O:9:"MagpieRSS":24:{s:6:"parser";i:0;s:12:"current_item";a:0:{}s:5:"items";a:10:{i:0;a:11:{s:5:"title";s:66:"Passing on your construction company to its employees, another way";s:4:"link";s:102:"https://brandnewstores.com/business/passing-on-your-construction-company-to-its-employees-another-way/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 13:34:02 +0000";s:8:"category";s:43:"Businesscompanyconstructionemployeespassing";s:4:"guid";s:102:"https://brandnewstores.com/business/passing-on-your-construction-company-to-its-employees-another-way/";s:11:"description";s:95:"Nearly 70,000 building and public works companies with fewer than 200 employees will be sold...";s:7:"content";a:1:{s:7:"encoded";s:6446:"
Nearly 70,000 building and public works companies with fewer than 200 employees will be sold within 10 years. About 45,000 could go out of business for lack of a buyer. The stakes are therefore high and no solution should be neglected. Transmission to employees in the form of a SCOP (Cooperative and Participatory Company) is one way. Two companies have recently gone through this process: Pougnand in Celles-sur-Belle (Deux-Sèvres) and Labbé TP in Confolens (Charente).
Their leaders were kind enough to explain their background to us.
For Pierre Fondard, Secretary General of the Regional Federation of Construction SCOPs, the stakes are high in a region that is already well placed in terms of the number of SCOPs. ” Nouvelle-Aquitaine is the second in France with 80 construction SCOPs for nearly 2,000 employees. We have a long cooperative experience in this sector and the potential, in the field of transmission, is significant, especially in rural areas.
Our role is to inform the actors of the BTP of this possibility, then to accompany the sellers, the buyers with the Regional Union of SCOP.
The good news is that the construction sector is experiencing sustained activity, but on the other hand, it is suffering from fluctuations in the cost of materials and raw materials and a lack of manpower. Businesses are often equipped with heavy, expensive equipment and large storage areas. The investment for the buyers is therefore not negligible, but financing tools exist and our support, within the network, is experienced in this kind of challenge. »
A trio at the helm of SCOP Pougnad
Pougnad is a carpentry company, created in 1969 in Celles-sur-Belle (Deux-Sèvres) by Michel Pougnad. In 2004, he retired and sold the company to Henry Sicard and Claude Gautronneau.
2017, new level with the retirement of Henry Sicard.
Three young employees, from the work-study programme: Delphine Torres, Florent Cornuault and Clément Gautronneau (pictured above), bought the 30% share of the young retiree. On December 11, 2020, the company becomes a SCOP, 6 months before the retirement of Claude Gautronneau. The trio, already experienced in managing the company, in particular thanks to training at the Higher School of Young Building Managers (ESJDB), now makes up the Management Board, chaired by Delphine Torres. ” It took us 1 year of work to achieve the transformation into a SCOP with the adhesion of the 27 employees to the SCOP project. explains Florent Cornuault who had the idea of ??the SCOP thanks to an internship in Brittany during his ESJDB training. To make up their capital, fixed for each at 3 months’ gross salary, and to enable the takeover of the company, the employees were able to use a company savings plan, open for several years and funded thanks to a profit-sharing agreement with results. The Regional Union of SCOPs also came to support the project as well as the New Aquitaine Region.
The Pougnand company manufactures and installs joinery and carpentry for individuals and property developers in the territory of Poitou and Charentes.
« The transformation into SCOP was smooth recalls Delphine Torres. ” We all wanted the company to continue operating without disruption. All three of us were already in charge and all the employees were well aware that only the SCOP could allow us to remain independent of large groups. »
Labbé TP became a SCOP in June 2021. ?Take time to do things right?
It is in Confolens in Charente that Labbé TP is located, a public works company and individuals specializing in road works and sanitation. In 2011, the neighboring SCOP STPR, specialized in agricultural work and earthworks, acquired it. It will have taken 10 years to rebuild the cash flow and prepare the employees who have gone from 13 to 30 today to become cooperators and take over the reins of their business.
Labbé TP became a SCOP in June 2021.
In charge since 2011: Pierre Barrier, salaried manager of SCOP STPR. ” I joined the SCOP STPR, based in Pleuville in 2004. I became its manager in 2008. It was a real opportunity in 2011 to take over Labbé TP. The activities of the two companies are complementary, they operate in a similar geographical area: north Charente, south Vienne, west Haute-Vienne. A holding company was therefore created with STPR to carry out this takeover and I took part in it personally. In our businesses, SMEs tend to be taken over by large groups looking for new locations. It seemed important to us to maintain the independence of the company.
Following the STPR model, I worked with the team and the Regional Union of SCOPs on the transformation of Labbé TP into SCOP SA. Last June, all of the company’s employees became partners. They each brought a capital of 3 months of gross salary thanks, in particular, to a company savings plan. Everyone, in the two entities, understood the collective interest that emerges from this operation. Today, we plan to develop the model with the purchase of a third entity in difficulty based in the south of Vienne. »
Plus : www.jetransmetsamessalaries.fr
www.les-scop-nouvelle-aquitaine.coop
www.scopbtp.org
Report to be found in the magazine n°57 of the winter.
";}s:7:"summary";s:95:"Nearly 70,000 building and public works companies with fewer than 200 employees will be sold...";s:12:"atom_content";s:6446:"
Nearly 70,000 building and public works companies with fewer than 200 employees will be sold within 10 years. About 45,000 could go out of business for lack of a buyer. The stakes are therefore high and no solution should be neglected. Transmission to employees in the form of a SCOP (Cooperative and Participatory Company) is one way. Two companies have recently gone through this process: Pougnand in Celles-sur-Belle (Deux-Sèvres) and Labbé TP in Confolens (Charente).
Their leaders were kind enough to explain their background to us.
For Pierre Fondard, Secretary General of the Regional Federation of Construction SCOPs, the stakes are high in a region that is already well placed in terms of the number of SCOPs. ” Nouvelle-Aquitaine is the second in France with 80 construction SCOPs for nearly 2,000 employees. We have a long cooperative experience in this sector and the potential, in the field of transmission, is significant, especially in rural areas.
Our role is to inform the actors of the BTP of this possibility, then to accompany the sellers, the buyers with the Regional Union of SCOP.
The good news is that the construction sector is experiencing sustained activity, but on the other hand, it is suffering from fluctuations in the cost of materials and raw materials and a lack of manpower. Businesses are often equipped with heavy, expensive equipment and large storage areas. The investment for the buyers is therefore not negligible, but financing tools exist and our support, within the network, is experienced in this kind of challenge. »
A trio at the helm of SCOP Pougnad
Pougnad is a carpentry company, created in 1969 in Celles-sur-Belle (Deux-Sèvres) by Michel Pougnad. In 2004, he retired and sold the company to Henry Sicard and Claude Gautronneau.
2017, new level with the retirement of Henry Sicard.
Three young employees, from the work-study programme: Delphine Torres, Florent Cornuault and Clément Gautronneau (pictured above), bought the 30% share of the young retiree. On December 11, 2020, the company becomes a SCOP, 6 months before the retirement of Claude Gautronneau. The trio, already experienced in managing the company, in particular thanks to training at the Higher School of Young Building Managers (ESJDB), now makes up the Management Board, chaired by Delphine Torres. ” It took us 1 year of work to achieve the transformation into a SCOP with the adhesion of the 27 employees to the SCOP project. explains Florent Cornuault who had the idea of ??the SCOP thanks to an internship in Brittany during his ESJDB training. To make up their capital, fixed for each at 3 months’ gross salary, and to enable the takeover of the company, the employees were able to use a company savings plan, open for several years and funded thanks to a profit-sharing agreement with results. The Regional Union of SCOPs also came to support the project as well as the New Aquitaine Region.
The Pougnand company manufactures and installs joinery and carpentry for individuals and property developers in the territory of Poitou and Charentes.
« The transformation into SCOP was smooth recalls Delphine Torres. ” We all wanted the company to continue operating without disruption. All three of us were already in charge and all the employees were well aware that only the SCOP could allow us to remain independent of large groups. »
Labbé TP became a SCOP in June 2021. ?Take time to do things right?
It is in Confolens in Charente that Labbé TP is located, a public works company and individuals specializing in road works and sanitation. In 2011, the neighboring SCOP STPR, specialized in agricultural work and earthworks, acquired it. It will have taken 10 years to rebuild the cash flow and prepare the employees who have gone from 13 to 30 today to become cooperators and take over the reins of their business.
Labbé TP became a SCOP in June 2021.
In charge since 2011: Pierre Barrier, salaried manager of SCOP STPR. ” I joined the SCOP STPR, based in Pleuville in 2004. I became its manager in 2008. It was a real opportunity in 2011 to take over Labbé TP. The activities of the two companies are complementary, they operate in a similar geographical area: north Charente, south Vienne, west Haute-Vienne. A holding company was therefore created with STPR to carry out this takeover and I took part in it personally. In our businesses, SMEs tend to be taken over by large groups looking for new locations. It seemed important to us to maintain the independence of the company.
Following the STPR model, I worked with the team and the Regional Union of SCOPs on the transformation of Labbé TP into SCOP SA. Last June, all of the company’s employees became partners. They each brought a capital of 3 months of gross salary thanks, in particular, to a company savings plan. Everyone, in the two entities, understood the collective interest that emerges from this operation. Today, we plan to develop the model with the purchase of a third entity in difficulty based in the south of Vienne. »
Plus : www.jetransmetsamessalaries.fr
www.les-scop-nouvelle-aquitaine.coop
www.scopbtp.org
Report to be found in the magazine n°57 of the winter.
";s:14:"date_timestamp";i:1642426442;}i:1;a:11:{s:5:"title";s:78:"The Secretary of State for Biodiversity, Bérangère Abba, at Norske Skog Golbey";s:4:"link";s:113:"https://brandnewstores.com/business/the-secretary-of-state-for-biodiversity-berangere-abba-at-norske-skog-golbey/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 13:02:53 +0000";s:8:"category";s:63:"BusinessABBABérangèrebiodiversityGolbeyNorskeSecretarySkogstate";s:4:"guid";s:113:"https://brandnewstores.com/business/the-secretary-of-state-for-biodiversity-berangere-abba-at-norske-skog-golbey/";s:11:"description";s:99:"Bérangère Abba, Secretary of State for Biodiversity, was on Monday morning at the company Norske...";s:7:"content";a:1:{s:7:"encoded";s:4505:"
Bérangère Abba, Secretary of State for Biodiversity, was on Monday morning at the company Norske Skog Golbey to award the “Ecological Transition” Prize for the 3rd edition of the “Choose France 2021” Prizes. The Norwegian company has invested ?250 million in its paper mill based in Golbey, for the conversion of one of its newsprint production lines to 100% recycled packaging cardboard.
The Secretary of State for Biodiversity, Bérangère Abba began her trip to the Vosges by visiting the company Norske Skog Golbey.
She presented the ?Ecological Transition? prize for the third edition of the ?Choose France 2021? prizes to the Golbey paper mill. An award that rewards the Box project, which should enable the conversion of one of the newsprint production lines to 100% recycled packaging cardboard.
Orchestrated by Business France, this prize rewards international investors and their contribution to the France Relance plan in 5 categories. Five prizes were awarded in France. The winners were selected by a Jury made up of institutions and highly qualified people from international groups, and chaired by Pascal CAGNY, Chairman of the Board of Directors of Business France. They made their choice by analyzing the way in which the candidates contributed, with regard to each theme, to the ?France Recovery? plan. 60 companies had applied to try to win the prize.
Yves Bailly, the PSG of the company Norske Skog Golbey presented the stationery, before giving the floor to the president of the urban community of Epinal, Michel Heinrich who returned to the ecopark started by the community of ‘agglomeration. The industrial zone is intended to accommodate companies involved in sustainable development.
After an exchange in the prefecture on the theme of emblematic species and large predators, Bérangère Abba will go this afternoon to the presentation of the plan for the restoration of rivers and actions of the urban community of Saint-Dié -des-Vosges to Chapelle-devant-Bruyères.
This plan aims in particular to save the species of pearl mussel (a freshwater mussel), a species classified as endangered by the IUCN, which is endangered in this area. The urban community of Saint-Dié-des-Vosges and the State via the Rhin-Meuse Water Agency have mobilized strongly to restore the watershed of the Neune, a tributary of the Vologne.
C.K.N.
Next postTowards a new strike in schools this week?
";}s:7:"summary";s:99:"Bérangère Abba, Secretary of State for Biodiversity, was on Monday morning at the company Norske...";s:12:"atom_content";s:4505:"
Bérangère Abba, Secretary of State for Biodiversity, was on Monday morning at the company Norske Skog Golbey to award the “Ecological Transition” Prize for the 3rd edition of the “Choose France 2021” Prizes. The Norwegian company has invested ?250 million in its paper mill based in Golbey, for the conversion of one of its newsprint production lines to 100% recycled packaging cardboard.
The Secretary of State for Biodiversity, Bérangère Abba began her trip to the Vosges by visiting the company Norske Skog Golbey.
She presented the ?Ecological Transition? prize for the third edition of the ?Choose France 2021? prizes to the Golbey paper mill. An award that rewards the Box project, which should enable the conversion of one of the newsprint production lines to 100% recycled packaging cardboard.
Orchestrated by Business France, this prize rewards international investors and their contribution to the France Relance plan in 5 categories. Five prizes were awarded in France. The winners were selected by a Jury made up of institutions and highly qualified people from international groups, and chaired by Pascal CAGNY, Chairman of the Board of Directors of Business France. They made their choice by analyzing the way in which the candidates contributed, with regard to each theme, to the ?France Recovery? plan. 60 companies had applied to try to win the prize.
