Ne ovia inaugur ate s
its glo b al innovatio n centre
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PR E SS RE LE ASE / 8 t h July 2016
Ta b l e o f c o n t e n t s
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E D ITO RIAL
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I nnovatio n accordi ng to Neovia
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i nnovatio n cult ure and proced ures
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Priorit y innovatio n fields
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an investment fund dedicated to innovation
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T he «We’nov» B uildi ng
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1 5 m onths of construction in im ages
Launched in March 2013, the global innovation centre embodies our vision
of innovation. An ambitious and open
vision, based on internal procedures
reworked and adjusted to the challenges of an increasingly connected and
changing world.
A vision that closely involves the players in our French and international ecosystems: customers, suppliers, research institutes, universities,
competitiveness clusters, start-ups.
A vision that places innovation firmly at the heart of our company
strategy to ensure the sustainable growth of our business lines and
our new activities.
With «We’nov», our global innovation centre, Neovia will accelerate
the development and finalisation of innovative solutions and services in the animal nutrition and health sector. This centre will also
foster the increase in collaborative projects with the players in
our ecosystem, in an assimilated approach of open innovation and
sustainable growth.
A building that is resolutely innovative in terms of energy, environment
and connectivity, the global innovation centre will also spotlight
new ways of working that are resolutely open and collaborative.
Working methods that apply a co-creation approach such as Design
thinking or digital.
E D ITORIAL
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In addition, the global innovation centre is clearly the keystone of a
network of experts and global partners. Backed by the creation of
an investment fund dedicated to innovation, it illustrates the ambition of our new name: Neovia.
By Hubert de Roquefeuil
CEO of Neovia
A new name that expresses a paradigm shift, a new dimension to
our company, and demonstrates our wish to open a new way, the
route of innovation, Neovia’s mission!
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I n n ovatio n
accordi n g
to Neov ia
IN
a changing world, innovation is even more
mandatory. In 2050, with over nine billion
human beings to feed, current solutions will
not be enough. Anticipating changing market
needs and turning major challenges into outstanding
opportunities for growth are the missions that Neovia
entrusts to innovation. That is why, for Neovia, innovation
is at the core of its strategy.
Effective innovation involves constantly examining changing
market needs and thinking of adapted solutions, products,
and services. It means being adaptable, flexible, responsive,
open to others and new ideas, and stay interconnected.
To achieve this goal, in March 2013 Neovia launched the
global innovation centre initiative, now called We’nov. This
project intends to embody two goals: enable Neovia to
place innovation at the heart of decision making and ensure
a higher success rate for tomorrow innovation projects.
This new programme will encourage synergies between
players and innovation entities within the group worldwide.
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K n owin g its m a r kets
qu e stions to. . .
e r i c d e S e g u i ns Pazz is
SE N IO R V P M A R KETING, business development
an d innovat ion
How does Neovia analyse the value of
and changes to its existing or
target markets?
How do the market data and the quality
of the customer relations support our
innovation approach?
To better understand its markets, Neovia has developed a multi-pronged
approach based on the following sources:
Each innovation project is based on a well-focussed dialogue between
marketing and innovation. This approach means the ideas or concepts
can be compared against quantitative data concerning the market or
our customers. That is the concept promoted by our We’nov initiative!
This dialogue is also constant with our customers, and is especially important during the downstream and pre-project phases. During these
phases, prototypes are tested amongst the customers or user panels,
so as to refine and confirm the benefits of the products and services
considered. As you will have already realized, the customer is at the
heart of our process and ensures that our innovations are pertinent.
Analysing available market surveys
Carrying out ad-hoc market research
Reviewing reports from professional associations worldwide
In-house Market Intelligence unit
Evaluating local or regional opportunities through our subsidiaries
Feedback from sales teams in the field
Setting up call campaigns through our customer relations centres
(cf. Mexico)
This multi-criteria approach allows business-line managers and marketing
to have an accurate map of the various markets and customer segments.
How important is it to understand the diversity
of our customers’ needs and uses?
Innovation must always be based upon the customer’s needs and uses.
That makes it possible to understand and define from the very beginning
the distinctive products and services that will provide our customers
real added value: use, technical or economic value. Consequently,
constantly monitoring changes in uses of our customers, in the field,
means we can better detect their latent or implicit needs - sources of ideas
and development for our innovation teams. Through this approach, we
benefit from an in-depth understanding of the segmentation and needs of
our customers. Combined with our knowledge of our target markets, this
allows us to quickly estimate the market potential of an idea or a concept.
