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Nathalie Lemarchand skills-based sponsorship for Ashoka: “A small contribution to a vast initiative”

Nathalie Lemarchand skills-based sponsorship for Ashoka: “A small contribution to a vast initiative” 2560 1920 Altavia

 

 

Using the professional and personal skills of employees to help a good cause during working hours. That is what skills-based sponsorship of associations is all about. Nathalie Lemarchand, Artistic Director within the Altavia Paris creative department, tells us about her work for the NGO Ashoka. And much more!

A recent survey conducted for the Fondation SNCF by Ifop – in partnership with Entreprise et Progrès and the ANDRH, the French National Association of HRD – revealed that 70% of French people are willing to volunteer during their working hours. 32% of executive directors are in favour of introducing a skills-based sponsorship programme, 23% say they are considering it, and 9% have already put one in place. Altavia is one of these companies that have already made this commitment a reality.

 

 

Altavia working for Ashoka

In summer 2018, a team of 6 people worked together to draft the annual report for the NGO Ashoka. Nathalie Lemarchand, Artistic Director at Altavia Paris, was one of those involved, having been a volunteer since 2017. “The idea was to promote this network through its numerous actions worldwide”, says Nathalie. “Particularly its support for social entrepreneurs who develop large-scale solutions to social and environmental issues. In order to highlight this incredible work, we came up with a selection of infographics and used the NGOS signature colours – navy blue, orange, red and purple – to publicise its identity. We also capitalised on the Organisation’s international dimension through a global image with connected modules.”

 

The creative phase of the project took place in July, ahead of the implementation in August, and the finalised annual report was sent to print in September.

 

 

Volunteering in the professional sphere…

Skills-based sponsorship represents a real commitment from an employee, who dedicates part of their working time to a project. A commitment, but also a fantastic opportunity, one that Nathalie was eager to take up. “I felt that using my skills to help a network of social entrepreneurs, instead of my usual retail clients, could be a stimulating challenge”, she recalls. “And I was right! Not only was I passionate about the project, but it also helped strengthen my relationships with my colleagues.”

 

Nathalie was particularly impressed by the almost tangible energy at the annual evening event organised by Ashoka to present all of the entrepreneurs selected. “It was amazing to discover this community, all these people who are trying to change the world”, she explains. “I am delighted to have been able to make my own small contribution to this vast initiative.”

 

 

… and private sphere

The idea of becoming involved in skills-based sponsorship at Altavia immediately appealed to Nathalie Lemarchand, who has been a volunteer for over twenty years. “In my family, everyone has always volunteered in different spheres”, she says. “I travelled to India when I was 18, and I was deeply influenced by my trip. I realised that, blessed with lives of comfort, we could take action for others, even to make the smallest changes to their lives, we can give without expecting anything in return. I helped renovate a school in India, taught French classes to children at a community centre, and canvassed homeless people at train stations. Getting away from my everyday life and my own personal bubble was a greatly enriching experience. I gave, but I also received a great deal.” 

 

 

 

 

Ashoka is an NGO, a network of change leaders that promote social innovation. Through its actions, it seeks to accelerate ideas and initiatives with a positive social impact in order to start preparing for the future now. Its goal is to:

 

  • IDENTIFY and SUPPORT the world’s leading social entrepreneurs whose system-changing innovations solve problems in all fields (health, environment, education, etc.);
  • CONNECT people from different backgrounds in civil society, whether from the public or private sectors, to ACCELERATE the emergence of the “Everyone a Changemaker” world.

 

 

Digital Annual Report for the Agence du Don en Nature

Digital Annual Report for the Agence du Don en Nature 1024 768 Altavia

 

As a Digital Production Manager at Altavia Paris, Robert Peneau looks back at the assignment he received from the Agence du Don en Nature (Goods to Give Agency): create a digital version of their annual report. Goal: to design a platform that’s anything but a simple copy of the paper version. This challenge was met with flying colours by a team that worked closely with their client.