Yves Bailly, the PSG of the company Norske Skog Golbey presented the stationery, before giving the floor to the president of the urban community of Epinal, Michel Heinrich who returned to the ecopark started by the community of ‘agglomeration. The industrial zone is intended to accommodate companies involved in sustainable development.
After an exchange in the prefecture on the theme of emblematic species and large predators, Bérangère Abba will go this afternoon to the presentation of the plan for the restoration of rivers and actions of the urban community of Saint-Dié -des-Vosges to Chapelle-devant-Bruyères.
This plan aims in particular to save the species of pearl mussel (a freshwater mussel), a species classified as endangered by the IUCN, which is endangered in this area. The urban community of Saint-Dié-des-Vosges and the State via the Rhin-Meuse Water Agency have mobilized strongly to restore the watershed of the Neune, a tributary of the Vologne.
C.K.N.
Next postTowards a new strike in schools this week?
";s:14:"date_timestamp";i:1642424573;}i:2;a:11:{s:5:"title";s:34:"review of destinations in Brittany";s:4:"link";s:71:"https://brandnewstores.com/business/review-of-destinations-in-brittany/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 12:29:18 +0000";s:8:"category";s:34:"BusinessBrittanydestinationsReview";s:4:"guid";s:71:"https://brandnewstores.com/business/review-of-destinations-in-brittany/";s:11:"description";s:103:"When it comes to organizing business seminars, incentive activities and team building, the choice of...";s:7:"content";a:1:{s:7:"encoded";s:13557:"
When it comes to organizing business seminars, incentive activities and team building, the choice of destination is a key success factor. Fortunately, the Great West of France has many attractive destinations. Brest, Quimper, Nantes, Saint-Malo, Lorient, Rennes, Dinard, etc. The cities of Brittany are perfect for hosting your professional events. Let’s take a look at the best destinations in the region.
Organize a business seminar in Brest
Brest is certainly one of the best destinations for organizing a business seminar in Brittany. Business tourism has developed a lot in the city in recent years and many business leaders go there with their employees for professional events and incentive activities. But precisely, why choose Brest for your next business seminar?
A city of choice for corporate events
Brest is a port city in Brittany located in the northwest of France and crossed by the Penfeld river. Second French military port after Toulon, its rich maritime history and naval base have made it popular around the world. Brest has something to impress with its unusual appearance, its technology park and its dynamism. Since it is a city that proudly overlooks the Atlantic, preparing a seminar in Brest also allows you to enjoy exceptional landscapes. Many water and land activities are possible in Brest during a business seminar. Participants will therefore be able to spend pleasant moments outside the usual framework of society. Here, the performance halls are transformed into congress halls and the restaurants have working rooms at your disposal. All the conditions are met to organize your entire seminar.
Brest is a multifaceted city that lends itself easily to the organization of team building sessions. You will find in particular the national maritime museum within the walls of the medieval castle of Brest. On the other side of the Penfeld river, contemplate the Tanguy tower, a medieval tower, as well as the national botanical conservatory and the aquarium of Océanopolis to the northeast.
The best destinations for business tourism in Brest
If business tourism has developed strongly in Brest lately, it is precisely because the city offers many attractions. It exists unmissable placesthat you will no doubt be delighted to visit with your colleagues during your visit to Brest.
Océanopolis is one of the must-visit places in the city. What this internationally renowned water park offers is unique: pavilions, outdoor entertainment, discovery of temperate and tropical ocean ecosystems… With its dozens of aquariums, Océanopolis offers more than a visit, it’s a very realistic immersion in the reconstruction of marine habitats. Your employees will undoubtedly enjoy a day in this sanctuary with 9,000 m² of exhibition space and more than 1,000 species of sea creatures.
The Capuchin plateau is another must-see place in Brest. It is one of the most innovative projects in the city because it offers 360° views of Brest. Your team will be able to discover a magnificent panoramic view of the city in one place. Team building activities can be organized within its workshops as part of a business seminar. Photography enthusiasts will particularly appreciate this site.
Many other places are worth visiting for business tourism in Brest, like the beautiful bay of Brest for a walk.
In summer as in winter, Brest has what it takes to give another dimension to your business seminar. You can spend time by the sea or in the green and admire the natural heritage of the city.
The best destinations for a business seminar in Finistère
Finistère is undeniably one of the best places to organize business seminars in France. Located at the end of Brittany, this department has something to seduce. Apart from Brest, which is well known for its attractiveness, there are other towns in Finistère where you can organize your business seminar successfully.
Incentive activities in Quimper
Nicknamed the ?capital at the end of the world?, Quimper is a city of art and history, an attractive city ready to host your next business seminar in Brittany. For your information, Quimper means “confluence” in Breton, a reference to the 4 rivers that cross the historic center of the city.
The city makes you discover all the authenticity of Brittany through its jagged steeples and its half-timbered houses. You will find hotel complexes as well as many restaurants which will make you discover the Breton specialties. All the conditions are met for your business seminar to be a success, and a key moment in the life of your company. Incentive activities, fun adventures, visits, sports activities… strengthen the cohesion of your team through tailor-made team building in Quimper.
Roscoff: a destination for your business seminar
This charming town of character in Brittany immerses you in the cradle of thalassotherapy, facing the island of Batz in Finistère. Roscoff, the city with 3 ports hides many wonders in its alleys. Roscoff is the country of the johnnies, these onion merchants who crossed the Channel in the 19th century to trade through the English countryside by bicycle. This product is now an Appellation d’Origine Contrôlée (AOC) which is added to many other vegetables grown in this part of Brittany. All this makes Roscoff the market gardening land of the golden belt.
Roscoff is a destination of choice for a business seminar, far from your usual working environment. This city allows you to break the routine and makes you feel at the end of the world. Your teams and you will no doubt appreciate the comfort of the meeting rooms made available to you for professional events. This is an opportunity to discover the local gastronomy in the restaurants of Roscoff and the warmth of its hotels.
Organize a professional event in Concarneau
Concarneau offers a unique and original setting for organizing a memorable team building. It is one of the most visited sites in Brittany. Its islet, 350 meters long and 100 meters wide, plunges you into the heart ofa kingdom where time seems to stand still. You can enjoy the sea as well as the charm of a city of art and history. The city’s beaches, ports and restaurants offer a favorable setting for the development of your employees in Finistère.
Morbihan: a destination of choice for business tourism in Brittany
In the department of Morbihan, several towns are prime destinations for business tourism.
Auray
Auray is known for its enchanting decor, its half-timbered houses, its cobbled streets and its picturesque charm. It is an attractive and popular tourist town, a stopover sheltered from the spray in southern Brittany. The small city of Auray and the port of Saint-Goustan welcome you for your business seminars and your team building.
Belle-Ile-en-Mer
Would you like to offer your employees one of the most beautiful trips of their lives? Set sail for the largest of the Breton islands for your next business seminar. Belle-Île-en-Mer is only accessible 45 minutes from Quiberon. Several times in history, illustrious characters have made a stopover on Belle-Île where a discreet wind of freedom blows.
Vannes, Brocéliande, Carnac, Ile d’Arz, Ile aux Moines, Lorient, Quiberon, Pontivy: the towns of Morbihan are all known for their charm and authenticity. It is one of the ideal settings for business tourism in Brittany.
Organize business seminars in Côtes-d’Armor
Have you ever visited the Côtes-d’Armor? This department of Brittany offers a privileged setting for the organization of a business seminar. Cities like Dinan, Lannion and the Pink Granite Coast are very popular with tourists and people who go there for a business seminar. The other towns in the department are also very attractive.
Saint Brieuc
You can organize your business seminar in Saint-Brieuc, the Côtes-d’Armor prefecture overlooking the sea. This maritime town owes its economic development to the strong appeal of its fishing port and its related activities. Saint-Brieuc is home to the largest convention center in Brittany as well as many other similar places. It is therefore easy to find in this town and its region services specializing in business events. Whether it’s a study day, a seminar or team building, all formats of professional events are possible in the city.
Trégastel
Trégastel is another town in the Côtes-d’Armor which seduces with its unique landscape. Located on the Côte de Granit Rose, halfway between Perros-Guirec and Pleumeur-Bodou, it is one of the smallest municipalities in the department. However, it sees its population multiplied by 5 in the middle of the summer season, which testifies to its attractiveness in terms of tourism. It is a destination of choice for organizing your business seminars in an exceptional natural setting.
Ideal destinations for business tourism in Loire-Atlantique
If you are looking for original destinations for your professional events in Brittany, don’t forget to make a detour to Loire-Atlantique.
Le Croisic
One of the best destinations for business tourism in this department is certainly Le Croisic, a town located at the end of the Guérande peninsula. This city is marked by its quasi-insularity in the heart of the wild coast. It is a charming and peaceful town which offers a wide range of accommodation for your seminars and incentive activities.
Pornic
Pornic is another city located on the edge of the Atlantic Ocean. Halfway between Nantes and Saint-Nazaire, this Loire-Atlantique town seduces with the charm of its castle and the beauty of its old port. The seaside resort has many facilities that allow it to rank among the best destinations for a business seminar in Brittany. Between ctreasure hunt and photographic adventure, your employees will be able to spend a moment of pure relaxation.
";}s:7:"summary";s:103:"When it comes to organizing business seminars, incentive activities and team building, the choice of...";s:12:"atom_content";s:13557:"
When it comes to organizing business seminars, incentive activities and team building, the choice of destination is a key success factor. Fortunately, the Great West of France has many attractive destinations. Brest, Quimper, Nantes, Saint-Malo, Lorient, Rennes, Dinard, etc. The cities of Brittany are perfect for hosting your professional events. Let’s take a look at the best destinations in the region.
Organize a business seminar in Brest
Brest is certainly one of the best destinations for organizing a business seminar in Brittany. Business tourism has developed a lot in the city in recent years and many business leaders go there with their employees for professional events and incentive activities. But precisely, why choose Brest for your next business seminar?
A city of choice for corporate events
Brest is a port city in Brittany located in the northwest of France and crossed by the Penfeld river. Second French military port after Toulon, its rich maritime history and naval base have made it popular around the world. Brest has something to impress with its unusual appearance, its technology park and its dynamism. Since it is a city that proudly overlooks the Atlantic, preparing a seminar in Brest also allows you to enjoy exceptional landscapes. Many water and land activities are possible in Brest during a business seminar. Participants will therefore be able to spend pleasant moments outside the usual framework of society. Here, the performance halls are transformed into congress halls and the restaurants have working rooms at your disposal. All the conditions are met to organize your entire seminar.
Brest is a multifaceted city that lends itself easily to the organization of team building sessions. You will find in particular the national maritime museum within the walls of the medieval castle of Brest. On the other side of the Penfeld river, contemplate the Tanguy tower, a medieval tower, as well as the national botanical conservatory and the aquarium of Océanopolis to the northeast.
The best destinations for business tourism in Brest
If business tourism has developed strongly in Brest lately, it is precisely because the city offers many attractions. It exists unmissable placesthat you will no doubt be delighted to visit with your colleagues during your visit to Brest.
Océanopolis is one of the must-visit places in the city. What this internationally renowned water park offers is unique: pavilions, outdoor entertainment, discovery of temperate and tropical ocean ecosystems… With its dozens of aquariums, Océanopolis offers more than a visit, it’s a very realistic immersion in the reconstruction of marine habitats. Your employees will undoubtedly enjoy a day in this sanctuary with 9,000 m² of exhibition space and more than 1,000 species of sea creatures.
The Capuchin plateau is another must-see place in Brest. It is one of the most innovative projects in the city because it offers 360° views of Brest. Your team will be able to discover a magnificent panoramic view of the city in one place. Team building activities can be organized within its workshops as part of a business seminar. Photography enthusiasts will particularly appreciate this site.
Many other places are worth visiting for business tourism in Brest, like the beautiful bay of Brest for a walk.
In summer as in winter, Brest has what it takes to give another dimension to your business seminar. You can spend time by the sea or in the green and admire the natural heritage of the city.
The best destinations for a business seminar in Finistère
Finistère is undeniably one of the best places to organize business seminars in France. Located at the end of Brittany, this department has something to seduce. Apart from Brest, which is well known for its attractiveness, there are other towns in Finistère where you can organize your business seminar successfully.
Incentive activities in Quimper
Nicknamed the ?capital at the end of the world?, Quimper is a city of art and history, an attractive city ready to host your next business seminar in Brittany. For your information, Quimper means “confluence” in Breton, a reference to the 4 rivers that cross the historic center of the city.
The city makes you discover all the authenticity of Brittany through its jagged steeples and its half-timbered houses. You will find hotel complexes as well as many restaurants which will make you discover the Breton specialties. All the conditions are met for your business seminar to be a success, and a key moment in the life of your company. Incentive activities, fun adventures, visits, sports activities… strengthen the cohesion of your team through tailor-made team building in Quimper.
Roscoff: a destination for your business seminar
This charming town of character in Brittany immerses you in the cradle of thalassotherapy, facing the island of Batz in Finistère. Roscoff, the city with 3 ports hides many wonders in its alleys. Roscoff is the country of the johnnies, these onion merchants who crossed the Channel in the 19th century to trade through the English countryside by bicycle. This product is now an Appellation d’Origine Contrôlée (AOC) which is added to many other vegetables grown in this part of Brittany. All this makes Roscoff the market gardening land of the golden belt.
