The collective at the heart of the project
Acquired by its management team, supported by a local investor, ActuaPlast aims to strengthen its status as an expert in plastics processing by relying on its workforce of around one hundred employees within a participative framework.
Céline Le Gallic and Fabrice Collet have a deeply rooted commitment to collective effort. While easy to put down on paper, this management philosophy is one that the current leaders of ActuaPlast, a plastics processing specialist based in La Forêt-Fouesnant, are committed to implementing on a daily basis
Involving employees
Co-managing directors of the Finistère-based SME since 2022, they took over the reins in 2024 with the goal of fully stamping their own mark on the company. ‘We are convinced that the success of a project, especially in the case of a business takeover, depends on the fullest possible involvement of employees,’ confirm the two leaders, who have 22 and 19 years of seniority, respectively. ‘ActuaPlast is a company where we have spent the majority of our careers, which we know inside out, and which we wanted to eventually take over while involving as many people as possible. This acquisition was carefully considered and prepared with the former director, Ronan Perennou. From the moment we took on general management, he allowed us to lay the foundations of an organization aligned with our vision and to develop tools that we can now leverage to move faster.
“ONE OF THE COMPANY’S STRENGTHS HAS ALWAYS BEEN ITS ABILITY TO MEET DEMANDING SPECIFICATIONS.”
ActuaPlast is recognized for its technical expertise in plastics processing for applications in the automotive, agricultural machinery, defense, and aerospace sectors.
An unexepected surge of Interest
To successfully carry out this participatory work, Céline Le Gallic and Fabrice Collet called on Hélène Scudeller from the consulting firm Ad Astra, who supported them in setting up working groups that brought together the company’s various departments to work in a ‘project mode’. ‘No more executive committees or meetings by department’.
With this new organization, participation exceeded our expectations. Where we expected a maximum of five employees, we ended up with 15 motivated participants who were happy to be involved. Our client audits had already confirmed this approach, as the auditors were impressed by the staff’s commitment to their tasks and their positive attitude.
Vote for a new logo
The first tangible outcome of this approach can now be seen daily through a redesigned visual identity. ‘The ideas were put to a vote among employees because the decision needed to be shared by everyone. A logo remains a symbol, but it is the process of getting there that makes us all proud.’ Aware of the need to sustain this enthusiasm, the ActuaPlast leadership duo challenged their teams with four collective goals to propel the company into the future: Expertise and Skills, Strategy…
Source : Fusions magazine
