energy and water consump-tion, improving waste management andoptimising professional travel and com-muting. At local level, Geodis seizes every op-portunity to take things further and fos-ter the best environmental practices interms of real estate, as evidenced in theBREEAM certification recently earnedby the Geodis Logistics warehouse inItaly (see box).

Continuous work on wasterecovery Geodis’ operational sites produce haz-ardous waste – including filtration sludgefrom vehicle washing, used oil and filters,

vehicle batteries, and so on – and non-hazardous waste, such as wooden pallets,cardboard, plastic film and metallic paper.The environmental policy of the sites in-cludes rigorous management of thiswaste according to type. The waste issorted, stocked then sent on to process-ing sites for recovery whenever this lat-ter is possible. A significant quantity ofwaste is recovered every year thanks tothe hard work of the teams. In 2011 a full58% of non-hazardous waste generatedby Group activity was recovered.

*OHSAS: Operational Health and Safety Assessment Series.

235

GEODIS WILSON FRANCE

Reducing and offsettingemissionsAs an air and sea transportforwarding agent, GeodisWilson France does not havea proprietary fleet. Its actionplan for reducing its CO2emissions was focused onreducing energyconsumptions at sites. As a complement, GeodisWilson France hascommitted to GERES, a French NGO working in renewable energy andsolidarity, in order to offsetits carbon emissions(covering 50% of emissions). The projectconcerns the purchase ofeconomical wood-burningstoves in Chefchaouenprovince in Morocco thatwill economise 6,200tCO2eq over four years.

Above: Geodis BM vehicles in Oissel (France).Opposite: Geodis BM driver in Oissel.


Geodis sites worldwide had ISO 14001 environmentalcertification at end-2011 (32% of the total).

48% of Geodis’ proprietaryvehicle fleet complied with the Euro 5 standard at end-2011 (on a total of 4,868 vehicles).

2,052 drivers attended a trainingcourse in 2011 (39%) and 100%of drivers have already beentrained.


2008 2009 2010 2011

564

360

154

51

543

414

136

49

654

487

154

57

727

568

235

97

Total numberof sites

ISO 9001

ISO 14001

OHSAS 18001

Evolution of the number of certified sites

Geodis sites by division in 2011Total number of sites: 727 (725 sites and 2 sites for headquarters)

Geodis Logistics28% (201)

Geodis SCO12% (88)

Geodis Wilson28% (199)

Geodis Calberson22% (162)

Geodis BM10% (75)

Geodis presence by geographical area (number of sites - excluding headquarters)

Asia-Pacific14% (103)

Africa2% (17)

France45% (322)

America9% (65)

Sustainable developmentindicatorsSites and certifications

Geodis continued to grow in 2011, in particular outside France. The number of Geodis sites worldwideincreased by 7% between 2010 and 2011 from 681 sites at end-2010 to 727 at end-2011. The Groupstrengthened its presence in Europe (a 9% increase in the number of sites between 2010 and 2011), Asia-Pacific (+21%) and the Americas (+16%). The sites taken into consideration are warehouses, platforms andoffices owned or rented by Geodis at the end of the calendar year.

Triple quality/safety/environment certification in 2011

Asia-Pacific7% (5 sites)

Africa4% (3 sites)

France32% (25 sites)

Europe (excluding France)57% (44 sites)

The Group is moving ahead on triple quality/sa-fety/environment certification, with 77 sitesconcerned at end-2011 (10% of the total) compa-red with 50 sites at end-2010, for a 54% increase.

Quality, safety and environment certificationcontinued between 2008 (start of sustainabledevelopment reporting) and 2011. At the end of 2011,78% of Geodis sites worldwide had ISO 9001certification, 32% ISO 14001 and 13% OHSAS 18001.The majority of certified sites are located in Europebut the policy is being rolled out in other worldregions.

ISO 9001 ISO 14001 OHSAS 18001

64

47

38

43

121

3621 10

162

123

170

49

Geodis certification by division in 2011 (number of sites)

Geodis has for several years been committed to a policy of site certification on quality, safety and the environment, for all divisions. Additional certification is implemented in line with the site’s specific activity:• 4 Geodis Logistics sites have ISO TS 16949certification (international quality standard for the automotive industry),• 1 Geodis Logistics site and 5 Geodis Wilson sites

have TAPA certification (Transported AssetProtection Association, an international standardon freight security),

• 131 Geodis Calberson sites and 1 Geodis Logisticssite have Certipharm certification (internationalquality standard for the health sector),

• 19 Geodis BM sites have SQAS certification (Safetyand Quality Assessment Series, European guidelineson assessing quality and safety in the chemicalssector),

• 63 Geodis Calberson sites, 15 Geodis Logistics sitesand 65 Geodis Wilson sites have AEO certification(Authorized Economic Operator, certification forcustoms formalities).

