The president of Blizzard Entertainment – one of the biggest video game studios in the world – has left his post, after the management of the company has been accused for several weeks of having fostered a culture of sexual harassment and discrimination, publisher Activision Blizzard announced Tuesday, August 3 in a press release.
Company veteran and former game manager World of Warcraft, J. Allen Brack has been President of Blizzard since 2018. He has been under fire from critics, like much of the management of Activision Blizzard, since the filing, on July 20, of a complaint against the publisher. The Department of Fair Employment and Housing (DFEH), a California state agency responsible for investigating civil law cases, accused Activision Blizzard of fostering a male community culture, of ” frat boys » – the fraternities are university brotherhoods – and harassment, as well as inequalities in wages and access to certain positions.
He is replaced with immediate effect by a mixed duo, composed of Jen Oneal and Mike Ybarra, explained in a letter to employees the director of operations of the group, highlighting the « leadership », ” empathy “ and “The unshakeable sense of responsibility” of the two new leaders.
Cited in a complaint
J. Allen Brack was personally cited in this DFEH complaint. He is notably accused of having reacted weakly after employees brought up multiple accusations of sexual harassment against an important figure in the company, Alex Afrasiabi. We can read in the complaint:
“J. Allen Brack, President of Blizzard Entertainment, reportedly had several conversations with Afrasiabi about his drinking, and the fact that he was “too familiar” vis-à-vis employees at company events, but he would have contented himself with giving her a pat on the hand. “
” After that, [Alex] Afrasiabi continued to make unsolicited advances to female employees ”, continues the document. On July 30, Activision Blizzard confirmed to the press that Alex Afrasiabi was fired last year because of his behavior.
More generally, the management of Activision Blizzard has been accused in recent weeks of having reacted inappropriately to the complaint filed by the DFEH, by seeking to minimize the facts. A first official statement from the company affirmed that the accusations made “Do not represent the work environment of Activision Blizzard today”. For his part, J. Allen Brack had, in an internal memo, ruled that the accusations made in the complaint were “Disturbing”, assuring that he was “Completely unacceptable for anyone in this business to suffer discrimination and harassment”.
Scared by the reaction of their management, and believing that it did not take the measure of the seriousness of the facts denounced, nearly a thousand employees had signed an open letter, and hundreds of them had demonstrated in front of the company premises, Wednesday July 28. Many supports from employees of other studios were also relayed on social networks. American media, such as the Kotaku and Vice sites or the daily The New York Times, have also published articles in which there are testimonials that describe the sexist behavior of Blizzard studio employees.
In response to internal pressure and external criticism against the studio, Activision Blizzard Chairman and CEO Bobby Kotick issued a statement on July 27 to change the company’s official rhetoric and reassure . “I want to recognize and thank everyone who has come forward in the past and in the last days. I greatly appreciate your courage ”, he reacted, while being sorry that the management does not have “Could not provide adequate empathy and understanding”.
He then guaranteed that the business would change. “We will do everything possible to ensure that together we improve and create an inclusive workspace that is essential for fostering creativity and inspiration. “
A series of measures concerning employee support, an external audit, new recruitment methods or even the modification of the offensive content of certain games has been announced. Even if, just last week, these measures were deemed insufficient by the demonstrators.
The president of Blizzard Entertainment – one of the biggest video game studios in the world – has left his post, after the management of the company has been accused for several weeks of having fostered a culture of sexual harassment and discrimination, publisher Activision Blizzard announced Tuesday, August 3 in a press release.
Company veteran and former game manager World of Warcraft, J. Allen Brack has been President of Blizzard since 2018. He has been under fire from critics, like much of the management of Activision Blizzard, since the filing, on July 20, of a complaint against the publisher. The Department of Fair Employment and Housing (DFEH), a California state agency responsible for investigating civil law cases, accused Activision Blizzard of fostering a male community culture, of ” frat boys » – the fraternities are university brotherhoods – and harassment, as well as inequalities in wages and access to certain positions.
He is replaced with immediate effect by a mixed duo, composed of Jen Oneal and Mike Ybarra, explained in a letter to employees the director of operations of the group, highlighting the « leadership », ” empathy “ and “The unshakeable sense of responsibility” of the two new leaders.
Cited in a complaint
J. Allen Brack was personally cited in this DFEH complaint. He is notably accused of having reacted weakly after employees brought up multiple accusations of sexual harassment against an important figure in the company, Alex Afrasiabi. We can read in the complaint:
“J. Allen Brack, President of Blizzard Entertainment, reportedly had several conversations with Afrasiabi about his drinking, and the fact that he was “too familiar” vis-à-vis employees at company events, but he would have contented himself with giving her a pat on the hand. “
” After that, [Alex] Afrasiabi continued to make unsolicited advances to female employees ”, continues the document. On July 30, Activision Blizzard confirmed to the press that Alex Afrasiabi was fired last year because of his behavior.
More generally, the management of Activision Blizzard has been accused in recent weeks of having reacted inappropriately to the complaint filed by the DFEH, by seeking to minimize the facts. A first official statement from the company affirmed that the accusations made “Do not represent the work environment of Activision Blizzard today”. For his part, J. Allen Brack had, in an internal memo, ruled that the accusations made in the complaint were “Disturbing”, assuring that he was “Completely unacceptable for anyone in this business to suffer discrimination and harassment”.
Scared by the reaction of their management, and believing that it did not take the measure of the seriousness of the facts denounced, nearly a thousand employees had signed an open letter, and hundreds of them had demonstrated in front of the company premises, Wednesday July 28. Many supports from employees of other studios were also relayed on social networks. American media, such as the Kotaku and Vice sites or the daily The New York Times, have also published articles in which there are testimonials that describe the sexist behavior of Blizzard studio employees.
In response to internal pressure and external criticism against the studio, Activision Blizzard Chairman and CEO Bobby Kotick issued a statement on July 27 to change the company’s official rhetoric and reassure . “I want to recognize and thank everyone who has come forward in the past and in the last days. I greatly appreciate your courage ”, he reacted, while being sorry that the management does not have “Could not provide adequate empathy and understanding”.
He then guaranteed that the business would change. “We will do everything possible to ensure that together we improve and create an inclusive workspace that is essential for fostering creativity and inspiration. “
A series of measures concerning employee support, an external audit, new recruitment methods or even the modification of the offensive content of certain games has been announced. Even if, just last week, these measures were deemed insufficient by the demonstrators.
By Nathalie Guérin
Published on
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Sympathetic ceremony, Friday July 30, 2021, at theMorin masonry company of Ceaucé (Orne), for the retirement of Dominique Leverrier. All his colleagues were present as well as Denise and Marcel Morin, the founders of the company who recruited him in 1978.
A time at Fléchard
Originally from Saint-Fraimbault where he was born in 1961, Dominique Leverrier left school at a very young age to embark on professional life.
My wish was to work on the family farm
His wish was not granted. Some time later, Dominique was hired at the Fléchard Company, in La Chapelle-d’Andaine where there will be very little time left. “Although courageous, the work that was offered to me in this company did not appeal to me at all,” recalls Dominique.
Expand and strengthen the team
An unusual event will happen the year of his 17th birthday. It turns out that Marcel Morin, founder of the company, father of Thierry, the current manager, is Dominique’s uncle. “When I went to see his parents for a courtesy visit, I suggested to my nephew if he was interested in expanding the company’s team and coming to work with us,” says Marcel Morin. Dominique joined the Morin company on June 5, 1978 as a mason … never to leave it to this day.
43 years of loyalty
In the meantime, Marcel passed the torch to his son Thierry who took over the company in 1997. In 2002, Dominique Leverrier became Thierry’s partner by buying shares in the company. Almost a family affair.
A 43-year career in the same company, that deserves a thank you
As a sign of gratitude, Thierry Morin organized a relaxing day at Lohéac as a gift (4 × 4 driving, karting, etc.), in the company of the 14 employees of the company.
Well deserved retirement
Married and father of 2 children and 3 grandchildren, retirement will allow Dominique to benefit. “It’s hard to leave the company after so many years, to leave my colleagues and the atmosphere that reigns in the company”, declares Dominique somewhat bitter. A retirement cannot be improvised. “I come from the rural world, I have sheep and I will take care of them with love, but also of the small garden of our house in Sept-Forges and for the vegetable garden, I leave that to my wife. I have land, I will be able to take care of it. I will also consider taking trips, ”confesses the young retiree.
Has this article been useful to you? Please note that you can follow Le Publicateur Libre in the Mon Actu space. In one click, after registration, you will find all the news of your favorite cities and brands.
By Nathalie Guérin
Published on
See my news
Sympathetic ceremony, Friday July 30, 2021, at theMorin masonry company of Ceaucé (Orne), for the retirement of Dominique Leverrier. All his colleagues were present as well as Denise and Marcel Morin, the founders of the company who recruited him in 1978.
