CSR Report 2016
Click to

Our people

“Our people: our strength”

In DPDgroup, we believe that each and every person with his or her own individuality contributes to the success of our company. Making our 30,000 employees responsible is therefore a major challenge and the "can do" attitude is an integral part of our culture. All that we do aims at developing our employees' engagement.

Human rights, employee rights

In 2008 GeoPost signed a European Works Council (EWC) Agreement, whose scope applies to all European business units. This agreement has been set up to develop a social dialogue consistent with our values. Sixteen European countries are represented with nineteen staff representatives. The European Works Council (EWC) is informed or consulted on international issues/projects. The information provided to the EWC members should allow them to assess, in particular, the social impacts of these issues/projects and express their opinions and recommendations.

Five years later, GeoPost and EWC renewed their commitment by signing a CSR Charter. This charter covers gender equality and non-discrimination, freedom of association and collective bargaining, intolerance towards forced and child labour, the right to complain, occupational health and safety, etc. Furthermore, in March 2017, GeoPost signed a global agreement with UNI Global Union regarding fundamental human rights and freedom of association. This agreement is the result of fruitful cooperation carried out with our French subsidiaries over the last three years, with a strong commitment in 2016. The agreement reaffirms the Group's commitment concerning the respect of fundamental human rights, in recognition of the Fundamental Principles and Rights at Work of the International Labour Organisation (ILO) and United Nations Guidelines.

“This is a ground-breaking agreement. It is the first time that one of the giants of parcel delivery has signed such an agreement with a global union. We commend GeoPost for taking the initiative in this area and we would encourage other companies to follow suit. GeoPost is perfectly positioned, both in Europe and worldwide, to demonstrate that decent employment and respect for unions create sustainable businesses. Together, UNI and GeoPost will work to implement the agreement in the interests of employees and the economic sustainability of the Group”, says Philip Jennings, General Secretary of UNI Global Union.

DPDgroup, caring about our people

Here at DPD Estonia, we strive that there is a balance between our employees' work and home life. In particular, when school is out for the summer, we are aware that employees may require help with childcare during working hours in June and in August. DPD Estonia has the solution! While adult family members of DPD Estonia are hard at work making sure all our clients' parcels are delivered safely on time, our smaller family members enjoy themselves in weeklong summer camps!
The children between 7 to 15 years old gather at the office in the morning with their parents. They are then picked up by a bus and taken to where the activity takes place. The day is spent playing sports and fun educational games. During the day, they are given snacks and a hot lunch. In the evening the children return by bus to find their parents waiting for them at the office.

To date, four highly successful theme camps have taken place:
- A circus camp where children learned acrobatics, juggling and all sorts of circus tricks, unicycle riding etc., and at the end of the camp gave a circus performance for their parents;
- A food camp, where the children learned the basics of cooking (hygiene etc.), shopped for food according to a recipe, then cooked it, visited the industrial vegetable growing plants (how does a cucumber reach the supermarket?), visited the Fazer Bakery, a big industrial kitchen and the offices of a cooking magazine. The last event was a picnic cooked by children for their parents.
- A survival camp, where children camped in tents outside, learned survival skills in a forest (CPR, how to build a shelter, make a fire, navigate, etc.), played discgolf, visited a blood donation centre, did a cycling tour and took part in activities in an adventure park (trails among the trees, zip-line, climbing etc.).
- At the Estonian Film Archives, 15 children aged 7 to 14 learned about the history and the making of anima films, saw behind the scenes at the cinema, had an opportunity to dub animation “Planes” at the Orbital Vox Studios and created some masterpieces themselves! The camp ended with a movie night where all the parents and children got together to watch the freshly created movies and exchange experiences.
The end of a camp is celebrated with a parent/children event. Most of the costs of these camps are met by DPD Estonia and the small remainder is paid for by the children's parents.