1621Europe

(excluding France)30% (218)

Geodis SCO

Geodis Wilson

Geodis Logistics

Geodis Calberson

Geodis BM

97

235

568

74 67

43

57

48

52

71

70

IND

ICATORS

The social yearBetween 2008 and 2011, the workforce expanded from 26,381 to 31,047. The groupage/express, logistics andair and sea freight forwarding activities make up the bulk of the workforce. France has the highest number of employees, with 61% (in full-time equivalent). The share of employeesoutside France is growing, especially in Europe, which now accounts for 23% of the total (excluding France),while Asia-Pacific, the Americas and Africa together account for 16% of the total, in full-time equivalent.

Breakdown of workforce GRI (Global Reporting Initiative version 3 - www.globalreporting.org) indicator: LA1

Breakdown of workforce by category in 2011% of full-time equivalents

53

47

48

52

83

17

84

16

7624

57

43

Men/women share in 2011% of full-time equivalents

Men

Women

26 33

29

30

The transport and logistics sector by nature has a lownumber of female employees. The share of women inthe workforce rose slightly between 2010 and 2011,from 29% to 30%. The percentage varies accordingto geographical area and activity type.

Training

2009 2010 2011

9.57 9.7310.50

8.88

11.50

9.51

France

World

Training hours per employee increased signifi-cantly between 2010 and 2011, by 7%, notablythrough e-learning programmes and the continua-tion of hands-on training, for example on eco-dri-ving for drivers.

Training hours per employeeBy full-time equivalent per year

TotalGeodis

AfricaAsia-Pacific

AmericaEurope (excludingFrance)

France TotalGeodis

AfricaAsia-Pacific

AmericaEurope (excludingFrance)

France

The share of white-collar workers (executives,high-level supervisors, supervisors and em-ployees) and blue-collar workers (operating wor-kers and drivers) varies considerably from oneworld region to the next.


Personnel safety

In 2011, the reliability of the consolidation of indicators on safety has been impro-ved, by using detailed data to calculate the frequency and severity ofoccupational accidents. This evolution makes it difficult to compare the data withthe previous years.Considerable efforts were made in 2011 to improve safety. This was particularlytrue at Geodis BM, which has rolled out strong initiatives since 2010. As part of itspartnership with Automobile Club Prévention, it carried out analysis on the pre-cise cause of each accident, continued training drivers in eco-driving, and

distributed a new Driver’s Manual. Geodis Calberson focused on improving themonitoring of occupational accidents through site-by-site analysis in 2011, whichboosted staff awareness and reduced the severity of accidents in France. GeodisLogistics worked particularly hard to improve safety, through challenges, commu-nication and training, and OHSAS 18001 certification. Geodis Wilson continues toroll out OHSAS 18001 certification at all its sites across the world.

2008 2009 2010 2011

43.20

48.54

44.23

34.15

51.72

52.8255.67

64.90

30.7

41.45

27.71 29.41

96.71

12.410.54

Frequency of occupational accidents in France Severity of occupational accidents in France

2008 2009 2010 2011

2.23

2.862.72

2.34

1.541.44

1.96

1.34

1.71

1.44 1.421.32

0.19

0.010.1

0.03

Geodis BM

Geodis Calberson

Geodis Logistics

Geodis Wilson

3

2,5

2

1,5

1

0,5

0

60

50

40

30

20

10

0

GRI indicator: LA7

White-collar

Blue-collar

31,000 employees worldwide

GRI indicator: LA10


The environmental yearGreenhouse gas emissions

Geodis BM modal transfer in France

ITUs* (number) Thousands of km travelled Tons of CO2eq avoided

80,000

70,000

60,000

50,000

40,000

30,000

20,000

10,000

0

400

350

300

250

200

150

100

50

0

11,610 10,771

66,89368,312

9,040 8,601

54,829

69,615

7,999 7,610

48,510

61,595

56,536

42,157

37,302

Breakdown of CO2-eq emissions by scope (according to GHG Protocol)

SCOPE 1

8%

SCOPE 391.5%

SCOPE 20.5%

Breakdown of CO2eq emissions by activity

Sea36%

Air26%

250 243

366340

13 232520

Scope 1 Scope 1 Scope 1 Scope 1 Scope 2 Scope 2 Scope 2 Scope 22008 2009 2010 2011 2008 2009 2010 2011

Asia-Pacic, America, Africa

Europe(excluding France)

France

Trend in Geodis CO2 emissions (Scopes 1 and 2)(in thousands of tCO2eq.)

