Podcast appearances and mentions of Saint Gobain

Saints du jour 2025-06-20 Bienheureuse Margaret Ball, Saint Jean de Matera et Saint Gobain by Radio Maria France

durée : 00:24:49 - L'invité de 8h20 : le grand entretien - par : Nicolas Demorand, Léa Salamé - Benoît Bazin, PDG du groupe Saint-Gobain, et Laurent Berger, ancien Secrétaire général de la CFDT, étaient les invités de France Inter ce mercredi. Ils publient « Voies de passage » (L'Aube).

Ca n'est pas fréquent et donc d'autant plus intéressant: un ancien syndicaliste (Laurent Berger, ex. secrétaire général de la CFDT) confronte ses idées à celles d'un grand patron (Benoit Bazin, PDG de Saint-Gobain) dans un livre. Est-ce qu'il y a des points de convergences?Patrick Cohen décrypte sur le plateau de “C à Vous” un point précis de l'actualité pour le replacer dans son contexte, l'analyser et le mettre en perspective, en écartant opinions et approximations.

Laurent Berger, ancien secrétaire général de la CFDT (2012-2023) et Benoît Bazin , PDG du groupe Saint-Gobain se sont lancés dans un dialogue inédit. Laurent Berger l'interroge sur sa vision de l'entreprise, son rôle dans la société. Tout pourrait les opposer mais, c'est aussi la conséquence de livre, ils cherchent des « voies de passages » entre leurs convictions respectives.C'est à lire dans leur livre “Voies de passage” aux éditions de L'Aube.Tous les soirs du lundi au vendredi à 18h55 sur France 5, Anne-Elisabeth Lemoine et toute son équipe accueillent celles et ceux qui font l'actualité du jour.

Nos invités du lundi 16 juin 2025 : "Voie de passage: Laurent Berger, ancien secrétaire général de la CFDT (2012-2023) et Benoît Bazin , PDG du groupe Saint-Gobain. Nicolas Sarkozy exclu de la Légion d'honneur : on reçoit son avocat, Me Patrice Spinosi.Avec également comme chaque soir L'édito de Patrick Cohen, la story de Mohamed Bouhafsi et le 5 sur 5 de Lorrain Sénéchal.Tous les soirs du lundi au vendredi à 18h55 sur France 5, Anne-Elisabeth Lemoine et toute son équipe accueillent celles et ceux qui font l'actualité du jour.

[ENGLISH]In today's episode, we welcome Ralf Linden (Vetrotech Saint-Gobain Europe) and Luiz Fernando Vieira (Vetrotech Brazil) for a first and essential conversation: what does Brazil still need to learn from Europe when it comes to fire protection?[PORTUGUESE]No episódio de hoje, recebemos Ralf Linden (Vetrotech Saint-Gobain Europe) e Luiz Fernando Vieira (Vetrotech Brasil) para uma conversa inédita e necessária: o que o Brasil ainda precisa aprender com a Europa quando o assunto é proteção contra incêndios?[ENGLISH]We discuss cultural differences that directly impact project design and execution, the value of fire protection designers as strategic actors in the process, technical standards as tools for predictability, and the urgency of treating passive protection with the seriousness it demands.[PORTUGUESE]Falamos sobre diferenças culturais que impactam diretamente os projetos e execuções, a valorização do projetista como peça estratégica do processo, as normas técnicas como ferramenta de previsibilidade e a urgência de enxergar a proteção passiva com a seriedade que ela exige.[ENGLISH]This episode — recorded 100% in English and supported by Vetrotech Saint-Gobain — marks a new chapter in our journey: opening international dialogue to help evolve fire protection engineering in Brazil. A must-watch for designers, engineers, manufacturers, installers, and everyone who believes that prevention is always the best path.[PORTUGUESE]Esse episódio, gravado 100% em inglês e com apoio da Vetrotech Saint-Gobain, marca um novo capítulo da nossa jornada: abrir diálogos internacionais para evoluir a engenharia de incêndio brasileira. Um conteúdo essencial para projetistas, engenheiros, fabricantes, instaladores e todos que acreditam que prevenir é sempre o melhor caminho.[ENGLISH]EPISODE TIMELINE00:00 – Start of the video00:01:32 – Introduction, opening credits and welcome00:04:05 – Vetrotech's mission and the role of passive protection00:11:20 – How European culture impacts safety standards00:17:33 – The value and authority of the fire protection designer00:24:48 – Brazil vs. Europe: what are we still missing?00:33:52 – Practical lessons from historical fires in Europe00:39:15 – When glass saves lives: impactful case studies00:47:30 – The gap between project and execution00:55:10 – Training, specialization, and manufacturer responsibility01:03:30 – Vetrotech in Latin America: challenges and opportunities01:13:15 – The importance of sector-wide collaboration01:22:25 – Final thoughts: awareness, culture, and next steps01:43:19 – Closing[PORTUGUESE]MAPA DO EPISÓDIO00:00 – Início do vídeo00:01:32 – Introdução, vinheta e abertura do PrevCast00:04:05 – A missão da Vetrotech e o papel da proteção passiva00:11:20 – O impacto da cultura europeia na visão sobre segurança00:17:33 – Valorização do projetista e sua autoridade técnica00:24:48 – Brasil x Europa: o que está faltando por aqui?00:33:52 – Lições práticas de incêndios históricos na Europa00:39:15 – Quando o vidro salva vidas: cases de impacto00:47:30 – A diferença entre projeto e execução00:55:10 – Treinamento, especialização e responsabilidade dos fabricantes01:03:30 – Vetrotech na América Latina: desafios e oportunidades01:13:15 – A importância da colaboração no setor01:22:25 – Mensagem final: consciência, cultura e próximos passos01:43:19 – Encerramento

In this episode, I was lucky enough to interview Terence Bennett, CEO of DreamFactory.Terence shares his unconventional journey from a military intelligence officer to leading a developer-focused API company.  He explains how his entrepreneurial parents influenced his mindset and how his military background taught him to solve problems creatively. He also shares how dealing with dyslexia and joining a support group at Google helped him discover his strength in thinking outside the box. Terence discusses his career pivot from cybersecurity to startup life, eventually landing at DreamFactory through his work with the parent company Xenon.  He explains how DreamFactory's way of handling APIs, by focusing on data models first, is different and works well, especially for older systems in places like the public sector. He also shares how working with the long-established company Saint-Gobain showed him how much people believe in DreamFactory. Buckle up for a ride to the Golden State, where Terence shares how strong leadership, trust, and community fuel both personal growth and business success in this episode of The First Customer!Guest Info:DreamFactory Softwarehttp://www.dreamfactory.comTerence Bennett's LinkedInhttps://www.linkedin.com/in/terencehbennett/Connect with Jay on LinkedInhttps://www.linkedin.com/in/jayaigner/The First Customer Youtube Channelhttps://www.youtube.com/@thefirstcustomerpodcastThe First Customer podcast websitehttps://www.firstcustomerpodcast.comFollow The First Customer on LinkedInhttp://www.linkedin.com/company/the-first-customer-podcast/

Salma Bakouk est une experte en Data Gouvernance, elle a co-fondé Sifflet, la solution de Data Observability utilisée par des grands groupes comme Carrefour, BBC, Saint-Gobain mais aussi par des scaleups comme Dailymotion.On aborde :

Marc Ribes, cofundador y CEO de Blackbird Broker, analiza los títulos de Alibaba, Endesa, Talgo, Repsol, Rocket Lab, 2G Energy o Saint Gobain, entre otros

Grand événement - À la recherche d'un Avenir Commun DurableL'IA et les mathématiques pour la météorologie et la climatologieAI and math for meteorology and climatologyCollège de FranceAnnée 2024-20255 mai 2025AI AND MATH FOR METEOROLOY AND CLIMATOLOGYStéphane MallatProfesseur du Collège de FranceL'événement est en anglais.L'initiative Avenir Commun Durable bénéficie du soutien de la Fondation du Collège de France, de ses grands mécènes la Fondation Covéa et TotalEnergies et de ses mécènes FORVIA et Saint-Gobain.Recent advances in artificial intelligence (AI) have produced unexpected and impressive results for weather forecasting, despite the complexity of these multi-scale phenomena. AI is also playing an increasingly important role in climatology. These results raise profound questions about modelling. On the one hand, we know the physics equations that have so far been used in large-scale numerical models. On the other hand, many physical parameters are unknown, for example at interfaces, which motivates a learning approach based on past data. We can also learn the evolution equations indirectly, eliminating the need for physical modelling. The approaches developed in AI in recent years oscillate between these two strategies.This conference will present the state of the art at the interface between mathematics, physics and statistical learning using deep neural networks. It will highlight the advantages and disadvantages of the different modelling strategies, as well as the a priori incorporated in the form of equations or algorithmic architectures, in relation with physics. An objective is to encourage a dialogue between mathematicians, AI researchers, meteorologists and climatologists.

Luis Benguerel, analista independiente, analiza el escenario de las europeas Michelin, Safran, Accor, Saint Gobain, Zalando y MTU Aero.

Luis Benguerel, analista independiente, analiza el escenario de las europeas Michelin, Safran, Accor, Saint Gobain, Zalando y MTU Aero.

Luis Benguerel, analista independiente, analiza el escenario de las europeas Michelin, Safran, Accor, Saint Gobain, Zalando y MTU Aero.

