[INTERVIEW] Groupe Grimaud, Scientific Director (innovation diagnosis)

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This interview was carried out as part of the establishment of a Innovation 360 diagnosis of the Grimaud Group

Could you describe the Grimaud Group, your missions and your current and future market challenges?

We are a family group created in 1966 specializing in animal genetics, biopharmacy (vaccines for humans and animals) and novel farming (precision breeding and emerging animal proteins).

Our activities are spread over 18 subsidiaries around the world, for a turnover of € 325 million, and 1,800 employees.

As Scientific Director, I lead the group's R&D strategy. If each subsidiary has its own objectives and R&D teams, my mission is to deploy a global vision of our strategy which will be executed in a different way depending on each subsidiary and each market context.

Our role is to implement transversality between the different teams : sharing of our know-how, duplication of our best practices and pooling of investments. My role also extends to supporting innovative projects beyond existing structures (with startups for example) and finally interactions with our academic partners essential for Research.

Genetic selection markets are generally mature and largely consolidated, making them markets with very high R&D challenges with significant competition. The main challenge remains of course on product performance, but service innovation is also becoming an important differentiator: we must always be there on these two subjects.

What are the reasons that prompted you to set up this Innovation Diagnostic (internal / external)?

For a long time, the focus was on product and technological innovation. The other types of innovation (business model, services, management, organization, etc.) existed, but were not very structured. Moreover, the various departments of the group did not really appropriate this culture of innovation.

The innovation processes outside the pure R&D framework are much less established and natural in our organization. We realized that in order to carry out an innovation strategy that goes beyond the strict framework of the product, we had to extend a certain culture and processes to the entire organization.

So we wished fto become aware of these competitiveness issues then train our teams in global and transversal innovation:

Everyone must be a contributor, regardless of their department, subsidiary or country.

The main objective of a first diagnosis was to draw up a quantifiable and pragmatic observation of our current practices. All the fundamental factors determining innovation performance have been taken into account (16 innovation axes, leadership, roles, culture, etc.)

How were the stakeholders involved and how did they approach the questionnaire? How did / will you use this diagnosis to disseminate innovation beyond the R&D department?

We implemented this Diagnostic in May 2020. To do this, we interviewed 3 groups of people: the Management Committees of the subsidiaries, their key employees (having a sufficiently broad view of the various departments of the company) as well as third parties. external (customers and suppliers) so as to also have a complete view of the company's perception.

These 30 to 40 people per subsidiary responded to the survey launched by GAC the conclusions of which were then presented to the Management Committees. We then relied on these findings to launch an active approach around innovation processes.

What are the first recommendations that emanated from it? What first concrete actions have been put in place to follow up on these recommendations? How will you prioritize the others and monitor their successful implementation by 2021?

After realizing the need for more transversal innovation, we wanted to enter more concretely into a phase of testing new practices.

A training in innovation management methodologies was therefore organized with referent members of each Subsidiary. We will then proceed to a POC (Proof Of Concept) on a first transversal subject, then we will set up an action plan in early 2021.

Beyond these actions, we were able to identify areas for improvement on which to work (cultural, managerial, organizational inhibitors, etc.) or untapped potential (targeted strengthening of innovation capacities that support our growth and profitability strategy) .

Finally, in each monthly management committee, a follow-up will be set up to ensure the proper implementation of the new processes. The goal is to lead this change management around the culture of innovation without weighing down our governance.

 

In conclusion, this diagnosis allowed us to create a common language, to strengthen the culture of innovation beyond R&D, to mobilize and unite all the teams around a clear and shared vision on the priority axes of improving the efficiency of our development strategy, taking into account the challenges of our current and future markets.

 

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[INTERVIEW] Jean Pierre Bouchez, Director of Research at the University of Paris Saclay

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This interview was carried out as part of the release of the latest book by Jean Pierre Bouchez, PhD, Creator of PlaNet S @ voir, Research Director (HDR) at the Larequoi Laboratory, University of Paris-Saclay: ”Collaborative innovation: the dynamic of a promising ecosystem ”. Learn more here

What is your background, your position at the University of Paris Saclay and PlaNet S @ see ?

I am, as they say, a “hybrid” worker in the sense that I combine research activities and practitioner activities (advice and conferences). This is explained because my career has taken place successively in three combined worlds (I am currently in the third): that of the private company as HRD, that of the council as a partner, and that of the academic as a research director at Paris-Saclay University.

I have also developed, in parallel to my research work, a small structure, PlaNet S @ voir, to carry out my activities as a speaker and support for companies. I am therefore convinced that the combination of theoretical and operational activities contributes to enriching the ability to decipher organizations in their different interactive dimensions : strategy, management, organization, issues, etc. And to share them in interaction with directors, managers and researchers, so that everyone can enrich themselves collaboratively.

This reflects the cumulative nature of knowledge, in the sense that it is likely to generate and engender, particularly through these interactive exchanges, the production of new knowledge and new ideas.