Roscoff is a destination of choice for a business seminar, far from your usual working environment. This city allows you to break the routine and makes you feel at the end of the world. Your teams and you will no doubt appreciate the comfort of the meeting rooms made available to you for professional events. This is an opportunity to discover the local gastronomy in the restaurants of Roscoff and the warmth of its hotels.
Organize a professional event in Concarneau
Concarneau offers a unique and original setting for organizing a memorable team building. It is one of the most visited sites in Brittany. Its islet, 350 meters long and 100 meters wide, plunges you into the heart ofa kingdom where time seems to stand still. You can enjoy the sea as well as the charm of a city of art and history. The city’s beaches, ports and restaurants offer a favorable setting for the development of your employees in Finistère.
Morbihan: a destination of choice for business tourism in Brittany
In the department of Morbihan, several towns are prime destinations for business tourism.
Auray
Auray is known for its enchanting decor, its half-timbered houses, its cobbled streets and its picturesque charm. It is an attractive and popular tourist town, a stopover sheltered from the spray in southern Brittany. The small city of Auray and the port of Saint-Goustan welcome you for your business seminars and your team building.
Belle-Ile-en-Mer
Would you like to offer your employees one of the most beautiful trips of their lives? Set sail for the largest of the Breton islands for your next business seminar. Belle-Île-en-Mer is only accessible 45 minutes from Quiberon. Several times in history, illustrious characters have made a stopover on Belle-Île where a discreet wind of freedom blows.
Vannes, Brocéliande, Carnac, Ile d’Arz, Ile aux Moines, Lorient, Quiberon, Pontivy: the towns of Morbihan are all known for their charm and authenticity. It is one of the ideal settings for business tourism in Brittany.
Organize business seminars in Côtes-d’Armor
Have you ever visited the Côtes-d’Armor? This department of Brittany offers a privileged setting for the organization of a business seminar. Cities like Dinan, Lannion and the Pink Granite Coast are very popular with tourists and people who go there for a business seminar. The other towns in the department are also very attractive.
Saint Brieuc
You can organize your business seminar in Saint-Brieuc, the Côtes-d’Armor prefecture overlooking the sea. This maritime town owes its economic development to the strong appeal of its fishing port and its related activities. Saint-Brieuc is home to the largest convention center in Brittany as well as many other similar places. It is therefore easy to find in this town and its region services specializing in business events. Whether it’s a study day, a seminar or team building, all formats of professional events are possible in the city.
Trégastel
Trégastel is another town in the Côtes-d’Armor which seduces with its unique landscape. Located on the Côte de Granit Rose, halfway between Perros-Guirec and Pleumeur-Bodou, it is one of the smallest municipalities in the department. However, it sees its population multiplied by 5 in the middle of the summer season, which testifies to its attractiveness in terms of tourism. It is a destination of choice for organizing your business seminars in an exceptional natural setting.
Ideal destinations for business tourism in Loire-Atlantique
If you are looking for original destinations for your professional events in Brittany, don’t forget to make a detour to Loire-Atlantique.
Le Croisic
One of the best destinations for business tourism in this department is certainly Le Croisic, a town located at the end of the Guérande peninsula. This city is marked by its quasi-insularity in the heart of the wild coast. It is a charming and peaceful town which offers a wide range of accommodation for your seminars and incentive activities.
Pornic
Pornic is another city located on the edge of the Atlantic Ocean. Halfway between Nantes and Saint-Nazaire, this Loire-Atlantique town seduces with the charm of its castle and the beauty of its old port. The seaside resort has many facilities that allow it to rank among the best destinations for a business seminar in Brittany. Between ctreasure hunt and photographic adventure, your employees will be able to spend a moment of pure relaxation.
";s:14:"date_timestamp";i:1642422558;}i:3;a:11:{s:5:"title";s:76:"Ikea, Eastman, BASF? These foreign companies that intend to invest in France";s:4:"link";s:110:"https://brandnewstores.com/business/ikea-eastman-basf-these-foreign-companies-that-intend-to-invest-in-france/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 10:55:11 +0000";s:8:"category";s:57:"BusinessBASFcompaniesEastmanForeignFranceIkeaintendinvest";s:4:"guid";s:110:"https://brandnewstores.com/business/ikea-eastman-basf-these-foreign-companies-that-intend-to-invest-in-france/";s:11:"description";s:86:"A little air for the executive. In social difficulty, with the Covid crisis and the...";s:7:"content";a:1:{s:7:"encoded";s:11022:"
A little air for the executive. In social difficulty, with the Covid crisis and the controversial implementation of the vaccine pass, Emmanuel Macron highlights some good news on the economic front. The President of the Republic first greeted on Monday, in a video, the birth of the 25th French unicorn (start-up valued at more than a billion dollars): the robot manufacturer Exotec. But it is on another issue, even more brilliant for its balance sheet, that the head of state and his government are expected during the day: foreign investment. France remains the European leader in this area, according to a study by the firm EY published last June. And she intends to keep her rank.
The new ?Choose France? summit, an event launched at the start of the five-year term for which CEOs of multinationals are usually invited to the Palace of Versailles to announce establishments in France, puts a coin in the machine. Of the 57 projects announced during the four previous editions, 55 have materialized for 8 billion euros, corresponding to 13,300 jobs, recalls the government. During the last edition, in 2021, nearly 3.5 billion euros in investments were announced. Record beaten, this time, with a harvest of 4 billion according to the government, through 21 projects which will generate 10,000 jobs, as well as 16,000 temporary positions.
“We would not have known this dynamic without the ‘Flat tax’, the reductions in production tax, the Pact law on thresholds, the reform of unemployment insurance or even the work orders”, a-t- we blew at the Elysée, reports BFMTV. Here are the most significant investments by sector, before the planned visits of Emmanuel Macron and six of his ministers to various sites hosting them.
Plastic recycling: Eastman injects 850 million euros, Loop Industry 250
The largest of the projects announced is that of the American group Eastman, which will inject 850 million euros into a plastics recycling plant employing 350 people, in a location yet to be defined and which will open by 2025. This site will deal in particular with hard-to-recycle polyesters, including household packaging and textile waste. The CEO of Eastman Mark Costa was to be received at the Elysée by the President of the Republic this Monday morning.
The Canadian Loop Industry will launch a chemical recycling plant for PET (polyethylene terephthalate, one of the most used plastics in the world) in collaboration with the French group Suez, for an amount of 250 million euros. euros and 180 jobs.
Technologies: Equinix puts 750 million euros on the table
The American Equinix will invest 750 million euros over three years, accompanied by the creation of 165 jobs, and will notably open in June 2022 its tenth computer hosting site in Saint-Denis (Ile-de-France).
Furniture, trade and distribution: Ikea among the biggest investments of the year
The Swedish furniture giant Ikea plans to invest 650 million euros over three years dedicated to the circular economy and sustainable transport.
The Mexican Alsea, owner of the operating license for Starbucks coffee in France, plans to invest 80 million between 2022 and 2026 to promote the expansion of Starbucks France by recruiting 1,500 people, and 20 million in the network of franchises and strategic partners.
Finally, Getir, a Turkish company specializing in the delivery of express shopping, plans to invest in a national network of convenience stores which will create more than 5,000 new jobs.
Health: Pfizer invests massively in France
The American giant Pfizer, famous for its vaccine developed with BioNTech against Covid-19, will launch an industrial subcontracting project with the contract manufacturer Novasep for the production of the treatment against Covid-19 and investments in cutting-edge research to more than 520 million euros.
The British GSK plans an investment of 118 million euros on three sites – in particular 45 million for the digitization of its vaccine production plant in Saint-Amand-les-Eaux (Hauts-de France) and 45 million to reduce the carbon footprint of the Evreux site (Normandy).
Merck, the leading German science and technology group, will accelerate the development of its bioproduction sites with 500 new recruitments in Molsheim (Bas-Rhin) and 100 job openings in Martillac (Gironde), to strengthen its production of antibodies monoclonal agents and products needed to manufacture vaccines and therapies.
While the e-health specialist, the Italian Dedalus plans to recruit 200 qualified employees, mainly in computer engineering in New Aquitaine and Île-de-France.
Finally, the American Bristol Myers Squibb will invest 110 million in clinical research for the fight against cancer and is forging an industrial partnership (20 million) with a manufacturer for the production of active ingredients in France.
Chemistry: BASF releases 300 million euros
The German BASF, the world’s leading chemical group, is to build a new production plant for hexamethylenediamine (HMD), used in the production of nylon, in Chalampé (Haut-Rhin), a site already specializing in the production of all of the chemical precursors of the nylon salt. The plant represents an investment of approximately 300 million euros, which will create around fifty permanent jobs and nearly 500 for its construction. It is here that the Head of State will go in the afternoon, this Monday.
Aeronautics: Collins Aerospace relocates the manufacturing of critical parts
Collins Aerospace, a division of the American Raytheon Technologies, specializing in technological solutions for the aeronautics, space and defense sectors, has announced for 2022 an investment plan of 30.2 million euros in green aircraft and relocation manufacturing of critical parts and avionics equipment maintenance chains.
Opinions
Chronic
Pierre Assouline
Eco bookstore
Jean-Marc Daniel
Tribune
by Christian Saint-Etienne, academic economist
Chronic
Abnousse Shalmani
";}s:7:"summary";s:86:"A little air for the executive. In social difficulty, with the Covid crisis and the...";s:12:"atom_content";s:11022:"
A little air for the executive. In social difficulty, with the Covid crisis and the controversial implementation of the vaccine pass, Emmanuel Macron highlights some good news on the economic front. The President of the Republic first greeted on Monday, in a video, the birth of the 25th French unicorn (start-up valued at more than a billion dollars): the robot manufacturer Exotec. But it is on another issue, even more brilliant for its balance sheet, that the head of state and his government are expected during the day: foreign investment. France remains the European leader in this area, according to a study by the firm EY published last June. And she intends to keep her rank.
The new ?Choose France? summit, an event launched at the start of the five-year term for which CEOs of multinationals are usually invited to the Palace of Versailles to announce establishments in France, puts a coin in the machine. Of the 57 projects announced during the four previous editions, 55 have materialized for 8 billion euros, corresponding to 13,300 jobs, recalls the government. During the last edition, in 2021, nearly 3.5 billion euros in investments were announced. Record beaten, this time, with a harvest of 4 billion according to the government, through 21 projects which will generate 10,000 jobs, as well as 16,000 temporary positions.
“We would not have known this dynamic without the ‘Flat tax’, the reductions in production tax, the Pact law on thresholds, the reform of unemployment insurance or even the work orders”, a-t- we blew at the Elysée, reports BFMTV. Here are the most significant investments by sector, before the planned visits of Emmanuel Macron and six of his ministers to various sites hosting them.
Plastic recycling: Eastman injects 850 million euros, Loop Industry 250
The largest of the projects announced is that of the American group Eastman, which will inject 850 million euros into a plastics recycling plant employing 350 people, in a location yet to be defined and which will open by 2025. This site will deal in particular with hard-to-recycle polyesters, including household packaging and textile waste. The CEO of Eastman Mark Costa was to be received at the Elysée by the President of the Republic this Monday morning.
The Canadian Loop Industry will launch a chemical recycling plant for PET (polyethylene terephthalate, one of the most used plastics in the world) in collaboration with the French group Suez, for an amount of 250 million euros. euros and 180 jobs.
Technologies: Equinix puts 750 million euros on the table
The American Equinix will invest 750 million euros over three years, accompanied by the creation of 165 jobs, and will notably open in June 2022 its tenth computer hosting site in Saint-Denis (Ile-de-France).
Furniture, trade and distribution: Ikea among the biggest investments of the year
The Swedish furniture giant Ikea plans to invest 650 million euros over three years dedicated to the circular economy and sustainable transport.
The Mexican Alsea, owner of the operating license for Starbucks coffee in France, plans to invest 80 million between 2022 and 2026 to promote the expansion of Starbucks France by recruiting 1,500 people, and 20 million in the network of franchises and strategic partners.
Finally, Getir, a Turkish company specializing in the delivery of express shopping, plans to invest in a national network of convenience stores which will create more than 5,000 new jobs.
Health: Pfizer invests massively in France
The American giant Pfizer, famous for its vaccine developed with BioNTech against Covid-19, will launch an industrial subcontracting project with the contract manufacturer Novasep for the production of the treatment against Covid-19 and investments in cutting-edge research to more than 520 million euros.
The British GSK plans an investment of 118 million euros on three sites – in particular 45 million for the digitization of its vaccine production plant in Saint-Amand-les-Eaux (Hauts-de France) and 45 million to reduce the carbon footprint of the Evreux site (Normandy).
Merck, the leading German science and technology group, will accelerate the development of its bioproduction sites with 500 new recruitments in Molsheim (Bas-Rhin) and 100 job openings in Martillac (Gironde), to strengthen its production of antibodies monoclonal agents and products needed to manufacture vaccines and therapies.
While the e-health specialist, the Italian Dedalus plans to recruit 200 qualified employees, mainly in computer engineering in New Aquitaine and Île-de-France.
Finally, the American Bristol Myers Squibb will invest 110 million in clinical research for the fight against cancer and is forging an industrial partnership (20 million) with a manufacturer for the production of active ingredients in France.
Chemistry: BASF releases 300 million euros
The German BASF, the world’s leading chemical group, is to build a new production plant for hexamethylenediamine (HMD), used in the production of nylon, in Chalampé (Haut-Rhin), a site already specializing in the production of all of the chemical precursors of the nylon salt. The plant represents an investment of approximately 300 million euros, which will create around fifty permanent jobs and nearly 500 for its construction. It is here that the Head of State will go in the afternoon, this Monday.
