Our recruitment

methods

Our recruitment methods are based on the assessment of skills and competencies, maximising equal opportunities. We are committed to providing a response, whether positive or negative, to each candidate.

 

Aware of the importance of welcoming our new employees, we apply an internal procedure guaranteeing the preparation of all new arrivals: provision of work equipment, announcement of arrival, inclusion in the directory, presentation of Viapost, safety training, presentation to other employees, etc.

At Viapost,

diversity is a strength!

We are nearly 2,500 men and women. We are a combination of personalities that come together to serve Viapost. We benefit from our diversity in terms of origin, age, gender, qualifications, etc. We also enrich this diversity through local and national actions.

A Diagnostic-Action process, in partnership with AGEFIPH and the JLO group since the beginning of 2021, aimed at defining a disability policy adapted to our challenges and contexts.

 

In partnership with the ARES group since 2018, which specialises in integration through work & disability, with employees integrated into Viapost's activities in Île-de-France.

 

 

Donations of safety equipment and shoes to the association La Mie de Pain, which helps people who are isolated because of precariousness, marginalisation or social exclusion.

 

Equal treatment of our

men and women

We are committed to giving women and men access to all our jobs and at all levels of the company. This is demonstrated in our M/F index and pay gap reports for all our companies: VIAPOST TRANSPORT MANAGEMENT, STP and NEOLOG. Concerning our company VIAPOST MAINTENANCE, the M/F index 2022 (for the year 2021) is not calculable at this time.

  • Index ratio M/F 2022 (over the year 2021) 86/100
    Pay gap (in %) 31/40
    Individual increase gap (in % points or equivalent number of employees) 35/35
    Percentage of employees receiving a raise after returning from maternity leave (%) 15/15
    Number of employees of the under-represented gender in the top 10 highest earners 5/10

  • Index ratio M/F 2022 (over the year 2021) 84/100
    Pay gap (in %) 39/40
    Individual increase gap (in % points or equivalent number of employees) 20/20
    Promotion gap (in % points) 10/15
    Percentage of employees receiving a raise after returning from maternity leave (%) 15/15
    Number of employees of the under-represented gender in the top 10 highest earners 0/10

    M/F representation in management positions for the year 2021:

    Members of Executive Committee 18,70% of women
    Executives managers 19,15% of women

  • Index ratio M/F 2022 (over the year 2021) 89/100
    Pay gap (in %) 39/40
    Individual increase gap (in % points or equivalent number of employees) 20/20
    Promotion gap (in % points) 15/15
    Percentage of employees receiving a raise after returning from maternity leave (%) 15/15
    Number of employees of the under-represented gender in the top 10 highest earners 0/10

Be trained and train

within our university

We have created our university in order to offer our employees tailor-made, concrete training courses that are in line with the reality of our activities, by level of responsibility and that guarantee the appropriation of our corporate culture and values.

Developing the employability of young people

through work-study placements

We encourage work-study programmes in order to pass on our know-how and to help young people learn a trade. It is also a way of identifying future talent. The recruitment campaigns for our future work-study students take place between April and August each year.

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