A time at Fléchard
Originally from Saint-Fraimbault where he was born in 1961, Dominique Leverrier left school at a very young age to embark on professional life.
My wish was to work on the family farm
His wish was not granted. Some time later, Dominique was hired at the Fléchard Company, in La Chapelle-d’Andaine where there will be very little time left. “Although courageous, the work that was offered to me in this company did not appeal to me at all,” recalls Dominique.
Expand and strengthen the team
An unusual event will happen the year of his 17th birthday. It turns out that Marcel Morin, founder of the company, father of Thierry, the current manager, is Dominique’s uncle. “When I went to see his parents for a courtesy visit, I suggested to my nephew if he was interested in expanding the company’s team and coming to work with us,” says Marcel Morin. Dominique joined the Morin company on June 5, 1978 as a mason … never to leave it to this day.
43 years of loyalty
In the meantime, Marcel passed the torch to his son Thierry who took over the company in 1997. In 2002, Dominique Leverrier became Thierry’s partner by buying shares in the company. Almost a family affair.
A 43-year career in the same company, that deserves a thank you
As a sign of gratitude, Thierry Morin organized a relaxing day at Lohéac as a gift (4 × 4 driving, karting, etc.), in the company of the 14 employees of the company.
Well deserved retirement
Married and father of 2 children and 3 grandchildren, retirement will allow Dominique to benefit. “It’s hard to leave the company after so many years, to leave my colleagues and the atmosphere that reigns in the company”, declares Dominique somewhat bitter. A retirement cannot be improvised. “I come from the rural world, I have sheep and I will take care of them with love, but also of the small garden of our house in Sept-Forges and for the vegetable garden, I leave that to my wife. I have land, I will be able to take care of it. I will also consider taking trips, ”confesses the young retiree.
Has this article been useful to you? Please note that you can follow Le Publicateur Libre in the Mon Actu space. In one click, after registration, you will find all the news of your favorite cities and brands.
By Marie Jicquello
Published on
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Julien le goff will represent the fifth generation of his family to lead the island biscuit factory in Belle-Isle-en-Terre. This biscuit factory has been making since 1875 and it is the young man of 22 who should soon take the reins. ” I will take management by the year 2023 maximum, with my brother ”specifies the one who since very small, likes baking. “I have been working alongside my father since I was 8, so taking over the family business seems important to me. “
“Anchored in the world of gastronomy”
Julien Le Goff has indeed been “anchored in the world of gastronomy” for a few years now. He obtained a technological baccalaureate in hotel-catering option kitchen-service-accommodation, in Lannion, at the Saint Joseph – Bossuet high school. Then he continued by studying in BTS cuisine-service-lodging for two years at the hotel school La Closerie in Saint-Quay-Portrieux.
Then, he chose to specialize in the food industry by applying for a DRACI license (Development and research in industrialized culinary art). It was during this year of license that Julien Le Goff thought of taking over the family business.
And it is for this reason that he wanted to apply for the‘school B5 (Brittany 5 departments) Skol ar Sell (school of vision in Breton) in Rennes, a school which trains future entrepreneurs who will take over businesses in Brittany. Returned to training last October, he obtained his master’s degree in this school in mid-July.
During this year of studies, Julien was able to build his project, surrounded by professionals.
Experiences abroad
It is now ready to take over of his parents at the biscuit factory of the islands. Especially since the young man has multiplied the experiences. Among them, an internship between Nice and Monaco, at La Chèvre d’Or, a five-star hotel-restaurant. Not to mention the many trips to Spain, England and Africa, which allowed Julien to discover different culinary specialties.
Many projects for the biscuit factory
On the strength of this learning, Julien Le Goff has no shortage of ideas to “give new impetus to the biscuit industry in order to perpetuate the family business”. He continues: “I like to innovate, I have several projects for the biscuit factory. I think about new product lines in organic and sweet and savory, to harmonize packaging by modernizing them, to create a hierarchy within the company. “
And he goes even further: “I would like create a new production unit in Belle-Isle-en-Terre, that it be more functional than the one we currently have. I also think of a new store. »
Another wish of the young graduate is to modernize thanks to digitalization. ” It’s the future. And who says digitalisation also says possibly exportation. We are already present in all supermarkets and in many other stores. We could try to get out of Brittany, ”hopes the future director of the biscuit factory.
Has this article been useful to you? Note that you can follow L’Écho de l’Argoat in the Mon Actu space. In one click, after registration, you will find all the news of your favorite cities and brands.
By Marie Jicquello
Published on
See my news
Julien le goff will represent the fifth generation of his family to lead the island biscuit factory in Belle-Isle-en-Terre. This biscuit factory has been making since 1875 and it is the young man of 22 who should soon take the reins. ” I will take management by the year 2023 maximum, with my brother ”specifies the one who since very small, likes baking. “I have been working alongside my father since I was 8, so taking over the family business seems important to me. “
“Anchored in the world of gastronomy”
Julien Le Goff has indeed been “anchored in the world of gastronomy” for a few years now. He obtained a technological baccalaureate in hotel-catering option kitchen-service-accommodation, in Lannion, at the Saint Joseph – Bossuet high school. Then he continued by studying in BTS cuisine-service-lodging for two years at the hotel school La Closerie in Saint-Quay-Portrieux.
Then, he chose to specialize in the food industry by applying for a DRACI license (Development and research in industrialized culinary art). It was during this year of license that Julien Le Goff thought of taking over the family business.
And it is for this reason that he wanted to apply for the‘school B5 (Brittany 5 departments) Skol ar Sell (school of vision in Breton) in Rennes, a school which trains future entrepreneurs who will take over businesses in Brittany. Returned to training last October, he obtained his master’s degree in this school in mid-July.
During this year of studies, Julien was able to build his project, surrounded by professionals.
Experiences abroad
It is now ready to take over of his parents at the biscuit factory of the islands. Especially since the young man has multiplied the experiences. Among them, an internship between Nice and Monaco, at La Chèvre d’Or, a five-star hotel-restaurant. Not to mention the many trips to Spain, England and Africa, which allowed Julien to discover different culinary specialties.
Many projects for the biscuit factory
On the strength of this learning, Julien Le Goff has no shortage of ideas to “give new impetus to the biscuit industry in order to perpetuate the family business”. He continues: “I like to innovate, I have several projects for the biscuit factory. I think about new product lines in organic and sweet and savory, to harmonize packaging by modernizing them, to create a hierarchy within the company. “
And he goes even further: “I would like create a new production unit in Belle-Isle-en-Terre, that it be more functional than the one we currently have. I also think of a new store. »
Another wish of the young graduate is to modernize thanks to digitalization. ” It’s the future. And who says digitalisation also says possibly exportation. We are already present in all supermarkets and in many other stores. We could try to get out of Brittany, ”hopes the future director of the biscuit factory.
Has this article been useful to you? Note that you can follow L’Écho de l’Argoat in the Mon Actu space. In one click, after registration, you will find all the news of your favorite cities and brands.
Life is picking up and recruitments are intensifying, but companies are struggling to find their ideal candidate.
Fewer research candidates? Fewer candidates than vacancies? Remuneration that is too high when companies are just emerging from a health and therefore financial crisis? Too demanding recruiters? There is no ready-made answer, but asking the question is essential in trying to find a solution.
Recruiting has never been easy
Since when is recruiting easy? Recruiting is human and human is complex. It takes time (a lot of time), energy, thought. This is a very strategic aspect within a company. Employees enable (or not) the productivity and growth of a business.
Poor recruitment wastes time and money, as does recruitment that is necessary but not done because of too many expectations and demands. It always comes back to the comparison between the softskills and the hardskills.
Do you prefer to hire someone with all the right skills and search for months? Or recruit someone with a solid foundation and a real ability to develop skills in the position? In wanting to achieve perfection, we end up with tired teams, because they are understaffed and goals not achieved.
A recruitment not done or badly done can also demotivate the teams (no team cohesion, bad atmosphere, internal conflict…).
Recruiting is therefore complex. It is imperative to think of everything: the content of the position, the expectations, the possible skills upgrades for the ambitious, the remuneration (so as not to frustrate the colleagues), the well-being of the teams in place … that the feeling has all its importance in a recruitment. If all the boxes are checked, but you don’t see yourself working with the person on a daily basis, everything goes down the drain. We have to start the whole process all over again. As always, each must take a step towards the other. The health crisis has not helped matters.
A profession of endurance and precision
Several factors have come to delay or even slow down recruitments: repeated confinements, the financial problems of certain companies because of the crisis, the concern of candidates who prefer to stay in their posts while waiting for the situation to improve (therefore fewer candidates). on the market), increasingly low salaries despite the many skills required, recruitment processes that are too long or too complicated, recruiters too demanding, recruiters exhausted by the latest events (payroll management, telework management , management of the return to the office and the new arrangements put in place, etc.).
