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Tell me how…
How can we PROMOTE CONTINUOUS IMPROVEMENT?
How do TEAMS DRIVE PERFORMANCE?
How to STIMULATE INITIATIVE, CREATIVITY AND INNOVATION?
How to ACT FOR WELL-BEING AND FULFILMENT AT WORK?
How can we GUARANTEE FAIR REMUNERATION AND DISTRIBUTION OF PROFITS?
How can we NURTURE SOCIAL DIALOG?
By considering that nothing is ever definitively acquired in a changing environment where innovation quickly makes obsolete what was once thought to be good. Internal and external satisfaction surveys highlight both the best practices to be duplicated and the areas for improvement to be worked on. These regular satisfaction surveys sent to our customers also allow us to detect the dynamics of increase or decrease of our perceived quality.
Thanks to these indicators, and to the permanent exchanges with our customers, we promote continuous improvement at their service. One of our leitmotivs is summarised as follows: “Today’s records are tomorrow’s standards.”
Thanks to these indicators, and to the permanent exchanges with our customers, we promote continuous improvement at their service. One of our leitmotivs is summarised as follows: “Today’s records are tomorrow’s standards.”

Only the right people, in the right places, at the right times bring about remarkable achievements. Groupe Grimaud pays particular attention to recruitment, training and delegation, to create a development dynamic, based on the recognition of successes as ‘fuel’ for motivation. Our approach to management could be summarised as follows: how do you surround yourself with the best people and get them to play as a team? Developing with the idea of an open business model, caring for life and the Planet, where the economy is at the service of Humans.

Today’s innovation drives tomorrow’s performance. To stimulate constant and effective innovation, the company must foster the conditions for it to emerge in all departments, not just in R&D. Groupe Grimaud has set up an ‘Innovation Process’ to encourage, organise, consider and improve individual and collective creativity around dedicated tools.
Innovation coordinators have been appointed in each branch, and their role is to train and support the teams in implementing this process. Beyond an essential process to govern innovation, we establish an environment favourable to creativity:
Innovation coordinators have been appointed in each branch, and their role is to train and support the teams in implementing this process. Beyond an essential process to govern innovation, we establish an environment favourable to creativity:
– By offering pleasant and rewarding working conditions, through delegation, the promotion of the ‘right to make mistakes’ and recognition of successes,
– By developing a relaxed and positive management style.
… Or how to allow everyone to feel good to express the best of themselves.

What if caring for our teams was a mission?
It is by asking ourselves this type of questions that we decided to orient our group towards a Mission Company. Without economic performance, the company cannot survive. This is our first duty. Our mission? “Caring for life”.
For us, this involves developing an open-ended business model that respects life and our Planet, where the economy works to serve Human beings. We regularly conduct internal surveys to measure the well-being, fulfilment and satisfaction of our teams. An independent control body dedicated to the Mission Company pilots our progress and areas for improvement. Caring for our teams is one of our chief commitments.
It is by asking ourselves this type of questions that we decided to orient our group towards a Mission Company. Without economic performance, the company cannot survive. This is our first duty. Our mission? “Caring for life”.
For us, this involves developing an open-ended business model that respects life and our Planet, where the economy works to serve Human beings. We regularly conduct internal surveys to measure the well-being, fulfilment and satisfaction of our teams. An independent control body dedicated to the Mission Company pilots our progress and areas for improvement. Caring for our teams is one of our chief commitments.

In France, Groupe Grimaud guarantees a minimum salary of more than 110% of the legal minimum wage to all its employees (with more than 3 months of seniority), regardless of their position. One of the actions undertaken within the framework of Groupe Grimaud’s status as a Mission Company, is to guarantee a fair distribution of the profits generated, with on average a minimum of ¼ redistributed to the teams. The remaining ¾ is divided between the State (taxes), shareholders and investments for the future of the company (such as the training of our teams, which represents more than 2% of the wage bill each year).

Authentic interactions and freedom of expression within the company, not only allow for any perceived disfunction to be brought to light early on, but also favors creativity and shared decision-making. Fostering opportunities for genuine conversation combined with the creation of diverse communication channels and the implementation of a social index create the conditions for open dialog between staff and management. The role of the Economic Social Commitee (ESC) is critical in supporting collective and individual feedback related to avenues for improvement.