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How can a global company learn about
specific local conditions?
Innovation is always a two-fold dynamic. The company can propose
it to its subsidiaries, or a local requirement can become international.
As a result, each concept is tested beforehand in the main target markets
to identify the idea’s potential benefits for each of our local markets.
The involvement and opinions of our teams or customers, in the
countries in which we operate, are therefore vital. They encourage
a different perspective and prevent from inappropriate decisions that
do not match local conditions.
I n n ovatio n accordi n g to Neov ia
B e t t e r un d er sta nding the uses and needs of its cu stome r s
The world in which we live is changing very rapidly. So it is particularly risky to «innovate alone in your
corner» today. For that reason, Neovia strongly advocates an approach of co-developing its products
and services with all of its stakeholders: farmers, customers, private and cooperative partners, suppliers, employees, and consumers. This co-creation or co-development is a reality at each step of the
innovation process, from design to marketing.
Design Thinking:
5 key steps
Step 1 empathy
Learn from the users
Step 2 definition
Specify and process the issues
raised in the previous step
To achieve this goal, Neovia has set up its Design Lab, a Design
thinking department in its global innovation centre, to carry out the
design, prototyping and testing in the same place. This method, used
by the leading Internet and new technology companies, is the fruit of
a detailed analysis carried out by Stanford University into the importance of uses.
The Design thinking method is based on the following principle: the
uses of the users are the starting point for reflection. This methodology also aims to transform the identified needs of users into
technical and technological solutions that are viable from a business
point of view. Resolutely multidisciplinary, Design thinking is a synonym
for transversality. It enables the various units of the company to always
have better knowledge and understanding of each other. In this way,
the company innovates effectively, i.e. collectively.
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Above :
workshop in the Design Lab
Step 3 ideation
“Brainstorm” to develop
creative solutions
Step 4 prototyping
Give an idea physical form
as a prototype (sharing with
the customer)
Step 5 testing
Test the concept with a group
of users and validate it
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E n co u raging a nd p r omoting collaborative work
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The opposite picture, on the left:
Welcome of the council of the School of
Agriculture of Angers
On the right:
Informal meetings between digital and
communication teams
Each person has a role to play in innovation. It is the diversity of the
business lines, cultures, experiences and points of view that gives rise
to the distinctive responses and solutions that meet the needs and
uses of our customers and partners, locally, nationally and globally.
Design Lab, digital: propose and test innovative products, solutions
or business models supported by the customer; and quickly make
sure of their industrial feasibility and economic viability so as to
reduce the time to market.
Based on this observation, the global innovation centre has brought
together in one place several functions and business lines that play
a key role in each development step of an innovation project. This
approach aims at promoting openness, transversality and discussions
between the business lines, functional departments and internal and
external stakeholders:
arketing, Business development and sales teams: validate the
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business model of the solution chosen; define a suitable marketing/
sales strategy; and support the roll-out and marketing of products
and solutions.
Strategy and marketing: know its markets; understand and
anticipate the new expectations or uses of each target customer/
market; anticipate regulatory changes; etc.
Innovation, R&D, external partners, industrial/technological experts,
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The building’s design and layout have been developed to meet with
the need for transversality, creativity, rapidity, and to encourage collaborative working: formal and informal meeting rooms, open areas,
hoteling offices, video-conference systems, «stand up meeting rooms»,
many areas for small group discussions, sports room. Thanks to this
approach, the company’s various functional units live, work and think
together in the service of our customers and partners.
I n n ovatio n accordi n g to Neov ia
A dy n a m ic Op en In n ovation
qu est i on s to...
VIN CEN T SI N C HOLLE
design lab manager
Innovation is a state of mind based on the capacity for openness of
the company, employees and teams. This way of looking at the world
leads to constantly questioning practices and solutions in the light of
changing expectations from customers and the market. Also, innovation
does not mean being limited to the company know-how. It involves increasing contacts and joint projects with external partners (customers,
private and cooperative partners, suppliers, etc.) in an assimilated open
innovation approach!
Today, the companies that make a difference no longer innovate
in isolation. They surround themselves with an effective, strong,
and durable innovation ecosystem consisting of the leading public
and private players, competitiveness clusters, start-ups, researchers,
universities. Innovative and successful companies also always ask the
following three questions: do I need to make this project («make»),
buy it («buy») in order to exploit it, or produce it in partnership
(«co-innovation»)?