How to make companies want to open their R&D to the outside in a secure and efficient way ?

I allow myself to answer this relevant question more broadly by expanding it externally and internally to fully understand its challenges.

A few years ago, leaders and informed managers understood, particularly in the wake of the work of the American Henry Chesbrough, the need to open their R&D to the outside world. Chesbrough in fact popularized the termOpen Innovation, in a best seller published in 2003. He defines this notion as “the intentional use of internal and external flows, to accelerate internal innovation and expand markets for the external use of innovation”.

Thus, the innovation process is articulated, combined and fed by two coupled processes: theOutside in (capture of ideas internal to the company) and the Inside out (mainly by promoting its intellectual property by marketing its patents). So with theOutside in Chesbrough clearly showed the interest that a company can have in calling on external stakeholders (in particular customers, suppliers, etc.), to stimulate and develop innovation internally and to initiate the notion of an innovative ecosystem. In other words, the innovation processes cannot henceforth remain "locked up" within the only large laboratories, on the pretext that the innovations were not invented within this framework… "Not Invented Here", for NIH, according to the consecrated expression.

But this approach will, especially in recent times, go much further, in particular on the part of large enlightened groups, like Dassault Systèmes, very advanced on this subject, but many others as well, like some banking groups. Indeed, under the influence of the "start-up spirit", new forms of collaborative innovation have thus developed within certain large firms themselves, through several mechanisms: internal fablabs, corporate coworking spaces, internal accelerators and incubators, internal collaborative innovation platforms, entrepreneurial approaches, etc. By paraphrasing and extending Chesbrough's terms, we could then use the expression ofInside-in...

What are the 4 levels of interactive spaces that make up the notion of ecosystem ?

I indeed proposed to identify four levels of interactive spaces which are positioned and briefly described, in the form of the following table, thus underlining their respective ecosystem aggregation levels which fit together to promote this dynamic. This goes from the Meta level, over a large urban area, to the Micro level, within the framework of dedicated spaces within companies.

In the rest of the answer to the questions, we will not develop the Meta-ecosystem level, the prototype of which has naturally been constituted for a long time by Silicon Valley. But in this regard, it should be noted that the growth of negative externalities: increasing cost of real estate, overloading of transport networks and traffic jams, noise pollution, etc.

Meta-ecosystem Geographically concentrated spaces within the framework of economic agglomerations and clusters (start-ups, research centers, universities, large firms, etc.).
Macro-ecosystem Innovative coopetitive partnerships, revolving around a leading pivotal firm, whose heart is most often positioned within Meta-ecosystem spaces.
Meso-ecosystem Companies whose managers favor and promote a climate favorable to a culture of open innovation and risk-taking: internal entrepreneurial approaches, internal incubation practices, etc.
Micro-ecosystem Dedicated spaces for inspiring and transforming companies, relatively permissive, specifically dedicated to collaborative and even disruptive innovation. This is the typical case of the fablab family, but also of corporate coworking spaces.

To be complete on this question, it seems useful to me to also present, in the form of a synthetic table, the five combined and interactive components which seem to me to characterize an innovative ecosystem. These are: the general context, places, links, actors and projects. It is therefore for organizations to promote as much as possible, the consideration of these components for their articulation, so as to promote collaborative innovation practices. The following table therefore describes them in a compact manner.

General context Environments necessarily favorable to innovation around a technological, intellectual and business “atmosphere”, like industrial clusters.
Places Geographic spaces whose extent varies according to the different levels: Meta, Macro, Meso and Micro.
Connections Of different nature and possibly combined: geographical, intellectual, social, economic…, whether formal or informal.
Actors Involved in this ecosystem most often made up of organizations and knowledge workers.
Projects Promising, often disruptive in nature and resulting from interactive productions between the four previous components.

These two combined tables allow me, it seems, to fully understand what covers, in a renewed perspective, the dynamic of collaborative innovation within the framework of a promising ecosystem. This ecosystem can be presented as a form comparable to a business network within which different actors, organizations and stakeholders interact in a cooperative manner, but also in a competitive form, with a view to precisely bringing out innovations.

How the digital revolution and the current crisis are accelerators of collaborative innovation ?

The digital revolution is undoubtedly a contributing accelerator of collaborative innovation, in particular through the potential multiplication of exchanges between actors and organizations. Digital interactions therefore undoubtedly increase the possibility of bringing out new and promising ideas. But these necessary interactions are not entirely sufficient. It goes without saying that these digital exchanges (including to a certain extent videoconferencing-type devices) must necessarily be combined with exchanges in physical and social proximity. They bring, by their nature, a surplus of authenticity as well as an irreplaceable singular dimension, essential to collaborative proximity innovation.

