Background 

DFDS, a leading European transport and logistics company with more than 12,000 colleagues worldwide and more than 10,000 freight customers faced a critical challenge in 2018. Despite ambitious objectives to double its revenue and profit by 2023, the company recognised that its culture was not conducive to achieving these goals. In particular there were gaps in the People division and a lack of focus on talent attraction, development and retention, while the HR service was reactive with insufficient emphasis on the overall culture, engagement and employee value proposition. Coupled with external factors like the COVID-19 pandemic, a shortage in drivers, an ageing workforce and Brexit pressures, the company realised it was imperative to transform its learning and culture strategies.

Approach 

DFDS developed a strategic people plan, which entailed reorganising the people’s division into specialised centres of excellence and business partnering teams. The company also invested in colleague engagement, development and talent attraction. A Culture Champions network was introduced across the UK and Ireland.

Significantly the company recruited its first learning professional in 2021. It has developed a talent development framework, including a suite of development programmes to develop a stronger internal talent pipeline and improve retention by providing opportunities for all. By identifying where talent at every level is based and cross referencing this with available roles, DFDS finally has visibility of its talent and can map out development needs.

In light of this it implemented a graduate scheme, opened a driver academy for internal and external employees to address the HGV driver shortage and launched Equally Yours, an interactive diversity, equality and inclusion training programme based on gamification principles, which it is rolling out to every colleague. In 2022 it brought all its different programmes together in a UK&I learning brochure and introduced an interactive learning calendar with a click-to-book function, making it easier for managers to support the learning needs of their teams. That year it also joined the Generation Logistics movement as a Gold level sponsor to encourage young people to consider a career in logistics.

In addition the company has brought recruitment in-house to improve the candidate experience and evolved its employee benefits.

Outcome

The focus on learning and culture has positively impacted the overall business results. Despite the adverse economic climate, DFDS’s overall revenue increased by 47% in its Cold Logistics business alone, for example. It has steadily attracted diverse talent, with several departments having over 40% of women in a male-dominated sector. Headcount has risen by 1200 in the UK and Ireland over just the last nine months and the company has increased the rate of internally filled promotional opportunities, leading to cost savings and better talent retention. Engagement scores are up. DFDS is now fit for the future, with upskilled people-focused leaders ready to take the company to the next level.