Tell me how…
HOW CAN WE PROMOTE CONTINUOUS IMPROVEMENT?
By considering that nothing is ever definitively acquired in a changing environment where innovation quickly makes obsolete what was once thought to be good. Internal and external satisfaction surveys highlight both the best practices to be duplicated and the areas for improvement to be worked on. These regular satisfaction surveys sent to our customers also allow us to detect the dynamics of increase or decrease of our perceived quality.
Thanks to these indicators, and to the permanent exchanges with our customers, we promote continuous improvement at their service. One of our leitmotivs is summarised as follows: “Today’s records are tomorrow’s standards.”
Thanks to these indicators, and to the permanent exchanges with our customers, we promote continuous improvement at their service. One of our leitmotivs is summarised as follows: “Today’s records are tomorrow’s standards.”
HOW DO TEAMS DRIVE PERFORMANCE?
Only the right people, in the right places, at the right times bring about remarkable achievements. Groupe Grimaud pays particular attention to recruitment, training and delegation, to create a development dynamic, based on the recognition of successes as ‘fuel’ for motivation. Our approach to management could be summarised as follows: how do you surround yourself with the best people and get them to play as a team? Developing with the idea of an open business model, caring for life and the Planet, where the economy is at the service of Humans.
HOW TO STIMULATE INITIATIVE, CREATIVITY AND INNOVATION?
Today’s innovation drives tomorrow’s performance. To stimulate constant and effective innovation, the company must foster the conditions for it to emerge in all departments, not just in R&D. Groupe Grimaud has set up an ‘Innovation Process’ to encourage, organise, consider and improve individual and collective creativity around dedicated tools.
Innovation coordinators have been appointed in each branch, and their role is to train and support the teams in implementing this process. Beyond an essential process to govern innovation, we establish an environment favourable to creativity:
Innovation coordinators have been appointed in each branch, and their role is to train and support the teams in implementing this process. Beyond an essential process to govern innovation, we establish an environment favourable to creativity:
– By offering pleasant and rewarding working conditions, through delegation, the promotion of the ‘right to make mistakes’ and recognition of successes,
– By developing a relaxed and positive management style.
… Or how to allow everyone to feel good to express the best of themselves.
HOW TO ACT FOR WELL-BEING AND FULFILMENT AT WORK?
What if caring for our teams was a mission?
It is by asking ourselves this type of questions that we decided to orient our group towards a Mission Company. Without economic performance, the company cannot survive. This is our first duty. Our mission? “Caring for life”.
For us, this involves developing an open-ended business model that respects life and our Planet, where the economy works to serve Human beings. We regularly conduct internal surveys to measure the well-being, fulfilment and satisfaction of our teams. An independent control body dedicated to the Mission Company pilots our progress and areas for improvement. Caring for our teams is one of our chief commitments.
It is by asking ourselves this type of questions that we decided to orient our group towards a Mission Company. Without economic performance, the company cannot survive. This is our first duty. Our mission? “Caring for life”.
For us, this involves developing an open-ended business model that respects life and our Planet, where the economy works to serve Human beings. We regularly conduct internal surveys to measure the well-being, fulfilment and satisfaction of our teams. An independent control body dedicated to the Mission Company pilots our progress and areas for improvement. Caring for our teams is one of our chief commitments.
HOW CAN WE GUARANTEE FAIR REMUNERATION AND DISTRIBUTION OF PROFITS?
In France, Groupe Grimaud guarantees a minimum salary of more than 110% of the legal minimum wage to all its employees (with more than 3 months of seniority), regardless of their position. One of the actions undertaken within the framework of Groupe Grimaud’s status as a Mission Company, is to guarantee a fair distribution of the profits generated, with on average a minimum of ¼ redistributed to the teams. The remaining ¾ is divided between the State (taxes), shareholders and investments for the future of the company (such as the training of our teams, which represents more than 2% of the wage bill each year).
HOW CAN WE NURTURE SOCIAL DIALOG?
Authentic interactions and freedom of expression within the company, not only allow for any perceived disfunction to be brought to light early on, but also favors creativity and shared decision-making. Fostering opportunities for genuine conversation combined with the creation of diverse communication channels and the implementation of a social index create the conditions for open dialog between staff and management. The role of the Economic Social Commitee (ESC) is critical in supporting collective and individual feedback related to avenues for improvement.