BOLLORÉ LOGISTICS
88 management team , right down to our operation warehouse teams , making everyone aware of our company ambition .”
Creating this on-going dialogue is crucial for Dumoulin , as she feels the secret to the success in delivering this vision is being able to pick any member of staff at random and ask , “ what is a sustainable practice in their day-to-day job ?”
If that employee has been ingrained within this culture of sustainability , then they can point to a number of examples of not only what they are doing , but also on what the impact is , and what the benefits are to the organisation . This , she feels , creates a level of confidence throughout Bolloré Logistics that the company is executing it successfully .
“ It is going to get to a point where sustainability is just part of the company ’ s day-to-day operation ,” she says . “ People sometimes approach sustainability because they have been asked to , whereas Bolloré Logistics is reaching a stage where it ’ s not an additional responsibility , it ’ s just part of what we do .”
As a company that has been operating , rather successfully , for a number of years , Dumoulin stresses the importance of understanding that any change is a journey that will take time . Managing expectations and embracing change one step at a time will prove key in defining the company ’ s future , both from a sustainability perspective and with regards to expansion and growth .
SEPTEMBER 2018