Companies

Gosvseh – Kommersant newspaper No. 112 (6833) from 06/29/2020

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The government decided to basicly depersonalize the new Gostech digital platform for interaction between citizens and business with the state. The Ministry of Communications and Mass Media has eliminated the mention of specific companies from the revised version of the draft resolution on the experimental launch of the platform. That is, Sberbank, which, in fact, was the initiator of the project, and its competitors represented by the VTB and Rostelecom consortium may enter it.

The Ministry of Communications sent for approval to the departments a revised draft resolution on the experiment to create the Gostech digital platform, its discussion will take place on June 29 at a meeting chaired by Deputy Communications Minister Andrei Chernenko, a source familiar with the document told Kommersant.

According to him, the participation in the new version of the project does not spell out the participation of Sberbank and does not specify who will become the platform supplier.

The Ministry of Communications and the Bank declined to comment.

As Kommersant reported on April 18, Sberbank, in fact, was one of the initiators of the creation of Gostekh. VTB, Rostelecom and Russian Post are also interested in participating in the creation of the platform, offering their services in a joint letter to Prime Minister Mikhail Mishustin (see Kommersant on June 9). In the previous version of the draft resolution, it was Sberbank that was indicated among the participants in the experiment (see Kommersant, June 15). It is assumed that the platform will provide services for the rental of state property and cadastral registration of real estate, as well as a system for obtaining a digital compulsory medical insurance policy.

Sberbank has a competitive advantage – for example, it has already created its own platform, which will quickly deploy Gostekh services, and Sber ID is already integrated into many services, but specifying the bank as the sole operator creates a non-competitive situation and can lead to even greater influence , says Maxim Nalyutin, head of the Deloitte Financial Services Group.

The most likely competitor to Sberbank, in his opinion, is a partnership between VTB and Rostelecom, which are already working on creating a big data platform. Rostelecom, in addition, has been working on the development of the Gosoblako platform (State Unified Cloud Platform) for several years, and VTB has a large IT integrator Technoserv in its portfolio, the resources and experience of which will allow quickly realizing the complex task, Mr. Nalyutin points out . VTB declined to comment; Rostelecom and Russian Post did not respond to requests.

The Ministry of Communications said earlier that using the Sberbank platform would not require expenditures from the state budget.

If the development will be implemented at the expense of the investor, then he will probably get the opportunity to earn money on operating the system, which as a result can become a profitable commercial project, Maxim Nalyutin believes. It can be direct commissions or indirect income due to more integrated work with the user both within the framework of Gostekh and within the perimeter of the services of the investor himself, he explains.

I would like to hope that the change in the project was the result of not only the competition of state corporations for revenues, but also an understanding of the complexity of developing the platform and the requirements of its openness and widespread adaptation on the market, said Andrei Sholokhov, deputy director of Softline for working with national projects. Choosing a platform from those available on the commercial market is a good solution, but now there are no Russian vendors who can offer a truly competitive application development platform, he is sure that using several existing internal developments of Russian state corporations carries significant risks.

According to Mr. Sholokhov, the initially open platform with a large number of third-party developers, which could actively develop due to a large ecosystem of applications and a wide labor market for developers, would become more commercially correct.

Julia Stepanova, Dmitry Shestoperov

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The collective agreement break to remove posts without dismissing

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► The voluntary departure plan, more restrictive for the company

As the name suggests, a voluntary departure plan (PDV) must be voluntary, and the termination of the employment contract is therefore amicable between the employer and the employee. Initiated by the company in difficulty, this system requires prior consultation with employee representatives.

The employer then opens the plan to all employees or only to a part of them. But in all cases, the POS must be offered to more people than there are planned job cuts, to ensure the “voluntary” side of the plan.

→ BENCHMARKS. What are the differences between PSE, PDV or RCC?

The company must offer severance pay that is more advantageous than that of an economic layoff, and the employee who leaves may claim unemployment benefits. He cannot, however, contest his departure, which is normally voluntary. The employer can refuse a request for voluntary departure of an employee, on condition of justifying it.

In the event of a POS, the company cannot immediately recruit new employees and must then give priority to its former collaborators who have left if there are re-hires.