Fondée en 2019, Flowlity réinvente la planification de la supply chain grâce à une solution SaaS dopée à l'IA. Jean-Baptiste Clouard, son CEO, s'appuie sur une approche technologique innovante pour répondre aux enjeux critiques de disponibilité, de stocks et de simplicité d'usage. L'entreprise collabore déjà avec des géants comme Saint-Gobain, Sport 2000 ou Camif. Avec une croissance de +70 % par an, Flowlity s'impose comme un acteur de référence dans l'optimisation des flux. Une French Tech agile, performante, et résolument tournée vers l'international.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Ce vendredi x mois année, Liste INVITES et FONCTiON, se sont penchés sur les titres (....à lister... ), dans On achète ou on vend ? dans l'émission C'est Votre Argent présentée par Marc Fiorentino. C'est Votre Argent est à voir ou écouter le vendredi sur B

Analizamos el mercado de deuda, haciendo especial hincapié en las compañías francesas Saint-Gobain y Eurofins Scientific, de la mano de Javier Domínguez, gestor de AurigaBonos.es.

Analizamos el mercado de deuda, haciendo especial hincapié en las compañías francesas Saint-Gobain y Eurofins Scientific, de la mano de Javier Domínguez, gestor de AurigaBonos.es.

Tu veux savoir comment ManoMano, Louis Vuitton, Yves Rocher ou encore Saint-Gobain dominent Google avec des millions de références produits ?Tu galères à structurer ton SEO et tu ne sais pas par où commencer ?

In this Work It Like a Mum episode, we're delighted to chat with Emily Russell, Internal Recruitment Partner at Saint-Gobain. Emily, who specialises in recruiting engineers, shares her journey of balancing a full-time career with single motherhood. With two children—one preparing for his GCSEs and the other only three years old—Emily discusses how she manages the juggle and offers tips for other working mums.We also dive into Emily's career history and her transition into engineering recruitment, as well as some expert advice on how to make your CV stand out when applying for your dream role.Key Topics Covered:Emily's career path, from starting in administration to becoming a successful recruiter at Saint-Gobain.The role of a recruitment consultant and how it differs from in-house recruitment roles.The challenges of recruiting for male-dominated sectors like engineering and how Emily helps break down gender stereotypes.Tips for candidates on how to stand out in the recruitment process and the importance of applying for roles even when you don't meet 100% of the criteria.The rise of hybrid working models, especially in light of the changes at companies like Boots, and how it impacts candidates and recruiters, particularly single parents.Key Takeaways:Recruitment insights: A deep dive into what recruitment consultants do and how to find one that specialises in your field.Engineering recruitment: Emily shares how she got into engineering recruitment and why it's crucial to get more women into STEM roles.Making your CV stand out: How to tailor your CV for the role and why it's important to apply even if you don't meet all of the listed criteria.Hybrid work flexibility: The changing landscape of work and how hybrid roles are key for working parents, particularly single mums.Why You Should Listen:This episode is a must-listen for any working parent, particularly single mums, looking for advice on balancing career and family life.Whether you're looking for career advice, recruitment tips, or just some motivation to keep juggling it all, Emily's story is full of inspiration!Show Links:Connect with our host, Elizabeth Willetts HereVisit Saint-Gobain's Website HereConnect with Emily on LinkedIn HereBoost your career with Investing in Women's Career Coaching! Get expert CV, interview, and LinkedIn guidance tailored for all career stages. Navigate transitions, discover strengths, and reach goals with our personalised approach. Book now for your dream job! Use 'workitlikeamum' for a 10% discount.Support the showSign up for our newsletter and never miss an episode!Follow us on Instagram.And here's your invite to our supportive and empowering Facebook Group, Work It Like a Mum - a supportive and safe networking community for professional working mothers. Our community is full of like-minded female professionals willing to offer support, advice or a friendly ear. See you there!

La directora general de Saint-Gobain Solutions España, Esther Soriano, detalla los planes de la compañía para reducir su huella de carbono.

Aujourd'hui, on met à l'honneur l'incroyable parcours de Sreedhar, qui, en 2019, après plus de 25 ans de loyaux services, devient le tout premier CFO non-français de Saint-Gobain, une entreprise aujourd'hui valorisée à plus de 43 milliards d'euros.Originaire d'Inde et diplômé d'une université que certains qualifieraient de « classique », Sreedhar incarne tout l'opposé du profil habituel : ni français, ni issu du fameux cursus ENA ou Polytechnique. Une trajectoire bien éloignée des standards traditionnels pour un poste de cette envergure.Alors, comment expliquer cette nomination historique ? La réponse tient en deux mots : travail et résilience. Juste cela, ou peut-être tout cela. À vous de juger. Ce qui est certain, c'est que son histoire est un exemple vibrant de méritocratie : une démonstration que, grâce à la détermination et à l'effort, on peut briser les barrières, même lorsque l'on ne coche pas toutes les cases « attendues ».Et la suite ? On la connaît : en moins de cinq ans, sous sa direction, le cours de l'action a triplé, les indicateurs financiers se sont améliorés de manière spectaculaire, et les relations avec les actionnaires n'ont jamais été aussi solides. Un véritable tournant pour l'entreprise.J'espère que cette introduction vous donnera envie de plonger dans ce podcast aussi inspirant qu'enrichissant, pour lequel j'ai pris un immense plaisir à échanger avec Sreedhar.Merci, Sreedhar,Voix de la FinanceHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Video footage courtesy of https://www.youtube.com/user/SaintGobainTV In this episode of The Core Report: Weekend Edition, CEO B. Santhanam reveals Saint-Gobain's ambitious sustainability journey in India. The company is transforming manufacturing through groundbreaking green technologies, with two remarkable world-first achievements: A Chennai glass factory that's electrified 25% of its natural gas processes, and a Vizag plasterboard plant running entirely on biomass with zero emissions. These innovations are part of Saint-Gobain's bold global goal to cut CO2 emissions by one-third by 2030. Beyond technology, Santhanam champions a workforce revolution, highlighting the critical role of young, skilled workers—especially women—in driving this sustainable transformation. As India's manufacturing capabilities rapidly evolve, Saint-Gobain is not just adapting but leading the charge towards a cleaner, more inclusive industrial future. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Listeners! We await your feedback....⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ The Core and The Core Report is ad supported and FREE for all readers and listeners. Write in to shiva@thecore.in for sponsorships and brand studio requirements. For more of our coverage check out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠thecore.in⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join and Interact anonymously on our whatsapp channel⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Subscribe to our Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow us on:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube

Isabelle, Directrice du recrutement et du développement RH chez Saint-Gobain, nous explique que pour que l'innovation RH se développe et ait un impact réel, il faut tout d'abord laisser émerger les idées sans les contraindre. À travers les Trophées de l'Innovation RH, Saint-Gobain a permis à des idées simples mais efficaces de se faire connaître et d'être mises en lumière. Isabelle souligne l'importance de créer un environnement où les initiatives peuvent se développer organiquement, et comment ce type de reconnaissance favorise la duplication des bonnes pratiques à travers l'organisation. Cette capsule donne une perspective clé sur l'innovation managériale : il s'agit de détecter, soutenir et dupliquer des solutions efficaces en toute simplicité.Mon livre « 100 Jours pour révéler votre leadership » est en précommande ! Pour fêter cela, je vous invite à un événement spécial : le 21 janvier à 12h, un premier webinar où je vous dévoilerai les coulisses de ce livre, les clés essentielles pour révéler votre leadership et comment préparer votre parcours.Ce sera une occasion unique de vivre ce projet en avant-première, et de poser vos premières pierres pour transformer votre expérience de manager.Voici ce que vous devez savoir :Quand : 21 janvier de 12h à 13h30Où : en ligne, directement accessible après votre inscription.Comment participer : pour y assister, il vous suffit de précommander votre exemplaire du livre 100 jours pour révéler votre leadership. Une fois votre commande effectuée, envoyez la preuve d'achat à bonjour@lentreprisededemain.com. Vous recevrez alors le lien pour accéder à cet événement exclusif.Liens pour la précommande : Fnac : https://www.fnac.com/a20930443/Delphine-Zanelli-100-jours-pour-reveler-votre-leadershipAmazon : https://amzn.to/49zYbCiPrécommandez dès aujourd'hui et rejoignez-moi pour célébrer cette nouvelle étape ensemble.

Les Trophées de l'Innovation RH ne sont pas simplement un concours : ils sont un moyen stratégique de reconnaître les pratiques RH qui font la différence et de promouvoir des idées innovantes à travers l'organisation. Isabelle Bohomme, Directrice du recrutement et du développement RH chez Saint-Gobain, nous explique comment ces trophées ont permis de capturer et dupliquer des initiatives simples, mais puissantes, à travers l'ensemble des équipes RH de Saint-Gobain. Ce processus montre que l'innovation RH n'a pas besoin d'être complexe pour avoir un grand impact ; souvent, ce sont les idées simples qui révèlent les plus grandes transformations.Mon livre « 100 Jours pour révéler votre leadership » est en précommande ! Pour fêter cela, je vous invite à un événement spécial : le 21 janvier à 12h, un premier webinar où je vous dévoilerai les coulisses de ce livre, les clés essentielles pour révéler votre leadership et comment préparer votre parcours.Ce sera une occasion unique de vivre ce projet en avant-première, et de poser vos premières pierres pour transformer votre expérience de manager.Voici ce que vous devez savoir :Quand : 21 janvier de 12h à 13h30Où : en ligne, directement accessible après votre inscription.Comment participer : pour y assister, il vous suffit de précommander votre exemplaire du livre 100 jours pour révéler votre leadership. Une fois votre commande effectuée, envoyez la preuve d'achat à bonjour@lentreprisededemain.com. Vous recevrez alors le lien pour accéder à cet événement exclusif.Liens pour la précommande : Fnac : https://www.fnac.com/a20930443/Delphine-Zanelli-100-jours-pour-reveler-votre-leadershipAmazon : https://amzn.to/49zYbCiPrécommandez dès aujourd'hui et rejoignez-moi pour célébrer cette nouvelle étape ensemble.

durée : 00:05:15 - Laurent Piquard, porte-parole de Saint-Gobain PAM - La Lorraine au cœur de la reconstruction de Notre Dame de Paris qui rouvre demain, samedi, au public, 5 ans après l'incendie qui l'a ravagé. Parmi nos entreprises qui ont œuvré sur le chantier, il y a, Saint Gobain PAM. Son porte-parole est sur France Bleu, ce vendredi matin.