Depending on the structures, either the HRD takes care of recruitment (but not only), or a team is essentially dedicated to it. In the second case, it saves time and precision. For a recruited candidate, there are hundreds of CVs received, read, studied, dozens of candidates met. It is just exhausting and thrilling. Recruiting is always taking a risk, that of making a mistake. Without this risk, we are missing out on talented candidates, so we have to take it.
The other possible option is to use a recruitment firm. It costs money, but it is a long-term investment (saving time, support, warranty period during the trial period, advice, monitoring the candidate in his skills development).
When we recruit, we often have the impression of being the one or the only one who has difficulty finding our rare pearl. Rest assured, this is the case for many and all the more so at the moment (summer holidays and Covid-19). It is not systematically a question of reducing its demands but of opening up and making concessions. Focusing on a candidate’s ability to improve skills is sometimes a winning bet: they will only be more grateful and will do everything not to disappoint you (and themselves). It takes time at first, but it’s called a win-win, a deal. Each takes a step towards the other.
Life is picking up and recruitments are intensifying, but companies are struggling to find their ideal candidate.
Fewer research candidates? Fewer candidates than vacancies? Remuneration that is too high when companies are just emerging from a health and therefore financial crisis? Too demanding recruiters? There is no ready-made answer, but asking the question is essential in trying to find a solution.
Recruiting has never been easy
Since when is recruiting easy? Recruiting is human and human is complex. It takes time (a lot of time), energy, thought. This is a very strategic aspect within a company. Employees enable (or not) the productivity and growth of a business.
Poor recruitment wastes time and money, as does recruitment that is necessary but not done because of too many expectations and demands. It always comes back to the comparison between the softskills and the hardskills.
Do you prefer to hire someone with all the right skills and search for months? Or recruit someone with a solid foundation and a real ability to develop skills in the position? In wanting to achieve perfection, we end up with tired teams, because they are understaffed and goals not achieved.
A recruitment not done or badly done can also demotivate the teams (no team cohesion, bad atmosphere, internal conflict…).
Recruiting is therefore complex. It is imperative to think of everything: the content of the position, the expectations, the possible skills upgrades for the ambitious, the remuneration (so as not to frustrate the colleagues), the well-being of the teams in place … that the feeling has all its importance in a recruitment. If all the boxes are checked, but you don’t see yourself working with the person on a daily basis, everything goes down the drain. We have to start the whole process all over again. As always, each must take a step towards the other. The health crisis has not helped matters.
A profession of endurance and precision
Several factors have come to delay or even slow down recruitments: repeated confinements, the financial problems of certain companies because of the crisis, the concern of candidates who prefer to stay in their posts while waiting for the situation to improve (therefore fewer candidates). on the market), increasingly low salaries despite the many skills required, recruitment processes that are too long or too complicated, recruiters too demanding, recruiters exhausted by the latest events (payroll management, telework management , management of the return to the office and the new arrangements put in place, etc.).
Depending on the structures, either the HRD takes care of recruitment (but not only), or a team is essentially dedicated to it. In the second case, it saves time and precision. For a recruited candidate, there are hundreds of CVs received, read, studied, dozens of candidates met. It is just exhausting and thrilling. Recruiting is always taking a risk, that of making a mistake. Without this risk, we are missing out on talented candidates, so we have to take it.
The other possible option is to use a recruitment firm. It costs money, but it is a long-term investment (saving time, support, warranty period during the trial period, advice, monitoring the candidate in his skills development).
When we recruit, we often have the impression of being the one or the only one who has difficulty finding our rare pearl. Rest assured, this is the case for many and all the more so at the moment (summer holidays and Covid-19). It is not systematically a question of reducing its demands but of opening up and making concessions. Focusing on a candidate’s ability to improve skills is sometimes a winning bet: they will only be more grateful and will do everything not to disappoint you (and themselves). It takes time at first, but it’s called a win-win, a deal. Each takes a step towards the other.
To succeed in its digital transition, a company must understand what the agile methodology is. It will be explained here what it is made up of and how it is concretely articulated in the company’s development strategy.
The observation has never been so clear: companies must now rely on different levers of agile transformation in order to successfully switch to digital. And culture is the number one concern of leaders today. Indeed, more than two-thirds of them consider that it is essential for the success of an agile transformation. Yet only 38% of business leaders and 19% of IT leaders want to invest in this area. This paradox is even more pronounced in Europe, which lags behind the United States by 10% in terms of cultural investments, even if the cloud and agile infrastructures have been adopted more on the Old Continent.
The first problem therefore does not lie in the lack of awareness, but in the inability of large organizations to understand which cultural components of agile change it is necessary to adopt as a priority.
The importance of agile culture
How did Tesla become the world’s most valuable automotive company? Thanks in large part to brilliant product design, excellent use of software, and the charisma of its leader who has guided the company through market turmoil. His use of agile methodology and practices is perhaps less well recognized. Everyone from Elon Musk to mid-level managers uses these principles to deliver high-quality features that their customers appreciate.
Tesla’s story demonstrates the crucial role culture plays in this transition. Focusing on the human dimension undoubtedly makes the company more dynamic. Ambitious goals, such as reducing the carbon footprint, unite employees around a common vision. Experimenting does not happen without taking risks. Reassuring employees and giving them the opportunity to make mistakes allows each of them to express themselves more freely, which ultimately has a positive impact on the company. Creating an environment where collective success is more important than individual success increases productivity throughout the organization. On a purely strategic level, Elon Musk favored the rapid development of software, as well as the right to fail.
All of these cultural factors have helped make the Tesla brand what it is today.
The 7 agile growth levers
It is only once these seven levers are in place that the company truly begins its transformation.
- Promote better knowledge of the customer to strengthen their journey.
- Organize teams around these routes from start to finish.
- Ensure collaboration across functional boundaries.
- Set up self-organized teams.
- Strengthen employee training using digital learning platforms.
- Use agile workspaces with collaborative work infrastructures.
- Implementation of virtual workspaces with digital tools and collaborative platforms.
Micro, the new Macro
Most important in the transformation of a business? Adopt the aforementioned mindset and agile techniques bit by bit, rather than rushing around and making these changes all at once. Here, exponential change occurs through “micro-changes,” a concept substantiated in a recent Harvard Business Review article.
Employees are rewarded based on their individual performance. In order to ensure that they can develop their full potential, they receive personalized suggestions and advice. Thus, by advancing each individual, it is possible to intrinsically advance the whole collective.
Agile transformation has now taken pride of place. By adopting these seven transformation levers and gradually transforming the internal organization, companies are ensuring faster growth and a more customer-centric workforce, which continues to evolve. with the times.
To succeed in its digital transition, a company must understand what the agile methodology is. It will be explained here what it is made up of and how it is concretely articulated in the company’s development strategy.
The observation has never been so clear: companies must now rely on different levers of agile transformation in order to successfully switch to digital. And culture is the number one concern of leaders today. Indeed, more than two-thirds of them consider that it is essential for the success of an agile transformation. Yet only 38% of business leaders and 19% of IT leaders want to invest in this area. This paradox is even more pronounced in Europe, which lags behind the United States by 10% in terms of cultural investments, even if the cloud and agile infrastructures have been adopted more on the Old Continent.
The first problem therefore does not lie in the lack of awareness, but in the inability of large organizations to understand which cultural components of agile change it is necessary to adopt as a priority.
The importance of agile culture
How did Tesla become the world’s most valuable automotive company? Thanks in large part to brilliant product design, excellent use of software, and the charisma of its leader who has guided the company through market turmoil. His use of agile methodology and practices is perhaps less well recognized. Everyone from Elon Musk to mid-level managers uses these principles to deliver high-quality features that their customers appreciate.
Tesla’s story demonstrates the crucial role culture plays in this transition. Focusing on the human dimension undoubtedly makes the company more dynamic. Ambitious goals, such as reducing the carbon footprint, unite employees around a common vision. Experimenting does not happen without taking risks. Reassuring employees and giving them the opportunity to make mistakes allows each of them to express themselves more freely, which ultimately has a positive impact on the company. Creating an environment where collective success is more important than individual success increases productivity throughout the organization. On a purely strategic level, Elon Musk favored the rapid development of software, as well as the right to fail.
All of these cultural factors have helped make the Tesla brand what it is today.
The 7 agile growth levers
It is only once these seven levers are in place that the company truly begins its transformation.
- Promote better knowledge of the customer to strengthen their journey.
- Organize teams around these routes from start to finish.
- Ensure collaboration across functional boundaries.
- Set up self-organized teams.
- Strengthen employee training using digital learning platforms.
- Use agile workspaces with collaborative work infrastructures.
- Implementation of virtual workspaces with digital tools and collaborative platforms.