The current crisis associated with the pandemic, has led, as we know, to the increase in the use of these videoconferencing devices which undeniably have advantages, although they never completely replace, as indicated, the interaction in physical proximity. They certainly contribute to deeply rethinking our way of working, of thinking and of innovating…. The almost complete teleworking set up by some firms, however, seems to me in certain respects very dangerous, in particular with regard to the loss of social ties, or even the feeling of belonging to “one's” company. It participates whether we like it or not in a form of physical and intellectual segregation between - to simplify widely - white collar workers (knowledge workers in short) and blue collar workers (physically enslaved to their workplaces). That said, we cannot imagine highly qualified personnel (airplane or TGV pilots), teleworking….

What advice would you give to a company to develop its ecosystem and make it virtuous? ?

Everything naturally depends on the size, strategy, challenges, etc., of the company. But it is good to remember that in a business universe (as indeed in other universes), the power and the appropriate use of personal and professional social networks constitute a social capital conducive to developing fruitful collaborations. This implies an ability to forge relationships conducive to promising interactions, in particular through contacts for collaboration with start-ups, researchers, clients (such as lead users), communities and innovation platforms. , etc., conducive to fitting into a partnership ecosystem.

The large enlightened firms, particularly in the extension of Chesbrough's work, have thus grasped the collaborative benefits that they could derive, in particular through their position as leader and orchestrator, within the framework of intelligent ecosystem interactions without set up as a dominator, or even a predator, as can happen ... Just as in a combined manner, smaller, equally enlightened firms have also seized the opportunities to integrate this type of ecosystem in partnership.

 

 

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AGEFIPH contribution: New declaration modalities in DSN

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EXPERT ARTICLE - By Manuel Balency-Béarn, Consultant HR performance, at GAC Group

Every year, in February, employers with 20 or more employees must send AGEFIPH a declaration related to theobligation to employ disabled workers (DOETH).

If they do not fulfill their obligation to employ disabled workers, the latter must pay a contribution, the amount of which depends on the missing units.

From 2021, they are now collection agencies (URSSAF, CGSS, MSA) and no longer by AGEFIPH which cover this contribution.

How to declare DOETH?

Until this year, it was possible to declare DOETH in 2 ways:

  • First of all, in the form of a paper declaration to be sent by mail;
  • But also by remote transmission on the Teledoeth site.

 

Nevertheless, from 2021, sending DOETH via these two channels will no longer be possible. Indeed, like almost all social declarations, the DSN will integrate the DOETH.

Thus, the DSN for the month of February, sent before March 5 or 15, will receive the DOETH linked to employees employed during the previous calendar year.

 

Accordingly, and since January 2020, all employers, whether or not subject to the employment obligation, must declare the status of disabled worker in each monthly DSN. This in order to allow the collection agencies to determine, at the end of January of the following year, the number of beneficiaries of the obligation to employ disabled workers (BOETH) employed by the company under a full year.

Special attention must be paid to the quality of the data transmitted in DSN (individual, contract and activity blocks). Indeed, entry and / or parameterization errors in DSN will cause an incorrect count of the BOETH workforce and / or reductions according to age, which may distort the calculation of the final contribution.

 

On June 23 and June 30, 2020, the GIP-MDS, in charge of the contracting authority of the DSN, provided details on the DSN declarations of the OETH and of the AGEFIPH contribution of which the subject employers are if necessary liable.

 

Exceptional postponement of the DOETH subscription date

In March 2021, the DOETH for the year 2020 will be exceptionally postponed to the DSN of month of May 2021 to be sent by 5 or 15 June 2021, subject to the publication of the decree on jobs requiring special aptitude conditions (ECAP).

 

Data exchanges prior to the development of the DOETH (before January 31)

Headcount

The collection agencies calculate and transmit the number of taxable persons retained on the basis of data from the 12 DSNs for the previous year.

It should be remembered that it is now the “social security” workforce that is used and no longer the “labor law” workforce.  The number of employees therefore no longer takes into account temporary workers..

Indeed, entry errors and / or DSN settings (contract and activity blocks) will cause an incorrect count of staff and may distort the calculation of the OETH.

“internal” BOETH workforce

Collection agencies will pass on the BOETH workforce that they have employed and declared in the past year to companies.

BOETH "external" workforce

Temporary employment companies (ETT) and employers' groups will calculate and then send to their user companies the number of BOETH staff that they will have made available to them during the employment period of year N - 1 .

ECAP deduction

The collection agencies calculate and make available to companies the number of employees carrying out ECAPs with regard to the elements declared in the monthly DSNs for year N-1. This calculation is thus carried out on the basis of the workforce corresponding to certain profession codes and socio-professional category (PCS-ESE). An additional code will have to be entered from 2021 for security guard jobs.

Particular attention must be paid to the supply of these headings in DSN. Indeed, if the headings are not supplied, the ECAP deduction cannot be taken into account by the collection agencies.

However, the decree on ECAP is still awaited and may modify the current list.

Deduction linked to the signing of supply, subcontracting or service contracts

These are adapted companies, establishments or work support services and disabled self-employed workers who send their client companies an annual certificate relating to year N-1.

