Technological innovation is a core component of modern businesses’ development strategy. Here’s how Savoura has made it a priority.

Savoura has made innovation the driving force behind its greenhouse production business. It has just invested $55 million in its largest project ever, in Sainte-Sophie, where it all began in 1995.

This nine-hectare greenhouse complex, the largest ever undertaken by the group, houses tomato production in state-of-the-art facilities designed to the highest environmental standards. This is just the beginning of its ongoing optimization drive.

We spoke to President and CEO Peggie Clermont about Savoura’s innovation approach.

Staying competitive and profitable

To stay profitable and adapt to market conditions, the business had to look at ways of optimizing its processes, and got all players involved in preparing and implementing a step-by-step action plan.

Peggie Clermont stresses the importance of maintaining a balance between the business’s competitiveness and high quality standards. In her words, “It’s crucial to stay competitive in our industry, but not at the expense of our product quality.”

Her words reflect her commitment to harnessing innovation to improve production processes, reduce costs and increase efficiency without compromising the quality of Savoura’s products.

Identifying priority needs

Innovation isn’t just about technology. It’s a state of mind, a way of approaching things. Peggie Clermont sees innovation as a continuous process, a way of “doing things differently” in all areas of a business, from research and development to sales and production. It’s not static—it’s in perpetual motion.

The organization, like the rest of the industry, is facing numerous challenges and must determine which priorities and solutions are most viable in the short, medium and long run.

Every generation is a new generation. How can you attract generations X, Y and Z and put their talents to work for your business?

Typically, each generation of workers has its own characteristics and aspirations. You should take this into account when interviewing candidates because the work experience they will want will vary based on whether they are in their twenties, thirties or fifties.

Each generation has its own priorities

Of course, each case is unique. But it’s fair to say that younger workers often look for the following:

• Opportunities to progress rapidly within the organization;
• Good, progressive conditions for work-life balance;
• Businesses that are at the forefront in terms of technological tools, ways of doing things and communication methods;
• Businesses that encourage knowledge sharing and have a strong organizational culture, in a climate of trust and respect;
• The possibility of relying on a mentor (a more experienced employee) in the organization and on a friendly, collegial environment;
• More human employers and a closer relationship with the immediate supervisor.

Meanwhile, older workers are more interested in:

• Organizations where they can share their experience;
• Challenges in which their level of expertise is valued and contributes to success;
• Greater leeway in their responsibilities;
• Flexible working hours, such as the option of a four-day week.

Generational mixes: an asset

As far as possible, be open to assessing applications from different generations to broaden and enrich the potential talent pool. This will make it easier for you to find the skills profile you need.

What’s more, aiming for a generational mix within your organization is a winning factor in recruiting and engaging staff.

Each age group has its strengths, can learn from another age group and can contribute in varied and complementary ways to the success of your business. With a structure and culture that encourage collaboration among your multi-generational employees, you’ll create an engaging work environment that fosters knowledge sharing and the development of new ideas.

Cultivating a sense of belonging

Engagement is just as important as recruitment because it’s the key to retaining your employees. So, create an organizational culture that emphasizes collaboration, development and recognition. Help younger workers to progress and older ones to share their know-how.

It’s your responsibility as an employer to motivate your troops and be proactive, especially in a teleworking context. You should do so through collaboration and communication tools, as well as training and activities that help develop that sense of belonging so essential to the success of any organization.

Adapting to candidates’ aspirations

In recent years, the labour shortage has shaken up recruitment strategies. Facing an abundance of vacancies, most workers can shop around and choose the job that best suits them. It’s up to employers to be as appealing as possible, and to adapt to the needs and aspirations of candidates interested in a position.

That’s why it’s important to focus your attention on the candidates you’re interviewing and take an interest in what motivates them.

See where they are in their career path and make sure you fully understand their needs. For example, ask them what they want to achieve in the next three to five years. This will help you:

• Assess whether your offer matches candidates’ needs;
• Find out whether candidates are ready to commit to your organization for a given number of years;
• Propose an integration, development and training plan that aligns with candidates’ aspirations.

To build a relationship of trust with candidates, provide them with ample relevant information about the support you’ll be providing. And of course, once you’ve hired your rare gem, make sure you keep your promises!

Looking for advice on how to optimize your recruitment and staff engagement efforts? Contact our specialists. They’re happy to help.

The International Accounting Standards Board (IASB) has amended IAS 21 The Effects of Changes in Foreign Exchange Rates to clarify the approach that should be taken by preparers of financial statements when they are reporting foreign currency transactions, translating foreign operations, or presenting financial statements in a different currency, and there is a long-term lack of exchangeability between the relevant currencies.