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49let x=p(),v=x==null?null:x-u;u=x,c&&c({action:a,location:g.location,delta:v})}function h(x,v){a=Gi.Push;let b=yv(g.location,x,v);u=p()+1;let w=w1(b,u),k=g.createHref(b);try{o.pushState(w,"",k)}catch(S){if(S instanceof DOMException&&S.name==="DataCloneError")throw S;i.location.assign(k)}s&&c&&c({action:a,location:g.location,delta:1})}function f(x,v){a=Gi.Replace;let b=yv(g.location,x,v);u=p();let w=w1(b,u),k=g.createHref(b);o.replaceState(w,"",k),s&&c&&c({action:a,location:g.location,delta:0})}function m(x){let v=i.location.origin!=="null"?i.location.origin:i.location.href,b=typeof x=="string"?x:Cp(x);return b=b.replace(/ $/,"%20"),et(v,"No window.location.(origin|href) available to create URL for href: "+b),new URL(b,v)}let g={get action(){return a},get location(){return e(i,o)},listen(x){if(c)throw new Error("A history only accepts one active listener");return i.addEventListener(x1,d),c=x,()=>{i.removeEventListener(x1,d),c=null}},createHref(x){return t(i,x)},createURL:m,encodeLocation(x){let v=m(x);return{pathname:v.pathname,search:v.search,hash:v.hash}},push:h,replace:f,go(x){return o.go(x)}};return g}var k1;(function(e){e.data="data",e.deferred="deferred",e.redirect="redirect",e.error="error"})(k1||(k1={}));function mD(e,t,n){return n===void 0&&(n="/"),gD(e,t,n,!1)}function gD(e,t,n,r){let i=typeof t=="string"?Ua(t):t,s=Xb(i.pathname||"/",n);if(s==null)return null;let o=IE(e);vD(o);let a=null;for(let c=0;a==null&&c<o.length;++c){let u=TD(s);a=_D(o[c],u,r)}return a}function IE(e,t,n,r){t===void 0&&(t=[]),n===void 0&&(n=[]),r===void 0&&(r="");let i=(s,o,a)=>{let c={relativePath:a===void 0?s.path||"":a,caseSensitive:s.caseSensitive===!0,childrenIndex:o,route:s};c.relativePath.startsWith("/")&&(et(c.relativePath.startsWith(r),'Absolute route path "'+c.relativePath+'" nested under path '+('"'+r+'" is not valid. An absolute child route path ')+"must start with the combined path of all its parent routes."),c.relativePath=c.relativePath.slice(r.length));let u=rs([r,c.relativePath]),p=n.concat(c);s.children&&s.children.length>0&&(et(s.index!==!0,"Index routes must not have child routes. Please remove "+('all child routes from route path "'+u+'".')),IE(s.children,t,p,u)),!(s.path==null&&!s.index)&&t.push({path:u,score:jD(u,s.index),routesMeta:p})};return e.forEach((s,o)=>{var a;if(s.path===""||!((a=s.path)!=null&&a.includes("?")))i(s,o);else for(let c of LE(s.path))i(s,o,c)}),t}function LE(e){let t=e.split("/");if(t.length===0)return[];let[n,...r]=t,i=n.endsWith("?"),s=n.replace(/\?$/,"");if(r.length===0)return i?[s,""]:[s];let o=LE(r.join("/")),a=[];return a.push(...o.map(c=>c===""?s:[s,c].join("/"))),i&&a.push(...o),a.map(c=>e.startsWith("/")&&c===""?"/":c)}function vD(e){e.sort((t,n)=>t.score!==n.score?n.score-t.score:SD(t.routesMeta.map(r=>r.childrenIndex),n.routesMeta.map(r=>r.childrenIndex)))}const yD=/^:[\w-]+$/,bD=3,xD=2,wD=1,kD=10,CD=-2,C1=e=>e==="*";function jD(e,t){let n=e.split("/"),r=n.length;return n.some(C1)&&(r+=CD),t&&(r+=xD),n.filter(i=>!C1(i)).reduce((i,s)=>i+(yD.test(s)?bD:s===""?wD:kD),r)}function SD(e,t){return e.length===t.length&&e.slice(0,-1).every((r,i)=>r===t[i])?e[e.length-1]-t[t.length-1]:0}function _D(e,t,n){let{routesMeta:r}=e,i={},s="/",o=[];for(let a=0;a<r.length;++a){let c=r[a],u=a===r.length-1,p=s==="/"?t:t.slice(s.length)||"/",d=j1({path:c.relativePath,caseSensitive:c.caseSensitive,end:u},p),h=c.route;if(!d&&u&&n&&!r[r.length-1].route.index&&(d=j1({path:c.relativePath,caseSensitive:c.caseSensitive,end:!1},p)),!d)return null;
vendor: 6,917 bytes, lines 49-58
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S;b?(this.delayState.value=p[0],S=this.delayState):S=k.next(w),s&&!b&&(S.value=s(S.value));let{done:C}=S;!b&&c!==null&&(C=this.playbackSpeed>=0?this.currentTime>=i:this.currentTime<=0);const T=this.holdTime===null&&(this.state==="finished"||this.state==="running"&&C);return T&&m!==Mv&&(S.value=Uh(p,this.options,x,this.speed)),g&&g(S.value),T&&this.finish(),S}then(t,n){return this.finished.then(t,n)}get duration(){return Pn(this.calculatedDuration)}get iterationDuration(){const{delay:t=0}=this.options||{};return this.duration+Pn(t)}get time(){return Pn(this.currentTime)}set time(t){t=Zt(t),this.currentTime=t,this.startTime===null||this.holdTime!==null||this.playbackSpeed===0?this.holdTime=t:this.driver&&(this.startTime=this.driver.now()-t/this.playbackSpeed),this.driver?this.driver.start(!1):(this.startTime=0,this.state="paused",this.holdTime=t,this.tick(t))}getGeneratorVelocity(){const t=this.currentTime;if(t<=0)return this.options.velocity||0;if(this.generator.velocity)return 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h=0;h<this.path.length;h++){const f=this.path[h];!a&&f.options.layoutScroll&&f.scroll&&f!==f.root&&(jr(u.x,-f.scroll.offset.x),jr(u.y,-f.scroll.offset.y)),qs(f.latestValues)&&Md(u,f.latestValues,(p=f.layout)==null?void 0:p.layoutBox)}return qs(this.latestValues)&&Md(u,this.latestValues,(d=this.layout)==null?void 0:d.layoutBox),u}removeTransform(o){var c;const a=ut();zn(a,o);for(let u=0;u<this.path.length;u++){const p=this.path[u];if(!qs(p.latestValues))continue;let d;p.instance&&(Zv(p.latestValues)&&p.updateSnapshot(),d=ut(),zn(d,p.measurePageBox())),Ok(a,p.latestValues,(c=p.snapshot)==null?void 0:c.layoutBox,d)}return qs(this.latestValues)&&Ok(a,this.latestValues),a}setTargetDelta(o){this.targetDelta=o,this.root.scheduleUpdateProjection(),this.isProjectionDirty=!0}setOptions(o){this.options={...this.options,...o,crossfade:o.crossfade!==void 0?o.crossfade:!0}}clearMeasurements(){this.scroll=void 0,this.layout=void 0,this.snapshot=void 0,this.prevTransformTemplateValue=void 0,this.targetDelta=void 0,this.target=void 0,this.isLayoutDirty=!1}forceRelativeParentToResolveTarget(){this.relativeParent&&this.relativeParent.resolvedRelativeTargetAt!==bt.timestamp&&this.relativeParent.resolveTargetDelta(!0)}resolveTargetDelta(o=!1){var f;const a=this.getLead();this.isProjectionDirty||(this.isProjectionDirty=a.isProjectionDirty),this.isTransformDirty||(this.isTransformDirty=a.isTransformDirty),this.isSharedProjectionDirty||(this.isSharedProjectionDirty=a.isSharedProjectionDirty);const c=!!this.resumingFrom||this!==a;if(!(o||c&&this.isSharedProjectionDirty||this.isProjectionDirty||(f=this.parent)!=null&&f.isProjectionDirty||this.attemptToResolveRelativeTarget||this.root.updateBlockedByResize))return;const{layout:p,layoutId:d}=this.options;if(!this.layout||!(p||d))return;this.resolvedRelativeTargetAt=bt.timestamp;const h=this.getClosestProjectingParent();h&&this.linkedParentVersion!==h.layoutVersion&&!h.options.layoutRoot&&this.removeRelativeTarget(),!this.targetDelta&&!this.relativeTarget&&(this.options.layoutAnchor!==!1&&h&&h.layout?this.createRelativeTarget(h,this.layout.layoutBox,h.layout.layoutBox):this.removeRelativeTarget()),!(!this.relativeTarget&&!this.targetDelta)&&(this.target||(this.target=ut(),this.targetWithTransforms=ut()),this.relativeTarget&&this.relativeTargetOrigin&&this.relativeParent&&this.relativeParent.target?(this.forceRelativeParentToResolveTarget(),P9(this.target,this.relativeTarget,this.relativeParent.target,this.options.layoutAnchor||void 0)):this.targetDelta?(this.resumingFrom?this.applyTransform(this.layout.layoutBox,!1,this.target):zn(this.target,this.layout.layoutBox),gA(this.target,this.targetDelta)):zn(this.target,this.layout.layoutBox),this.attemptToResolveRelativeTarget&&(this.attemptToResolveRelativeTarget=!1,this.options.layoutAnchor!==!1&&h&&!!h.resumingFrom==!!this.resumingFrom&&!h.options.layoutScroll&&h.target&&this.animationProgress!==1?this.createRelativeTarget(h,this.target,h.target):this.relativeParent=this.relativeTarget=void 0))}getClosestProjectingParent(){if(!(!this.parent||Zv(this.parent.latestValues)||mA(this.parent.latestValues)))return 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c=!0;if((this.isProjectionDirty||(m=this.parent)!=null&&m.isProjectionDirty)&&(c=!1),a&&(this.isSharedProjectionDirty||this.isTransformDirty)&&(c=!1),this.resolvedRelativeTargetAt===bt.timestamp&&(c=!1),c)return;const{layout:u,layoutId:p}=this.options;if(this.isTreeAnimating=!!(this.parent&&this.parent.isTreeAnimating||this.currentAnimation||this.pendingAnimation),this.isTreeAnimating||(this.targetDelta=this.relativeTarget=void 0),!this.layout||!(u||p))return;zn(this.layoutCorrected,this.layout.layoutBox);const d=this.treeScale.x,h=this.treeScale.y;i9(this.layoutCorrected,this.treeScale,this.path,a),o.layout&&!o.target&&(this.treeScale.x!==1||this.treeScale.y!==1)&&(o.target=o.layout.layoutBox,o.targetWithTransforms=ut());const{target:f}=o;if(!f){this.prevProjectionDelta&&(this.createProjectionDeltas(),this.scheduleRender());return}!this.projectionDelta||!this.prevProjectionDelta?this.createProjectionDeltas():(Ak(this.prevProjectionDelta.x,this.projectionDelta.x),Ak(this.prevProjectionDelta.y,this.projectionDelta.y)),Vl(this.projectionDelta,this.layoutCorrected,f,this.latestValues),(this.treeScale.x!==d||this.treeScale.y!==h||!Fk(this.projectionDelta.x,this.prevProjectionDelta.x)||!Fk(this.projectionDelta.y,this.prevProjectionDelta.y))&&(this.hasProjected=!0,this.scheduleRender(),this.notifyListeners("projectionUpdate",f))}hide(){this.isVisible=!1}show(){this.isVisible=!0}scheduleRender(o=!0){var a;if((a=this.options.visualElement)==null||a.scheduleRender(),o){const c=this.getStack();c&&c.scheduleRender()}this.resumingFrom&&!this.resumingFrom.instance&&(this.resumingFrom=void 0)}createProjectionDeltas(){this.prevProjectionDelta=ea(),this.projectionDelta=ea(),this.projectionDeltaWithTransform=ea()}setAnimationOrigin(o,a=!1){const c=this.snapshot,u=c?c.latestValues:{},p={...this.latestValues},d=ea();(!this.relativeParent||!this.relativeParent.options.layoutRoot)&&(this.relativeTarget=this.relativeTargetOrigin=void 0),this.attemptToResolveRelativeTarget=!a;const h=ut(),f=c?c.source:void 0,m=this.layout?this.layout.source:void 0,g=f!==m,x=this.getStack(),v=!x||x.members.length<=1,b=!!(g&&!v&&this.options.crossfade===!0&&!this.path.some(sz));this.animationProgress=0;let w;this.mixTargetDelta=k=>{const S=k/1e3;Kk(d.x,o.x,S),Kk(d.y,o.y,S),this.setTargetDelta(d),this.relativeTarget&&this.relativeTargetOrigin&&this.layout&&this.relativeParent&&this.relativeParent.layout&&(Mp(h,this.layout.layoutBox,this.relativeParent.layout.layoutBox,this.options.layoutAnchor||void 0),iz(this.relativeTarget,this.relativeTargetOrigin,h,S),w&&q9(this.relativeTarget,w)&&(this.isProjectionDirty=!1),w||(w=ut()),zn(w,this.relativeTarget)),g&&(this.animationValues=p,O9(p,u,this.latestValues,S,b,v)),this.root.scheduleUpdateProjection(),this.scheduleRender(),this.animationProgress=S},this.mixTargetDelta(this.options.layoutRoot?1e3:0)}startAnimation(o){var a,c,u;this.notifyListeners("animationStart"),(a=this.currentAnimation)==null||a.stop(),(u=(c=this.resumingFrom)==null?void 0:c.currentAnimation)==null||u.stop(),this.pendingAnimation&&(ps(this.pendingAnimation),this.pendingAnimation=void 0),this.pendingAnimation=Ne.update(()=>{$d.hasAnimatedSinceResize=!0,this.motionValue||(this.motionValue=La(0)),this.motionValue.jump(0,!1),this.currentAnimation=B9(this.motionValue,[0,1e3],{...o,velocity:0,isSync:!0,onUpdate:p=>{this.mixTargetDelta(p),o.onUpdate&&o.onUpdate(p)},onStop:()=>{},onComplete:()=>{o.onComplete&&o.onComplete(),this.completeAnimation()}}),this.resumingFrom&&(this.resumingFrom.currentAnimation=this.currentAnimation),this.pendingAnimation=void 0})}completeAnimation(){this.resumingFrom&&(this.resumingFrom.currentAnimation=void 0,this.resumingFrom.preserveOpacity=void 0);const o=this.getStack();o&&o.exitAnimationComplete(),this.resumingFrom=this.currentAnimation=this.animationValues=void 0,this.notifyListeners("animationComplete")}finishAnimation(){this.currentAnimation&&(this.mixTargetDelta&&this.mixTargetDelta(V9),this.currentAnimation.stop()),this.completeAnimation()}applyTransformsToTarget(){const o=this.getLead();let{targetWithTransforms:a,target:c,layout:u,latestValues:p}=o;if(!(!a||!c||!u)){if(this!==o&&this.layout&&u&&IA(this.options.animationType,this.layout.layoutBox,u.layoutBox)){c=this.target||ut();const d=Bt(this.layout.layoutBox.x);c.x.min=o.target.x.min,c.x.max=c.x.min+d;const h=Bt(this.layout.layoutBox.y);c.y.min=o.target.y.min,c.y.max=c.y.min+h}zn(a,c),Md(a,p),Vl(this.projectionDeltaWithTransform,this.layoutCorrected,a,p)}}registerSharedNode(o,a){this.sharedNodes.has(o)||this.sharedNodes.set(o,new U9),this.sharedNodes.get(o).add(a);const u=a.options.initialPromotionConfig;a.promote({transition:u?u.transition:void 0,preserveFollowOpacity:u&&u.shouldPreserveFollowOpacity?u.shouldPreserveFollowOpacity(a):void 0})}isLead(){const o=this.getStack();return o?o.lead===this:!0}getLead(){var a;const{layoutId:o}=this.options;return o?((a=this.getStack())==null?void 0:a.lead)||this:this}getPrevLead(){var a;const{layoutId:o}=this.options;return o?(a=this.getStack())==null?void 0:a.prevLead:void 0}getStack(){const{layoutId:o}=this.options;if(o)return this.root.sharedNodes.get(o)}promote({needsReset:o,transition:a,preserveFollowOpacity:c}={}){const u=this.getStack();u&&u.promote(this,c),o&&(this.projectionDelta=void 0,this.needsReset=!0),a&&this.setOptions({transition:a})}relegate(){const o=this.getStack();return o?o.relegate(this):!1}resetSkewAndRotation(){const{visualElement:o}=this.options;if(!o)return;let a=!1;const{latestValues:c}=o;if((c.z||c.rotate||c.rotateX||c.rotateY||c.rotateZ||c.skewX||c.skewY)&&(a=!0),!a)return;const u={};c.z&&km("z",o,u,this.animationValues);for(let p=0;p<wm.length;p++)km(`rotate${wm[p]}`,o,u,this.animationValues),km(`skew${wm[p]}`,o,u,this.animationValues);o.render();for(const p in u)o.setStaticValue(p,u[p]),this.animationValues&&(this.animationValues[p]=u[p]);o.scheduleRender()}applyProjectionStyles(o,a){if(!this.instance||this.isSVG)return;if(!this.isVisible){o.visibility="hidden";return}const c=this.getTransformTemplate();if(this.needsReset){this.needsReset=!1,o.visibility="",o.opacity="",o.pointerEvents=Bd(a==null?void 0:a.pointerEvents)||"",o.transform=c?c(this.latestValues,""):"none";return}const u=this.getLead();if(!this.projectionDelta||!this.layout||!u.target){this.options.layoutId&&(o.opacity=this.latestValues.opacity!==void 0?this.latestValues.opacity:1,o.pointerEvents=Bd(a==null?void 0:a.pointerEvents)||""),this.hasProjected&&!qs(this.latestValues)&&(o.transform=c?c({},""):"none",this.hasProjected=!1);return}o.visibility="";const p=u.animationValues||u.latestValues;this.applyTransformsToTarget();let d=I9(this.projectionDeltaWithTransform,this.treeScale,p);c&&(d=c(p,d)),o.transform=d;const{x:h,y:f}=this.projectionDelta;o.transformOrigin=`${h.origin*100}% ${f.origin*100}% 0`,u.animationValues?o.opacity=u===this?p.opacity??this.latestValues.opacity??1:this.preserveOpacity?this.latestValues.opacity:p.opacityExit:o.opacity=u===this?p.opacity!==void 0?p.opacity:"":p.opacityExit!==void 0?p.opacityExit:0;for(const m in ty){if(p[m]===void 0)continue;const{correct:g,applyTo:x,isCSSVariable:v}=ty[m],b=d==="none"?p[m]:g(p[m],u);if(x){const w=x.length;for(let k=0;k<w;k++)o[x[k]]=b}else v?this.options.visualElement.renderState.vars[m]=b:o[m]=b}this.options.layoutId&&(o.pointerEvents=u===this?Bd(a==null?void 0:a.pointerEvents)||"":"none")}clearSnapshot(){this.resumeFrom=this.snapshot=void 0}resetTree(){this.root.nodes.forEach(o=>{var a;return(a=o.currentAnimation)==null?void 0:a.stop()}),this.root.nodes.forEach(Wk),this.root.sharedNodes.clear()}}}function H9(e){e.updateLayout()}function G9(e){var n;const t=((n=e.resumeFrom)==null?void 0:n.snapshot)||e.snapshot;if(e.isLead()&&e.layout&&t&&e.hasListeners("didUpdate")){const{layoutBox:r,measuredBox:i}=e.layout,{animationType:s}=e.options,o=t.source!==e.layout.source;if(s==="size")yr(d=>{const h=o?t.measuredBox[d]:t.layoutBox[d],f=Bt(h);h.min=r[d].min,h.max=h.min+f});else if(s==="x"||s==="y"){const d=s==="x"?"y":"x";ny(o?t.measuredBox[d]:t.layoutBox[d],r[d])}else IA(s,t.layoutBox,r)&&yr(d=>{const h=o?t.measuredBox[d]:t.layoutBox[d],f=Bt(r[d]);h.max=h.min+f,e.relativeTarget&&!e.currentAnimation&&(e.isProjectionDirty=!0,e.relativeTarget[d].max=e.relativeTarget[d].min+f)});const a=ea();Vl(a,r,t.layoutBox);const c=ea();o?Vl(c,e.applyTransform(i,!0),t.measuredBox):Vl(c,r,t.layoutBox);const u=!TA(a);let p=!1;if(!e.resumeFrom){const d=e.getClosestProjectingParent();if(d&&!d.resumeFrom){const{snapshot:h,layout:f}=d;if(h&&f){const m=e.options.layoutAnchor||void 0,g=ut();Mp(g,t.layoutBox,h.layoutBox,m);const x=ut();Mp(x,r,f.layoutBox,m),PA(g,x)||(p=!0),d.options.layoutRoot&&(e.relativeTarget=x,e.relativeTargetOrigin=g,e.relativeParent=d)}}}e.notifyListeners("didUpdate",{layout:r,snapshot:t,delta:c,layoutDelta:a,hasLayoutChanged:u,hasRelativeLayoutChanged:p})}else if(e.isLead()){const{onExitComplete:r}=e.options;r&&r()}e.options.transition=void 0}function K9(e){e.parent&&(e.isProjecting()||(e.isProjectionDirty=e.parent.isProjectionDirty),e.isSharedProjectionDirty||(e.isSharedProjectionDirty=!!(e.isProjectionDirty||e.parent.isProjectionDirty||e.parent.isSharedProjectionDirty)),e.isTransformDirty||(e.isTransformDirty=e.parent.isTransformDirty))}function J9(e){e.isProjectionDirty=e.isSharedProjectionDirty=e.isTransformDirty=!1}function Y9(e){e.clearSnapshot()}function Wk(e){e.clearMeasurements()}function Q9(e){e.isLayoutDirty=!0,e.updateLayout()}function Hk(e){e.isLayoutDirty=!1}function X9(e){e.isAnimationBlocked&&e.layout&&!e.isLayoutDirty&&(e.snapshot=e.layout,e.isLayoutDirty=!0)}function Z9(e){const{visualElement:t}=e.options;t&&t.getProps().onBeforeLayoutMeasure&&t.notify("BeforeLayoutMeasure"),e.resetTransform()}function Gk(e){e.finishAnimation(),e.targetDelta=e.relativeTarget=e.target=void 0,e.isProjectionDirty=!0}function ez(e){e.resolveTargetDelta()}function tz(e){e.calcProjection()}