Deductible expenses

The company declares directly, without waiting for any particular flow, the expenses concerned. For example under accessibility work, maintenance and retraining, etc.

Integration of this data in the DOETH (before the DSN closing in February)

The employer making his annual declaration must integrate all of this data into his DOETH. He will indeed pay particular attention to the data to be provided which does not come directly from the declarant:

The "External BOETH Number "

S21.G00.13.003 "specifying the type of provision in the section" External BOETH type - S21.G00.13.002 "code 01 - BOETH interim, code 02 - BOETH employees of a group of employers placed disposition.

Deductions

They are to be declared under the heading “Contribution code - S21.G00.82.002”, code 060 for ECAP, 061 for the deduction linked to contracts and subcontracting, and various codes for other deductible expenses according to their nature ( 062 for accessibility works, etc.).

These deduction amounts to be declared in DSN are those before application of the capping rules specific to each deduction.

Calculation of the AGEFIPH contribution

The employer calculates the annual contribution on the basis of the data previously transmitted and declared in several stages through the block "Establishment contribution - S21.G00.82" under the headings "Value - S21.G00.82.001" and "Contribution code - S21.G00.82.002 ”with the following values to be used:

  • Code 065 - Gross OETH contribution before deductions
  • Code 066 - Net OETH contribution before capping
  • Code 067 - Net OETH contribution after capping
  • Code 068 - Actual OETH contribution due.

These values are zero if the employer has satisfied their OETH.

OETH completed by application of an approved agreement

The GIP-MDS has created a sheet explaining how to declare the annual OETH contribution in the event of an approved agreement (sheet 2353 of the DSN knowledge base created on June 30, 2020).

Information concerning approved agreements should be entered in the block “OETH supplement - S21.G00.13” under “S21.G00.13.001 - OETH approved agreement”, specifying the year concerned by the agreement in the section "S21.G00.13.004 - Matching year".

DOETH control 

It should be remembered that the collection agencies are responsible for collection and the control of DOETH. Thanks to the DSN, they will be able to operate automated remote controls.

It seems logical that eventually alerts will be triggered and business reports will be issued if any discrepancies exist between:

  • the contribution calculated by the employer and that calculated by the collection agency;
  • as well as the data entered by the employer and the various data flows (staff, ECAP, etc.) sent by URSSAFs or third-party organizations.

 

Synthetic

Summary table

 

Dates to remember

 

 

 

 

 

 

 

Please do not hesitate to contact us if you have any questions on the subject.

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Declaration of occupational disease linked to Covid-19

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EXPERT ARTICLE - By Samia Benmahrez, Consultant HR performance, at GAC Group

Your employee has contracted an illness related to COVID-19 as part of his professional activity?

An online service " declare-maladiepro.ameli.fr »Is made available to employees (or beneficiaries) who wish to apply for recognition of occupational disease. Objective: to benefit from support under professional legislation.

Which employees are affected?

  • Employees who do not work in the health sector can apply for recognition as an occupational disease under 2 conditions:
    • If they contracted Covid-19 in the course of their work
    • What if the disease has resulted in serious illness.

A committee of medical experts will examine their request.

  • Employees working in the health sector may benefit from recognition under the following conditions:
    • Their contamination with Covid-19 took place in the course of their work
    • Their contamination with Covid-19 has also led to a serious respiratory disease with recourse to oxygen therapy or any other form of respiratory assistance.

If it is a serious condition other than respiratory, a committee of medical experts will first examine their request for recognition.

 

What is the support?

The recognition as an occupational disease allows compensation for care at 100% rates reimbursable by social security. It also allows daily allowances more advantageous than sickness for employees.

In the event of sequelae causing permanent disability, the employee may receive an annuity. These are the seriousness of the sequelae and the income prior to the contraction of the virus allow its calculation. .

For your information, the beneficiaries of an employee who died due to the COVID-19 disease can also apply on the dedicated platform and benefit from an annuity.

 

What are the documents to provide?

To make their request online, the employee must provide:

  • A " initial medical certificate»(CMI) established by his attending physician. He makes the diagnosis of COVID-19 and mentions the clinical elements or examinations that led him to make this diagnosis.
  • A hospital report which mentions the use of oxygen therapy and the COVD-19 diagnosis. If the oxygen therapy was performed outside a hospital setting, the attending physician should include this information in the CMI.
  • Be a proof of professional activity be one employer's certificate. These must mention the job, the periods of absence in 2020 and attesting to contact with the public.
  • For the beneficiaries of the employee who died due to the COVID-19 infection, in addition to the documents requested above, it will be necessary to provide a copy of the family record book of the deceased.

 

It is important to remember that the statements made on the online service do not constitute recognition of the professional nature of the Covid-19 infection. This is done after verification by the Caisse Primaire d'Assurance Maladie (CPAM) services in accordance with the legislation in force on occupational risk.

Upon receipt of the request, the CPAM will study it and discuss it with the employee to complete his file.