“Digital production” …What exactly does the Altavia Paris department do?

It works in three main areas:

  • motion design: digital posters and informational films on YouTube, 360° videos for virtual reality headsets – like what we made for the Club Med agencies
  • designing banners for the web or for e-mail campaigns
  • digital publishing: creating digital content for brochures and catalogues

Sometimes, though less frequently, we are also asked to do web design. We have a solid network of independent professionals that we reach out to when we need specific skill sets to meet our clients’ needs.

 

 

You recently did some work for the Agence du Don en Nature. How did that happen?

Altavia has already been designing the paper copy of the Agency’s annual report for several years. This year, Coralie Abram-Palti, the Project Director in charge of partnerships, asked us to create a digital annual report as well. She wanted an interactive website dedicated to the annual report! We also needed to create an informational video about the Agency’s activities.

 

 

What part did you play in designing the site?

One thing was clear: the digital annual report needed to be more than just a copy of the paper version! People read websites and paper documents differently. That’s why we tried to summarize the paper report and highlight certain points. This gives site visitors an overview of the Agence du Don en Nature’s activities, its key figures, events, etc. For those looking for very specific information, a PDF download of the paper version is also available. We saw the way people would approach the paper document and website as separate but complementary.

 

 

What about the design?

We decided to put three main sections on the home page in separate squares to make navigating the site easier:

  • Key figures
  • Personal stories: statements, testimonials, etc.
  • Events from the past year and various regional initiatives.

 

 

What external partners did you work with on this project?

We brought on a freelancer to build the site, someone we work with regularly. It went very well. We created an interactive mock-up for the Agency, with clickable wireframes where you could actually leave comments. Interactivity is essential for web projects, even at the prototype stage. The first draft already looked like a website, with its own interactive experience. When the final version was approved, we were asked to load content onto the site.

 

 

How did the creation of an informational video about the Agence du Don en Nature’s expertise go?

First, we wrote the script with help from the Agency, which helped us make a good storyboard. Next, we checked all of the content and got started on the “Animation” phase. We held off on motion design until the last possible moment. When the Agence du Don en Nature saw the animation, the content was already approved. It saved us a lot of time! They put a direct link to the video on the home page, a sign of how important it was to them. All of the motion design was done in house.

 

 

Would you work with the Agence du Don en Nature again?

Of course! This project was a shining example of good cooperation, and I hope to work with them again soon.

 

Ashoka

Ashoka

Ashoka 1976 918 Altavia

Ashoka, which was founded in India in 1981 and has been operating in France since 2006, is one of the most influential NGOs in the world. Its goal is to support entrepreneurs around the world who are committed to tackling a social issue in an innovative way.

A conversation with Laura Zimer, Director of Communication at Ashoka France.

How did Ashoka get its start?

Ashoka was started in India in 1981 by the American Bill Drayton, a man with an eclectic background who had worked at McKinsey and for the U.S. Environmental Protection Agency. This gave him exposure to both the private and public sectors. Over the course of his meandering, he discovered a third type of entity in India that was neither public nor private. These enterprises – in the original sense of the word – were led by entrepreneurs who had taken the initiative to harness their entrepreneurial talents to solve a social issue. The entities were as likely to be private companies as associations or simply a personal project. Bill Drayton came to call these initiatives social entrepreneurship. This is how he met Gloria de Souza, who was the first person to join Ashoka in India, where the first branch of the network was formed.

 

How did the network develop after that?

The early branches were created in developing countries in Asia and South America where the social needs were the most glaring. The network then spread to North America, with a program launched in the United States in 2000, then in Western Europe, where the French branch of Ashoka emerged in 2006.

 

What criteria must a social entrepreneur meet to join the Ashoka network? How does the selection process work?