Micro, the new Macro
Most important in the transformation of a business? Adopt the aforementioned mindset and agile techniques bit by bit, rather than rushing around and making these changes all at once. Here, exponential change occurs through “micro-changes,” a concept substantiated in a recent Harvard Business Review article.
Employees are rewarded based on their individual performance. In order to ensure that they can develop their full potential, they receive personalized suggestions and advice. Thus, by advancing each individual, it is possible to intrinsically advance the whole collective.
Agile transformation has now taken pride of place. By adopting these seven transformation levers and gradually transforming the internal organization, companies are ensuring faster growth and a more customer-centric workforce, which continues to evolve. with the times.
Corporate social responsibility (CSR) increasingly reaches the Boards of Directors of the SBF 120. In a new study, the French Institute of Administrators draws the strong growth of committees dedicated to CSR in boards, indexation on climate objectives of CEO variables or the feminization of CAs. For the IFA, this is the sign of a turning point towards sustainable governance.
CSR is rooted in the Boards of Directors of SBF 120. According to a new study published by the Institut français des administrateurs (IFA) with the firm Ethic & Boards, two thirds of the boards now have a fully dedicated committee or partially to CSR. In 2015, the rate was only 25%. France is thus largely in the lead compared to neighboring countries. With 64.2% CSR committees in 2021, it is 17 points ahead of the British FTSE 100 index, 26 points ahead of the US S&P 100 index and 56 points ahead of the German HDAX.
“The materiality of sustainable governance in the boards of large French companies is confirmed again this year. Even if differences in governance maturity still remain significant, France is ahead in international comparisons on sustainable governance issues”, considers Floriane de Saint Pierre, founding president of Ethics & Boards.
Reasons for existence, indexed bonus …
The inclusion of the purpose of companies in their statutes is also an indication of the evolution of the SBF 120 towards more sustainable governance. Thus, according to the study, three new companies have taken the plunge – CNP, Eramet and Nexity, which brings the number of SBF 120 companies with a raison d’être to 14, ie 12% of companies. “The Rationale will provide most boards with a guide to important decisions, a useful counterpoint to the short-term financial criterion, which cannot be used as a compass.“, noted the Notat-Senard report, which aimed to better integrate social and environmental issues into business strategies.
On the finance side, CSR is also part of the remuneration of CEOs. In 2021, according to the French Institute of Directors, extra-financial objectives represented 32.5% of the criteria for awarding the annual variable compensation of CEOs. Likewise, almost all CAC 40 companies integrate CSR into the variable compensation policy for executives. 55% of the objectives relate directly to the climate.
For Denis Terrien, president of the IFA, these figures “very tangibly confirm the orientation of listed companies towards sustainable and responsible governance” also citing “the place of employee directors“whose rate has doubled compared to 2015. As for the feminization of advice, the trend is also positive. From 33% of women in 2015, we reach almost parity in 2021 with 45.7%. 120 companies have only 10 women chairpersons, which is not much, but it is three times more than in 2015.
Marina Fabre, @fabre_marina
.
Corporate social responsibility (CSR) increasingly reaches the Boards of Directors of the SBF 120. In a new study, the French Institute of Administrators draws the strong growth of committees dedicated to CSR in boards, indexation on climate objectives of CEO variables or the feminization of CAs. For the IFA, this is the sign of a turning point towards sustainable governance.
CSR is rooted in the Boards of Directors of SBF 120. According to a new study published by the Institut français des administrateurs (IFA) with the firm Ethic & Boards, two thirds of the boards now have a fully dedicated committee or partially to CSR. In 2015, the rate was only 25%. France is thus largely in the lead compared to neighboring countries. With 64.2% CSR committees in 2021, it is 17 points ahead of the British FTSE 100 index, 26 points ahead of the US S&P 100 index and 56 points ahead of the German HDAX.
“The materiality of sustainable governance in the boards of large French companies is confirmed again this year. Even if differences in governance maturity still remain significant, France is ahead in international comparisons on sustainable governance issues”, considers Floriane de Saint Pierre, founding president of Ethics & Boards.
Reasons for existence, indexed bonus …
The inclusion of the purpose of companies in their statutes is also an indication of the evolution of the SBF 120 towards more sustainable governance. Thus, according to the study, three new companies have taken the plunge – CNP, Eramet and Nexity, which brings the number of SBF 120 companies with a raison d’être to 14, ie 12% of companies. “The Rationale will provide most boards with a guide to important decisions, a useful counterpoint to the short-term financial criterion, which cannot be used as a compass.“, noted the Notat-Senard report, which aimed to better integrate social and environmental issues into business strategies.
On the finance side, CSR is also part of the remuneration of CEOs. In 2021, according to the French Institute of Directors, extra-financial objectives represented 32.5% of the criteria for awarding the annual variable compensation of CEOs. Likewise, almost all CAC 40 companies integrate CSR into the variable compensation policy for executives. 55% of the objectives relate directly to the climate.
For Denis Terrien, president of the IFA, these figures “very tangibly confirm the orientation of listed companies towards sustainable and responsible governance” also citing “the place of employee directors“whose rate has doubled compared to 2015. As for the feminization of advice, the trend is also positive. From 33% of women in 2015, we reach almost parity in 2021 with 45.7%. 120 companies have only 10 women chairpersons, which is not much, but it is three times more than in 2015.
Marina Fabre, @fabre_marina
.
Until a few years ago, the best performing profiles were essentially the most expensive. Today, the financial argument is necessary, but not sufficient: the most successful are also those who most want freedom.
In a particularly chaotic context, borders fell between the expectations of employees and the working conditions they could really afford. Some dreams have come true, like working on an island paradise with your feet in the pool.
And, surprise, the performances held up, they sometimes even increased. So what can be done now to retain these young talents, both in search of an intense professional experience and irresistibly attracted by the nomadic life. To distinguish themselves and attract them, companies must offer more flexible working frameworks and take care of their brand image.
To come back or not to come back to the office
Sanitary measures are relaxed, and after a year and a half, employees can return freely to the office. For some, it’s a liberation. These long months cloistered in 100% teleworking were not a good experience. Finding colleagues and a dedicated working environment was vital, and this return to normalcy gives them a breath of fresh air. However, no one is talking about going back on the massive opening up of teleworking.
Having a choice is perhaps the greatest social advance resulting from this crisis. Some young executives no longer want to be forced to choose between work and travel. During the crisis, they packed their bags for faraway destinations where being confined was less burdensome than in the heart of a big city. If they come back now with pleasure, it is not in the prospect of remaining nailed in one place. Sooner or later, they’ll want to leave, with their laptops tucked between the fins and flowered shorts. They showed that it was possible: a new model was born.
Many companies, and not the least, are taking the measure of this change and granting between two and three days of teleworking per week to their employees. This is the choice made by Cdiscount and Lengow in particular. Others go further and, under certain conditions, let employees temporarily move away from their offices. This is the case of Google, with “100% telework” or travel to one of its offices around the world. At Partoo, employees can spend three months a year abroad, within the limit of three hours of jet lag. Luke and Payfit have also taken the side of freedom: on condition of returning three days a month to the premises, employees can live where they want (subject to the authorization of their manager). Payfit still limits this stay to six months a year and, like Luko, to three hours of jet lag. Finally, Influentia and Semrush let their employees manage the telework / office presence balance as they see fit. As long as they stay in a time slot compatible with that of their colleagues, they can live wherever they want.
More than just an office, a place to live
Even for those who happily return to work, expectations have changed. After fifteen months of crisis and a severe social diet, young executives want more than a large desk, a comfortable seat and air conditioning. The company must provide them with a fulfilling environment with friendly relationships, friends and the possibility of bringing projects back in their backpack, next to the professional computer. The line between professional and personal life is becoming porous. The postulate ? Even if it means spending most of his time with his colleagues, we might as well forge strong bonds and share with them what is important to us. For those who want to develop their own business, it is also an opportunity to get advice and help from real professionals. A rewarding formula for everyone!
Here again, companies have taken note of this request. At Cdiscount, an internal magazine serves as a support for each other’s projects. On the Partoo side, once a week for many years, those who wish have free time to share a passion or a project with their colleagues. A “project wall”, where everyone can present a project and explain how others could help them will soon see the light of day. Luko encourages its employees to share their passions and entrepreneurial projects with their colleagues. They can also obtain authorization to work as a freelancer under certain conditions.
Development in the company has become a criterion of choice for employees. It is also, for companies, a factor of engagement to retain these precious profiles which are at the same time very effective and very ambitious.
The company: renewal of the social bond
The health crisis has cruelly highlighted the flaws in our social fabric. In 2020, the loneliness of young people was all the more glaring as their involvement in associative life or in a religious community no longer inspires them much. Do not necessarily see it as an ideological impoverishment: often, these networks do not answer the questions that preoccupy them today. But the search for meaning is still there and gradually, the work recovers this vacant place. A company that cares about its impact on the environment and society can provide young executives with the values they need to get involved.
