KEDGE Network Review N2 uk by KEDGE Business School

N°2 JANV 2022

DOSSIER T h e I m p a c t o f K E D G E / Responsible Finance / Responsible Supply Chain / Te c h f o r g o o d / R e s p o n s i b l e wine...

DOSSIER Coaching for young graduates P.60

NOMINATIONS Alumni Nominations 2021 P.64

A YEAR LATER The Entrepreneurial School P.66

formation.kedge.edu

KEDGE Global MBA

#45 worldwide - #4 in France Financial Times ranking

KEDGE's Global executive MBA programme offers a prestigious diploma in business administration to high potential executives and managers. The training is provided within a first-class higher education institution in management, recognised internationally and in perfect synergy with the business world.

Network Review

Table of contents

TABLE********** OF CONTENTS. 04.

20.

37.

52.

Foreword Georges KLENKLE

Dossier KEDGE IMPAKT Theme 2 RESPONSIBLE SUPPLY CHAIN

Interview SULITEST : the toefl of sustainable development

Meeting AOC : the wine association at KEDGE BS

40.

54.

Meeting

the digital association of KEDGE BS

Article It’s now proven that organic wine tastes better*

42.

58.

Business Nursery inclusivity & responsibility are on the agenda at the business nursery of KEDGE BS

Dossier KEDGE IMPAKT Conclusion

44.

Dossier SUPPORT TO ASSIST OUR YOUNG GRADUATES

06. Dossier KEDGE IMPAKT Presentation

08. Dossier KEDGE IMPAKT Introduction

10. Dossier KEDGE IMPAKT Theme 1 RESPONSIBLE FINANCE

22. Interview OPENSC: create transparency in the supply chain

26. Interview VEJA : when sneakers meet eco-responsibility

30. Meeting LOX : the platform that brings transparency and cost reduction

13.

32.

Interview Funding platform for agricultural transition

Dossier KEDGE IMPAKT Theme 3 TECH FOR GOOD

18. Meeting Cobfi : the stock exchange and finance association of KEDGE BS

TECHNOM'AIDE :

Dossier KEDGE IMPAKT Theme 4 RESPONSIBLE WINE ?

46. Interview How do you turn your vineyard into a responsible one ?

34.

49.

Interview When technology accelerates the ecological transition

Interview Chateau Raymond Tapon, viticulture can be nothing other than organic

60.

64. Nominations

66. A year later Kedge entrepreneurship : positive results and bright prospects

Network Review

FO R E WO R D

Network Review

G E O R G E S

K L E N K L E -

KEDGE Alumni President

2021 marks the beginning of a new decade brimming with good health, cultural, economic and, most importantly, environmental prospects. Thanks to the considerable awareness of climate issues that has become deeply entrenched in people's minds, the systems that are necessary to address this important challenge are being put in place to protect our environment and have an impact on the greater good. But, despite the latest warnings contained in the IPCC report, I'm optimistic. Why? Because we’ve moved past the denial phase and other effects of reporting and publicity. The climate issue has truly taken on a political, cultural, public, and economic dimension and, thus, can no longer be ignored. Never before has a medication been developed as quickly as the Covid vaccine(s). This, of course, is due to a tremendous worldwide collaboration that demonstrates the advanced nature of our society. Last year, 300 billion euros were invested in Europe by private investors (private equity) in European Social Fund (ESR) projects. New ESR funds are also

The challenges of climate change have opened up new perspectives within the KEDGE ecosystem: teaching, research, business creation, partnerships, etc. Many of us are committed to tackling this challenge!

emerging on the stock market every day and States are competing with ambitious initiatives to combat global warming. The ecosystem of start-ups is not to be underestimated. We’ve seen projects being developed every day whose objective is to make us more respectful of the environment and protect our planet by changing our everyday actions and choices. KEDGE has actively stepped

up to address this challenge. As President of KEDGE Alumni, I’m astounded by all the initiatives of dedicated Kedgers that have been developed, such as Sweep, Sulitest, Transition Evergreen, Mao Bao, and many others...

Science is evolving rapidly and will transform our future, starting with this new decade. The contributions made by all of us, and particularly those by the KEDGE Alumni teams, will ensure that we get off to the best possible start. I hope you’ll enjoy reading this second edition of our review. Within these pages, you’ll discover four rapidly changing sectors in which students, graduates, and faculty have taken action. In these articles, they share their experiences, showcasing the inclusion of social and environmental impacts of their activities in the broadest sense. The KEDGE Alumni team hopes to see you soon at one of the Network's 200 annual events.

D O S S I E R

KEDGE IMPAKT

P 8 . I N T R O D U C T I O N THE IMPACT OF KEDGE BUSINESS SCHOOL P 1 0 . T H E M E 1 RESPONSIBLE FINANCE P 2 0 . T H E M E 2 RESPONSIBLE SUPPLY CHAIN P 3 2 . T H E M E 3 TECH FOR GOOD & ENTEPRENEURSHIP P 4 4 . T H E M E 4 RESPONSIBLE WINE P 5 8 . C O N C LU S I O N GIVE (OR GIVE BACK) THE POWER TO ACT WITH MAKESENSE!

This large file, which represents the heart of this second edition, is the result of many months of work and research with the entire KEDGE community as well as the school's network of graduates and students. Through this report, discover 4 fast-changing fields in which KEDGE students, graduates and teachers share their experiences and highlight the integration of the notion of social and environmental impact of their activities in the widest sense.

8 Introduction

I N T R O D U C T I O N

T H E

I M PA C T

O F

K E D G E

Dossier KEDGE IMPAKT

Introduction

T H E I M PAC T O F K E D G E INTRODUCTION

A N I L

B E N A R D - D E N D É

Deputy General Director of KEDGE BUSINESS SCHOOL

I think of impact as taking actions and modifying - in real-time - the normal course of things. This is the foundation for change and moving on to taking action. The ability to implement and measure results, and to open oneself up and adapt to change. At KEDGE Business School, this commitment and quest for impact manifest in three ways: 1. Through our position as both an employer and an accessible school. KEDGE is an institution with more than 600 employees and four campuses throughout France. As such, we’ve adopted a policy of inclusion and diversity to improve equality between men and women, ensure the inclusion of people with disabilities, and strengthen diversity in the recruitment of our students. Secondly, we are actively working to reduce our footprint on ecosystems (particularly carbon) and restore biodiversity in our regions. We consider employee and, more especially, student travel (particularly those travelling abroad for their studies) to be a major factor in our ability to achieve a net-zero carbon footprint for our operations by 2030. Finally, we are adapting our governance models to make them accessible to all interested parties. 2. Through our contributions to the public debate. KEDGE is recognised for the quality of its research, which contributes strongly to the public debate and opens up new avenues of reflection and exploration. I am thinking, for example, of our work in terms of sustainable finance and decarbonised supply chains. 3. Through our students and their conduct in their personal and professional lives. More than 4,000 students leave KEDGE each year and start working for a company, an organisation, or create their own start-up or activity. The teaching methods and courses offered by

the direction of Anicia Jaegler, our Dean of Inclusiveness, we are building a specific index for inclusiveness with our teacher-researchers which takes into account the social, regional, and diversity components as well as the School's various stakeholders.

INCREASE T H E I M PA C T KEDGE are geared up to open the field of possibilities and to train responsible managers who fully embrace the issues of sustainable development and inclusion in their practices and priorities. "Learn to do, succeed by doing". KEDGE is a demanding school where we teach how to have an impact through experience, where we value both successes and failures, where one learns to do. It’s through this action-oriented approach and resulting multiplier effect that KEDGE has a very significant impact on society.

In this respect, I believe that our commitment as an organisation, and the example we set, are essential aspects of the effectiveness of our approach.

THE MEASUREMENT KEDGE has published sustainable development reports since 2009, in which it reaffirms its commitments and reports on the actions it has taken, as well as their impacts.

The KEDGE25 Strategic Plan is based on five pillars (staff commitment, student experience, sustainability, inclusivity, and economic performance). We have chosen the Positive Impact Rating for sustainability as a synthetic indicator. Under

We created KEDGE ImpaKt, a laboratory for positive impact actions, to encourage, mobilise, and bring coherence to our actions in order to increase our societal and environmental impacts. Then, we set priorities - and therefore made certain choices - to focus our energy. For example, we have strengthened our commitment to social and regional inclusion. Currently, a high school student from a rural area is three times less likely of getting admitted into a programme at KEDGE. This is an injustice for high school students, an enormous loss for the development of the regions, and a failure in terms of inclusiveness for the community, businesses, and the School. We will take firm action in this area and have therefore appointed a Dean of Inclusivity to strengthen our actions. We have set forth our very clear objectives in the KEGDE25 Strategic Plan, which we monitor every quarter. To this end, we have created a sustainable development committee that will include student representatives from the beginning of the school year. Finally, we want to better and more effectively mobilise the entire KEDGE community (students, alumni, corporate partners). For example, we are working on the creation of a Pro-Act community to serve local associations. It’s through determined and continuous action, and our ability to mobilise the entire KEDGE community, that we will be able to increase our impact.

T H E M E

Finance

R E S P O N S I B L E F I N A N C E

Dossier KEDGE IMPAKT

Finance

RESPONSIBLE FINANCE T H E M E

C H R I S TO P H E

R E V E L L I

Professor, founder of MSc Sustainable Finance Chair KEDGE/CANDRIAM Finance Reconsidered

After several decades of development, search for acceptability, and the implementation of financial management processes, sustainable or responsible finance (initially known as socially responsible investment -SRI) has clearly moved on from being a niche market to become mainstream, global, and visible. From merely a management style for pioneer and activist investors, It has now become an integrated methodology for most asset managers and investment funds who are looking for more responsibility and involvement for a more sustainable economy and society. Asset management has been one of the key industries behind these changes because its power, in terms of volume of assets under management, is colossal (US$74.3 trillion globally, per Statista data, 2021; US$89 trillion globally per Boston Consulting Group, etc.). Empowering a green and sustainable transformation of this capital aligned with a single and shared goal is certainly the way forward. There are numerous initiatives along these, as well as statistical data on the commitments made, which demonstrate the ability of financial markets to allocate capital in a positive way towards these ecological and social reconstruction targets. According to the latest report by the Global Sustainable Investment Alliance (GSIA, 2018), 30,683 billion US dollars are invested in responsible or sustainable assets globally (through sectoral and normative exclusion strategies, ESG (Environment, Social, Corporate Governance) integration, best-in-class, sustainable thematic investments, impact investing, and shareholder). In Europe and Canada, nearly 50% of assets are managed in a sustainable or responsible manner, compared

of those companies (BlackRock, Vanguard, State Street Global Advisors, Fidelity Investments, Capital Group, and JPMorgan Asset Management), are all considered to be underperforming, or even poorly performing, and have a "very limited approach to managing ESG risks and opportunities, exposing millions of depositors around the world to potential long-term financial losses".

with 25% in the USA and nearly 63% in Australia. It’s even been said that nearly one asset in two, or even one in three, is managed in a sustainable manner today. A green wave is now sweeping in like a tidal wave, with an exponential explosion of sustainable assets and asset allocation strategies, making sustainable finance mainstream for the majority of financial players. It's easy to conclude that responsible investment has become popular and has, frankly, seen commercial success in the global economy. But financial hyper-reality is that Blackrock, the world's largest asset manager, supported only 3 out of 36 global warming resolutions listed at the US corporate annual general meetings in 2020, voted against the shareholder resolution (which called on the company to "align its activities with the Paris Agreement") tabled at Total's annual general meeting (of which Blackrock is a 6.3% shareholder), and financed $87 billion in fossil fuel investments in 2019. Moreover, according to a report by the organisation ShareAction, of the 75 largest global asset management companies, 38 are said to overlook "the ecological and social damage of their investments". The six largest

Recently, Tariq Fancy, the former Sustainable Investing CIO of Blackrock, denounced the inertia of the asset "giant" as regards to its policies for incorporating sustainability objectives into its own, i.e. investment policies, and openly used the term greenwashing. Therefore, it's important to understand where the discrepancies between words and actions lie, and to understand whether asset management really is an industry that could fill the sustainable finance gap identified by the UN and other governmental and international institutions (estimated at between 5,000 and 7,000 billion US dollars a year on a global scale, according to UNCTAD). To bridge this gap, we address sustainability and responsibility in finance before we can think about responsible and sustainable financing. Doing finance differently means changing the paradigm putting sustainability at its core. The stakes are high, and the collective effort must be the same. In order to surmount the biases of greenwashing and reputation management in a world that demands a green image for its activities in a law that is still non-binding, the language must be adapted to ecological and social issues: accounting, regulation, prudential issues, taxation, monetary policies, etc.

Finance

The contribution of public institutions must also be unprecedented in order to encourage and support existing private initiatives. The most pressing sustainable requirement must be a factor in all investments, over and above the fiduciary responsibility issues that make sustainability a variable in communication or financial materiality objectives.

To go further, the new generations of actors must also be fully committed to changing financial practices, and in this regard education is key. The academic community must transform educational content to be more integrated and cross-cutting, making the sustainable development goals (SDGs) the ultimate goal of the financial practices taught. Risk management courses must include an understanding of the epistemology of financial models, the relevance of metrics, and the integration of ESG criteria. Asset management courses must integrate ESG pricing techniques, a qualitative approach to decision making based on a threefold strategic, financial and ESG vision. Financial modelling courses must also include climate risk modelling problems (scenarios, stress tests) by readjusting the temporal logic towards the longterm. Courses in venture capital, development capital, and innovation capital must also include techniques for due diligence in measuring social and SDO impacts and in the evaluation of deals. These changes are necessary to ensure that the financial professions work towards achieving the objectives defined by the 2030 Agenda.