Skilled and motivated employees for sustainable business

Developing our employees' skills is good for our business and good for our people. Acquiring new skills is aiming at improving business performance, internal dynamism, and the employability of our people. In 2016, DPDgroup trained 63% of its employees which represents 42,807 training days in total.

Focus of DPDgroup initiative: LISE,
the e-learning platform dedicated
to service culture

Standing for Learn, Improve and Share Expertise (LISE), this user-friendly platform consists of 10 training courses on service culture and soft skills. Each training session has job-specific courses, ranging from sales team personnel to drivers, from customer services teams to managers. All of our European Business Units can access the platform. Continually improving customer services, better safety practices in the work place and productivity improvement are all value-added consequences of training.

The LISE project started as an e-learning platform made available for BUs that did not have such a tool. Today, LISE is more than a platform: it is a community of Training Managers who now share best practices, training materials and co-design digital modules on service culture. The LISE project has leveraged an internal culture of e-learning: since the start of the project, more than 10 BUs have introduced digital modules in their training programmes in addition to their on-site courses.

On the topic of CSR, DPDgroup has a specific training course for our sales teams on the DrivingChange™ programme, as well as a wider-reaching e-learning module on the programme. The sales training explores how DPDgroup’s CSR links into and supports our clients' CSR approaches and how to clearly explain the benefits of DrivingChange™ to our customers.

Since the launch in 2016, DPDgroup has released 10 digital training modules. Our ambition for 2017 is to propose short modules translated in all languages. These modules will be part of a complete integration programme for newcomers.

Daniel Sweeney, Customer Services Manager, DPD Ireland

To me personally, more than ever, every employee is the face of the brand and we must all take personal responsibility to promote and encourage a consistent customer experience that delights our customers and sets us apart. It is a brilliant, yet simple philosophy and I see it being synonymous with achieving year on year growth, success and a distinctive brand that is the envy of our competitors.

Floris Parie, Trainer DPD Academy, DPD Netherlands

The Training Manager workshops are a great way to learn from international colleagues. Collaboration is key to making a good training programme great.

Empowering our people

Integrated good working conditions, training initiatives and various employee achievement recognition awards within DPDgroup are aspects that contribute to the value we bring to our employees. Our Group embodies values (respect, accountability, passion, flexibility, hard work and honesty) whilst recognising cultural and business diversity and sharing best practice within all business units. In the UK, DPDgroup’s efforts in being an employer that is “good to work for” was externally recognised by our winning the “Best Big Company to Work For Award” granted by the Sunday Times.

DPD UK has been the forerunning BU in this approach to employee engagement. Their model, DNA, addresses the interlocking aspects of strategy, operational plan and metrics analysis. It develops and shares best business practices and builds leadership skills to inspire the individual contributions of the workforce. Over 18 months, continuing into 2017, this approach is now being rolled out to other BUs within the Group in Belgium, France, the Netherlands, Portugal, Spain and Switzerland.

There are 3 phases involved based on a PDCA (Plan, do, check, act) approach. The first focuses on each BU having a clear definition of its vision, mission and values. Once established, the second concentrates on defining a communication strategy and tools to share the aspects defined in the first phase. It also focuses on employee recognition, improvement, performance and the related metrics. Phase 3 requires employee feedback to evaluate, boost and improve performance.

In this approach, any employee engagement that goes beyond minimum requirements is especially recognised. The model and its tools lay the ground for a happy workforce, a socially responsible and sustainable company, reliable and innovative solutions and, ultimately, happy customers.

The impact of a proud, engaged workforce on our business is very positive, with activity steadily increasing (and forecast to continue to do so) along with sales as well as the achievement of the goals that were set.

Key figures 2016



In 2016, DPDgroup trained 63% of its employees, representing 42,807 training days in total



Since the launch of the e-learning platform (Lise) in 2016, DPDgroup has released 10 digital training modules

Quality of working life


In 2016, around three quarters of DPDgroup employees answered the TNS Sofres survey in 17 countries on the quality of working life: on average 80% of employees were satisfied with their working environment and 75% were optimistic about their future