Aeronautics: Collins Aerospace relocates the manufacturing of critical parts
Collins Aerospace, a division of the American Raytheon Technologies, specializing in technological solutions for the aeronautics, space and defense sectors, has announced for 2022 an investment plan of 30.2 million euros in green aircraft and relocation manufacturing of critical parts and avionics equipment maintenance chains.
Opinions
Chronic
Pierre Assouline
Eco bookstore
Jean-Marc Daniel
Tribune
by Christian Saint-Etienne, academic economist
Chronic
Abnousse Shalmani
";s:14:"date_timestamp";i:1642416911;}i:4;a:11:{s:5:"title";s:44:"Make your business attractive, it?s possible";s:4:"link";s:79:"https://brandnewstores.com/business/make-your-business-attractive-its-possible/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 10:24:12 +0000";s:8:"category";s:18:"Businessattractive";s:4:"guid";s:79:"https://brandnewstores.com/business/make-your-business-attractive-its-possible/";s:11:"description";s:99:"Transform the organization of work in your company, free the potential of employees, attract new...";s:7:"content";a:1:{s:7:"encoded";s:5404:"
Transform the organization of work in your company, free the potential of employees, attract new recruits… Olivier Milinaire, co-director of L’Hellerie Restauration, with the participation of Isaac Getz, author of L’Entreprise libre, respond to questions questions that such a transformation raises. Tenth and last part of the series of questions and answers.
What steps do you propose to undertake the release of the company or part of it? Allow me to specify that you cannot transform part of a company, except in the case where your company is a group made up of operational units, for example several hotels or restaurants. Free enterprise is not a model but a philosophy, namely a few principles and beliefs that guide the enterprise: for example, that employees are trustworthy or that they are capable of initiative and responsibility, opposites of cheaters or irresponsible lazy people. This is why any liberation must begin with the boss, who must make this philosophy his own. It’s not easy, given the deeply held beliefs of many bosses. So I cannot recommend enough to work on yourself with the help of a coach. It is only once this work is done that this boss can become a liberating leader who embodies and demonstrates in his actions, at all times, the principles around which he wishes to transform his company. For example, if the boss continues to dictate his solutions to the problems encountered by the employees, the latter will never believe that he trusts them or considers them responsible. Here is how, then, a corporate liberation takes place, the organizational transformation towards confidence, freedom and the responsibility of initiative which leads to more good living, commitment and performance.
Step 1: Move from a climate of distrust to one of trust (silent phase) ? There is nothing surprising that, faced with innumerable checks, orders and counter-orders, employees develop a strong distrust of their hierarchy. Trying to transform the company under these conditions is like rowing against a rising tide. But this pool will only turn downwards if the employees see, on a daily basis, that the leaders and managers: – respect them as professionals by asking them what they need to do their job better (allowing them to remove small pebbles from their shoes); – respect them as intelligent people by stopping talking to them (top-down speech is above all information that can be distributed upstream) and starting to listen to what they think; – respect them as experienced collaborators (it’s the one who does it who knows) by telling them when faced with a problem: ?I trust you. If you take a little time you will find the solution.? ? Accompany these marks of respect by proving that you do not take yourself for someone special, granting yourself privileges and other signs of superiority, but intrinsically equal to your collaborators, each with their own scope of responsibility.
Step 2: Share or collectively develop the company’s dream-vision (You should not do this before step 1, because people who have not respected themselves will not be interested in this vision.) Share your dream vision of the company or develop one collectively to give employees the meaning of their work and the criterion for choosing between the different initiatives they are considering in the face of problems. The dream dimension of this vision is essential, because only an inspiring vision, as opposed to a utilitarian vision, will enable employees to appropriate it (no one jumps out of bed to achieve an Ebitda of 12%).
step 3: Press the ‘ON’ button of the libration Stop trying to motivate employees. It would be better to co-construct with them an environment that will allow them to fulfill themselves and to self-direct, and to let them motivate themselves. To do this, ask them what company practices and processes prevent them from realizing their potential and self-directing. Ask volunteers to design practices/processes that allow this. With each of these redesigned practices and processes, free enterprise will take on more shape. Stay patient: for an SME, it takes 2 to 3 years before the majority of employees notice the beneficial effects of this transformation and become self-motivated.
Step 4: Stay alert To preserve the freedom of his company, the manager must become the guarantor-guardian of this new culture. Not only you, but no other manager should act contrary to the values ??upon which you co-build free enterprise. In this case, as liberator leader Bob Davids says, “a single drop of urine in your soup is one drop too many: you can’t get it out without starting over.” Constant vigilance is the price of freedom.
";}s:7:"summary";s:99:"Transform the organization of work in your company, free the potential of employees, attract new...";s:12:"atom_content";s:5404:"
Transform the organization of work in your company, free the potential of employees, attract new recruits… Olivier Milinaire, co-director of L’Hellerie Restauration, with the participation of Isaac Getz, author of L’Entreprise libre, respond to questions questions that such a transformation raises. Tenth and last part of the series of questions and answers.
What steps do you propose to undertake the release of the company or part of it? Allow me to specify that you cannot transform part of a company, except in the case where your company is a group made up of operational units, for example several hotels or restaurants. Free enterprise is not a model but a philosophy, namely a few principles and beliefs that guide the enterprise: for example, that employees are trustworthy or that they are capable of initiative and responsibility, opposites of cheaters or irresponsible lazy people. This is why any liberation must begin with the boss, who must make this philosophy his own. It’s not easy, given the deeply held beliefs of many bosses. So I cannot recommend enough to work on yourself with the help of a coach. It is only once this work is done that this boss can become a liberating leader who embodies and demonstrates in his actions, at all times, the principles around which he wishes to transform his company. For example, if the boss continues to dictate his solutions to the problems encountered by the employees, the latter will never believe that he trusts them or considers them responsible. Here is how, then, a corporate liberation takes place, the organizational transformation towards confidence, freedom and the responsibility of initiative which leads to more good living, commitment and performance.
Step 1: Move from a climate of distrust to one of trust (silent phase) ? There is nothing surprising that, faced with innumerable checks, orders and counter-orders, employees develop a strong distrust of their hierarchy. Trying to transform the company under these conditions is like rowing against a rising tide. But this pool will only turn downwards if the employees see, on a daily basis, that the leaders and managers: – respect them as professionals by asking them what they need to do their job better (allowing them to remove small pebbles from their shoes); – respect them as intelligent people by stopping talking to them (top-down speech is above all information that can be distributed upstream) and starting to listen to what they think; – respect them as experienced collaborators (it’s the one who does it who knows) by telling them when faced with a problem: ?I trust you. If you take a little time you will find the solution.? ? Accompany these marks of respect by proving that you do not take yourself for someone special, granting yourself privileges and other signs of superiority, but intrinsically equal to your collaborators, each with their own scope of responsibility.
Step 2: Share or collectively develop the company’s dream-vision (You should not do this before step 1, because people who have not respected themselves will not be interested in this vision.) Share your dream vision of the company or develop one collectively to give employees the meaning of their work and the criterion for choosing between the different initiatives they are considering in the face of problems. The dream dimension of this vision is essential, because only an inspiring vision, as opposed to a utilitarian vision, will enable employees to appropriate it (no one jumps out of bed to achieve an Ebitda of 12%).
step 3: Press the ‘ON’ button of the libration Stop trying to motivate employees. It would be better to co-construct with them an environment that will allow them to fulfill themselves and to self-direct, and to let them motivate themselves. To do this, ask them what company practices and processes prevent them from realizing their potential and self-directing. Ask volunteers to design practices/processes that allow this. With each of these redesigned practices and processes, free enterprise will take on more shape. Stay patient: for an SME, it takes 2 to 3 years before the majority of employees notice the beneficial effects of this transformation and become self-motivated.
Step 4: Stay alert To preserve the freedom of his company, the manager must become the guarantor-guardian of this new culture. Not only you, but no other manager should act contrary to the values ??upon which you co-build free enterprise. In this case, as liberator leader Bob Davids says, “a single drop of urine in your soup is one drop too many: you can’t get it out without starting over.” Constant vigilance is the price of freedom.
";s:14:"date_timestamp";i:1642415052;}i:5;a:11:{s:5:"title";s:89:"Why should companies focus on creating a digital HQ to adapt to changing ways of working?";s:4:"link";s:125:"https://brandnewstores.com/business/why-should-companies-focus-on-creating-a-digital-hq-to-adapt-to-changing-ways-of-working/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 09:53:22 +0000";s:8:"category";s:61:"BusinessAdaptchangingcompaniescreatingdigitalfocuswaysworking";s:4:"guid";s:125:"https://brandnewstores.com/business/why-should-companies-focus-on-creating-a-digital-hq-to-adapt-to-changing-ways-of-working/";s:11:"description";s:113:"Stewart Butterfield 2 (002) | Stewart Butterfield Interview with Stewart Butterfield ? CEO and co-founder...";s:7:"content";a:1:{s:7:"encoded";s:9526:"
Stewart Butterfield 2 (002) | Stewart Butterfield
Interview with Stewart Butterfield ? CEO and co-founder of Slack
Stewart, has the pandemic caused any changes in policies relating to your work environment? If so, what were the main changes?
Like most companies before the pandemic, Slack employees mostly worked in the office. However, we discovered last year that a flexible model could also work ? we even made progress in terms of productivity and innovation. We also continued to serve our customers and close sales at an unprecedented rate, while enjoying a better work-life balance.
Slack is now digitally driven. Almost all of our employees can choose to work from home, and almost all of our job offers offer the choice of remote work. Where in the office, while Slack serves as our HQ or bureau digital.
This unique opportunity to forever transform our work environment requires major changes. It’s not just a matter of choosing between welcoming staff back to the office Where definitively establish telework: the objective is flexibility. We need to spend as much time investing in our digital offices as we used to do with our physical offices.
Here are the outlines of our flexible and digitally oriented approach:
Our entire business is digitally driven, and our leadership needs to lead by example. On our premises, no space will be reserved for leaders, and they will use their time spent in the office for events between teams and to interact with customers. Our recommendation for them is to go to the company less than three days a week.
Any face-to-face gathering (team building initiatives, kick off meetings and other pre-planned events) must have a goal , in order to combine flexibility and predictability.
” One for all and all for one “. Most meetings need to be distributed, and accessible to everyone online and by teleconference. We are primarily concerned with the sound, without neglecting the video.
Shared spaces for teamwork. If we always seek to support those who express a need for privacy, the office remains a space dedicated to teams and customers. We will have to experiment and rethink our shared space in order to create a more flexible environment adapted to the activities carried out by our teams.
We have implemented asynchronous communication tools. We use channels in Slack for status updates and tasks that can be done through offline communication, and the ?huddles? feature for team chats, spontaneous calls and one-on-one conversations. We seek to move away from traditional working hours and end unnecessary meetings.
All our employees are attached to a “local” team, with fixed established schedules depending on the time zone. In addition, each team must define periods with and without interaction. For example, they can set collaboration hours between 10 a.m. and 2 p.m., creative hours between 9 a.m. and 11 a.m. from Tuesday to Thursday, and ban meetings the rest of the time.
This change will not happen overnight. However, by learning, experimenting and evolving in a flexible way, we can make our activities simpler and more pleasant, and gain in productivity.
What are the main obstacles encountered when your employees return to the office, or embrace a new mode of operation?
Today, we have an unprecedented opportunity to reinvent and revolutionize our working methods. From the way organizations are structured, to the ways we share information, to the methods we use to measure our progress and make decisions, everything is open to radical reconfiguration and deep improvement.
The main obstacle preventing us from seizing this opportunity is the strong attraction exerted by the status quo. It’s hard to question everything, and easy to fall back into bad habits. Change takes effort, and experimentation can be a risky process. Adopting flexible principles and an iterative approach will be key to addressing these challenges:
Build relationships
The practice of teleworking has taught us that professionals aspire to forge closer ties. From day one, we made sure Slack boosted their productivity, while strengthening their relationships. The platform is designed to support quick, cordial and spontaneous exchanges, similar to those that we have every day (in the kitchen, in the elevator or in the offices of a company).
Both our leaders and our employees use Slack to strengthen their bonds through social channels, affinity groups, and the support of an entire community. All of these things make their lives easier and provide them with opportunities that would have been inaccessible when their communication and collaboration was exclusively through email and in-person meetings. And when the health situation allows, encouraging staff to come to the office in person regularly will help strengthen social ties and build trust.
Development and support
At Slack, we’ve supported the onboarding of over 40% of our staff since going fully remote in March last year. Admittedly, we had to revise our programs from start to finish to adapt them to our new recruits, but our efforts have paid off.
We have trained our local management teams so that they can support them throughout their journey, particularly in terms of engagement and relationships. We’ve made knowledge that used to be delivered live available asynchronously and within channels. Finally, we use automated workflows to make our Q&As more efficient and transparent, and we regularly solicit user feedback to improve them.
Inclusion
Onboarding remote employees is certainly a new challenge, but by expanding our talent pool, we are also reaching more people and benefiting from new economic opportunities. We must continue to develop aysnchrone collaboration tools allowing everyone to work at their own pace. By doing so, child care, elderly care and other family obligations will no longer be insurmountable obstacles. I also think that such an approach offers some ? especially the most introverted or those who struggle to express themselves face to face ? an opportunity to interact and have more impact.
What do you think the working world of tomorrow will look like?