KEDGE BS is proud to have been the first French and European business school and university to have taken this commitment, by creating in 2016 the first master's degree in finance entirely focused on the challenges of sustainability, ecological and social reconstruction (MSc Sustainable Finance, which was awarded) in 2018 with the FIR-PRI prize for the best European educational innovation in finance and sustainability. The school has been able to educate (and is still educating) dozens of students who are now stakeholders in the sustainable finance industry, with a level of commitment and conviction that is up to the challenges. Our school is seen as an example in this field by public and private companies and institutions for the quality of its teaching and its perspective, as well as for its international recognition. In this respect, our responsibility is and always will be to train a community of actors who are proud to uphold these values and who have the competence to participate in the sustainable transformation of our economies.

13 Finance

Interview

F L O R I A N B R E TO N

Class of 2008, Founder of MiiMOSA and Co-founder of La Ferme Digitale.

F L O R I A N

Finance

Hello Florian. To begin with, would you tell us about your background and what motivated you? I’m originally from Pyrénées Orientales. I grew up in Perpignan with my feet in the agricultural world, primarily through my grandfather who was a winegrower, where I was at his side in the vineyards from my first steps to when I started doing a little market gardening and arboriculture. That proximity instilled in me a real sensitivity and admiration for the agricultural world. After that, I left Pyrénées Orientales to study in Montpellier and Marseille where I had the privilege of living extraordinary moments on the Luminy campus, followed by going on a university exchange in London, where I specialised in the media field, a sector in which I was also very interested. When my courses were finished, I moved to Paris to start my career at Orange, to work on the Orange Sport package. I worked for Orange for almost three years before moving on to M6 to work on business model diversification projects. After eight years in the media world, my passion for agriculture and agribusiness rose to the top. Driven by a desire to be an entrepreneur from a very young age, I gave everything up in 2014 to create MiiMOSA at the beginning of 2015. My goal was to create a platform (and a brand) that would be the symbol of the social, economic, and environmental transitions of the agriculture and agribusiness sectors. What motivated me, in addition to entrepreneurship, was to have a concrete impact on the real economy and on the issues and challenges that we are faced with and that unfortunately are accelerating.

B R E TO N

I view agriculture as being at the core of the major challenges facing the 21st century – food, health, the climate, the environment, renewable energies, etc. What led you to take on this formidable venture that is MiiMOSA?

central pillar of the constitution of Europe, of which France is the leading recipient;

Besides my passion and my irrational desire to get involved in this sector, I saw an agricultural sector that was becoming impoverished and that was marginalising its stakeholders. At the same time, I noticed that there was too much of a disconnect (and therefore a lack of understanding) between us as consumers and the farming industry. It should be noted that at the beginning of the 20th century, a very large part of the French population worked directly or indirectly in the agricultural sector. Today, it’s barely 2% of the population. This has created a real distance and a real disconnection.

2. Credit, dating from the end of the 20th century, is largely dominated to this day by regional mutual banks, which finance 97% of this sector.

My desire is to re-establish the central role farming plays and to create a societal project around agriculture. I view agriculture as being at the core of the major challenges facing the 21st century – food, health, the climate, the environment, renewable energies, etc. After studying the food distribution sector, which is dominated by grocery stores, I wanted to tackle the financing of agriculture to accelerate the agricultural transition. Apart from tenant farming and sharecropping, which date back to antiquity and the Middle Ages respectively, the main sources of finance for the agricultural sector are: 1. The Common Agricultural Policy (European subsidies dating from the middle of the 20th century), a

The agricultural financing market has not seen any real innovation for over a century. Given the changes in this sector and the desire for simplicity, speed and flexibility on the part of professionals in the industry, it was obvious that a new solution was needed, an alternative to traditional financing. MiiMOSA is also a funding platform

that meets the communication needs of the agricultural world. It serves as a sounding board for each project that we support. It also responds to the desire of investors and financiers to connect and reconnect with both agriculture and food production, as well as their desire to channel and direct their savings towards a sector that meets the challenges of the 21st century.  Would you tell us more about how your platform works as well as its challenges? The platform is basically a meeting place for people and farmers.

How does it work? By raising money! Through our website MiiMOSA.com, we connect those willing to invest with entrepreneurs from the agricultural and agri-food sectors. We offer two financing tools:

Interview

1. The donation with in-kind compensation, which makes it possible to finance projects from a few thousand to a few tens of thousands of euros; 2. The interest-bearing loan, which can finance projects ranging from 15,000 to 3 million euros. These two financing tools have made it possible to support 4,500 projects in the space of 6 years, with more than 60 million euros of financing, a world record for a thematic platform. In 2021, we are assisting an average of 130 to 150 new projects each month. By 2024-2025, we expect to have raised nearly 500 million euros for the agricultural transition. We assume full responsibility as an alternative to banks, but primarily for projects under 100,000 euros. For all projects above 100,000 euros, we almost systematically co-finance in partnership with a bank. What is interesting is the complementarity of the offers between the banks and MiiMOSA. Those for which the banks are "right” is where we are not, and vice versa. We want to take a greater position in the market because our value proposition is sound. The natural evolution is the hybridization of financing

Finance interested in winning a share of the financing alongside the banks. During the creation and development of MiiMOSA, did you encounter any obstacles or difficulties? The difficulties encountered at the beginning were mainly due to the nature of the agricultural market. I say this with all the admiration and love I have for the operators in this sector, but it’s a fairly conservative market that has inherited a traditional financing system. We had to explain and preach our offers to the long-standing partners in this sector in order to change people's minds. Ironically, it’s worth pointing out that even if the sector is still a bit "conservative", it is also an extremely innovative market that has always been able to adapt to the times (internet, digital data, robotics, drones, etc.). To conclude on this point, I can also, of course, mention the obstacles linked to the world of entrepreneurship. Starting a business is not a half-decision, a half-choice: you have to be determined, passionate about your project, extremely resilient, and ready to make major sacrifices.

Our generation and the next one have the responsibility to change things, especially in terms of ecology, it’s urgent! between the traditional banks and MiiMOSA. With just over 40 employees, we are present in both France and Belgium. Of course, we have plans to expand internationally and, as MiiMOSA’s success and concept are attractive, we are sought after on a global level. By providing support to 80 to 90% of the online funding in our field, there is not much competition from financing platforms, and we are more

Can you tell us about your greatest successes, in particular, your three rounds of financing and your nomination as one of the 50 leaders under 40 who are transforming France and the economy? First of all, what I like to point out, especially to young or not so young people who want to be entrepreneurs, is that raising money is not an end in itself. If you don't need to raise capital to develop your business, that's fine! In our case, with an

impact model with small margins and a need for large amounts, it was absolutely necessary to reach our objectives. Since our launch in 2015, we have completed three rounds of fundraising for a total amount of €11.5M. First, in 2016, our first round of funding (€1M) was aimed at ramping up our matching gift activity and diversifying our business model by offering a way for corporations to co-finance the projects selected by our teams; Then, our second fundraising in 2018 for an amount of €3M, was to launch our loan service, obtain the various approvals from regulators (ACPR and AMF) to allow individuals and professionals to invest in our projects; Finally, more recently in 2021, we have just closed a third round of financing of €7.5M aimed at scaling up our business and launching new strategic projects that are still confidential, in particular by setting up financing funds to accelerate our model and attain, by the end of 2024, almost €500 million in financing. Over the past six years, we have been awarded a large number of prizes, including: 2016 : First prize of Google’s “Engine of French Successes” competition, which gave us a great deal of exposure and media coverage in terms of free publicity, such as the back page of Le Figaro and Le Monde, publicity on street fixtures, etc.

F L O R I A N

Finance

2021 : I joined the "club" of 50 leaders under 40 who are transforming France and the economy in terms of social and environmental issues. Even if we are not competing for awards, it’s, of course, flattering on a personal level, but it’s most of all the recognition of a whole team that is committed to the success of MiiMOSA.

What do you think are the current trends in impact investing? I'd rather talk about solidarity finance. This is a rapidly growing area, which has only been amplified by the crisis we've been through; it’s seen a growth of between 30% to 40% every year. This may seem "enormous", but in reality, it represents pennies. In fact, of the more than 5,000 billion euros of French people's savings, only about twenty billion are invested in solidarity finance, which responds to social and environmental issues. Based on this fact, MiiMOSA launched, at the beginning of the year, a movement called Objective 1%, which aims to raise awareness and to bring together all those who want to believe that the ecological transition is possible and that it can be achieved through more sustainable finance. Its objective is to raise awareness among the public of the importance of questioning the power of their money, to bring transparency to saving products and to provide guidelines for concrete actions to make finance more responsible.

In 2016, you created the association "La Ferme Digitale" (the digital farm). Would you tell us more about it? I co-founded La Ferme Digitale with four other entrepreneurs and had the honour of presiding over the association until the beginning of 2021. I've now passed the torch on to Jérôme Leroy, Founder and President of Weenat, which works in the precision agriculture sector. The main goal of the association was already to get people together to promote innovation and digital technology for sustainable and civically responsible agriculture. In particular, we want to raise awareness of agricultural issues in the political world, but also to highlight the need to invest in our innovations. On a global level, France represents less than 5% of the investments made in agtech start-ups, which is obviously not enough given the challenges of our century and France's position in agriculture. To conclude, do you have any advice for young people who want to get involved in responsible finance? I encourage them to take the plunge and become entrepreneurs of change! You mustn't hesitate, especially if you have the flame, the passion and the desire for engagement within you. Our generation and the next one have the responsibility to change things, especially in terms of ecology, it’s urgent! Finally, finance, like agriculture, and agri-food, are the major fields of change for the next 20 years, so inevitably, train and get involved in these sectors.

B R E TO N

Interview

Finance

THE STOCK EXCHANGE AND FINANCE A S S O C IAT I O N O F K E D G E B S

Founded in 1989, COBFI aims to raise awareness of the world of finance among students and to help them discover this world full of opportunities. Throughout the year, the association organises various projects to create a real link between the world of finance and the academic world, as well as to satisfy the professionals with whom they work. COBFI is made up of six divisions: Investment, Responsible Finance Trade Fair, Micromed, Macromed, Communications, and Partnerships.

Hello Anna. To begin with, would you tell us about your background, your time at KEDGE, and finally, what led you to create Lox? Hello, with great pleasure! COBFI organises conferences, publishes weekly and monthly articles on sustainable finance, and trains students in trading throughout the year. In addition to our regular activities, we organise two flagship events: The Trading Cup and the Responsible Finance Trade Fair. The Trading Cup is a trading competition for students that takes place in October. The Responsible Finance Trade Fair is held in February, in Marseille. Sustainable finance is an increasingly relevant topic. As students, what place/importance do you give to this subject within the association? At COBFI, we are all aware of the environmental challenges our societies are facing. This is why, for the past two years, we have restructured our Finance Trade Fair to focus on sustainable finance. It was the first Responsible Finance Trade Fair to take place in France. In addition to that event, we publish articles weekly and monthly to inform and raise awareness among the various stakeholders on the on the ins and outs of sustainable finance. You mentioned the Responsible Finance Trade Fair. Would you tell us more about it?

The sixth edition of the fair was held last February. As I mentioned earlier, for the past two years our Finance Trade Fair has been completely focused on sustainable finance, hence its name: the Responsible Finance Trade Fair. Open to the public, it attracts students, as well as companies working in the sector. It also attracts experts in sustainable finance. Through various activities, we put the challenges of sustainable finance into perspective and point out the means available to everyone so they can participate in its growth. Our main objective is to explain the importance of the financial sector in the ecological transition. How do you make visitors to your fair aware of responsible finance and what is the fair's plan to promote this subject? Our exhibition features stands, workshops as well as a large round table. This year, our speakers were Alix Faure (Director of Responsible Investment at the AFG), Lucie Pinson (Founder of the NGO Reclaim Finance), Cédric Merle (Expert in sustainable finance at Natixis Green & Sustainable HUB), Nicolas Mottis (Member of the Climate and Sustainable Finance Commission at the AMF), and Nicolas Sabatier (Co-founder of Time for the Planet). The topic of this year’s round table was, "How and why can finance support sustainable development?

Meeting

Finance

In addition to the Responsible Finance Trade Fair, do you organise other events on the topic of responsible finance?

Thank you Amandine for sharing. In conclusion, what social networks are you on so students and graduates can follow you?

To date, our exhibition and articles are the only activities directly related to responsible finance. However, we are thinking of holding conferences - similar to the ones we already do on other topics pertaining to finance (trading simulation, auditing, advice for internships in mergers and acquisition, banking, etc.) - but focusing more on responsible finance.

Thanks very much to you, too! Cobfi can be found on LinkedIn, Facebook, and Instagram under the name "Cobfi Bourse-Finance". We would be delighted to chat with any of you.

Amandine Saint Loup, President, Cobfi Bourse Finance, PGE student, KEDGE BS

THE SU STA I NA BL E FINANCE MASTER PROGRAMME FROM THE PERSPECTIVE OF KEDGE STUDENT: GABIN PRIMAULT

Currently an intern at Amundi as an Environmental, Social and Corporate Governance (ESG) analyst and holder of a Master's degree in development economics, Gabin wanted to deepen his knowledge and skills in finance by doing KEDGE’s Sustainable Finance Master Programme, headed by Christophe Revelli. This programme trains professionals with a complete mastery of financial tools and provides them with expertise in both financial and non-financial matters. Certain that finance is a major lever for bringing about an equitable transition, taking this course was an opportunity for Gabin to become an actor in the ecological transition. He said that the courses helped

him understand the ecological transition, how to incorporate environmental and social criteria into financial analysis, and understand the double impact of climate change on companies. It also helped him better define his way of thinking. "The programme helped me prepare for my future career. In addition to the key tools that I acquired, the courses taught me to improve my thinking skills and agility. I was also able to see the many different opportunities in the finance sector and the potential to 'shake things up' in this field", explained Gabin. Today, Gabin wants to increase his skills, mainly in providing advice on sustainable finance.