How was this concept
born?
This concept arose from the
observation that nowadays a
company’s boundaries are
more and more artificial with
regarding its ecosystem.
The innovative company must
interact at all times with its
stakeholders at each step in
a project’s development.
What are these
interactions?
What is open
innovation?
Open innovation is the link
between a company and its
environment that enables
improved sharing of the risks
and benefits linked to an
innovative project with
external partners.
No company has all the
expertise or experience
required to carry out an
innovative project.
We therefore need to be open
and systematically search
outside on a case-by-case basis
for the skills or know-how that
will allow an innovative project
to be carried out. This approach
makes it possible to accelerate
development and to increase
our ability to innovate.
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i n n ovatio n
cu ltu re a n d
p ro c edu re s
qu est i on s to...
Mat h i eu Tourn at
Innovat ion Managemen t
Director
How is the innovation approach «implemented»
at Neovia?
Our innovation approach is designed to increase, accelerate and
make more reliable the development and marketing of innovative
solutions. Thus, we have defined a methodology for developing robust
innovative projects based on 6 key steps (from idea to marketing).
Passing from one step to the next entails meeting clear criteria and
appropriate approval bodies have been set up at each step (innovation
committee, management committee). This methodology also means
that the scope and objectives of each project can be clearly delimited.
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i n n ovatio n c u ltu re a n d pro c edu res
Besides the procedures,
how does the innovation
culture develop?
Innovating means a different
mindset and way of working.
The global innovation centre
encourages therefore new
methods and ways of working
(Design Lab, etc).
It also regularly offers
employees the opportunity to
meet creators or innovators
from their own or other
business areas in «innovation
meetings» or ad-hoc events.
In addition, so that innovation
moves out of the design area
and takes physical form,
we also organise challenges
allowing employees to submit
their innovation ideas and be
supported by the company
in achieving them (financial
support, resources provided).
These initiatives allow
everyone to become aware of
their potential for innovation
and above all to realise it!
Innovation every day
An innovative company must enable its employees to experience innovation on an everyday basis, to demonstrate by proof that innovation
is not necessarily complicated and, even less, limited to just a few. In
order to make this vision concrete, Neovia regularly organises meetings
and events that enable employees to be open to other approaches and
practices. Being compared, not being afraid of being «benchmarked» this is one of the other sources of innovation!
In addition, innovation is investigating new territories and continually
testing new ideas. So innovation can be synonymous with success but
also, and frequently, with failure. Encouraging employees to innovate
therefore entails valuing the taking of risks and the right to fail. Every
employee must feel able to fail, so that their potential for innovation is
not «stifled»!
Because innovation cannot be just a word or a concept, Neovia encourages action!
T h e i n n ovat i o n m eet i n g s
Launched in October 2014, the innovation meetings are short
in-house events (maximum of 30 minutes) organised every two
months. These meetings have two goals: to set up an innovation
culture, and regularly present the innovations developed at Neovia
to the employees. These meetings are also the occasion for welcoming and discussing with high-level presenters from outside in
order to share new ideas in an open innovation approach.
“W e’ca n ”
Cha l l en g e
«Innovation is everyone’s
business and we can all
contribute. This is why
we decided to launch
the «We’can» innovation
challenge, open to all our
employees throughout the
world», explained Hubert de
Roquefeuil, CEO of Neovia.
«This challenge must allow
employees with an innovative
idea to go farther and test it,
prove its value.
Thanks to the company’s
support (grants allocated,
resources, coaching), each
employee selected can
demonstrate the feasibility
and market potential of his
idea. They can also develop it
more effectively.»
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i n n ovatio n c u ltu re a n d pro c edu res
T h e in n ovat io n p ro cedure
Innovation requires creativity and a certain «fresh spirit». However, creativity can only fully demonstrate
its benefits by undergoing a structured evaluation procedure. The goal of the innovation procedure is to
ensure that the initial idea can become a success!
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Priority
i n n ovatio n
fields
Neovia has defined a 10-year strategic plan, «2025 by
Neovia», based on an in-depth analysis of major changes
in the needs and uses of its customers and markets worldwide. In this context, with the approval of its parent company the InVivo group, the company wanted, as a priority,
to allocate its resources and investments in markets and
solutions with high potential.
This decision led to the identification of 5 priority innovation fields, which will form the future engines of growth
and will enable Neovia to offer its customers and partners
distinctive products and services in the short and medium term.