► The collective collective break, the more flexible novelty

In force since the reform of the Labor Code in 2017, collective agreement termination (RCC) does not need to be justified by economic problems and can be offered regardless of the company’s financial situation. As for a voluntary departure, the employee can refuse to leave within the framework of an RCC.

→ READ. First implementation of collective collective breaks

The company must first conclude a collective and majority agreement with employee representatives. The content of the text must then be validated by Direccte, the regional service of the Ministry of Labor. This agreement must specify, among other things, the amount of compensation guaranteed to employees, the conditions for leaving, and the criteria for separating between employees who are candidates for departure.

For the employee who leaves the company, the severance pay must also be higher than that in the event of redundancy. He can claim unemployment benefits and cannot contest his choice either. However, a volunteer who has left does not benefit from priority for possible re-employment within the company.

→ DEBATE. Should wages be cut to avoid layoffs?

It should also be noted that this 2017 reform also introduced collective performance agreements. “Rediscovered” with the coronavirus crisis, these agreements allow companies to adjust wages and working hours to cope with financial difficulties.

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pressure in american companies

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Companies in the United States have stepped up measures to combat racism since the death on May 25, 2020 of George Floyd during his arrest by the police in Minneapolis. Promise to recruit African Americans; use of suppliers from minorities; establishment of June 19, the day of the emancipation of the last American slaves, as a holiday …: the list is growing day by day.

→ REPORTAGE. Death of George Floyd: the cry of black America

In a Morning Consult survey of 11,000 people, more than two-thirds indicate that a CEO’s reaction to the Black Lives Matter, the movement against racism and police violence, will have a profound effect “Permanent »Their decision to consume his company’s products or services.

Sharon Chuter asks big companies to publish the share of their black employees in management positions. Afro-American, she founded her make-up brand Uoma, after having worked for L’Oréal and LVMH. With 120,000 followers on the Instagram social network, his Pull Up For Change project managed to obtain statistics from 200 companies, including Estée Lauder, Levi’s, L’Oréal and Facebook.

“Consumers have the power to empower businesses”

Even if the number of blacks in management positions is often less than 10%, Sharon Chuter thanks the brands for their transparency as soon as they share their figures. In six months, she intends to take stock of their progress. “Only transparency and accountability can produce change, she says. Consumers have the power to empower businesses. “

They are only five of the 500 largest American companies to be run by African Americans, “While they represent 13.4% of the population of the United States”, notes the magazine Fortune, which specifies that there have only been 18 black CEOs since the launch of its “Fortune 500” list in 1999. The situation is explained by the persistence of discrimination in promotions of black employees in sectors dominated by white leaders, like tech, beauty or finance.

→ READ ALSO. In France, disputed study pinpoints seven large companies for discrimination in hiring

Eyes also turn to boards of directors. According to the reference site Black Enterprise, 37% of the S&P 500 companies had no black members among their directors in 2019.

This reality prompted Alexis Ohanian, co-founder of Reddit and husband of tennis player Serena Williams, to resign in early June from the board of directors of the aggregation platform. He was replaced by African American Michael Seibel, CEO of the Y Combinator accelerator. Alexis Ohanian justified himself: “I should be able to give my black daughter an answer when she asks me, ‘What did you do?’ “

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Teleperformance has entered the CAC 40

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Since June 22, the CAC 40 has welcomed a newcomer: Teleperformance, the world number one in “customer relations”, in other words call centers. It replaces Sodexo, the leader in collective catering, whose market capitalization has shrunk by a third since the start of the year, due to coronavirus.

Serving multinationals

This entry in the star index of the Paris Stock Exchange is undeniably a consecration for the group created in 1978 by Daniel Julien, who is still the CEO. Teleperformance today employs 330,000 people in 80 countries and using 265 languages. In ten years, turnover (5.3 billion euros) has increased threefold and the share price by ten.

→ READ. Should we temporarily close the stock markets?

This success is largely linked to the development of globalization and the concern of large multinationals to outsource their customer relations activities, often to reduce costs and always in the utmost discretion, which explains why Teleperformance is so little known to the general public. The head office is in France, but half of the turnover is made in the United States, where its CEO resides.

The profession has changed

We are far from the telemarketing activities of the SME in its early days, with students who approached people on the phone at night to sell them newspaper subscriptions or insurance products. Call center agents are still there, but Teleperformance also now offers automated solutions and artificial intelligence.