T H E M E

Supply chain

S U S TA I N A B L E S U P P LY C H A I N

Dossier KEDGE IMPAKT

Supply chain

SU STA I NA BL E SU PPLY C HA I N T H E M E

A N I C I A

J A E G L E R

Professor of Sustainable Supply Chain and Associate Dean for Inclusivity

The globalisation and new trends of consumption, influenced by the awareness of social and environmental problems have increased the complexity of supply chain networks. Network Business Sustainability (2020) suggests five reasons to put in place a sustainable supply chain: the expectations of consumers, compliance, costs, competitive advantage, and contributing to a vital collective effort. But what is a sustainable supply chain? AFNOR defines Corporate Social Responsibility (CSR) as: “the respon-

sibility of an organisation as regards to the impact its decisions and activities have on society and the environment, a transparent and ethical conduct that contributes to sustainable development, as outlined in the Bruntland report (1987), which includes the health and well-being of society, takes into account the interests of stakeholders, respects the laws and regulations in force, complies with international standards of behaviour, is embedded throughout the company as a whole, and implemented in its relationships.” Applying CSR to supply chain management is a real challenge for companies. Sometimes the implementation of a sustainable supply chain is viewed as a luxury that is only affordable for companies with significant financial resources. In reality, initiatives to develop a sustainable supply chain approach can be found in large companies as well as in very small ones, irrespective of the nature of their activity(ies). One of the main reasons for this dissemination of practices is the ability of sustainable and responsible supply chains to align economic performance, operational efficiency, cost reduction, and improvement of the company's image. A sustainable supply chain is both a green supply chain and a responsible supply chain.

sustainable supply chain. 46% of respondents to the MIT survey said they were under pressure. There are many advantages in terms of image, attracting talent, limiting internal and external risks, etc. Among the objectives set by companies in 2020, all sectors included, through the establishment of a sustainable supply chain, the following has been addressed: A green supply chain is an approach that aims to minimise the ecological footprint of a product throughout its life cycle. All stages of the life of a product are considered: from the extraction of raw materials, through the design, manufacturing, consumption and use, to the end-of-life processing. The management principles of a green supply chain can be equated to those of the circular economy. The circular economy aims to create closed “loops” for the use of raw materials in order to mitigate the depletion of natural resources. Its first principle consists of improving flows by rethinking the product’s lifecycle. The second one is based on economic models (buying, leasing, sharing), while its third principle is based on a strategy of cooperation between actors, particularly those situated in the same region. A responsible supply chain starts with a voluntary commitment by companies to manage their supplier relationships responsibly. Companies can have a constructive influence on the social, and environmental performance of suppliers. They then have to manage and encourage the implementation of good practices throughout the life cycles of products and services. A responsible supply chain aims to create, protect and increase long-term environmental, social and economic value for all supply chain stakeholders. Companies are being pressured by their different stakeholders to put in place a

No child labour → No slave labour → Employee well-being → Waste and end-of-life of the products → Water and energy management → Greenhouse gas emissions. These targets are both social and environmental in equal measure. However, the MIT study shows that environmental objectives are broadly funded whereas social objectives are not. The best practices that allow these objectives to be reached are: Diagnosis (audit, supply chain mapping) → The structuring of the upstream supply chain (eco-design, sustainable purchasing, collaboration with suppliers, code of conduct, supplier audit, certifications, etc.) → The organisation of its internal supply chain (sustainable management, sustainable impact of buildings, sustainable manufacturing process) → The deployment of its downstream supply chain (sustainable transport, reverse logistics). The sustainable supply chain is an undeniable pillar of business development in the world of tomorrow. Although there is still a long way to go, many companies have already paved the way with practices that are both innovative and respectful of environmental and societal issues. Furthermore, they will be able to rely on the skills and convictions of their future workforce, trained in these new issues as part of their academic career.

Supply chain

S E B A S T I E N B L AV I E R

2009 graduate and Director of OpenSC.

Interview

Hello Sébastien. To begin with, would you tell us about your career and your years at KEDGE. While at KEDGE (2005 to 2009), I learned about the urgent need to act on climate change, so I decided to do my internship and spend my gap year doing something related to impact and the environment. I did an internship at Greenpeace to help manage one of their programmes (Solar Generation) which was aimed at reducing the environmental impact of campuses around the world. I also wrote and published my thesis on how the insurance business impacts the climate. After I graduated, I got a job as head of the international division of the Climate Action Network, which coordinates the voices of international NGOs in the UN climate negotiations. I spent my first few years advocating in international negotiations with the goal of reaching a global agreement that would keep the planet’s temperature rise under 1.5°C. After the Copenhagen Climate Change Conference failed, I thought that political negotiation processes had their limits and that there were other ways to make things happen. So I joined Greenpeace as a climate and energy campaigner. In 2015, I took over the leadership of Greenpeace International's campaign in Australia on the protection of the Great Barrier Reef and against mega coal mining projects. Why OpenSC? What led you to embark on this venture? With Australia having a climatesceptical government, it’s extremely difficult to get things moving and change is mainly achieved through business. So I took a job with WWF as a corporate partnerships manager with a heavy focus on renewable energy, agricultural value chains, and innovation. Not long after I started, we launched the Panda Labs platform - WWF's innovation lab - to change the way

Supply chain

NGOs deal with environmental and

the inspection, in real-time, for the entire production chain.

Through Panda Labs, we met passionate people from the Boston Consulting Group and BCG Digital Ventures. We sat around the table to answer the question: "How can technology help accelerate the work of WWF to encourage responsible production and consumption?”.

We design solutions that combine different technologies (satellite imagery, IoT, machine learning, blockchain, etc.) to verify in realtime that a specific product is produced sustainably and/or ethically - and this for the entire production. In concrete terms, this means checking to make sure that your fish has not been caught illegally, or that the farmer who produces your coffee has been paid what he is owed, without any intermediaries or corruption, for example. The data for each product can then be reviewed by scanning a QR code on the packaging.

social crises.

After a development and qualification phase, we officially launched OpenSC at the Davos summit in 2019, with our first 'verified and tracked' product on the OpenSC platform. What are OpenSC’s main activities and how does it work? OpenSC is an “impact start-up”. We bring radical transparency to the supply chain, through technology, to promote responsible production. Today, humans are destroying the only thing we depend on to live: our planet. And there have never been so many people working in modern-day slavery situations (estimated to be around 40 million). On the other hand, companies and consumers, if given the choice, almost always choose the “right” products, i.e. those that are more respectful of the environment and the producers. There’s a fundamental disconnect between those who produce and those who consume. Those who use destructive practices prosper because the system is opaque, and those who produce responsibly or ethically find it difficult to compete in the marketplace. OpenSC's mission is to create a bridge between responsible production and consumption through the use of technology. Through our platform, we automate the verification of the sustainable and ethical production conditions of each product. Instead of having an auditor who visits a farm (out of thousands) on occasion to conduct an inspection manually, we automate

Who are your current clients? Because we are an impact start-up, we focus on value chains with the highest environmental and social impact such as coffee, cocoa, red meat, etc. Thanks to WWF and BCG, we also have a unique access to the largest companies to work alongside them in this radical transparency approach. We started in the fishing industry where we work with a subsidiary of Marua Nichiro, which is the world's largest fishing conglomerate. We also have a partnership with Nestlé for their palm oil, dairy and other products subsidiaries There were five of us in the beginning (the founding team). Today, there are 30 of us, based in Sydney and Berlin. We also rely on local teams that are directly involved in the supply chains in which we work, such as in DR Congo, Colombia, South-East Asia, Central America, the Pacific, Fiji and, of course, Australia.

S E B AT I E N

Supply chain

B L AV I E R

Is OpenSC a forerunner and does it have competition? OpenSC's value proposition is unique.

A lot of providers are using technologies such as blockchain as a marketing tool to stand out to consumers. Very often they do what is called "blockchain washing" because there’s no way to verify that the information shared with consumers via blockchain is true! It's making something new out of something old without changing practices. At OpenSC, our goal is to remove the need to trust an authority (brand, certification, label, etc.). We don't want you to trust the OpenSC brand either. We want you to be able to judge the conditions of production of a product, for yourself, using data you can access. To do this, we capture the data automatically at its source and add it immediately on the blockchain. We then analyse this data via our platform to check under which conditions these products were produced (deforestation, illegal labour, etc.) and make this analysis available to consumers in a simple and visually informative way. This is what makes OpenSC different. Your goal is to make supply chains more sustainable, but what about your own company, particularly in regard to greenhouse gas emissions? First of all, OpenSC is a B Corporation, like Patagonia or Les 2 vaches. Being a B-Corp means implementing the best environmental and social practices. Concerning greenhouse gas emissions, we limit our emissions as much as possible, particularly through our local teams. Then we offset the remaining emissions by

Personally, I think there are a thousand and one ways to create responsible supply chains - from the ultra-local to the ultra-global. supporting carbon capture projects managed by indigenous communities in Australia or Gold Standard certified. The environmental impact of blockchain, in its "Bitcoin" version, uses a lot of electricity which is not very green. Our use case for blockchain is very different. Instead of uploading every megabit of data to the blockchain, we store it on a server whose digital fingerprint (its exact state at a given time) is recorded on an open blockchain; this is called "hashing". This method allows us to be faster while limiting energy consumption. Can the OpenSC model be reproduced in all sectors? OpenSC was conceived as a collaborative effort between the world's largest conservation NGO and a global consulting firm. It reflects a reality where the boundaries between public and private, business and civil society, are increasingly blurred. Which I think is a good thing. We will not solve today's challenges using yesterday's corporatism. Yes, this model is replicable and is already being reproduced in many forms. Do you have any advice for young adults who want to get involved in the Responsible Supply Chain? It's an area where there are a lot of opportunities.

If you want to get started, ask yourself: "what will production and consumption look like in 15 years?”. Ever since the COVID crisis, consumption patterns and trends have been changing. People want to know where their products come from and under what conditions they were grown or manufactured. Likewise, the increasing use of algorithms in our lives raises many ethical questions about their control, which must be tightened at all costs! But it's a major trend that is difficult to ignore. So how can we create a world of tomorrow where technologies enable consumption that is more respectful of both the planet and producers, particularly by excluding products that harm either? Personally, I think there are a thousand and one ways to create responsible supply chains - from the ultra-local to the ultra-global.

Interview

Supply chain

Supply Chain

N AT H A S H A W I T H A N A

2019 graduate and Supply Chain Project Manager with VEJA.

Interview

Hello Nathasha, To begin with, can you tell us about your background and your years at KEDGE? I'm currently a Supply Chain Project Manager at VEJA. After completing my secondary school leaving exams, I did two years of preparatory classes for the grandes écoles before starting the Grande Ecole Programme at KEDGE on its Bordeaux campus. During my first year, I joined the Solid'Earth association, which carries out international solidarity projects and raises awareness of sustainable development. I was involved in a project to help empower women in Morocco and then became the association's President, which had more than 80 members at the time. It was a fascinating experience which made me realise that I wanted to continue working on environmental and social issues throughout my career. During my first Supply Chain course, I was quite surprised by the diversity of the professions that existed throughout the supply chain, the interconnections between the various services and, most importantly, the major impact that this field can have on a company and, in a broader sense, on the environment in which it operates. At the time, I felt that it was necessary to rethink the supply chain of companies in order to limit the significant impacts that it can cause during the production, transport and distribution stages. I wanted to work for major companies to significantly reduce the impacts of their activities. You’re now a Project Manager at VEJA. Why this company? What led you to decide to work there? My experience in major companies allowed me to acquire a lot of knowhow and to understand the strategic

Supply chain challenges of global supply chains. Nevertheless, I wanted to contribute on my personal scale within a company that shared my values, especially given the urgent need to tackle climate change. VEJA, with its ethics and values, greatly inspired me. Being environmentally responsible is not an obligation, but a choice at VEJA. This company was the one I dreamed of because it dared to rethink the existing models in the sneaker industry as early as 2004. Would you tell us more about the VEJA brand? It produces and markets eco-friendly trainers around the world. A simple fact is that 70% of the cost of a "normal" brand of trainers is spent on advertising. VEJA has taken the position that it will not advertise and instead invest directly in the field, upstream of the manufacturing chain. As a result, a pair of VEJA sneakers costs five to seven times more to produce, but because there are no advertising costs, they sell for the same price to the end customer. The organic cotton used by VEJA is produced by farmers' associations in Brazil and Peru who cultivate it in a manner that respects both people and the environment. It is purchased in accordance with the principles of fair trade, at prices that are fixed in advance and not linked to the market price. This gives producers economic security and allows them to reinvest in their businesses. The social and environmental impacts are continually improving, and the trainers are manufactured with respect for all parties. The company's preferred mode of transport is by sea. Accordingly, 93% of transport between Brazil and the worldwide warehouses in 2020 was by ship, compared with 81% the previous year. VEJA keeps growing, despite the

pandemic and the economic crisis

(€65.6M turnover in 2019 vs. €33.9M in 2018). The workforce in Paris

almost doubled in just one year, and the brand is now present in almost 2,000 stores. How much room for improvement does VEJA have, and the supply chain sector in general? One of VEJA's values is transparency. All the relevant information can be found on the website of the brand, including all the areas in which there is room for improvement. In terms of the supply chain, the greatest impact is seen in both production and transport in terms of their carbon footprint. The UTOPIES agency, which specialises in sustainable development, has assisted our team in this process. The most significant part of our carbon footprint is linked to the activities carried out by our suppliers (raw materials, manufacturing plants, transport, distribution), our partners (offices, travel, etc.), as well as the end of life of the trainers (collection, recycling, reuse). VEJA's carbon footprint represents 36,867 tCO2e. This comprehensive analysis allows the company to identify its weak points and ways to improve them. The majority of shipments are made by sea, but the share of air freight has a considerable cost in terms of CO2 emissions. For 2021, the company set itself the goal of eliminating the use of air freight from Brazil to our dealers. In your opinion, does having a sustainable "image" equate having a sustainable supply chain company? Not necessarily.w Many companies often use what is commonly known as "greenwashing" to enhance their image.