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311h(([i,s])=>{for(let o=0;o<s;o++)i(...n)}),this.observers["*"]&&Array.from(this.observers["*"].entries()).forEach(([i,s])=>{for(let o=0;o<s;o++)i(t,...n)})}}class yC extends Gh{constructor(t,n={ns:["translation"],defaultNS:"translation"}){super(),this.data=t||{},this.options=n,this.options.keySeparator===void 0&&(this.options.keySeparator="."),this.options.ignoreJSONStructure===void 0&&(this.options.ignoreJSONStructure=!0)}addNamespaces(t){this.options.ns.includes(t)||this.options.ns.push(t)}removeNamespaces(t){const n=this.options.ns.indexOf(t);n>-1&&this.options.ns.splice(n,1)}getResource(t,n,r,i={}){var u,p;const s=i.keySeparator!==void 0?i.keySeparator:this.options.keySeparator,o=i.ignoreJSONStructure!==void 0?i.ignoreJSONStructure:this.options.ignoreJSONStructure;let a;t.includes(".")?a=t.split("."):(a=[t,n],r&&(Array.isArray(r)?a.push(...r):le(r)&&s?a.push(...r.split(s)):a.push(r)));const c=$p(this.data,a);return!c&&!n&&!r&&t.includes(".")&&(t=a[0],n=a[1],r=a.slice(2).join(".")),c||!o||!le(r)?c:sy((p=(u=this.data)==null?void 0:u[t])==null?void 0:p[n],r,s)}addResource(t,n,r,i,s={silent:!1}){const o=s.keySeparator!==void 0?s.keySeparator:this.options.keySeparator;let a=[t,n];r&&(a=a.concat(o?r.split(o):r)),t.includes(".")&&(a=t.split("."),i=n,n=a[1]),this.addNamespaces(n),vC(this.data,a,i),s.silent||this.emit("added",t,n,r,i)}addResources(t,n,r,i={silent:!1}){for(const s in r)(le(r[s])||Array.isArray(r[s]))&&this.addResource(t,n,s,r[s],{silent:!0});i.silent||this.emit("added",t,n,r)}addResourceBundle(t,n,r,i,s,o={silent:!1,skipCopy:!1}){let a=[t,n];t.includes(".")&&(a=t.split("."),i=r,r=n,n=a[1]),this.addNamespaces(n);let c=$p(this.data,a)||{};o.skipCopy||(r=JSON.parse(JSON.stringify(r))),i?JA(c,r,s):c={...c,...r},vC(this.data,a,c),o.silent||this.emit("added",t,n,r)}removeResourceBundle(t,n){this.hasResourceBundle(t,n)&&delete this.data[t][n],this.removeNamespaces(n),this.emit("removed",t,n)}hasResourceBundle(t,n){return this.getResource(t,n)!==void 0}getResourceBundle(t,n){return n||(n=this.options.defaultNS),this.getResource(t,n)}getDataByLanguage(t){return this.data[t]}hasLanguageSomeTranslations(t){const n=this.getDataByLanguage(t);return!!(n&&Object.keys(n)||[]).find(i=>n[i]&&Object.keys(n[i]).length>0)}toJSON(){return this.data}}var YA={processors:{},addPostProcessor(e){this.processors[e.name]=e},handle(e,t,n,r,i){return e.forEach(s=>{var o;t=((o=this.processors[s])==null?void 0:o.process(t,n,r,i))??t}),t}};const QA=Symbol("i18next/PATH_KEY");function HU(){const e=[],t=Object.create(null);let n;return t.get=(r,i)=>{var s;return(s=n==null?void 0:n.revoke)==null||s.call(n),i===QA?e:(e.push(i),n=Proxy.revocable(r,t),n.proxy)},Proxy.revocable(Object.create(null),t).proxy}function pa(e,t){const{[QA]:n}=e(HU()),r=(t==null?void 0:t.keySeparator)??".",i=(t==null?void 0:t.nsSeparator)??":",s=(t==null?void 0:t.enableSelector)==="strict";if(n.length>1&&i){const o=t==null?void 0:t.ns,a=s?Array.isArray(o)?o:o?[o]:null:Array.isArray(o)?o:null;if(a&&(s?a:a.length>1?a.slice(1):[]).includes(n[0]))return`${n[0]}${i}${n.slice(1).join(r)}`}return n.join(r)}const Pm=e=>!le(e)&&typeof e!="boolean"&&typeof e!="number";class zp extends Gh{constructor(t,n={}){super(),LU(["resourceStore","languageUtils","pluralResolver","interpolator","backendConnector","
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311("missingKey",z,u,H,m)};this.options.saveMissing&&(this.options.saveMissingPlurals&&k?I.forEach(z=>{const H=this.pluralResolver.getSuffixes(z,i);P&&i[`defaultValue${this.options.pluralSeparator}zero`]&&!H.includes(`${this.options.pluralSeparator}zero`)&&H.push(`${this.options.pluralSeparator}zero`),H.forEach(E=>{_([z],a+E,i[`defaultValue${E}`]||R)})}):_(I,a,R))}m=this.extendTranslation(m,t,i,f,r),L&&m===a&&this.options.appendNamespaceToMissingKey&&(m=`${u}${p}${a}`),(L||D)&&this.options.parseMissingKeyHandler&&(m=this.options.parseMissingKeyHandler(this.options.appendNamespaceToMissingKey?`${u}${p}${a}`:a,D?m:void 0,i))}return s?(f.res=m,f.usedParams=this.getUsedParamsDetails(i),f):m}extendTranslation(t,n,r,i,s){var c,u;if((c=this.i18nFormat)!=null&&c.parse)t=this.i18nFormat.parse(t,{...this.options.interpolation.defaultVariables,...r},r.lng||this.language||i.usedLng,i.usedNS,i.usedKey,{resolved:i});else if(!r.skipInterpolation){r.interpolation&&this.interpolator.init({...r,interpolation:{...this.options.interpolation,...r.interpolation}});const p=le(t)&&(((u=r==null?void 0:r.interpolation)==null?void 0:u.skipOnVariables)!==void 0?r.interpolation.skipOnVariables:this.options.interpolation.skipOnVariables);let d;if(p){const f=t.match(this.interpolator.nestingRegexp);d=f&&f.length}let h=r.replace&&!le(r.replace)?r.replace:r;if(this.options.interpolation.defaultVariables&&(h={...this.options.interpolation.defaultVariables,...h}),t=this.interpolator.interpolate(t,h,r.lng||this.language||i.usedLng,r),p){const f=t.match(this.interpolator.nestingRegexp),m=f&&f.length;d<m&&(r.nest=!1)}!r.lng&&i&&i.res&&(r.lng=this.language||i.usedLng),r.nest!==!1&&(t=this.interpolator.nest(t,(...f)=>(s==null?void 0:s[0])===f[0]&&!r.context?(this.logger.warn(`It seems you are nesting recursively key: ${f[0]} in key: ${n[0]}`),null):this.translate(...f,n),r)),r.interpolation&&this.interpolator.reset()}const o=r.postProcess||this.options.postProcess,a=le(o)?[o]:o;return t!=null&&(a!=null&&a.length)&&r.applyPostProcessor!==!1&&(t=YA.handle(a,t,n,this.options&&this.options.postProcessPassResolved?{i18nResolved:{...i,usedParams:this.getUsedParamsDetails(r)},...r}:r,this)),t}resolve(t,n={}){let r,i,s,o,a;return le(t)&&(t=[t]),Array.isArray(t)&&(t=t.map(c=>typeof c=="function"?pa(c,{...this.options,...n}):c)),t.forEach(c=>{if(this.isValidLookup(r))return;const u=this.extractFromKey(c,n),p=u.key;i=p;let d=u.namespaces;this.options.fallbackNS&&(d=d.concat(this.options.fallbackNS));const h=n.count!==void 0&&!le(n.count),f=h&&!n.ordinal&&n.count===0,m=n.context!==void 0&&(le(n.context)||typeof n.context=="number")&&n.context!=="",g=n.lngs?n.lngs:this.languageUtils.toResolveHierarchy(n.lng||this.language,n.fallbackLng);d.forEach(x=>{var v,b;this.isValidLookup(r)||(a=x,!this.checkedLoadedFor[`${g[0]}-${x}`]&&((v=this.utils)!=null&&v.hasLoadedNamespace)&&!((b=this.utils)!=null&&b.hasLoadedNamespace(a))&&(this.checkedLoadedFor[`${g[0]}-${x}`]=!0,this.logger.warn(`key "${i}" for languages "${g.join(", ")}" won't get resolved as namespace "${a}" was not yet loaded`,"This means something IS WRONG in your setup. You access the t function before i18next.init / i18next.loadNamespace / i18next.changeLanguage was done. Wait for the callback or Promise to resolve before accessing it!!!")),g.forEach(w=>{var C;if(this.isValidLookup(r))return;o=w;const k=[p];if((C=this.i18nFormat)!=null&&C.addLookupKeys)this.i18nFormat.addLookupKeys(k,p,w,x,n);else{let T;h&&(T=this.pluralResolver.getSuffix(w,n.count,n));const P=`${this.options.pluralSeparator}zero`,R=`${this.options.pluralSeparator}ordinal${this.options.pluralSeparator}`;if(h&&(n.ordinal&&T.startsWith(R)&&k.push(p+T.replace(R,this.options.pluralSeparator)),k.push(p+T),f&&k.push(p+P)),m){const j=`${p}${this.options.contextSeparator||"_"}${n.context}`;k.push(j),h&&(n.ordinal&&T.startsWith(R)&&k.push(j+T.replace(R,this.options.pluralSeparator)),k.push(j+T),f&&k.push(j+P))}}let S;for(;S=k.pop();)this.isValidLookup(r)||(s=S,r=this.getResource(w,x,S,n))}))})}),{res:r,usedKey:i,exactUsedKey:s,usedLng:o,usedNS:a}}isValidLookup(t){return t!==void 0&&!(!this.options.returnNull&&t===null)&&!(!this.options.returnEmptyString&&t==="")}getResource(t,n,r,i={}){var s;return(s=this.i18nFormat)!=null&&s.getResource?this.i18nFormat.getResource(t,n,r,i):this.resourceStore.getResource(t,n,r,i)}getUsedParamsDetails(t={}){const n=["defaultValue","ordinal","context","replace","lng","lngs","fallbackLng","ns","keySeparator","nsSeparator","returnObjects","returnDetails","joinArrays","postProcess","interpolation"],r=t.replace&&!le(t.replace);let i=r?t.replace:t;if(r&&typeof t.count<"u"&&(i.count=t.count),this.options.interpolation.defaultVariables&&(i={...this.options.interpolation.defaultVariables,...i}),!r){i={...i};for(const s of n)delete i[s]}return i}static hasDefaultValue(t){const n="defaultValue";for(const r in t)if(Object.prototype.hasOwnProperty.call(t,r)&&r.startsWith(n)&&t[r]!==void 0)return!0;return!1}}class bC{constructor(t){this.options=t,this.supportedLngs=this.options.supportedLngs||!1,this.logger=Tr.create("languageUtils")}getScriptPartFromCode(t){if(t=Nc(t),!t||!t.includes("-"))return null;const n=t.split("-");return n.length===2||(n.pop(),n[n.length-1].toLowerCase()==="x")?null:this.formatLanguageCode(n.join("-"))}getLanguagePartFromCode(t){if(t=Nc(t),!t||!t.includes("-"))return t;const n=t.split("-");return this.formatLanguageCode(n[0])}formatLanguageCode(t){if(le(t)&&t.includes("-")){let n;try{n=Intl.getCanonicalLocales(t)[0]}catch{}return n&&this.options.lowerCaseLng&&(n=n.toLowerCase()),n||(this.options.lowerCaseLng?t.toLowerCase():t)}return this.options.cleanCode||this.options.lowerCaseLng?t.toLowerCase():t}isSupportedCode(t){return(this.options.load==="languageOnly"||this.options.nonExplicitSupportedLngs)&&(t=this.getLanguagePartFromCode(t)),!this.supportedLngs||!this.supportedLngs.length||this.supportedLngs.includes(t)}getBestMatchFromCodes(t){if(!t)return null;let n;return t.forEach(r=>{if(n)return;const i=this.formatLanguageCode(r);(!this.options.supportedLngs||this.isSupportedCode(i))&&(n=i)}),!n&&this.options.supportedLngs&&t.forEach(r=>{if(n)return;const i=this.getScriptPartFromCode(r);if(this.isSupportedCode(i))return n=i;const s=this.getLanguagePartFromCode(r);if(this.isSupportedCode(s))return n=s;n=this.options.supportedLngs.find(o=>o===s?!0:!o.includes("-")&&!s.includes("-")?!1:!!(o.includes("-")&&!s.includes("-")&&o.slice(0,o.indexOf("-"))===s||o.startsWith(s)&&s.length>1))}),n||(n=this.getFallbackCodes(this.options.fallbackLng)[0]),n}getFallbackCodes(t,n){if(!t)return[];if(typeof t=="function"&&(t=t(n)),le(t)&&(t=[t]),Array.isArray(t))return t;if(!n)return t.default||[];let r=t[n];return r||(r=t[this.getScriptPartFromCode(n)]),r||(r=t[this.formatLanguageCode(n)]),r||(r=t[this.getLanguagePartFromCode(n)]),r||(r=t.default),r||[]}toResolveHierarchy(t,n){const r=this.getFallbackCodes((n===!1?[]:n)||this.options.fallbackLng||[],t),i=[],s=o=>{o&&(this.isSupportedCode(o)?i.push(o):this.logger.warn(`rejecting language code not found in supportedLngs: ${o}`))};return le(t)&&(t.includes("-")||t.includes("_"))?(this.options.load!=="languageOnly"&&s(this.formatLanguageCode(t)),this.options.load!=="languageOnly"&&this.options.load!=="currentOnly"&&s(this.getScriptPartFromCode(t)),this.options.load!=="currentOnly"&&s(this.getLanguagePartFromCode(t))):le(t)&&s(this.formatLanguageCode(t)),r.forEach(o=>{i.includes(o)||s(this.formatLanguageCode(o))}),i}}const xC={zero:0,one:1,two:2,few:3,many:4,other:5},wC={select:e=>e===1?"one":"other",resolvedOptions:()=>({pluralCategories:["one","other"]})};class GU{constructor(t,n={}){this.languageUtils=t,this.options=n,this.logger=Tr.create("pluralResolver"),this.pluralRulesCache={}}clearCache(){this.pluralRulesCache={}}getRule(t,n={}){const r=Nc(t==="dev"?"en":t),i=n.ordinal?"ordinal":"cardinal",s=JSON.stringify({cleanedCode:r,type:i});if(s in this.pluralRulesCache)return this.pluralRulesCache[s];let o;try{o=new Intl.PluralRules(r,{type:i})}catch{if(typeof Intl>"u")return this.logger.error("No Intl support, please use an Intl polyfill!"),wC;if(!t.match(/-|_/))return wC;const c=this.languageUtils.getLanguagePartFromCode(t);o=this.getRule(c,n)}return this.pluralRulesCache[s]=o,o}needsPlural(t,n={}){let r=this.getRule(t,n);return r||(r=this.getRule("dev",n)),(r==null?void 0:r.resolvedOptions().pluralCategories.length)>1}getPluralFormsOfKey(t,n,r={}){return this.getSuffixes(t,r).map(i=>`${n}${i}`)}getSuffixes(t,n={}){let r=this.getRule(t,n);return r||(r=this.getRule("dev",n)),r?r.resolvedOptions().pluralCategories.sort((i,s)=>xC[i]-xC[s]).map(i=>`${this.options.prepend}${n.ordinal?`ordinal${this.options.prepend}`:""}${i}`):[]}getSuffix(t,n,r={}){const i=this.getRule(t,r);return i?`${this.options.prepend}${r.ordinal?`ordinal${this.options.prepend}`:""}${i.select(n)}`:(this.logger.warn(`no plural rule found for: ${t}`),this.getSuffix("dev",n,r))}}const kC=(e,t,n,r=".",i=!0)=>{let s=MU(e,t,n);return!s&&i&&le(n)&&(s=sy(e,n,r),s===void 0&&(s=sy(t,n,r))),s},Am=e=>e.replace(/\$/g,"$$$$");class CC{constructor(t={}){var n;this.logger=Tr.create("interpolator"),this.options=t,this.format=((n=t==null?void 0:t.interpolation)==null?void 0:n.format)||(r=>r),this.init(t)}init(t={}){t.interpolation||(t.interpolation={escapeValue:!0});const{escape:n,escapeValue:r,useRawValueToEscape:i,prefix:s,prefixEscaped:o,suffix:a,suffixEscaped:c,formatSeparator:u,unescapeSuffix:p,unescapePrefix:d,nestingPrefix:h,nestingPrefixEscaped:f,nestingSuffix:m,nestingSuffixEscaped:g,nestingOptionsSeparator:x,maxReplaces:v,alwaysFormat:b}=t.interpolation;this.escape=n!==void 0?n:$U,this.escapeValue=r!==void 0?r:!0,this.useRawValueToEscape=i!==void 0?i:!1,this.prefix=s?Hr(s):o||"{{",this.suffix=a?Hr(a):c||"}}",this.formatSeparator=u||",",this.unescapePrefix=p?"":d?Hr(d):"-",this.unescapeSuffix=this.unescapePrefix?"":p?Hr(p):"",this.nestingPrefix=h?Hr(h):f||Hr("$t("),this.nestingSuffix=m?Hr(m):g||Hr(")"),this.nestingOptionsSeparator=x||",",this.maxReplaces=v||1e3,this.alwaysFormat=b!==void 0?b:!1,this.resetRegExp()}reset(){this.options&&this.init(this.options)}resetRegExp(){const t=(n,r)=>(n==null?void 0:n.source)===r?(n.lastIndex=0,n):new RegExp(r,"g");this.regexp=t(this.regexp,`${this.prefix}(.+?)${this.suffix}`),this.regexpUnescape=t(this.regexpUnescape,`${this.prefix}${this.unescapePrefix}(.+?)${this.unescapeSuffix}${this.suffix}`),this.nestingRegexp=t(this.nestingRegexp,`${this.nestingPrefix}((?:[^()"']+|"[^"]*"|'[^']*'|\\((?:[^()]|"[^"]*"|'[^']*')*\\))*?)${this.nestingSuffix}`)}interpolate(t,n,r,i){var f;let s,o,a;const c=this.options&&this.options.interpolation&&this.options.interpolation.defaultVariables||{},u=m=>{if(!m.includes(this.formatSeparator)){const b=kC(n,c,m,this.options.keySeparator,this.options.ignoreJSONStructure);return this.alwaysFormat?this.format(b,void 0,r,{...i,...n,interpolationkey:m}):b}const g=m.split(this.formatSeparator),x=g.shift().trim(),v=g.join(this.formatSeparator).trim();return this.format(kC(n,c,x,this.options.keySeparator,this.options.ignoreJSONStructure),v,r,{...i,...n,interpolationkey:x})};this.resetRegExp(),!this.escapeValue&&typeof t=="string"&&/\$t\([^)]*\{[^}]*\{\{/.test(t)&&this.logger.warn("nesting options string contains interpolated variables with escapeValue: false â if any of those values are attacker-controlled they can inject additional nesting options (e.g. redirect lng/ns). Sanitise untrusted input before passing it to t(), or keep escapeValue: true.");const p=(i==null?void 0:i.missingInterpolationHandler)||this.options.missingInterpolationHandler,d=((f=i==null?void 0:i.interpolation)==null?void 0:f.skipOnVariables)!==void 0?i.interpolation.skipOnVariables:this.options.interpolation.skipOnVariables;return[{regex:this.regexpUnescape,safeValue:m=>Am(m)},{regex:this.regexp,safeValue:m=>this.escapeValue?Am(this.escape(m)):Am(m)}].forEach(m=>{for(a=0;s=m.regex.exec(t);){const g=s[1].trim();if(o=u(g),o===void 0)if(typeof p=="function"){const v=p(t,s,i);o=le(v)?v:""}else if(i&&Object.prototype.hasOwnProperty.call(i,g))o="";else if(d){o=s[0];continue}else this.logger.warn(`missed to pass in variable ${g} for interpolating ${t}`),o="";else!le(o)&&!this.useRawValueToEscape&&(o=fC(o));const x=m.safeValue(o);if(t=t.replace(s[0],x),d?(m.regex.lastIndex+=o.length,m.regex.lastIndex-=s[0].length):m.regex.lastIndex=0,a++,a>=this.maxReplaces)break}}),t}nest(t,n,r={}){let i,s,o;const a=(c,u)=>{const p=this.nestingOptionsSeparator;if(!c.includes(p))return c;const d=c.split(new RegExp(`${Hr(p)}[ ]*{`));let h=`{${d[1]}`;c=d[0],h=this.interpolate(h,o);const f=h.match(/'/g),m=h.match(/"/g);(((f==null?void 0:f.length)??0)%2===0&&!m||((m==null?void 0:m.length)??0)%2!==0)&&(h=h.replace(/'/g,'"'));try{o=JSON.parse(h),u&&(o={...u,...o})}catch(g){return this.logger.warn(`failed parsing options string in nesting for key ${c}`,g),`${c}${p}${h}`}return o.defaultValue&&o.defaultValue.includes(this.prefix)&&delete o.defaultValue,c};for(;i=this.nestingRegexp.exec(t);){let c=[];o={...r},o=o.replace&&!le(o.replace)?o.replace:o,o.applyPostProcessor=!1,delete o.defaultValue;const u=/{.