First, the project must provide an innovative take on a social problem. In addition, it must have already proven itself in terms of impact and it must have the necessary potential to deeply transform a sector.  For example, Jimmy Wales, the founder of Wikipedia and an Ashoka Fellow (Ed: a social entrepreneur who is a member of the network), revolutionised the knowledge sector by making information available to everyone on the Internet.

 

Beyond the relevance of the project itself, the entrepreneur backing it must also meet specific criteria: they must have entrepreneurial qualities, a strong sense of ethics and creativity.

 

The selection process lasts eight months on average and is both national and international in nature because it is the same in every Ashoka branch in the world. During this period, the applicant has interviews with international experts, including Ashoka members and non-network specialists. At the end of the selection process, the application will be reviewed by the Ashoka board to maintain consistent quality in selections throughout the world.

 

How many entrepreneurs join the network each year?

A new crop of social entrepreneurs joins the network each year: approximately 150 worldwide and between 5 and 10 in France. The numbers are really quite small because are criteria are extremely stringent. Plus we are a small NGO in terms of human and financial resources. Our goal is not to grow the size of our structure, but to grow our impact.

 

Concretely, what kind of support does an Ashoka Fellow receive?

Once an entrepreneur joins the network, they can access various levels of support: a financial grant in the form of a monthly salary so they can devote themselves full time to their project; the peer network, which enables them to learn from successes and best practices, as well as any challenges and obstacles encountered; and skills support to help the Fellow take on the inherent tasks of creating a business and for which a social entrepreneur is not necessarily trained.  To achieve this, Ashoka gives its Fellows access to partner companies which offer advice through a skills sponsorship mechanism. It could be a specialised consultancy, for example, with legal or financial expertise. Thanks to our network of philanthropists, the social entrepreneurs also benefit from another kind of skills support that is more individualised.

Finally, we give them the visibility they need to successfully implement their project by promoting on a daily basis the initiatives that we support and social innovation writ large.

 

Are all the social entrepreneurs’ projects sustainable? What is the five-year success rate?

At the international scale, our numbers speak for themselves: 93% of Ashoka’s social entrepreneurs are still in operation after five years. In addition, 56% of the project we support have resulted in a law being passed in their country. Clearly, their impact is significant!

Can you give us an example of a French fellow who had that kind of impact?

Marie Trellu-Kane, who created Unis-Cité, was one of the first people to join the Ashoka network in France 10 years ago with, at the time, rather limited visibility. Today, Unis-Cité is present in nearly 50 cities and Marie is the one who inspired the introduction of Civic Service in France in 2010.

 

What were Ashoka France’s key achievements in 2017?

For us, the major highlight of 2017 was moving our office to Station F, which is a symbolic of the relationship ‒ even a blend of cultures ‒ that we try to promote on a daily basis. We thought it would be valuable to add this social innovation component and show that innovation can have a positive impact on society.

 

To mark the occasion, we launched Share IT, the first incubator for social entrepreneurs dedicated to tech. We hope to use it as a springboard to create a new sector in France, Tech for Good. While it is already quite developed in the United States (once again, Wikipedia is a perfect example) and the United Kingdom, this sector is still at the embryonic stage in France. First, we want to promote and support tech entrepreneurs who are working to address social issues. Second, we want to help social entrepreneurs whose impact could be amplified with the addition of a technological dimension to their project.

 

What are your goals and plans for next year?

Because the entrepreneurial spirit is part of our DNA, we always have a thousand projects at Ashoka! Beyond social entrepreneurship, which is the first stage of the rocket and our core business, we are pursuing two other topics in parallel:

  • Facilitate hybrid collaborations between “social” and “business” and thereby create new types of economic models.
  • Encourage the emergence of new skills among the young generations and ensure that, beyond being able to read, write and count, young people also know how to be leaders, engaged citizens and good collaborators.

 

Can you tell us more about your partnership with the Altavia group?