N ATA S H A

Supply chain

But this isn’t sustainable in the long term because consumers are increasingly mindful of their purchases and critical of the behaviour of companies. A company or brand that is truly committed to aligning its values with its model must look at all stages of production and distribution. Describe VEJA's supply chain management strategy. VEJA purchases organic cotton and Amazon rubber directly from cooperatives and associations in Brazil. In addition, VEJA is involved in all stages of the supply chain - from cotton growing to the production of textiles. As to the actual production of the sneaker, VEJA works with four factories in Brazil that meet international work conditions. The containers are transported to different Brazilian ports and then shipped by sea to our different warehouses around the world. They are received by partner warehouses where orders are prepared, packed, and dispatched. In France, the association ARES association for professional reintegration has deployed some twenty people on the Log'Ins (Villabé) site, some twenty people are employed for VEJA's worldwide e-commerce flow (excluding the US) for VEJA.

W I T H A N A

I think It’s necessary to have managers who are deeply committed to sustainable supply chains and who are prepared to make responsible decisions. Do you think that this way of operating is reproducible regardless of the sector and/or activity? Each industry has its own specific characteristics, but putting people and the natural environment at the centre of a company's business model offers, in my opinion, a great deal of consistency for achieving long-term performance. To conclude, do you have any advice for young graduates who want to work in the responsible supply chain sector? Go for it! This is a job of the future and the field of possibilities is immense. I think It’s necessary to have managers who are deeply committed to sustainable supply chains and who are prepared to make responsible decisions. It's essential to take into account all players involved, the methods and means of production, transport, and distribution. It's up to future generations to help change the existing models by integrating decisions that have a real impact on the activities of the companies they work for.

PROPORTION OF VEJA'S CO2 EMISSIONS IN 2019 OFFICES, SHOPS, ESHOP

4,6%

TRAINERS TRANSPORTATION

18%

TRAINERS FACTORIES

TRANSPORT OF RAW MATERIALS

0,5%

END OF LIFE

2,9%

RAW MATERIALS

71%

WA**STE NOT-WANT NO**************************T ©ORYMINIE/VEJA

Supply Chain

Interview

Supply chain

THE PL ATFORM THAT BRINGS T R A N S PA R E N C Y A N D C O S T R E D U C T I O N Anna Rouleau, 2020 graduate, co-founder and COO of Lox

Hello Anna. To begin with, would you tell us about your background, your time at KEDGE, and finally, what led you to create Lox? After getting my French bac in science, I took preparatory classes and therefore qualified for KEDGE's Grande Ecole programme. I was involved in the associative life throughout my time at KEDGE, and I served as an ambassador for the Lydia payment application, which introduced me to the start-up world. During my gap year, I did an internship in the Netherlands for the e-commerce company Helloprint. I worked as a supply development manager for the French market. I was working in logistics and learned that there was of transparency on delivery costs. Although those costs represent on average 20% of the turnover of e-commerce companies, it’s very difficult to get a detailed view of the logistics expenses. We set out to get a better understanding of the origin of Helloprint's logistics costs and to verify the carriers' invoices. To do this, we created an initial algorithm to automatically check each line of the carrier invoices. We ended up discovering a billing

error that amounted to over €100,000! This is how the idea of Lox came about. Then we tested the solution on different carriers and decided to officially launch on 1 April 2020. You are currently developing a solution that automatically checks transport invoices and optimises delivery costs. Tell us more. Exactly. Lox is a SaaS (Software as a Service) that allows e-tailers and retailers to automatically identify and claim delivery disputes and transport billing errors. We cover both deliveryrelated claims (lost, damaged or late delivery) and billing-related claims (incorrectly applied tariffs and surcharges, verification of weight and dimensions, etc.). It should be noted that 100% of lost, damaged or late deliveries are invoiced to e-commerce companies if no complaint has been lodged. On average, e-tailers save 1% of their transport costs! And without any effort on their part. Indeed, the solution integrates "plug and play", so no IT resources are required to use it. We only get a commission if refunds are recovered through Lox's action. It's a win-win situation.

Currently, more than 40 e-commerce and retail companies use Lox and their delivery costs are reduced every month. Our solution is available on the French market where we service brands such as Leclerc, Cheerz, Bergamotte, and Hardloop, and on the Dutch market where we service Vanmoof, Suitsupply, and Otrium. You've been incubated at KEDGE since October 2020. Why did you opt for the Business Nursery and what does it offer you in terms of developing your project? The first reason why I joined the Business Nursery was because of the many advantages it offers. For example, it’s partnered with Google, and so our Google Cloud costs were considerably reduced. In addition to the financial benefits, the Business Nursery offers coaching from experienced professionals - invaluable when creating your first start-up. A variety of individual coaching sessions on specific issues are available, which provides quality support during the development of a project.

Meet

Your project sounds promising! What are your development goals for the future? For the next twelve months, our focus will be on developing the French market market. We’re actually recruiting for our sales and marketing team, so please contact us on LinkedIn, or apply directly from our website. On the tech side, we are working in two areas. On one side we’re integrating new providers into our platform so that we can offer our solution to all e-tailers and retailers. On the other side, we’re working on a new logistics data analysis module. Getting logistics data is difficult and is often incomplete. However, it’s essential for optimising logistics expenditures and renegotiating contracts with carriers.

THE ISLI MASTER PROGRAMME FROM THE PERSPECTIVE OF A KEDGE STUDENT: BENJAMIN BASTONERO

Finance We can process a lot of data by using our algorithm to analyse invoices, so have created a platform where our customers can understand their costs and make the appropriate decisions. To conclude, what do you think of the responsible supply chain and how do you incorporate this aspect into your company? I think it's a timely topic, especially with the explosion of logistics flows in the wake of the Covid crisis. What’s more, an increasing number of consumers are becoming aware of the issue of sustainable development and want to know the full carbon footprint of the products they buy from production to delivery to the choice of recycling.

When Benjamin was doing the ISLI Master of Science "Long Track" two-year programme, he took many subjects closely related to the supply chain, such as production, inventory, and transportation. "I acquired specific knowledge and an understanding of how companies operate, as well as the procedures used in an efficient supply chain", he stated. Ranked 5th in the Best Masters in the Supply Chain category in the world, the ISLI Master's programme also includes courses with a more general focus, particularly on soft skills. Throughout the programme, emphasis is placed on complex problem-solving skills, critical analysis, the use of technology, as well as soft skills such as managerial leadership and multidisciplinary teamwork. Benjamin specified that an

We’re working on two projects in this area at Lox. The first is the development of a CO2 emissions calculator with which e-commerce companies can calculate the carbon emissions generated by their deliveries - from the warehouse to the end customer. This would give them an idea of their carbon footprint and allow them to put in place CSR measures to offset it. Our second project is to offer companies a CO2 emissions calculator to use when a customer places an order. It would calculate emissions based upon the route taken by the carrier, the carrier used, the final destination, etc. This would allow e-tailers to offer a sustainable alternative for deliveries to their consumers.

ecological dimension was an integral part of his curriculum. “There was a specific course in which our instructors made sure to emphasise this aspect to raise our awareness on the issues and to provide us with the knowledge needed to become an actor of change.” Finally, the end-of-study internship, which lasts six months, gives students the opportunity to apply the concepts covered over the year and to begin gaining experience. Benjamin did his internship in consulting at Accenture, working with companies in the aeronautics and defence sectors. When he graduates, he hopes to work in a large international company and contribute to technological and environmental changes.

Tech for good

T H E M E

T E C H F O R G O O D E N T R E P R E N E U R S H I P

Dossier KEDGE IMPAKT

Tech for good

TECH FOR GOOD THEME 3

C H R I S TO P H E

GA R R O N E

Professor of Entrepreneurship, KEDGE BUSINESS SCHOOL

TECH FOR GOOD : WHAT IS IT? The concept of Tech for Good has made a remarkable, and sometimes sensational, appearance in the press, in the entrepreneurial ecosystem, at international conferences, and even in the annual reports of large companies. What exactly is it? What does it encompass? Where does it stand today? This article aims to explain it clearly. Tech for Good can be defined as "putting technology at the service of the common good", whether pertaining to society and/or the environment. Practically speaking, Tech for Good is the use of different technologies to achieve the UN’s Sustainable Development Goals. Given the importance of societal and environmental issues in the public debate, the increasing importance of Tech for Good to entrepreneurs and impact companies is easy to understand. This new concept also demonstrates the need to breathe new life into the Social and Solidarity Economy which, although not lacking in terms of initiatives and willingness, sometimes has difficulty in pursuing its goals and, more importantly, in scaling them sufficiently to reach the greatest number of people. Therefore, the idea is to use the resources and capacities technology can offer, in particular digital technology, to increase the positive impact of companies on society and the environment. Tech for Good encompasses various areas in tech so companies will make having a positive impact their central aim, such as Cleantech, Agtech, Handitech, Edtech, and Lowtech, which promotes the use of simple, low-cost, and environmentally-friendly technologies. The stakes are high and the needs are immense. Tech for Good has invested in many sectors. The fact that the UN has set 17 sustainable development goals gives us an idea of the extent of

the challenges to overcome. Many Tech for Good actors have tackled Goal 2, “Zero Hunger”, from different angles: upstream, through projects aimed at producing differently - such as the production of plant-based proteins, and “producing better” -through better management of the water and nutrient needs of crops. Solutions have also been introduced downstream of the food chain, such as projects aimed at limiting food waste through the use of platforms for redistributing unsold products and/or food items that have a short use-by date, or through the use of mobile apps that can be used by consumers to inform them about a product's origin and effects on health. The solutions provided are both macro - via public policies, and micro - via companies or the voluntary sector. Public-private partnerships are also encouraged in order to put the results of scientific research at the service of the greatest number of people and the common good. A combination of technologies coming out of digital technology, artificial intelligence, and blockchain can be used to provide new solutions to these old problems. The collaborative platforms developed by Fintech players are a good example of successful collaboration between the various players in the ecosystem in order to offer alternative, participatory, and sustainable financing solutions to respond to societal and environmental issues.

Another important step is measuring the impact of the solutions that Tech for Good is bringing to the table. Defining a good impact measurement is a complex issue. It requires taking into account the positive and negative external effects of all actions which contribute to the outcome of the solution. The complexity of this measurement is further complicated by the innovative, and often very nascent, nature of the tools and technologies used. This makes traditional performance measurement tools unsuitable. Impact measurement indicators and benchmarks must therefore evolve with the use, spread and maturity of solutions. Finally, it's important to define the indicators and benchmarks in such a way that they can easily be understood by as many people as possible so as to be able to communicate clearly on the progress made. This communication stage is fundamental to ensure that Tech for Good funding as a whole continues, as well as to satisfy stakeholders who are demanding transparency and quality information. The B Corp certifications and the diverse labels reflect the importance of reporting and standardising so that the indicators can be easily understood, compared, and verified.

WHAT DOES THE F U TURE HOLD FOR TECH FOR GOOD? The target date for achieving the UN’s Sustainable Development Goals is set for 2030, and many public and private initiatives have arisen across the globe to ensure they are reached by that date. Furthermore, foundations, research centres, training programmes, companies have been created to respond to the global challenges. The development and acceleration of initiatives that combine technology, innovation, and entrepreneurship seem to be essential to meet those commitments.

Tech for good

R AC H E L D E L AC O U R

2003 graduate and CEO of Sweep

Interview

10 years after the creation and incredible success of BIME

Analytics with your partner, who is also a KEDGE graduate, you launched the startup Sweep in 2020, which helps companies manage their carbon footprint. What made you want to take this ecological shift, which was not present in your first project? First of all, I think that starting a new business project after a successful first one gives you the luxury of being able to pick your battles, to pick and choose the commitments of this new company. Secondly, this decision came from an increasing personal commitment towards the issue of climate change. In the beginning, this question was supposed to be a straightforward exercise, but it quickly became more prominent when we read reports, such as those of the IPCC, which show that there are ways of tackling it. We then wanted to understand why these solutions were not being implemented by companies, and this is where the idea of Sweep was born. We didn't want to reinvent the wheel or become scientists, but simply facilitate access to the data and tools that companies have at their disposal to take action. We've honed our data analysis and business intelligence skills for over 10 years through our first project, and now we want to use them to help companies reduce their negative impact on the environment quickly. Do you think it is possible to reconcile technology and ecology, and if so, how can Sweep help companies to reduce their impacts? Yes. And I would even say that digital technology allows us to accelerate actions that need to be taken for the ecological transition. More than 20 years ago, the Kyoto Protocol, which was rather well thought out, proposed virtuous solutions and created climate finance, which did not succeed in part because of the lack of adequate technology. Large companies need technology platforms to measure and reduce their carbon emissions on a large scale, and technology can be the engine that

Tech for good

The team Sweep

drives climate action throughout their value chain. Technology can also give visibility to some projects that are doing great things but remain too unknown to the large companies that have the means to help them. You have a strong knowledge of the tech industry, particularly in the USA, and have spent 10 years working with major players in the sector. Was your new project also born in response to what you saw during this period? It wasn't a reaction to anything, but rather the result of a personal exercise that I did, if for no other reason than to talk about climate change objectively with my children. I reflected on the 10 years I spent in tech to focus on what really defines it. Digital SaaS has no boundaries and allows us to coordinate action in one place, to make climate-friendly solutions accessible to help businesses so they don't destroy the planet any further. To say that we can help French and Australian companies from Day 1 through digital technology while being based in Hossegor as I am, will hopefully be a real

accelerator for climate action. My role is to use technology to facilitate raising awareness of this solution and make connections. It’s urgent. Every year, KEDGE trains the entrepreneurs of tomorrow. In your opinion, is this new generation of decision-makers more conscious of the environmental concerns in business? Absolutely. And you can see it in the people who come to us to be recruited. Some of the candidates have impressive profiles. This is, of course, related to the quality of our existing network, the success of our previous business experiences, and our status as a Pending B Corp, but not just that! Many of them could earn a very good living working for big banks but they want to work here. This proves that the next generation is very eager to work for companies that do something for the common good. Moreover, combining a good salary with a job that has a positive impact is quite possible given the trends of many investment funds. We see an increasing number of talented people joining this cause and we are delighted!