Emissions included in scopes 1 and 2 increased in2010, mainly as a result of the integration of newentities and the gradual recovery in business. CO2

emissions included in scopes 1 and 2 decreased in2011, partly because of the work achieved byGeodis on reducing the energy consumption of itsvehicles and buildings and partly because of theslowdown in business activity in the second halfof the year.

Geodis global carbon footprintEmissions are broken down by the GHG Protocoland Bilan Carbone® assessment: Scope 1 : direct emissions from fuel and gas com-bustion.Scope 2: indirect emissions resulting from the pur-chase of electricity.Scope 3: indirect emissions linked to transportsubcontracting, fuel production, equipment andservice purchases, waste processing, travel, andthe amortisation of buildings and equipment. Geodis is hard at work on its commitment to im-prove its carbon efficiency by 20% by 2020. The Oxygen project and the detailed carbon foot-print results (especially carbon efficiency by trans-port mode) can be found on pages 1 and 30-31.

* Change in scope with the integration of Rouchand Districhrono

After the integration of Rouch and Districhrono in2010, 2011 was a difficult year for the developmentof multimodal activity, marked by the economiccrisis and a downturn in goods flows. CO2 emis-sions are calculated on the basis of fuel consump-tion of an equivalent journey by road. *ITUs: intermodal transport units (containers, swap bodies,semi-trailers).

These two graphs show the greenhouse gas emissions calculated as part of the Oxygen project to measureGeodis’ world carbon footprint for the year 2010. The calculation takes account of all Group activities(transport and buildings), including outsourced activities falling within Scope 3. Geodis’ world carbon footprintin 2010 was 4.9 million tCO2eq, with transport flows accounting for 95% of emissions and buildings for 5%.

GRI (Global Reporting Initiative version 3 - www.globalreporting.org) indicator: EN16

Groupage/Express

12%

Rail1%

Buildings5%

Road20%

2007 2008 2009* 2010 2011 2007 2008 2009* 2010 2011 2007 2008 2009* 2010 2011

IND

ICATORS

The environmental year

Geodis BM average fuel consumption in France (litres / 100 km)

31.05

30.75 30.85

30.34

2008 2009 2010 20112008 2009 2010 2011

38.077

74.979

Transport / Vehicle fleet

Geodis owned truck fleet worldwide in 2011

4,868 Total Geodis owned vehicle fleetworldwide in 2011

2008 2009 2010 2011

2,782

670

924

2,403

1,142

1,157

1,575

2,087

1,424

1,208

2,322

1,267

EEV

Euro 5

Euro 4

Euro 0-1-2-3

Modernisation of the vehicle fleet (number of vehicle)

1617 71

17

Annual fuel consumption by division(millions of litres)

Transport / Fuel consumption

total89.721

total86.075

total131.471 total

119.893

6.006

8.3

Geodis BM

Geodis Logistics

Geodis Calberson

Geodis Wilson

140

130

120

110

100

90

80

70

60

50

40

30

20

10

Geodis continued to renew its vehicle fleet in 2011, with 48% of the total now compliant with the Euro 5standard introduced in 2009 for all new vehicle purchases. Vehicles are mainly those of Geodis BM, GeodisCalberson and Geodis Logistics. Environmentally Enhanced Vehicles, or EEVs, are “clean” vehicles such asthe electric models used in Distripolis, a new take on urban logistics (see page 20), and compressed naturalgas vehicles, or CNGs.

Euro 0-1-2-324.82%

EEV1.46%

Euro 4

26.02%Euro 5

47.70%



Geodis BM’s has worked hard in the last few years to reduce truck fuel consump-tion. It stepped up its efforts in 2011 to obtain an impressive result, with averageconsumption down by 0.71 litre/100 km between 2008 and 2011.