Our collaboration with Altavia began last year when we celebrated the 10th anniversary of Ashoka France and were looking to modernise our communication tools. This is what led us to meet with the Group’s CSR Director. We were thinking that we could begin by overhauling our brochure together. We really needed someone with expertise in formatting and production. The Altavia team was thrilled to be able to share this expertise with us under a skills sponsorship arrangement.

How did the brochure go over?

It was a great success both internally and externally. At Ashoka, we were delighted to finally have a professional communication aid that was clear and comprehensive. We also got a lot of positive feedback from the people in our network.

 

This year, Altavia managed both production and creation of the brochure, so we know it will look even better!

Agence du Don en Nature

The Agence du Don en Nature

The Agence du Don en Nature 2125 1401 Altavia

The Agence du Don en Nature (“Goods to Give Agency”) was founded 8 years ago and exists to combat exclusion by donating new products to those in need. Its motto: to innovate continually to allow as many people as possible to access everyday essential non-food products, thereby enabling them to feel part of society again.

 

Interview with Stéphanie Goujon, Chief Executive of the charity.

 

How did the Agence du Don en Nature get started and what are its aims?

 

Each year in France, companies are forced to destroy stocks of unsold non-food products: everyday items such as laundry detergent, shampoo, school supplies, etc. At the same time, there are almost nine million people, three million of them children, living below the poverty line, without access to these everyday essentials. These two facts are what led to the creation of the Agence du Don en Nature eight years ago. The organisation works through a logistical and digital platform which enables us to collect stocks of new, unsold products from companies, store them in a warehouse and ultimately, make them available in an online library and distribute them to those who are most in need, through local charity channels. The Agence du Don en Nature works with 750 charities and organisations which work to reduce exclusion.

 

As you will have gathered, our charitable mission is to help combat exclusion through the donation of products. It’s true that when you think of poverty, what comes to mind first is access to accommodation and food. Which is logical. However, there are lots of everyday items that are important in making us feel included, making us feel like we belong, making us feel normal. And having access to new products specifically, alongside the excellent second-hand donations that are available, helps restore the pride of the person receiving them because they are not products that no-one wants or that someone doesn’t want any more. We have had feedback to this effect, for example from proud dads who have been able to give their children new toys at Christmas, or women who have been able to put on new clothes and boost their confidence, especially to go out and find work. It’s a small step towards inclusion which gives people confidence beyond the functional aspect of the product. In that sense, we are helping people to live, not just survive.

 

What initiatives are you undertaking to access the increasing quantities of products that you need for those who are underprivileged?

 

Nowadays, companies manage their stock increasingly efficiently, which means they have less and less surplus. That’s why last year, we opened up our donation scheme to the public. We came up with a project which has been supported by Google and which is currently in a test phase with Carrefour. We designed a next generation version of the supermarket click and collect system: when you buy a shampoo on the carrefour.fr website, you are given the option of buying a second one for someone who is in need.

For this new donation channel to work, we need to increase our visibility and so in 2016, we launched a poster and TV ad campaign.

 

https://www.youtube.com/watch?v=JcHrkAfoAKQ&list=PLupC79Y5LidRX6Wh4MiR0lsTpgg9rlQx3

 

 

What are your key challenges for the coming months?

 

Maintaining constant growth, in a responsible way. Whilst almost 900,000 people already benefit from our service, there are almost 9 million people in need in our country. So you can see, there is still a long way to go! We would therefore like to double our donations in three years. And in order to achieve this, we need to build awareness of our organisation. Our initiatives targeting the public are intended to support this objective. At the same time, we are always looking to innovate, in collaboration with our sponsors

 

 

L'Agence du Don en Nature

 

What sort of relationships do you have with your sponsors on a daily basis?

 

Our donors are all very loyal, for example L’Oréal, Procter and Gamble, Celio, Etam, Carrefour and Seb, who have always been incredibly supportive. We have a motto which sums up our philosophy nicely: less wasting, more sharing. And it’s true that what companies really like is this combined social and environmental approach, which is in perfect keeping with their CSR objectives.