R AC H E L

Tech for good

D E L AC O U R

In any case, if you want to start a business today, you have no other choice but to consider embracing it because the pressure to address these issues will only increase. Corporate social responsibility is at the core of the school's teaching approach. In your opinion, does KEDGE have a role to play in the direction that the entrepreneurial projects of our future graduates will take? What duty does it have to ensure that the world of tomorrow is better able to meet environmental issues? Schools do have a role in educating sustainability issues, and an increasing number of them now include climate change in their core curriculum. That means that no matter what subject is studied, environmentalism has to be included. And that's a good thing. Schools must teach students that it's possible to create impactful projects in today's capitalist world. Students must also be made aware of the fact that there are careers to be had in this area because the survival of the companies they will be working for must be considered. What’s more, recruiters will be increasingly sensitive to the fact that young graduates are aware of these issues and will be able to help address them. This is all the more reason to train and inform students about these issues. Nothing but good can come of it.

Finally, in your opinion, can and should "good" now be systematically present in the tech industry? "For good" is a term that is already being overused and can mean everything and nothing, so be wary. However, it’s clear that it must be an integral part of every entrepreneur's thought process. In my opinion, you have to embrace the world as it exists today, including its shortcomings, because things won't change overnight. But you have to add in his element that has been missing in recent decades. In any case, if you want to start a business today, you have no other choice but to consider embracing it because the pressure to address these issues will only increase. Employees, investors, customers: they will all be ready to call you. Including this dimension in your business plan means taking part in the future.

37 Tech for good

Interview

J . C H R I S TO P H E CA R T E R O N

Class of 2007 SULITEST

Tech for good

Hello Jean-Christophe. To begin with, would you tell us about your background and your time at KEDGE? I earned my MBA at KEDGE. I’m 52 years old, and until August, I was the CSR Director of KEDGE Business School. For ten years, I worked in communications and event management in the aeronautical sector before moving to the United States to manage the marketing of an airship company. I enjoyed my work, but while I was there, I became aware that our world was "going to the dogs" and that my job was sometimes contributing to that. When I returned to France in the early 2000s, I told myself that I could use my little grey cells for something else. I was given the chance to work on KEDGE’s campus in Marseille where I created the marketing and communication department. At that time, we put a lot of work into the school's positioning, particularly in terms of a holistic approach to management. When I was 35 years old, I was able to go back to school while working. (International MBA - class of 2007.) That gave me the desire to focus on sustainable development. When I was writing my thesis, I met some great people who eventually decided to fund the school's first Chair in Sustainable Performance. That was probably what prompted the CEO to ask me to form the school's CSR department. KEDGE was a pioneer in that area, and even though many of our colleagues have been involved in sustainable development, for a long time I was one of the only CSR directors in higher education that had a strategy, a superb team, and a budget that allowed us to start a lot of great initiatives. My duties as CSR Director consisted of implementing sustainable practices everywhere within the school - in research, teaching, campuses, etc. I also represented higher education

J E A N - C H R I S TO P H E

before many bodies, including the UN. In 2012, my team and I launched the Higher Education Sustainability Initiative (HESI), which became the largest voluntary contribution to the Earth Summit in Rio (with more than 300 university presidents around the world) and which, in particular, helped demonstrate the role and responsibility of universities in the emergence of, and in solving, the crises facing humanity. As a result of this movement, we launched various initiatives, including Sulitest, for which I recently left KEDGE so I could focus 100% on this new business venture. Would you tell us more about what Sulitest offers? Sulitest’s other co-founder, Aurelien Decamps (professor of economics at KEDGE), and I have two strong beliefs. The first is that almost all the crises facing humanity (climatic, economic, and social) are the consequences of decisions made by humans, usually taken in a professional capacity by people who are fairly intelligent and often have a university degree. And our second belief is that there are very few people who like the idea of destroying the planet. Of course, there are people who sell weapons to children and others who fantasise about hunting the last polar bear, but the majority of the people who have contributed to the emergence of the crises are normal people who just didn't ask themselves the right questions before making their decisions; sometimes out of ignorance, sometimes out of laziness, but generally, we believe that if we give people the means, most of them will do the right thing. So we had a very simple concept: as the economy became more global, we needed to make sure that people had a basic knowledge of English. For years, to get into any university, you were required to pass a test, such as the TOEFL for example.

CA R T E R O N

Then the economy went digital and we had to make sure that people mastered necessary computer skills. Most universities, and some companies, have been introducing digital certificates for several years now.

We are at an absolutely fabulous moment in human history, a tipping point. The challenges are real... And today, we are witnessing the third major global movement, and that is the one around climate, biodiversity, human rights, and sustainable development issues in general. So we decided to establish THE international standard, the certificate that would allow companies, like universities, to ensure that their staff and students are fully aware of the major issues so that they can make informed decisions. What is the current status of this certificate? Is it already available? We're not quite there yet, but we've made a lot of progress. We are working on this infamous certificate, which will be available in 2022. At present, we've already designed and rolled out a number of tools, including an online test, which is available in 10 languages in over 50 countries and has been taken by 200,000 people. It includes both national and international questions and has become one of the tools for monitoring the UN Sustainable Development Goals. As a result, every year in July, we are invited to the UN to provide a snapshot of the current state of knowledge in the world on the major issues of sustainable development.

Interview

Tech for good

As a result, we are now well recognised internationally. Most of the grandes écoles include the Sulitest as part of their curriculum. In particular, KEDGE has included Sulitest in its entrance and exit exams since 2019, and has made it a prerequisite for obtaining a degree. And companies are beginning to show an interest in it as well.

help people take action through mentoring. I think we can be proud of the impact we are having.

What ties exist between KEDGE and Sulitest?

What about this project has given you the greatest satisfaction?

Between the two of us, we’ve already achieved something impressive by jointly designing a collaborative tool that is used by other schools. We've proved that, even in a competitive world, there are areas where we can work together and that leadership is not always linked to ownership, but rather to the ability to pull an entire sector upwards.

As I mentioned earlier, KEDGE obviously provided support for Sulitest, but so did many other schools and universities that worked together to create a tool that is indispensable in today's world. Sulitest is not the product of an individual or a school, but the product of an entire community.

If we had come out with a "KEDGE" test, obviously no school would have used it. Instead, KEDGE helped an independent and autonomous association build an international movement, but did not own it. Although other schools also contributed to its conception, KEDGE, through its commitment and leadership, was able to position itself on a global scale as the one that played a role in developing a tool for the common good that would transform the practices of its entire sector. Where does Sulitest stand right now and what are its development plans? For producing our certificate, the voluntary system had reached its limits. So we created a Social and Solidarity Economy company and are in the process of finalising a fundraising campaign. The release of the certificate next year will allow us to scale up and increase our impact. In five years, we are aiming to have conducted 1 million tests per year and to have issued 500,000 certificates! We are also going to introduce a label to

In fact, from the moment we raise awareness, positive behaviours begin to manifest. It’s crucial that we provide people with the keys to understand the impact of our actions to act more responsibly.

In conclusion, do you have any advice for young people who want to go into this field? We are at an absolutely fabulous moment in human history, a tipping point. The challenges are real, climate change is a big issue, biodiversity loss is a big issue, ending poverty is a big issue, and so on. We can tackle all the sustainable development objectives, each one of them is pretty huge.

But humanity is also at a point where the golden opportunities for change are abundant. We have unlimited access to knowledge, and tech allows us to connect people and ideas around the world to collectively come up with solutions. Lots of people are questioning the point of their jobs. The world needs more and more skilled people to take on the world's big issues rather than "waste their lives earning a living". I would like to finish with a quote by René Char that I’ve carried with me throughout the years: “Impose your luck, embrace your happiness and go toward your risks. By looking at you, they'll get used to it.”

Tech for good

T H E D I G I TA L A S S O C IAT I O N O F K E D G E B S

On the left: Alexis GUEGAN, President of Technom'aide Student at KEDGE BS On the right: Joseph CAMUS, CSR Manager of Technom'aide. Student at KEDGE BS

Technom'Aide has been working daily since 2013 to help KEDGE Business School students become better acquainted with the digital world. Today, its core activity also extends to companies, which enables it to play a role in the dynamic circle of digital players in the South of France, particularly through its Digital Day event.

Hello to you both. Alexis, you are the President of the association Technom'Aide. To begin with, can you tell us about the association? Technom'aide is the digital association of KEDGE Marseille. We have several activities: creating websites and mobile apps, creating a voting platform for KEDGE's student body, etc. We also offer students training on various software: Excel, Photoshop, Streamlabset, etc. The association also has an I-Tech shop on campus. And finally, the best for last, Digital Day! And you, Joseph, you are in charge of CSR. Would you tell us about the role of eco-responsible and social issues in tech? Yes, tech includes a number of eco-responsible issues, such as "Tech for Good". Among them, we can mention areas such as "Tech for Good" and "food tech". We define "Tech for Good" as an approach that encourages innovations that contribute to sustainable development and have a positive societal impact. Tech for Good aims to

address environmental and social issues (poverty, inclusion, etc.). As for "food tech", it encompasses all the new initiatives in the digital, technological, and entrepreneurial fields that are related to food. So it includes the entire food value chain (from production to consumption, including processing and distribution). How do you incorporate these issues into your activities? First of all, as part of this "techresponsible" approach, we have collected obsolete computer equipment belonging to the school for secondhand use. Because of the importance of this issue, Technom'aide created a department specifically dedicated to Corporate Social Responsibility (CSR). Part of the Association's communication strategy is CSR using a variety of media, including publications, articles, and surveys on our social networks to inform and raise awareness among our followers.

Student action / school

Tech for good

As for "food tech", it encompasses all the new initiatives in the digital, technological, and entrepreneurial f ields that are related to food. Tell us about Digital Day. How do you bring an impact dimension to this event? Digital Day is the Association's flagship event. For this year's edition, it was extended to an entire week (from 22 to 26 March 2021). We invited professionals to speak and debate on topics related to the digital world. For the 2022 edition, we intend to devote a full day to the issue of CSR (Corporate Social Responsibility). On that day, we will hold conferences led by specialists who are actively working in this field, as well as dedicated workshops (if the health situation allows it, of course). Are there any issues related to CSR and digital that you would like to highlight? Yes, we would like to now bring forward aspects such as the impact of digital on human relations, and more particularly in the professional environment. We would also like to focus our communication strategy on the changes in our company's legal framework for CSR. More specifically, we intend to highlight all the laws and standards relating to CSR.

What made you want to join this association? Alexis : As a student in the IBBA programme, I've been passionate about new technologies and everything related to the digital world for a long time. I was immediately interested in this association from the beginning of my first year. Now, I have the honour of being its President. Joseph : As a student in the Grande École Programme, I've been interested in new technologies and associated issues for a long time. So, I take my role in digital assistance very seriously to make the Association's activities as effective as possible.

S T U D E N T

Tech for good

"Providing entrepreneurs with the skills and knowledge to become future generators of lasting value for businesses and society, and to work towards an inclusive and sustainable global economy, are key elements of our overall strategy. We’ve taken several concrete actions so that the startups incubated and accelerated at KEDGE can incorporate more impactful measures into their business models, such as a partnership between the ZEI platform and our incubators, and support from Social, Environmental and Ethical (SSE) experts. Our incubator and acceleration programme provides start-ups with access to all of ZEI's tools: environmental, societal, and corporate governance impact analysis, a catalogue of more than 800 solutions, tools for engaging their employees, and reporting on all of their activities."

Feyrouz TRIPOTIN, Head of Incubation and Acceleration Programmes at KEDGE

A C T I O N

Student action

Tech for good

INCLUSIVITY & RESPONSIBILITY ARE ON THE AGENDA AT THE BUSINESS NURSERY OF KEDGE KEDGE provides assistance to many entrepreneurs each year at its three physical incubators, located in Paris, Bordeaux, and Marseille, as well as its online version. The reservoir of talent we train is a good way to assess the emphasis our students, graduates, and teams place on the impact of their activities. An overview of the actions, measures, and responsible projects coming out of KEDGE's Business Nursery.

35%

This is the proportion of socially or environmentally focused projects supported by our incubator… Such as the project led by Constant Muller-Bronn, a 2012 KEDGE graduate who launched RECIF, an eco-responsible clothing brand in 2020. And Mao Boa, the start-up created by Maxime Marchand, a 2013 KEDGE graduate, which helps large companies to unite their employees around their corporate values by using plants. In addition to these responsiblyoriented projects, KEDGE Entrepreneurship makes it a point of honour to raise the awareness and responsibility of all of its participants. For example, this year we recruited Eglantine Tuaillon, a new coach for entrepreneurs who is an expert in CSR and personal development. She provides support to Kedgers on sustainability issues. We also organise a variety of workshops for our participants on topics such as: "What does it mean to be an impact and/or SSE start-up?", "How can I become a responsible company?", "Which part of the business should I work on: social and/or environmental?", and " At which level of the value chain do I want to/can I have an impact? All our coaches are also trained in the circular economy and inclusive business and managerial innovation,

A SHORT, NON-EXHAUSTIVE LIST OF PROJECTS INCUBATED AT THE BUSINESS NURSERY THAT USE TECHNOLOGY FOR GOOD: Shared ! The shared wardrobe network Balance tes fringues : Service for selling second-hand clothes without the customer having to do anything️.

with actual business cases for each topic.

Pess Energy : The ecological and silent alternative to the use of power generators.

« Thanks to the Business Nursery, we were able to take part in the Les Défis programme created by The Wonders x KEDGE BS, in which we took on 21 challenges to develop and improve our business. Each challenge pushed us to step out of our comfort zone and to be ever more ambitious. (...) The KEDGE incubator and the Challenges programme provided us with access to speakers and masterclasses that gave us the wherewithal to have the positive impact we were looking for. »

Rise : A social network for victims of school bullying, which aims to liberate young people's voices and help them break free from the abuse they are facing.

Laura Fabrègue, CEO of Oustao, a start-up incubated at KEDGE.

