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n 2018, we have chosen to publish a monthly newsletter in French and in English, allowing us to take a step back from the work and debates that are shaking our sector. We also wanted to offer everyone a perspective on Colisée and its ecosystem, through a medium accessible to all and through an approach that aims to be humble and transparent.
In 2018, we have chosen to publish a monthly newsletter in French and in English, allowing us to take a step back from the work and debates that are shaking our sector. We also wanted to offer everyone a perspective on Colisée and its ecosystem, through a medium accessible to all and through an approach that aims to be humble and transparent.
Four years on, this tool, which is unique in the sector, deserves to be breathed new life into so that it reflects even more faithfully the identity of our company and the choices we make in terms of our social and environmental commitments.
A sector in the grip of multiple crises and a loss of confidence
Four years ago, we did not think that our sector would have to deal with such crises. In fact, who could have foreseen the Covid-19 pandemic, the tensions on human resources, the war in Ukraine and its consequences in terms of energy and inflation or, in the same time, the publishing success in France of a book critical of the nursing homes.
However, a more insidious and longer-lasting crisis is now looming: the loss of public confidence in residential care facilities for the elderly.
And yet, faced with the demographic wave that will reach its peak between 2030 and 2050, Europe and France will need to rely on all types of intervention solutions: home care, inclusive housing, halfway houses and medical establishments. No State will be able to do without any of these solutions.
Regaining trust through transparency in our commitments
The question is therefore not whether there will still be such facilities tomorrow. Not only will they continue to exist but their development is inevitable.
The only good answer is therefore to transform these establishments so that they better meet the requirements and wishes of people and their families in the future.
At Colisée, we are convinced that it is through transparency and education that we will continue to build a lasting relationship with the families and residents of our establishments.
It is not a matter of boasting: these are not the times. No, we need to keep explaining and always improve. We must do so with humility, with the constant concern to improve by following the path we have been following for the past two years: that of a mission-driven company with its demands and constraints.
Christine JEANDEL
Colisee president
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