In a rapidly evolving job market, the expectations of today’s workforce are shifting significantly. Anil Joseph, Senior Vice President of Global People Operations at Sutherland, highlighted this trend during his address at The Economic Times Nextech Human Capital Summit 2025. Joseph pointed out that modern talent no longer prioritizes long-term tenure with a single organization; instead, they seek relevance, purpose, and opportunities for growth in their careers.
According to Joseph, the advent of artificial intelligence (AI) is reshaping the workplace landscape. While he acknowledges that AI will inevitably replace repetitive, transactional tasks, he emphasizes that its true potential lies in augmenting human talent. By enhancing efficiency and enabling smarter decision-making, AI can empower employees to focus on more meaningful and impactful work.
“Today’s workforce prioritizes relevance and purpose over long-term tenures,” Joseph stated, underscoring the need for organizations to adapt to these changing expectations. The challenge for companies is not merely to attract talent but to keep them engaged with work that aligns with their interests and the latest industry trends.
This shift in employee expectations reflects a broader trend in the labor market, where job seekers are increasingly looking for roles that resonate with their personal values and professional aspirations. Organizations must therefore create environments that foster engagement and purpose, aligning their missions with the evolving desires of their workforce.
Meanwhile, the INDIGO Group S.A. reported a strong financial performance for the year 2024, showcasing the effectiveness of its strategic decisions. The company’s revenue increased by 9.9%, reaching 923 million euros, while its EBITDA grew by 11.3% to 441 million euros. Operating income saw an impressive rise of 38.6%, totaling 222 million euros.
Sébastien Fraisse, President of the Executive Board of INDIGO Group, remarked on the company’s successful acquisitions, including Parkia, APCOA Belgium, Transdev Voirie, and Smovengo. These strategic moves are expected to significantly contribute to the company’s growth in 2025, as the operational performance of these acquisitions will be fully integrated into INDIGO’s financial results.
As of December 31, 2024, INDIGO had 10,200 employees, reflecting the integration of 920 new staff members from its recent acquisitions. The company also announced a capital increase of 284 million euros, which was subscribed by its shareholders on October 7, 2024, to support its financial structure and maintain a solid investment grade rating.
In addition to its financial achievements, INDIGO is actively investing in sustainable mobility solutions. By the end of 2024, the company had deployed approximately 10,400 electric vehicle charging points across its operations in ten countries, including around 5,700 in France. This initiative is part of INDIGO’s commitment to facilitating more sustainable urban mobility and reducing its environmental impact.
INDIGO’s focus on innovation is also evident in its recent acquisition of Transdev Group's on-street parking activities in France, which represents 37 contracts and generated over 25 million euros in revenue in 2024. The company is further strengthening its position in the market by expanding its portfolio of electric vehicle charging stations and enhancing its infrastructure to support new forms of mobility.
As part of its strategic vision, INDIGO is exploring partnerships to convert parking spaces into logistics and storage solutions, addressing the growing demand for urban services. The company has signed a partnership with Shurgard, the leading self-storage operator in Europe, to transform certain car parks into dedicated storage facilities, thereby optimizing urban space usage.
Moreover, INDIGO has launched its first sustainability report in compliance with the EU's Corporate Sustainability Reporting Directive (CSRD), which highlights the company's commitment to environmental and social responsibility. The report integrates INDIGO's impact on society and the environment, as well as the influence of these factors on its business performance.
As INDIGO prepares for the future, it is clear that the company is on a path of growth and transformation, driven by strategic acquisitions and a commitment to sustainability. With strong fundamentals and an agile approach, INDIGO is poised to continue its success in the coming years.
Meanwhile, in the retail sector, Gap Inc. is undergoing a significant turnaround under the leadership of CEO Richard Dickson, who took the helm in August 2021. The company has successfully gained market share for the eighth consecutive quarter, reflecting a renewed focus on its core brands.
During a keynote discussion at Shoptalk, Dickson emphasized the importance of Gap’s origin story and how it shapes the brand’s identity. He stated, “Every brand had an origin story, and I think it’s important to understand what that was.” This focus on originality has led Gap to celebrate its heritage through various marketing campaigns that feature iconic figures wearing its clothing.
In recent years, Gap has sought to reintegrate itself into the cultural conversation, launching dance-focused advertisements featuring artists like Troye Sivan and Parker Posey. Dickson believes that by staying relevant, Gap can drive revenue and foster a deeper connection with consumers.
However, the challenges facing Gap extend beyond its flagship brand. Dickson is also working on revitalizing Old Navy, aiming to strike a better balance between promotions and product offerings on the website. He noted that the shopping experience should be enjoyable and straightforward, stating, “Nobody wants to do math,” referring to the confusion caused by excessive promotions.
As both INDIGO Group and Gap Inc. navigate their respective industries, the emphasis on relevance, purpose, and innovation remains paramount. Companies that adapt to the evolving expectations of talent and consumers alike will likely find success in the competitive landscape ahead.