53%

Of projects supported are led by women. This is the result of a strong commitment to parity and women's entrepreneur, which is set to intensify. KEDGE wants to become the top school for parity, gender diversity, and inclusivity. Our commitment to this promise has already been demonstrated by our partnerships with The Wonders (a programme for engaged women entrepreneurs), the national Be A Boss event (dedicated to women entrepreneurs), and our signing of the SISTA Charter (which promotes support) for women entrepreneurs.

Telaqua : Simple connected device to monitor, schedule, improve irrigation, thereby reducing water wastage. One Save/Day : Eco-challenge encouraging people to perform one ecological act per day to have a large-scale environmental impact. Mao Boa : A collaborative platform that involves your teams in financing solidarity projects. Viji : An app that lets you scan your clothes to simplify traceability in fashion. Oooly : Library of Thousands of multimedia information on sport, nutrition, and personal development in a dedicated app. Zenmons Drop : A digital platform offering comprehensive mindfulness and wellness programmes for active women. SimpleFood : Solution connecting restaurants and businesses through smart refrigerators.

Responsible wine

T H E M E

H O W W I N E C A N B E C O M E M O R E R E S P O N S I B L E ?

Dossier KEDGE IMPAKT

Responsible wine

RESPONSIBLE WINE? T H E M E

J E R E M Y

C U K I E R M A N

Master of Wine, Director KEDGE Wine School

This is a huge question, which goes much further than the debate on consumption or the transformation of wine-making practices. Responsibility is a notion that encompasses the repair of damage caused, but more importantly, the measuring of consequences and the achievement of positive change. As regards to reparation, the demographic shift and the industrial revolution have, unfortunately, caused irreversible damage. First of all, there’s the rural exodus, which led to the abandonment of some family vineyards. Then, access to a wide array of phytosanitary products for weakened soils, soon became saturated with potash or marked by erosion, and the health of our vineyards and our winegrowers suffered. Additionally there has been marked over-consumption, with appellations that are sometimes too widespread, quality levels that are sometimes questionable, and a loss of value and economic equilibrium that is often threatened for those who put their hands in the soil. Finally, climate change, which has a direct impact on the agricultural and wine-producing sectors as a consequence. However, it is often through adversity that change and growth is brought about. The wine world is in the process of changing. It must change, has already become aware of this and can become an example. For this, a profound transformation is needed.

Let's take things chronologically. Even before planting its vines, the future winegrower can avoid the mistakes of the past. This means choosing more suitable plants. Goodbye to over-producing clonal selections and fast-growing varieties for wines that have become too heady and caused vineyards to fail. We must think of returning to the traditional methods: grape varieties adapted to geological, topographical and microclimatic conditions, massal selections, and rootstocks that are appropriate to the terrain which allows for better rooting and a better adaptation to climatic extremes. Then in the vineyard itself, where the winegrower can rely on his or her observation, prevention, respect for the soil, management of the leaf surface of the vines, reinforcement the plants natural defences and carbon sequestration, rather than falling into the easy option of treating with chemicals. Forget also the temptation of voluntary irrigation, which leads to plant dependency and sensitivity developing water stress. In the wine cellar, where the winemaker can capture and reuse carbon dioxide from alcoholic fermentation, learn to use energy sensibly and sparingly, better manage waste and wastewater, and reduce the impact of packaging and transport, which have

a significant impact on the carbon footprint of the wine industry. But responsibility goes far beyond that, it means a profound change, which is also taking place in both the markets and in people's minds. It requires education, which is the primary driver of change. Knowledge must be shared, new visions must be passed on, hope must be given, initiatives must be given prominence, and old ways of thinking must be changed. We must also be willing to consume wine differently, to taste while looking forward with hope, rather than drinking to forget. Less but better leads to quality and economic stability for the farmers. It ensures social and economic sustainability, and thus gives the industry the means to be more environmentally responsible. In this respect, we all have a role to play as players in the sector. Solutions exist at all levels of the production and logistics chain, as well as on the markets. These will only continue to increase. The road to responsibility entails both a process of questioning and always looking ahead. It’s a long road, which begins in the school, where we learn to think and do differently. Responsibility is a seed that is planted early, which, like the vine, must grow in the right place and with the right guidance.

Responsible wine

L AU R E CA N U

2012 graduate and General Manager of Les Châteaux Cantemerle and Grand Corbin.

Interview

Responsible wine

Hello Laure. To begin with, please tell us about your background, as well as your time at KEDGE. After studying law, I was admitted to the Paris Bar and worked as a lawyer for a few years in the Paris branch of an American law firm that specialised in LBOs (leveraged buyouts). I was searching for meaning, which led me to Bordeaux in order to become part of the wine world. At the time, it was a dream which seemed very difficult to achieve. The MVS (Wine & Spirits Management) at KEDGE gave me the opportunity to acquire a solid foundation in marketing, business, and management while working at a magnificent estate, Château Beychevelle. The partnership between KEDGE and the Institute of Vine and Wine Science at the University of Bordeaux was extremely valuable and was a key advantage of the programme. I’ve also kept in touch with other students from the master’s programme, and this network is a very important support for me. Will you tell us more about your job and responsibilities, and why you chose this path? It’s exciting to design and implement a strategy that allows us to promote and share our wines throughout the world. It's a team effort that looks to the long term and has many dimensions: the constant search for improving quality, good environmental and social practices, involvement in local community life, marketing and promotion of the wines, maintenance and renovation of the properties, etc. The diversity of people we meet is one of the great aspects of our job. We are regularly in contact with people from different backgrounds who come to meet us at the property or whom we meet on our numerous trips. Châteaux Cantemerle and Grand Corbin are very high-quality wines, which are also affordable. I’m very

attached to them because they are gateways to the world of great Bordeaux wines, our bottles are opened and tasted, the notion of sharing is very important and gives meaning to our work. Can you tell us what you think are the advantages (and disadvantages) of being a woman in charge of a winery? First of all, I was lucky to be raised by parents who encouraged me to take on any challenge that came my way and to have a grandmother who was a top executive in large companies. Gender equality was never an issue in my family. I was surrounded by both professional men and women, so I was able to progress without any problems. For example, I was hired by Château Angélus when I was pregnant with my second child! Nevertheless, too often I’m asked whether I work in marketing or human resources and never whether I run Cantemerle and Grand Corbin. I’d like to see this caricatured and reductive view of women change, and for women to have the same

career and advancement opportunities as men, as well as equal pay for equal skills. How do we become a responsible vineyard? What are the assets of Châteaux Cantemerle and Grand Corbin and the actions put in place to become a more responsible vineyard? To become a responsible vineyard both internally and externally, our main strength is the commitment of our team to achieve this goal. The measures put in place focus primarily on the nature surrounding the properties. Château Cantemerle is bordered by a 28-hectare park with some thirty species of plant life, including some rare species. 21 hectares of forest adjoin the property and 300 trees are planted every year to maintain this diversity. In addition, a large part of the 95-hectare vineyard is bordered by hedges, which are a prime habitat for a wide variety of fauna and flora. A genuine awareness has been raised which is reflected in many actions we’ve taken or perform every day,

L AU R E

Responsible wine

such as: recycling our waste, switching our car fleet tofleet to electric and hybrid vehicles, water treatment, installing beehives, reducing the weight of our bottles, etc. We are also planning to install photovoltaic panels. With these efforts, we believe that our carbon footprint will be reduced in the near future. For the two estates' vineyards, we have been practising integrated viticulture for many years, which has led us, in particular, to eliminate the use of carcinogenic, mutagenic, or toxic to reproduction (CMR) substances and herbicides and to carry out combined soil work to limit the number of passes tractors will need to make. This rigorous approach has intensified over the years. On the social front, we are giving a great deal of thought to improving working conditions by using more efficient equipment and tools that limit onerous tasks. Skills development is offered to all employees, 20% of our employees are former apprentices, and a profit-sharing scheme has been set up. This approach is bearing fruit, as the average seniority of our employees is 13 years!

CA N U

Where are you today and what are your objectives for the future? And how will your sustainable strategy be more effective in the future?

These certifications allow us to monitor and structure our individual efforts within a group to give them even more weight. I believe that it’s this collective strategy that will have a real impact.

Châteaux Cantemerle and Grand Corbin are members of the first association for SME Bordeaux Wineries and both properties carry the High Environmental Value (HVE) certification, which ensures that their agricultural practices preserve the natural ecosystem and reduce the strain on the environment (soil, water, biodiversity, etc.) to a minimum.

Finally, do you have any advice for young people who want to go into this field?

We have also integrated the Corporate Social Responsibility (CSR) approach recommended by the CIVB (Conseil Interprofessionnel du Vin de Bordeaux / Bordeaux Wine Council) which relates to all actions we take concerning the environment, as well as to consumers, the region, employees, suppliers and neighbours. This certification commits us to an approach that goes beyond the environmental and social actions put in place internally and examines our overall impact.

Work-study schemes are an ideal way to build a network while acquiring academic knowledge. Besides an education, being curious and openminded is fundamental. As well as reading, listening to podcasts, visiting wine regions, talking to winegrowers, working, learning, being open to opportunities and of course not being afraid to face challenges with humility.

A genuine awareness has been raised which is reflected in many actions we’ve taken or perform every day, such as: recycling our waste, switching our car fleet to electric and hybrid vehicles, water treatment, installing beehives, reducing the weight of our bottles

49 Responsible wine

Interview

N I C O L E TA P O N

Graduated in 1992 and Owner of the Château Raymond Tapon.

N I C O L E

Responsible wine

Hello Nicole, to begin with, tell us about yourself and your estate. You took over the family estate. Like your grandfather and your father before you, you’re committed to organic viticulture. Why did you choose to continue along this career path? I took over the family estate in 1999. It was already organically farmed as neither my grandfather nor my father had chosen to switch to so-called “conventional” farming. Historically, "conventional" has always been organic. My husband and I have taken this commitment a step further. We decided to become certified, and therefore to have control over this organic farming approach. In 2020, we began applying for the “Fair for Life” certification. We start from the concept that, to quote Antoine de Saint-Exupéry, we are borrowing our vines and our land from future generations. With the Fair for Life certification, we’ve chosen to put ethics at the forefront. Firstly, this means that we pay attention to our customers by offering them healthy products, by seeking to satisfy them with emotion and quality. And in order to make great wines, you need expert hands, which is why we have a large workforce, especially during certain periods. Ethics also means respecting the lives of the people we work with on a daily basis, by not exposing them to harmful substances, respecting their lifestyles, etc. It’s nature in its broadest sense! How would you summarise your years at KEDGE? What do you remember? When I was at KEDGE, the focus was on getting an overall vision. We were generalists. It's fabulous to have a generalist view when you take over a very small company. That lets you put in place a company policy and the strategies which result from it, whether they are related to production, finance, communications, or marketing. I remember that I was taught in a way in which I was able

to thrive in a very small company and could work anywhere. On the other hand, when you take over a wine estate, and you have been to a business school, you feel that you have to make forecasts. And it’s impossible to make forecasts in viticulture. You depend on the sun and the moon.

You said in a previous interview that, for you, "viticulture can only be organic". Would you explain this philosophy? Of course, winegrowing can only be organic. Until the post-war period, wine was always made without a chemical base. We’re lucky to have a climate that allows us to produce excellent grapes, although this can change and there are currently uncertainties about whether that will happen. Natural yeasts are already present in quality grapes. They are ready to work to transform the grape juice into wine. We’re also lucky in Europe to have a long history of winemaking. We already have the maturing and conservation techniques that don’t involve the use of chemicals, but that has become a secondary economy, which is not the economy that we are currently used to. What is the biggest difficulty you face in running an organic vineyard?

TA P O N

The climatic changes we are witnessing today. In our profession, we are fighting cryptogamic diseases, which are being brought on by climate change. For example, we had a very rainy June and July, which is conducive to the growth of fungi. Our enemy number one is mildew. We spend a lot of time making sure that mildew does not develop on our vines but are

under the impression that we’re working with vines that are less suited to the climate than they were before. And why are these vines less suited than they were before? Because we’ve been using cloned vines and have foregone massal selection. My opinion, as the daughter and granddaughter of vine-growers, is that we must manage to have a selection of natural vines, which are more resistant and can adapt to changes in the climate, and which will allow us to continue to make quality wines. How do you see the future of wine growing and what are your development objectives? I pamper my vines right now. Some are centuries old. We have plans to replant two hectares on the estate, but first, we're going to let our fields rest.

Interview

Responsible wine

After that, we’ll have three years to work on our own vines and plant healthy ones, not clones. The clones that were planted planted in the early seventies are beginning to reach their limits today. We’re lucky in Bordeaux to have many winegrowers who are proud to preserve old grape varieties, and some movements that have been created around this. We share and create a type of natural conservatory without going through official and recognised organisations. What is certain is that viticulture is in a state of transition. Farming has become excessively mechanised, and the work is not very enjoyable although, in reality, it’s really an exciting profession! There are concerns about the climate. That's a fact. But what I am certain of is that if viticulture continues, and it will continue in Bordeaux, organic viticulture processes will be used and quality wine production will prevail. Nowadays, we want to drink good wine, we want to enjoy ourselves, and we want to be moved when we have a glass of wine. We want something different from what we are getting! Bordeaux is a special case because we have a viticulture sector which has been divided into two -. production on one side, marketing on the other. It uses an Anglo-Saxon model, which dates back to Eleanor of Aquitaine and the English Aquitaine. However, we can see now that this system has its limits, with the exception of the 10 major grands vins of Bordeaux and the hundred or so crus classés. However, we have the means to make this model change. I’ve personally joined a collective of winegrowers called "Gabriel and Co". Within this collective, we lend each other a hand at all stages. We exchange ideas and equipment which, logistically, is difficult to acquire, is expensive, and used infrequently. For example, the machines for bottling the wines. They are used only five to six days a year to produce 180,000 bottles. On the one hand, it is expensive material, but also one that must be which must be

renewed, because progress is made regularly. Joining this collective was also an opportunity to set up a marketing collective. We have products that are not in competition with each other as they make up an assortment of choices. We talk about a range of products because our productions are all different. We formed form a union. Also, there are markets that we can’t capture on our own because we don’t produce enough, aren’t well known enough, etc. So, with this collective, we can we can succeed in a different way. To conclude, do you have any advice for young people who would like to start a career in this domain? The first thing is to have passion. It’s not an easy job, and there are a lot of risks. Wine production requires strategy. At a global market level, In terms of world trade, serves as a lever, as a diplomatic tool in some places, and export markets are never taken for granted. So you really have to be passionate about it because it's not always easy. Finally, you have to start with the idea that agriculture can only be organic. And of highquality!