At the end of this procedure, the CPAM will send the employee a registered letter. The latter informing him of the completion and start of the examination phase of his file and of the stages of the procedure to come.

The CPAM must also inform the employer of the examination of the occupational disease file.

 

Please do not hesitate to contact us if you have any questions on the subject.

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Telework and accidents at work

Teleworking and accidents at work

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EXPERT ARTICLE - By Charlotte Launay, Consultant HR performance, at GAC Group

After the period of general confinement, teleworking is no longer the norm. However, the Minister of Health reminded him, it must be a solution to be promoted "as much as possible" for compatible activities.

Faced with the generalization of teleworking, many questions are emerging, in particular those related to the risk of occupational accidents.

Work accident of a teleworking employee

The employee in telework remains an employee of the company which employs him. As such, he enjoys the same rights as the employee who performs his work on the company's premises, by virtue of article L.1222-9 of the Labor Code.

This article then specifies that: " An accident occurring at the place where teleworking is carried out during the exercise of the professional activity of the teleworker is presumed to be a work accident within the meaning ofarticle L. 411-1 of the social security code ".

The Social Security Code defines thework accident in its article L. 411-1, at the end of which:

"An accident at work, whatever the cause, is considered to be an accident arising out of or in the course of work to any employee or working, in any capacity or in any place whatsoever, for a or several employers or business leaders. "

This article establishes a mechanism of presumption of imputability at work, since the employee reports proof of an accidental fact at the time and place of work.

 

Presumption of accountability of an employee in teleworking

The employee placed in telework therefore benefits from this presumption of accountability.

Also, is presumed to be an accident at work, the accident occurring:

  • at the place where the employee teleworks;
  • during the exercise of professional activity, that is to say during teleworking time slots.

Thus, to benefit from the presumption, the employee must provide proof of an accident at the time and place of teleworking.

The employee must also report an injury, whether physical or psychological, and that a health professional can observe this injury.

 

Treatment of the presumption of accountability by the employer

Once established, the employer can, however, overturn the presumption of accountability.

In this context, it is up to the employer to demonstrate:

  • that the employee was then subtracted from his authority;
  • and / or that the accident has a cause totally unrelated to work.

In practice, already not easy, the exercise is complicated by teleworking. Indeed, the remote employer cannot control the employee's working conditions.

The employer must therefore be attentive to the account of the events by the employee.

Thus, for example, the employer may notice inconsistencies between the nature of the injuries declared and those observed, or even if the employee is slow to consult a doctor.

The time of the accident is also important. Indeed, it makes it possible to determine whether the accident took place during the teleworker's working hours ...

 

The declaration of an accident at work is a key step in the management of claims since this directly impacts the ATMP rate of employers.

Do not neglect this step! Also, we advise employers to exercise increased vigilance in drafting work accident reports for teleworkers.

Without forgetting to make reservations in case of doubts about the circumstances of time and place or about the cause totally unrelated to the work of the accident.

 

Please do not hesitate to contact us if you have any questions on the subject.

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COVID-19 recognized as an occupational disease

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EXPERT ARTICLE - By Charlotte Launay, Consultant HR performance, at GAC Group

The decree relating to the recognition as occupational diseases of pathologies linked to an infection with SARS-CoV2 (Covid-19) was published in the Official Journal on September 14, 2020.

The new table

Indeed, this decree creates a new table of occupational diseases, the 100 which provides:

Designation of diseases Support time Restrictive list of work likely to cause these diseases
Acute respiratory illnesses caused by SARS-CoV2 infection, confirmed by biological examination or CT scan or, failing that, by a documented clinical history (hospital report, medical documents) and requiring oxygen therapy or any other form of assistance ventilatory, documented by medical records, or resulting in death.  14 days

All work carried out in person by care and similar staff, laboratory, service, maintenance, administrative or social services, in a home hospital setting or in hospitals, dedicated covid-19 ambulatory centers , health centers, multi-professional health homes, accommodation establishments for dependent elderly people, home help and support services working with vulnerable people, home nursing services, multipurpose support and care services at home, tuberculosis control centers, nursing homes, specialized homes, accommodation facilities for disabled children, therapeutic coordination apartments, nursing beds, health care stop beds, care centers, support and prevention in addictology with accommodation, occupational health services, medical centers of the military health service, sa prison staff, regional medico-psychological services, dispensing pharmacies, mutualist pharmacies or mining relief societies

Care and prevention activities for pupils and students in educational establishments

Transport and support activities for patients, in vehicles assigned to this use

Regarding the designation of the disease

" Acute respiratory illnesses caused by SARS-CoV2 infection, confirmed by biological examination or CT scan or, failing that, by a documented clinical history (hospital report, medical documents) and requiring oxygen therapy or any other form of assistance ventilatory, documented by medical records, or resulting in death"

Only the most severe forms of the disease are targeted. They are therefore those which required oxygen therapy or any other form of ventilatory assistance or even resulting in death.