The considerable decrease in fuel consumption between 2010 and 2011 resultedfrom, one, a business slowdown for some divisions owing to the economic si-tuation and, two, significant efforts to improve performance and reduce fuelconsumption. Geodis BM (Road) and Geodis Calberson (Groupage/Express) ac-count for 94% of Group fuel consumption.

GRI indicator: LT2

111,997MWhGeodis total electricityconsumption worldwide in 2011

76,789MWhGeodis total gas consumptionworldwide in 2011

260,135m3

Geodis total water consumptionworldwide in 2011


Buildings/electricity, gas and water consumption

Geodis electricity consumption worldwide in 2011 (MWh)

Geodis BM6.30% (7,068)

Geodis Logistics39.04% (43,718)

Geodis Wilson9.4% (10,524)

Geodis head office 1.52% (1,697)

Geodis Calberson43.74% (48,990)

Logistics and groupage are by nature energy-hungry activities, with warehouses to be lighted and heated andhandling machines and conveyor belts to be powered. Most of the energy consumption is in Europe; Franceaccounts for 67% of Geodis total electricity consumption. In France, Geodis Logistics accounts for 87% of gasconsumption.

Geodis gas consumption worldwidein 2011 (MWh)

Geodis BM3% (2,088)

Geodis Logistics80% (61,399)

Geodis Wilson8% (6,060)

Geodis Calberson9% (7,242)

0

50000

100000

150000

200000

2008 2009 2010 2011

Annual water consumption in France (en m3)

59,918

90,462

38,367

5,927

250,000

200,000

150,000

100,000

50,000

0

95,569

164,298

203,799194,674

Annual gas consumption by division in France (MWh, excl. head office)

2008 2009 2010 2011

1,8715,379

49,570

60,000

50,000

40,000

30,000

20,000

10,000

0

40,58038,628 38,735

56,821

GRI (Global Reporting Initiative version 3 - www.globalreporting.org) indicator: EN3, EN8

Geodis launched an audit on electricity, gas andwater in 2011 with a view to optimising consumption.Audits were made at 11 sites in France and recom-mendations drawn up on the development of

infrastructure and equipment, the optimisation ofcontracts and awareness raising among employees.In 2012 the divisions concerned will validate theaction plans to be introduced in line with these

recommendations. Water consumption at the sites ismainly due to external washing stations for vehiclesand internal washing stations for tank trucks (GeodisBM has four).

Annual electricity consumption by division in France (MWh, excl. head office)

2008 2009 2010 2011

6,597

43,285

21,913

1,06970,000

60,000

50,000

40,000

30,000

20,000

10,000

0

56,623

69,681 68,52272,864


Total waste production (hazardous and non-hazardous) by division in 2011

Geodis Wilson1%

Geodis BM7%

Geodis Calberson28%

Geodis Logistics64%

IND

ICATORS

Buildings / waste from activity

2008 2009 2010 2011

Mixed-compositionwaste

Sorted and recovered waste

Production and recovery of Geodis non-hazardous waste (tonnes)

54%

55%

65%

58%

Green spaces

Plastic

Paper

Metals

Cardboard boxes

Wood

Mixed-composition

110

1,525

2,173

4,582

6,225

9,542

17,245

Damaged parcels

Computer equipment (WEEE)

Filtration sludge

Absorbents

Batteries and accumulators

Used oils

Used toners

Vehicle batteries

Paint and varnish

Oil filters

Neon tubes

758

539

342

Hazardous waste

Recovered non-hazardous waste

Mixed-composition non-hazardous waste

Geodis total waste production worldwide in 2011 (tonnes)

Composition of Geodis non-hazardous waste worldwide in 2011 (tonnes)

Composition of Geodis hazardous waste worldwide in 2011 (tonnes)

311

131

66

39

37

19

17

5

% Recovery rate

17,24517,245

24,157

2,265

24,157

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

50,000

45,000

40,000

35,000

30,000

25,000

20,000

15,000

10,000

5,000

0

waste (not recovered)



Waste production, directly linked to the activity level, continued to increase sharply in 2011 owing to the integration of new entities. The majority of waste is generatedby the logistics and groupage activities, mainly in France and Europe. Geodis headquarters produce 19 tonnes of recovered non-hazardous waste, mainly paper. Geodisis pursuing its efforts to raise staff awareness and improve the sorting and recovery of non-hazardous waste. In 2011, 58% of non-hazardous waste was recovered atthe sites.

