Who are
we ?

"LIn many places, scheduling is either imposed from above and don’t get a say! —or it's a tangle. When I joined Axiolis, I became a member of an autonomous planning team, where I have the pleasure of cooperating with colleagues from all over the world, including Lebanon! We've managed to combine efficiency with a sense of community here."

Nadège M-C.

Our approach to scheduling is decentralized, with autonomous teams of 4 to 6 persons. These teams are facilitated by operational employees who provide this specific function in support of their planning team.
What is the goal? To create responsiveness and mutual support that is closely connected with actual realities.

"I was elected as the Vehicle Coordinator in a candidate-free election. What's remarkable about this is that while I would not have stood up on my own, knowing that others trust in my talents is both rewarding and inspiring. It encourages you to take the risk. As the number of our vehicles grows, the importance of appropriate coordination and organization for the effective execution of our projects develops. It's gratifying that this task has been assigned to someone like myself, who is in direct contact with the reality on the ground and can acquire firsthand knowledge."

Jean-christophe M.

Leaders for particular fields are chosen through candidate-free elections." First and foremost, as opposed to the patriarchal method, this approach allows us to collectively determine team expectations. As a result, the procedure allows individuals who might not have ventured to take on these roles to do so, arming them with the entire trust conveyed by the team through this selection method.

"We took the initiative at first to openly share our skills with colleagues who required it. We structured and made it simple to consult with a technical lead in order to encourage and facilitate the process of seeking technical guidance. We may also pool resources, reproduce successful procedures, and spread best practices."

Thomas D.

The technical subjects covered by the company are far too extensive for each person to be the only point of contact or to possess all the knowledge. That's why technical experts specifically support individuals who are eager to evolve and grow by benefiting from specific assistance made available to them.

“Every Friday afternoon, we gather in a circle with our manager for our weekly 'Unwinding' session. This routine allows us to pause and reflect as we share our triumphs and challenges, as well as discuss how we may improve in the future. It's a tradition we work hard to uphold.”

Nathalie G.

Each team has the freedom to schedule meetings which suit their individual needs." Take into account our Office Management team, which has introduced an end-of-week meeting called 'The Unwinding.' This circle gathering aims to encourage team coherence and solidarity, allowing us all to enter the weekend with lighter hearts.

" Being a member of the Performance Assessment Committee (or BAC, as we call it) is a true joy: as the person being evaluated, you gain insights into how your daily colleagues perceive your work style." As an attendee, you get the opportunity to thank your colleagues while also rediscovering the depth of what they have accomplished. The process is well-facilitated, which keeps discussions focused and on-topic while yet allowing for lightness and good humor."

Michel B.

The introduction of the Annual Collective Review (BAC, as it was first called) is a critical step in our ongoing transformation towards a company culture that prioritizes people." Rather than viewing evaluations as a 'power dynamic' between individuals, each employee can invite three to four colleagues to engage in a circle-based examination of their work. As a result, the evaluation is transformed into a space for collective growth.