Tomorrow’s world of work will be more flexible, inclusive, connected and productive. The companies that will succeed over the next ten years will be those that agree to boldly reinvent themselves. In the digital age, the efforts invested in transforming their employee experience will impact the talent and commitment of their employees, allow them to put their staff on the same wavelength as their customers, and will offer the possibility of contributing to the evolution of society. No question of returning to the comfort of ?old habits?, or of trying to satisfy restive teams.
Now is the time for leaders to create a better work environment and contribute to a better world.
";}s:7:"summary";s:113:"Stewart Butterfield 2 (002) | Stewart Butterfield Interview with Stewart Butterfield ? CEO and co-founder...";s:12:"atom_content";s:9526:"
Stewart Butterfield 2 (002) | Stewart Butterfield
Interview with Stewart Butterfield ? CEO and co-founder of Slack
Stewart, has the pandemic caused any changes in policies relating to your work environment? If so, what were the main changes?
Like most companies before the pandemic, Slack employees mostly worked in the office. However, we discovered last year that a flexible model could also work ? we even made progress in terms of productivity and innovation. We also continued to serve our customers and close sales at an unprecedented rate, while enjoying a better work-life balance.
Slack is now digitally driven. Almost all of our employees can choose to work from home, and almost all of our job offers offer the choice of remote work. Where in the office, while Slack serves as our HQ or bureau digital.
This unique opportunity to forever transform our work environment requires major changes. It’s not just a matter of choosing between welcoming staff back to the office Where definitively establish telework: the objective is flexibility. We need to spend as much time investing in our digital offices as we used to do with our physical offices.
Here are the outlines of our flexible and digitally oriented approach:
Our entire business is digitally driven, and our leadership needs to lead by example. On our premises, no space will be reserved for leaders, and they will use their time spent in the office for events between teams and to interact with customers. Our recommendation for them is to go to the company less than three days a week.
Any face-to-face gathering (team building initiatives, kick off meetings and other pre-planned events) must have a goal , in order to combine flexibility and predictability.
” One for all and all for one “. Most meetings need to be distributed, and accessible to everyone online and by teleconference. We are primarily concerned with the sound, without neglecting the video.
Shared spaces for teamwork. If we always seek to support those who express a need for privacy, the office remains a space dedicated to teams and customers. We will have to experiment and rethink our shared space in order to create a more flexible environment adapted to the activities carried out by our teams.
We have implemented asynchronous communication tools. We use channels in Slack for status updates and tasks that can be done through offline communication, and the ?huddles? feature for team chats, spontaneous calls and one-on-one conversations. We seek to move away from traditional working hours and end unnecessary meetings.
All our employees are attached to a “local” team, with fixed established schedules depending on the time zone. In addition, each team must define periods with and without interaction. For example, they can set collaboration hours between 10 a.m. and 2 p.m., creative hours between 9 a.m. and 11 a.m. from Tuesday to Thursday, and ban meetings the rest of the time.
This change will not happen overnight. However, by learning, experimenting and evolving in a flexible way, we can make our activities simpler and more pleasant, and gain in productivity.
What are the main obstacles encountered when your employees return to the office, or embrace a new mode of operation?
Today, we have an unprecedented opportunity to reinvent and revolutionize our working methods. From the way organizations are structured, to the ways we share information, to the methods we use to measure our progress and make decisions, everything is open to radical reconfiguration and deep improvement.
The main obstacle preventing us from seizing this opportunity is the strong attraction exerted by the status quo. It’s hard to question everything, and easy to fall back into bad habits. Change takes effort, and experimentation can be a risky process. Adopting flexible principles and an iterative approach will be key to addressing these challenges:
Build relationships
The practice of teleworking has taught us that professionals aspire to forge closer ties. From day one, we made sure Slack boosted their productivity, while strengthening their relationships. The platform is designed to support quick, cordial and spontaneous exchanges, similar to those that we have every day (in the kitchen, in the elevator or in the offices of a company).
Both our leaders and our employees use Slack to strengthen their bonds through social channels, affinity groups, and the support of an entire community. All of these things make their lives easier and provide them with opportunities that would have been inaccessible when their communication and collaboration was exclusively through email and in-person meetings. And when the health situation allows, encouraging staff to come to the office in person regularly will help strengthen social ties and build trust.
Development and support
At Slack, we’ve supported the onboarding of over 40% of our staff since going fully remote in March last year. Admittedly, we had to revise our programs from start to finish to adapt them to our new recruits, but our efforts have paid off.
We have trained our local management teams so that they can support them throughout their journey, particularly in terms of engagement and relationships. We’ve made knowledge that used to be delivered live available asynchronously and within channels. Finally, we use automated workflows to make our Q&As more efficient and transparent, and we regularly solicit user feedback to improve them.
Inclusion
Onboarding remote employees is certainly a new challenge, but by expanding our talent pool, we are also reaching more people and benefiting from new economic opportunities. We must continue to develop aysnchrone collaboration tools allowing everyone to work at their own pace. By doing so, child care, elderly care and other family obligations will no longer be insurmountable obstacles. I also think that such an approach offers some ? especially the most introverted or those who struggle to express themselves face to face ? an opportunity to interact and have more impact.
What do you think the working world of tomorrow will look like?
Tomorrow’s world of work will be more flexible, inclusive, connected and productive. The companies that will succeed over the next ten years will be those that agree to boldly reinvent themselves. In the digital age, the efforts invested in transforming their employee experience will impact the talent and commitment of their employees, allow them to put their staff on the same wavelength as their customers, and will offer the possibility of contributing to the evolution of society. No question of returning to the comfort of ?old habits?, or of trying to satisfy restive teams.
Now is the time for leaders to create a better work environment and contribute to a better world.
";s:14:"date_timestamp";i:1642413202;}i:6;a:11:{s:5:"title";s:50:"Cyberinsurance, a challenge for companies|Alliancy";s:4:"link";s:85:"https://brandnewstores.com/business/cyberinsurance-a-challenge-for-companiesalliancy/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 08:51:31 +0000";s:8:"category";s:86:"BusinessBankchallengecompaniesAlliancyCyberinsuranceinnovation strategySecurityTribune";s:4:"guid";s:85:"https://brandnewstores.com/business/cyberinsurance-a-challenge-for-companiesalliancy/";s:11:"description";s:105:"When it comes to cybersecurity, business executives and CIOs often ask about cyber insurance policies....";s:7:"content";a:1:{s:7:"encoded";s:6888:"
When it comes to cybersecurity, business executives and CIOs often ask about cyber insurance policies. All fear that their premiums will explode and see an increasing complexity of underwriting procedures, with a strict security questionnaire covering their internal practices, their approach to risk management and the initiatives they take to reduce their exposure to risk.
To renew their cyber insurance contract, some customers must also present their security policy in detail to the insurers. So how is the cyber insurance industry changing? What are the causes of these changes? And what should a company that wishes to subscribe to or renew its cyber liability contract expect? William Culbert, Director EMEA South of BeyondTrust gives us his analysis.
Evolution of cybersecurity insurance
The first cyber-liability insurance policies date back to the end of the 1990s. Originally, they mainly covered the consequences of human error more than malevolence (eg cyberattacks). The cyber insurance market has since adapted to evolving threats.
Read also: French VSEs-SMEs have confidence in their cybersecurity? and this is a major problem
Over the past 5 to 10 years, cybersecurity insurance policies have become mainstream in businesses and are now part of any risk management strategy. For policyholders, it is the guarantee of being compensated, at least in part, in the event of a cyberattack.
Then came the year 2020, the global pandemic, confinement and the massive use of telework, an obligation for companies, hitherto protected by 4 walls and a network perimeter, to adapt to a decentralized model. Few companies were prepared for such scenarios. Taken aback, many have had to hastily change their security practices to accommodate working from home. Unsurprisingly, this crisis situation has coincided with an alarming increase in cyberattacks, with large-scale compromises such as SolarWinds Orion, Colonial Pipeline, JBS Meats, Kaseya? In addition to the downtime caused by this proliferation of attacks, cases of compromised files increased by 141% in 2020 compared to 2019. In 2020, ransomware attacks increased by 150% and have since caused a lot of damage in both the private and public sectors. The average amount of ransoms literally exploded, going from $115,000 in 2019 to $312,000 in 2020 to reach $570,000 in the first half of 2021.
If the criminals who spread ransomware profit more and more from it, the cyber insurance industry suffers the consequences. To stay solvent and continue to operate, many insurers offering cyber security contracts have no choice but to increase premiums and reduce the scope of coverage, or even exit the cyber insurance market. They also subject their subscription to ever stricter conditions and require their customers to set up security controls such as PAM (Privileged Access Management).
A careless or unlucky driver, already involved in several road accidents, or who will have had several tickets for exceeding the authorized speed expects that the rates of his car insurance increase or that the insurer refuses to renew his contract. The same is true for the cyber insurance market. From a cyberinsurer’s point of view, the current conditions mean that not everyone who wants to subscribe to it is necessarily a good candidate and not all customers are good customers. The conditions for underwriting cyber liability are being scrutinized and the decision will depend on the answers given by new or existing customers to security questionnaires. Cyber ??insurance companies also tend to recruit security professionals to help them select the right candidates and reject those who do not meet the criteria or whose risk profile is too high. Some insurers also opt for a modular approach with separate contracts for malware, spyware and ransomware, for example. A company will therefore be able to claim basic insurance against malware, but not against the risk associated with ransomware.
Today, a cyberinsurer will not take the risk of covering a company that has not put in place robust measures to protect against cyber threats. Among the many security controls that cyberinsurers now require, we note in particular: the establishment of the principle of least privilege (including the removal of admin rights) on human and machine accounts, multi-factor authentication for remote access from outside the network by employees or third parties (e.g. VPN, remote PC), the identification of indicators of compromise (IoC) and the possibility of correcting them, implementation of defense measures against ransomware, etc.
Of course, a PAM solution will not solve all security issues and is not enough to meet all the criteria for purchasing cyber insurance. However, maintaining privileged access security controls is one of the most effective recommendations for protecting against cyber risks, reducing the attack surface, and giving yourself the best chance of being able to purchase cyber insurance at the best rates. Privileged access management can help eliminate internal and external attack vectors and thus protect access privileges to all assets, on premises, in the cloud, on endpoints or even those used by suppliers.
Regardless of the solutions chosen, it will be the responsibility of the company to apply cybersecurity programs and appropriate controls of the technologies deployed. Insurers ensure that their customers meet their commitments to reduce risk, reduce the attack surface and improve their IT security strategies. In the event of a cyberattack, they may request evidence that the prescribed security controls were in place and active. It will suffice for a faulty or absent control, on a single endpoint or a single application, for the insurer to plead the fault in court.
.
";}s:7:"summary";s:105:"When it comes to cybersecurity, business executives and CIOs often ask about cyber insurance policies....";s:12:"atom_content";s:6888:"
When it comes to cybersecurity, business executives and CIOs often ask about cyber insurance policies. All fear that their premiums will explode and see an increasing complexity of underwriting procedures, with a strict security questionnaire covering their internal practices, their approach to risk management and the initiatives they take to reduce their exposure to risk.
To renew their cyber insurance contract, some customers must also present their security policy in detail to the insurers. So how is the cyber insurance industry changing? What are the causes of these changes? And what should a company that wishes to subscribe to or renew its cyber liability contract expect? William Culbert, Director EMEA South of BeyondTrust gives us his analysis.
Evolution of cybersecurity insurance
The first cyber-liability insurance policies date back to the end of the 1990s. Originally, they mainly covered the consequences of human error more than malevolence (eg cyberattacks). The cyber insurance market has since adapted to evolving threats.
Read also: French VSEs-SMEs have confidence in their cybersecurity? and this is a major problem
Over the past 5 to 10 years, cybersecurity insurance policies have become mainstream in businesses and are now part of any risk management strategy. For policyholders, it is the guarantee of being compensated, at least in part, in the event of a cyberattack.
Then came the year 2020, the global pandemic, confinement and the massive use of telework, an obligation for companies, hitherto protected by 4 walls and a network perimeter, to adapt to a decentralized model. Few companies were prepared for such scenarios. Taken aback, many have had to hastily change their security practices to accommodate working from home. Unsurprisingly, this crisis situation has coincided with an alarming increase in cyberattacks, with large-scale compromises such as SolarWinds Orion, Colonial Pipeline, JBS Meats, Kaseya? In addition to the downtime caused by this proliferation of attacks, cases of compromised files increased by 141% in 2020 compared to 2019. In 2020, ransomware attacks increased by 150% and have since caused a lot of damage in both the private and public sectors. The average amount of ransoms literally exploded, going from $115,000 in 2019 to $312,000 in 2020 to reach $570,000 in the first half of 2021.
If the criminals who spread ransomware profit more and more from it, the cyber insurance industry suffers the consequences. To stay solvent and continue to operate, many insurers offering cyber security contracts have no choice but to increase premiums and reduce the scope of coverage, or even exit the cyber insurance market. They also subject their subscription to ever stricter conditions and require their customers to set up security controls such as PAM (Privileged Access Management).
A careless or unlucky driver, already involved in several road accidents, or who will have had several tickets for exceeding the authorized speed expects that the rates of his car insurance increase or that the insurer refuses to renew his contract. The same is true for the cyber insurance market. From a cyberinsurer’s point of view, the current conditions mean that not everyone who wants to subscribe to it is necessarily a good candidate and not all customers are good customers. The conditions for underwriting cyber liability are being scrutinized and the decision will depend on the answers given by new or existing customers to security questionnaires. Cyber ??insurance companies also tend to recruit security professionals to help them select the right candidates and reject those who do not meet the criteria or whose risk profile is too high. Some insurers also opt for a modular approach with separate contracts for malware, spyware and ransomware, for example. A company will therefore be able to claim basic insurance against malware, but not against the risk associated with ransomware.