The “course des héros” (Hero Run) is another very practical way in which people can get involved, and provides wonderful shared moments. Our approach to innovation is to create things together, not necessarily coming to a project with pre-formed ideas. We try to understand our corporate donors’ own strategies, so that together we can come up with projects which make sense to both sides. That’s how we came to develop our makeover workshops with Etam and Comptoir des Cotonniersand our back-to-work workshops with Randstad.

 

Can you tell us more about your partnership with the Altavia group?

 

Altavia is one of our pioneer sponsors. The group is one of just a dozen donors and organisations who have supported us since the start. That takes vision and real commitment!

 

How did this partnership come about?

 

It’s a tale of encounters more than anything. At the time, our founder, Jacques-Etienne de T’Serclaes, and one of our long-standing trustees, Franklin Berrebi, knew the Chairman of the Altavia group, Raphaël Palti, well. When they took the project to him, he was immediately on board. That’s how our partnership began, in the form of a sponsorship based on the donation of skills and expertise.

 

Do you remember the very first piece of work that Altavia did for the Agence du Don en Nature?

 

One day we said to ourselves that we ought to have a Progress Report and Franklin Berrebi immediately thought of Altavia. We knew that Altavia would be genuinely committed as they were already supporting some excellent projects. It was a natural connection. They immediately gave their agreement in principle. And that’s how Altavia produced our very first Progress Report. We were thrilled with the result. We greatly appreciated having access to genuine advice and real know-how and ending up with something original and beautiful!

 

We’ve broadened out our partnership over the years, for example taking part in internal Group events and telling staff about our work. Each year we have gone a step further. In 2016, Altavia helped with our public awareness-raising campaign by taking on the production of the poster elements. And who could forget Altavia taking part in the Hero Run!

 

What’s especially great for us is that it also helps us to innovate! Each year we reinvent, we do new things: for example, we recently refreshed our visual identity. And I am convinced that we will have more new ideas next year!

 

Agence du Don en nature - Rapport activité par Altavia

The 2016 Agencee du Don en nature’s annual report, made by Altavia.

 


 

Stéphanie Goujon

About Stéphanie Goujon

 

CEO of the Agence du Don en Nature, Stéphanie Goujon was involved in launching the charity in 2009. In 2013, Stéphanie Goujon was awarded the “Femme en Or” (Women of Gold) prize in the environment category, in recognition of her work. She is also a member of France’s Economic, Social and Environmental Council, which promotes cooperation between different interest groups and ensures they are involved in shaping and reviewing public policy.

 

Réseau Entreprendre 93

Réseau Entreprendre 93 1467 974 Altavia

With strong local roots in a hundred different areas throughout France and internationally, Réseau Entreprendre finances and mentors entrepreneurs with a high potential to create employment. It all began in Roubaix, in 1986, thanks to one man André Mulliez, who was the Managing Director of the Phildar Group at the time. In the mid-1980s the yarn market was in decline and an increasing number of people were being laid off. His idea: “To create employment, you must create employers”.

 

 

 

Réseau Entreprendre 93

Yasmine Hamraoui, Director of Réseau Entreprendre 93 (1st row – middle) , surrounded by the laureates of 2015 and Régine Palti, Communication and Partnerships Project Manager at Altavia (1st row on the right).

 

 

We have met Yasmine Hamraoui, Director of Réseau Entreprendre 93, the association based in the Seine-Saint-Denis French department, of which Altavia has been a partner for more than 10 years. Immediately after the establishment of the association in Seine-Saint-Denis, Altavia joined Réseau Entreprendre 93 as a mentor for young local entrepreneurs. Today, the group continues to support Réseau Entreprendre 93 by the means of a skills patronage in the creation of communication tools for the network.

 

Interview :

 

When was Réseau Entreprendre first established in Seine-Saint-Denis?