Some brands make their commitment a marketing and recruitment argument. In this area, Patagonia is a pioneer. The famous brand of outerwear tries to reconcile its ecological ambitions and its belonging to one of the most polluting industries. Durable clothes, guaranteed for life, control of the entire production process: these are arguments to reassure those who are rejected by the ecological impact of the clothing industry. On the GAFAM side, Google increasingly values the lightness of the pages. In doing so, it encourages webmasters around the world to lighten their websites, and therefore to heat data centers less.
At their level, young companies are also actively participating in this quest for values. Eskimoz has invested in the Treedom project to plant trees around the world. Partoo aims to reduce its ecological impact to a minimum. This begins with the choice of organic suppliers for its daily consumption (tea, coffee, beer), the use of recycled paper and the provision of an Ideel Garden fridge which allows employees to consume meals cooked with local and organic food. Then, avoid travel by plane as much as possible. And when an employee passes on the tarmac, the company undertakes to offset the carbon footprint of their flight by donating a certain amount to the association of Yann Arthus-Bertrand. Finally, in the tech register, the servers were recently optimized and repatriated to Europe in order to reduce their energy consumption.
Freedom to travel, to live in the provinces or abroad, to undertake and develop solid and lasting relationships with colleagues: young people’s expectations are growing. Their parents would never have dreamed of demanding so much. But this rich and fulfilling professional life is not for everyone. So much freedom presupposes a good dose of trust on the part of the employer. Only those who know how to demonstrate enough self-discipline and autonomy so that less control and more performance go hand in hand can claim it. The culture of freedom therefore goes hand in hand with that of performance.
In a context where the most competent profiles have a plethora of choices, recruitment is not the thorniest challenge. The real difficulty is to retain these young managers who love freedom and who do not see themselves staying more than two or three years in the same company. This is a crucial issue in order to make your business part of a long-term strategy. Recruiters, you now need to be creative in meeting the needs of the youngest employees and helping them establish themselves and see their careers in the long term.
Until a few years ago, the best performing profiles were essentially the most expensive. Today, the financial argument is necessary, but not sufficient: the most successful are also those who most want freedom.
In a particularly chaotic context, borders fell between the expectations of employees and the working conditions they could really afford. Some dreams have come true, like working on an island paradise with your feet in the pool.
And, surprise, the performances held up, they sometimes even increased. So what can be done now to retain these young talents, both in search of an intense professional experience and irresistibly attracted by the nomadic life. To distinguish themselves and attract them, companies must offer more flexible working frameworks and take care of their brand image.
To come back or not to come back to the office
Sanitary measures are relaxed, and after a year and a half, employees can return freely to the office. For some, it’s a liberation. These long months cloistered in 100% teleworking were not a good experience. Finding colleagues and a dedicated working environment was vital, and this return to normalcy gives them a breath of fresh air. However, no one is talking about going back on the massive opening up of teleworking.
Having a choice is perhaps the greatest social advance resulting from this crisis. Some young executives no longer want to be forced to choose between work and travel. During the crisis, they packed their bags for faraway destinations where being confined was less burdensome than in the heart of a big city. If they come back now with pleasure, it is not in the prospect of remaining nailed in one place. Sooner or later, they’ll want to leave, with their laptops tucked between the fins and flowered shorts. They showed that it was possible: a new model was born.
Many companies, and not the least, are taking the measure of this change and granting between two and three days of teleworking per week to their employees. This is the choice made by Cdiscount and Lengow in particular. Others go further and, under certain conditions, let employees temporarily move away from their offices. This is the case of Google, with “100% telework” or travel to one of its offices around the world. At Partoo, employees can spend three months a year abroad, within the limit of three hours of jet lag. Luke and Payfit have also taken the side of freedom: on condition of returning three days a month to the premises, employees can live where they want (subject to the authorization of their manager). Payfit still limits this stay to six months a year and, like Luko, to three hours of jet lag. Finally, Influentia and Semrush let their employees manage the telework / office presence balance as they see fit. As long as they stay in a time slot compatible with that of their colleagues, they can live wherever they want.
More than just an office, a place to live
Even for those who happily return to work, expectations have changed. After fifteen months of crisis and a severe social diet, young executives want more than a large desk, a comfortable seat and air conditioning. The company must provide them with a fulfilling environment with friendly relationships, friends and the possibility of bringing projects back in their backpack, next to the professional computer. The line between professional and personal life is becoming porous. The postulate ? Even if it means spending most of his time with his colleagues, we might as well forge strong bonds and share with them what is important to us. For those who want to develop their own business, it is also an opportunity to get advice and help from real professionals. A rewarding formula for everyone!
Here again, companies have taken note of this request. At Cdiscount, an internal magazine serves as a support for each other’s projects. On the Partoo side, once a week for many years, those who wish have free time to share a passion or a project with their colleagues. A “project wall”, where everyone can present a project and explain how others could help them will soon see the light of day. Luko encourages its employees to share their passions and entrepreneurial projects with their colleagues. They can also obtain authorization to work as a freelancer under certain conditions.
Development in the company has become a criterion of choice for employees. It is also, for companies, a factor of engagement to retain these precious profiles which are at the same time very effective and very ambitious.
The company: renewal of the social bond
The health crisis has cruelly highlighted the flaws in our social fabric. In 2020, the loneliness of young people was all the more glaring as their involvement in associative life or in a religious community no longer inspires them much. Do not necessarily see it as an ideological impoverishment: often, these networks do not answer the questions that preoccupy them today. But the search for meaning is still there and gradually, the work recovers this vacant place. A company that cares about its impact on the environment and society can provide young executives with the values they need to get involved.
Some brands make their commitment a marketing and recruitment argument. In this area, Patagonia is a pioneer. The famous brand of outerwear tries to reconcile its ecological ambitions and its belonging to one of the most polluting industries. Durable clothes, guaranteed for life, control of the entire production process: these are arguments to reassure those who are rejected by the ecological impact of the clothing industry. On the GAFAM side, Google increasingly values the lightness of the pages. In doing so, it encourages webmasters around the world to lighten their websites, and therefore to heat data centers less.
At their level, young companies are also actively participating in this quest for values. Eskimoz has invested in the Treedom project to plant trees around the world. Partoo aims to reduce its ecological impact to a minimum. This begins with the choice of organic suppliers for its daily consumption (tea, coffee, beer), the use of recycled paper and the provision of an Ideel Garden fridge which allows employees to consume meals cooked with local and organic food. Then, avoid travel by plane as much as possible. And when an employee passes on the tarmac, the company undertakes to offset the carbon footprint of their flight by donating a certain amount to the association of Yann Arthus-Bertrand. Finally, in the tech register, the servers were recently optimized and repatriated to Europe in order to reduce their energy consumption.
Freedom to travel, to live in the provinces or abroad, to undertake and develop solid and lasting relationships with colleagues: young people’s expectations are growing. Their parents would never have dreamed of demanding so much. But this rich and fulfilling professional life is not for everyone. So much freedom presupposes a good dose of trust on the part of the employer. Only those who know how to demonstrate enough self-discipline and autonomy so that less control and more performance go hand in hand can claim it. The culture of freedom therefore goes hand in hand with that of performance.
In a context where the most competent profiles have a plethora of choices, recruitment is not the thorniest challenge. The real difficulty is to retain these young managers who love freedom and who do not see themselves staying more than two or three years in the same company. This is a crucial issue in order to make your business part of a long-term strategy. Recruiters, you now need to be creative in meeting the needs of the youngest employees and helping them establish themselves and see their careers in the long term.
In the pandemic context, more than before, a renewed conception of CSR in emerging countries may lead to going beyond the simple logic of “repairing” the damage caused by the activity of companies and extending the reflection towards other types of ‘companies for a more careful vision of the social or environmental benefit.
The company is by nature the place of production of wealth in society through investment (national or international FDI capital) for the creation of employment and stable income for employees.
However, the company operates in a legislative, regulatory and institutional environment capable of granting all types of rights and advantages to operating companies. The institutions can, on the other hand, not considerate with regard to the interests of the local populations.
Leonine mining contracts in southern countries are an illustration of this, because they generate little or no benefit for citizens and often lead to overexploitation of resources and environmental degradation.
Another no less worrying example is that of waste electrical and electronic equipment (WEEE). These increasing volumes of waste, the toxicity of which is no longer to be demonstrated, testify to the consumption and production patterns of technology in the North mainly, and are found dumped in Africa for example, where some recycling is done especially in the ‘informal. In this regard, we also note a slowness in adopting and implementing regulations relating to the management of this waste: only 13 African countries out of the 43 analyzed by the Global E-waste Monitor 2020 study have a national policy for the regulation and management of waste. WEEE waste.
In short, the impact of these unbalanced and unbalancing situations can be destructive for the territories and populations concerned.