To achieve this goal, Neovia will continue to accelerate
the structuring of its innovation ecosystem worldwide
and focus on working more and more closely with specialist partners in these 5 areas: universities, start-ups,
research institutes, competitiveness clusters and leading
companies.
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S m art fa r ming
How do the new technologies increase the performance of farmers
and food producers? Smart livestock farming, precise nutrition - the
goal of smart farming is to make it easier to manage and improve the
performance of farms through more efficient, sustainable, high-quality
agriculture. In this way, farmers can adjust their methods and practices
accurately thanks to data received by sensors or connected objects
and used for the monitoring and early detection of events in the animal
life (feeding, behaviour, health problems, etc.). In smart farming,
Neovia has chosen to focus on its main research and innovation efforts
in three key concepts:
Connected objects: individualised monitoring of each animal in a herd
User-friendly applications (tablets, mobile devices): speedy
diagnosis and real-time advice for the farmer
he data platforms: single access to all the information for the
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farm and the use of new related services
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Examples:
Standipig: a user-friendly,
instant mobile application
making it easier to compare
farms or batches of pigs
during their growth phase
and allowing the farm’s overall
performance to be improved.
Tilapp: a connected object
for measuring the particle size
of feed produced in a factory,
making it possible to confirm
the batch’s compliance, share
information with customers,
and cut the analysis time by 7.
Intensive
aquac u lt u r e
Aquaculture production is going
to increase by 450% by 2040
and represent a major challenge
in years to come. The increase
in production will be achieved
mainly through larger farms,
better controlled and regulated,
as with land animals. In this
specific market, the interaction
between the animal (fish, shrimps,
etc.) and its environment (water)
is fundamental and continuous.
This is why Neovia has favoured
a holistic approach to aquaculture, going from feed to managing breeding basins (quality,
managing the water circuit) to
ensure high-quality production
that respects the environment.
Priority i n n ovatio n fields
O pt i mi s i n g r e sou r c e s
Population growth combined with higher living standards means the
demand for animal proteins is increasing. A sensible, optimised use of
resources (raw materials) therefore becomes a key issue if our societies
are to benefit from sustainable growth. That’s why, Neovia has made
optimising resources use one of its priority fields of innovation. In a
context of a continuing rise in the demand for raw materials, market
volatility and stagnating yields, the company proposes and develops
appropriate eco-compatible nutritional solutions: replacing raw materials in short supply by other raw materials, utilising co-products, etc.
Neovia’s long-standing expertise in this area, combined with its global
presence, gives a real comparative advantage. It has allowed the company to define 3 priority areas of innovation:
Our research and innovation efforts in intensive aquaculture are
focussed on 4 major issues:
he alternative to wild artemias for feeding aquaculture species in
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the larval stage
Precise nutrition
Using insects as a new source of proteins
The link between genetics and nutrition
Predictive monitoring of animals and facilities
New formulation concepts for optimising resources and improving
animal performance while limiting the impact of market fluctuations
Managing the quality of the water and breeding basins
example:
exampleS:
InMyFarm Aqua is an innovative system for managing a fish farm
or breeding basin. Directly usable on a tablet, the application allows
all the key criteria for a breeding basin to be analysed. Simple to use,
it consists of several main functions: inventory of the goals, the most
appropriate proposal, controls for monitoring, evaluating and comparing performance. The information is available in real time and enables
a quality benchmark, thanks to an international database. In addition,
the platform allows user experiences to be shared and undergoes
continuous improvements on an ad-hoc basis.
France has developed an industrial tool designed to process soya and
rapeseed meal. Designed for ruminants, the «3P» technology enables
the nutritional value of these raw materials to be improved by protecting
the degradation of the protein in the rumen.
In India, Neovia has identified, analysed and categorised the non
used co-products for an alcohol manufacturer. Today, this producer’s rice grains are listed in our formulation tables and utilised
in poultry feed.
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I nt e rac tiv e Pet line
Worldwide, the petfood market is steadily expanding by over 71 billion
Dollars. The two-fold dynamic of urbanisation and higher living standards
of populations (especially in the leading emerging countries) has had
a great impact on its structure and the expectations of its customers.
Today it is reflected in two trends linked to changes in ways of life:
«humanising» the animal (anthropomorphism, a «complete member of
the family») and premiumising needs (level of quality demanded,
increased average shopping basket). New technology and connected
objects are an integral part of the change in the relationship with pets.