Today, a cyberinsurer will not take the risk of covering a company that has not put in place robust measures to protect against cyber threats. Among the many security controls that cyberinsurers now require, we note in particular: the establishment of the principle of least privilege (including the removal of admin rights) on human and machine accounts, multi-factor authentication for remote access from outside the network by employees or third parties (e.g. VPN, remote PC), the identification of indicators of compromise (IoC) and the possibility of correcting them, implementation of defense measures against ransomware, etc.
Of course, a PAM solution will not solve all security issues and is not enough to meet all the criteria for purchasing cyber insurance. However, maintaining privileged access security controls is one of the most effective recommendations for protecting against cyber risks, reducing the attack surface, and giving yourself the best chance of being able to purchase cyber insurance at the best rates. Privileged access management can help eliminate internal and external attack vectors and thus protect access privileges to all assets, on premises, in the cloud, on endpoints or even those used by suppliers.
Regardless of the solutions chosen, it will be the responsibility of the company to apply cybersecurity programs and appropriate controls of the technologies deployed. Insurers ensure that their customers meet their commitments to reduce risk, reduce the attack surface and improve their IT security strategies. In the event of a cyberattack, they may request evidence that the prescribed security controls were in place and active. It will suffice for a faulty or absent control, on a single endpoint or a single application, for the insurer to plead the fault in court.
.
";s:14:"date_timestamp";i:1642409491;}i:7;a:11:{s:5:"title";s:62:"How Nivernaise companies are part of an environmental approach";s:4:"link";s:99:"https://brandnewstores.com/business/how-nivernaise-companies-are-part-of-an-environmental-approach/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 08:20:12 +0000";s:8:"category";s:63:"Business58000approachcompaniesenvironmentalNeversNivernaisePart";s:4:"guid";s:99:"https://brandnewstores.com/business/how-nivernaise-companies-are-part-of-an-environmental-approach/";s:11:"description";s:117:"From small actions to substantial investments, environmental initiatives in companies take many forms. This ranges...";s:7:"content";a:1:{s:7:"encoded";s:11227:"
From small actions to substantial investments, environmental initiatives in companies take many forms. This ranges from the end of plastic cups in beverage dispensers to photovoltaics, including the reuse of cardboard boxes and the recovery of production waste.
Geficca
Photo Pierre Destrade Certified ISO 14001 (environmental standard), the Cosne-sur-Loire company, which specializes in rubber processing, has been very aware of environmental initiatives for a long time.
“This has accelerated recently thanks to the France Relance plan which allows us to make new investments”, underlines Vincent Desnost, Managing Director. The company consumes about 500 tons of rubber per year. ?Of this volume, we have around 70 tonnes of waste. Unfortunately, for the time being, they are not upgraded because we have not found a specialized sector and that is a shame?.
But he underlines: ?we are always on standby to see how to value them. The objective is to be able to recycle part of it, particularly in terms of energy?. This could go through a local channel. A short circuit that will reduce the carbon footprint linked to transport. The annual cost of removing this waste, added to the boxes and other wooden pallets, is around ?40,000 out of a turnover in France of ?11 million.
Reflection on the recycling of masks
There are also actions that allow recycling. Thus, since the beginning of this year, Geficca has been giving a second life to certain boxes as long as they are not soiled. Sorted, they are returned to the suppliers concerned. ?We do this as much as possible as part of our sustainable packaging policy,? insists Dominique Froux, CEO of Geficca.
And of course, the sorting which also applies to papers and other cups. Vincent Desnost adds: ?in this current context of health crisis, we have also been thinking, since this year, about recycling employee masks. This with a service provider in the north of France who transforms them into pellets for other uses?.
The company also conducts, in terms of electricity consumption, checks on the most greedy machines. ?This year, we will implement real-time consumption monitoring in order to optimize their use. »
Recovery plan: 1 million euros and a visit from the minister for the Geficca company in Cosne
Photovoltaic panels must also be installed on part of the roofs. The recovered electricity will be reintegrated into the internal circuit for heating and operating the machines. ?In the end, 90% of this electricity will be for self-consumption. The remaining 10% will be put back into the EDF circuit,? adds the managing director. Their installation is planned by the end of the year, thanks to aid from France Relance.
Since 2013, Geficca has implemented another action: recovering the heat from the presses. The same principle will be applied to the extension of the storage building. ?The question of heating on these 400 m2 arose. The principle is to recover hot air from the technical room. This reduces the bill and the return on investment is quick. »
Look Fixations
Photo Pierre Destrade Historical company of Nevers, ISO 14001 certified since 2012, this company of the Rossignol group, specialized in ski bindings, has also implemented numerous measures in terms of environmental protection, energy savings and management of its waste.
?For example, we replaced 771 neon lights with 458 ramps with LEDs to reduce our bill,? specifies Richard Segrétain, site manager. If Look Fixation, since 2018, has implemented a heat recovery device from an oven to heat a workshop in particular, this coupled with the purchase of a new boiler, it is continuing in this direction. ?This year, we have a new heating system with sensors to heat only according to our needs. »
The neversoise brand Look, world reference in the cycling and ski sectors, is 70 years old
The energy bill is a very important item of expenditure for companies. All the solutions to reduce it are therefore good to take.
“Thanks to our efforts, in three years, excluding covid, we have, in kilowatt hours, reduced our consumption by 18% per pair of bindings”. For even more optimization, thanks to a grant from the Bourgogne-Franche-Comté region, an energy diagnosis is launched on all consumption to find the best solutions.
The end of plastic cups
On the waste side, many measures have also been taken, in conjunction with specialized companies. ?For plastic, for example, it goes to incineration. Today, it is recycled?, stresses Richard Segrétain. ?As for the cardboard packaging of the parts we receive, we now offer some up to ten lives. We bend them neatly and return them to the suppliers who sent us these parts to be reused?.
This principle is all the more important since cardboard represents, for Look Fixation, half of the 140 tonnes of waste produced per year. ?And in four years, excluding covid, we have, on large volumes, reduced this waste by 12%. At the moment we are also working on reducing the size of our packaging. Thanks to this, we will use fewer pallets. By doing so, we will be able to put more volume on each one. If it works, we will reduce transport rotations by 5 to 10%?, hopes the director. ?Currently, we put around 240 pairs of bindings per pallet. With this system, there will be 300.?
As in many companies, reflexes such as turning off the light in the room you are leaving have been taken, but that’s not all. ?We have removed plastic cups from beverage dispensers. Each employee was provided with a mug bearing their name and an insulated bottle. We set this up in partnership with the CSE. »
Igol Center
Photo Pierre Destrade Historical company of Nevers directed by Claude Gallois, it is specialized in the manufacture of engine oils and lubricants for professionals in multiple fields.
Each year, Igol Center produces approximately 3 million liters of oils and lubricants “for all types of engines, including agricultural machinery, horticultural equipment and boats, among others, as well as industrial oils such as section,” says Ludovic Dufour, the company’s quality and environment manager.
The latter points out that in terms of waste, ?there is what is called purging oils from each production. We recover and recycle them, internally, to make chain oils. This represents 80,000 liters per year?. Thanks to this principle, losses are limited, hence the cost of recovery by a specialized company.
?It’s circular economy but a small part is not recyclable. It is the company Martin Environnement, in Chevilly in the Loiret, which is responsible for these black oils. »
Igol Center must also remove its annual 700 kg of various soiled packaging, including metal and other absorbents. Suez takes care of that. As for the wooden pallets, the suppliers recover them, which, again, is a saving. Those that are damaged go to Suez.
?13,600 per year to have your waste removed
For plastic waste, ?a contract is signed with a service provider. The latter sells them to EcoLogistique, which washes them,? says Ludovic Dufour. ?Those that are damaged go to waste. The others are recycled. »
In the end, thanks to the company’s pragmatism, all the procedures put in place and maximum recovery, Igol Center’s waste bill was only ?13,600 in 2021. “It’s not much because this waste are just pure losses. »
Solvay
Photo courtesy of Solvay The international Solvay group has a site in Clamecy. It specializes in agrochemicals, cosmetics, industrial formulations, paints and coatings, personal care, detergents and industrial cleaning, among others.
On this Nivernais site (100 employees and classified Seveso 2), the group’s policy, baptized ?Solvay one planet?, is of course deployed. By this, it undertakes to reduce by 1.6 billion euros, by 2030, the sales of its productions which have a negative impact on the climate. Many of these products are of petrochemical origin. ?We are working to develop products that will have a positive impact,? comments Hassan El Basri, director of the Clamecy site. ?This will notably involve production based on recycled products. We have just started this process in Clamecy. »
The group is also committed to reducing its consumption of resources, whether electricity, gas and oil, by 3.2 billion euros. In the Nièvre, this will result in the creation of a photovoltaic park to produce its electricity.
The Haut Nivernais-Val d’Yonne intermunicipality gives the green light to the solar park project
?We should start installing the first panels, on the ground, this year, to be operational in 2023?. This development is entrusted to Enertrag, a leading independent European electricity producer. The 14 megawatt park will produce energy equivalent to the annual electricity consumption of approximately three thousand homes. The installation will take place on unoccupied land which will be leased to Enertrag, which will assume responsibility for the entire project.
A dust filter at 750,000 ?
Reducing electricity consumption is part of a process initiated in 2014. It also results in the installation of low-consumption lighting and the installation of high-performance burners on the gas boiler.
Like any industrial site, Clamecy generates waste. They amount to thousands of tons. “For several years, we have accelerated our efforts to reduce them by at least 20% and to find recycling channels”, specifies Hassan El Basri who adds: “overall, out of our envelope of 2 million euros of investments of 2020, we devoted half of it to health, safety and the environment?. On this one, 750,000 ? were dedicated to replacing a filter on the installation which rejected a lot of dust, to achieve zero rejection.
Denis Chaumereuil
.
";}s:7:"summary";s:117:"From small actions to substantial investments, environmental initiatives in companies take many forms. This ranges...";s:12:"atom_content";s:11227:"
From small actions to substantial investments, environmental initiatives in companies take many forms. This ranges from the end of plastic cups in beverage dispensers to photovoltaics, including the reuse of cardboard boxes and the recovery of production waste.
Geficca
Photo Pierre Destrade Certified ISO 14001 (environmental standard), the Cosne-sur-Loire company, which specializes in rubber processing, has been very aware of environmental initiatives for a long time.
“This has accelerated recently thanks to the France Relance plan which allows us to make new investments”, underlines Vincent Desnost, Managing Director. The company consumes about 500 tons of rubber per year. ?Of this volume, we have around 70 tonnes of waste. Unfortunately, for the time being, they are not upgraded because we have not found a specialized sector and that is a shame?.
But he underlines: ?we are always on standby to see how to value them. The objective is to be able to recycle part of it, particularly in terms of energy?. This could go through a local channel. A short circuit that will reduce the carbon footprint linked to transport. The annual cost of removing this waste, added to the boxes and other wooden pallets, is around ?40,000 out of a turnover in France of ?11 million.
Reflection on the recycling of masks
There are also actions that allow recycling. Thus, since the beginning of this year, Geficca has been giving a second life to certain boxes as long as they are not soiled. Sorted, they are returned to the suppliers concerned. ?We do this as much as possible as part of our sustainable packaging policy,? insists Dominique Froux, CEO of Geficca.
And of course, the sorting which also applies to papers and other cups. Vincent Desnost adds: ?in this current context of health crisis, we have also been thinking, since this year, about recycling employee masks. This with a service provider in the north of France who transforms them into pellets for other uses?.
The company also conducts, in terms of electricity consumption, checks on the most greedy machines. ?This year, we will implement real-time consumption monitoring in order to optimize their use. »
Recovery plan: 1 million euros and a visit from the minister for the Geficca company in Cosne
Photovoltaic panels must also be installed on part of the roofs. The recovered electricity will be reintegrated into the internal circuit for heating and operating the machines. ?In the end, 90% of this electricity will be for self-consumption. The remaining 10% will be put back into the EDF circuit,? adds the managing director. Their installation is planned by the end of the year, thanks to aid from France Relance.
Since 2013, Geficca has implemented another action: recovering the heat from the presses. The same principle will be applied to the extension of the storage building. ?The question of heating on these 400 m2 arose. The principle is to recover hot air from the technical room. This reduces the bill and the return on investment is quick. »
Look Fixations
Photo Pierre Destrade Historical company of Nevers, ISO 14001 certified since 2012, this company of the Rossignol group, specialized in ski bindings, has also implemented numerous measures in terms of environmental protection, energy savings and management of its waste.
?For example, we replaced 771 neon lights with 458 ramps with LEDs to reduce our bill,? specifies Richard Segrétain, site manager. If Look Fixation, since 2018, has implemented a heat recovery device from an oven to heat a workshop in particular, this coupled with the purchase of a new boiler, it is continuing in this direction. ?This year, we have a new heating system with sensors to heat only according to our needs. »
The neversoise brand Look, world reference in the cycling and ski sectors, is 70 years old
The energy bill is a very important item of expenditure for companies. All the solutions to reduce it are therefore good to take.
“Thanks to our efforts, in three years, excluding covid, we have, in kilowatt hours, reduced our consumption by 18% per pair of bindings”. For even more optimization, thanks to a grant from the Bourgogne-Franche-Comté region, an energy diagnosis is launched on all consumption to find the best solutions.
