At STEF, attractiveness comes down to people

Transport and logistics are sometimes perceived as demanding professions. In this context, how would you define the appeal of STEF?

Jean-Yves Chameyrat: Our professions are demanding and sometimes perceived as difficult. The challenge is not to radically transform them, but to make STEF attractive despite these constraints. This requires two things: making people want to join us and, above all, making them want to stay. Attractiveness and loyalty are inseparable.

Cécile Avram: That's why we surveyed our employees when we built our employer brand. We learned that many came to STEF ‘by chance’ – because STEF was close to their home or a family member worked there – but they stayed for good reasons: the team spirit, the prospects for advancement, and the quality of the working relationship. These elements really set STEF apart.

What concrete actions are you taking to recruit and retain employees?

CA: Our employer brand campaigns have had a real impact. In France, we have seen a 40% increase in CVs received in one year and a sharp rise in visits to our careers website. Each country invests at its own level, with campaigns on LinkedIn, YouTube or billboards in Belgium. The aim is twofold: to raise our profile and improve our image among the general public.

JYC: We recruit between 3,000 and 4,000 people in Europe every year, including around 2,500 in France. Most of these are operational positions, but there are also management roles, where competition remains fierce. Employer branding campaigns and new sourcing tools enable us to expand our talent pool and speed up recruitment.

You mentioned your communication campaign to present STEF and its teams and encourage people to join the Group. What is the philosophy behind it?

CA: The idea was clear: to create a preference for STEF in a sector that is not particularly attractive. We chose not to highlight the jobs themselves – because being a forklift operator or driver at our company or elsewhere is similar – but rather what makes the STEF experience different: the prospects for advancement, the proximity, the team spirit.

We developed 40 posters around 13 themes, produced a corporate film and rolled out a broad media plan. Above all, we put our employees at the centre. They are the ones who embody the campaign, whether on posters, internally or on TikTok. And the success is there: high visibility, internal pride and a real surge in applications.

JYC: This is a significant cultural change for the Group. Whereas before we assumed that we first had to explain our business, today we tell our story through our employees. But be careful: it's not about lying or idealising. If the image projected did not match reality, we would have a lot of applications... but also increased turnover.

STEF has obtained ‘Top Employer’ certification in Portugal and the Netherlands certification in Portugal and the Netherlands. What does this mean for you?

JYC: These certifications attest to the quality and relevance of our HR processes. In the transport and logistics sector, few players have been awarded this label. For us, it means that our HR policies are sound and contribute to our attractiveness. It is not an end in itself, but a lever that sets us apart.

Diversity is also one of your priorities, particularly with the MIX'UP programme. Why is that?

JYC: Yes, it's a societal and strategic issue. We operate in a historically male-dominated sector: 80% men, 20% women. We can't afford to ignore half the population! MIX'UP has helped to change things, for example by increasing the number of female drivers from 1% to over 5% in just a few years.

But diversity is not just a question of working conditions. It is also a cultural transformation, which involves combating bias and sexist behaviour. It is a profound programme that affects the way we work and collaborate.

What about retention? How do you encourage your employees to build their careers at STEF?

JYC: I believe there are three key factors:

1. Local roots: joining STEF means becoming part of a local team with a real sense of community.
2. Career development: 70-80% of our management positions are filled through internal promotion. This is a real indicator of our commitment.
3. Employee share ownership: our employees can become shareholders in the Group, which strengthens their sense of belonging.

CA: Our subsidiaries operate like small businesses, with a strong family spirit, while offering the security of a large Group. This dual dimension is invaluable.

Quality of life at work is a key issue today. How do you approach it?

JYC: In France, we have signed a QVCT agreement that covers several areas: improving working conditions (lighter equipment, ergonomics), taking health and personal life into account (specific measures such as for endometriosis), and consistency with our commitments to diversity.

CA: In our sector, quality of life at work (QLW) is often associated with work tools. We go further by also incorporating family life, health and support. It's a comprehensive approach, and that's what makes the difference.

In conclusion?

JYC: Attractiveness is not a one-off campaign, it is a fundamental effort that links recruitment, retention and corporate culture.

CA: Exactly. Behind our actions is a strong conviction: it is people who make the difference.