*}/.test(i[1])?i[1].lastIndexOf("}")+1:i[1].indexOf(this.formatSeparator);if(u!==-1&&(c=i[1].slice(u).split(this.formatSeparator).map(p=>p.trim()).filter(Boolean),i[1]=i[1].slice(0,u)),s=n(a.call(this,i[1].trim(),o),o),s&&i[0]===t&&!le(s))return s;le(s)||(s=fC(s)),s||(this.logger.warn(`missed to resolve ${i[1]} for nesting ${t}`),s=""),c.length&&(s=c.reduce((p,d)=>this.format(p,d,r.lng,{...r,interpolationkey:i[1].trim()}),s.trim())),t=t.replace(i[0],s),this.regexp.lastIndex=0}return t}}const KU=e=>{let t=e.toLowerCase().trim();const n={};if(e.includes("(")){const r=e.split("(");t=r[0].toLowerCase().trim();const i=r[1].slice(0,-1);t==="currency"&&!i.includes(":")?n.currency||(n.currency=i.trim()):t==="relativetime"&&!i.includes(":")?n.range||(n.range=i.trim()):i.split(";").forEach(o=>{if(o){const[a,...c]=o.split(":"),u=c.join(":").trim().replace(/^'+|'+$/g,""),p=a.trim();n[p]||(n[p]=u),u==="false"&&(n[p]=!1),u==="true"&&(n[p]=!0),isNaN(u)||(n[p]=parseInt(u,10))}})}return{formatName:t,formatOptions:n}},jC=e=>{const t={};return(n,r,i)=>{let s=i;i&&i.interpolationkey&&i.formatParams&&i.formatParams[i.interpolationkey]&&i[i.interpolationkey]&&(s={...s,[i.interpolationkey]:void 0});const o=r+JSON.stringify(s);let a=t[o];return a||(a=e(Nc(r),i),t[o]=a),a(n)}},JU=e=>(t,n,r)=>e(Nc(n),r)(t);class YU{constructor(t={}){this.logger=Tr.create("formatter"),this.options=t,this.init(t)}init(t,n={interpolation:{}}){this.formatSeparator=n.interpolation.formatSeparator||",";const r=n.cacheInBuiltFormats?jC:JU;this.formats={number:r((i,s)=>{const o=new Intl.NumberFormat(i,{...s});return a=>o.format(a)}),currency:r((i,s)=>{const o=new Intl.NumberFormat(i,{...s,style:"currency"});return a=>o.format(a)}),datetime:r((i,s)=>{const o=new Intl.DateTimeFormat(i,{...s});return a=>o.format(a)}),relativetime:r((i,s)=>{const o=new Intl.RelativeTimeFormat(i,{...s});return a=>o.format(a,s.range||"day")}),list:r((i,s)=>{const o=new Intl.ListFormat(i,{...s});return a=>o.format(a)})}}add(t,n){this.formats[t.toLowerCase().trim()]=n}addCached(t,n){this.formats[t.toLowerCase().trim()]=jC(n)}format(t,n,r,i={}){if(!n||t==null)return t;const s=n.split(this.formatSeparator);if(s.length>1&&s[0].indexOf("(")>1&&!s[0].includes(")")&&s.find(a=>a.includes(")"))){const a=s.findIndex(c=>c.includes(")"));s[0]=[s[0],...s.splice(1,a)].join(this.formatSeparator)}return s.reduce((a,c)=>{var d;const{formatName:u,formatOptions:p}=KU(c);if(this.formats[u]){let h=a;try{const f=((d=i==null?void 0:i.formatParams)==null?void 0:d[i.interpolationkey])||{},m=f.locale||f.lng||i.locale||i.lng||r;h=this.formats[u](a,m,{...p,...i,...f})}catch(f){this.logger.warn(f)}return h}else this.logger.warn(`there was no format function for ${u}`);return a},t)}}const QU=(e,t)=>{e.pending[t]!==void 0&&(delete e.pending[t],e.pendingCount--)};class XU extends Gh{constructor(t,n,r,i={}){var s,o;super(),this.backend=t,this.store=n,this.services=r,this.languageUtils=r.languageUtils,this.options=i,this.logger=Tr.create("backendConnector"),this.waitingReads=[],this.maxParallelReads=i.maxParallelReads||10,this.readingCalls=0,this.maxRetries=i.maxRetries>=0?i.maxRetries:5,this.retryTimeout=i.retryTimeout>=1?i.retryTimeout:350,this.state={},this.queue=[],(o=(s=this.backend)==null?void 0:s.init)==null||o.call(s,r,i.backend,i)}queueLoad(t,n,r,i){const s={},o={},a={},c={};return t.forEach(u=>{let p=!0;n.forEach(d=>{const h=`${u}|${d}`;!r.reload&&this.store.hasResourceBundle(u,d)?this.state[h]=2:this.state[h]<0||(this.state[h]===1?o[h]===void 0&&(o[h]=!0):(this.state[h]=1,p=!1,o[h]===void 0&&(o[h]=!0),s[h]===void 0&&(s[h]=!0),c[d]===void 0&&(c[d]=!0)))}),p||(a[u]=!0)}),(Object.keys(s).length||Object.keys(o).length)&&this.queue.push({pending:o,pendingCount:Object.keys(o).length,loaded:{},errors:[],callback:i}),{toLoad:Object.keys(s),pending:Object.keys(o),toLoadLanguages:Object.keys(a),toLoadNamespaces:Object.keys(c)}}loaded(t,n,r){const i=t.split("|"),s=i[0],o=i[1];n&&this.emit("failedLoading",s,o,n),!n&&r&&this.store.addResourceBundle(s,o,r,void 0,void 0,{skipCopy:!0}),this.state[t]=n?-1:2,n&&r&&(this.state[t]=0);const a={};this.queue.forEach(c=>{DU(c.loaded,[s],o),QU(c,t),n&&c.errors.push(n),c.pendingCount===0&&!c.done&&(Object.keys(c.loaded).forEach(u=>{a[u]||(a[u]={});const p=c.loaded[u];p.length&&p.forEach(d=>{a[u][d]===void 0&&(a[u][d]=!0)})}),c.done=!0,c.errors.length?c.callback(c.errors):c.callback())}),this.emit("loaded",a),this.queue=this.queue.filter(c=>!c.done)}read(t,n,r,i=0,s=this.retryTimeout,o){if(!t.length)return o(null,{});if(this.readingCalls>=this.maxParallelReads){this.waitingReads.push({lng:t,ns:n,fcName:r,tried:i,wait:s,callback:o});return}this.readingCalls++;const a=(u,p)=>{if(this.readingCalls--,this.waitingReads.length>0){const d=this.waitingReads.shift();this.read(d.lng,d.ns,d.fcName,d.tried,d.wait,d.callback)}if(u&&p&&i<this.maxRetries){setTimeout(()=>{this.read(t,n,r,i+1,s*2,o)},s);return}o(u,p)},c=this.backend[r].bind(this.backend);if(c.length===2){try{const u=c(t,n);u&&typeof u.then=="function"?u.then(p=>a(null,p)).catch(a):a(null,u)}catch(u){a(u)}return}return c(t,n,a)}prepareLoading(t,n,r={},i){if(!this.backend)return this.logger.warn("No backend was added via i18next.use. Will not load resources."),i&&i();le(t)&&(t=this.languageUtils.toResolveHierarchy(t)),le(n)&&(n=[n]);const s=this.queueLoad(t,n,r,i);if(!s.toLoad.length)return s.pending.length||i(),null;s.toLoad.forEach(o=>{this.loadOne(o)})}load(t,n,r){this.prepareLoading(t,n,{},r)}reload(t,n,r){this.prepareLoading(t,n,{reload:!0},r)}loadOne(t,n=""){const r=t.split("|"),i=r[0],s=r[1];this.read(i,s,"read",void 0,void 0,(o,a)=>{o&&this.logger.warn(`${n}loading namespace ${s} for language ${i} failed`,o),!o&&a&&this.logger.log(`${n}loaded namespace ${s} for language ${i}`,a),this.loaded(t,o,a)})}saveMissing(t,n,r,i,s,o={},a=()=>{}){var c,u,p,d,h;if((u=(c=this.services)==null?void 0:c.utils)!=null&&u.hasLoadedNamespace&&!((d=(p=this.services)==null?void 0:p.utils)!=null&&d.hasLoadedNamespace(n))){this.logger.warn(`did not save key "${r}" as the namespace "${n}" was not yet loaded`,"This means something IS WRONG in your setup. You access the t function before i18next.init / i18next.loadNamespace / i18next.changeLanguage was done. Wait for the callback or Promise to resolve before accessing it!!!");return}if(!(r==null||r==="")){if((h=this.backend)!=null&&h.create){const f={...o,isUpdate:s},m=this.backend.create.bind(this.backend);if(m.length<6)try{let g;m.length===5?g=m(t,n,r,i,f):g=m(t,n,r,i),g&&typeof g.then=="function"?g.then(x=>a(null,x)).catch(a):a(null,g)}catch(g){a(g)}else m(t,n,r,i,a,f)}!t||!t[0]||this.store.addResource(t[0],n,r,i)}}}const Nm=()=>({debug:!1,initAsync:!0,ns:["translation"],defaultNS:["translation"],fallbackLng:["dev"],fallbackNS:!1,supportedLngs:!1,nonExplicitSupportedLngs:!1,load:"all",preload:!1,keySeparator:".",nsSeparator:":",pluralSeparator:"_",contextSeparator:"_",enableSelector:!1,partialBundledLanguages:!1,saveMissing:!1,updateMissing:!1,saveMissingTo:"fallback",saveMissingPlurals:!0,missingKeyHandler:!1,missingInterpolationHandler:!1,postProcess:!1,postProcessPassResolved:!1,returnNull:!1,returnEmptyString:!0,returnObjects:!1,joinArrays:!1,returnedObjectHandler:!1,parseMissingKeyHandler:!1,appendNamespaceToMissingKey:!1,appendNamespaceToCIMode:!1,overloadTranslationOptionHandler:e=>{let t={};if(typeof e[1]=="object"&&(t=e[1]),le(e[1])&&(t.defaultValue=e[1]),le(e[2])&&(t.tDescription=e[2]),typeof e[2]=="object"||typeof e[3]=="object"){const n=e[3]||e[2];Object.keys(n).forEach(r=>{t[r]=n[r]})}return t},interpolation:{escapeValue:!0,prefix:"{{",suffix:"}}",formatSeparator:",",unescapePrefix:"-",nestingPrefix:"$t(",nestingSuffix:")",nestingOptionsSeparator:",",maxReplaces:1e3,skipOnVariables:!0},cacheInBuiltFormats:!0}),SC=e=>(le(e.ns)&&(e.ns=[e.ns]),le(e.fallbackLng)&&(e.fallbackLng=[e.fallbackLng]),le(e.fallbackNS)&&(e.fallbackNS=[e.fallbackNS]),e.supportedLngs&&!e.supportedLngs.includes("cimode")&&(e.supportedLngs=e.supportedLngs.concat(["cimode"])),e),Wu=()=>{},ZU=e=>{Object.getOwnPropertyNames(Object.getPrototypeOf(e)).forEach(n=>{typeof e[n]=="function"&&(e[n]=e[n].bind(e))})};class Gl extends Gh{constructor(t={},n){if(super(),this.options=SC(t),this.services={},this.logger=Tr,this.modules={external:[]},ZU(this),n&&!this.isInitialized&&!t.isClone){if(!this.options.initAsync)return this.init(t,n),this;setTimeout(()=>{this.init(t,n)},0)}}init(t={},n){this.isInitializing=!0,typeof t=="function"&&(n=t,t={}),t.defaultNS==null&&t.ns&&(le(t.ns)?t.defaultNS=t.ns:t.ns.includes("translation")||(t.defaultNS=t.ns[0]));const r=Nm();this.options={...r,...this.options,...SC(t)},this.options.interpolation={...r.interpolation,...this.options.interpolation},t.keySeparator!==void 0&&(this.options.userDefinedKeySeparator=t.keySeparator),t.nsSeparator!==void 0&&(this.options.userDefinedNsSeparator=t.nsSeparator),typeof this.options.overloadTranslationOptionHandler!="function"&&(this.options.overloadTranslationOptionHandler=r.overloadTranslationOptionHandler);const i=u=>u?typeof u=="function"?new u:u:null;if(!this.options.isClone){this.modules.logger?Tr.init(i(this.modules.logger),this.options):Tr.init(null,this.options);let u;this.modules.formatter?u=this.modules.formatter:u=YU;const p=new bC(this.options);this.store=new yC(this.options.resources,this.options);const d=this.services;d.logger=Tr,d.resourceStore=this.store,d.languageUtils=p,d.pluralResolver=new GU(p,{prepend:this.options.pluralSeparator}),u&&(d.formatter=i(u),d.formatter.init&&d.formatter.init(d,this.options),this.options.interpolation.format=d.formatter.format.bind(d.formatter)),d.interpolator=new CC(this.options),d.utils={hasLoadedNamespace:this.hasLoadedNamespace.bind(this)},d.backendConnector=new XU(i(this.modules.backend),d.resourceStore,d,this.options),d.backendConnector.on("*",(h,...f)=>{this.emit(h,...f)}),this.modules.languageDetector&&(d.languageDetector=i(this.modules.languageDetector),d.languageDetector.init&&d.languageDetector.init(d,this.options.detection,this.options)),this.modules.i18nFormat&&(d.i18nFormat=i(this.modules.i18nFormat),d.i18nFormat.init&&d.i18nFormat.init(this)),this.translator=new zp(this.services,this.options),this.translator.on("*",(h,...f)=>{this.emit(h,...f)}),this.modules.external.forEach(h=>{h.init&&h.init(this)})}if(this.format=this.options.interpolation.format,n||(n=Wu),this.options.fallbackLng&&!this.services.languageDetector&&!this.options.lng){const u=this.services.languageUtils.getFallbackCodes(this.options.fallbackLng);u.length>0&&u[0]!=="dev"&&(this.options.lng=u[0])}!this.services.languageDetector&&!this.options.lng&&this.logger.warn("init: no languageDetector is used and no lng is defined"),["getResource","hasResourceBundle","getResourceBundle","getDataByLanguage"].forEach(u=>{this[u]=(...p)=>this.store[u](...p)}),["addResource","addResources","addResourceBundle","removeResourceBundle"].forEach(u=>{this[u]=(...p)=>(this.store[u](...p),this)});const a=vl(),c=()=>{const u=(p,d)=>{this.isInitializing=!1,this.isInitialized&&!this.initializedStoreOnce&&this.logger.warn("init: i18next is already initialized. You should call init just once!"),this.isInitialized=!0,this.options.isClone||this.logger.log("initialized",this.options),this.emit("initialized",this.options),a.resolve(d),n(p,d)};if((this.languages||this.isLanguageChangingTo)&&!this.isInitialized)return u(null,this.t.bind(this));this.changeLanguage(this.options.lng,u)};return this.options.resources||!this.options.initAsync?c():setTimeout(c,0),a}loadResources(t,n=Wu){var s,o;let r=n;const i=le(t)?t:this.language;if(typeof t=="function"&&(r=t),!this.options.resources||this.options.partialBundledLanguages){if((i==null?void 0:i.toLowerCase())==="cimode"&&(!this.options.preload||this.options.preload.length===0))return r();const a=[],c=u=>{if(!u||u==="cimode")return;this.services.languageUtils.toResolveHierarchy(u).forEach(d=>{d!=="cimode"&&(a.includes(d)||a.push(d))})};i?c(i):this.services.languageUtils.getFallbackCodes(this.options.fallbackLng).forEach(p=>c(p)),(o=(s=this.options.preload)==null?void 0:s.forEach)==null||o.call(s,u=>c(u)),this.services.backendConnector.load(a,this.options.ns,u=>{!u&&!this.resolvedLanguage&&this.language&&this.setResolvedLanguage(this.language),r(u)})}else r(null)}reloadResources(t,n,r){const i=vl();return typeof t=="function"&&(r=t,t=void 0),typeof n=="function"&&(r=n,n=void 0),t||(t=this.languages),n||(n=this.options.ns),r||(r=Wu),this.services.backendConnector.reload(t,n,s=>{i.resolve(),r(s)}),i}use(t){if(!t)throw new Error("You are passing an undefined module! Please check the object you are passing to i18next.use()");if(!t.type)throw new Error("You are passing a wrong module! Please check the object you are passing to i18next.use()");return t.type==="backend"&&(this.modules.backend=t),(t.type==="logger"||t.log&&t.warn&&t.error)&&(this.modules.logger=t),t.type==="languageDetector"&&(this.modules.languageDetector=t),t.type==="i18nFormat"&&(this.modules.i18nFormat=t),t.type==="postProcessor"&&YA.addPostProcessor(t),t.type==="formatter"&&(this.modules.formatter=t),t.type==="3rdParty"&&this.modules.external.push(t),this}setResolvedLanguage(t){if(!(!t||!this.languages)&&!["cimode","dev"].includes(t)){for(let n=0;n<this.languages.length;n++){const r=this.languages[n];if(!["cimode","dev"].includes(r)&&this.store.hasLanguageSomeTranslations(r)){this.resolvedLanguage=r;break}}!this.resolvedLanguage&&!this.languages.includes(t)&&this.store.hasLanguageSomeTranslations(t)&&(this.resolvedLanguage=t,this.languages.unshift(t))}}changeLanguage(t,n){this.isLanguageChangingTo=t;const r=vl();this.emit("languageChanging",t);const i=a=>{this.language=a,this.languages=this.services.languageUtils.toResolveHierarchy(a),this.resolvedLanguage=void 0,this.setResolvedLanguage(a)},s=(a,c)=>{c?this.isLanguageChangingTo===t&&(i(c),this.translator.changeLanguage(c),this.isLanguageChangingTo=void 0,this.emit("languageChanged",c),this.logger.log("languageChanged",c)):this.isLanguageChangingTo=void 0,r.resolve((...u)=>this.t(...u)),n&&n(a,(...u)=>this.t(...u))},o=a=>{var p,d;!t&&!a&&this.services.languageDetector&&(a=[]);const c=le(a)?a:a&&a[0],u=this.store.hasLanguageSomeTranslations(c)?c:this.services.languageUtils.getBestMatchFromCodes(le(a)?[a]:a);u&&(this.language||i(u),this.translator.language||this.translator.changeLanguage(u),(d=(p=this.services.languageDetector)==null?void 0:p.cacheUserLanguage)==null||d.call(p,u)),this.loadResources(u,h=>{s(h,u)})};return!t&&this.services.languageDetector&&!this.services.languageDetector.async?o(this.services.languageDetector.detect()):!t&&this.services.languageDetector&&this.services.languageDetector.async?this.services.languageDetector.detect.length===0?this.services.languageDetector.detect().then(o):this.services.languageDetector.detect(o):o(t),r}getFixedT(t,n,r,i){const s=i==null?void 0:i.scopeNs,o=(a,c,...u)=>{let p;typeof c!="object"?p=this.options.overloadTranslationOptionHandler([a,c].concat(u)):p={...c},p.lng=p.lng||o.lng,p.lngs=p.lngs||o.lngs;const d=p.ns!==void 0&&p.ns!==null;p.ns=p.ns||o.ns,p.keyPrefix!==""&&(p.keyPrefix=p.keyPrefix||r||o.keyPrefix);const h={...this.options,...p};Array.isArray(s)&&!d&&(h.ns=s),typeof p.keyPrefix=="function"&&(p.keyPrefix=pa(p.keyPrefix,h));const f=this.options.keySeparator||".";let m;return p.keyPrefix&&Array.isArray(a)?m=a.map(g=>(typeof g=="function"&&(g=pa(g,h)),`${p.keyPrefix}${f}${g}`)):(typeof a=="function"&&(a=pa(a,h)),m=p.keyPrefix?`${p.keyPrefix}${f}${a}`:a),this.t(m,p)};return le(t)?o.lng=t:o.lngs=t,o.ns=n,o.keyPrefix=r,o}t(...t){var n;return(n=this.translator)==null?void 0:n.translate(...t)}exists(...t){var n;return(n=this.translator)==null?void 0:n.exists(...t)}setDefaultNamespace(t){this.options.defaultNS=t}hasLoadedNamespace(t,n={}){if(!this.isInitialized)return this.logger.warn("hasLoadedNamespace: i18next was not initialized",this.languages),!1;