The company has also diversified, by managing, for example, visa applications in embassies or by performing debt collection.

In the CAC 40, Teleperformance will now be widely exposed in the media, in particular on its social practices, which are highly contested by the unions. In April, a collective led by the international federation Uni Global, filed a complaint with the OECD to denounce working conditions “Dangerous” employees faced with the Covid-19 epidemic, in ten countries, including France, where the company is accused of not having implemented sufficient distancing measures.

In the Philippines, workers were forced to sleep on the floor on the premises or stay at home without pay due to government containment measures, Uni Global said. Charges dismissed by Teleperformance.

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from July 1, ceiling at 2,000 euros

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The order is: less cash in circulation, no specific limit on bank withdrawals and cash payments. But “nero” in fact still free for mini purchases, also by exploiting the trick of split payments: the new thresholds will be easily circumvented with the result that tax revenues will not suffer particular advantages, but consumption could be tightened also for psychological reasons. Here is the vademecum of Unimpresa in view of the entry into force, from Wednesday 1 July, of the new banknote payment ceiling that drops from 3,000 to 2,000 euros which will then drop to 1,000 euros again from January 2022. “It is the worst time to introduce cash ceilings: with the worst crisis of the last decades to face, all efforts must be directed to encourage and stimulate spending and not to weaken the purchases of families »comments the president of Unimpresa, Giovanna Ferrara. As explained by the Unimpresa Study Center, from 1 July 2020, the limit for making payments with cash drops from 3,000 to 2,000 euros. To be exact, the thresholds are € 2,999.99 and € 1,999.99 respectively. From January 2022 it will drop further to 1,000 euros (€ 999.99). For larger payments, the use of wire transfers, digital tools and plastic money (credit cards and debit cards) becomes mandatory. The basic concept is traceability. The penalties start at 3,000 euros and go up to 50,000 euros for a single transaction, according to the gravity of the infringement.


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The cash squeeze has a twofold objective: to fight tax evasion and to fight money laundering. There are no specific limits as regards the movement of money in the bank, both as regards withdrawals and as regards payments. This is because the payment or withdrawal does not constitute a so-called transfer between different subjects. However, current accounts are subject to checks by the Inland Revenue – who has access to all bank data for tax assessments, recalls one company. Same goes for the checks by the Bank of Italy’s Financial Intelligence Unit, as regards the anti-money laundering rules. In this case, however, the banking operator can report suspicious transactions in relation to substantial cash movements. Since last year, the new control mechanism of the Bank of Italy’s financial information unit has been in place: under the lens of the UIF, those who move cash, between withdrawals and payments, end up over 10,000 euros in a month even with multiple lesser amount, but still higher than 1,000 euros.

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these companies without address or office

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Don’t look for their offices, they do not. Even before the outbreak of coronavirus, the containment and the massive use of telework, a handful of French companies had made the choice to work with employees entirely and exclusively at a distance.

Recruit anywhere

” Our print center is at Cabourg, in Normandy, but we knew that it would be difficult to recruit for our development only in that area of employment “, explains Baptiste Hamain, leader of a Fizzer, an application to print custom maps. So, the company chose to let its twenty employees work where they want.

In Engrossing, an agency for the creation and support of web sites, Émilie Lebrun sharing this observation :” We can recruit anywhere in France, and as a result, we can also solicit customers everywhere “. For these companies in the digital sector, the 100 % telework becomes an argument for recruitment in a sector that is in tension.

→ DEBATE. Telework : home-based or in space “coworking” ?

Some fear that the exchange system facilitates relocation. After all, if your work can be done from a third party, why not hire them in another country at lower costs ? Already because of the barriers of languages and cultures. Time zones can also be disruptive, the service meeting, at midnight and a half gathering quite a few fans.

The return of the hack ?

The followers of telework standing like to point out that the daily presence of a web developer in a tower of Defence does not provide immunity against its replacement by a Polish counterpart. The crisis of the sars coronavirus has shown, only the jobs of “first” and “second” line has absolutely need face-to-face, even though telecommuting has not been well lived by everyone.