People today want more interaction with their companion, and the animal becomes a new friend connected to our networks!
Our areas of innovation regarding the interactive petline are mainly
focussed on two aspects:
Connected objects
Data platforms
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examples:
Prototype of a connected collar designed for veterinarians,
which allows owners of an animal having an operation to be informed
in real time of the state of their animal’s health following the operation.
Once the animal has woken up and the post-operative checks have
been carried out, the owner is notified directly on their mobile phone so
that they can come to collect their animal.
A strategic partnership was set up in May 2016 with Lille-based
start-up Equisense. This company has developed a solution (sensor
and applications) that allows an accurate analysis of the performance
of competition horses. The collaboration with Neovia concerns translating the data about the horse’s activity into nutritional diagnostics
intended to the horse’s owner. Neovia is the leader in equine nutrition
in France, Brazil and Mexico through prestigious brands such as Destrier and Royal Horse.
Priority i n n ovatio n fields
F u n c t io na l ingredients
Functional ingredients are ingredients that provide a benefit to
food (taste, texture, hydration, health aspect). They include natural
solutions at the service of zootechnical performance, which provide an alternative to the use of medicines. In 2013, Neovia’s experts
published a reference article in the journal «Nature» describing the
intestine as an intelligent sensory organ («a second brain») which
food communicates with. The concept of «non-nutrition» has thus
been developed. «Non-nutrients» have no nutritional content but
generate an actual zootechnical result that modifies the regulation
of the immune and endocrine systems, the metabolism and the intestinal microflora.
Neovia has identified a number of innovative concepts or technologies
where its expertise, combined with external know-how, can allow
distinctive solutions to be created.
Phages: viruses that only infect bacteria and offer very promising
applications at the interface of health and nutrition
Micro-algae and macro-algae: a large number of specialities could
be produced from algae, and several institutes and start-ups are
working on this topic
ndocrinology: a deeper understanding of hormonal mechanisms
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will make it possible to better target the mechanism of action of
many products
Young animal nutrition: the early development stages of animals are
the most sensitive and have the highest mortality risk
Growing rare plants: for some additives derived from plants, it is
essential to first of all control the selection and acquisition of plants
in order to secure their supply and to control their quality
examples:
Intended for laying hens, Perfegg («non-nutrient») makes it possible
to maintain stable eggs production at the end of the laying period and
to improve the rate-of-lay over time.
Neovia is working on molecular preference tests for pigs. This
approach will enable taste modifiers to be developed, on a genomic
basis, to improve the performance, well-being and health of pigs and
calves, especially during weaning.
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Creati n g
a n i n v e st m e n t
f u n d dedic ated
to i n n ovatio n
Neovia wants equip itself with all the resources
required to promote innovation and develop
partnerships in innovative projects. For this, the
company has decided to create an investment fund
dedicated to innovative projects and companies in
France and abroad: Neovia Venture.
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Creati n g a n i n v e st m e n t fu n d dedi c ated to i n n ovatio n
C l e a r ly defined objectives and
o p e rat ing p r ocedures
With 5 million Euros to spend over several years, Neovia Venture’s
purpose is to take minority holdings in innovating companies
having a direct or indirect link with the medium-term strategy and
5 priority innovation fields defined by Neovia: smart farming,
intensive aquaculture, interactive petline, optimising resources,
functional ingredients.
Neovia Venture will be headed by a Chairperson and will have an
investment committee responsible for ensuring the pertinence and
coherence of the investments made. Wishing to support the development of the companies in which it will invest, Neovia Venture will,
insofar as possible, take part in the governance bodies of the companies
in question.
An additional tool
at the service of i n n ovat i on
Neovia Venture complements Neovia’s innovation scheme. It allows the
company to fully carry out its role of supporter and incubator for startups. With its investment fund, Neovia confirms its wish and ambition to
place innovation at the heart of its corporate plan, an «open» corporate
plan that must allow, with its partners, to face the major issues of
tomorrow at the service of sustainable growth.
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T h e b u ildi n g
Launched in March 2013, Neovia’s global innovation centre
was inaugurated officially on Friday 8th July 2016. Directly
linked to the goals of our strategic plan, it embodies and
expresses our investment in the future and is a tangible
illustration of our innovation programme «We’nov».
This programme, whose operation is based on a system
of networks, is aims at boosting synergies between all the
innovation players in our global ecosystem. Not merely an
innovative building, it is the very central element of a global
network bringing together all of Neovia’s expertise: experimental farms (13 stations), testing laboratories (6 sites),
university partners, etc.