Dans cet épisode, je vous emmène au cœur des Trophées de l'Innovation RH, une initiative unique portée par Isabelle Bohomme, Directrice du recrutement et du développement RH chez Saint-Gobain. Vous découvrirez comment Isabelle et ses équipes ont mobilisé des équipes RH à travers toute la France, ont contribuer à révélé des projets inattendus, et insufflé une nouvelle dynamique à une filière rarement valorisée. Isabelle partage avec nous les coulisses de ce projet : sa vision, les étapes clés, les résultats concrets, et les leçons qu'elle en tire.Vous découvrirez :Comment les Trophées de l'Innovation RH ont pris forme, des premières idées aux projets récompensés.Des exemples concrets d'innovations RH comme le job truck, le chatbot RH, ou encore un tournoi valorisant des compétences métiers.Les clés d'une démarche réussie : simplicité, intuition, et mobilisation collective.Les résultats concrets : fierté des équipes, duplication des projets et meilleure visibilité de la filière RH. Cet épisode s'adresse à tous ceux qui cherchent à fédérer leurs équipes, mettre en lumière des idées innovantes, et transformer leur organisation à partir d'actions simples mais impactantes.

I avsnitt 319 möter Eva, Annica Hagen, VD för Saint-Gobain Distribution i Sverige som består av bolagen Bevego, Dahl, Kakelspecialisten, Konradssons Kakel och Optimera, vilka tillsammans omsätter cirka 20 miljarder kronor. Det här är Annicas tredje VD-jobb som tidigare var VD för Åhléns och Nobia och också haft andra ledande roller i kända produktbolag bland annat på Electrolux. Det här är ett avsnitt om mod, ledarskap och att som ensam kvinna på toppen, verka och driva förändring i en högst mansdominerad bransch! Hosted on Acast. See acast.com/privacy for more information.

Ce lundi 25 novembre, Lorraine Goumot a reçu Aude Kersulec, journaliste BFM Business, Antoine Fraysse-Soulier, responsable de l'analyse des Marchés chez eToro, Éric Lewin, président d'EL Finance, Fabio Rinaldi, président du Directoire de BigMat France, Marie Coeurderoy, journaliste BFM Business, Daniel Biarneix, président de l'AFTE et directeur financier adjoint de Saint-Gobain, et Florence Ségurel, présidente de la commission monétique de l'AFTE, dans l'émission Tout pour investir sur BFM Business. Retrouvez l'émission du lundi au vendredi et réécoutez la en podcast.

Ce lundi 25 novembre, Lorraine Goumot a reçu Jean-Louis Cussac, trader pour compte propre chez Perceval Finance Conseil, Michel Delobel, gérant de portefeuille sous mandat MW Gestion, Matthias Baccino, directeur des marchés européens pour Trade Republic, Gustav Sondén, cofondateur de Colbr, Nicolas Doze, éditorialiste BFM Business, Thomas Veillet, chroniqueur boursier chez Investir.ch et Swissquote, Julien Nebenzahl, gestionnaire de solutions patrimoniales chez eToro ID, Aude Kersulec, journaliste BFM Business, Antoine Fraysse-Soulier, responsable de l'analyse des Marchés chez eToro, Éric Lewin, président d'EL Finance, Fabio Rinaldi, président du Directoire de BigMat France, Marie Coeurderoy, journaliste BFM Business, Daniel Biarneix, président de l'AFTE et directeur financier adjoint de Saint-Gobain, et Florence Ségurel, présidente de la commission monétique de l'AFTE, dans l'émission Tout pour investir sur BFM Business. Retrouvez l'émission du lundi au vendredi et réécoutez la en podcast.

Galileu Nogueira é fundador da Galileo Branding, prestando consultoria e treinamento para marcas como Ambev, Whirlpool, Liv Up, Cora, Itau e Saint-Gobain, além de ser mentor no bootcamp de Inteligência Digital da Miami Ad School e professor no curso “Branding de Perto” que já está na décima terceira turma. Com mais de 14 anos na área de marketing, é expert em Branding e já trabalhou com grandes marcas como Philips, Oracle e 99!. Também é podcaster e comanda o “Branding em Tudo'', que está no top 20 da categoria de negócios do Spotify, produz conteúdo para mais de 64 mil pessoas em seu Instagram e este ano participou do programa de aceleração do LinkedIn Brasil. Recentemente foi palestrante no palco principal do RD Summit 2023, maior evento de Marketing e Vendas da América Latina Temas: 00:00 - Intro 02:22 - A Minha História no Empreendedorismo 07:50 - Processos Seletivos  36:48 - Como Medimos a Percepção Segurança e Qualidade da 99 43:40 - A Importância das Pesquisas  01:10:33 - Decisão de Montar Minha Empresa de Consultoria 01:37:54 - Proporção do Meu Negócio de Consultoria 01:46:24 - Análise de Branding do Pablo Marçal Galileu: https://www.instagram.com/galileunogueira/ YouTube: ⁠⁠https://www.youtube.com/excepcionaispodcast⁠ Siga: Marcelo Toledo: https://instagram.com/marcelotoledo Instagram: https://instagram.com/excepcionaispodcast TikTok: https://tiktok.com/@excepcionaispodcast Patrocinador: Auddas - Consultoria Estratégica Consultoria nas áreas de estratégia, governança, gestão e capital. Os clientes Auddas que fazem o trabalho de Planejamento Estratégico crescem em média mais de 40% no faturamento anual. Preencha o formulário do link abaixo e um especialista entrará em contato https://bit.ly/excepcionais-auddas

‘The Urbanist' hosts three expert speakers at Saint-Gobain's Paris headquarters – Pascal Eveillard, Petra Marko and Kelsea Crawford – to discuss the future of our built environment and how innovation can help us live more sustainably.See omnystudio.com/listener for privacy information.

In France, the cement industry emits 10 million tonnes of CO2 per year. The greenhouse gas comes from the manufacture of cement's active ingredient, clinker. At the Irradiated Solids Laboratory (LSI*), Marie-Noëlle de Noirfontaine and Mireille Courtial are carrying out detailed characterizations of materials likely to replace clinker. An essential step in the decarbonization of the industry. The importance of Low-carbon cement With 10 billion tons produced worldwide every year, cement represents a major challenge in terms of energy transition. In France, industry professionals are aiming to reduce their CO2 emissions by 50% by 2030, then achieve carbon neutrality by 2050. The race is therefore on to decarbonize the entire industry, not only through manufacturing processes (energy efficiency, choice of fuels, capture of CO2 emissions), but also through the choice of other raw materials and new alternatives to clinker. Marie-Noëlle de Noirfontaine and Mireille Courtial have responded to calls for projects issued by cement manufacturers in this context. Their work is part of the Elysée's France 2030 investment plan. "We're interested in alternative materials to clinker," explains Marie-Noëlle de Noirfontaine. "This is one of the major levers we can use to reduce greenhouse gas emissions," adds Mireille Courtial. Two-thirds of the emissions from the clinker manufacturing process come from the decarbonation of limestone into lime and CO2. The remaining third comes from the energy used to heat the kiln required for this operation. For some time now, a proportion of clinker has been replaced in common cements by substitute materials. These are natural materials and finely ground vitreous or vitro-crystalline industrial by-products from blast furnaces or thermal power plants. However, the gradual closure of these sites means that new substitutes must be found. The wide availability of recycled glass makes it a very attractive alternative. More generally, materials containing, for example, a finely divided siliceous or silico-aluminous vitreous phase - such as the natural pozzolans already used by the Romans - are attracting the attention of scientists. A little lexical clarification: glass refers to any solid material whose atoms are disordered, as opposed to crystals, which have precise, repetitive arrangements of their atoms. It's also known as an amorphous solid. "And the more depolymerized the glass network, the more reactive it will be, and therefore the more likely it is to replace clinker," explains Marie-Noëlle de Noirfontaine. Upstream of the process From industrial waste to volcanic ash, the two scientists analyzed a representative panel of clinker replacement candidates supplied by cement manufacturers. By sifting through these samples using spectroscopy (Raman, X-ray fluorescence) and X-ray diffraction, they were able to characterize and classify them (nature, order of atoms). "We cross-referenced the results obtained using these three techniques and developed a reading grid that can easily be used by cement manufacturers. It informs them about the degree of polymerization of the glassy structures contained in our 13 specimens, and therefore about the reactivity of each and their potential to replace clinker", reveals Mireille Courtial. These results come at a very early stage in the production chain for new decarbonated cements. "The detailed characterization of these materials enables chemists to design activators capable of depolymerizing the most stable glasses, thus broadening the range of possible alternatives to clinker. This is the boom of the years to come in the sector", enthuses Marie-Noëlle de Noirfontaine. For, in addition to the 13 samples from cement manufacturers, other substitute materials have appeared on the bench of the two researchers. "We have been approached by Saint-Gobain to characterize biomass ash from the combustion of plant matter (wood, straw), animal matter (carcasses) and waste (paper). O...