CSR approaches and concern for development
The consequences and negative impact of the activities of national and international firms in all sectors, on the environment and the health of local residents, have led to recommendations from various international institutions and complaints from civil societies, giving rise to the concept of CSR since. the 1990s to recall a certain societal duty of the company and to call for remedying these dysfunctions.
Observation of the implementation of these recommendations shows a diversity in the approach of firms with regard to said CSR. Indeed, some companies develop respectful concern for their ecosystem. They primarily employ the local workforce in relatively decent conditions, can at the same time create social projects likely to contribute to a valid way of life (training, functional and digital literacy, hospitals, development of model villages, sports and cultural promotion, etc. and artistic, etc.) and induce a positive environmental impact (eg reforestation, promotion of sustainable agriculture, wastewater treatment). But more often than not, companies operate with more or less total recklessness as to respect for nature and the interests of citizens.
Accept the principle of correcting the damage caused by their activities, straighten their brand image, comply with regulatory texts, respond to criticism from civil society and the demands of trade unions, these are, in reality, the reasons and foundations of the approaches CSR of firms for the most part.
Of course, these CSR attitudes are directly correlated with the balance of power that prevails in the countries in question: the positioning of the State, parliament and legislators, unions, local and international NGOs, social networks and debates in the country on the rights of territories, especially rural populations, employees, workers, etc.
Towards a broader vision of the responsible company
Today, more than before, the crisis we are going through has shown the urgency of a transition to fairer development consolidating social stability through solidarity and inclusive policies. This stability remains, moreover, a fundamental factor for the very fruiting of investment in developing countries.
The crisis, which is also fundamentally an ecological crisis, has allowed the question of the climate debt to the countries of the South to be raised again: the drying up of lakes and wadis in North Africa, torrential rains in the Central African Republic, massive deforestation, water pollution. , air and loss of biodiversity in South-East Asia … The catastrophic results confirm the extreme vulnerability of these regions to climate change. Recall in this sense that this ecological crisis is worsening, as evidenced by the day of the Earth’s overtaking which dates back this year to July 29, the day from which, for the rest of the year, humanity lives “On credit” on the planet’s resources.
In this context, CSR in emerging countries should be rethought well beyond its “restorative” function of the evils and excesses caused by the deployment of companies and their activities. It is about promoting a new conception of CSR, even a new type of company which will be set up as a motor of resilient, sustainable and less unequal models of society and development in these countries.
It will no longer be just a question of making a “social repair”, but of contributing to a certain “social construction” which integrates the principles of sustainable and inclusive development into the development (industrial, agricultural, technological, digital, etc.) of emerging countries.
In the countries of the North, we are seeing the emergence of a dynamic around the concept of civic or committed companies that take into account their societal impact, or even place it at the very heart of their vocation and business model.
In France, for example, the introduction of the quality of company with mission by the Pacte law in 2019 allows a company to “declare its raison d’être through several social and environmental objectives”.
Whether social enterprises in France, Community Interest Companies (CIC) in the United Kingdom (numbering 15,700 across all sectors according to the Regulator of CICs 2018-19 annual report) or even Benefit Corporations in the United States, definitions and legal frameworks vary depending on the context, but the common denominator is the reconciliation between profit “doing well” and positive social and environmental impact “doing good”.
In other words, it is a question of making reasoned and even regenerative uses of the resources of nature and not of confronting the latter’s tendencies, but also of moving towards a less unequal distribution of the fruits of productivity.
We therefore believe that these social business models, which are starting to attract different profiles of public and private investors, and which put local businesses and entrepreneurship at the service of major societal issues, should also be multiplied in emerging countries. . The ground is fertile for this: in Africa for example, young people under 25 constitute 70% of the population, this potential of young people being eminently sensitive to these problems.
The company, national and even international, could then contribute, depending on the context and in coordination with institutions, to the response to the challenges facing these countries (massive rural exodus, excessive urbanization, glaring lack of infrastructure, informality , climatic hazards, endemic social precariousness, etc.), while respecting the challenges of economic sovereignty.
Institutions, pandemic context and CSR
The State in these emerging countries establishes policies to encourage national investment and FDI for the creation of wealth and the promotion of employment. It grants aid and often brings together the optimal conditions for the productive activities of companies (land facilities, development of industrial zones, equipment and infrastructure, various services necessary for production, security, etc.).
But the State, in its social functions, even more in a pandemic context, theoretically protects populations whose purchasing power and living conditions become more precarious. It should provide the various social coverages and safeguard the conditions necessary so that its populations are not harmed by the impact of the activities of any companies, and against any abuse or possible social or environmental damage. Through these same social functions, the State would ensure the balance between investment, economic performance and the natural and social environment.
Thus, public institutions must ensure compliance with labor laws, regulations in favor of the environment (pollution, waste management, etc.) and the preservation of resources (water, minerals, quarries …), Compliance with specifications relating to productive activities, as well as all projects or contracts allocated to companies.
And beyond the support of these fundamentally “CSR” measures, the need arises to establish legal and institutional frameworks to promote the emergence of these types of responsible companies, in particular the legal framework as well for the ESS than for social enterprise.
To cite the example of Senegal, according to the economic and legal study Social enterprises in Senegal carried out by LEGS-Africa, these companies constitute an important part of the fabric of SMEs (on average 12%), and of the GDP (nearly 5%). However, the absence of a legal framework hinders their development, which leads to difficulties in terms of taxation, financing and formalization.
Thus, in a social climate where the State maintains the right balance between society and the company, the latter would be required to operate in accordance with social and environmental ethics.
And beyond the traditional CSR approaches, it would be a question of going beyond the simple logic of social compensation, and extending the reflection and the practice towards models of social enterprise. The latter, in particular through multi-stakeholder partnerships (institutional, civil society, unions, municipalities, universities, traditional companies, etc.) would induce a development dynamic with regard to the social and environmental problems of emerging countries.
Authors:
Soha Benchekroun – Engineer consultant in strategy, actor of sustainable development – CSR
Abdelaâli Benchekroun – Economist and co-author of Renewal for Morocco
In the pandemic context, more than before, a renewed conception of CSR in emerging countries may lead to going beyond the simple logic of “repairing” the damage caused by the activity of companies and extending the reflection towards other types of ‘companies for a more careful vision of the social or environmental benefit.
The company is by nature the place of production of wealth in society through investment (national or international FDI capital) for the creation of employment and stable income for employees.
However, the company operates in a legislative, regulatory and institutional environment capable of granting all types of rights and advantages to operating companies. The institutions can, on the other hand, not considerate with regard to the interests of the local populations.
Leonine mining contracts in southern countries are an illustration of this, because they generate little or no benefit for citizens and often lead to overexploitation of resources and environmental degradation.
Another no less worrying example is that of waste electrical and electronic equipment (WEEE). These increasing volumes of waste, the toxicity of which is no longer to be demonstrated, testify to the consumption and production patterns of technology in the North mainly, and are found dumped in Africa for example, where some recycling is done especially in the ‘informal. In this regard, we also note a slowness in adopting and implementing regulations relating to the management of this waste: only 13 African countries out of the 43 analyzed by the Global E-waste Monitor 2020 study have a national policy for the regulation and management of waste. WEEE waste.
In short, the impact of these unbalanced and unbalancing situations can be destructive for the territories and populations concerned.
CSR approaches and concern for development
The consequences and negative impact of the activities of national and international firms in all sectors, on the environment and the health of local residents, have led to recommendations from various international institutions and complaints from civil societies, giving rise to the concept of CSR since. the 1990s to recall a certain societal duty of the company and to call for remedying these dysfunctions.
Observation of the implementation of these recommendations shows a diversity in the approach of firms with regard to said CSR. Indeed, some companies develop respectful concern for their ecosystem. They primarily employ the local workforce in relatively decent conditions, can at the same time create social projects likely to contribute to a valid way of life (training, functional and digital literacy, hospitals, development of model villages, sports and cultural promotion, etc. and artistic, etc.) and induce a positive environmental impact (eg reforestation, promotion of sustainable agriculture, wastewater treatment). But more often than not, companies operate with more or less total recklessness as to respect for nature and the interests of citizens.
Accept the principle of correcting the damage caused by their activities, straighten their brand image, comply with regulatory texts, respond to criticism from civil society and the demands of trade unions, these are, in reality, the reasons and foundations of the approaches CSR of firms for the most part.
Of course, these CSR attitudes are directly correlated with the balance of power that prevails in the countries in question: the positioning of the State, parliament and legislators, unions, local and international NGOs, social networks and debates in the country on the rights of territories, especially rural populations, employees, workers, etc.
Towards a broader vision of the responsible company
Today, more than before, the crisis we are going through has shown the urgency of a transition to fairer development consolidating social stability through solidarity and inclusive policies. This stability remains, moreover, a fundamental factor for the very fruiting of investment in developing countries.