With this new building, Neovia is giving impetus to a new
innovation programme. Innovation that is more open, more
international and shared by all the company’s employees
and its stakeholders worldwide.
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T h e b u ildi n g
A n in n ovat ive build in g at our customers’ service,
d e s ig n e d fo r a n d by its users
Neovia sees innovation as a key differentiation tool at the service
of its customers and partners. For this reason, construction of the
global innovation centre was undertaken by comparing the best
current practices (many visits to innovative sites) and by working closely with those who know our customers and their needs
best: Neovia’s employees.
Involved from the beginning of the project, then during the design
of the building and the organisation of teams, the employees have
had a say in the selection of the architect, the furniture and fittings,
and in defining the building’s operation. This co-development project
demonstrates Neovia’s approach of innovation: modern and collaborative. It is shown in the diversity of areas created within the new
building:
Modular spaces: to welcome start-ups, private or cooperative
partners in a dynamic open innovation
Co-working spaces: to enable quick and informal discussions
between the teams
Ultra-modern meeting rooms (video-conferencing, touch screens,
digital flip-charts, etc.): to easily and rapidly share projects and
presentations with all our international contacts and networks
Non-standard meeting rooms: «stand up» meeting rooms
without chairs for quick reviews, «pitch» room organised like
an arena for presenting, defending, and arguing the merits of
a project or an innovative idea, etc.
These different areas provide suitable conditions for carrying out
each step in an innovation project. The building now houses over
70 people (marketing, R&D, formulation, innovation management,
business development, new technology, Design thinking, digital,
etc.) and operates in direct contact with the company’s global innovation network and its various stakeholders. Resolutely open, the
purpose of the global innovation centre is to welcome other teams
or partners (cooperatives, universities or start-ups) according to
the projects undertaken.
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A n o utsta nding build i ng in environmental terms
68,7 kW
total capacity
of the photovoltaic
power system
The building was designed by the Rennes-based architectural firm
Jean-Pierre Meignan. It perfectly combines the building’s integration
into the landscape of the Saint-Nolff site with innovation through
premium heating and energy solutions.
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the number of
photovoltaic panels
A real pinnacle of eco-design, this building of over 2,000 m 2 was
designed according to BEPOS EFFINERGIE specifications, i.e as a
positive energy building that produces more than it uses.
342 m
2
the total surface-area
of photovoltaic panels
12,2 kWh /m
2
the building’s heating
requirements
44%
the building’s consumption
savings relative to current
regulations (RT 2012)
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To cover the building’s «domestic» needs (heating, ventilation, lighting,
domestic hot water), photovoltaic panels have been installed on the
partially vegetated roof. The surplus production can then be distributed
to the rest of the site. In addition, all consumption is managed by a
Centralised Building Management (CBM) system and load shedding is
carried out according to the photovoltaic production.
Winner of the Call for Low Energy Building Projects initiated by ADEME
in 2014, the We’nov global innovation centre benefits from optimised
consumption thanks to a high degree of thermal insulation. Heating
is provided by renewable energy (aerothermal system), and also by
solar energy thanks to large glazed surfaces. Air-conditioning is a
passive system making use of cooler night temperatures. Air renewal
is provided by a dual flow unit and by a detection of CO2 aimed at
reducing the energy loss to a strict minimum.
T h e b u ildi n g
—
Above :
Plan of the global
innovation centre project
A p r oj ect s up p ort ed by public players
a n d c a r ried out us in g local and regional compani e s
Neovia’s project was financially supported by the State (PAT-RDI
[the French Regional Development Grant Scheme for Research,
Development and Innovation] and ADEME [the French Environment
and Energy Management Agency]), the Brittany Regional Council,
and the Morbihan Departmental Council. In addition, all the local,
departmental and regional public players played a role in enabling
the global innovation centre project to be realised.
For carrying out the project, Neovia made use of the high quality of
local, regional and national expertise and could assess the quality
of the Breton, and more broadly French, ecosystem.
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B ac k to 1 5 m o n t h s o f b u ildi n g (fro m Ja n uary 2 01 5 to A pril 2 01 6 )
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B ac k to 1 5 m o n t h s o f b u ildi n g (fro m Ja n uary 2 01 5 to A pril 2 01 6 )
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lieu-dit talhouët 56250 Saint-Nolff
+33 (0)2 97 48 54 54
Communication department
[email protected]