311if(!this.languages||!this.languages.length)return this.logger.warn("hasLoadedNamespace: i18n.languages were undefined or empty",this.languages),!1;const r=n.lng||this.resolvedLanguage||this.languages[0],i=this.options?this.options.fallbackLng:!1,s=this.languages[this.languages.length-1];if(r.toLowerCase()==="cimode")return!0;const o=(a,c)=>{const u=this.services.backendConnector.state[`${a}|${c}`];return u===-1||u===0||u===2};if(n.precheck){const a=n.precheck(this,o);if(a!==void 0)return a}return!!(this.hasResourceBundle(r,t)||!this.services.backendConnector.backend||this.options.resources&&!this.options.partialBundledLanguages||o(r,t)&&(!i||o(s,t)))}loadNamespaces(t,n){const r=vl();return this.options.ns?(le(t)&&(t=[t]),t.forEach(i=>{this.options.ns.includes(i)||this.options.ns.push(i)}),this.loadResources(i=>{r.resolve(),n&&n(i)}),r):(n&&n(),Promise.resolve())}loadLanguages(t,n){const r=vl();le(t)&&(t=[t]);const i=this.options.preload||[],s=t.filter(o=>!i.includes(o)&&this.services.languageUtils.isSupportedCode(o));return s.length?(this.options.preload=i.concat(s),this.loadResources(o=>{r.resolve(),n&&n(o)}),r):(n&&n(),Promise.resolve())}dir(t){var i,s;if(t||(t=this.resolvedLanguage||(((i=this.languages)==null?void 0:i.length)>0?this.languages[0]:this.language)),!t)return"rtl";try{const o=new Intl.Locale(t);if(o&&o.getTextInfo){const a=o.getTextInfo();if(a&&a.direction)return a.direction}}catch{}const n=["ar","shu","sqr","ssh","xaa","yhd","yud","aao","abh","abv","acm","acq","acw","acx","acy","adf","ads","aeb","aec","afb","ajp","apc","apd","arb","arq","ars","ary","arz","auz","avl","ayh","ayl","ayn","ayp","bbz","pga","he","iw","ps","pbt","pbu","pst","prp","prd","ug","ur","ydd","yds","yih","ji","yi","hbo","men","xmn","fa","jpr","peo","pes","prs","dv","sam","ckb"],r=((s=this.services)==null?void 0:s.languageUtils)||new bC(Nm());return t.toLowerCase().indexOf("-latn")>1?"ltr":n.includes(r.getLanguagePartFromCode(t))||t.toLowerCase().indexOf("-arab")>1?"rtl":"ltr"}static createInstance(t={},n){const r=new Gl(t,n);return r.createInstance=Gl.createInstance,r}cloneInstance(t={},n=Wu){const r=t.forkResourceStore;r&&delete t.forkResourceStore;const i={...this.options,...t,isClone:!0},s=new Gl(i);if((t.debug!==void 0||t.prefix!==void 0)&&(s.logger=s.logger.clone(t)),["store","services","language"].forEach(a=>{s[a]=this[a]}),s.services={...this.services},s.services.utils={hasLoadedNamespace:s.hasLoadedNamespace.bind(s)},r){const a=Object.keys(this.store.data).reduce((c,u)=>(c[u]={...this.store.data[u]},c[u]=Object.keys(c[u]).reduce((p,d)=>(p[d]={...c[u][d]},p),c[u]),c),{});s.store=new yC(a,i),s.services.resourceStore=s.store}if(t.interpolation){const c={...Nm().interpolation,...this.options.interpolation,...t.interpolation},u={...i,interpolation:c};s.services.interpolator=new CC(u)}return s.translator=new zp(s.services,i),s.translator.on("*",(a,...c)=>{s.emit(a,...c)}),s.init(i,n),s.translator.options=i,s.translator.backendConnector.services.utils={hasLoadedNamespace:s.hasLoadedNamespace.bind(s)},s}toJSON(){return{options:this.options,store:this.store,language:this.language,languages:this.languages,resolvedLanguage:this.resolvedLanguage}}}const Ut=Gl.createInstance();Ut.createInstance;Ut.dir;Ut.init;Ut.loadResources;Ut.reloadResources;Ut.use;Ut.changeLanguage;Ut.getFixedT;Ut.t;Ut.exists;Ut.setDefaultNamespace;Ut.hasLoadedNamespace;Ut.loadNamespaces;Ut.loadLanguages;const e7=(e,t,n,r)=>{var s,o,a,c;const i=[n,{code:t,...r||{}}];if((o=(s=e==null?void 0:e.services)==null?void 0:s.logger)!=null&&o.forward)return e.services.logger.forward(i,"warn","react-i18next::",!0);lo(i[0])&&(i[0]=`react-i18next:: ${i[0]}`),(c=(a=e==null?void 0:e.services)==null?void 0:a.logger)!=null&&c.warn?e.services.logger.warn(...i):console!=null&&console.warn&&console.warn(...i)},_C={},oy=(e,t,n,r)=>{lo(n)&&_C[n]||(lo(n)&&(_C[n]=new Date),e7(e,t,n,r))},XA=(e,t)=>()=>{if(e.isInitialized)t();else{const n=()=>{setTimeout(()=>{e.off("initialized",n)},0),t()};e.on("initialized",n)}},ay=(e,t,n)=>{e.loadNamespaces(t,XA(e,n))},EC=(e,t,n,r)=>{if(lo(n)&&(n=[n]),e.options.preload&&e.options.preload.indexOf(t)>-1)return ay(e,n,r);
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369:"Mettre en place des pratiques durables pour une équipe en santé.",duration:"2h00",mode:"Formation",formats:["Formation"],maxParticipants:25,longDescription:`10 000 matins, c'est le nombre de fois que les gens se rendront en moyenne au travail. Un tiers, c'est la proportion de temps que votre équipe passe au sein de vos quatre murs. Aussi bien en faire un endroit où ils se sentent bien, pas vrai? 370 371Cet atelier invite à repenser ce que veut dire le bien-être et l'équilibre au travail, au-delà des chaises ergonomiques et des cours de yoga. On y explore ce qu'une organisation peut faire concrètement pour prendre soin de la santé mentale et physique de ses équipes. Nous approfondissons des thèmes clés avec vous et vous proposons une banque d'outils et d'idées facilement applicables pour prioriser le bien-être de votre équipe, et l'incarner intentionnellement. Prendre soin des gens, c'est une décision d'affaires tout aussi importante que le reste.`,topics:["La place du bien-être dans la vie de tous les jours","Comment implanter un programme de bien-être en entreprise","Thèmes clés","Idées de pratiques à mettre en place","Objectifs et KPI : comment suivre le bien-être de vos équipes"],takeaways:["Une meilleure compréhension de ce qui fait une réelle différence","Une banque d'idées concrètes et adaptables","Un gabarit de programme bien-être à garnir","Des mesures d'impact pour vos initiatives"],audience:["Direction, gestionnaires ou équipes RH intéressés par les thèmes de santé mentale et physique, et par l'impact du travail sur le bien-être des gens."]},{slug:"reintegration-employe",title:"Re-onboarding",category:"Leadership",blurb:"Accueillir et réintégrer avec soin pour assurer un retour réussi.",duration:"2h00",mode:"Formation",formats:["Formation"],maxParticipants:12,longDescription:"Un retour au travail après une absence prolongée, quelque soit la nature de celui-ci, ça ne s'improvise pas. Ni pour la personne qui revient, ni pour l'équipe qui l'accueille. Congé parental, épuisement, arrêt maladie : le retour mérite d'être adressé avec soin, structure et ouverture. Cette formation vous permettra de mieux comprendre les réalités humaines et psychologiques liées aux arrêts de travail, tout en vous outillant concrètement pour structurer les départs et les retours au sein de votre organisation.",topics:["Congé de parentalité, épuisement professionnel et autres arrêts de travail","Notions psychologiques liées aux arrêts de travail","L'importance de la préparation","Démarches administratives","Implication de l'employé·e, de l'employeur et de l'équipe","Plans de départ graduels","Plans de re-onboarding graduels","Banque d'idées de bonnes pratiques, rituels et outils concrets à mettre en place rapidement"],takeaways:["Un plan de re-onboarding adapté à votre réalité, prêt à partager à vos équipes","Des outils pour encadrer chaque étape de la transition"],audience:["Cette formation s'adresse principalement à des gestionnaires et/ou aux équipes culture, talents, RH qui souhaitent s'outiller afin de mieux comprendre et encadrer les arrêts de travail à venir au sein de leur entreprise."]},{slug:"culture-cap-turbulences",title:"Culture d'entreprise",category:"Culture d'entreprise",blurb:"Redéfinir votre culture et l'incarner au quotidien, dans l'action.",duration:"2h00",mode:"Formation",formats:["Formation"],maxParticipants:25,longDescription:"La culture d'entreprise⦠La première chose que l'on mentionne dans une offre d'emploi et trop souvent, la dernière qu'on prend réellement le temps de bien construire. Et pourtant? La culture l'emporte sur tout le reste et elle est partout : dans la façon dont on se parle, dont on prend les décisions, dont on traverse les moments plus houleux. Cet atelier vise à redéfinir votre culture d'entreprise, et ressortir avec des pistes concrètes pour l'incarner au quotidien.",topics:["La culture, ça mange quoi en hiver?","Les piliers d'une saine culture","Comment traduire vos valeurs en actions concrètes","Prioriser les valeurs en temps de crise","La culture en mode hybride","Inspirations et bonnes pratiques","Ateliers guidés pour rehausser votre culture"],takeaways:[],audience:["Aux équipes de direction, gestionnaires et équipes RH qui veulent construire (ou reconstruire) une culture à l'image de leurs aspirations. En faire quelque chose qui se vit, et non juste affiché.","à noter qu'une portion de cet atelier peut être adaptée pour y impliquer toute l'équipe."],relatedSlugs:["communiquer-efficacement","prioriser-bien-etre-equipe"],testimonialIds:["genevieve-culture-avril2026","anne-sophie-culture-avril2026"]},{slug:"introduction-semaine-reduite",title:"Flexibilité au travail : du rêve à la réalité",category:"Leadership",blurb
371:"Structurer la flexibilité au travail : modèles, conditions gagnantes et étapes d'implantation.",duration:"3h00",mode:"Formation",formats:["Formation"],maxParticipants:12,longDescription:`Travailler moins, et produire tout autant? C'est possible, mais pas en claquant des doigts. Cette formation signature de Boite Pac explore comment structurer la flexibilité au travail sous toutes ses coutures. Contradiction nous direz-vous? Pas du tout! Pour permettre la flexibilité, on se doit d'être clair sur le cadre et les attentes. Clear is kind comme on dit chez nous! 372 373Cet atelier explore différents modèles possibles, les conditions gagnantes, les étapes pour passer de la curiosité à l'implantation. Que vous envisagiez passer à la semaine de 4 jours, repenser votre horaire conventionnel ou simplement explorer différents modèles : ces 3 heures avec nous sont une bonne façon de commencer la réflexion sérieusement.`,topics:["Différents modèles de flexibilité","Modèle de semaine réduite (4 jours)","Exemples d'entreprises ayant fait le saut","Ãtapes d'implantation","Quelques techniques de productivité pour que ça fonctionne","Enjeux fréquents et pistes de solution"],takeaways:["Une compréhension claire des différents modèles","Un plan par étape pour l'implanter dans votre entreprise","Un portrait réaliste des défis potentiels","Un plan de communication pour les différentes parties prenantes"],audience:["Cette formation s'adresse principalement à des gestionnaires, des entrepreneurs ou des employé·e·s curieux d'en savoir plus sur la semaine de travail réduite."],relatedSlugs:["techniques-de-productivite","culture-cap-turbulences","prioriser-bien-etre-equipe"]},{slug:"allie-femmes-au-travail",title:"Solidarité féminine : Bâtir un système pour s'élever entre femmes",category:"Culture d'entreprise",blurb:"Comprendre les enjeux et passer à l'action pour une culture inclusive.",duration:"90 minutes",mode:"C
373onférence",formats:["Conférence"],maxParticipants:60,longDescription:"Oui, on en parle encore et oui, il reste toute une montagne à gravir! à travers une valse entre théorie et réflexion, Boite Pac explore ce que la solidarité féminine veut dire en contexte de travail et surtout, comment la faire vivre au quotidien à travers 7 pratiques bien concrètes. Nul besoin de revoir aucun processus RH : la conférence se base sur le principe que ce qu'on pratique individuellement rejaillit collectivement.",topics:["Le portrait actuel de la place des femmes au travail","Petit lexique pratico-pratique","Pourquoi la solidarité féminine est encore (et toujours) nécessaire","7 pratiques pour bâtir un système pour s'élever entre femmes","Exercice d'autodéfense : déconstruire les mythes du quotidien","Questions de réflexion solo au fil de la conférence"],takeaways:["Des outils concrets pour pratiquer la solidarité féminine au quotidien, dans son milieu de travail comme dans sa vie personnelle","Une banque de questions pour poursuivre la réflexion","La présentation visuelle et la liste de ressources"],audience:["à toute entreprise souhaitant offrir un moment qui sort de l'ordinaire à ses équipes, et créer un environnement où les femmes peuvent prendre leur place, s'exprimer et s'élever.","Pssst! 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Culture eats everything else for breakfast, and it's everywhere: in the way we speak to each other, make decisions, and weather rough patches. 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Parental leave, burnout, medical leave: the return deserves to be approached with care, structure and openness. This training will help you better understand the human and psychological realities tied to work absences, while giving you concrete tools to structure departures and returns in your organization.",topics:["Parental leave, burnout and other work absences","Psychological notions related to work absences","The importance of preparation","Administrative steps","The roles of the employee, the employer and the team","Gradual departure plans","Gradual re-onboarding plans","A bank of best-practice ideas, rituals and concrete tools you can put in place quickly"],takeaways:["A re-onboarding plan tailored to your reality, ready to share with your teams","Tools to support every step of the transition"],audience:["This training is mainly aimed at managers and/or culture, talent, HR team
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Whether you're considering the 4-day week, rethinking your conventional schedule or simply exploring different models, these 3 hours are a great way to start the conversation seriously.`,topics:["Different flexibility models","The reduced-week model (4 days)","Examples of companies that made the leap","Implementation steps","A few productivity techniques to make it work","Common challenges and solutions"],takeaways:["A clear understanding of the different models","A step-by-step plan to roll it out in your company","A realistic picture of potential challenges","A communication plan for the various stakeholders"],audience:["This training is mainly aimed at managers, entrepreneurs or team members curious to learn more about the reduced workweek."]},"allie-femmes-au-travail":{title:"Sisterhood: building a system that lifts women up",blurb:"Understand the issues and take action toward an inclusive culture.",duration:"90 minutes",mode:"Talk",longDescription:"Yes, we're still talking about it â and yes, there's still a whole mountain to climb! Through a back-and-forth between theory and reflection, Boite Pac explores what female solidarity means in a workplace context and, above all, how to bring it to life every day through 7 concrete practices. No need to overhaul any HR process: the talk is built on the idea that what we practice individually echoes collectively.",topics:["The current picture of women in the workplace","A practical short glossary","Why female solidarity is still (always) necessary","7 practices to build a system that lifts women up","Self-defense exercise: deconstructing everyday myths","Solo reflection questions throughout the talk"],takeaways:["Concrete tools to practice female solidarity every day, at work and in personal life","A bank of questions to keep reflecting","The visual presentation and a resource list"],audience:["Any company that wants to offer its teams something out of the ordinary and create an environment where women can take their place, speak up and rise.","Pssst! 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Le contenu s'ancre dans les réalités, les valeurs et les enjeux propres à votre organisation.`,image:dy.url,imageAlt:"Cohorte en atelier de leadership personnalisé"},description:{image:zm.url,imageAlt:"Atelier collaboratif",eyebrow:"Description",title:"Même structure, même richesse de contenu, mais co-construit pour votre équipe.",paragraphs:["On commence par prendre le pouls de vos enjeux, vos besoins et vos valeurs, puis on co-construit un parcours qui parle vraiment. 4 blocs de 2 heures, en compagnie de gestionnaires de votre organisation où l'on valse entre la théorie, la pratique et les partages. Maximum 12 participant·e·s par cohorte, en virtuel ou en présentiel.","Ce que ça inclut :"],bullets:["Analyse de l'entreprise","Sondage envoyé aux participant·e·s","Test psychométrique aux participant·e·s si désiré","Compte rendu des profils psychométriques","Rencontre avec les RH","Personnalisation du parcours de formation","Validation du contenu","Ronde d'ajustement","4 séances personnalisées, thèmes sélectionnés dans la liste ci-bas","Sondage mi-p
386arcours","Outils pour faciliter l'implantation de nouvelles pratiques","Sondage fin de parcours","Recommandations post-programme","Coaching et co-développement si désiré par la suite"]},info:{duration:{label:"Durée",value:"à confirmer",emoji:"â±ï¸"},price:{label:"Tarif",value:"Sur demande",emoji:"â¨"},third:{label:"Format",value:"Max. 12 / séance",emoji:"ð¥"}},topics:{eyebrow:"Sujets abordés",title:"Les 4 séances du parcours",items:[{title:"Séance 1 â Assumer sa posture : bâtir un leadership qui mobilise",description:"Sélection de 6 compétences clés à explorer parmi les suivantes : pouvoir d'influence, connexion, organisation, communication, courage managérial, développement des talents et vision stratégique.",points:["Prendre conscience de son impact grâce à la notion de Weather Maker","Exercice de réflexion et de déprogrammation","Clarifier sa vision et tracer les bases de son leadership","Prendre sa place avec confiance et développer sa crédibilité","Construire la relation avec son équipe","Devenir des ninjas de l'organisation"]},{title:"Séance 2 â Gérer des humain·es : l'art de la communication",points:["Créer un cadre psychologique sécurisant, au-delà de « ma porte est toujours ouverte »","Les 3 super-pouvoirs de la communication","Développer l'écoute active","Cultiver la curiosité et poser les bonnes questions","Repenser la vulnérabilité à travers le rituel des clearings","Distinguer les faits des perceptions","Clarifier ses messages et son intention","Classe de maître : la reconnaissance niveau expert","Maîtriser l'art du feedback constructif","Demander du feedback pour soi : à qui, quand et comment?"]},{title:"Séance 3 â Oser le leadership dans l'inconfort",points:["La part de responsabilité","Recevoir du feedback et laisser son ego de côté","Se préparer à une discussion difficile et structurer ses échanges","Se préparer à une annonce difficile grâce au schéma Boîte Pac","Gérer les déceptions et les transformer en opportunités","Introduction à la gestion du changement"]},{title:"Séance 4 â De gestionnaire à développeur de talents",points:["Structurer un parcours d'intégration clair et mobilisateur","Coacher avec impact","Déterminer quand être un coach et quand être un conseiller","Cartographier les forces et les aspirations de son équipe pour les rallier aux objectifs de l'entreprise","Bâtir des plans de développement individuel","Mettre en place des mécanismes et rituels pour les faire vivre","Déléguer stratég