” The risk of telecommuting is that of isolation, impoverishment and a loss of collective interestwarns Jean-Claude Delgènes, expert of the working conditions and founder of the firm Technologia. The institutions that exist without a physical seat belong to the niche of the digital world, with a corporate culture that is very specific and strong remuneration. “

→ REPORT. Containment : my building telecommutes

The expert is also concerned about a return to the “tâcheronisation” over the long term :” these employees are remote are judged on what they deliver, and the drift would be that they are also paid for the rendering. “Besides the questions around the representation of the staff and of the defence of the interests, the organization is completely decentralized, making it more difficult to identify potential abuse and to the emergence of collective claims.

The importance of a social life outside work

For these companies, to preserve the collective and the team spirit that needs constant attention. “ We communicate a lot on Slack (see below, editor’s note), where some conversations are solely dedicated to subjects “relaxation”describes Émilie Lebrun. Each one tells us when he starts his day, and stops, when he takes a break etc .. This allows me to be sure that no one exceeds his hours, and the balance with private life are respected “.

His agency currently has no profile ” junior “, or CSD or trainee. Employees must already be experienced in telework and perfectly autonomous. “ We’ve had a few recruitments unfortunate because the employees could not work solo “admits his side Baptist Hamain.

Bastien Giraud, “teleworker permanent” and founder of the platform enpantoufles.com that lists job offers 100 % distance, abounds :” I have the chance to have a life strong social outside of my job, but this type of organization is not for everyone, that is for sure. “ Parachuted into a large metropolis to a previous post, the designer of software has never found its marks. Then,” with telework, I was able to find the comfort of life in my village home and reconnect with my associative involvement. “

The native of the South meeting normally his colleagues in Paris once every two months, a homecoming for the moment prevented by strikes and the epidemic. In fact, all businesses without office regularly organise “real” meetings, combining work and friendliness. In Engrossing, they take place at the rate of three days every three months, each time in a different city. Émilie Lebrun did the math :” it’s cheaper than having permanent premises in Paris. “

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► Slack, the app’s flagship digital

The name is redolent of the spirit of a start-up, fast, agile and expensive with companies in the digital sector. Slack, founded in 2013, is an application of communication between staff, such as Teams. Available on mobile and computer, the application is organized by conversation, and by group. In the same group (e.g. a company or a service) can have multiple chat channels (e.g. one per project or one for planning and another for the follow-up client). Slack also allows you to send private messages to a single user, sharing documents, etc

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Joint ventures the social highlight of the insertion

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The hybridization does not work in botany. In economics also, the grafts are fertile, as demonstrated by the alliances between for-profit companies and companies of the social economy and solidarity, which have multiplied over the last fifteen years, notably under the impetus of a new legal form, the joint-venture social (JVS).

Of micro-credit to the joint-venture social

The idea goes back to Muhammad Yunus, Nobel Peace prize in 2006. From its successful experience of microcredit in Bangladesh, he had the idea to use another tool of capitalism, the joint-venture, in one and the same objective of the fight against poverty.

He manages to convince, in particular, of the large French companies – Danone, Credit agricole, Veolia – setting up a business in common, which are cost effective and the service of the poor. In the same way that microcredit was adapted in France by the association for the right to economic initiative (Adie), the concept of joint-venture net has been taken over by social enterprises, such as groups Ares or Vitamin T.

Muhammad Yunus, champion of ” social business “

The first JVS have emerged in France in 2011. Each partner plays on its strong point : control of industrial capacity and ability to find new markets for big business ; the integration of persons permanently removed from the employment insertion enterprises. “Today, there are fifteen in France, estimated Claudine Leclerc, director of Social Cobizz, a think tank which promotes it. Over the last twelve months, we accompanied a dozen of new projects, they come from the associations or large companies. ”

Equal partners

The reconciliations of economic between traditional companies and the SSE are older, from simple sub-contracting in the creation of vocational courses through the structures of the insertion-integrated companies. But the JVS can put both partners on an equal footing and to create new jobs through new markets. To ensure the social purpose of the entity, it is, in general, the social enterprise that is majority. The principle is that the profits stay in the company.