The crisis, which is also fundamentally an ecological crisis, has allowed the question of the climate debt to the countries of the South to be raised again: the drying up of lakes and wadis in North Africa, torrential rains in the Central African Republic, massive deforestation, water pollution. , air and loss of biodiversity in South-East Asia … The catastrophic results confirm the extreme vulnerability of these regions to climate change. Recall in this sense that this ecological crisis is worsening, as evidenced by the day of the Earth’s overtaking which dates back this year to July 29, the day from which, for the rest of the year, humanity lives “On credit” on the planet’s resources.
In this context, CSR in emerging countries should be rethought well beyond its “restorative” function of the evils and excesses caused by the deployment of companies and their activities. It is about promoting a new conception of CSR, even a new type of company which will be set up as a motor of resilient, sustainable and less unequal models of society and development in these countries.
It will no longer be just a question of making a “social repair”, but of contributing to a certain “social construction” which integrates the principles of sustainable and inclusive development into the development (industrial, agricultural, technological, digital, etc.) of emerging countries.
In the countries of the North, we are seeing the emergence of a dynamic around the concept of civic or committed companies that take into account their societal impact, or even place it at the very heart of their vocation and business model.
In France, for example, the introduction of the quality of company with mission by the Pacte law in 2019 allows a company to “declare its raison d’être through several social and environmental objectives”.
Whether social enterprises in France, Community Interest Companies (CIC) in the United Kingdom (numbering 15,700 across all sectors according to the Regulator of CICs 2018-19 annual report) or even Benefit Corporations in the United States, definitions and legal frameworks vary depending on the context, but the common denominator is the reconciliation between profit “doing well” and positive social and environmental impact “doing good”.
In other words, it is a question of making reasoned and even regenerative uses of the resources of nature and not of confronting the latter’s tendencies, but also of moving towards a less unequal distribution of the fruits of productivity.
We therefore believe that these social business models, which are starting to attract different profiles of public and private investors, and which put local businesses and entrepreneurship at the service of major societal issues, should also be multiplied in emerging countries. . The ground is fertile for this: in Africa for example, young people under 25 constitute 70% of the population, this potential of young people being eminently sensitive to these problems.
The company, national and even international, could then contribute, depending on the context and in coordination with institutions, to the response to the challenges facing these countries (massive rural exodus, excessive urbanization, glaring lack of infrastructure, informality , climatic hazards, endemic social precariousness, etc.), while respecting the challenges of economic sovereignty.
Institutions, pandemic context and CSR
The State in these emerging countries establishes policies to encourage national investment and FDI for the creation of wealth and the promotion of employment. It grants aid and often brings together the optimal conditions for the productive activities of companies (land facilities, development of industrial zones, equipment and infrastructure, various services necessary for production, security, etc.).
But the State, in its social functions, even more in a pandemic context, theoretically protects populations whose purchasing power and living conditions become more precarious. It should provide the various social coverages and safeguard the conditions necessary so that its populations are not harmed by the impact of the activities of any companies, and against any abuse or possible social or environmental damage. Through these same social functions, the State would ensure the balance between investment, economic performance and the natural and social environment.
Thus, public institutions must ensure compliance with labor laws, regulations in favor of the environment (pollution, waste management, etc.) and the preservation of resources (water, minerals, quarries …), Compliance with specifications relating to productive activities, as well as all projects or contracts allocated to companies.
And beyond the support of these fundamentally “CSR” measures, the need arises to establish legal and institutional frameworks to promote the emergence of these types of responsible companies, in particular the legal framework as well for the ESS than for social enterprise.
To cite the example of Senegal, according to the economic and legal study Social enterprises in Senegal carried out by LEGS-Africa, these companies constitute an important part of the fabric of SMEs (on average 12%), and of the GDP (nearly 5%). However, the absence of a legal framework hinders their development, which leads to difficulties in terms of taxation, financing and formalization.
Thus, in a social climate where the State maintains the right balance between society and the company, the latter would be required to operate in accordance with social and environmental ethics.
And beyond the traditional CSR approaches, it would be a question of going beyond the simple logic of social compensation, and extending the reflection and the practice towards models of social enterprise. The latter, in particular through multi-stakeholder partnerships (institutional, civil society, unions, municipalities, universities, traditional companies, etc.) would induce a development dynamic with regard to the social and environmental problems of emerging countries.
Authors:
Soha Benchekroun – Engineer consultant in strategy, actor of sustainable development – CSR
Abdelaâli Benchekroun – Economist and co-author of Renewal for Morocco
Overview of Enterprise Resource Planning (ERP) Cloud Based Industries 2021-2027
The Cloud Based Enterprise Resource Planning (ERP) report is an accurate study of various parts of the global market. It shows the constant evolution of the market regardless of the deviations and changing trends of the corporate sector. The ratio depends on some important limitations.
The major key players in Cloud Based Enterprise Resource Planning (ERP) sectors include:, IBM Corporation, Oracle Corporation, SAP SE, Infor, Aptean, Microsoft, Sage Group Plc, Epicor Software Corporation, Syspro, Unit4 ,,
Get a Sample PDF copy of this Cloud-Based Enterprise Resource Planning (ERP) Market Report @:https://garnerinsights.com/Global-Cloud-based-Enterprise-Resource-Planning-ERP-Market-Trends-By-Regional-Analysis-America-Europe-Asia-Pacific-and-Middle-East–Africa-Growth-Opportunity-and-Industry-Forecast-2020-2027#request-sample
The study gives a transparent view of the global Cloud Based Enterprise Resource Planning (ERP) Market and includes a comprehensive competitive scenario and a portfolio of major players operating in it. To get a clear idea of the competitive landscape in the market, the report analyzes Porter’s five forces model.
The main types of products covered are:
,Finance,HR,Supply Chain,,
The major applications of the Cloud Based Enterprise Resource Planning (ERP) Market Covered are:
,Manufacturing & Services,BFSI,Healthcare,Retail,Government,,
Researchers and analysts have provided an in-depth analysis of the Cloud Based Enterprise Resource Planning (ERP) market segmentation on the basis of type, application, and geography. The report also sheds light on the vendor landscape, to inform readers about changing market dynamics.
Some of the major geographies included in the Cloud Based Enterprise Resource Planning (ERP) Market are given below:
North America (U.S., Canada)
Europe (U.K., Germany, France, Italy)
Asia Pacific (China, India, Japan, Singapore, Malaysia)
Latin America (Brazil, Mexico)
Middle East & Africa
To get this report at a great rate.https://garnerinsights.com/Global-Cloud-based-Enterprise-Resource-Planning-ERP-Market-Trends-By-Regional-Analysis-America-Europe-Asia-Pacific-and-Middle-East–Africa-Growth-Opportunity-and-Industry-Forecast-2020-2027#discount
Points covered in the report:
- The major points considered in the Global Cloud Based Enterprise Resource Planning (ERP) Market report include the major competitors operating in the global market.
- The report also contains the company profiles of the players operating in the global market.
- Major manufacturers’ manufacturing, production, sales, future strategies, and technology capabilities are also included in the report.
- The growth factors of the Global Cloud Based Enterprise Resource Planning (ERP) Market are explained in detail, wherein the different end users of the market are discussed precisely.
- The report also talks about the main application areas of the global market, thereby providing an accurate description of the market for readers / users.
- The report incorporates the SWOT analysis of the market. In the final section, the report presents the opinions and views of experts and professionals in the sector. The experts analyzed the export / import policies that are favorably influencing the growth of the Global Cloud Based Enterprise Resource Planning (ERP) Market.
- The Global Cloud Based Enterprise Resource Planning (ERP) Market report is a worthwhile source of information for every decision maker, investor, stakeholder, service provider, manufacturer, supplier and player interested in purchasing of this research paper.
Scope of the report: –
The scope of the report consolidates an in-depth examination of the Global Cloud Based Enterprise Resource Planning (ERP) Market 2021 with the apprehension given to the advancement of the business in specific regions.
The Top Organizations report is intended to provide our buyers with an overview of the most compelling players in the business. In addition, data on various organizations’ exposure, benefits, net benefit, vital activity and more are introduced through different assets, for example, tables, diagrams and realistic information.
About Garner Insights:
Garner Insights is a Market Intelligence and consulting firm with a comprehensive experience and rich knowledge of thePlanification des ressources d’entreprise (ERP) basée sur le cloud Market research industry.
Our vast repository of research reports across various categories, gives you a complete view of the ever-evolving trends and current topics worldwide. Our constant focus is on improving the data and finding innovative methods, which will help your business drive profitable growth.
Contact Us
Kevin Thomas
Email: sales@garnerinsights.com
Contact No:
+1 513 549 5911 (US) | +44 203 318 2846 (UK)
Overview of Enterprise Resource Planning (ERP) Cloud Based Industries 2021-2027
The Cloud Based Enterprise Resource Planning (ERP) report is an accurate study of various parts of the global market. It shows the constant evolution of the market regardless of the deviations and changing trends of the corporate sector. The ratio depends on some important limitations.