386iquement et sortir de l'opérationnel","Identifier comment conjuguer l'inspiration au concret"]}]},promise:{eyebrow:"Notre promesse",title:"Oui à l'inspiration, oui à l'introspection, oui à l'innovation. Non au pelletage de nuages.",text:"Chez Boîte Pac, votre parcours est conçu pour refléter la réalité unique de votre entreprise. On transforme les idées en actions concrètes, on vous guide vers des pratiques adaptées à votre contexte, et on vous fournit les outils nécessaires pour les déployer efficacement avec vos équipes : liste de questions 1:1s, modèle d'ordre du jour de rencontres, schéma de la rétroaction constructive, schéma d'annonce difficile et gabarit de plan d'accueil et d'intégration."},faq:[],testimonialIds:["shirley-lussier","francis-lussier","martin-lussier"]},"programme-leadership-personnalise-niveau-2":{slug:"programme-leadership-personnalise-niveau-2",pole:"leadership",parent:_o,hero:{eyebrow:"Leadership organisationnel",title:l.jsx(l.Fragment,{children:"Programme Leadership personnalisé"}),formatLabel:"Niveau 2",description:"Ãlevez votre leadership d'un cran. Ce programme avancé vous outille pour créer un environnement propice à la collaboration, à la performance et à la transformation â en misant sur la mise en pratique, les échanges entre pairs et l'apport d'experts de votre industrie.",image:AG.url,imageAlt:"Cohorte en classe de maître de leadership niveau 2"},description:{image:$G.url,imageAlt:"Participante attentive lors d'une classe de maître Boîte Pac",eyebrow:"Description",title:"Une formation avancée, personnalisée à la réalité de votre entreprise.",paragraphs:["Il y a certains mantras dont on ne se lasse pas chez Boîte Pac. Ils guident nos réflexions et nous ramènent souvent à l'essentiel lorsque vient le temps de gérer sous pression. On vous propose de les décortiquer avec vous et de vous les approprier pour avoir plus d'impact (et plus de fun) au quotidien.","Véritablement axé sur le partage d'expériences et l'intelligence collective, ce programme fait le pari que la mise en pratique, les échanges entre pairs et l'ancrage dans le réel l'emportent sur la théorie. Il permet de prendre du recul sur sa pratique de gestion, d'affiner son impact comme leader et de développer des façons d'agir plus efficaces au quotidien.","Le parcours est enrichi par l'apport d'experts issus de l'industrie, qui contribuent à la conception et à l'animation des contenus afin d'assurer leur pertinence et leur ancrage dans la réalité terrain. La participation inclut également les résultats d'évaluation issus de l'outil psychométrique Nova Global.","Formation personnalisée divisée en 4 séances de 3h ou en deux journées complètes. Maximum 12 participant·e·s par séance, en présentiel ou en virtuel. Ce que ça inclut :"],bullets:["Rencontre avec les RH","Sondage envoyé aux participant·e·s","Ãvaluation psychométrique Nova des participant·e·s","Personnalisation du parcours de formation","Validation des classes de maîtres","Ronde d'ajustement","4 classes de maître et ateliers s'inscrivant dans les thèmes ci-bas","Sondage mi-parcours","Outils pour faciliter l'amélioration de la posture du leader","Recommandations post-programme","Coaching et co-développement possibles par la suite"]},info:{duration:{label:"Durée",value:"4 séances de 3h",emoji:"â±ï¸"},price:{label:"Tarif",value:"Sur demande",emoji:"â¨"},third:{label:"Format",value:"Max. 12 / séance",emoji:"ð¥"}},topics:{eyebrow:"Sujets abordés",title:"Les 4 séances du parcours",items:[{title:"Séance 1 â Développer un leadership intentionnel (Slow down to speed up)",description:"Prendre le temps de ralentir pour mieux comprendre l'impact de ses actions, de ses réactions et de ses habitudes de gestion. Cette séance permet aux participant·e·s de réfléchir à leur posture de leader, d'identifier ce qui les aide ou les freine dans leur rôle et de développer davantage d'intentionnalité dans leur quotidien.",points:["Mieux se connaître pour mieux diriger","Développer sa capacité de recul et son jugement dans l'action","Identifier les habitudes qui amplifient ou limitent son impact"]},{title:"Séance 2 â Donner du sens pour mieux mobiliser (Purpose before process)",description:"Les attentes envers les leaders évoluent. Au-delà des résultats, ils doivent créer du sens, favoriser l'engagement et rallier les équipes autour d'une direction claire. Cette séance amène les participant·e·s à réfléchir à leur rôle comme porteur·euse·s de sens et à leur capacité à mobiliser autour d'une vision commune.",points:["Comprendre les attentes envers les leaders d'aujourd'hui","Clarifier son rôle dans la mobilisation des équipes","Communiquer le sens derrière les décisions et les priorités"]},{title:"Séance 3 â Naviguer l'inconfort avec courage (Clear is Kind)",description:"Les conversations difficiles, les changements et les situations délicates font partie intégrante du rôle de leader. Cette séance vise à développer la capacité à aborder ces moments avec clarté, courage et bienveillance afin de maintenir la confiance et la performance au sein des équipes.",points:["Communiquer clairement dans les situations complexes","Gérer les résistances et les réactions au changement","Transformer les conversations difficiles en occasions de progression"]}
386,{title:"Séance 4 â Ãlever sa perspective stratégique (Surprotéger, c'est sous-estimer)",description:"Un leader mobilisateur ne porte pas seul le poids des décisions. Il partage l'information, développe l'autonomie et permet à son équipe de contribuer pleinement à la réussite collective. Cette séance aide les participant·e·s à adopter une vision plus stratégique de leur rôle et à créer les conditions propices à l'engagement.",points:["Développer une vision d'ensemble et une pensée stratégique","Favoriser l'autonomie plutôt que la dépendance","Mobiliser les talents autour des priorités et des objectifs communs"]}]},promise:{eyebrow:"Notre promesse",title:"Du concret, des expert·e·s et un miroir précis sur votre leadership.",text:"Beaucoup de cas et d'exercices pratiques, des expert·e·s invité·e·s pour approfondir des enjeux précis et des liens directs entre votre profil Nova et votre leadership pour améliorer votre présence exécutive."},faq:[{q:"Est-ce que je dois avoir fait le niveau 1 avant de passer au niveau 2?",a:"Oui. Le niveau 2 part du langage commun, des outils et de la posture développés au niveau 1 pour aller plus loin dans l'intentionnalité, le sens et la perspective stratégique. Avoir complété le niveau 1 de Boîte Pac est un prérequis pour permettre à toute la cohorte de plonger directement dans la mise en pratique et les échanges entre pairs."},{q:"Est-ce que cette formation me donne une certification?",a:"Le programme n'est pas une certification reconnue par un ordre professionnel. Par contre, chaque participant·e reçoit ses résultats d'évaluation Nova Global, une attestation de participation au programme ainsi que les outils et recommandations personnalisés pour ancrer les apprentissages dans son quotidien de gestion."}],testimonialIds:[]},"parcours-leadership-en-groupe":{slug:"parcours-leadership-en-groupe",pole:"leadership",parent:_o,hero:{eyebrow:"Leadership organisationnel",title:l.jsx(l.Fragment,{children:"Cohorte Leadership signature"}),description:"Les modèles de leadership évoluent. Le temps de faire briller les égos est révolu : place aux leaders capables de vulnérabilité et de courage. Ce parcours de formation en 4 séances explore les 8 compétences essentielles à un leadership d'impact : un doux mélange entre la théorie, l'introspection et les outils plus-que-concrets pour mettre les apprentissages en pratique dès le lendemain. Ici, vous apprendrez en cohorte de groupe aux côtés de gestionnaires de d'autres organisations. Parce que les échanges nourrissent autant que le contenu. Notre prochaine cohorte débute en septembre 2026, ne manquez pas votre chance!",image:MN.url,imageAlt:"Cohorte de gestionnaires en discussion autour d'une table",formatLabel:"Cohorte de groupe"},description:{image:WC.url,imageAlt:"Cohorte Leadership signature en atelier",eyebrow:"Description",title:"Cohorte Leadership signature",paragraphs:["4 blocs de 2 heures, en compagnie de gestionnaires provenant d'horizons variés. On valse entre la théorie, la pratique et les partages. Maximum 12 participant·e·s par cohorte, pour que tout le monde ait vraiment sa place. Alerte aux échanges riches!","Ce parcours s'adresse à :"],bullets:["Les nouveaux·elles gestionnaires en transition vers un rôle de leadership","Les gestionnaires en poste qui souhaitent solidifier leurs bases","Les leaders en devenir qui veulent développer leur leadership","Les entrepreneur·e·s sur le point de faire grandir leur équipe et de jouer un rôle de gestionnaire","Les organisations qui veulent outiller leurs gestionnaires"]},info:{duration:{label:"Durée",value:"4 semaines (2h/semaine)",emoji:"â±ï¸"},price:{label:"Tarif",value:"1 050 $",emoji:"â¨"},third:{label:"Dates",value:"Prochaine cohorte du 17 septembre au 8 octobre 2026",emoji:"ð
"}},topics:{eyebrow:"Sujets abordés",title:"Le programme des 4 séances",items:[{title:"Séance 1 â Assumer sa posture : bâtir un leadership qui mobilise",description:"Aider les participant·e·s à atterrir avec confiance dans leur rôle, à prendre leur place en tant que leader, clarifier leur posture et poser, dès le départ, des fondations solides. Compétences explorées : pouvoir d'influence, connexion et organisation.",points:["Prendre conscience de son impact grâce à la notion de Weather Maker","Exercice de réflexion et déprogrammation","Clarifier sa vision et tracer les bases de son leadership","Prendre sa place avec confiance et développer sa crédibilité","Construire la relation avec son équipe","Du rôle de contributeur au rôle de leader","Organiser sa première rencontre d'équipe et instaurer des 1:1s","Rituels de connexion et pratiques de mobilisation","Engagement des employé·e·s à distance","Devenir des ninjas de l'organisation : gestion du temps, priorisation, animation de réunions"]},{title:"Séance 2 â Gérer des humain·e·s : communication et l'art de la rétroaction",description:"Améliorer la communication des rétroactions et faciliter les échanges plus difficiles tout en favorisant l'émergence de connexions plus riches et authentiques dans votre équipe. Compétence explorée : communication.",points:["Créer un cadre psychologique sécurisant, au-delà de « ma porte est toujours ouverte »","Les 3 super-pouvoirs de la communication","Développer l'écoute active","Cultiver la curiosité et poser les bonnes questions","Repenser la vulnérabilité à travers le rituel des clearings","Distinguer les faits des perceptions","Clarifier ses messages et son intention","Optimiser sa communication écrite","Développer la reconnaissance au sein de son équipe","Maîtriser l'art du feedback constructif : un schéma signé Boîte Pac","Demander du feedback pour soi : à qui, quand et comment?"]},{title:"Séance 3 â Oser le leadership dans l'inconfort",description:"Développer le courage managérial nécessaire pour assumer sa pleine responsabilité comme leader, naviguer avec assurance les discussions difficiles et mobiliser son équipe à travers le changement.",points:["La part de responsabilité","Recevoir du feedback et laisser son ego de côté","Courage managérial, okay mais comment?","Se préparer pour une discussion difficile et structurer vos échanges","Se préparer à une annonce difficile grâce au schéma Boîte Pac"]},{title:"Séance 4 â De gestionnaire à développeur de talents",description:"Passer d'un rôle de gestionnaire à celui de véritable levier au développement de son équipe, capable d'allier vision, impact et exécution. Compétences explorées : développement des talents et vision stratég
386ique.",points:["Structurer un parcours d'intégration clair et mobilisateur","Coacher avec impact","Déterminer quand être un coach et quand être un conseiller","Instaurer une culture de développement","Cartographier les forces et les aspirations de son équipe pour les rallier aux objectifs de l'entreprise","Bâtir des plans de développement individuel","Mettre en place des mécanismes et rituels pour les faire vivre","Déléguer stratégiquement et sortir de l'opérationnel","Identifier comment conjuguer l'inspiration au concret","Repenser ses objectifs : au-delà du SMART, qu'est-ce qui est engageant?"]}]},promise:{eyebrow:"Notre promesse",title:"Oui à l'inspiration, oui à l'introspection, oui à l'innovation. Non au pelletage de nuages.",text:"Chez Boîte Pac, votre parcours est conçu pour refléter la réalité unique de votre entreprise. On transforme les idées en actions concrètes, on vous guide vers des pratiques adaptées à votre contexte, et on vous fournit les outils nécessaires pour les déployer efficacement avec vos équipes : liste de questions 1:1s, modèle d'ordre du jour de rencontres, schéma de la rétroaction constructive, schéma d'annonce difficile, gabarit de plan d'accueil et d'intégration, modèle de plan de développement, gabarit de questions pour mieux connaître votre équipe et questionnaire pour bâtir la connexion dès le départ."},slideshow:{eyebrow:"Un aperçu du contenu",title:"Un avant-goût de ce qui vous attend en séance",intro:"Des extraits de nos diapositives : des modèles concrets, des schémas signature Boîte Pac et des exercices qui se transposent directement dans votre quotidien de gestion.",slides:[{image:_K.url,alt:"Diapositive : quelle est la priorité #1 de tout·e gestionnaire?"},{image:OK.url,alt:"Diapositive : « ma porte est toujours ouverte » n'est pas un mécanisme de feedback"},{image:HK.url,alt:"Diapositive : organiser un premier 1:1 avec chaque membre de son équipe"},{image:kJ.url,alt:"Diapositive : l'impact réel du gestionnaire sur l'engagement"},{image:pJ.url,alt:"Diapositive : petit guide pour mieux travailler ensemble"},{image:nJ.url,alt:"Diapositive : exercice de réflexion solo papier et crayon"}]},faq:[{q:"Est-ce que le contenu est le même dans la cohorte et dans le programme personnalisé?",a:"Les 4 modules et les 8 compétences sont les mêmes, mais le contexte change. Dans la cohorte, les 8 compétences sont explorées et vous apprenez aux côtés de gestionnaires d'autres organisations. Dans le programme personnalisé, l'entreprise est amenée à sélectionner les 6 compétences les plus pertinentes pour ancrer le contenu dans les réalités spécifiques de vos équipes."},{q:"Faut-il avoir de l'expérience en gestion pour participer? Est-ce que je peux participer à la formation même si je ne gère pas une équipe?",a:"Pas du tout. Le parcours est conçu autant pour les gestionnaires qui débutent dans leur rôle que pour ceux et celles qui ont longtemps appris sur le tas⦠et souhaitent solidifier leurs bases, valider certains concepts et garnir leur boîte à outils."},{q:"Les séances sont-elles enregistrées?",a:"Non, et c'est voulu! Il s'agit d'une formation qui repose sur les échanges, le partage de situations, de doutes et défis. Pour cette raison, elle ne se suit pas en différé. Bien évidemment, si vous devez manquer une séance, nous trouverons un moyen de vous partager toutes les ressources essentielles."}],testimonialIds:["anon-nl-avril2026-1","anon-nl-avril2026-2","anon-nl-automne2025-1"]},"cohorte-leadership-fondateur":{slug:"cohorte-leadership-fondateur",pole:"leadership",parent:_o,hero:{eyebrow:"Leadership organisationnel",title:l.jsx(l.Fragment,{children:"Cohorte leadership pour fondateur·rice·s"}),formatLabel:"Bientôt disponible",announce:!0,description:`Dans le contexte actuel, les organisations ont plus que jamais besoin de leaders capables de naviguer dans la complexité avec tête, cÅur et courage : la tête pour garder le cap, le cÅur pour mobiliser et engager les équipes, et le courage pour sortir de sa zone de confort, oser autrement et transformer les défis en occasions d'innover. 387 388 389Un tout nouveau parcours immersif de deux jours, conçu exclusivement pour les fondateur·rice·s d'entreprise. Les détails complets seront dévoilés sous peu.`,image:dy.url,imageAlt:"Fondateur·rice·s en discussion lors d'une journée de formation Boîte Pac"},description:{image:WC.url,imageAlt:"Groupe de fondateur·rice·s en atelier de leadership",eyebrow:"Description",title:"Deux jours immersifs, entre fondateur·rice·s",paragraphs:["Durant ces deux jours, vous serez amené·e à prendre un pas de recul (slow down to speed up, comme on dit ici) sur votre façon de diriger et à explorer les réflexes qui influencent votre leadership. à travers un parcours immersif axé sur la réflexion, les échanges et l'expérience, vous développerez une meilleure compréhension de vos réflexes, de votre impact et de la posture de leader que vous désirez incarner.","Un format condensé, pensé pour celles et ceux qui portent leur entreprise sur leurs épaules et qui gagnent à être entouré·e·s d'autres fondateur·rice·s qui vivent les mêmes réalités.","Les inclusions :"],bullets:["Profil psych