Carlos Hoyos (https://www.linkedin.com/in/carloshoyoslde/), business advisor, coach executivo internacional, CEO/Founder do Elite Leader Institute (https://eliteleaderinstitute.com/) e host do Podcast Líder de Elite (https://podcastliderdeelite.com/), conversou ao-vivo com Cida Hess (https://www.linkedin.com/in/cidahess/), renomada executiva com vasta experiência em finanças e governança corporativa. Descubra como a "orquestra societária" pode transformar a gestão empresarial e trazer mais harmonia e sustentabilidade para as organizações. Ouça agora para se inspirar com as valiosas lições de liderança e inovação. ◾ Importância da longevidade das relações, realizações de sonhos em qualquer idade e retorno aos estudos após os 50. ◾ Origem do termo "orquestra societária" e sua aplicação em projetos de governança e desenvolvimento de estrutura sobre o tema. ◾ Importância da sustentabilidade, boas práticas de governança corporativa e adaptação às novas variáveis de ESG (Environmental, Social, Governance). ◾ Estudo sobre a materialização da estratégia em resultados sustentáveis e avaliação do nível de maturidade do modelo de gestão. ◾ Preparação das pessoas para enfrentar mudanças constantes e desafios éticos. ◾ A importância de entender e aplicar a neurociência na gestão de pessoas e promover um ambiente de felicidade e harmonia. ◾ Como transformar uma empresa mediana em uma verdadeira orquestra societária. ◾ Necessidade de flexibilidade, adaptação constante e a importância das perguntas certas para promover mudanças organizacionais. ◾ A música como metáfora para a harmonia organizacional e a reinvenção constante. Não perca a chance de ouvir este episódio e enriquecer seu conhecimento sobre liderança e gestão sustentável. A sabedoria e experiência de Cida Hess trazem insights valiosos que podem transformar sua abordagem profissional. Ouça agora e inspire-se para se tornar um líder ainda mais eficaz e inovador. Cida Hess é Fundadora/CEO da Orquestra Societária Business. Executiva experiente, auditora e consultora de Big 4 (PwC e KPMG), UNIP, Saint-Gobain e Grupo Fiat, incluindo Ibiritermo, em projetos de Finance & Tax Transformation, Strategy & Services, Deals e EPM nas indústrias de Educação, Serviços, Energia, Saneamento, Varejo, Governo, Saúde e Automotiva. Conselheira Fiscal da FNQ, palestrante/professora do CES e da Formação de Mulheres para Conselhos em Finanças e Contabilidade na Board Academy e Legado e Família. Head of Innovation and Technology do 30% Club Brazil. Coordenadora da Comissão Temática de Finanças e Contabilidade e Embaixadora da Board Academy e do Instituto Capacita-me. Conselheira Editorial da Revista RI (2023) e colunista, com Mônica Brandão, desde 03/2014, com 100+ artigos publicados e do Portal. Coautora dos livros: Orquestra Societária – A Origem, com Mônica Mansur Brandão (Editora Sucesso, 2018) e Inovação na Gestão Pública com executivos da PwC (Editora Saint-Paul, 2012). Doutora em Engenharia de Produção (Sustentabilidade, UNIP). Mestre em Ciência Contábeis e Atuariais (MGS, PUCSP). Economista (PUC Minas) e Contadora (Newton Paiva), MBA Executivo em Finanças (IBMEC). #podcast #governança #negócios

REDIFFUSION - Pour ce mois de vacances, retrouvez les meilleurs épisodes d'Oser la Reconversion. - Episode diffusé initialement le 2 janvier 2023 (épisode #76) - Oser la Reconversion, le Podcast, épisode #76 Oser La Reconversion est le podcast dédié aux reconversions professionnelles à quelque stade qu'elles en soient.    Aujourd'hui, j'accueille dans Oser la Reconversion, Julie Collas. Après avoir travaillé en tant que directrice juridique dans une entreprise du CAC 40, Julie a tout plaqué pour faire du stand-up en anglais à Paris. Plus de 25 000 spectateurs ont déjà été voir son one woman show "Oh my god, she's parisian!". Vous la connaissez sûrement sous le pseudo @JulieColasTheParisienne sur Instagram où elle est suivie par + de 20 000 abonnés.  Julie grandit en Angleterre puis déménage à Paris avec ses parents où elle suit une éducation bilingue. Après le bac, elle se lance dans des études de droit un peu par défaut, car elle ne sait pas vraiment quoi faire. Dès le premier jour, assise sur les bancs de la Fac, elle sait que ce n'est pas pour elle. Mais elle se retrouve prise dans un engrenage et se retrouve finalement juriste d'affaires dans les plus grosses entreprises du CAC 40. Elle finira par devenir directrice juridique de Saint Gobain.  Un jour, suite à un choc personnel, Julie vous racontera dans l'épisode, elle décide de démissionner du jour au lendemain sans aucun plan. Un soir au cours d'un dîner, son mari lui lance : "et si tu faisais des sketch en anglais ?". Julie décide alors de monter sur scène un peu pour rigoler au début. Julie a trouvé sa voie depuis septembre 2017.  Aujourd'hui, elle joue son spectacle "Oh my god she's parisian" sur Paris et les parisiens au théâtre Bo Saint Martin à Paris tous les vendredi et samedi soir et a accueilli plus de 25 000 spectateurs.  Alors avec Julie, on a évoqué son job d'avocate à New-York et sa carrière à Paris, comment elle s'est retrouvée dans un engrenage, sa reconversion inattendue, les événements bouleversants qui l'ont poussés à tout plaquer du jour au lendemain, le milieu particulier du stand-up et les problèmes d'argent liés à la reconversion. Un témoignage en toute transparence.  Retrouvez Oser la Reconversion sur Instagram : ⁠https://www.instagram.com/oserlareconversion/⁠ Télécharger le cahier d'exercices d'Oser la Reconversion pour se reconvertir : ⁠https://oserlareconversion.com/ Notes & Références :  - Instagram de Julie @julie_collas_the_parisienne : https://www.instagram.com/julie_collas_the_parisienne/ - Site internet de Julie : https://www.julie-collas.com/ - Spectacle de Julie au théâtre BO Saint-Martin à Paris les vendredi et samedi à 20h15 : https://www.billetreduc.com/192865/evt.htm   Contactez-moi ! Si le Podcast vous plait, le meilleur moyen de me le dire, ou de me faire vos feed-backs (et ce qui m'aide le plus à le faire connaître), c'est simplement de laisser un avis sur Apple Podcast, un commentaire sur Youtube et d'en parler autour de vous. Ça m'aide vraiment alors n'hésitez pas.    Pour me poser des questions, participer au podcast ou suivre mes aventures, c'est par ici : - Sur Instagram @clervierose : ⁠https://www.instagram.com/clervierose⁠ / et ⁠https://www.instagram.com/oserlareconversion⁠ - Sur Youtube : @clervierose : ⁠https://www.youtube.com/channel/UC7Qzm4HrS5OdmdXoY344vqA⁠  - Par mail : ⁠partenariats@oserlareconversion.com

Alberto Iturralde, responsable de Operativa Dax, examina los títulos de Texas Instruments, Saint Gobain, Thales o Safran, entre otros.

How is this 350 year old company on the cutting edge of specification management? What are they using Specright for and is it improving their system? https://www.linkedin.com/in/matt-f-8ba80081/https://www.saint-gobain.com/enhttps://specright.com/Check out our sponsor Orora Packaging Solutions https://ororapackagingsolutions.com/ Check out our sponsor this month: https://smartsolve.com/ https://specright.com/ https://www.amazon.com/dp/1329820053/ref=as_sl_pc_qf_sp_asin_til?tag=corygathttps://www.linkedin.com/in/cory-connors/I'm here to help you make your packaging more sustainable! Reach out today and I'll get back to you asap. This podcast is an independent production and the podcast production is an original work of the author. All rights of ownership and reproduction are retained—copyright 2022.

Vendredi 26 avril, l'entreprise Saint-Gobain, qui fait des marges supérieures à 10% pour la quatrième année consécutive, a été abordé par Emmanuel Lechypre, journaliste BFM BUSINESS, Romain Burnand, président de Moneta Asset Management, Louis De Fels, directeur des gestions chez Gay-Lussac Gestion et Anna Souakri, professeure affiliée ESCP et chercheur Square Management Research Center, reçu par Marc Fiorentino dans l'émission C'est Votre Argent sur BFM Business. Retrouvez l'émission le vendredi et réécoutez la en podcast.

Ce vendredi 26 avril, Romain Burnand, président de Moneta Asset Management et Louis De Fels, directeur des gestions chez Gay-Lussac Gestion, se sont penchés sur les titres d'Einhell et de Saint-Gobain, dans On achète ou on vend ? dans l'émission C'est Votre Argent présentée par Marc Fiorentino. C'est Votre Argent est à voir ou écouter le vendredi sur BFM Business.

Ponemos la atención hoy en TotalEnergies, Anglo American, ThyssenKrupp o Saint-Gobain con Gisela Turazzini, CEO y cofundadora de Blackbird Broker.