Of course, winegrowing can only be organic. Until the post-war period, wine was always made without a chemicals base.

Responsible wine

T H E W I N E A S S O C IAT I O N AT K E D G E B S

Basile DEZEUZE, President of the AOC, student at KEDGE BS

AOC is the wine

association at KEDGE Business School. It was created in 1998 to introduce students and members to the wine industry. The association is an active player in the Bordeaux region and organises weekly conferences and visits to wine estates.

Hello Basile. You’re the president of the AOC association. Would you tell us about the association and its activities?

of production methods could satisfy consumers who are increasingly interested in knowing more about the products they buy.

Our events have brought together students from all over France for the last several years, including the "WEV" wine weekend, at which attendees discover another French wine region, the "Rallye des Vin'4 Heures" in the Bordeaux vineyards, and the "L'Étiquette" inter-school tasting competition.

How does your association promote sustainability, organic, and other impact-oriented practices through your actions and events?

We all share the same values in terms of sharing, discovering, and consuming responsibly, and are passionate about continuing to nurture the links we’ve established with the wine sector. The wine industry has undergone many changes in recent years and is moving towards more sustainable production. What does this represent for you? We believe that these changes are necessary and that efforts must be continued. According to some experts, global warming could make more than half of the world's wine regions disappear, which is very worrying. On the one hand, moving towards more sustainable production will perhaps make it possible to anticipate and prevent future threats, particularly regarding the sustainability of vineyards. On the other hand, putting Humans and Earth back in the heart

First of all, our association has a CSR department, which is in charge of proposing ideas on the themes of organic farming, sustainable development, etc. This year, we formed a partnership with Agir Cancer Gironde (ACG), an association in Bordeaux which collects corks and sells them to make thermal insulation. ACG then donates the proceeds to the Bergonié Institute to help in the fight against cancer. We took part in this initiative by collecting corks from students and those wine estates with which we have contacts. With regards to our events, we’re aiming to increase the number of responsible events we organise, particularly in terms of the environment. Despite the limited number of events we were able to hold this year, we managed to organise a 24-hour rally. Before the event, we worked with KEDGE's Solidearth association to obtain the Ecofest label, which requires that certain criteria are met, such as waste sorting, the use of non-polluting freebies, the fight against waste, digital communication, etc. After several assessments, we

Student action / school were awarded the label and will make sure to get them for our next events! In your opinion, how can the wine industry become even more responsible? Currently, there are several certifications: Terra Vitis, Organic, High Environmental Value, etc. But they all relate to the wine itself. However, according to ADEME (French Environment and Energy Management Agency), about half of the CO2 emissions generated by the production of a bottle are linked to the bottle itself: the use of glass and the production and transport of bottles. So, solutions need to be found to address these issues. For example, we could introduce a system of deposits on bottles, which works very well in Germany. What roles do this issue and the new challenges play in the way your association operates and in your actions? First of all, the school trains its students through the Carelab (regular meetings and workshops on various eco-responsible themes) and encourages associations to become fully involved in CSR-related projects. We’re becoming increasingly aware of these issues and want to prove that our association can both preserve traditions and adapt to current challenges. In fact, this year we had a project of producing our own wine, which we decided to make organic. We also did this with our beer, which is made by a small artisanal brewery near Bordeaux. This is in line with our environmental values and our desire to promote local production. We hope to be able to continue with this philosophy, and organise more events to demonstrate the extent of our motivation!

Responsible wine

S T U D E N T

A C T I O N

Student action

Responsible wine

IT’S NOW PROVEN THAT ORGANIC WINE TAST E S BET T E R* ARTICLE

T H E

O R GA N I C

W I N E

OLIVIER GERGAUD

Economist at KEDGE BS

MAGALI DELMAS

Environmental economist at UCLA

D AV I D C O L GA N

Director of Communications at UCLA

A growing number of consumers are prepared to pay more for organic food, grown without pesticides, even if it doesn’t always taste as good. But this is not the case for organic wines. In fact, organic wines are still being sold at the same price as conventional wines, despite the fact that their superior taste is becoming more and more obvious. A new study by Magali Delmas, an environmental economist at UCLA, in California, and Olivier Gergaud, an economist at KEDGE Business School in Bordeaux, reveals that wines certified organic by an accreditation body are rated as being better than wines without certification. This study analysed 128,000 French wines produced from 1995 to 2015 and evaluated by three leading wine journals: Gault & Millau, Gilbert & Gaillard and Bettane Desseauve.

PRODUCING WINE O R G A N I C A L LY OR BIODYNAMIC A L LY I M P R O V E S T H E Q UALI T Y OF WINES Wines that are certified organic are on average rated higher than conventional wines (6.2% higher) or

those that have adopted a label without third party verification (“reasoned” wines). Even greater differences were obtained between biodynamic wines certified by either Demeter or Biodyvin. The difference compared to traditional or reasoned wines is about 11.8%. Biodynamic wine producers use different methods than organic farmers. For example, they adapt their production methods (pruning, harvesting, etc.) in accordance with seasonal and lunar cycles; they also introduce wildlife into the process in order to create and maintain a balanced and protective ecosystem for the vine. « Organic and biodynamic wines are generally of better quality," said Magali Delmas, adding, "This is another example of sustainable products delivering additional benefits to consumers ». This new study focused on French grape varieties to see if the results remain true for the world's second-largest wine producer (after Italy). France's winemaking traditions go back 2,600 years and, in 2019, France produced nearly 4 billion litres of wine - enough to fill the 90,000-seat Rose Bowl in Pasadena 7.4 times over.

W I N E A N D H E A LT H Magali Delmas said, « Grapes grown in a conventional manner use more pesticides than most other crops; this puts the health of farmworkers, wildlife and neighbouring communities at risk ». The dangers of using pesticides in winemaking were dramatically brought to light in 2014 when teachers and students at a rural school in the Bordeaux area were hospitalised due to exposure to toxic chemicals. Protests ensued and winemakers faced intense public pressure. Since then, the French wine industry has moved rapidly towards environmentally friendly methods and developed certification.

T H E UNF ULFI LLED PROMISES OF REAS O N E D FA R M I N G METHODS Rather than turn to third parties to certify that their wines are organic or biodynamic - which would involve inspections and audits to ensure that the products meet certain criteria - some French winemakers have developed their own certification standards. However, Delmas and Gergaud's study shows that

Responsible wine

these 'Lionutte Raisonée' ("reasoned") labelled wines, without a third party involved in most cases, did not fulfil the same promises in terms of taste as the wines labelled by third parties (organic or biodynamic). Indeed, the wines labelled without a third party scored similarly to those of conventional wines. An increasing number of French winemakers are choosing to produce their wines using organic or biodynamic methods. Between 2001 and 2019, the organic production rose from 1.5% to 14.1% in France, a total of 112,057 hectares (Source: Agence bio, 2019). Similarly, of the 128,000 wines analysed in the study, 3.9% of them were produced organically or biodynamically between 1995 and 2000 compared to 7.4% of them produced between 2001 and 2014. Ms Delmas explained, « the owners of small vineyards don’t want their families and farm workers to be exposed to pesticides, and the large vineyards, such as Château Yquem, are beginning to follow their example ». It's worth raising a glass for the environment. « In certain areas, such as SaintEmilion, groups of wine estates such as the six "Corbin" have seen an impressive improvement in the quality of their wines since they adopted environmentally friendly production methods, » said Olivier Gergaud. « This seems to be another step in the right direction » agrees Magali Delmas and she specifies « Not only for health and the environment but also for the quality of the wine. »

T H E I M P O R TA N C E O F TA L K I N G ABOUT THE Q UALI T Y OF ORGANIC WINES IS ESSENTIAL However, the challenge of letting consumers know that organic wines taste better is an added barrier. In her 2018 book «The Green Bundle: Pairing the Market with the Planet», Magali Delmas suggests that wine producers advertise the quality of their products rather than their environmental benefits. And that they explain that organic and biodynamic practices are, in fact, consistent with time-honoured practices - a nod to the fact that the industry is so steeped in tradition while the use of synthetic pesticides only began in the 1930s.

The dangers of using pesticides in winemaking were dramatically brought to light in 2014 when teachers and students at a rural school in the Bordeaux area were hospitalised due to exposure to toxic chemicals.

C O N C LU S I O N

Makesense

C R O S S

Laura : There is no such thing as an impact job.

What matters is being the right person in the right role and knowing why you get up in the morning. So Christian, could you tell us what makes you want to get up in the morning?

Christian : Because I’m from French Polynesia,

environmental issues have always concerned me. Back when I was at KEDGE, we were already starting to talk about the climate crisis and the social and environmental issues. That's when I asked myself how could I improve things in the long term through the corporate world. So that’s when it all started. To come back to your question, these days I wake up in the morning with a sense of urgency! I feel this urgency even more than when you spoke about it 10 years ago when you launched a sustainable campus and installed solar panels on the Marseille campus to raise awareness of climate change.

Laura : Specifically with MakeSense, how do you spend your days? Can you tell us how you founded this project and how it has evolved over time?

Christian : MakeSense is a non-profit organisa-

tion (loi 1901), but we originally created it as an entrepreneurial project. We now have a team of more than 140 employees around the world! I’ve grown and evolved along with MakeSense, starting as a Community Manager building a community of volunteers who would commit to our projects. Then I became a manager of Community Managers, before working on the launch of the different branches of the association. More recently, I spent a year in New York to work with the Obama Foundation and to build relationships to secure larger donations with US foundations.

Cross interview

Makesense

GIVE (OR GIVE BACK) THE POWER TO ACT WITH MAKESENSE! LAURA CANIOT-GENEVOIS

2 0 0 9 g r a d u a t e a n d Fo u n d e r o f M o n j o b d e s e n s

2 0 1 0 g r a d u a t e a n d C o - Fo u n d e r o f M a ke S e n s e

Laura : I want to go back to the

"impact" part. Can you explain how citizen engagement creates impact?

Christian : MakeSense offers a lot

of great things. We do social entrepreneurship, have an incubator, and also have a fund that gives us the ability to invest in projects. For example, in Paris, in the 10 years of our existence, there are now hundreds of thousands of Parisians who use the services of social and/or environmental start-ups that have been aided by MakeSense. In particular, the K-ryole electric trailers used by La Poste that we incubated, and the Too Good To Go mobile app spring to mind. But, at the end of the day, it’s important to recognise that projects and companies only work and prosper if consumers themselves change their way of consuming and seeing things. In order to move in the right direction, citizens must be willing to ask questions. Every act of consumption is a commitment, but in order for people to change their way of consuming, we must show them that the issues are huge and urgent. At the same time, it's kind of fun to get engaged and once you start, you meet others with the same mindset and it becomes a way of being and of living. By the way, I'd like to take this opportunity to do a little publicity, so don't hesitate to join our citizen engagement programmes via this link: pages.makesense.org/reaction

Laura : What advice would you give to people who are in impact jobs?

Christian : The advice I would give

to people who have an impact job in a large company is to constantly check to see if there are any political changes and/or changes in the industry that may motivate the company to move in the right direction, as well as to make sure that they are not losing momentum in their engagements.

Laura : Based on your own experi-

ences and background, what advice would you give to people so that they can find their impactful job and bloom?

Christian : Ask the right questions, like the one you asked me at the beginning of this interview: what makes you want to get up in the morning? It's essential that you find the reason or the thing connected to your own story that touches you and makes you want to contribute. As for myself, as I said earlier, I’m French Polynesian. As someone who grew up on a beautiful island with lagoons and coral reefs, I was (and still am) drawn to the environment and protecting it. One should always draw inspiration from their personal history. It’s the same when looking for a job that makes an impact. On a very practical note, we have also launched a platform devoted to impact jobs. Have a look:

jobs.makesense.org

Laura : Finally, I suppose you must

have encountered some difficulties and obstacles while developing this wonderful business. Am I wrong?

Christian : Yes, at the very begin-

ning, when I and another KEDGE

CHRISTIAN VANIZETTE

alumni, Romain Raguin were setting up MakeSense. We had gone to Asia to meet social entrepreneurs as part of our international Pro-act. At the end of that great trip, Romain told me that he wanted to return to the company he had worked for, that it had offered him a great salary, and that he was moving to Geneva with his wife. At the time I was at my worst. I felt like I was losing my partner. I found myself alone and I thought about quitting, but the first thing I did was to tell myself: "I don't want to do this alone, but I do want to do it as part of a team!” This is why I found my partner, Leïla, who then was able to get the project incubated in Paris and continue the venture. All this is to say that you don't need to go it alone. If, for example, you want to move into the environmental sector, get in touch with others who want to do it. Create a small community in which you can support each other - in the difficult times as well as the good ones. I really believe that you can only do so much on your own. You are much stronger together!

Accompagnement

Interview

Accompaniment

SPECIFIC JOB SEARCH SUPPORT TO ASSIST O U R YO U N G G R A D UAT E S The Special Support for Young Graduates programme offered by KEDGE Alumni was created in 2017. This programme provides free job search assistance service for young graduates, and has been provided remotely since the beginning of the pandemic. Any graduate, whether they live in France or abroad, can take advantage of this service during the three years following their graduation. Historically, it took the form of individual coaching sessions with professional coaches. This gave young graduates the ability to work on their application tools, identify relevant offers, implement a job search strategy, and even to conduct a mock recruitment interview. In 2020, faced with the Covid-19 crisis, KEDGE Alumni adapted this service to better meet the needs of its young graduates. It now has three components: 3 hours of individual coaching for a more

personalised follow-up and support;

Access to 4 webinars recorded by a professional coach on employment-related topics, particularly regarding searching for a job during a crisis in line with the current situation; and Registration in a group workshop on employment searching, which allows participants to benefit from the group dynamics. This year also provided KEDGE Alumni with the opportunity to experiment with a new type of job search support for young graduates: The Labo Job. Complementary to the Special

Support for Young Graduates programme, this service sees a maximum of 10 participants meet once a week by video conference to take practical actions together in their job search. Led by Guylaine Di Giorgio, a professional coach, Labo Job is a group programme where graduates can benefit from mutual support, discussions, motivation, networking, etc. The content of the sessions is tailored to each group and the needs of the participants. Young graduates can take part in this service until they sign an employment contract.