389ométrique Nova","Séance de débreffage personnalisée","2 journées de formation complètes","Café et dîner inclus","Séances de mouvement, question de mieux intégrer les notions","Tous les outils explorés durant la formation"]},info:{duration:{label:"Durée",value:`2 jours 390Dates à venir (début 2027) `,emoji:"â±ï¸"},price:{label:"Tarif",value:"à venir",emoji:"â¨"},third:{label:"Format",value:`Cohorte exclusive de fondateur·rice·s 391Places limitées`,emoji:"ð¥"}},topics:{eyebrow:"Sujets abordés",title:"Contenu détaillé à venir",hideChevron:!0,items:[{title:"Jour 1 â Se retrouver comme fondateur·rice",description:"Leadership intentionnel, présence exécutive d'impact et la connexion comme priorité."},{title:"Jour 2 â Mission et vision",description:"Communication et art de la rétroaction, perspective stratégique et clôture du parcours."},{title:"Le programme complet sera dévoilé sous peu",description:"On peaufine encore le contenu, les dates et le tarif. Revenez bientôt pour tous les détails â ou écrivez-nous pour être parmi les premier·ère·s informé·e·s."}]},promise:{eyebrow:"Notre promesse",title:"Une expérience immersive, entre fondateur·rice·s qui se comprennent.",text:"Pas de théorie déconnectée : deux journées pour ralentir, se regarder aller, échanger franchement avec d'autres fondateur·rice·s et repartir avec des outils qui s'appliquent dès le lundi suivant."},faq:[],testimonialIds:[]},"tests-psychometriques":{slug:"tests-psychometriques",pole:"leadership",parent:_o,hero:{eyebrow:"Leadership organisationnel",title:l.jsxs(l.Fragment,{children:["Test ",l.jsx("em",{className:"not-italic font-bold",children:"psychométrique Nova"})]}),description:"Chez Boîte Pac, nous utilisons le Profil Nova Global pour nos évaluations psychométriques, parce qu'il offre un équilibre remarquable entre profondeur d'analyse et simplicité d'utilisation. Complet, concret et accessible (trio d'atouts gagnants selon nous), il permet de mieux comprendre ses forces, ses motivations et son impact sur les autres. Que l'on soit gestionnaire ou non, le Profil Nova Global est un puissant outil de développement du leadership et de connaissance de soi. En mettant en lumière les différents styles de communication et de collaboration, il favorise des relations de travail plus efficaces, une meilleure synergie d'équipe et contribue au succès collectif.",image:YG.url,imageAlt:"Session de débriefing du Profil Nova Global"},description:{image:zm.url,imageAlt:"Débriefing personnalisé du Profil Nova",eyebrow:"Description",title:"Le point de départ pour un leadership d'impact : se connaître!",paragraphs:["Ce programme se déroule en trois étapes :"],bulletsOrdered:!0,bullets:["Complétion du questionnaire en solo (20 minutes)","Rencontre de débrief (compte rendu) (60 minutes)","Recommandations et coaching (1 à 3 séances de 60 minutes)"],secondaryCta:void 0},info:{duration:{label:"Durée",value:"Questionnaire 20 min",emoji:"â±ï¸"},price:{label:"Tarif",value:"Sur demande",emoji:"â¨"},third:{label:"Format",value:"Individuel ou équipe",emoji:"ð¥"}},topics:{eyebrow:"Sujets abordés",title:"Ce qu'on couvre",hideChevron:!0,items:[{title:"Complétion du questionnaire Nova Global en solo"},{title:"Débriefing personnalisé du compte rendu"},{title:"Identification des forces, motivations et angles morts"},{title:"Lecture des styles de communication et de collaboration"},{title:"Séances de coaching pour transformer les apprentissages en actions"}]},promise:{eyebrow:"Notre promesse",title:"Se connaître, oui. Mais surtout, savoir quoi en faire.",text:"Chaque participant·e repart avec un portrait clair et nuancé de son fonctionnement, mais surtout avec des leviers précis pour développer son leadership au quotidien. C'est bon de se connaître certes, mais encore faut-il savoir quoi ajuster, quoi renforcer et quoi mettre en pratique pour évoluer."},faq:[{q:"Est-ce que ça vaut la peine si je suis la seule personne de mon équipe à le faire?",a:"Oui, absolument. Le Profil Nova Global est d'abord un outil de connaissance de soi : même seul·e, vous repartez avec une lecture précise de vos forces, de vos motivations et de votre impact sur les autres. Vous comprenez mieux pourquoi certaines dynamiques vous énergisent ou vous drainent, comment ajuster votre communication selon les profils que vous croisez et où concentrer vos efforts pour gagner en justesse. Ãvidemment, l'expérience prend une autre dimension lorsque toute une équipe le fait, mais l'impact individuel est déjà très concret."},{q:"Est-ce que mes réponses sont confidentielles?",a:"Oui. Vos réponses au questionnaire et votre compte rendu Nova vous appartiennent. Rien n'est partagé à votre gestionnaire, à vos collègues ou à votre employeur sans votre accord explicite. Lors d'un mandat d'équipe, on convient ensemble en amont de ce qui est partagé et de ce qui reste strictement individuel."},{q:"Est-ce qu'il s'agit du test des couleurs?",a:"Non, le Profil Nova Global n'est pas le « test des couleurs ». C'est un outil psych
391ométrique plus complet, basé sur des recherches en psychologie du travail, qui dresse un portrait nuancé de votre style, de vos motivations et de votre fonctionnement sous pression. Il va plus loin qu'une catégorisation en quatre profils : on y trouve la profondeur d'analyse d'un outil professionnel, avec la clarté et l'accessibilité dont on a besoin pour agir."},{q:"Est-ce que c'est pertinent que je le fasse même si je ne suis pas gestionnaire?",a:"Tout à fait. Le Profil Nova Global est un outil de développement du leadership et de connaissance de soi, peu importe votre titre. Que vous soyez en début de carrière, expert·e dans votre domaine, contributeur·rice individuel·le ou en transition, il vous aide à mieux comprendre votre impact, à ajuster votre communication et à collaborer plus efficacement. Le leadership, chez Boîte Pac, ne dépend pas du poste : c'est une posture, et cet outil sert tout le monde."}],testimonialIds:["sophie-psycho","alex-leadership"],clientLogos:Um},"coaching-conseils-leadership":{slug:"coaching-conseils-leadership",pole:"leadership",parent:_o,hero:{eyebrow:"Cultiver sa présence exécutive",title:l.jsxs(l.Fragment,{children:["Coaching & ",l.jsx("em",{className:"not-italic font-bold",children:"conseils"})]}),description:"Un coaching personnalisé pour gestionnaires et professionnel·le·s qui veulent gagner en clarté, en impact et en alignement. à travers des échanges francs, des réflexions structurées et des outils concrets, nous générons des changements durables, directement applicables à votre réalité.",image:oK.url,imageAlt:"Séance de coaching individuel"},description:{image:gK.url,imageAlt:"Participante prenant des notes lors d'une séance de coaching",eyebrow:"Description",title:"Un accompagnement individuel, ancré dans votre réalité.",paragraphs:["Nous accompagnons les leaders dans les défis réels qu'ils rencontrent au quotidien : mobilisation des équipes, communication, prise de décision, gestion du changement, courage managérial et développement de leur influence.","Le parcours repose sur des rencontres individuelles de 60 à 90 minutes, espacées dans le temps pour permettre l'expérimentation entre les séances. Chaque échange part des enjeux réels du participant et se concentre sur la prise de recul, la clarté des priorités et l'identification d'actions concrètes à mettre en Åuvre immédiatement.","Entre les séances, le leader met en pratique, ajuste et observe ses comportements dans son environnement réel, afin de développer un leadership plus intentionnel, aligné et efficace.","Ce que ça inclut :"],bullets:["Rencontre exploratoire et définition des objectifs","4 à 8 séances de coaching individuel (60 à 90 minutes)","Outils et exercices de réflexion adaptés aux besoins","Plan d'action personnalisé et évolutif","Suivi des progrès et ajustements en cours de parcours"]},info:{duration:{label:"Durée",value:"4 à 8 séances",emoji:"â±ï¸"},price:{label:"Tarif",value:"Sur demande",emoji:"â¨"},third:{label:"Format",value:"60 à 90 min / séance",emoji:"ð¬"}},topics:{eyebrow:"Sujets abordés",title:"Pour qui, pour quoi",items:[{title:"Coaching exécutif (CEO, fondateur·rice·s)",description:"Un espace confidentiel pour prendre du recul, clarifier votre vision et affiner les décisions structurantes. On y travaille la posture de dirigeant·e, la gestion de la complexité et l'alignement entre ambition stratégique et réalité humaine de l'organisation."},{title:"Coaching de gestionnaires",description:"Un accompagnement sur mesure pour renforcer la posture managériale, gagner en assurance dans les conversations difficiles et mobiliser son équipe avec justesse. Idéal en transition de rôle, en prise de poste ou face à un défi d'équipe."},{title:"Codéveloppement entre pairs",description:"Des rencontres animées en petit groupe où chaque participant·e apporte une situation réelle et bénéficie de l'intelligence collective du groupe. Une formule puissante pour briser l'isolement, élargir ses perspectives et apprendre dans l'action."},{title:"Médiation et résolution de conflits",description:"Un processus structuré et neutre pour dénouer des tensions interpersonnelles ou d'équipe. Nous créons les conditions d'un dialogue franc, restaurons la confiance et identifions ensemble des ententes claires pour la suite."}
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391iques"]},{title:"Culture d'entreprise",points:["Parcours-employé·e et axes d'amélioration","Culture de développement","Mécanismes de dialogue formel (1:1, évaluations, sondages-éclairs)","Sécurité financière et rémunération équitable"]},{title:"Environnement",points:["Sources de pollution et chaîne de valeur","Plan environnemental","Gestion des fournisseurs","Action climatique et circularité"]},{title:"Activisme",points:["Droits humains et chaîne de valeur","Rôle des entreprises dans les solutions collectives","Justice, équité, diversité et inclusion (JEDI)","Inspirations d'entreprises B Corp engagées"]},{title:"Implication des parties prenantes",points:["Identification et cartographie des parties prenantes","Définition d'initiatives d'implication concrètes","Intégration de l'impact social et environnemental dans les décisions","Communication responsable vers l'externe"]}]},promise:{eyebrow:"Notre promesse",title:"On vous garantit le contraire d'un processus intimidant.",text:"La certification B Corp ne cherche pas la perfection, elle récompense le progrès. Notre parcours est conçu pour que B Corp devienne un réel levier de transformation, non pas une case à cocher, mais bien ancré dans le quotidien de votre organisation."},faq:[{q:"Pourquoi devenir une entreprise certifiée B Corp ?",a:"Pour attirer et retenir des talents qui cherchent à travailler pour des entreprises ayant des valeurs responsables ; pour répondre aux exigences ESG de clients, partenaires financiers et fournisseurs ; pour créer des opportunités d'affaires avec plus de 10 000 entreprises responsables partout dans le monde ; et pour responsabiliser ses pratiques selon les plus hauts standards d'impact social et environnemental."},{q:"Combien de temps dure le parcours B Corp ?",a:"Le processus dure généralement 1 an. Toutefois, cette durée peut varier selon les initiatives à mettre en place pour répondre aux exigences de B Corp."},{q:"La certification B Corp est-elle permanente ?",a:"Non. La certification doit être renouvelée tous les 3 ans, et l'entreprise doit prouver qu'elle maintient ou améliore ses performances sociales et environnementales."},{q:"Quels sont les coûts associés à la certification B Corp ?",a:"Les frais de certification varient en fonction du chiffre d'affaires de l'entreprise. Vous pouvez consulter la grille de prix officielle ici : https://usca.bcorporation.net/fees/."}],testimonialIds:["melissa-esg","sarah-ciele"],videoTestimonials:[{id:"NlgRntncT9U"},{id:"VU2X2Buw2oE"},{id:"fFy33JZBM6Y"},{id:"wOPIjB2Z4Sk"}]},"certification-b-corp-cohorte-de-groupe":{slug:"certification-b-corp-cohorte-de-groupe",pole:"impact",parent:Qu,hero:{eyebrow:"Accompagnement certification B Corp",title:l.jsx(l.Fragment,{children:"Certification B Corp â Cohorte de groupe"}),description:"Un parcours de 6 mois vers l'obtention de votre certification B Corp. Parcours offert en groupe de 3 à 5 entreprises qui avancent ensemble, au même rythme. 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Le résultat : un processus clair, outillé et mobilisateur, porté par une communauté d'organisations qui avancent dans la même direction.","Idéal pour les entreprises déjà certifiées qui veulent aborder leur recertification sans s'y perdre, et qui voient la valeur d'apprendre avec d'autres."],bulletsOrdered:!0,bullets:["Parcours de 6 mois en groupe de 3 à 5 entreprises","6 ateliers couvrant l'ensemble des nouveaux standards B Corp","Maximum de 2 participant·e·s par entreprise","2 formateur·trice·s attitré·e·s","Courtes rencontres individuelles entre chaque atelier pour valider la direction et ajuster au besoin","Outils et gabarits pour chaque standard abordé","Ãlaboration d'un plan d'action concret"]},info:{duration:{label:"Durée",value:"6 mois",emoji:"â±ï¸"},price:{label:"Tarif",value:"6 000 $",emoji:"â¨"},third:{label:"Format",value:"6 ateliers virtuels",emoji:"ð»"}},topics:{eyebrow:"Sujets abordés",title:"Les 5 ateliers",items:[{title:"Gouvernance, mission et impl
395ication",points:["Raison d'être de l'entreprise selon les nouveaux standards","Mapping des parties prenantes","Initiatives d'implication","Communication et marketing responsable","Prise en compte de l'impact dans les décisions stratégiques"]},{title:"Culture d'entreprise",points:["Parcours-employé·e et axes d'amélioration","Culture de développement","Mécanismes de dialogue formel (1:1, évaluations, sondages-éclairs)","Sécurité financière et rémunération équitable"]},{title:"Environnement",points:["Sources de pollution et chaîne de valeur","Plan environnemental mis à jour","Gestion des fournisseurs","Action climatique et circularité"]},{title:"Activisme",points:["Droits humains et chaîne de valeur","Rôle des entreprises dans les solutions collectives","Justice, équité, diversité et inclusion (JEDI)","Inspirations d'entreprises B Corp engagées"]},{title:"Implication des parties prenantes",points:["Identification et cartographie des parties prenantes","Définition d'initiatives d'implication concrètes","Intégration de l'impact social et environnemental dans les décisions","Communication responsable vers l'externe"]}]},promise:{eyebrow:"Notre promesse",title:"Pourquoi de l'aide externe pour une recertification ?",text:"Vous êtes déjà B Corp. Vous savez ce que ça implique. Mais les nouveaux standards ont changé la donne, et même les plus aguerri·e·s se retrouvent à naviguer un processus plus complexe qu'avant. La cohorte, c'est la façon la plus efficace et la plus mobilisatrice de traverser cette étape, entouré·e·s d'autres entreprises qui comprennent exactement ce que vous vivez."},faq:[{q:"Est-ce que la cohorte est adaptée même si on a déjà vécu le processus de certification ?",a:"Oui, et c'est même là que le format prend tout son sens. Les nouveaux standards B Corp sont significativement plus exigeants que la version précédente. Même les entreprises bien rodées au processus se retrouvent à devoir revoir en profondeur leurs pratiques. La cohorte vous permet de le faire de façon structurée, avec un groupe d'entreprises qui vivent exactement la même réalité."},{q:"Est-ce que l'accompagnement tient compte de ce qu'on a déjà mis en place lors de notre première certification ?",a:"Absolument. On part de votre certification passée, de ce qui a bien fonctionné et de ce qui a évolué dans votre organisation depuis. L'objectif n'est pas de tout recommencer à zéro, mais de bâtir sur ce que vous avez déjà accompli tout en vous aidant à naviguer les nouvelles exigences."},{q:"La recertification est-elle plus difficile que la certification initiale ?",a:"Avec les nouveaux standards, oui, pour la majorité des entreprises. Les exigences ont été rehaussées, les critères sont plus précis et le processus d'évaluation plus rigoureux. C'est pourquoi de plus en plus d'entreprises déjà certifiées choisissent de s'y préparer en groupe, avec un accompagnement structuré."},{q:"La certification B Corp est-elle permanente ?",a:"Non. La certification B Corp doit être renouvelée tous les 3 ans.
