[Edito] HR: The collective project as a source of individual growth and fulfilment

Throughout my career, I have been involved in numerous mergers and acquisitions. Each deal is, of course, unique due to the industry, history and specific characteristics of the entities involved. However, I have learned a common lesson from these experiences: the key to success lies in the ability to bring all teams on board—that is, to inspire commitment for a project that opens up new horizons for the company but also for every individual within it. In other words, aligning individual ambitions with the collective vision.

When I joined FDJ UNITED two years ago, the Group was exploring the opportunity to expand beyond France’s borders for the first time by acquiring Premier Lotteries Ireland, the operator of the Irish National Lottery. This exciting project marked the beginning of a decisive new phase in our growth: the acquisition of the Swedish giant Kindred in October 2024, creating a new European leader in the gaming and betting industry.

Building a new group creates unique opportunities for people to push their limits and surprise themselves. It’s not just the company’s playing field that expands, but it’s also the space where each individual can explore their full potential. For example, many employees at FDJ UNITED in France are now discovering that they are much more comfortable working in English and handling international operations (with all the complexities that entails) than they ever thought possible!

This kind of challenge excites me because it represents the very essence of why I chose this profession: successfully uniting diverse individuals within a collective project while enabling each person to go further in their own capabilities. And for talents considering joining us, the story we are building is a powerful attraction—after all, it’s not every day that you get the chance to contribute to the rise of sector-leading company!

Of course, bringing together companies with different histories, cultures, geographical footprints and business activities presents complex challenges. With the integration of Kindred, the Group has doubled its size and expanded into seven new countries, requiring a completely new level of organisation and complexity to manage. From an HR perspective, this means reassessing how we evaluate skills, attract and recruit talent, implement management practices and foster collective collaboration in each country.

Now united under a single banner, our goal is to create something new together. That’s why we have encouraged dialogue and interaction between the teams over the last few months. We have also worked hard to define our new values through an inclusive, participatory process. The three core values that emerged—“Collective Spirit”, “Passion to Succeed” and “Accountability”—form the foundation that will guide us forward. They will enable us to grow together in the same direction, shaping a high-performing organisation that excels both economically and in human terms.

The human resources function must navigate sometimes contradictory interests and demands—personal, legal, economic and more. This challenge is a constant source of motivation. It requires continuous adaptation to find the right balance between these different dimensions.

We champion human adventures!

It’s definitely the best job in the world!