Réseau Entreprendre 93 was created thirteen years ago and today covers all areas of the department. Seine-Saint-Denis supported us from the beginning and we now enjoy particularly strong ties. Last year, over 50% of the entrepreneurs we supported in Seine-Saint-Denis had set up business in the “Quartiers prioritaires de la Politique de la Ville” (priority areas for urban policy).

Réseau Entreprendre was officially recognised as an Association d’Utilité Publique (an association acknowledged as being of public interest) in 2003. Today it is present throughout France and in recent years has expanded internationally, notably to Morocco, Chile, Tunisia, Switzerland and Belgium.

 

What is the structure of these associations, and in particular of Réseau Entreprendre 93?

 

These are local associations of business chiefs. In other words, experienced entrepreneurs and leaders who come together at departmental, regional or national level to share a mission common to the entire Réseaux Entreprendre network, that of mentoring and funding entrepreneurship, notably targeting those entrepreneurs with a high potential to create employment.

 

How does your funding operate?

 

The funding we provide is a loan on trust (an unsecured, non-interest bearing loan), financed by the Ile-de-France Region, the Caisse des Dépôts (French governmental financial institution) and our partner banks, together with guarantees from the BPI investment bank. We lend sums of between € 15K and € 50K with the aim of increasing the entrepreneur’s equity capital and to enable them to seek funding from banks, financiers and business angels. This action represents a powerful lever since every euro lent by Réseau Entreprendre enables the entrepreneur to raise another thirteen.  This is the real strength of the network: we have now been in existence for 30 years and, over time, have become a recognised label for third-party financiers who consider that if an entrepreneur has been accepted by Réseau Entreprendre, they are twice as likely to still be in existence three to five years later and offer a high potential for job creation. It is a major economic issue in a country such as France, where many companies tend to remain small.

 

And in terms of support?

 

We provide mentoring, whether they are creating a new business or taking over an existing one.  This is an essential aspect, notably in Seine-Saint-Denis where many industrial companies close simply for lack of a buyer.  As time has gone on, we have extended our field of action beyond the creation or take-over phase. We now continue to mentor a certain number of the laureates that we supported in their early days, on into their development stage.  This is the case, for example, with Arkose whose founders created an indoor climbing centre in Montreuil two years ago. Today they are at the head of five centres and have just raised over 2.5 million euros with the aim of multiplying the number of establishments by fifteen by the end of the year. At this stage, the problems are different to those encountered when creating a company. So, in the context of development mentoring, we offer entrepreneurs support concerning issues such as governance and growth.  Managing a company with a staff of 15 is not the same thing as one with 50, 300 or 1,000 employees. It needs to be planned for!

Réseau Entreprendre reveals and develops talent: we seek out the rare gem and then try to boost their capabilities, helping them to move on from being an entrepreneur to being a business chief.

 

What are the skills that you rely on to help the entrepreneurs through this difficult phase?

 

One of the specific characteristics of the network is that the mentoring is carried out by experienced entrepreneurs, who have themselves been through the same development stages. We do not merely look for skills but also and above all, for experience. Creating your own company and developing it requires knowledge not available in either books or business schools; knowledge you can only acquire on the ground!

 

In practical terms, how is the mentoring organised?

 

Each month the entrepreneur has a meeting with an experienced business chief. They also have a monthly Entrepreneurs’ Club meeting that offers them an opportunity to break their isolation and get together with others in the same situation. Being an entrepreneur can often mean being very lonely! Our vocation is to create a circle of confidence, one that will enable them to find the solutions to their problems between themselves, in total confidentiality. During these meetings Réseau Entreprendre is also able to bring in outside experts, covering subjects such as HR, finance or governance, to further enrich the entrepreneurs’ own experience. This mentoring lasts for two or three years according to the specific needs of each. The network’s actions are not only strong in terms of quality, they also carry very strong values!