395C'est une démarche d'amélioration continue : à chaque cycle, vous devez démontrer que vos pratiques évoluent et répondent aux exigences en vigueur, qui elles aussi se rehaussent au fil du temps."},{q:"Quels sont les coûts associés à la certification B Corp ?",a:"Les coûts se divisent en deux : les frais de certification versés à B Lab (calculés selon votre chiffre d'affaires annuel) et l'investissement en accompagnement. Chez Boite Pac, on bâtit une proposition adaptée à votre réalité â n'hésitez pas à nous écrire pour obtenir une estimation personnalisée."}],testimonialIds:["melissa-esg","sarah-ciele"],videoTestimonials:[{id:"NlgRntncT9U"},{id:"VU2X2Buw2oE"},{id:"fFy33JZBM6Y"},{id:"wOPIjB2Z4Sk"}],clientLogos:Um},"recertification-b-corp-personnalise":{slug:"recertification-b-corp-personnalise",pole:"impact",parent:Qu,hero:{eyebrow:"Accompagnement certification B Corp",title:l.jsx(l.Fragment,{children:"Recertification B Corp â Parcours personnalisé"}),description:"Chez Boite Pac, on mise sur l'expertise terrain et la co-création pour construire un parcours qui s'appuie à la fois sur notre connaissance approfondie des nouveaux standards B Corp et sur les réalités, les forces et les enjeux propres à votre entreprise. Résultat : un accompagnement concret, sur mesure, qui vous permet de naviguer la recertification avec clarté, sans vous perdre dans la complexité des nouvelles exigences.",image:HH.url,imageAlt:"Accompagnement personnalisé recertification",showBCorpBadge:!0},description:{image:zm.url,imageAlt:"Réunion de recertification",eyebrow:"Description",title:"Un parcours sur mesure, en 9 étapes.",paragraphs:["Un parcours personnalisé à la réalité de votre entreprise, structuré en 9 étapes, de l'analyse de votre certification passée jusqu'au suivi post-recertification.","On part de là où vous en êtes pour bâtir un plan d'action réaliste, mobilisant et qui s'incarne dans les pratiques de votre organisation."],bulletsOrdered:!0,bullets:["Analyse de votre certification passée et identification des écarts avec les nouveaux standards","Aide à la complétion du nouveau B Impact Assessment","Révision complète du BIA","Kickoff du projet et remobilisation du comité B Corp","Ateliers B Corp en co-création pour définir les actions concrètes selon les nouveaux standards","Aide à l'implantation des nouvelles initiatives","Formalisation des pratiques en politiques (juste ce qu'il faut)","Support lors de l'évaluation du B Lab","Suivi post-recertification pour assurer la continuité"]},info:{duration:{label:"Durée",value:"4 à 6 mois",emoji:"â±ï¸"},price:{label:"Tarif",value:"à partir de 24 000 $",emoji:"â¨"},third:{label:"Format",value:"Virtuel et présentiel",emoji:"ð¯"}},topics:{eyebrow:"Sujets abordés",title:"Les 5 ateliers",items:[{title:"Gouvernance, mission et implication",points:["Raison d'être de l'entreprise selon les nouveaux standards","Mapping des parties prenantes","Initiatives d'implication","Communication et marketing responsable","Prise en compte de l'impact dans les décisions stratégiques"]},{title:"Culture d'entreprise",points:["Parcours-employé·e et axes d'amélioration","Culture de développement","Mécanismes de dialogue formel (1:1, évaluations, sondages-éclairs)","Sécurité financière et rémunération équitable"]},{title:"Environnement",points:["Sources de pollution et chaîne de valeur","Plan environnemental mis à jour","Gestion des fournisseurs","Action climatique et circularité"]},{title:"Activisme",points:["Droits humains et chaîne de valeur","Rôle des entreprises dans les solutions collectives","Justice, équité, diversité et inclusion (JEDI)","Inspirations d'entreprises B Corp engagées"]},{title:"Implication des parties prenantes",points:["Identification et cartographie des parties prenantes","Définition d'initiatives d'implication concrètes","Intégration de l'impact social et environnemental dans les décisions","Communication responsable vers l'externe"]}]},promise:{eyebrow:"Notre promesse",title:"De la complexité à la clarté.",text:"Vous êtes déjà certifiés B Corp et vous savez ce que ça implique. Mais les nouveaux standards ont changé la donne, et même les plus aguerri·e·s
395naviguent un processus plus exigeant et moins familier qu'avant. On est là pour transformer cette complexité en clarté, et faire de votre recertification un vrai levier de progression et d'innovation â pas juste un renouvellement."},faq:[{q:"Pourquoi faire appel à un accompagnement externe pour la recertification ?",a:"Les nouveaux standards B Corp sont significativement plus exigeants que la version précédente. Même les entreprises bien rodées au processus se retrouvent à devoir revoir en profondeur leurs pratiques et leur documentation. Un regard externe permet de cibler rapidement les écarts, d'éviter les erreurs fréquentes et de mobiliser l'équipe efficacement."},{q:"La recertification est-elle plus difficile que la certification initiale ?",a:"Avec les nouveaux standards, oui, pour la majorité des entreprises. Les exigences ont été rehaussées, les critères sont plus précis et le processus d'évaluation plus rigoureux. C'est pourquoi de plus en plus d'entreprises déjà certifiées choisissent de s'y préparer avec un accompagnement structuré."},{q:"Est-ce que l'accompagnement tient compte de ce qu'on a déjà mis en place lors de notre première certification ?",a:"Absolument. C'est même là que ça devient intéressant. On part de votre certification passée, de ce qui a bien fonctionné et de ce qui a évolué dans votre organisation depuis. L'objectif n'est pas de tout recommencer à zéro, mais de bâtir sur ce que vous avez déjà accompli tout en vous aidant à naviguer les nouvelles exigences. Chaque accompagnement est calibré à votre réalité, pas à un modèle générique."},{q:"La certification B Corp est-elle permanente ?",a:"Non. La certification B Corp doit être renouvelée tous les 3 ans.
395C'est une démarche d'amélioration continue : à chaque cycle, vous devez démontrer que vos pratiques évoluent et répondent aux exigences en vigueur, qui elles aussi se rehaussent au fil du temps."},{q:"Quels sont les coûts associés à la certification B Corp ?",a:"Les coûts se divisent en deux : les frais de certification versés à B Lab (calculés selon votre chiffre d'affaires annuel) et l'investissement en accompagnement. Chez Boite Pac, on bâtit une proposition adaptée à votre réalité â n'hésitez pas à nous écrire pour obtenir une estimation personnalisée."}],testimonialIds:["melissa-esg","marie-claude-rh"],videoTestimonials:[{id:"NlgRntncT9U"},{id:"VU2X2Buw2oE"},{id:"fFy33JZBM6Y"},{id:"wOPIjB2Z4Sk"}]}},Eo={label:"Back to leadership services",href:"/expertise/leadership-organisationnel"},Xu={label:"Back to B Corp services",href:"/expertise/accompagnement-certification-b-corp"},Gr="Duration",mr="Price",ji="Format",$Y="Dates",gr="Request an exploratory call",FY={"parcours-leadership-cohorte-personnalisee":{parent:Eo,hero:{eyebrow:"Organizational leadership",title:l.jsx(l.Fragment,{children:"Custom Leadership Program"}),formatLabel:"Level 1",description:`Leadership models are evolving. The era of polished egos is over: it's time for leaders who can show vulnerability and courage. From day one, Boîte Pac has focused on what truly allows teams to perform â and on the posture of the managers who support them. 396 397 398This program explores the 8 essential competencies of impact leadership: a gentle blend of theory, introspection and very concrete tools to put learnings into practice the next day. Here, we co-build with you. The content is anchored in the realities, values and challenges of your organization.`,imageAlt:"Cohort in a custom leadership workshop",ctaLabel:gr},description:{imageAlt:"Collaborative workshop",eyebrow:"Description",title:"Same structure, same rich content â co-built for your team.",paragraphs:["We start by taking the pulse of your challenges, needs and values, then we co-build a journey that truly resonates. 4 blocks of 2 hours with managers from your organization, weaving between theory, practice and sharing. Maximum 12 participants per cohort, virtual or in person.","What's included:"],bullets:["Company analysis","Survey sent to participants","Psychometric assessment for participants if desired","Psychometric profile debrief","Meeting with HR","Customization of the program","Content validation","Adjustment round","4 personalized sessions, themes chosen from the list below","Mid-program survey","Tools to support the rollout of new practices","End-of-program survey","Post-program recommendations","Coaching and co-development afterwards, if desired"]},info:{duration:{label:Gr,value:"To be confirmed"},price:{label:mr,value:"On request"},third:{label:ji,value:"Max. 12 / session"}},topics:{eyebrow:"Topics covered",title:"The 4 sessions of the program",items:[{title:"Session 1 â Owning your posture: building leadership that mobilizes",description:"Choose 6 key competencies among: influence, connection, organization, communication, managerial courage, talent development and strategic vision.",points:["Becoming aware of your impact through the Weather Maker concept","Reflection and deprogramming exercise","Clarifying your vision and laying the foundations of your leadership","Taking your place with confidence and developing credibility","Building the relationship with your team","Becoming ninjas of organization"]},{title:"Session 2 â Leading humans: the art of communication",points:["Creating a psychologically safe environment, beyond âmy door is always openâ","The 3 superpowers of communication","Developing active listening","Cultivating curiosity and asking the right questions","Rethinking vulnerability through the clearings ritual","Distinguishing facts from perceptions","Clarifying your messages and intent","Masterclass: expert-level recognition","Mastering the art of constructive feedback","Asking for feedback yourself: from whom, when and how?"]},{title:"Session 3 â Daring to lead in discomfort",points:["Your share of responsibility","Receiving feedback and setting your ego aside","Preparing for a difficult conversation and structuring your exchanges","Preparing for a difficult announcement using the Boîte Pac framework","Managing disappointments and turning them into opportunities","Introduction to change management"]},{title:"Session 4 â From manager to talent developer",points:["
398Structuring a clear and mobilizing onboarding path","Coaching with impact","Knowing when to coach and when to advise","Mapping your team's strengths and aspirations to align them with company goals","Building individual development plans","Putting mechanisms and rituals in place to keep them alive","Delegating strategically and getting out of the operational","Pairing inspiration with concrete action"]}]},promise:{eyebrow:"Our promise",title:"Yes to inspiration, introspection and innovation. No to fluff.",text:"At Boîte Pac, your journey is designed to reflect the unique reality of your company. We turn ideas into concrete actions, guide you toward practices adapted to your context, and provide the tools to deploy them effectively with your teams: 1:1 question lists, meeting agenda templates, a constructive-feedback framework, a difficult-announcement framework, and an onboarding plan template."},faq:[]},"programme-leadership-personnalise-niveau-2":{parent:Eo,hero:{eyebrow:"Organizational leadership",title:l.jsx(l.Fragment,{children:"Custom Leadership Program"}),formatLabel:"Level 2",description:"Take your leadership up a notch. This advanced program equips you to create an environment that fosters collaboration, performance and transformation â through real-world practice, peer exchanges, and contributions from industry experts.",imageAlt:"Level 2 leadership masterclass cohort",ctaLabel:gr},description:{imageAlt:"Attentive participant during a Boîte Pac masterclass",eyebrow:"Description",title:"An advanced training, tailored to your company's reality.",paragraphs:["There are mantras we never tire of at Boîte Pac. They guide our thinking and bring us back to the essentials when managing under pressure. We unpack them with you so you can make them your own â and have more impact (and more fun) every day.","Truly built around sharing and collective intelligence, this program bets that practice, peer exchanges and real-world anchoring win over theory. It allows leaders to step back from their practice, refine their impact and develop more effective everyday behaviors.","The journey is enriched by the contribution of industry experts who help design and facilitate content to ensure its relevance and grounding. Participation also includes results from the Nova Global psychometric tool.","A customized training split into 4 sessions of 3h or two full days. Maximum 12 participants per session, in person or virtual. What's included:"],bullets:["Meeting with HR","Survey sent to participants","Nova psychometric assessment for participants","Customization of the program","Validation of the masterclasses","Adjustment round","4 masterclasses and workshops covering the themes below","Mid-program survey","Tools to support the leader's evolving posture","Post-program recommendations","Coaching and co-development possible afterwards"]},info:{duration:{label:Gr,value:"4 sessions of 3h"},price:{label:mr,value:"On request"},third:{label:ji,value:"Max. 12 / session"}},topics:{eyebrow:"Topics covered",title:"The 4 sessions of the program",items:[{title:"Session 1 â Developing intentional leadership (Slow down to speed up)",description:"Take time to slow down to better understand the impact of your actions, reactions and management habits. This session invites participants to reflect on their posture as leaders, identify what helps or hinders them, and develop more intentionality in their day-to-day.",points:["Knowing yourself better to lead better","Developing your ability to step back and exercise judgment in action","Identifying habits that amplify or limit your impact"]},{title:"Session 2 â Giving meaning to better mobilize (Purpose before process)",description:"Expectations of leaders are shifting. Beyond results, they must create meaning, foster engagement and rally teams around a clear direction. This session invites participants to reflect on their role as meaning-makers and on their ability to mobilize around a shared vision.",points:["Understanding the expectations placed on today's leaders","Clarifying your role in mobilizing teams","Communicating the meaning behind decisions and priorities"]},{title:"Session 3 â Navigating discomfort with courage (Clear is Kind)",description:"Difficult conversations, changes and sensitive situations are part of the leader's role. This session aims to develop the ability to approach these moments with clarity, courage and care â to maintain trust and performance within teams.",points:["Communicating clearly in complex situations","Managing resistance and reactions to change","Turning difficult conversations into opportunities for growth"]},{title:"Session 4 â Elevating your strategic perspective (Overprotecting is underestimating)",description:"A mobilizing leader doesn't carry the weight of decisions alone. They share information, build autonomy and let their team contribute fully to collective success. This session helps participants take a more strategic view of their role and create the conditions for engagement.",points:["Developing a big-picture view and strategic thinking","Fostering autonomy rather than dependence","Mobilizing talent around shared priorities and goals"]}]},promise:{eyebrow:"Our promise",title:"Concrete content, expert voices, and a precise mirror on your leadership.",text:"Many practical cases and exercises, guest experts to dive into specific challenges, and direct links between your Nova profile and
398your leadership to sharpen your executive presence."},faq:[{q:"Do I need to have completed Level 1 before Level 2?",a:"Yes. Level 2 builds on the shared language, tools and posture developed in Level 1 to go further into intentionality, meaning and strategic perspective. Completing Boîte Pac's Level 1 is a prerequisite so the whole cohort can dive straight into practice and peer exchanges."},{q:"Does this training give me a certification?",a:"The program is not a certification recognized by a professional order. However, each participant receives their Nova Global assessment results, a program participation certificate, and personalized tools and recommendations to anchor the learnings in their day-to-day management."}]},"parcours-leadership-en-groupe":{parent:Eo,hero:{eyebrow:"Organizational leadership",title:l.jsx(l.Fragment,{children:"Signature Leadership Cohort"}),description:`Leadership models are evolving. The era of polished egos is over: it's time for leaders who can show vulnerability and courage. From day one, Boîte Pac has focused on what truly allows teams to perform â and on the posture of the managers who support them. 399 400 401This program explores the 8 essential competencies of impact leadership: a gentle blend of theory, introspection and very concrete tools to put learnings into practice the next day. Here, you'll learn alongside managers from other organizations â because exchanges nourish you just as much as the content.`,imageAlt:"Cohort of managers in discussion around a table",formatLabel:"Group cohort",ctaLabel:gr},description:{imageAlt:"Signature Leadership Cohort workshop",eyebrow:"Description",title:"Signature Leadership Cohort",paragraphs:["4 blocks of 2 hours with managers from a variety of backgrounds. We weave between theory, practice and sharing. Maximum 12 participants per cohort, so everyone truly has a place. Rich exchanges guaranteed!","This program is for:"],bullets:["New managers transitioning into a leadership role","Experienced managers who want to strengthen their foundations","Emerging leaders who want to grow their leadership","Entrepreneurs about to grow their team and step into a manager role","Organizations that want to equip their managers"]},info:{duration:{label:Gr,value:"8 hours / 4 weeks"},price:{label:mr,value:"$1,050"},third:{label:$Y,value:"Next cohort September 17 to October 8, 2026"}},topics:{eyebrow:"Topics covered",title:"The 4-session program",items:[{title:"Session 1 â Owning your posture: building leadership that mobilizes",description:"Help participants land with confidence in their role, take their place as a leader, clarify their posture and lay strong foundations from the start. Competencies explored: influence, connection and organization.",points:["Becoming aware of your impact through the Weather Maker concept","Reflection and deprogramming exercise","Clarifying your vision and laying the foundations of your leadership","Taking your place with confidence and developing credibility","Building the relationship with your team","From contributor to leader","Running your first team meeting and setting up 1:1s","Connection rituals and mobilization practices","Engaging remote team members","Becoming ninjas of organization: time management, prioritization, meeting facilitation"]},{title:"Session 2 â Leading humans: communication and the art of feedback",description:"Improve how you give feedback and navigate harder conversations while fostering richer, more authentic connections in your team. Competency explored: communication.",points:["Creating a psychologically safe environment, beyond âmy door is always openâ","The 3 superpowers of communication","Developing active listening","Cultivating curiosity and asking the right questions","Rethinking vulnerability through the clearings ritual","Distinguishing facts from perceptions","Clarifying your messages and intent","Optimizing your written communication","Building recognition within your team","Mastering the art of constructive feedback: a Boîte Pac framework","Asking for feedback yourself: from whom, when and how?"]},{title:"Session 3 â Daring to lead in discomfort",description:"Develop the managerial courage to fully assume responsibility as a leader, navigate difficult conversations with confidence, and mobilize your team through change.",points:["Your share of responsibility","Receiving feedback and setting your ego aside","Managerial courage â but how?","Preparing for a difficult conversation and structuring your exchanges","Preparing for a difficult announcement using the Boîte Pac framework"]},{title:"Session 4 â From manager to talent developer",description:"Move from a manager role to a true lever for your team's development â combining vision, impact and execution. Competencies explored: talent development and strategic vision.",points:["