Contact John Ling on LinkedInVisit LinVestFollow Asia Business Podcast on LinkedIn Full show Transcript below Summary and Timestamps Introduction:In a recent podcast episode featuring John Ling, an expert in Chinese manufacturing investment in the US, valuable insights were shared regarding the challenges and opportunities faced by Chinese entrepreneurs venturing into the American market. With years of experience and a deep understanding of the dynamics between China and the US, Ling provided a comprehensive overview of the mindset of Chinese investors, the factors influencing their decisions, and the strategies for success in this competitive landscape.Understanding Chinese Manufacturing Investment:Ling emphasized that Chinese companies venturing into the US market are often among the best in their industry, driven by competitiveness honed in the challenging business environment of China. Despite facing initial setbacks such as trade wars and market disruptions, these companies demonstrate resilience and long-term vision, making them well-positioned for success.Challenges and Strategies:One of the key challenges highlighted by Ling is the cultural and operational differences between China and the US. Chinese entrepreneurs must navigate unfamiliar territory, including regulatory frameworks, labor markets, and business practices. However, by building strong relationships with local communities and government entities, as well as seeking partnerships with experienced US companies, they can overcome these challenges and thrive in the American market.The Importance of Communication:Effective communication emerges as a crucial factor in the success of Chinese manufacturing investment projects. Ling emphasized the need for clear communication channels between stakeholders, including investors, local governments, and community members. By fostering open dialogue and addressing concerns proactively, Chinese entrepreneurs can build trust and collaboration, essential for long-term success.Building Name Recognition:Another important aspect discussed by Ling is the significance of name recognition in attracting Chinese investment. States and communities that proactively position themselves as attractive destinations for manufacturing projects can capitalize on this trend. By offering incentives, streamlining regulatory processes, and fostering a welcoming environment, they can attract investment and boost economic growth.Conclusion:In conclusion, John Ling's insights shed light on the complex dynamics of Chinese manufacturing investment in the US. By understanding the mindset of Chinese entrepreneurs, recognizing the challenges they face, and implementing effective strategies for collaboration, states and communities can leverage this opportunity for mutual benefit. With the right approach, Chinese investment can drive economic growth, create jobs, and foster cross-cultural understanding. Timestamps0:00 - Introduction to the Episode and Guest1:29 - John Ling's Journey and Chinese Investment in the U.S.6:20 - The Evolution of Chinese Companies in the U.S. Market14:30 - Understanding the Operational Success of Chinese Companies in the U.S.21:30 - The Role of Local Teams and Cultural Differences30:45 - The Importance of Local Partnerships and Government Engagement39:50 - Concluding Thoughts and How to Connect with John Ling TranscriptArt Dicker: Welcome everybody to another episode of the Asia Business Podcast. I'm your host, Art Dicker. Today we have the absolute pleasure of being joined by John Ling. John is Managing Director at LinVest LLC. LinVest is a boutique investment advisory firm doing strategy, site selection, lending services, and incentive negotiations for inbound foreign investors into the United States, particularly specializing in the greater China market.Art Dicker: Welcome, John.John Ling: Thank you, Art. Good morning. How is the sunny San Diego? It's always beautiful every time I went there.Art Dicker: There are a few clouds in the sky today, but yes, normally it's picture-perfect here. And how are things in South Carolina?John Ling: It's nice, a beautiful Carolina blue, as people say here, and it's warm and nice.John Ling: And so enjoy catching up. Yeah.Art Dicker: Perfect weather for a podcast. Yes. Yes. Yeah. So you have so much experience. We met at the SelectUSA conference, which is just a great event that helps foreign investors come, and lots of folks that work with foreign investors coming into the United States. And I know that's what your business is all about.Art Dicker: And with the particular focus on greater China, like we said, so I think there's going to be plenty of things to talk about. You and I have talked earlier about the, there's quite a few Chinese companies coming to the United States these days for various reasons. So we're going to get into that in a lot of detail.Art Dicker: My first question for you is if you can walk the audience through a bit, how we've gone over the years in different phases maybe of Chinese investment in the United States. Let's put, let's say maybe the last 20 years or so, what's a kind of a rough timeline of the types of investors and the types of investments that Chinese investors have been making over the last 20 years or so into the United States?John Ling: Sure, Art, I don't know about you, but I'm not someone who really ever tried to plan ahead and I never thought about a so-called career path. So I came to this country in '91, and my first job was to market pre-engineered metal buildings to China. Every one of our clients at that time was a manufacturing project.John Ling: So my first encounter with inbound Chinese investment project was a company by the name Fuyao glass. Oh yeah. They are the largest auto windshield maker in the world. I met them in '95; actually, their first project in the U.S. was in Greenville, South Carolina, where I currently live, and my wife's first job in the U.S. happened to work for the company, and the company was only less than $100 million a year in revenue. But yet the owner had quite some ambition to go abroad. He invested, I don't remember the exact dollar amount, but he was building a 130,000 square foot building, mostly for distribution and warehousing.John Ling: And also thought about going into a joint venture with Saint-Gobain, which is at that time, probably the largest auto windshield maker in the world, a French company. It never worked out. So they failed in that first effort. And, but having said that there, the gentleman or the company was featured in a documentary.Art Dicker: Oh, yeah, I know. Yeah. And I think the name of the movie is that American Factory, if I remember right. And they even won some kind of Oscar documentary film award. And now they employ about, I would say 3,000 or so employees in the U.S. in multiple States. Right. Including Ohio, Illinois, and South Carolina, maybe one or two more.John Ling: And my real first greenfield manufacturing project was Haier, the home appliances maker who later bought GE home appliances for $5.3 billion, and they were one of my clients in China. So they thought about coming to the U.S. in the late '90s to build a refrigerator factory. And of course understandably at that time people in China or in this country were wondering how in the world a Chinese company did do they just lose their mind coming by coming to the U.S. to build a factory? It should be another way around and remember in the mid or late '90s, you might as well say it's several generations ago in China. When you talk about, actually, there were hardly any so-called wholly-owned multinational company in China, but most say it's so-called joint venture.John Ling: And so they were, as far as I can remember, I think they are the first greenfield Chinese investment coming to this country, and I joined South Carolina Department of Commerce in January 2000. At the beginning of this century, and I worked at the head office for 5 years, and then they saw the opportunity in the Chinese market.John Ling: The governor and his commerce sector at that time, it was actually their idea upon seeing what's happening in China, and what kind of companies or opportunity I have introduced them to. So, they basically decided to set up a state office in China, and the state sent me to Shanghai in '05 to open the state office.John Ling: The first five, six years, there were some activities, but nothing shaking or big. I think, to me, I think the turning point was in around 2012. I think that's as we may remember, that was after the financial crisis here, and the economy globally was not in great shape. The Chinese government at that time seemed to have handled it better during that period.John Ling: So the economy seems to have sustained that hit. And also as Chinese business people travel to the world, they saw some opportunities and they saw, they also noticed the cost of manufacturing between the West, or in this case, the U.S. and China has been have been narrowed. So, they, so there are several companies that started the move.John Ling: So, I think that's why I think 2012 is a turning point as we start seeing. Projects ranging from tens of millions or hundreds of millions. Coming to this way, and I work with quite a few of them, uh, in the following years, COVID shut down a lot of things. So for about two, three years, nothing much happening, but the past two years, contrary to most people's thinking, when we see what's happening around the globe, and especially in terms of the geopolitics.John Ling: Or really the relationship between China and the U.S. most people may have thought this can. This could have almost stopped the inbound. Projects from China or great China region, but. What I have been seeing is that again, I have never seen such a strong pipeline. Never seen this many projects, so we are actively engaging with many different projects by taking them to visit different parts of the U.S. to help them to find the most suitable location for their project.Art Dicker: That's a great introduction. That's, you've lived the timeline that I was trying to get the audience to understand. So that's, so you're the perfect person to talk about it, and amazing. And you mentioned Haier that you worked with there.Art Dicker: It's not surprising that they're one of the first to come to the U.S. I know their CEO and founder was famous for taking a sledgehammer to break the refrigerators in the factory in the early days when it was moving over from a state plan company to a private company. Set the tone. And so it's not surprising that that founder would have the energy and creative thinking to come to the U.S. so early.Art Dicker: And that's a wonderful success story. You mentioned they bought the GE appliance brand, and they were able to maintain the quality because it's a wonderful brand that they make good things. And then you also mentioned one thing I wanted to emphasize for the audience. You mentioned around 2012, there was a switch where Chinese companies realized that the cost differential was not so big anymore between the U.S. and China.Art Dicker: And I guess that's largely because not so much anything that changed in the U.S., but China was becoming more expensive in labor costs and things like that. That's correct.John Ling: Again, me and my family lived in Shanghai at that time. And as I talked to many business people, they, no matter, they either came here for business or for leisure. And as I go, say, go to a department store, a restaurant, and very often they find. That it's really reasonable, a lot of things they are purchasing. And as they talk to their counterparts here or customers here and ask