The integration group Ares, which specializes in the recycling and the logistics, is one of the pioneers of joint ventures in social. It has duplicated the model in a number of trades, under the leadership of its former director Thibault Guilluy. “In 2008, we asked ourselves how we could create more jobs and more opportunities for our employees in situation of disability, explains Fabien de Castilla, the current director of Ares. We also wanted to offer them professions are more innovative than those to which they are restricted usually. “

Executives of major companies have been contacted. And XPO Logistics has been the first to respond, giving birth to the JVS Log’ins, a business fit that makes the logistics e-commerce and the preparation of orders in the Ile-de-France and Rhône-Alpes.

Jobs not filled and skills unused

Today, three JVS have been integrated into the group Ares, contributing 10 million euros to its revenue and salariant 230 persons, supervisors and persons in the insertion, that they are in a situation of disability or very distant from the job. To Log’ins, are added to Liva (with Vinci) and Access Inclusive Tech (with Accenture). Repar-Seb is expected to be born this year around small appliances.

Joint ventures the social highlight of the insertion

An employee of the social enterprise Eqosphere in the fight against food waste, and an employee of Auchan to work together to enhance the value of unsold goods. / Simon Lambert/Haytham/Rea

“We started from the same observation as economic as Ares, highlights Angelina Lamy, general delegate of the Fondation Accenture. There are still a lot of jobs unfilled in the it and there are also many skills that are not used in the structures of insertion. We were convinced from the outset that the partnership could work. From our side, the main difficulty has been to explain to our leaders in the us what is a social enterprise and how one could make sales with it ! ”

→ TO READ. Eight million euros for the social and solidarity economy

Access Inclusive Tech has been created at the beginning of 2017 and has already seen a hundred people (the maximum duration of the contract in a social enterprise is twenty-four months). The new company carries out services in the field of digital services at Accenture, but also at its competitors, as it is indeed a full-fledged company, is always looking for new markets. Previously, the Foundation Accenture organizes a half-day training on the social and solidarity economy for its own personal.

Bridges fragile

For Log’ins, such as for Access, the gateways between the insert and the ordinary environment, however, remain tenuous. If two-thirds of the employees in insertion have positive exits, as we say in the jargon of administrative, Accenture has so far recruited one employee from Access. But other companies in the digital sector have hired. The others leave to other areas or formations. To open the range of opportunities, Angelina Lamy will open up Access to new professions in it, including artificial intelligence.

→ MAINTENANCE. “We are helping the associations to a change of scale “

Dawn, a great combination of care and accommodation, many of the structures that have been chosen to launch the process of establishment of a joint-venture social, with the help of Social Co-bizz. It should lead to the fall of, its launch having been delayed by the crisis of the Covid-19.

“The continuing decline of grants in the social action requires us to find solutions, “said François Morillon, director of development, Dawn, that accompanies more than 41 000 people. Create the JVS Alibo with a large group of catering will bring us new resources. ” This will also allow you to hire more people integrating around the job to delivery of meals at home for dependent persons, as well as creating one of these new cooperations fertile made by the joint ventures, social.

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Definitions

Joint venture social : it is created by a profit-making business and a company, non-profit, that share of the capital but also of competences and complementary resources (social, financial, technical, etc). The structure thus created fixed, in its articles, a social purpose or societal.

Société coopérative de production (Scop) : it is a cooperative society with the status of SA, SARL or SAS, in which the employees are associated in the majority. It can be created in all sectors of activity.

The cooperative society of collective interest (Scic) is a co-operative enterprise incorporated in the form of SARL, SAS or SA, which has for object ” the production or supply of goods and services of collective interest, which present a character of social utility.”

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“LU appealed to the nostalgia of consumers “

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The Cross : A brand of cookies has its place in a museum ?

Géraldine Michel : Quite. The brand is a symbolic object, which belongs to the culture. Beyond its commercial aspect, it is a testimony of an era. Many brands iconic are the subject of exhibitions. Artists get hold of it. In the case of LU, there are all the posters, and the logo that has remained virtually unchanged.

→ REPORT. In Nantes, the biscuit became a factory of art

These retrospectives have a sense of direction for the company. They testify to his place in society, and are a source of pride for its employees. They are also important for the consumers, who have a need to anchor and an emotional relationship with brands. They awaken a past and a testament of the sustainability of the company.

The mark LU is 174 years old. How do you explain its longevity, despite the changing times and consumption habits ?