The period of support

This is the time allotted to the employee to have his illness ascertained after the end of exposure to the risk. He's from 14 days and appears to actually correlate with that estimated incubation of the disease.

Regarding the exhaustive list of works, this aims

" All work carried out in person by care and similar staff, laboratory, service, maintenance, administrative or social services, in a home hospital setting or in the following establishments and services: hospitals, ambulatory centers dedicated covid-19, health centers, multi-professional health homes, accommodation establishments for dependent elderly people, home help and support services working with vulnerable people, home nursing services, multi-purpose services. home help and care, tuberculosis control centers, nursing homes, specialized homes, accommodation facilities for disabled children, therapeutic coordination apartments, nursing beds, health care stop beds, addiction treatment, support and prevention with accommodation, occupational health services, medical service centers health ice of the armed forces, health units in penitentiaries, regional medico-psychological services, dispensing pharmacies, mutualist pharmacies or mining relief companies
Care and prevention activities for pupils and students in educational establishments
Activities of transport and accompaniment of patients, in vehicles assigned to this use ".

Thus, this list only covers the medical and paramedical professions.

This table is therefore doubly limited to serious cases and medical and paramedical professions.

 

What happens when one of the conditions in the table is not met?

For conditions not contracted under the conditions of this table, the decree entrusts the examination of these requests to a single committee for the recognition of occupational diseases (CRRMP). Its composition is lightened to allow faster processing of cases, while maintaining guarantees of impartiality.

The CRRMP examines the file. It then establishes the existence of a direct link between the illness and the victim's usual work. The opinion of the committee is binding on the Caisse Primaire.

This procedure would apply, for example, for an employee outside the medical profession who declares a severe form of COVID-19.

 

Official text: LEGIFRANCE

 

Please do not hesitate to contact us if you have any questions on the subject.

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BDES Automation

Automate your BDES via the DSN!

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The BDES (Base of Donnates Eeconomical and Social) is a legal obligation for companies with at least 50 employees with a CE or CSE and brings together indicators for workforce management, HR development, payroll ... Since 2018, it has become more complex with the integration of the social report and the gender equality index

1. The BDES must meet the following legal obligations:

  • First of all, the employer must design, implement and maintain the BDES
  • The employer must also make a BDES available to the CSE or staff representatives
  • The BDES includes mandatory information which vary according to the workforce of the company (+/- 300 employees)
  • Finally, a clarification: the public authorities encourage the establishment of a BDES adapted in collaboration with staff representatives

So, how to set up or update your BDES? How to be in compliance with this obligation?

 

2. Our solution D²BI :

Our D²BI solution is a Business Intelligence solution that helps you optimize your DSN. Regarding your BDES, this solution is able to:

  • Provide the indicators requested under the BDES that can be fed through the DSN
  • Provide consistent data: these are the same data as those sent to the State and social organizations
  • Provide you with a BDES downloads platform: editable report and grid with all indicators

Our objective: to save you time and give you flexibility in the choice of your indicators and the scope of the BDES. Our experts will support you in setting up your BDES in order to promote social dialogue and save you time!

Please do not hesitate to contact us if you have any questions on the subject.

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Evolution ATMP account

Evolution of your AT / MP account on Net-entreprises

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EXPERT ARTICLE - By Samia Benmahrez, Consultant HR performance, at GAC Group

This teleservice allows employers who contribute to the general scheme to consult the contribution rate for work accidents and occupational diseases (AT / MP) applicable to their establishment and the list of recognized claims impacting their future rates. 

Today, the AT / MP account evolves on Net-businesses and revolves around three headings:

Net corporate HR news

1.      “My AT / MP profile” section

First of all on this 1st block, you can browse:

  • Your AT / MP rate which is in effect.
  • The history of your AT / MP rates for the last 3 years, i.e. 2020, 2019 and 2018.
  • Claims data which allow you to follow in real time the AT / MP recognized within your company.

2. “my services” section

Then, on this 2nd block, you can find:

  • Notification of the AT / MP rate: as a reminder, since January 2020, notifications of the AT / MP contribution rate for companies at the real rate (+149 employees) are no longer sent by post.
  • The professional risk assessment: this is a new service which allows the company to know the number of claims for its establishment over the last three years. You can then compare your claims experience with that of companies of the same size carrying out the same activity as yours.
  • Certification of the company's occupational risk indicators compared to regional and national rates over three years. This certificate can now be downloaded directly into the account. This document may be requested in calls for tenders for certain public contracts.

3. “Reference documents” section

Finally, regarding this block, you can consult:

  • The information sheet on pricing.
  • The scale of average costs in force.
  • Useful contacts: the ameli.fr site, the INRS site and the 3779 telephone.

 

Expert advice: 

  • First of all, good management of your claims depends on the regular examination of your current employer account.
  • In order to avoid sending us this document every month, we suggest that you consult it directly on your Net-Entreprises account.
  • In fact, you have the possibility of registering your consultant as a “declarant” in your Net-Entreprises space by only allowing him to view your current employer account.

