Taking care of the 1,300 people who keep Morneau moving.
Behind every delivery, every terminal, and every route, there are women and men. Groupe Morneau made a clear choice: to place them at the heart of its priorities. Not out of obligation, but because responsible transportation is, above all, a human adventure.
There is a sentence in Groupe Morneau’s 2025 CSR report that clearly reflects the intent behind the Employees pillar: “Taking care of the people who keep Morneau moving.” Behind this simple phrase lies a concrete, measurable, and time-bound commitment that of an organization truly investing in its people.
With 1,300 employees across 24 terminals in Quebec, Ontario, and Labrador, Groupe Morneau is, in the strongest sense of the word, a human company. Groupe Morneau’s employees are the driving force of an organization that has navigated 84 years of history while remaining deeply rooted in its values.
Safety: A Culture, Not a Program
Health and safety at work (H&S) is not a policy posted in a hallway at Groupe Morneau. It is an operational culture supported by training, equipment, and continuous process improvement. In 2025, teams delivered 1,215 hours of H&S training. Targeted investments were made in innovative equipment: restraint systems in terminals, forklifts equipped with light beams defining safe zones, and safe-access straps for trailers.
Result: an accident rate below the average for the road freight transport and warehousing sector. The goal for the coming years is clear, reduce the severity rate by 5% and the frequency rate of accidents by 20% annually, and achieve zero serious or fatal accidents across all operations.
Key Highlights — Safety and Well-being
✓ 1,215 hours of H&S training delivered in 2025
✓ 100% of forklifts now electric
✓ Telemedicine service
✓ Mandatory anti-harassment training completed by 100% of employees
✓ Employee Assistance Program available to all
✓ Engagement level above the industry average (2023 organizational survey)
Mental Health: A Commitment, Not a Slogan
Well-being at Groupe Morneau goes beyond physical safety. An active Health and Wellness Committee works on prevention, awareness, and the promotion of healthy lifestyle habits on a daily basis. An Employee Assistance Program is available to all employees.
The data speaks for itself: the latest organizational survey shows an engagement level above the industry average, a strong indicator of a culture built on trust and care rather than constraint. In 2026, Groupe Morneau plans to implement a structured health and wellness program aiming to reach at least 75% of its employees.
“Supporting overall well-being means investing in the human strength that moves our organization forward every day.” Julie Bélanger – H&S Director
Developing Tomorrow’s Leaders from Within
One of Groupe Morneau’s most structuring commitments concerns skills and leadership development. The “Propulse ton leadership” program, developed in partnership with Axellite, has already trained 66 employees, with an eighth cohort currently underway. This transformative program helps managers develop conscious leadership rooted in dialogue, engagement, and psychosocial risk prevention.
In addition, eight editions of the “Responsabilizing Company Forums” have brought teams together to learn, share, and align collectively. A job-based skills mapping system has been deployed, and a training management system provides accessible learning opportunities for all employees. By 2030, the ambition is clear: a development path for 100% of managers, and structured programs for 100% of key positions.
Equity and Female Leadership: Moving Toward Parity
In a traditionally male-dominated industry, Groupe Morneau is making a bold choice: actively increasing women’s representation across all roles. Today, women represent 20.57% of the total workforce but only 4.44% in operational roles such as truck driving and other traditionally male occupations.
The goal by 2030 is to reach 7% in these functions. To achieve this, Groupe Morneau collaborates with Camo-Route and Camionneuses Québec and has launched concrete initiatives: a pink truck traveling on the roads to highlight women’s presence, the distribution of pink suspenders to those who wish to wear them, and the development of a maternity leave program adapted to operational roles.
“Female leadership is not a checkbox. It is a driver of innovation and balance for the entire organization.” Caroline Huot – Senior Director, Human Resources
Diversity and Inclusion: Teams That Reflect Communities
The successful integration of temporary foreign workers, supported by structured onboarding practices, reflects a genuine commitment to inclusion. By 2027, an official EDI (Equity, Diversity, and Inclusion) policy will be adopted and shared with 100% of employees. By 2026, a representative EDI committee will be established.
The goal is not compliance. It is to build teams where everyone feels respected, heard, and fully able to contribute.