Work environment

Attracting and retaining talent is a key challenge. Despite the difficulties created by the crisis, Transdev has strengthened its commitment in communities to attracting candidates to our professions.

Providing access to employment and training and meeting recruitment needs

In France, the Académie by Transdev was launched in September 2020 to train a new generation of drivers. Our goal is to have 250 apprentices by 2022 and then over 500 apprentices per year as of 2023. Transdev is committed to providing access to mobility jobs by offering apprenticeships. The Académie by Transdev works in each area it operates at improving the inclusion of people with low employability.

 

 

In the Netherlands, the application of social return on investment (SROI) criteria in public contracts (procurement or calls for tender) is aimed primarily at providing greater opportunities for persons with low employability. The performance of companies operating public services is measured on a scale of 1 to 4. In 2020, Transdev’s first rating on this scale placed it at the second level, and it aims to reach the highest level within the next three years.

 

In Australia, in connection with our Reconciliation Plan, Transdev forges strong partnerships with local aboriginal employment services and industry leaders to address the inequalities faced by aboriginal and/or Torres Strait Islander people.

Strengthen the attractiveness of our businesses

Transdev faces a worldwide driver shortage and a demographic imbalance within the driver population. In fact, 49% of our drivers are over 50 and will be retiring in the next 10 to 15 years. As part of the Drivers@transdev program, an international taskforce made up of HR and operations representatives from 9 Transdev countries is mobilized to support and advise subsidiaries on issues of job attractiveness, work flexibility, retention and commitment. A digital platform, enriched since the creation of the program, provides access to all the best practices implemented in the regions where we operate. Transdev invests in training, in supporting teams at all levels, in developing the company’s image and appeal, and in strengthening our technical and managerial skills.

Women Leaders

This program, which was launched in France in 2020, seeks to develop a pool of talent that will occupy key positions in the organization in the future. It is aimed at women who have the goal of becoming network managers, and targets both external and internal hires. For this purpose, the program offers specific support tailored to operational positions. In 2021, seven women already joined the program.

Employee development

The development of each individual’s talents is a key challenge for the Group’s performance and employee
motivation. The Group has set up a variety of processes (annual interviews, evaluations based on the
we@transdev management model, career interviews, people reviews, ongoing discussions and succession
plans), all of which are supported by the me@transdev tool.

 

In conjunction with the countries, the Group deploys and coordinates the processes dedicated to talent management for the Group’s 500 top managers. Our goal is to deploy these processes to 100% of our top
managers. The Group’s processes are adopted and applied within the subsidiaries for all employees.

 

The indicator the Group monitors is the percentage of annual interviews conducted by the Group’s top managers and top executives. In 2021, 78.7% of employees had an annual interview. In 2020, we reached a rate of 89.3%.

Providing support for career paths

These various processes (annual interviews, evaluations based on the we@transdev management model, career interviews, people reviews, ongoing discussions and succession plans) provide us with in-depth knowledge of our employees, their performance and their career aspirations.

 

They also enable us to build and offer them suitable and ambitious development paths, thus guaranteeing the company solid succession plans for all key positions in the Group.

 

In addition to our processes, and in order to meet the challenges of attracting and retaining employees, we have designed and implemented a number of specific integration programs, such as the In’Pulse program, which is included in the Group’s Learning approach.

Encouraging international mobility

To ensure our operations have the skills they need, meet the demands of our clients and take into account the career aspirations of our employees based on their skills, the Group deploys policies and systems with an international outlook.

 

This approach, which is aimed at all employees who have the desire, ambition or possibility of pursuing an international career, is based on three focuses:

  • Managing the international mobility of our employees;
  • Building a pool of young talent with an international dimension;
  • Enabling our expertise to be mobilised where and when it is required.