G. M. : The longevity of a brand is the result of a balance between past and present. This is to keep a tradition while updating it. This is the secret of all these brands which have several centuries. The company READ is part of one of the most iconic : the little-butter. This starting point is essential. It is the evidence of the values and the know-how of the company.

In addition, LU has managed to establish itself in the eating habits of all families. It is a mark of everyday life, associated with the taste, in childhood. It makes today’s appeal to the nostalgia of consumers. We all have in mind the shapes of the cakes READ : these products are evidence of a design and of a texture that is very bold and expressive. They are unique and remain etched in the memory of consumers.

The company LU has a strategy particularly focused on the product. However, the couple’s brand/product is essential : a strong brand is nothing without a good product, and vice versa. It is a contract with the consumer. This strategy focuses on the product works all the more in an era where consumers are in search of authenticity. READ advocates the use of natural ingredients, local, simple recipes. It differs in this sense from brands more associated with gastronomy, such as BN.

LU has been taken over by Kraft Foods, now Mondelez, in 2007. The historical museum was closed last November, and a production site is threatened. These developments, is there not a risk of tarnishing the image of the brand ?

G. M. : In reality, few people know that LU belongs to the multinational company. It remains a firm before any French, in the minds of many consumers. When you look at their advertisements or their communication on social networks, we do not see this reference. They do not hide it, but do not communicate it.

Also, I don’t see any changes in the brand image for the moment, in contrast to other companies that have been acquired by Mondelez. For example, Milka. I find that Mondelez manages very badly Milka : in the beginning, it was a brand that is close to LU, with healthy products. Today, it develops hundreds of products snacking. In my opinion, this has distorted its identity.

→ STUDY. Young people subject to the temptation of sugar and fat

In the case of LU, on the contrary, the “trademark girls” as a Small School boy, Mikado, Straw Gold, Prince feed on the ” mother brand “. They come into resonance with his identity, and constitute a lever of enrichment in terms of content and experiences with consumers.

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L’oréal wants to go further on social and environmental matters

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Produce while having a positive impact on the planet, this is the new goal in terms of environmental and social that displays The l’oréal for 2030. The world leader in cosmetics had already presented a first plan for sustainable development in 2013. For this second step, unveiled Thursday, June 25, “we want to move from a logic “one will do less evil” in an alignment of the economic activity of the enterprise with the limits of the planet “advance Alexandra Ltbp, general manager of the CSR (corporate social responsibility).

Ambitious targets for 2030 follow this logic : carbon neutrality for all sites, 100 % of plastic packaging recycled or bio-sourced, 100 % of the water used in factories is recycled and reused in a loop… The list is long.

The group also launched a program to meet social and environmental needs urgent : 100 million euros will finance projects to restore the biodiversity and development of the circular economy ; another 50 million will be allocated to associations of aid to vulnerable women.

Correlate growth and environment

The time is finally on the balance sheet of the first plan. There are “beautiful success “welcomes Alexandra Ltbp. On carbon emissions, in particular : the goal by 2020 was to reduce by 60 % compared to 2005. In 2019, the company shows a reduction of 78 %. “The whole industrial production in China is carbon neutral, she says. At the same time, our production has increased 37 %. We can correlate growth and environmental impact. “

On water management, the objective was to reduce it by 60 % since 2005. In 2019, it shows a result of least 51 %. “It is possible that we will not reach our goal in one or two years. But we are in good momentum “welcomes Alexandra Ltbp, arrival at L’oréal in 2012 to launch the program in sustainable development, after having passed through Amnesty International and the Pad.

Promised as early as 2020, the display on the internet of the social and environmental impact of consumer products will ultimately not fully completed. “Soon, ceach product will be rated on an overall score from A to E (A being the best environmental impact) to be completely transparent. “ The results are audited by the independent audit Bureau Veritas.

Leader in the ranking of the NGO Carbon Disclosure Project

In terms of waste generation on the other hand, the results are disappointing : the purpose was to reduce by 60 % between 2005 and 2019. “We are at least 35 %, and we may not go far beyond this level, recognizes it. Nur aim was not well thought out, because it does not take into account the efforts for reclamation of waste. We revalorisons already 98 % of our waste. “

The efforts of The l’oréal have been distinguished by the Carbon Disclosure Project (CDP). This non-profit NGO created in 2003, requires companies to provide information to evaluate them on three criteria : impact on the climate, water management and action on forests. In 2019, she had received answers of 9 000 towns and 8 400 companies, says the CDP, is the global database is the most important on the environmental performance of cities and businesses.