different questions, they find out actually for most parts, yes, there are still a gap between the wages in China and the U.S., but at the professional level, especially at the management level, there's Actually, the gap is even narrower.John Ling: So, when you consider, of course, when you are planning a project, you just don't look at the wages. You look at the overall picture. I guess my selling points at that time is that. When you think about how expensive. Then price is in China in Asia. And how hard for you to secure even a parcel of land, the utility costs, especially the electricities and the shipping costs, the freight costs, especially these days, duty.John Ling: Yeah, of course. At that time, nobody knew what happened in the following years or decade. I, again, I'm not taking pleasure in saying this, but every project I have WordPress. At the moment, up to today, every one of them is very glad that they made the move because say a few projects even told me that had they not made the move, their whole company might have gone by.John Ling: Now I am talking about, for example, one is a company that invested 200 million dollars in South Carolina, making the most basic goods, which is cotton yarn. And the owner told me had they not come the company, at least there is yarn spinning business in China. You know, is that actually, so he's very happy to have made that move.John Ling: I also have another client. They make the. What do you call that? Drill? It's an industrial drill. And some hand tools they bought us. They bought a company here in 2009 for about right under 30,000,000 dollars and. That was again, they were trying to, they saw some opportunity in this country after or during the financial crisis.John Ling: They went ahead and made a, to them, that's a huge purchase because it's not a big company. They actually just sold the business last year. I'm quite sure they made 10 times more, actually much more than that. And however, their, their business in China actually had not been growing as fast as they had hoped.John Ling: So by coming to this country and by Really taking advantage of the market opportunities they saw and also being able to export to other parts of the world. from their U.S. operation, add a lot of value to their overall company planning.Art Dicker: Let's unpack that a bit. That's very insightful. Let's unpack it a bit.Art Dicker: As far as a lot of people might assume still that the U.S. has drill bit manufacturers and Cotton industry equipment and and all kinds of like appliances like G used to made in the Haier example And what is it that Chinese companies have so is it that US companies are not in this industry anymore Anyway, so they've lost some of that competitiveness or know-how Versus China where as we all know China is super competitive, right?Art Dicker: And so it very much weeds out the weaker companies and the ones that can survive in China You I assume are already globally first in class these days. And so what is it that allows a Chinese company to land here and be able to operate so successfully from a cost perspective or from an operational perspective?Art Dicker: Okay.John Ling: Again, when I answer questions, I usually want, want to use one of my projects to explain where I come from. So. Again, years ago, when we look at this, when we look at us, we look at this as a country, the most industrialized country in the world, the most competitive market. And, um, but here most us business, we.John Ling: Especially the publicly traded. We have to look at each quarter, how we perform, how the stockholder would react. And we, if we cannot compete in that certain segment over time, we'll try to walk out. The, the small, medium-sized company, again, this is a much more mature market. So the growth for small, medium size.John Ling: Is with limited resources, it's hard to grow, like in some of the developing market. And unless you have some cool technology or know-how, otherwise for small-medium size, it's hard. Having said that, I'll use one of the projects I landed in Georgia. They make some, a product called TPE. I don't know how to describe it.John Ling: It's something between plastic and rubber. offers you the strength but also flexibility. So it's about 2 billion market in both U.S. and China. Yet in China, you have 1,200 some factories making this product at different scales or levels, while in the U.S. there were about eight factories. So my project owner at that time, he was supplying to the domestic Chinese market, as well as some multinationals that have operations in China, such as Colgate.John Ling: Lines and so on. So his thinking is that if I can be top two or three in the Chinese market, sure enough, I should be able to make a living among eight of us. And also his multinational clients are really trying to tell him he should come here to serve their operation. So that's why he did. Another thing I have noticed is that.John Ling: Among over 2 billion worth of manufacturing projects that I landed in the U.S. from China today, every one of them is making money. Uh, I'm not suggesting they never lost money. Actually, the operation I mentioned earlier, that yarn spinning mill was a 200,000,000 dollar investment, almost 400 jobs. They lost money for the first three, four years left and right.John Ling: And I feel so bad about that. And I told the chairman, I said, "Oh, come on. I'm sorry. I got you here. Now we are in such a mess." What happened was that the original idea was to produce yarn here, taking advantage of the cotton price here, as well as electricity costs. And ship these products to China. So when there was a change of administration from camp to the office, there was an escalated trade war between the two countries.John Ling: So China slashed some high tariff imported US cotton yarn. So almost from the time they went into operation, they got shut out of the Chinese market. Now they were struggling to find customers in North America, Central America, South America, and, uh, it takes time as we know. So I still remember what the chairman told me.John Ling: He said, he called my Chinese name and he said, "Unless one day I cannot afford this, otherwise I'm going to tough it out. I believe in the trend and when we do manufacturing, we don't look at the next quarter, next two, three years. We look at over time what's happening." He obviously believed in what he said. So now every time we met, he is, "Hey, you remember what I told you?"John Ling: We are doing good now. So I think that's, I also want to make a point here, which is as people may or may not know export out of China has been mostly handled by multinationals and private Chinese companies. Few state-owned companies ever bothered to do that. Number one, not mentioning trying to come to this country to set up a manufacturing operation.John Ling: They are smarter than that because that's a big risk to take for anyone, but especially for a state-owned company boss. So no matter during the time when the two countries were having a normal or more civilized relationship, or now, obviously a much more challenging environment, hardly any state-owned companies bothered to come here, unless I think for a short few years, there might be some trading firms, state-owned trading firms, or real estate.John Ling: I don't even think real estate can, but anyway, so every one of my projects was by a privately owned Chinese company. And I guess some mentality is such that you have seen so much in China, the competition, the big rivalry, and they are used to it again. Still, it's not for it's still for those that are willing to explore and take a certain amount of risk.Art Dicker: And when they come here, that's interesting because we're starting to get a sense of like the economic business rationale for coming here. And some of the most competitive companies and the experience they have from China. If they make it there, they can make it anywhere. When they come here to the U.S., what do they typically look for as far as a local team? You mentioned in some ways actually the talent here in the U.S. For the senior-level people, it's not so different than China where that's quite valuable as well. So is there a certain type of team that they look for knowing that, let's say that team has to work in two different cultures, for example?John Ling: Uh, yes and no, it's no different from you and me. If we set up our operation here, we always want to find people who are willing to work. Um, that's probably the basic that you are expecting from whoever you want to work with. And unfortunately it's not always easy, especially in the past few years during the pandemic.John Ling: And we hear companies as large as BMW, Boeing to mom-and-pop shops or small restaurant owners. Everyone is complaining about how difficult it is to find any labor, any willing labor. And also, I think they would like to, they are used to how in China from the senior management to the production workers, they really work hard and they are willing to put the extra effort into their daily work and that's I don't know.John Ling: Sometimes that might be a cultural difference or what or the fact that. When countries climb up on their income level, you, over time, you lose a drive. And that happens to many countries actually. And I think China is probably facing the same challenge as the, what do you call that, the population age. And, and also really as a company is becoming more prosperous.John Ling: That's something that I think for many of the Chinese companies. Companies coming here, they are having a little bit of a struggle to understand.Art Dicker: Yeah, I was going to say, I often think about that too. Is it a cultural thing? I don't think it's controversial to say that Chinese workers work really hard and both at the management level and at the kind of floor level, and I agree with you, I lived there for 16 years.Art Dicker: I could see it up close in some ways. I ascribe it to the fact that it, China has developed so fast, but it's really still just a generation. Yeah. Right. So it was only, it was only a generation ago that people were much more uncertain about their economic future. And even though in some ways, so many people there have quote made it and you think could live a more comfortable life.Art Dicker: There's still that, I don't know, but if it's an anxiety or just that hardworking DNA doesn't get shut off in just one generation. So I think it's that way as well. And that explains a lot of it. Whereas the U.S., like you said, it's been a developed country for a while now, but yeah, I know that's, I've heard as well.Art Dicker: It can be a bit of a challenge. How about the founders themselves? We talked about it a little already, but is there a certain mindset that a founder has coming to the U.S.? Do you, when, let's say, for example, someone comes to you, maybe the CEO doesn't have to be the founder, but a management team comes to you.Art Dicker: Do you see some things in the when you're talking to them in the early stages? Are there certain signs or other characteristics about the team and the founder that you see that you say? Okay, I think this is more likely to work. Because I see this quality in them or not.John Ling: Yes, actually, I for a few times as I take my projects to visit different states or communities.John Ling: Um, they heard about my work with these types of projects. Some even tease with my project, right? Oh, Mr. Lin has his own screening process. Or vetting process, and so, as I spend the past 2 decades or longer working with these types of projects, I, yes, I think there are certain things I'm paying attention