 

Please do not hesitate to contact us if you have any questions on the subject.

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[INTERVIEW] Xavier Pavie, critical philosopher of innovation and innovator

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This interview precedes the webinar of July 09, 2020, in which Xavier Pavie will discuss with the Heads of Hack The Crisis France, Tech For Good France and GAC Group movements around open, sustainable and responsible innovation.

To reserve your place, it's here.

 

Xavier PAVIE is a philosopher, Professor at ESSEC Business School, Academic Director of the Grande Ecole program in Singapore and of the iMagination center. Doctor of Philosophy, HDR, he is an associate researcher at the Institute of Philosophical Research at the University of Paris Nanterre, author of numerous books focused on responsible innovation. Finally, he has also to his credit, ten years in business in functions related to innovation.

His journey is a combination between the world of management and philosophy. He therefore takes a sharp look at these two worlds and asks himself the question of whether their reconciliation is possible (especially in his penultimate book which received the award for best management book in 2019).

He was notably in charge of defining responsible innovation with the support of a network of international universities within a project supported by the European Commission.

Last published work: Critical philosophy of innovation and the innovator (ISTE 2020)

What are or have been the excesses of innovation?

First of all you have to keep in mind that too often, we don't really know what we're talking about when we talk about innovation. We must not define innovation according to what we think, but according to what it is or what it is not: concretely! 

From 1911, with Schumpeter, innovation is positioned as the engine of capitalism and it is defined as the industrial exploitation of inventions, a dissemination with an economic result which will make it possible to develop profitability. This way of thinking has never really been questioned ! We have never stopped innovating that way.

Everything is innovation. We are surrounded by innovations. 

Finally, there is no other choice since Schumpeter: to develop a business, you have to innovate according to the 4 categories: product, process, organization and marketing. Then, the choice of innovation: incremental, disruptive or paradigmatic. This is what then gives the 12 axes of innovation on which our companies are based. 

For more than 100 years, we have not ceased to optimize innovation processes with this same purpose in order to ensure that the most profitable innovations are developed as quickly and as often as possible. 

Today, we all always have the same way of thinking about innovation. 

The problem is that for the past 30 years we have known that each time we innovate we can harm the planet, humans or even harm the political system which is here the life of the city: yet, these are indeed the 3 major axes of the crises that we are currently encountering ... 

We do not think innovation in order to meet these challenges, on the contrary, we continue to fuel them : the smartphones that we all use and of which we want the latest model, for example, are made of extremely polluting materials and often extracted in areas of armed conflict; transhumanism questions our human future or even the cameras which record the slightest deeds and gestures of citizens in China, for example, question our future freedoms ...

What is phenomenology of Husserl, and his "back to the things themselves"?

My work has always sought to improve innovation for the common good, while improving the performance of organizations, even if this may seem paradoxical! For this, I have had different approaches: first how to integrate responsibility into innovation process, then how an innovation can be “care”, that is to say benevolent. More recently, I have tackled the innovator himself based on my work in philosophy around spiritual exercises: how can we try to help innovators to let go of "passions" over which no one is really able to control themselves (money, fame, power ...) and on the contrary, which maintain a certain leitmotif during a professional life in particular. 

To note that in my last book I also looked for what could be the development of a non-standard innovation, that is to say an innovation which does not simply call for profit, but which calls for something else around the common good. 

phenomenology of Husserl can be summarized through the famous phrase of the philosopher: "back to the things themselves", that is to say seeking to look at things as such, in their essence and not with our usual managerial reflexes, for example. To do like that, we need to vary the different points of view, not just starting from our own and integrating that of the consumer, of policies, of all the stakeholders. The objective is not as usual to say "I will improve my innovations" (type Design Thinking, Business Model Canvas), but to know if the innovation we are going to bring to the market at makes sense to us. 

The notion that Husserl poses is that we have to suspend our judgment a bit and look at things from different angles… This is what I propose with innovation: to offer an innovation that does not (only) seek profit, but who (also) seeks a common good. 

For a number of years, innovators have therefore been crushed by the unique desire to generate profit, profitability, without finally looking at the consequences that this can have. 

We have therefore been brilliant during all these years to improve innovation processes, it is now time to question the consequences of our innovations.... However, despite all the progress that we are experiencing, and even our will, we still do not really have the tools or methods to question this way of producing innovation.

How do you see the way innovation is done in Europe and Asia?

The way we innovate in the two regions is quite similar in process, but very differents in actions. Asia has historically understood much more quickly that it was necessary to gain independence vis-à-vis the United States, hence a very strong investment in R&D. In Europe, we have adopted innovations from the United States. 

When looking at Whatsapp, Facebook or Google etc ...We give all of our private data to American companies: it is a total loss of independence assumed. It's the same with innovation: Asia uses it to be independent thanks to science (especially biotechnologies and artificial intelligence) and then to switch to a business, as in the United States finally ...