“L’oréal is the only group to have received a “triple A” four consecutive years “stresses Galvin, Dexter CDP, and following this file closely. In 2019, only five other groups have reached this level : the group of agri-food Danone, the paper manufacturer UPM Kymene, the giant of the high consumption of Unilever, the producer of fragrances, Firmenich and the group high-tech HP.

But for Galvin, Dexter, The l’oréal had to go further. “All of the changes generated on their own are impressive, but this is the easy part. It is the tip of the iceberg. Their goals 2030, which go in the same direction as those of other groups such as Microsoft and Unilever, are in the hard. “

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Déconfinement : Orly airport take off again

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After three months of judgment, the crisis Covid-19 requires, Orly takes a little air on June 26. The activity, however, will be very reduced, with 74 flights this Friday (compared to 650 on average in normal times) and 8 000 passengers expected. In 2019 the second airport in paris (to the south of the capital) welcomed 32 million people, or a daily average of nearly 88 000 passengers.

→ TO READ. The reduction in scheduled air network French

For the little story, the first take-off will be a flight Transavia (subsidiary low cost of Air France group) for Porto. Aircraft will set off to Malaga, Budapest, Palermo, or even Warsaw. Next to metropolitan France, it is the Corsican, which will be especially served. The screens will also departures for overseas from Cayenne to Fort-de-France or to St-Denis de la Réunion…

Reviews of the track

For several days, preparations are intensifying. On the 24th of June, a technical inspection of the track 3, which takes off the first flight, was organized. This is a monthly review and detail the state of a track that is in addition to the three mandatory inspections of 10 minutes every 5 hours to check if objects are not dragged.

Similarly, the number of flights, fictitious, have been organized to verify the proper functioning of the conveyor belt where they are sorted the luggage. Almost all shops will also be open. For the moment, only the sector of Orly 3 will be operational. Orly 1, 2, and 4 will re-open as soon as the demand will continue.

It all depends on the opening of the borders

Augustin de Romanet, the boss of the ADP group, which manages the airports of Roissy and Orly airports, said in an interview with the Sunday newspaper that activity is expected to rise to 130 plane movements at the beginning of July with a progressive widening of the destinations.

“Much will depend in fact of the opening up of borders outside Schengen in the beginning of July, explains a source in ADP. And particularly of the possibility or not of links between France and the Maghreb countries. “

The activity of Air France-KLM could have an important impact on the future of Orly. The group of French Dutch contributes to 30% of its traffic. If one adds Transavia, it happens to almost 48 %. However, the transformation plan, Air France has to go through a reduction of its French network by 40% by the end of 2021, including flights Paris Orly-Province.

In his interview, Augustin de Romanet hopes that the traffic from Orly airport could return to normal in 2022-2023, the more rapidly and extensively than in Roissy-Charles-de-Gaulle. If Orly has seen international destinations take more and more importance, however, it is more specialized on the traffic short and medium-haul Roissy. Augustin de Romanet is estimated that the group will lose more than 50 % of the turnover of 2019 and will have to” make adjustments of the same nature as those of the airlines. “

Advantage in the economic cycle

“It is possible that the flights on French domestic and in the Schengen area will resume more quickly, as there are uncertainties about the possibilities of flying to more distant destinations “, considers Bertrand Mouly-Aigrot, a specialist in the air at Archery Strategy Consulting. According to the latter, Orly airport, which is very attractive to the airlines that make point-to-point (that is to say, without correspondence) short-and medium-haul and their passengers. “It is an airport that is easy to use because it is smaller than Roissy, much closer to Paris and easy access “, he said.

According to the specialist, Orly has an advantage in the economic cycle. ” At this time, the notion of a correspondence makes little sense for companies in both the destinations and the frequencies are reduced, he said. In fact, those whose activity is based on a platform of correspondence, such as Air France on its Roissy hub, need to rebuild their network line-by-line, frequency by frequency with consequently more flights point-to-point. Orly, by its ease of use and access, can seduce. “

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