The major key players in Cloud Based Enterprise Resource Planning (ERP) sectors include:, IBM Corporation, Oracle Corporation, SAP SE, Infor, Aptean, Microsoft, Sage Group Plc, Epicor Software Corporation, Syspro, Unit4 ,,
Get a Sample PDF copy of this Cloud-Based Enterprise Resource Planning (ERP) Market Report @:https://garnerinsights.com/Global-Cloud-based-Enterprise-Resource-Planning-ERP-Market-Trends-By-Regional-Analysis-America-Europe-Asia-Pacific-and-Middle-East–Africa-Growth-Opportunity-and-Industry-Forecast-2020-2027#request-sample
The study gives a transparent view of the global Cloud Based Enterprise Resource Planning (ERP) Market and includes a comprehensive competitive scenario and a portfolio of major players operating in it. To get a clear idea of the competitive landscape in the market, the report analyzes Porter’s five forces model.
The main types of products covered are:
,Finance,HR,Supply Chain,,
The major applications of the Cloud Based Enterprise Resource Planning (ERP) Market Covered are:
,Manufacturing & Services,BFSI,Healthcare,Retail,Government,,
Researchers and analysts have provided an in-depth analysis of the Cloud Based Enterprise Resource Planning (ERP) market segmentation on the basis of type, application, and geography. The report also sheds light on the vendor landscape, to inform readers about changing market dynamics.
Some of the major geographies included in the Cloud Based Enterprise Resource Planning (ERP) Market are given below:
North America (U.S., Canada)
Europe (U.K., Germany, France, Italy)
Asia Pacific (China, India, Japan, Singapore, Malaysia)
Latin America (Brazil, Mexico)
Middle East & Africa
To get this report at a great rate.https://garnerinsights.com/Global-Cloud-based-Enterprise-Resource-Planning-ERP-Market-Trends-By-Regional-Analysis-America-Europe-Asia-Pacific-and-Middle-East–Africa-Growth-Opportunity-and-Industry-Forecast-2020-2027#discount
Points covered in the report:
- The major points considered in the Global Cloud Based Enterprise Resource Planning (ERP) Market report include the major competitors operating in the global market.
- The report also contains the company profiles of the players operating in the global market.
- Major manufacturers’ manufacturing, production, sales, future strategies, and technology capabilities are also included in the report.
- The growth factors of the Global Cloud Based Enterprise Resource Planning (ERP) Market are explained in detail, wherein the different end users of the market are discussed precisely.
- The report also talks about the main application areas of the global market, thereby providing an accurate description of the market for readers / users.
- The report incorporates the SWOT analysis of the market. In the final section, the report presents the opinions and views of experts and professionals in the sector. The experts analyzed the export / import policies that are favorably influencing the growth of the Global Cloud Based Enterprise Resource Planning (ERP) Market.
- The Global Cloud Based Enterprise Resource Planning (ERP) Market report is a worthwhile source of information for every decision maker, investor, stakeholder, service provider, manufacturer, supplier and player interested in purchasing of this research paper.
Scope of the report: –
The scope of the report consolidates an in-depth examination of the Global Cloud Based Enterprise Resource Planning (ERP) Market 2021 with the apprehension given to the advancement of the business in specific regions.
The Top Organizations report is intended to provide our buyers with an overview of the most compelling players in the business. In addition, data on various organizations’ exposure, benefits, net benefit, vital activity and more are introduced through different assets, for example, tables, diagrams and realistic information.
About Garner Insights:
Garner Insights is a Market Intelligence and consulting firm with a comprehensive experience and rich knowledge of thePlanification des ressources d’entreprise (ERP) basée sur le cloud Market research industry.
Our vast repository of research reports across various categories, gives you a complete view of the ever-evolving trends and current topics worldwide. Our constant focus is on improving the data and finding innovative methods, which will help your business drive profitable growth.
Contact Us
Kevin Thomas
Email: sales@garnerinsights.com
Contact No:
+1 513 549 5911 (US) | +44 203 318 2846 (UK)
By Solene Lavenu
Published on
See my news
Artmeta started seven years ago by creating tables combining iron and wood. Today, the company of La Hague (Some) also offers bookcases, TV cabinets, sideboards and even kitchen islands… “This is our latest creation. It is all steel with a wood coating, ”explains the founder of the company, interior architect and designer, Rachel Gardan.
It was this last born that was the attraction of the open day from last weekend. “According to the reception of the public, the manufacture of kitchen islands could be developed”, assures the designer of 34 years.
No single-use plastic
Here, in the workshops of Beaumont-Hague, everything is made to measure, according to the customer’s wishes.
“We rely on our metal workers for all ironworking. And for wood, we work with the Ratel joinery in Bricquebec. “
For the past three years, Artmeta has also started manufacturing canopies using Saint-Gobain glass. “A product that works well! Rachel Gardan smiles again. There is also the development of the delivery system. “Today we have our own trucks and deliverers who deliver everywhere in France and in border countries”. And to protect the planet, there is no question of using single-use plastics.
“I’m painful with this, but it’s not negotiable. Here we deliver in blankets. It’s our little gesture for the planet! “
A showroom in Paris
Among the other novelties, there is this partnership which has developed to offer chairs, imagined by Rachel. This showroom parisien in a Tollens paint store, which will take shape to further develop the Parisian clientele, this contract honored for Capgemini…
“Today, Artmeta has 85 to 90% of private clients. We would also like to develop business equipment. The contract won with Capgemini, for example, provides for the manufacture of all office furniture. “
Hiring and relocation
With all these projects and new products, Artmeta’s development has “always been in double digits” since its creation. However, the manager faces a major obstacle: recruitment. To meet the need, the company must hire.
“In 2019, we were 7. Today, there are 12 of us, including three metalworkers. But I would still need to recruit others. Here, with the industrial activity of Cotentin, a metalworker is almost impossible to find! At the carpentry shop, Alexandre Ratel faced the same problem and made up for it by purchasing a machine. I can not. Here, the metalworkers cut, weld… do everything from A to Z! “
Scheduled hires and a change of scenery envisaged. “With this development, the premises of Beaumont-Hague are becoming too small,” says the founder. Artmeta therefore still has projects in her head, and could continue to grow.
Has this article been useful to you? Note that you can follow La Presse de la Manche in the Mon Actu area. In one click, after registration, you will find all the news of your favorite cities and brands.
By Solene Lavenu
Published on
See my news
Artmeta started seven years ago by creating tables combining iron and wood. Today, the company of La Hague (Some) also offers bookcases, TV cabinets, sideboards and even kitchen islands… “This is our latest creation. It is all steel with a wood coating, ”explains the founder of the company, interior architect and designer, Rachel Gardan.
It was this last born that was the attraction of the open day from last weekend. “According to the reception of the public, the manufacture of kitchen islands could be developed”, assures the designer of 34 years.
No single-use plastic
Here, in the workshops of Beaumont-Hague, everything is made to measure, according to the customer’s wishes.
“We rely on our metal workers for all ironworking. And for wood, we work with the Ratel joinery in Bricquebec. “
For the past three years, Artmeta has also started manufacturing canopies using Saint-Gobain glass. “A product that works well! Rachel Gardan smiles again. There is also the development of the delivery system. “Today we have our own trucks and deliverers who deliver everywhere in France and in border countries”. And to protect the planet, there is no question of using single-use plastics.
“I’m painful with this, but it’s not negotiable. Here we deliver in blankets. It’s our little gesture for the planet! “
A showroom in Paris
Among the other novelties, there is this partnership which has developed to offer chairs, imagined by Rachel. This showroom parisien in a Tollens paint store, which will take shape to further develop the Parisian clientele, this contract honored for Capgemini…
“Today, Artmeta has 85 to 90% of private clients. We would also like to develop business equipment. The contract won with Capgemini, for example, provides for the manufacture of all office furniture. “
Hiring and relocation
With all these projects and new products, Artmeta’s development has “always been in double digits” since its creation. However, the manager faces a major obstacle: recruitment. To meet the need, the company must hire.
“In 2019, we were 7. Today, there are 12 of us, including three metalworkers. But I would still need to recruit others. Here, with the industrial activity of Cotentin, a metalworker is almost impossible to find! At the carpentry shop, Alexandre Ratel faced the same problem and made up for it by purchasing a machine. I can not. Here, the metalworkers cut, weld… do everything from A to Z! “
Scheduled hires and a change of scenery envisaged. “With this development, the premises of Beaumont-Hague are becoming too small,” says the founder. Artmeta therefore still has projects in her head, and could continue to grow.
Has this article been useful to you? Note that you can follow La Presse de la Manche in the Mon Actu area. In one click, after registration, you will find all the news of your favorite cities and brands.