to.John Ling: One is that I think. You may agree with what I'm saying, which is for any Chinese company that even dare to explore the possibility of setting up an operation, I'm talking about again, production operation in the U.S. They tend to be among the best in the industry, no matter is by the so-called Chinese standard or by really global standard.John Ling: They have to be very competitive. Otherwise, You know, it's just impossible for anybody who's willing to do this. And so if you were, I don't know, investment fund or private equity fund in the U.S. actually, I know sometimes when you look at different projects to invest or co-invest, I think these types of companies would pass a first initial test in terms of their competitiveness in the industry.John Ling: So during the period of time that the two countries had a fairly normal relationship with what they have observed or experience in China when you have people or capable team, or when you are well finance company, you can solve the world's problems. Problem. You shouldn't worry about a thing for quite a while.John Ling: Most of the Chinese projects, they didn't think they need a third-party consultant to help them. They feel with. Our own team was, uh, help from the state and county government and we'll. And again, that's another thing. In China, when they do such a project, they always talk to the local government, the industrial park authority or whoever.John Ling: And in China, as we know, government do have more influence or power in allocating things or in deciding things, but it's not always the same here. We definitely have a very different system. Again, most projects didn't understand that at that time. So, unless it's a project worth hundreds of millions of dollar.John Ling: They may, but even with that, they may not these, uh, hire a consultant. Uh, that has quickly change and I think they understand the, it's a much more. Different environment in everything every aspect. It's also a very. Challenging time in terms of the relationship between the two country, which adds a lot of uncertainty for any project.John Ling: Coming to from China, and so they are much more cautious. They ask a lot of questions. Which they should have done anyway, even years ago. So they, they do have a lot of concerns and worries. And by having said that, the U.S. has always been the largest market for almost any products.John Ling: So what drives them to come here really is the size of the market. And also nowadays, very often. It's our customers in the U.S. whom they have a long-term relationship, basically telling them, "Please, could you come here? So we don't run into some. Situation like we experienced over the past few years, the interruption supply chain, the high ocean free cause the uncertainty."John Ling: I think business around the world, they are very used to up and downs. It's a nature of any economy, but they just. If they can, they want to avoid the uncertainties. And also in the past customers in the U.S., we're not so willing to pay for a certain premium to avoid that or reduce that uncertainty. But now more than ever customers here in the U.S. are willing to pay for that premium if that gives them more certainty. I mentioned about the, in the years past, they were not willing to consider a 3rd party consultant. Another thing they were not so interested was to find a local partner. I'm talking about to do this together. Because again, that went back that goes back to the fact that they are big, they are competitive, they feel they can conquer the world.John Ling: But now I think they are much more willing to, uh, uh, have a joint venture with a local partner. It could be in the same industry. It could be an equity partner. They are much more willing to. Sometimes they are even willing to take a minority ownership.Art Dicker: It's almost somewhat similar to what foreign investors in China went through a similar cycle, right?Art Dicker: In the beginning, there was either a government preference or a lot more people started out forming joint ventures and stuff. Of course, in the auto industry, you had to, and then there was a preference for woofies and setting up your own, doing things on your own. But now it has also gone back and come back full circle again, where maybe not a traditional joint venture, But you might have a local company take over, license the technology or the brand even to them.Art Dicker: And so it's interesting. Yeah. Somehow people have learned their lessons that that actually might work better these days. Yeah. Got it. And you mentioned working with local government here in the U.S. and that's the last topic I wanted to get into a bit. And that's where your work really is important, but maybe the most important part of what you do.Art Dicker: The, and that is the engagement process with the local government, whether it's from fact factoring into site selection and maybe some incentives and so forth, what is, what has been your experience as far as which state, I don't want to get you in trouble, but which state governments are more receptive Or what the process is like and your role in the process, helping that engagement.John Ling: again, I spend a total of 19 years working for two state economic development agency, 15 years with South Carolina, four years with Georgia.John Ling: So I used to sit on the other side of the bench, um, talking about project like this. And now I'm in the private sector trying basically to do the same. I think what again, it doesn't matter if it's a Chinese project or any international project. People just want to go into a community that feel they are being appreciated or welcome and, uh.John Ling: Also, the Chinese culture is such that they value the relationship and they want to build a good relationship. And especially when they come to a not so familiar environment, they are much more sensitive to a lot of things. For example, even I saw yesterday I was sending a request to real estate broker.John Ling: On behalf of 1 of my project, they are looking at a facility. In the South seas to acquire and 1 question they ask is about the wind direction. That's coming and ask me, like. Why they are asking this question so I said they. There's 3rd slide you might not even have noticed a slide. Older and there's some noise.John Ling: I don't believe it's actually us. We were standing at 1 facility during their visit in December from distance. They were surprised about the noise level, so to speak. They were like, Oh gosh, if it were in China, this plan will be shut down now. And, but I think they are much more sensitive to, to be a team player, so to speak, and they want to be part of the community.John Ling: So they are very sensitive to this. And so what I had done, and I think what had worked. Again, because of the travel restriction over the past few years, it's hard to do that. And hopefully that's going to come back at some point, which is, I remember when I was with South Carolina, every year we'll organize.John Ling: Maybe one or two group visit that sometimes composed by elected officials, private business, company owners, lawyers, accountants, you name it. And actually, they started going there in almost as soon as we set up an office in Shanghai around 06. They pay their own time. I don't think you know, they get rewarded immediately because for quite a while there were hardly any project and I was struggling to line up visit for them when they visit there.John Ling: Obviously, everyone wants to visit active project, but I didn't have hardly any to show for.John Ling: And another thing is sad. Again, that's about state politics. When a group from certain part of the state cam, sometimes I was told you shouldn't favor one region over the other. So I wasn't supposed to take them to visit active project.John Ling: Anyhow, anyway, and then by the time I mentioned around 2012, when projects start happening and there were much more come project visits. These group of people have the, how should I say, understanding or a little bit more understanding about the country as a whole in China, about their people, culture, at least you find some topics to talk about.John Ling: and I think communication on any project is so critical. And it doesn't matter where was where this community is or state is, I think it's just how you make a project feel comfortable. And feel welcome, and I think that's important.John Ling: Another thing I want to. Add is that it's no different from a company that wants to open the international market.John Ling: It may take a while to get you there to position. Well. Uh, in that market, and you want to be able to position yourself early, especially in the growing market. And once you build your name recognition. It's difficult to lose that. So, South Carolina for a while, because of the fact that they position themselves ahead of every almost every other state.John Ling: They build a name recognition among Chinese project as a state. To locate the manufacturing project again, it's not because the state is better than. Any other states or more competitive, but rather it's, it's a name recognition of people. Do you talk to each other, especially when you are trying to decide.John Ling: For a project like this, and you do Internet search, you talk to the actual project. And so now most people find us through Internet search through my previous project or current projects. And by having said that, that's why I think it's important for any state and community. That if you are interested with the economic development project, we look at this project.John Ling: We. Try to understand the profile of the project, what they are looking for. And 1 thing I, again, I normally would recommend is that. If a community, if a project became interested with your project, you are in the final. 2 or 3 would make the effort to travel there to see their operation to to have a better understanding.John Ling: And I think that will position. Uh, this community at a much stronger position during the process.Art Dicker: Interesting. Yeah, that's very helpful. I think the, the audience, I think is whole journey. You've taken the audience through about the mindset of Chinese men and Chinese founders and what they're coming from in the, in China, it's such a competitive environment and what they can bring here.Art Dicker: Like you said, they make it there. They can make it anywhere. And even temporary economic challenges are not enough to throw them off. They're in it for the long haul. So that's a great, I don't think that's such an obvious, those are such obvious points at all. And from people just hearing about the headline numbers of what it takes and the investment amounts and so forth, John, it's been totally a thrill to have you on.Art Dicker: And I just think that some people are going to listen to this and maybe want to reach out to you. I'm not sure exactly. For what? Either for a project, or maybe they're a state, they're a state officer hoping to attract investment for their state, or for whatever reason, if someone wants to reach out to you, is LinkedIn a good way to reach out to you?Art Dicker: Or is, what's, how should people? That will be good. Yeah, we can put your LinkedIn up on the website and we also post this on LinkedIn. So hopefully that'll be easy for people to find you. I just want to thank you so much for joining us. This has been again, very helpful. And I do think our audience is going to get quite a lot out of this episode, just from the decades of experience you have doing this.Art Dicker: And it's a fascinating topic. John, so much for joining us. https://www.asiabusinesspod.com/