of hazardous freight


Reporting scope, data collection and consolidation process Since there is no recognised reporting system relevant to its activities, the Group has created its own pro-cedures based on a methodology for collecting, analysing and consolidating environmental and socialdata. Reporting forms include the indicators, the bases of calculation and the areas concerned.At present, the Group does not have a common system for collecting data. Information has been consoli-dated through each division’s structures in the areas of human resources, quality, safety, the environmentand purchasing. The figures shown for 2011 are therefore calculated or estimated using data from threesources: operational sites, divisional and/or Group information systems, and suppliers. Data are presentedby geographic area and by division. In 2011, a project was put in place to update indicator forms and im-prove data consolidation. Some indicators included in previous years (for example, the number of hours oftraining) were recalculated in line with the new method applied to calculate data.Depending on the data presented, the scope of consolidation can vary and include only some of the sitesor countries concerned. Data are presented for five geographical regions: France, Europe (excludingFrance), the Americas, Asia-Pacific and Africa/Middle-East. The list of countries in each region is set out inthe table below.

Choice of indicatorsReporting data are divided into three categories– environmental, social, and economic – to reflectthe Group’s commitments and measure the effecti-veness of the actions taken by the divisions. TheGroup has thus selected its own indicators on thebasis of relevance, based on international bench-marks and the guidelines of the Global ReportingInitiative, version 31. A document setting out a formaldefinition for each indicator is provided to ensurethat the same method of calculation is used for allgeographic areas and activities.

Limitations of the methodology Certain factors limit the reliability of the data:• different collection and reporting methods from

one division to another,• varying availability for some of the data needed

to calculate indicators.

Reviewing and verifying the indicatorsEnvironmental data are consolidated and verifiedby each division’s quality, safety and environmentdepartments and the Group’s sustainable develop-ment department. Social data are consolidated andverified by the HR departments at head office andwithin each division.The consistency of the data is verified by the divi-sions and the Group’s sustainable development de-partment. This verification includes a comparisonwith the data from previous years and systematicanalysis of any differences deemed to be significant.At present, the Group does not have the data verifiedby any outside organisations.

* www.globalreporting.org

Reporting methodology

EUROPE (EXCLUDING FRANCE)

AMERICAS ASIA-PACIFIC AFRICA /MIDDLE-EAST

GEODIS BMGermany, Spain, Italy,Luxembourg, Netherlands,Portugal

GEODIS CALBERSON

Benelux, Italy, UK

GEODIS LOGISTICS

Germany, Benelux, Spain, Eastern Europe, Ireland, Italy

Morocco, Tunisia

GEODIS WILSON

Germany, Belgium, Denmark, Spain, Finland,Italy, Netherlands, Norway, Sweden, UK

Argentina, Brazil, Canada,Chile, Colombia, USA,Mexico, Peru

Australia, Bangladesh,China, South Korea, Hong Kong, India, Indonesia, Malaysia, New Zealand, Singapore,Taiwan, Thailand, Vietnam

South Africa, United ArabEmirates, Morocco, Qatar,Tunisia

GEODIS SCO

Germany, Austria, Belgium, Denmark, Spain,Hungary, Ireland, Italy, Netherlands, Poland, Czech Republic, Romania, UK Russia, Slovakia, Sweden, Switzerland

Argentina, Brazil, Canada,Chile, Colombia, USA,Mexico, Peru, Venezuela

Australia, China, SouthKorea, Hong Kong, India, Indonesia, Japan, Malaysia, New Zealand, Philippines, Singapore, Taiwan, Thailand, Vietnam

Israel, South Africa

A few definitions

Waste• Production of non-hazardous waste:

the total tonnage of wood (including pallets),cardboard, paper, plastic, including film andpolystyrene, metals, green waste and mixedwaste (non-recovered).

• Recovery rate of non-hazardous waste: totaltonnage of non-hazardous waste recoveredminus the tonnage of mixed non-hazardouswaste divided by the total tonnage of non-hazardous waste produced.