The end of plastic cups
On the waste side, many measures have also been taken, in conjunction with specialized companies. ?For plastic, for example, it goes to incineration. Today, it is recycled?, stresses Richard Segrétain. ?As for the cardboard packaging of the parts we receive, we now offer some up to ten lives. We bend them neatly and return them to the suppliers who sent us these parts to be reused?.
This principle is all the more important since cardboard represents, for Look Fixation, half of the 140 tonnes of waste produced per year. ?And in four years, excluding covid, we have, on large volumes, reduced this waste by 12%. At the moment we are also working on reducing the size of our packaging. Thanks to this, we will use fewer pallets. By doing so, we will be able to put more volume on each one. If it works, we will reduce transport rotations by 5 to 10%?, hopes the director. ?Currently, we put around 240 pairs of bindings per pallet. With this system, there will be 300.?
As in many companies, reflexes such as turning off the light in the room you are leaving have been taken, but that’s not all. ?We have removed plastic cups from beverage dispensers. Each employee was provided with a mug bearing their name and an insulated bottle. We set this up in partnership with the CSE. »
Igol Center
Photo Pierre Destrade Historical company of Nevers directed by Claude Gallois, it is specialized in the manufacture of engine oils and lubricants for professionals in multiple fields.
Each year, Igol Center produces approximately 3 million liters of oils and lubricants “for all types of engines, including agricultural machinery, horticultural equipment and boats, among others, as well as industrial oils such as section,” says Ludovic Dufour, the company’s quality and environment manager.
The latter points out that in terms of waste, ?there is what is called purging oils from each production. We recover and recycle them, internally, to make chain oils. This represents 80,000 liters per year?. Thanks to this principle, losses are limited, hence the cost of recovery by a specialized company.
?It’s circular economy but a small part is not recyclable. It is the company Martin Environnement, in Chevilly in the Loiret, which is responsible for these black oils. »
Igol Center must also remove its annual 700 kg of various soiled packaging, including metal and other absorbents. Suez takes care of that. As for the wooden pallets, the suppliers recover them, which, again, is a saving. Those that are damaged go to Suez.
?13,600 per year to have your waste removed
For plastic waste, ?a contract is signed with a service provider. The latter sells them to EcoLogistique, which washes them,? says Ludovic Dufour. ?Those that are damaged go to waste. The others are recycled. »
In the end, thanks to the company’s pragmatism, all the procedures put in place and maximum recovery, Igol Center’s waste bill was only ?13,600 in 2021. “It’s not much because this waste are just pure losses. »
Solvay
Photo courtesy of Solvay The international Solvay group has a site in Clamecy. It specializes in agrochemicals, cosmetics, industrial formulations, paints and coatings, personal care, detergents and industrial cleaning, among others.
On this Nivernais site (100 employees and classified Seveso 2), the group’s policy, baptized ?Solvay one planet?, is of course deployed. By this, it undertakes to reduce by 1.6 billion euros, by 2030, the sales of its productions which have a negative impact on the climate. Many of these products are of petrochemical origin. ?We are working to develop products that will have a positive impact,? comments Hassan El Basri, director of the Clamecy site. ?This will notably involve production based on recycled products. We have just started this process in Clamecy. »
The group is also committed to reducing its consumption of resources, whether electricity, gas and oil, by 3.2 billion euros. In the Nièvre, this will result in the creation of a photovoltaic park to produce its electricity.
The Haut Nivernais-Val d’Yonne intermunicipality gives the green light to the solar park project
?We should start installing the first panels, on the ground, this year, to be operational in 2023?. This development is entrusted to Enertrag, a leading independent European electricity producer. The 14 megawatt park will produce energy equivalent to the annual electricity consumption of approximately three thousand homes. The installation will take place on unoccupied land which will be leased to Enertrag, which will assume responsibility for the entire project.
A dust filter at 750,000 ?
Reducing electricity consumption is part of a process initiated in 2014. It also results in the installation of low-consumption lighting and the installation of high-performance burners on the gas boiler.
Like any industrial site, Clamecy generates waste. They amount to thousands of tons. “For several years, we have accelerated our efforts to reduce them by at least 20% and to find recycling channels”, specifies Hassan El Basri who adds: “overall, out of our envelope of 2 million euros of investments of 2020, we devoted half of it to health, safety and the environment?. On this one, 750,000 ? were dedicated to replacing a filter on the installation which rejected a lot of dust, to achieve zero rejection.
Denis Chaumereuil
.
";s:14:"date_timestamp";i:1642407612;}i:8;a:11:{s:5:"title";s:82:"Turkey: A wildcat strike in Çimsata? defies the company, the police and the unions";s:4:"link";s:117:"https://brandnewstores.com/business/turkey-a-wildcat-strike-in-cimsatas-defies-the-company-the-police-and-the-unions/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 07:48:53 +0000";s:8:"category";s:106:"BusinessautoÇimsata?companyCovid-19defiesErdoganinflationmetalpandemicpolicestrikeTurkeyUnionunionswildcat";s:4:"guid";s:117:"https://brandnewstores.com/business/turkey-a-wildcat-strike-in-cimsatas-defies-the-company-the-police-and-the-unions/";s:11:"description";s:105:"Çimsata? workers on strike [Photo: @GazeteDavul sur Twitter] The wildcat strike by metalworkers at the...";s:7:"content";a:1:{s:7:"encoded";s:9698:"
Çimsata? workers on strike [Photo: @GazeteDavul sur Twitter]
The wildcat strike by metalworkers at the Çimsata? plant in Mersin has been going on since Wednesday, defying the company, the state and the Birle?ik Metal-?? union who are trying to end the strike.
Hundreds of workers halted production on Wednesday, rejecting a sellout deal between the Turkish Metal Industries Employers Association (MESS) and three unions representing around 150,000 workers.
This wildcat strike, followed closely by large sections of workers, is part of a growing global working class movement against the cost of living and deadly pandemic policies.
Çimsata? workers receive many messages of support on social media from other workers across Turkey. Healthcare workers protesting their insufficient wages in Mersin said, ?We stand with Çimsata? workers,? while textile workers from U?ur Tekstil and Özak Tekstil in ?anl?urfa shared a video, saying: “We salute their resistance.”
The workers, whom the police evacuated from their place of work on Thursday, continue their fight in front of the factory. While many motorists passing on the highway honked their horns in support of the strikers, the latter chanted: “No work and no bread, no peace” and “Occupation, strike, resistance!”
As President Recep Tayyip Erdo?an’s government has long ignored the constitutional right to assemble and demonstrate, the police told the workers: ?Go get your legal permits. You are now in a public space, and it falls under our jurisdiction.? A worker replied, ?Am I not the public, or am I not a citizen?? The workers did not leave the front of the factory despite threats of assault and detention.
The workers, who did not back down in the face of the threat from the state, now face threats of dismissal from the company. Twenty-five workers were informed by a message on their cellphones that they were dismissed without compensation. In response, the steelworkers said the wildcat strike would continue until those laid off were reinstated.
The D?SK-affiliated union Birle?ik Metal-?? then issued a statement strongly criticizing the metalworkers, targeting the strikers and their supporters. In this statement, he denounces unidentified people ?strangers to the steelworkers, ignorant of the union struggle? and the difficulties of the contractual process?, who, according to him, argue with the strikers and harm them.
The union’s statement hailed as a great success the increase in the average salary to 6,025 Turkish liras as of September 1, 2021. In fact, Türk-??, Turkey’s main trade union confederation, reported that the poverty line for a family of four rose to 13,070 TL (824 Euros) in December 2021 and the actual annual inflation exceeded 80 percent. This shows that the contract that Birle?ik Metal-?? boasts of in fact reduces the workers to poverty.
The union also said: ?This contract, which was concluded for approximately 11,000 members in 44 factories affiliated to 33 companies, has been very well received in the sector and among our members?. The reality is exactly the opposite.
While very few workers supported the unions’ so-called “victory” tours of the factories (it was actually union officials), workers from all unions protested on social media.
A worker from the Demisa? factory in Bilecik summarized this situation on the Facebook page of the Metalworkers’ Association: ?In all the factories, nobody is satisfied, except the lackeys of the unions. The union’s claim that ?workers enthusiastically welcomed the contract? is a lie. Even critical comments shared [sur les médias sociaux] are deleted by [syndicats] themselves.”
A worker at the Mercedes factory in Istanbul said: ?No one at the factory is happy with this contract. Everyone laughs. But we have nothing to lose. We have to stop waiting and act?!
Birle?ik Metal-?? lies in his statement, saying: ?The whole process, from the preparation of the project to the negotiations, from the strike decisions to the signing of the contract, was carried out with strong participation [des membres], at a level found in very few unions, taking into account the common demands of the factories?.
Over the summer, three unions announced their draft contracts and demanded an increase of just under 30 percent for the first six months. However, the galloping inflation of the following months and the depreciation of the Turkish lira led the metallurgists to request a revision of the draft contracts. The unions, however, refused this request. Furthermore, none of the unions, including Birle?ik Metal-Is, put the contract to a vote or received the workers’ approval.
A striker told Political News: ?Allegedly, the contract was signed without the workers being able to give their opinion, but the Birle?ik Metal-?? union, to which we are affiliated, accepted a 27 percent increase without asking us and signed the contract without our OK. We told our union that they shouldn’t do such a thing, and we didn’t accept it?.
He continues: ?In reaction, we decided to come together and walk out. They said it was not legal. We know what will happen to us. Whatever the cost, we intend to hold on.”
Claiming that the unions have betrayed the workers, he concludes: ?No union supports the workers. As you can see, we are alone here now. There are no unions here. After this period, we do not recognize the unions that signed the contract ignoring us. They shouldn’t have done that. The unions have betrayed the workers.?
The workers say their basic demand for starting a wildcat strike is ?decent pay, healthy working and living conditions?. Exploited without restraint in dangerous conditions during the COVID-19 pandemic, they fight against the capitalist policy of infection and mass death.
The Birle?ik Metal-?? statement also qualified the Çimsata? workers’ demands as unacceptable. He said, ?In Mersin Ç?MSATA?, one cannot put a new contract on the agenda by refusing the signed group contract agreement on the basis of some workplace-specific demands, it violates the order of the group contract and the functioning of the union”.
Although the union asserts that, “The fact that certain circles propagate different expectations and perceptions among our members is an attempt to turn our members against the union”, the workers and the union are objectively on opposite sides of the barricade.
The management of Çimsata? sent this union statement to the striking workers using it as a threat, which only highlights the cooperation between the management and the unions. The wildcat strike in Çimsata? once again reveals that trade unions are not ?workers’ organizations? but an anti-worker tool at the service of management.
This statement by the union, which aims to divide the workers and end the strike, reflects the panic caused in the ruling class, the state and the unions by the courageous struggle of the Çimsata? workers. As social inequality, the high cost of living and deadly pandemic policies become intolerable for millions of working people, defenders of capitalist order fear that opposition within the working class will erupt into a movement massive.
It also reveals the anti-worker character of the middle-class pseudo-left parties that are organically linked to the unions. Alpaslan Sava?, a leader of the Stalinist Communist Party of Turkey (TKP) and a Birle?ik Metal-?? pundit, shared the union’s statement on Twitter, laying bare his party’s anti-working class stance.
The Pabloite Revolutionary Workers Party (D?P), an enthusiastic supporter of Birle?ik Metal-??, also published an article ahead of the union’s statement, stating, ?If the Birle?ik Metal-?? union wants to demonstrate that its history is on the side of the struggle of the classes, he should not assess the actions in Çimsata? and the other actions to come as being against the union, but should break his silence and mobilize his forces for the success of the struggle?.
the World Socialist Web Siteurges metalworkers and other sections of the working class to throw off the yoke of the unions and form independent rank-and-file committees in their workplaces to take the struggle into their own hands. They must organize actions of solidarity with the workers of Çimsata? and defend the striking workers against pressure from the state, companies and trade unions.
(Article published in English on January 15, 2022)
.
";}s:7:"summary";s:105:"Çimsata? workers on strike [Photo: @GazeteDavul sur Twitter] The wildcat strike by metalworkers at the...";s:12:"atom_content";s:9698:"
Çimsata? workers on strike [Photo: @GazeteDavul sur Twitter]
The wildcat strike by metalworkers at the Çimsata? plant in Mersin has been going on since Wednesday, defying the company, the state and the Birle?ik Metal-?? union who are trying to end the strike.
Hundreds of workers halted production on Wednesday, rejecting a sellout deal between the Turkish Metal Industries Employers Association (MESS) and three unions representing around 150,000 workers.
This wildcat strike, followed closely by large sections of workers, is part of a growing global working class movement against the cost of living and deadly pandemic policies.
Çimsata? workers receive many messages of support on social media from other workers across Turkey. Healthcare workers protesting their insufficient wages in Mersin said, ?We stand with Çimsata? workers,? while textile workers from U?ur Tekstil and Özak Tekstil in ?anl?urfa shared a video, saying: “We salute their resistance.”
The workers, whom the police evacuated from their place of work on Thursday, continue their fight in front of the factory. While many motorists passing on the highway honked their horns in support of the strikers, the latter chanted: “No work and no bread, no peace” and “Occupation, strike, resistance!”
As President Recep Tayyip Erdo?an’s government has long ignored the constitutional right to assemble and demonstrate, the police told the workers: ?Go get your legal permits. You are now in a public space, and it falls under our jurisdiction.? A worker replied, ?Am I not the public, or am I not a citizen?? The workers did not leave the front of the factory despite threats of assault and detention.
The workers, who did not back down in the face of the threat from the state, now face threats of dismissal from the company. Twenty-five workers were informed by a message on their cellphones that they were dismissed without compensation. In response, the steelworkers said the wildcat strike would continue until those laid off were reinstated.