 

Commitment committee reaseau entreprendre

the Commitment Committee, made up of company leaders, unanimously decides to accompany the project leader.

 

Can you tell us a little about the association’s values?

 

Firstly, we consider that beyond the project there is always a person, whether this is the mentor or the entrepreneur. For us the individual is paramount!

Next comes the principle of a service that is free of charge: all the help we offer is free for the entrepreneur.

Finally, each of us is a link in a chain. Today our laureates receive, but one day they will in turn become the one who gives. 20% of our mentors are former laureates and this figure is constantly rising. Our chairman is a former laureate who created his company in 2008. It is something that is symbolic and embodies the value that is dearest to us within the network: reciprocity.

 

In terms of figures, how would you sum up the past year?

 

In 2016 we received 500 requests and we supported 32 entrepreneurs from 20 different companies.  Of these 80% were business creations and 20% were take-overs.  20% of our laureates in 2016 were women.  This figure is rising but still remains too low! We are working to try to increase it further. The cultural factor continues to play an important role: women dare less, are more cautious. This is particularly visible in the business plans we receive. In the majority of cases, we know when a business plan has been sent by a woman, the figures systematically have to revised – upwards!

The caution and determination with which women manage their projects have a positive impact on the sustainability of their companies.  This is one reason why we would like to mentor more women.

Women entrepreneurs also provide a role-model: the higher the number of women who create successful companies, the more visible they will become and the higher the number of young women who will want to follow their example.

 

And for you personally, which entrepreneur profile interests you in particular?

 

I would say those who are self-taught, the young who you are not necessarily expecting and who have an amazing energy and talent! In France, there is a strong tendency to favour those who have followed a certain path, attended certain schools… But it is youth and diversity that are most representative of Seine-Saint-Denis! As a result, a certain number of our laureates are totally outside the standard “pigeon-holes”. This shows that it is also in diversity that wealth and innovation are created, and I think that France would do well to remember it…

 

What are your targets for 2017?

 

More women, evidently! And more generally, we are obviously looking to support even more entrepreneurs and to find more business chiefs, high performers who care, to mentor them. Today, over a hundred experienced entrepreneurs have made this commitment in Seine-Saint-Denis and almost 10,000 throughout France. We have supported nearly 200 entrepreneurs in Seine-Saint-Denis and this is only the beginning…

Finally, we would like to develop more partnerships with major companies, such as the wonderful partnership we have with Altavia, who has supported us for so many years, within the framework of a skills patronage and notably in the creation of communication tools for the network.

 

 

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COMMEUNSEULHOMME

COMMEUNSEULHOMME 683 1024 Altavia

Alongside 13 sponsors, Altavia will support Eric Bellion and his boat “Stand As One” who will participate to the next Vendée Globe, the most important solo race on sailboat around the world ( with no stop nor assistance), and will leave from les Sables d’Olonne on November the 6th of 2016.

 

COMMEUNSEULHOMME

 

For many years, Eric Bellion has been committed to raise awareness and promote Diversity, which he combines with his boat skipper activities.
With Stand As One, Eric Bellion wanted to spread his ambition to 14 companies and their 80 000 people.

 

The Stand As One project echoes to the values that drive the group : difference is a key for success and performance.

 

A project that immediately seduced Raphaël Palti, Founder and CEO of Altavia : “Since the very first moment we met Eric Bellion, we knew that we were sharing a common vision of success.”

 

Yes, Diversity is a strengh that should be developped, because it leads to richer, happier and more fertile collaborations. We love to challenge the preconceived idea that it would be impossible for people who are very different from one another, to truly “Stand As One”. Eric’s path, just like Altavia’s history, proves the contrary in a very radiant way. In this sense, at Altavia, we encourage our 1,300 people to express together their talents and ideas. We admire and support Eric’s commitment.
This support will make ourselves grow, all together, “Standing As One”.

 

An out-of-the-box and thrilling project for the group that we will share with you during the coming months.