227

the number of young graduates who used one of KEDGE Alumni’s individual or group services in 20/21

545

the number of young graduates who participated in a KEDGE Alumni event in 20/21

4,8/5

is the average rating given by young graduates who participated in the Special Support for Young Graduates or the Labo Job in 20/21

100%

of young graduates who participated in the Special Support for Young Graduates or Labo Job in 20/21 recommend it; 100% believe that these services met their expectations

Accompaniment

C L É M E N C E C HAU V I N : T H E YOU N G G R A DUAT E S SE RV IC E

Why did you call on the network?  I sought assistance from the KEDGE Alumni network when I was looking for a job. After I resigned in October 2019 from my then-current position for a different permanent contract, my trial period in my new job was interrupted as the result of the first lockdown. On the KEDGE Alumni social network pages, I saw that job search assistance services were available and thought that they might help make a difference in the recruitment process, especially during a time when the job market was tough and unpredictable.

Tell us about your experience with the network. How did it help you?  First of all, I could take advantage of the special young graduate support

scheme. This service includes access to four free webinars, three hours of individual and personalised coaching, and free registration for one of the employment workshops. As far as I am concerned, I chose to do the "My Motivations and Values: The basis for good salary negotiations" workshop. As for the individual coaching I received, Philippe Destanque helped improve my CV and my cover letter. Secondly, I attended the Labo Job workshops, which were launched in November 2020 and led by Guylaine di Giorgio. My group, about five of us, were able to benefit from Guylaine's personalised advice on the best job search strategies. We discussed our applications together and shared tips on how to stand out during the application and interview process. Guylaine also spread good vibes because a job search often brings doubts and loss

of self-confidence. I would like to thank the KEDGE Alumni Network for creating the Labo Job, which contributed significantly towards my finding a job, and which set off a virtuous circle.

Are you currently working? At the beginning of September, after my fixed-term contract ended, I began a permanent contract as an Operational Marketing Project Manager at MNT, a company under the VYV Group, the leading mutual insurance company of regional public services. I’ll be managing acquisition and loyalty campaigns for BtoC customers and developing a quality omnichannel experience.

Interview

Accompaniment

GUYLAINE D I G IO R G IO, E X P E RT A N D C OAC H F O R KEDGE ALUMNI TELLS U S A B OU T L A B O J O B. This year, you coached 47 graduates, including 30 who participated in programmes specifically designed for young graduates, such as the Labo Job. You also initiated this new programme, which was set up during the pandemic. Why?

This programme was an experiment a test that I wanted to try out after I realised several things, particularly that personal coaching is, as its name indicates, personal. The objective of the programme is to boost participant’s daily life, co-create, and realise that they’re not alone in the face of a job search made difficult due to the pandemic. It's important to specify that the programme’s format is very informal and relaxed. I provide the resources and share my knowledge, participants create their own programmes. The main aim is to build something together during the sessions!

What are the advantages of the Job Lab for young graduates?

Its meetings, a bit like getting together with friends to talk about life. Except that in this case, it's to discuss their path to employability. During the workshops, I list the important points and put them into perspective with a cheerful and “positive attitude” !

This programme has already been in place for eight months, during which you’ve worked with six groups of young graduates. How would you evaluate this first year?

The results are extremely positive. It's been a success! Participants leave with a more encouraging outlook for the future and feel more confident. It's important to take the drama out of certain perspectives.

Some of the participants had built up some weariness, “zoom fatigue”, but I made the videoconferencing a simple tool, and created a connection to release their potential!

How did the participants feel about the monthly meetings?

The majority of them felt lost before the programme began because they were trying to apply or follow all the advice they had been given. They had attended several conferences, had watched videos, etc. To put it simply, they had the basic principles down. But in trying to "perform" too hard, they forgot who they were and what they really had to offer. With the help of the Job Lab, they realised that getting back to the essentials was more effective. For them, these meetings represented a "breath of fresh air". During job searches that can be oppressive, good humour and quick and practical results are key.

What are the expectations of recruiters today?

Today's recruiters are looking for transparency. It's also important to know that 64% of recruiters are ready to recruit based on a candidate’s personality. It’s a guarantee of having loyal employees and of retaining their talents. It's rather silly to say, but a reassured recruiter is a recruiter who recruits! I remember that, at one time, it was difficult to recruit young graduates. They were all at the same level, all had the same formulaic pitch, etc. These days, recruiters want something genuine, something concrete. And this type of unique programme makes that possible.

How do you see this programme evolving?

I'm excited to start again with new groups! It's very rewarding for me as well. I can see it being an ongoing programme, combined with personal coaching to delve deeper into some of the topics discussed in the group. But always conducted in a positive spirit. So far, I've had some very powerful moments because of the success of some of the participants. I would also like to thank the KEDGE Alumni team for trusting me and giving me carte blanche to guide these promising students!

Alumni

N O M I N AT I O N S

Nominations LAURE CANU - MVS 2012 was named Director of the Cantemerle and Grand Corbin wine estates, in April 2021. Cantemerle and Grand Corbin have been owned by the SMA Group since 1981. She succeeds Philippe Dambrine after 28 years as the head of the vineyards.

EDOUARD DU CLOSEL - PGE 1997. Until recently, Edouard worked for Antidox. In May this year, he went to work for Epoka as a Management Consultant.

THIBAULT TESTOT-FERRY - PGE 2000 was recently promoted to General Manager Nordic at Moët Hennessy.

BENJAMIN COSTEMEND - PGE 2006 was named Key Account Manager at Berlitz France Licorne and began in March 2021. He reports directly to Dina Hessissen, President – General Director.

ISABELLE BÉNARD - PGE 2009 has been appointed

Chief Product Officer of Mirakl, effective May 2021. She is in charge of supervising the B2C and B2B product development teams. In this position, she is also a member of the Executive Committee.

JÉRÉMIE CAULLET - PGE 1993  joined McKinsey &

Company as a partner in the Paris office on 2 April 2021. A global expert in technology transformation, he is particularly involved in IT strategy, large ERP programmes, agile IT organisation design, cloud, and operational model redesign.

PIERRE ARNAUD - PGE 2012 was promoted to Managing Director of Galia Gestion on 1 May 2021. Pierre joined the Galia Gestion team in early 2015 as an Investment Director after gaining experience in M&A while at KEDGE.

AMAURY DESTREBECQ - PGE 2003 was named Global

Procurement Regional Manager at Sartorius Stedim FMT. She has held this position since 22 February 2021.

AURORE BRIERE - PGE 2008, deputy CEO Europe of

Bandai Namco Entertainment, in this position since January 2021. She reports directly to Arnaud Muller, Chief Financial Officer Europe and is responsible for the administrative functions of the Finance, HR, Operations, IT, and Legal departments, and the addition of studios and companies.

JORIS CAILLAU - IMPI 2017, was promoted to the position of Head of Real Estate Assets at Perial Asset Management, a position he has held since February 2021. He reports directly to Dimitri Maillard, Director of Real Estate Asset Management. He is responsible for managing a business unit of seven employees (three asset managers, three rental managers, and one analyst), which is responsible for office buildings located in inner Paris and the main regional cities in western and northern France.

THIBAULT SAVARY - PGE 2015, has been promoted to

Managing Director France at Adot, reporting directly to Yannis Yahiaoui, co-founder and President. He will be responsible for overseeing all commercial activities, the vertical approach, strategic partnerships with media agencies and advertisers, as well as customer relationship management.

ARIANE ROSSI - PGE 1992, was promoted to Finance

Director of Mazars Group, replacing Eric Albrand. She has held this position since January 2021 and is under the direct responsibility of Hervé Hélias, Chief Executive Officer. Ariane is responsible for improving the company’s

Alumni

operational integration and performance measurements, She is responsible for strengthening the operational integration and performance measurements of the business to sustain the group's ongoing expansion. She works closely with the company's Group Executive Board (GEB) and, as such, is a member of the Group Management Team.

EMILIE-LAYE BIRKUI - PGE 2010, was named Lead Generation Manager of Concilio, reporting directly to Alban de Renty, Marketing and Business Development Director. She has held this position since December 2020 in which she is in charge of defining and implementing the acquisition strategy, managing the acquisition levers, as well as monitoring the performance.

PASCAL DUPERRAY - PGE 1996,  has been appointed

Director General of the Saint Jean de Dieu Foundation. He has held this position since October 2020 and is responsible for developing support and services for the most vulnerable and fragile groups. Recognised as a public utility, the foundation manages 34 health facilities with a workforce of some 1,700 employees and 250 volunteers. The Foundation’s goal is to be more active in the regions where it is already present: Paris, the West, and the South-East.

MARION FORESTIER - PGE 2005, has been appointed

as the new Business Design Packaging Director of Extrême. She has held this position since January 2021, reporting directly to Julien Puerta, Managing Director. She reports directly to Julien Puerta, Managing Director. She will be in charge of national Fast Moving Goods Companies (FMGC) and private label brands, in packaging and digital technology.

ERIC DEMANGE - IMR 1993,

has been promoted to Director of Affinity and Specialized Markets at Gras Savoye. He has been in this position since March 2021, replacing Olivier Porte. He reports directly to Cyrille de Montgolfier, Managing Director France. He also retains his positions as Director of the North - Ile-de-France Centre region, and Marketing Director and co-head of the Sales & Client Management department in charge of the SME and ETI markets for France.

NICOLAS DUJARDIN - IBBA 2011, has been promoted to Chief Operating Officer of Océinde, in this position since January 2021. He reports directly to Océinde’s CEO, Nassir Goulamaly.

CLAIRE VERMION - MAI 2016, joined the Rocher Group

in November 2020 as Global Category Manager - Professional Services. She is responsible for HR procurement and building and retail services.

OLIVIER BANI - PGE 1995, was appointed Managing Director at Mare Nostrum as of 1 July 2021. After having served as Chief Administrative & Financial Officer for nearly two years, he manages the Finance, Human Resources, Risk, and Quality operations in this new position.

MATTHIEU CORDIER – PGE 2000, was promoted to

CFO Head of Corporate Development and Mergers and Acquisitions at Devoteam. He has held this position since February 2021 and is responsible for mergers and acquisitions development.

ENGUERRAN BAZIN DE CAIX - MAI 2006, was appointed Deputy Director of Development of Marignan Immobilier, a position he has held since May 2021.

A year later

T H E

E N T R E P R E N E U R I A L

S C H O O L

T H E E N T R E P R E N E U R IA L S C HO O L , A Y E A R L AT E R : P O SI T I V E R E SU LT S A N D B R IG H T P R O SP E C T S In our first edition, we introduced the The Entrepreneurial School - an inclusive, philanthropic project which, since October 2020, has made it possible for us to welcome young people between the ages of 18 and 30 who have passed their secondary school leaving exams and who have an entrepreneurial project in mind. Our sponsors and the KEDGE Foundation have made this experience possible by awarding scholarships that cover the entire cost of tuition and grants that, depending upon the participant’s eligibility, go towards living expenses to overcome obstacles related to housing, mobility, the digital divide, and access to healthcare. OUR REVIEW ONE YEAR LATER At the end of this first year, which was an exceptional one due to the Covid crisis, the results are very positive. Several projects led by eight student-entrepreneurs are currently being developed at the Entrepreneurial School: industrial hemp; 3D printed footwear and vegetable leathers; a platform for connecting skills; a concierge, short-stay, and high-end property rental service; second-hand furniture and clothing; an influencer and product advice service on social networks; a garage and bodywork; and a last-mile distribution network in Marseille. More proof that the Entrepreneurial School is a strong asset? Some of the

student entrepreneurs are now being incubated in Kedge's Business Nursery or are increasing their skills in partner programmes such as The Wonders Challenges, UPE13's Make The Choice, and the digital school La Plateforme. « My first year at the Entrepreneurial School taught me a lot about myself and what I need to do to reach my dreams. This programme gave me the chance to develop my project to the fullest and to question it further, to make it better. I truly believe that this is a programme that deserves to be noticed and recognised. I can't wait to see what the next two years have in store for us », said Hanane Riah, a student of the Entrepreneurial School in Marseille. WHAT ’S NEW FOR THE NEXT ACADEMIC YEAR?

Juliette and Jean-François Thunet, both KEDGE graduates and donors, are delighted with the success of this ambitious project: « We are proud that our school is at the origin of this innovating project which raises a few barriers. We are very pleased to be able to do our part in this excellent project. Long live the Entrepreneurial School! » We would like to extend a big thank you to our patrons whose support is essential, as well as our partners in the field who help us identify talents. In addition to our longstanding partner, the Apprentis d'Auteuil Foundation, new partners are coming onboard in Marseille and Bordeaux: Les Déterminés, Synergie Family, Le Carburateur, Make The Choice, L'Institut de l'Engagement, Entrepreneur dans la ville, Cap D'Agir, Télémaque, Ticket For Change, Article 1.

First of all, the Bordeaux campus will welcome its first class, and the Marseille campus will welcome its second class as of October 2021. And in 2022, we plan to offer the programme on our Paris campus as well. Applications were accepted until September and fifty scholarships were offered as follows:

20 places, entry in year 1 in Marseille

20 places, entry in year 1 in Bordeaux

10 places, entry in year 2

in Marseille: this direct access is a new feature and allows us to accommodate entrepreneurs whose projects are more advanced.

@KedgeEntreneuship @kedge.entrepreneurship ecole-entrepreneuriale.org

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