The D?SK-affiliated union Birle?ik Metal-?? then issued a statement strongly criticizing the metalworkers, targeting the strikers and their supporters. In this statement, he denounces unidentified people ?strangers to the steelworkers, ignorant of the union struggle? and the difficulties of the contractual process?, who, according to him, argue with the strikers and harm them.
The union’s statement hailed as a great success the increase in the average salary to 6,025 Turkish liras as of September 1, 2021. In fact, Türk-??, Turkey’s main trade union confederation, reported that the poverty line for a family of four rose to 13,070 TL (824 Euros) in December 2021 and the actual annual inflation exceeded 80 percent. This shows that the contract that Birle?ik Metal-?? boasts of in fact reduces the workers to poverty.
The union also said: ?This contract, which was concluded for approximately 11,000 members in 44 factories affiliated to 33 companies, has been very well received in the sector and among our members?. The reality is exactly the opposite.
While very few workers supported the unions’ so-called “victory” tours of the factories (it was actually union officials), workers from all unions protested on social media.
A worker from the Demisa? factory in Bilecik summarized this situation on the Facebook page of the Metalworkers’ Association: ?In all the factories, nobody is satisfied, except the lackeys of the unions. The union’s claim that ?workers enthusiastically welcomed the contract? is a lie. Even critical comments shared [sur les médias sociaux] are deleted by [syndicats] themselves.”
A worker at the Mercedes factory in Istanbul said: ?No one at the factory is happy with this contract. Everyone laughs. But we have nothing to lose. We have to stop waiting and act?!
Birle?ik Metal-?? lies in his statement, saying: ?The whole process, from the preparation of the project to the negotiations, from the strike decisions to the signing of the contract, was carried out with strong participation [des membres], at a level found in very few unions, taking into account the common demands of the factories?.
Over the summer, three unions announced their draft contracts and demanded an increase of just under 30 percent for the first six months. However, the galloping inflation of the following months and the depreciation of the Turkish lira led the metallurgists to request a revision of the draft contracts. The unions, however, refused this request. Furthermore, none of the unions, including Birle?ik Metal-Is, put the contract to a vote or received the workers’ approval.
A striker told Political News: ?Allegedly, the contract was signed without the workers being able to give their opinion, but the Birle?ik Metal-?? union, to which we are affiliated, accepted a 27 percent increase without asking us and signed the contract without our OK. We told our union that they shouldn’t do such a thing, and we didn’t accept it?.
He continues: ?In reaction, we decided to come together and walk out. They said it was not legal. We know what will happen to us. Whatever the cost, we intend to hold on.”
Claiming that the unions have betrayed the workers, he concludes: ?No union supports the workers. As you can see, we are alone here now. There are no unions here. After this period, we do not recognize the unions that signed the contract ignoring us. They shouldn’t have done that. The unions have betrayed the workers.?
The workers say their basic demand for starting a wildcat strike is ?decent pay, healthy working and living conditions?. Exploited without restraint in dangerous conditions during the COVID-19 pandemic, they fight against the capitalist policy of infection and mass death.
The Birle?ik Metal-?? statement also qualified the Çimsata? workers’ demands as unacceptable. He said, ?In Mersin Ç?MSATA?, one cannot put a new contract on the agenda by refusing the signed group contract agreement on the basis of some workplace-specific demands, it violates the order of the group contract and the functioning of the union”.
Although the union asserts that, “The fact that certain circles propagate different expectations and perceptions among our members is an attempt to turn our members against the union”, the workers and the union are objectively on opposite sides of the barricade.
The management of Çimsata? sent this union statement to the striking workers using it as a threat, which only highlights the cooperation between the management and the unions. The wildcat strike in Çimsata? once again reveals that trade unions are not ?workers’ organizations? but an anti-worker tool at the service of management.
This statement by the union, which aims to divide the workers and end the strike, reflects the panic caused in the ruling class, the state and the unions by the courageous struggle of the Çimsata? workers. As social inequality, the high cost of living and deadly pandemic policies become intolerable for millions of working people, defenders of capitalist order fear that opposition within the working class will erupt into a movement massive.
It also reveals the anti-worker character of the middle-class pseudo-left parties that are organically linked to the unions. Alpaslan Sava?, a leader of the Stalinist Communist Party of Turkey (TKP) and a Birle?ik Metal-?? pundit, shared the union’s statement on Twitter, laying bare his party’s anti-working class stance.
The Pabloite Revolutionary Workers Party (D?P), an enthusiastic supporter of Birle?ik Metal-??, also published an article ahead of the union’s statement, stating, ?If the Birle?ik Metal-?? union wants to demonstrate that its history is on the side of the struggle of the classes, he should not assess the actions in Çimsata? and the other actions to come as being against the union, but should break his silence and mobilize his forces for the success of the struggle?.
the World Socialist Web Siteurges metalworkers and other sections of the working class to throw off the yoke of the unions and form independent rank-and-file committees in their workplaces to take the struggle into their own hands. They must organize actions of solidarity with the workers of Çimsata? and defend the striking workers against pressure from the state, companies and trade unions.
(Article published in English on January 15, 2022)
.
";s:14:"date_timestamp";i:1642405733;}i:9;a:11:{s:5:"title";s:44:"Cybersecurity worries bosses more than Covid";s:4:"link";s:81:"https://brandnewstores.com/business/cybersecurity-worries-bosses-more-than-covid/";s:2:"dc";a:1:{s:7:"creator";s:12:"Harry Rivers";}s:7:"pubdate";s:31:"Mon, 17 Jan 2022 07:17:13 +0000";s:8:"category";s:39:"BusinessbossesCovidcybersecurityworries";s:4:"guid";s:81:"https://brandnewstores.com/business/cybersecurity-worries-bosses-more-than-covid/";s:11:"description";s:90:"Posted Jan 17, 2022, 7:30 AM Obviously, business leaders have little fear of the future...";s:7:"content";a:1:{s:7:"encoded";s:5591:"
Posted Jan 17, 2022, 7:30 AM
Obviously, business leaders have little fear of the future consequences of the Covid-19 pandemic in its Omicron variant. According to the annual survey carried out by the firm PwC by questioning some 4,500 bosses from 89 countries, optimism is in order.
More than 75% of them expect economic growth to improve in the next twelve months. They are even 85% in France to be as confident in the future. ?This is the first time in our survey that French business leaders are more confident than their counterparts in other countries,? observes Patrice Morot, President of PwC France and Maghreb.
French bosses are among the most optimistic in the world.PwC
Implicitly, optimism is based on the fact that companies have adapted to the health situation. ?We are no longer in March 2020 when everyone was confined, the cities were deserted and certain companies were forced to close?, testifies Patrice Morot.
China stands out
In the short term, however, Chinese bosses are more concerned than their foreign counterparts with regard to the evolution of their turnover. Only 48% of them expect an improvement in their activity in the coming year against 67% for American bosses and 60% for Europeans. This is undoubtedly the repercussions linked to the difficulties of the Chinese real estate group Evergrande. In addition, ?investment prospects have deteriorated and the Chinese government?s ?zero covid? strategy, undermined by the Omicron variant, is weighing on the morale of business leaders?, adds Patrice Morot. In the longer term, the gap between Chinese and foreign bosses is fading. Together, they are 64% optimistic about the evolution of their turnover over the next 3 years. They are 77% in the United States and 72% in France.
Cybersecurity as a priority
In general, companies have adapted to the health crisis and are living with it.
In an increasingly digitized world [?], it is logical that managers are concerned about the security of their IT infrastructures to respond to the new uses of their customers
The bosses’ main concern is cybersecurity risks. ?In an increasingly digitized world to which the health crisis has given a new boost with the increase in purchases via the internet, it is logical that bosses are concerned about the security of their IT infrastructures to respond to the new uses of their customers”, explains Patrice Morot.
French business leaders are distinguished from their foreign counterparts by the fact that, for 40% of them, geopolitical risks rank second among their concerns. No doubt we should see the strong dependence of the major French global groups on imports, advances PwC. The risks of supply disruptions and the resulting shortages underlie the current debate on business relocations in France .
Decarbonization lagging behind
At a time when the fight against climate change is gaining momentum in a context of decarbonization of industry, the bosses admit a certain delay. Only 22% of them have taken action towards carbon neutrality and 29% plan to do so. ?Two-thirds are global business leaders. If we are witnessing a real awareness on the subject, the managers of mid-sized companies have more difficulty tackling climate issues? tempers Patrice Morot.
";}s:7:"summary";s:90:"Posted Jan 17, 2022, 7:30 AM Obviously, business leaders have little fear of the future...";s:12:"atom_content";s:5591:"
Posted Jan 17, 2022, 7:30 AM
Obviously, business leaders have little fear of the future consequences of the Covid-19 pandemic in its Omicron variant. According to the annual survey carried out by the firm PwC by questioning some 4,500 bosses from 89 countries, optimism is in order.
More than 75% of them expect economic growth to improve in the next twelve months. They are even 85% in France to be as confident in the future. ?This is the first time in our survey that French business leaders are more confident than their counterparts in other countries,? observes Patrice Morot, President of PwC France and Maghreb.
French bosses are among the most optimistic in the world.PwC
Implicitly, optimism is based on the fact that companies have adapted to the health situation. ?We are no longer in March 2020 when everyone was confined, the cities were deserted and certain companies were forced to close?, testifies Patrice Morot.
China stands out
In the short term, however, Chinese bosses are more concerned than their foreign counterparts with regard to the evolution of their turnover. Only 48% of them expect an improvement in their activity in the coming year against 67% for American bosses and 60% for Europeans. This is undoubtedly the repercussions linked to the difficulties of the Chinese real estate group Evergrande. In addition, ?investment prospects have deteriorated and the Chinese government?s ?zero covid? strategy, undermined by the Omicron variant, is weighing on the morale of business leaders?, adds Patrice Morot. In the longer term, the gap between Chinese and foreign bosses is fading. Together, they are 64% optimistic about the evolution of their turnover over the next 3 years. They are 77% in the United States and 72% in France.
Cybersecurity as a priority
In general, companies have adapted to the health crisis and are living with it.
In an increasingly digitized world [?], it is logical that managers are concerned about the security of their IT infrastructures to respond to the new uses of their customers
The bosses’ main concern is cybersecurity risks. ?In an increasingly digitized world to which the health crisis has given a new boost with the increase in purchases via the internet, it is logical that bosses are concerned about the security of their IT infrastructures to respond to the new uses of their customers”, explains Patrice Morot.
French business leaders are distinguished from their foreign counterparts by the fact that, for 40% of them, geopolitical risks rank second among their concerns. No doubt we should see the strong dependence of the major French global groups on imports, advances PwC. The risks of supply disruptions and the resulting shortages underlie the current debate on business relocations in France .
Decarbonization lagging behind
At a time when the fight against climate change is gaining momentum in a context of decarbonization of industry, the bosses admit a certain delay. Only 22% of them have taken action towards carbon neutrality and 29% plan to do so. ?Two-thirds are global business leaders. If we are witnessing a real awareness on the subject, the managers of mid-sized companies have more difficulty tackling climate issues? tempers Patrice Morot.
";s:14:"date_timestamp";i:1642403833;}}s:7:"channel";a:7:{s:5:"title";s:25:"Business ? brandnewstores";s:4:"link";s:26:"https://brandnewstores.com";s:13:"lastbuilddate";s:31:"Mon, 17 Jan 2022 13:34:18 +0000";s:8:"language";s:5:"en-US";s:2:"sy";a:2:{s:12:"updateperiod";s:9:"
hourly ";s:15:"updatefrequency";s:4:"
1 ";}s:9:"generator";s:30:"https://wordpress.org/?v=5.8.3";s:7:"tagline";N;}s:9:"textinput";a:0:{}s:5:"image";a:0:{}s:9:"feed_type";s:3:"RSS";s:12:"feed_version";s:3:"2.0";s:8:"encoding";s:10:"ISO-8859-1";s:16:"_source_encoding";s:0:"";s:5:"ERROR";s:0:"";s:7:"WARNING";s:0:"";s:19:"_CONTENT_CONSTRUCTS";a:6:{i:0;s:7:"content";i:1;s:7:"summary";i:2;s:4:"info";i:3;s:5:"title";i:4;s:7:"tagline";i:5;s:9:"copyright";}s:16:"_KNOWN_ENCODINGS";a:3:{i:0;s:5:"UTF-8";i:1;s:8:"US-ASCII";i:2;s:10:"ISO-8859-1";}s:5:"stack";a:0:{}s:9:"inchannel";b:0;s:6:"initem";b:0;s:9:"incontent";b:0;s:11:"intextinput";b:0;s:7:"inimage";b:0;s:13:"current_field";s:0:"";s:17:"current_namespace";b:0;s:13:"last_modified";s:31:"Mon, 17 Jan 2022 13:35:42 GMT
";s:4:"etag";s:29:"LxIUIEuBa08+dIOZBfZlIVW4azA
";}
Bérangère Abba, Secretary of State for Biodiversity, was on Monday morning at the company Norske Skog Golbey to award the “Ecological Transition” Prize for the 3rd edition of the “Choose France 2021” Prizes. The Norwegian company has invested ?250 million in its paper mill based in Golbey, for the conversion of one of its newsprint production lines to 100% recycled packaging cardboard.
She presented the ?Ecological Transition? prize for the third edition of the ?Choose France 2021? prizes to the Golbey paper mill. An award that rewards the Box project, which should enable the conversion of one of the newsprint production lines to 100% recycled packaging cardboard.
