Contenu
 

Taking action together to anticipate tomorrow

The world is changing. Adapting accordingly and – most importantly – anticipating future change are crucial.
That applies equally to our organisational structure, our working methods and our teams.
The number of projects underway in the Cooperative and across the Group's industrial subsidiaries increased significantly in 2021.
What is our challenge today? It is to make it easier to share the ideas and talent that are the real strength of our cooperative Group.  

Contenu
Our transformation plans set out the new stages in the ongoing process of building the Group... 
Contenu
The HORIZON plan to make Grands Moulins de Paris and Délifrance more agile and self-sufficient has now been finalised. From now on, our milling and frozen bakery companies report directly to the VIVESCIA Group. Their chief executives Pierre Garcia and Robert O'Boyle joined the Group Executive Committee in November 2020.
The OSER plan: launched in November 2020, the OSER plan redefines the role of support and head office functions and the ways in which they interact with our operations functions and business lines through consultation on business missions, the restructuring of management and governance functions and the creation of shared service centres.
Contenu
cooperative-plan-transformation-01
cooperative-plan-transformation-02
cooperative-plan-transformation-03
Contenu
New structure, internal mobility, new business lines... the Cooperative adapts
Contenu
The Grains & Inputs Logistics Performance Plan introduced in 2019 and the Cooperative's Ma Coop 2025 five-year strategic plan launched at the beginning of 2021 are driving the emergence of new organisational structures, internal mobility opportunities and – ultimately – the creation of new jobs and career opportunities.
Contenu
double-quote
cooperative-ludovic-legros
Ludovic Legros
from warehouse operator to supply logistics specialist
“It's a fantastic opportunity and I'm glad I made the change. The work is very different from what I did before, but I’m not completely disoriented, because the VIVESCIA culture is the same everywhere! And my move made way for someone whose job was impacted by the Logistics Performance Plan to take my place. So it's a win-win situation!”
double-quote
cooperative-olivier-wilquin
Olivier Wilquin
from accounts receivable manager to deputy head of collection administration 
“I changed jobs and companies at the same time. But although I’ve moved from Sepac-Compagri to the Coop, I’m still in the Group! I see this change as a real opportunity. Being able to change company, reboot your career, learn new skills or become more of a specialist in what you do is the real strength of the VIVESCIA Group and its companies.”

Contenu
 
cooperative-care-logo


ON COURSE FOR 2025

 
Contenu
New impetus to go further still
Contenu

50% fewer accidents per year between 2015 and 2020 - For the past five years, CARE has been up and running in all our operating countries. This programme is designed to make every employee aware of the risks they may be exposed to at work and in their private lives, so that they can change the way they behave accordingly. Significant progress has already been made.

A new approach with ‘CARE – TOWARDS 2025 - But in recent months, the rate of progress has slowed. So to inject new impetus, we launched ‘CARE – TOWARDS 2025 during the year. Designed with input from the French Institute for an Industrial Safety Culture (ICSI), this programme focuses on the major risks people are exposed to in our various businesses.

cooperative-care-leviers
cooperative-care-point-de-repere
grain-triple cooperative-care-safety-day-logo

This essential event involving all Group employees in every operating country is now five years old. Workshops, games, exercises and personal experiences all help to bring our shared CARE programme to life.

cooperative-care-safety-day-01

cooperative-care-safety-day-01