Ce vendredi 15 mars 2024, Andrzej Kawalec, directeur Général chez Moneta Asset Management, et Éric Lewin, rédacteur en chef des publications AGORA, se sont penchés sur les titres Saint-Gobain et Accor, dans On achète ou on vend ? dans l'émission C'est Votre Argent présentée par Marc Fiorentino. C'est Votre Argent est à voir ou écouter le vendredi sur BFM Business.

Análisis con Alberto García-Blanco Baeza, responsable de Sostenibilidad para España de Saint Gobain, y Beatriz Alonso, directora de Sostenibilidad de Surus

Remember, you can watch the Superpowers for Good show on e360tv. To watch the episode, download the #e360tv channel app to your streaming device–Roku, AppleTV or AmazonFireTV–or your mobile device. You can even watch it on the web or YouTube.When you purchase an item, launch a crowdfunding campaign or invest after clicking a link here, we may earn a commission. It's an easy way to support our work.Devin: What is your superpower?Dana: I asked some of my team yesterday on a call what they thought my superpower was. Since this is a family show, I'm going to self-edit here and say that they said, “If we had to describe Dana Spain's superpower, it's that she gets stuff done.”Dana Spain is a second-generation business leader and real estate developer who turned her attention to supporting veterans. She founded the nonprofit Veterans Villages to house unsheltered and impoverished veterans.She shared the founding story and the vision with us:Veterans Village came out of a very simple problem; the problem that I saw when I was running a small but very mighty homeless shelter for female veterans is that when they put in all the work and did all kinds of enrichment programs–mind, body, spirit started to make great positive steps in their lives–government agencies were putting them in abject squalor when they were applying for independent housing. I just couldn't believe the scattered sites and the drug activity and crime-ridden areas that our ladies were being put into, especially when there was an affordable housing crisis all across the country. But these are people who have fought for our freedoms, and they're being discarded as if they're second-class citizens–if citizens at all. So, I was very frustrated and finally had enough. I went to my dad, who was alive at the time, Bernard Spain. He was an army vet. And over cocktails–where we always did our best business meetings–I said, “Dad, I'm just so frustrated. We work hard, the ladies work hard, they're veterans. Yet we're throwing them away and then wondering why the cycle of homelessness and bad decisions continues.”He looked me square in the eye, Devin, and he said, “You build buildings for a living. Why don't we build a building that is respectful, safe, affordable housing for our veterans and show the government how it's done?”So Veterans Villages was born. The first Veterans Village is called the Bernard Spain campus as a legacy to my dad because he was the force behind the idea of let's not talk about it, let's be about it. Let's build brand new construction, just like my market-rate apartments, and make it solely for our veterans who are coming out of transitional housing or addiction recovery programs or trauma centers, and have it be a place where our veterans can live together in a community, hence the village concept.If they are having a bad day, if they feel like they're going to make bad decisions, they have 46 other apartments to go to to knock on the door and say, “I could use a cup of coffee or a shoulder or an ear,” or “Let's watch a ball game together.” It stabilizes a foundation for them to thrive so the cycle does not repeat itself.That lesson from her father, the sense of urgency to be about something rather than talking about something, became Dana's superpower.AI Episode Summary1. Devin introduces the show "Superpowers for Good" with the guest Dana Spain, founder of Veterans Village, which is aimed at supporting veterans through housing and community.2. Veterans Village was born out of Dana's experience running a homeless shelter for female veterans, where she saw a need for better housing solutions after transitional programs.3. Dana's father, an army veteran, proposed building a respectful, safe and affordable housing project for veterans, which led to the founding of the first Veterans Village, named the Bernard Spain campus.4. The project was funded privately through corporate and foundation donations, grants, and traditional financing without relying on government funding or tax credits.5. Key supporters of Veterans Villages included Saint-Gobain's Certainteed, Dow Tile, Amira Vets, Quatro Capital, and First Citizens Community Bank.6. Dana's professional background includes a career as a developer after working in various fields, such as translation for a French bank, retail with Hallmark stores, publishing, and commercial real estate.7. Transitioning to veteran-focused charity work, Dana identified a lack of safe housing for female veterans, particularly those suffering from military sexual trauma.8. Dana describes her leadership style as direct and results-oriented, with a propensity to surround herself with expert teams and adapt plans as needed.9. A past accomplishment highlighted by Dana was the successful fundraising campaign for the Philadelphia Police Foundation to reintroduce the mounted police, a project initially deemed too expensive.10. Dana invites listeners to visit VeteransVillages.org to learn how to get involved with the initiative, highlighting the variety of ways support is welcomed, including donations and volunteering.You can support veterans simply by sharing this post to increase awareness.How to Develop Getting Stuff Done As a SuperpowerDana describes her superpower this way:I see a problem. Instead of the problem being the obstacle, the problem becomes the challenge to find a solution. So, in all of my endeavors, whether on the for-profit or nonprofit side, I look at the problem, the issue, and how we resolve that issue. How am I going to roll up my sleeves and get my hands dirty to be the first one on the front lines to address the issue?She adds:I'm not much of a business plan kind of gal because I feel that it puts you in this box of, “Okay, well, here's my business plan that's going to happen in six months, 12 months, 18 months, three years. So, I have to stick to that because that's the plan. I'm more of a back-of-a-cocktail-napkin kind of gal that every six months, I have to say, “Okay, well, that didn't work. Let's scratch that off. Let's let's go over here. Let's go over there.” Especially, I would say, in our charity endeavors, it's very organic. You have to be able to reposition on the fly.She shared an anecdote that typifies the way she gets stuff done. While serving on the Philadelphia Police Foundation, the police commissioner, Charles Ramsey, asked for help bringing back the mounted police.One board member spoke up to suggest that the challenge was somewhere between silly and impossible, “We're never going to get that done.” Dana says the doers on the board simply said, “Watch us.” Creating a fundraising infrastructure that had never existed in the past and hosting events that had no precedent, they raised the money and brought back the mounted police. They still ride in Philadelphia.By following Dana's advice and example, you can make getting stuff done a personal strength. With practice, it could become your superpower, enabling you to do more good in the world.Remember, however, that research into success suggests that building on your own superpowers is more important than creating new ones or overcoming weaknesses. You do you!Guest ProfileDana Spain (she/her):President, Veterans VillagesAbout Veterans Villages: Veterans VIllages is a 501(c)(3) nonprofit organization dedicated to providing safe and affordable housing for America's veterans facing conditions of abject poverty and, in many cases, housing insecurity. Our replicable modular construction model ensures that we can expand our reach and impact and create Veterans Villages nationwide. Website: veteransvillages.orgX/Twitter: @veterans_vCompany Facebook Page: fb.com/vbcgivingfoundationLinkedin: linkedin.com/company/veteransvillages/Instagram Handle: @veterans_villagesBiographical Information: Dana Spain is the founder and president of Veterans Villages. A serial entrepreneur and philanthropist, Veterans Villages is Spain's third nonprofit following the creation of HAVEN Women in 2016 and the Philadelphia Animal Welfare Society (PAWS) in 2005. Upcoming SuperCrowd Event CalendarIf a location is not noted, the events below are virtual.* SuperCrowdHour February with the CfPA Executive Committee: This free event on February 21, 2024, at 1:00 PM Eastern, features President Brian Christie, Vice President Jenny Kassan, Secretary Brian Belley and Chair Scott McIntyre. Learn how you can join and make a difference. Earn rewards!* SuperCrowdBaltimore, March 21, 2024. This in-person event at the B&O Rail Museum features some of Baltimore's prominent citizens and community leaders. Save 30 percent with the discount code “SuperCrowd.”* SuperCrowd24, April 17-18: This two-day virtual event is our biggest event of the year. Don't miss it. Save 50 percent with the discount code “SuperCrowd.”* SuperCrowdChicago, June 12, 2024. Save the date! More information is coming soon!SuperCrowd Community Event CalendarIf a location is not noted, the events below are virtual.* Crowdfunding & SBA Lending with Kathleen Minogue of Crowdfund Better, February 6* Neighborhood Economics, February 26-28 in San Antonio, TexasIf you would like to submit an event for inclusion on our community calendar, click here.Superpowers for Good is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. Get full access to Superpowers for Good at www.superpowers4good.com/subscribe

durée : 00:45:15 - On n'arrête pas l'éco - par : Emmanuel Duteil - Au menu ce samedi : un chômage en hausse, des supermarchés qui dégringolent, des livres alléchants et de l'habitat durable. Avec un invité, le patron de Saint-Gobain. Il réclame un plan Marshall pour la rénovation énergétique des logements. De quoi faire diminuer nos factures d'électricité ? - réalisé par : Céline ILLA

APAC stocks traded lower across the board, following the weak lead from Wall Street; Mainland China saw the shallowest losses among the majors.Meta shares fell 3.4% after-market during the earnings call despite rising almost 5% post-earnings; Alphabet closed with losses of near 10%.DXY found a firmer footing and traded in an APAC range north of 106.50; G10s were softer across the board while USD/JPY approached 150.50.European equity futures are indicative of a softer open, with the Euro Stoxx 50 future down 0.9% after cash markets closed up 0.2%.Looking ahead, highlights include US GDP, PCE Prices Advance, IJC, ECB & CBRT Policy Announcements, ECB's Lagarde & BoE's Cunliffe, and Supply from the US.Earnings: BNP Paribas, Danone, Evolution, Hellofresh, Mercedes Benz, STMicroelectronics, Saint Gobain, TotalEnergies, Volkswagen; Standard Chartered, Unilever, WPP; Valero, Comcast, UPS, Southwest, Mastercard, Merck & more.Read the full report covering Equities, Forex, Fixed Income, Commodites and more on Newsquawk

We sit down with Saint-Gobain's CEO, Benoit Bazin, to hear about his journey, passion for enhancing quality of life in our cities and how sustainability lives at the heart of everything the company does.See omnystudio.com/listener for privacy information.

In this special episode of Shaping Sustainable Places, recorded during Climate Week NYC 2023, we delve into the collaborative spirit driving sustainability in the development and construction sectors. The emphasis is on collective action and shared innovation to accelerate climate-focused initiatives and decarbonize the built environment.We welcome Justin Travlos, Global Head of Responsible Investments at AXA IM Alts, Lena Hök, Executive Vice President of Sustainability and Innovation at Skanska Group, and Benoit Bazin, CEO of Saint-Gobain, as our guests. They share insights on the evolution from vision to action, detailing how their organizations embody sustainability commitments through cross-sector partnerships and knowledge sharing.Listen and subscribe to the podcast.Learn more at Foresight.#ShapingSustainablePlaces #ClimateWeekNYC2023Skanska is providing this podcast as a public service. Reference to any specific product or entity does not constitute an endorsement or recommendation by Skanska. The views expressed by guests and hosts are their own, and their appearance on the program does not imply an endorsement of them or any entity they represent. Views and opinions expressed by Skanska employees are those of the employees and do not necessarily reflect the view of Skanska or any of its officials. While Skanska endeavors to keep the information up to date and correct, Skanska makes no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the podcast or the information, products or services mentioned in the podcast for any purpose. Any reliance you place on such information is therefore strictly at your own risk.

There's no better way to figure out your customer than to study them! Voice of Customer research (VOC) is a tremendous and powerful tool, and the specialty of our guest.Dave Loomis is the President of Loomis Marketing, LLC, a consulting firm focused on providing and coaching voice-of-customer interviewing for B2B companies. Dave helps some of the world's largest and well-known B2B brands, including GE, STERIS, Saint-Gobain, Oshkosh and Xerox. He is a co-host of the B2B Marketing & Sales Podcast, and the author of Marketing is Everything We Do.We discuss:The importance of REAL voice of customer inputThe right ways to do voice of customer researchSuccess storiesWhat is "customer outsight" and what's motivating you to write about it?Dave's Top Tips:Know who your targets are, understand what motivates them, figure out how to reach them most effectively and engage with them consistently. Add value, be professional, but have fun!There is no substitute for personal relationships.Connect with Dave Loomis:dave@loomismarketing.com 440-725-1400www.loomismarketing.comhttps://www.linkedin.com/in/davidloomis/ Mentioned in this episode:John Lee Dumas book giveaway - join newsletter listJohn Lee Dumas book giveaway - join newsletter list The Common Path to Uncommon Success