In France, to caricature: we tend to have broadly, on the one hand, public research entities, particularly brilliant such as the CNRS and CEA for example, and private organizations on the other. While in Asia or the United States, it is the opposite: a permanent mix between research and business. Teachers of innovation in France do not specifically launch their businesses, whereas this is common in the United States or in Asia.

How are we going to have to rethink innovation after the Coronavirus crisis (TechforGood, Societal innovation, etc.)?

I think the current crisis is a reflection of a excessive organizational innovation. We see with the current situation that companies have sought in their organizations to outsource production, logistics in a considerable way, since the 80s. With this crisis, we realize that this is a big problem in terms of organizational and process innovation. What needs to change is the way we do things. 

It's not about trying to tidy up, it's about understand why we have so much to outsource our productions, and overall to be able to create more profit in the short term with a lower labor cost, without worrying about possible scenarios like the one we are currently experiencing, our independence and our responsibility in the face of innovation for the common good. I therefore dare to hope that the current situation will call things into question, even if I am not convinced of it, because there will ultimately be economic accounts to be rendered to investors and therefore the established processes may finally start afresh. ...

Finally, the end customer does not always know what is going on. For example, the general public in France has just learned that more than 90 % of the medicines we consume in Europe are produced in China. Responsibility therefore also arises in these terms: what independence and what world trade do we want with its advantages and disadvantages? However, this remains the innovator who has the cards in hand and the possibility of really changing things because he alone has the knowledge of the methods implemented.

What are the typologies of philosophies that should be taken into account in order to innovate sustainably?

What I'm trying to do is come up with solutions to change the way we innovate: responsible innovation that respects and accounts for what we do and integrates responsibility into processes, innovation not -standard, which does not seek profit without reason but also the common good and "phenomenological" innovation which ensures to increase the angles of view. 

But again, the foundations of these issues are spiritual exercises such as the ability of the individual in this case the innovator to question himself, on the mastery of his passions, the reasons that push us to do what we do and why we want to make profit at all costs with our innovations despite the common good and the future of humanity ... As long as we do not master this, we will not succeed. 

There is therefore finally a fundamental point which is: how to train future innovators?  How do we ensure that the way we train these individuals incorporates the various components mentioned above?

 

 

 

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[STRATEGIC APPROACH] GAC Group becomes a national and international leader in consulting and innovation development for the private and public sectors.

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Merger with inno TSD, expert in European projects and regional competitiveness.

 

GAC Group, a consulting firm in the development, performance and financing of innovation is
happy to announce the conclusion of a merger with inno TSD, expert in European projects and regional competitiveness.

As part of its strategy to develop its service offering in the innovation value chain, this external growth operation strengthens the positioning of GAC Group, already present through offices in France, Germany, Romania, Brazil , Singapore and Canada and bringing together more than 200 experienced consultants.

inno TSD has been located in the Sophia Antipolis science and technology park for over 30 years.

The company brings its experience in carrying out studies and projects in the service of economic development and innovation :

  • regional strategies,
  • sectors of excellence,
  • poles, clusters and incubators,
  • evaluation of public policies,
  • and valuation of research.

Its contribution is also important in defining and improving public policies with European bodies and communities of associated actors thanks to :

  • the design and animation of collaborative digital platforms for the exchange of good practices,
  • and the dissemination of trends and approaches to co-creation and open innovation.

Together, the two companies will develop their common vision:

Together they will continue to contribute to the development of innovation in France, Europe and internationally by accelerating projects and collaboration and cooperation strategies of the public and private sectors and of all the actors present. in innovation ecosystems.

The synergy of their respective positioning will make it possible to promote the scientific projects and technologies of GAC's 2,000 private clients within the framework of the setting up and piloting of European and international collaborative projects.

GAC Group will also put the expertise of inno TSD employees at the service of its customers to support them in defining their innovation strategy, expected impacts and help them forge partnerships with public players in innovation and research.

GAC Group and inno TSD also come together in identical values of excellence, commitment and trust towards their customers and employees.

 

To discover the new solutions that together we offer, it's here.

 

Christophe Boychev (Managing Director of GAC Group):

“I am very happy with the opportunities that this merger opens up for us in the development of innovation and the competitiveness of regions. It is a very important step in the life of our company. The combination of our respective strengths offers us an expansion into new markets, concrete synergies, a strengthening of our value proposition and
sustainable growth prospects for our group and our customers. I am particularly happy to welcome a team with advanced skills to GAC. The wealth of expertise, the diversity of backgrounds, the complementarity of horizons will be our major assets in contributing to the development of our clients and successfully carrying out our business project. "

 

Marc Pattinson - Director of inno TSD

“The entire team is delighted to join GAC Group, a company into which we naturally projected ourselves through a common culture, values and DNA. With GAC Group, new perspectives are emerging for our customers, partners and employees thanks to the
complementarity of our approaches, our offers, our innovation ecosystems and our skills. "

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