• Production of hazardous waste: : total tonnagefor eleven categories – absorbents (includingsoiled rags, saturated sand), batteries fromroad vehicles or handling machinery, filtrationsludge (from sludge traps/oil separators forstormwater or the treatment of tank cleaningwater), ink cartridges, damaged packaging usedfor hazardous materials, oil filters and used oilfrom road vehicles (axles, transmissions,engines), IT/office automation equipment(WEEE), paints and varnishes, batteries andaccumulators, neon tubes.

CO2- equivalent (CO2-eq)• Emissions linked to the consumption of fuel,electricity and gas: total emissions, expressedin terms of CO2 equivalent, linked to fuel, gasand electricity.

• Emission factors used: as set out in theGreenhouse Gas Protocol (www.ghgprotocol.org).For fuel, the emission factor used is 2.681 kgCO2e/litre. For gas, the emission factor used is0.205kg/CO2e /kWh (based on gas with a lowheating value). For electricity, the emissionfactors vary from one country to the next.

Employees• Full-time equivalent employees: total number

of hours worked / average hours workedannually in a full-time job.

• Absenteeism: (number of hours ofabsence/total number of hours worked) x 100).The calculation excludes paid leave, reducedworking time and days taken to care for sickchildren in France.

• White collar: executives, high-level supervisors,supervisors, employees.

• Blue collar: operating workers, drivers.

Safety• Frequency of occupational accidents:(number of accidents involving at least one dayof lost time/ total number of hours worked )x 1,000,000).• Severity of occupational accidents: numberof days lost/number of hours worked) x 1,000.

37%GEODIS

CALBERSON

23%GEODISWILSON

64%FRANCE

4%GEODIS SCO

20%EUROPE(EXCLUDING

FRANCE)

2%AFRICA

9%ASIA PACIFIC

5%AMERICA

Workforce breakdown by division

Workforce breakdown by geographical regionA global,multimodalsupply chain operator

2%HEAD OFFICE

31,000 employees in almost 60 countries

€6,906 millionin revenue (up 5.2% on 2010)

4thbiggest European logistics operator

A sales network spanning

120 countries

13%GEODIS

BM

21%GEODIS

LOGISTICS

Geodis in 2011

This is the fourth sustainable development report published by Geodis. It can be viewed anddownloaded, like the previous reports, in French and in English on www.geodis.com.

Acknowledgements The Geodis sustainable development report 2011 was produced by the sustainable developmentdepartment in cooperation with the communications department, with input from the functional andoperational departments of Geodis, Geodis BM, Geodis Calberson, Geodis Logistics, Geodis Supply ChainOptimisation and Geodis Wilson. We would like to thank all those who contributed to this report.

Photo credits: P.2, 27 © Cyril Bailleul P.4-5, 12 © Julien Billaudeau P.6, 17 © Geodis/Laurent StinusP.8 © Thinkstock P. 11, 12, 14, 22, 28 © Geodis/Laurent Zylberman P. 13, 21, 23 © Geodis/Augusto DaSilva / Graphix Images P. 16 © Geodis / Frédéric Ménissier / PWP P. 18 © François Daburon P.24 ©Geodis/Edward Moss P.26 © Geodis P.27 © Marc Borgetto P.29 © Geodis/Nicole Waring/ iStockphotoP.30 © Geodis/Christoph Ermel/ iStockphoto P. 32 © Geodis/Denis Meunier Portfolio P. I ©Geodis / Augusto Da Silva / Graphix Images P. II © Geodis / Denis Meunier © Geodis/Thomas Deron Laurent Zylberman/Graphix Images, Gwenaëlle Beaudet, Stéphanie Vergez, GeodisBM P. III © Geodis / Cyril Bailleul – Bénédicte Durand P. IV © Geodis / Bruno Clergue P. V ©Geodis/Thomas Deron, Laurent Zylberman, Graphix Images © Geodis /Cyril Bailleul, Nadège Raffin P.

VI © Laurent Zylberman / Graphix Images, Boris David, LMG/KCND P. VII © Geodis P. VIII © LaurentVidal / Photomer, SIPA, Patrick Goguet, Maud Fontenoy Fondation

Non-contractually binding document - June 2012Design and creation: BelleVille.Printed on ecological PEFC paper types Printspeed and Maine Gloss Green.


Geodis Sustainable development department Cap West - 7/9 allées de l’Europe 92615 Clichy cedex - France [email protected]

SUSTAINABLE DEVELOPMENT REPORT 2011

Geodis COMMITTED TO SUSTAINABLE TRANSPORT


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