Intergenerational collaboration : Viaposte encourages knowledge transfer between generations

On the set of L’Émission, Dorothée Kristy opens the discussion on a topic relevant to all companies: intergenerational work.

One question guides this fifth edition: “Young and old: in the workplace, who learns from whom?” How can effective intergenerational collaboration be established when four generations are now working side by side in today’s labour market ?

To provide some answers, L’Émission gives the floor to four guests with complementary perspectives: Clovis Taittinger, Léo Maisonnave-Couterou, Catherine Goldfarb, and Bruno Bongeot.

Different paths, one shared conviction: knowledge transfer is never one-way.

Clovis Taittinger : passing on knowledge without breaking with the past

Clovis Taittinger, Managing Director of Champagne House Taittinger alongside his sister and a representative of the fourth family generation, embodies a demanding vision of transmission.

According to him, a legacy is not limited to a name or a succession. “Passing something on means accepting a responsibility in service of a story greater than oneself,” he explains.

His testimony highlights several key pillars: expertise, continuity, anticipation, and openness to change. He stresses the importance of preserving the essence of know-how while ensuring the proper transmission of culture. However, this transmission only holds value if it is supported by anticipation. In nearly a hundred years, Maison Taittinger has had only four cellar masters, illustrating that handovers are carefully prepared over time.

Clovis Taittinger also emphasises the need to remain open to societal changes, in order to keep the legacy alive without ever freezing it.

Léo Maisonnave-Couterou : apprenticeship as an accelerator

Léo Maisonnave-Couterou’s testimony, Data & AI Project Manager within Viaposte’s maintenance division, clearly illustrates the power of hands-on experience in supporting knowledge transfer. After three years of apprenticeship, he highlights key encounters that helped him build confidence.

His observation is simple: “In the maintenance sector, you can’t learn everything at school.” He goes on to say that sharing experiences has almost “saved him ten years.”

His journey also shows that knowledge transfer should not be one-way. Through his work in data and AI, Léo supports more experienced teams in adopting new tools. He draws a clear lesson from this: change is not driven by technology alone, but also by human relationships.

“Some people really struggle to adapt to new tools or are resistant to change. My role is also to create connections, to understand each person’s challenges, constraints, and needs. This allows me to bring better tools to support everyone and move forward together, not separately.”

Catherine Goldfarb : structuring knowledge transfer at Viaposte

For Catherine Goldfarb, HR Director at Viaposte, knowledge transfer must be thoughtfully designed and supported. “It is through the transmission of skills that everything takes place,” she reminds us.

In this approach, apprenticeship is a key pillar of the company. Each year, Viaposte welcomes around sixty apprentices across its operational roles and support functions. But those who pass on knowledge must also be trained: “You can be a great professional without necessarily knowing how to share your expertise. It’s not something that comes naturally.”

The company also relies on mentoring, “a support system for professional development.” This approach reflects a broader trend: according to a 2025 study by Apec, 55% of companies have already implemented knowledge transfer initiatives, particularly through mentoring or tutoring.

Catherine Goldfarb also emphasises that this generational mix contributes both to “a positive social climate” and to “collective performance.” At Viaposte, 30% of employees have more than ten years of service, and 15% have over twenty years of seniority.

The company is also experimenting with initiatives for senior employees, including mentoring roles for some staff over the age of 55 and additional leave from the age of 60, with the aim of reducing work-related strain.

Bruno Bongeot : sharing knowledge so others can surpass you

The testimony of Bruno Bongeot, Operations Manager at a Viaposte logistics site in Pontcharra, brings a very hands-on perspective to the topic. Approaching retirement, he shares a simple conviction: “knowledge transfer should be a pleasure, not a fear.”

His objective is clear: to train someone so they become better than oneself. “Keep the strengths you see in me” and “eliminate the flaws”: this simple formula perfectly sums up his management approach.

Passing on knowledge is not about being replicated exactly; on the contrary, it means accepting that others will take ownership of what they’ve learned and build on it. 

Bruno Bongeot shares how he once revised a working method after a colleague showed him a solution more effective than his own. A striking example that highlights a key idea: experience does not flow only from older to younger generations. It is also built through listening, self-reflection, and the ability to learn from others, even the youngest.

Viaposte makes knowledge transfer a collective driver

As part of this fifth edition of L’Émission, Viaposte puts forward a strong conviction that echoes like a mantra: in the workplace, everyone has something to learn from one another.

Apprenticeship, tutoring, mentoring, support for senior employees, and the recognition of hands-on experience: knowledge transfer is built every day through practical initiatives that nurture both cohesion and performance.

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