401Structuring a clear and mobilizing onboarding path","Coaching with impact","Knowing when to coach and when to advise","Building a development culture","Mapping your team's strengths and aspirations to align them with company goals","Building individual development plans","Putting mechanisms and rituals in place to keep them alive","Delegating strategically and getting out of the operational","Pairing inspiration with concrete action","Rethinking your goals: beyond SMART, what's truly engaging?"]}]},promise:{eyebrow:"Our promise",title:"Yes to inspiration, introspection and innovation. No to fluff.",text:"At Boîte Pac, your journey is designed to reflect the unique reality of your company. We turn ideas into concrete actions, guide you toward practices adapted to your context, and provide the tools to deploy them effectively: 1:1 question lists, meeting agenda templates, constructive-feedback and difficult-announcement frameworks, an onboarding plan template, a development plan template, a questions template to get to know your team, and a questionnaire to build connection from the start."},slideshow:{eyebrow:"A look inside",title:"A preview of what awaits you in session",intro:"Excerpts from our slides: concrete models, signature Boîte Pac frameworks and exercises you can apply directly in your day-to-day as a manager."},faq:[{q:"Is the content the same in the cohort and in the custom program?",a:"The 4 modules and 8 competencies are the same, but the context changes. In the cohort, all 8 competencies are explored and you learn alongside managers from other organizations. In the custom program, the company selects the 6 most relevant competencies to anchor the content in the specific realities of your teams."},{q:"Do I need management experience to take part? Can I attend if I don't lead a team?",a:"Not at all. The program is designed for both new managers and those who've long learned on the job and want to strengthen their foundations, validate concepts and round out their toolbox."},{q:"Are the sessions recorded?",a:"No, on purpose! This training relies on exchanges and the sharing of situations, doubts and challenges. For that reason, it isn't followed asynchronously. Of course, if you have to miss a session, we'll find a way to share all the essential resources with you."}]},"cohorte-leadership-fondateur":{parent:Eo,hero:{eyebrow:"Organizational leadership",title:l.jsx(l.Fragment,{children:"Founder Leadership Cohort"}),formatLabel:"Coming soon",announce:!0,description:`In today's context, organizations need leaders who can navigate complexity with head, heart and courage: the head to stay the course, the heart to mobilize and engage teams, and the courage to step outside their comfort zone, dare differently and turn challenges into opportunities to innovate. 402 403 404A brand-new two-day immersive program, designed exclusively for company founders. Full details will be revealed shortly.`,imageAlt:"Founders in discussion during a Boîte Pac training day",ctaLabel:gr},description:{imageAlt:"Group of founders in a leadership workshop",eyebrow:"Description",title:"Two immersive days, among founders",paragraphs:["Over these two days, you'll take a step back (slow down to speed up, as we say here) from the way you lead and explore the reflexes that shape your leadership. Through an immersive journey built on reflection, exchange and experience, you'll gain a clearer understanding of your reflexes, your impact and the leadership posture you want to embody.","A condensed format designed for those who carry their company on their shoulders and who benefit from being surrounded by other founders living the same realities.","What's included:"],bullets:["Nova psychometric profile","Personalized debrief session","2 full training days","Coffee and lunch included","Movement sessions, to better integrate the learnings","All the tools explored during the training"]},info:{duration:{label:Gr,value:`2 days 405Dates to be announced`},price:{label:mr,value:"To be announced"},third:{label:ji,value:`Exclusive founder cohort 406Limited seats`}},topics:{eyebrow:"Topics covered",title:"Detailed content coming soon",hideChevron:!0,items:[{title:"Day 1 â Reconnecting with yourself as a founder",description:"Intentional leadership, impactful executive presence, and connection as a priority."},{title:"Day 2 â Mission and vision",description:"Communication and the art of feedback, strategic perspective, and closing the journey."},{title:"The full program will be revealed shortly",description:"We're still fine-tuning the content, dates and pricing. Come back soon for all the details â or write to us to be among the first to know."}]},promise:{eyebrow:"Our promise",title:"An immersive experience, among founders who get each other.",text:"No disconnected theory: two days to slow down, observe yourself, exchange c
406andidly with other founders and leave with tools you can apply the very next Monday."},faq:[]},"tests-psychometriques":{parent:Eo,hero:{eyebrow:"Organizational leadership",title:l.jsxs(l.Fragment,{children:["Nova ",l.jsx("em",{className:"not-italic font-bold",children:"psychometric"})," test"]}),description:"At Boîte Pac, we use the Nova Global Profile for our psychometric assessments â because it offers a remarkable balance of analytical depth and ease of use. Complete, concrete and accessible (a winning trio in our book), it helps you better understand your strengths, motivations and impact on others. Whether you manage a team or not, the Nova Global Profile is a powerful tool for leadership development and self-knowledge. By shedding light on different styles of communication and collaboration, it fosters more effective working relationships, better team synergy, and collective success.",imageAlt:"Nova Global Profile debrief session",ctaLabel:gr},description:{imageAlt:"Personalized Nova profile debrief",eyebrow:"Description",title:"The starting point for impactful leadership: knowing yourself!",paragraphs:["This program unfolds in three steps:"],bullets:["Solo completion of the questionnaire (20 minutes)","Debrief meeting (60 minutes)","Recommendations and coaching (1 to 3 sessions of 60 minutes)"]},info:{duration:{label:Gr,value:"Questionnaire 20 min"},price:{label:mr,value:"On request"},third:{label:ji,value:"Individual or team"}},topics:{eyebrow:"Topics covered",title:"What we cover",hideChevron:!0,items:[{title:"Solo completion of the Nova Global questionnaire"},{title:"Personalized debrief of the report"},{title:"Identifying strengths, motivations and blind spots"},{title:"Reading styles of communication and collaboration"},{title:"Coaching sessions to turn learnings into action"}]},promise:{eyebrow:"Our promise",title:"Knowing yourself, yes. But above all, knowing what to do with it.",text:"Each participant leaves with a clear and nuanced picture of how they function â and, more importantly, with precise levers to develop their leadership every day. Knowing yourself is good, but knowing what to adjust, strengthen and put into practice is what drives growth."},faq:[{q:"Is it worth doing if I'm the only one on my team taking it?",a:"Yes, absolutely. The Nova Global Profile is first and foremost a self-knowledge tool: even alone, you leave with a precise read on your strengths, your motivations and your impact on others. You'll better understand why certain dynamics energize or drain you, how to adjust your communication based on the profiles you meet, and where to focus your efforts to gain precision. Of course, the experience takes on another dimension when the whole team does it â but the individual impact is already very concrete."},{q:"Are my answers confidential?",a:"Yes. Your questionnaire answers and your Nova report belong to you. Nothing is shared with your manager, colleagues or employer without your explicit consent. For team mandates, we agree upfront on what is shared and what remains strictly individual."},{q:"Is this the âcolor testâ?",a:"No, the Nova Global Profile isn't the âcolor test.â It's a more comprehensive psychometric tool, based on workplace psychology research, that paints a nuanced picture of your style, motivations and behavior under pressure. It goes further than a four-profile categorization: you get the depth of a professional tool with the clarity and accessibility you need to act on it."},{q:"Is it relevant for me even if I'm not a manager?",a:"Absolutely. The Nova Global Profile is a leadership development and self-knowledge tool, regardless of your title. Whether you're early in your career, an expert in your field, an individual contributor or in transition, it helps you better understand your impact, adjust your communication and collaborate more effectively. Leadership at Boîte Pac doesn't depend on a job title â it's a posture, and this tool serves everyone."}]},"coaching-conseils-leadership":{parent:Eo,hero:{eyebrow:"Cultivating executive presence",title:l.jsxs(l.Fragment,{children:["Coaching & ",l.jsx("em",{className:"not-italic font-bold",children:"advisory"})]}),description:"Personalized coaching for managers and professionals who want to gain clarity, impact and alignment. Through frank conversations, structured reflection and concrete tools, we generate lasting change that's directly applicable to your reality.",imageAlt:"One-on-one coaching session",ctaLabel:gr},description:{imageAlt:"Participant taking notes during a coaching session",eyebrow:"Description",title:"Individual support, anchored in your reality.",paragraphs:["We support leaders through the real challenges they face every day: mobilizing teams, communication, decision-making, change management, managerial courage and developing their influence.","The program is built around 60-to-90-minute individual meetings, spaced out to allow experimentation between sessions. Each conversation starts with the participant's real challenges and focuses on stepping back, clarifying priorities, and identifying concrete actions to implement right away.","Between sessions, the leader puts things into practice, adjusts and observes their behaviors in their real environment â to develop more intentional, aligned and effective leadership.","What's included:"],bullets:["Exploratory meeting and goal-setting","4 to 8 individual coaching sessions (60 to 90 minutes)","Tools and reflection exercises tailored to needs","Personalized, evolving action plan","Progress monitoring and adjustments along the way"]},info:{duration:{label:Gr,value:"4 to 8 sessions"},price:{label:mr,value:"On request"},third:{label:ji,value:"60 to 90 min / session"}},topics:{eyebrow:"Topics covered",title:"Who it's for, what it covers",
406items:[{title:"Executive coaching (CEOs, founders)",description:"A confidential space to step back, clarify your vision and sharpen structural decisions. We work on the executive posture, managing complexity and the alignment between strategic ambition and the human reality of the organization."},{title:"Manager coaching",description:"Tailored support to strengthen your managerial posture, gain confidence in difficult conversations, and mobilize your team with care. Ideal during a role transition, a new posting or a team challenge."},{title:"Peer co-development",description:"Facilitated small-group sessions where each participant brings a real situation and benefits from the group's collective intelligence. A powerful format to break isolation, broaden perspectives and learn through action."},{title:"Mediation and conflict resolution",description:"A structured, neutral process to untangle interpersonal or team tensions. We create the conditions for frank dialogue, restore trust and identify clear agreements for the path forward."},{title:"Strategic leadership advisory",description:"Support for leadership or HR to think about leadership development at an organizational scale: diagnosis, choice of approaches, program design, and culture-change follow-through."}]},philosophy:{eyebrow:"Our philosophy",title:"Aware, aligned leaders who can act at the right moment.",text:"Our goal isn't to create perfect leaders, but conscious leaders who know their strengths, align with their values and can take the right action at the right moment. We focus on what has the most impact: better self-knowledge, greater intentionality in action, and the ability to positively influence their environment. Every engagement is personalized to generate concrete, lasting change that's directly applicable to the organization's reality."},promise:{eyebrow:"Our promise",title:"Reinforce your ability to act â beyond the theory.",text:"The basics matter, of course, but effective leadership isn't built on theory alone. It develops every day, through thoughtful and intentional action. Boîte Pac's promise is to reinforce leaders' ability to act, helping them clarify their impact, make better decisions in complexity, and mobilize their teams with greater precision â for more reach and more enjoyment, every day."},faq:[{q:"How many sessions does it usually take?",a:"An executive coaching cycle typically runs 6 to 10 sessions over 6 to 12 months."},{q:"Are the sessions in person or by video?",a:"Both, depending on your preference. Most of our clients opt for a mix."}]},"certification-b-corp-personnalise":{parent:Xu,hero:{eyebrow:"B Corp certification support",title:l.jsx(l.Fragment,{children:"B Corp Certification â Custom journey"}),description:"At Boîte Pac, we rely on field expertise and co-creation to build a journey that draws on our deep knowledge of B Corp certification and on the realities, strengths and challenges of your company. The result: concrete, tailor-made support that lets you transform your governance, environmental,
406culture and community practices in a coherent, aligned and lasting way.",imageAlt:"B Corp workshop",ctaLabel:gr},description:{imageAlt:"Collaborative work on the B Corp journey",eyebrow:"Description",title:"Tailor-made support.",paragraphs:["A journey personalized to your company's reality, structured in 10 steps â from the initial analysis to post-certification follow-up.","Your organizational context is the starting point for an aligned, mobilizing action plan that's embedded in your daily practices."],bullets:["Full impact diagnostic of the company","Help completing the B Impact Assessment","Full review of the B Impact Assessment","Project kickoff and creation of the B Corp committee","Facilitation of five (5) B Corp workshops to define concrete actions","Support during the rollout of initiatives","Internal mobilization via a communication campaign","Formalizing practices into policies","Support during the B Lab evaluation","Post-certification follow-up to sustain initiatives and the B Corp DNA"]},info:{duration:{label:Gr,value:"6 months to 1 year"},price:{label:mr,value:"From $15,000"},third:{label:ji,value:"Virtual and in person"}},topics:{eyebrow:"Topics covered",title:"The 5 workshops",items:[{title:"Governance, mission and engagement",points:["Company purpose","Stakeholder mapping","Engagement initiatives","Responsible communication and marketing","Integrating impact into strategic decisions"]},{title:"Company culture",points:["Employee journey and areas for improvement","Development culture","Formal dialogue mechanisms (1:1s, reviews, pulse surveys)","Financial security and pay equity"]},{title:"Environment",points:["Sources of pollution and value chain","Environmental plan","Supplier management","Climate action and circularity"]},{title:"Activism",points:["Human rights and value chain","The role of companies in collective solutions","Justice, equity, diversity and inclusion (JEDI)","Inspirations from engaged B Corp companies"]},{title:"Stakeholder engagement",points:["Identifying and mapping stakeholders","Defining concrete engagement initiatives","Embedding social and environmental impact in decisions","Responsible external communication"]}]},promise:{eyebrow:"Our promise",title:"We promise the opposite of an intimidating process.",text:"B Corp certification doesn't reward perfection â it rewards progress. Our journey is designed so B Corp becomes a real lever of transformation: not a box to tick, but something embedded in your organization's daily life."},faq:[{q:"Why become a B Corp certified company?",a:"To attract and retain talent looking to work for responsibly-driven companies; to meet the ESG requirements of clients, financial partners and suppliers; to create business opportunities with more than 10,000 responsible companies around the world; and to hold your practices to the highest social and environmental impact standards."},{q:"How long does the B Corp journey take?",a:"The process usually takes about 1 year. The duration can vary depending on the initiatives required to meet B Corp's expectations."},{q:"Is B Corp certification permanent?",a:"No. Certification must be renewed every 3 years, and the company must demonstrate that it maintains or improves its social and environmental performance."},{q:"What are the costs of B Corp certification?",a:"Certification fees depend on the company's revenue. You can view the official fee grid here: https://usca.bcorporation.net/fees/."}]},"certification-b-corp-cohorte-de-groupe":{parent:Xu,hero:{eyebrow:"B Corp certification support",title:l.jsx(l.Fragment,{children:"B Corp Certification â Group cohort"}),description:"A 6-month journey toward obtaining your B Corp certification. Offered in a group of 3 to 5 companies moving forward together, at the same pace. Less intimidating, more mobilizing, and grounded in the concrete from day one.",imageAlt:"B Corp cohort in a workshop",ctaLabel:gr,announce:!0,formatLabel:"Registrations open ⢠fall 2026"},description:{imageAlt:"B Corp group workshop",eyebrow:"Description",title:"In a group, but never generic.",paragraphs:["We structure the program around B Corp requirements while leaving room for the reality of each company in the group. The result: a clear, well-equipped and mobilizing process, carried by a community of organizations moving in the same direction.","Ideal for companies that want to certify B Corp without getting lost, see the value of learning with peers, and want an accessible offer."],bullets:["6-month journey in a group of 3 to 5 companies","6 videoconference workshops covering all the B Corp standards","Maximum 2 participants per company","2 dedicated facilitators","Short individual meetings between each workshop to validate direction and adjust the action plan","Tools and templates for each standard covered","3 post-training support meetings to ensure the implementation of the action plan"]},info:{duration:{label:"DURATION/ FORMAT",value:`6 group training sessions (1/month) 407 408Follow-ups and personalized support post-training`},price:{label:mr,value:`$8,000* 409 410*Grant available that may cover a portion of the fees`},third:{label:"DATES",value:"Next cohort from September 22, 2026 to February 16, 2027"}},topics:{eyebrow:"Topics covered",title:"How we proceed",items:[{title:"Discovery meeting and program overview",description:"A first meeting to understand your context, your ambitions and your challenges. We walk
410you through the program, how it unfolds and the tools used, to make sure the cohort fits your needs."},{title:"Introduction",points:["New B Corp standards","Impact vision","Overview of the tools","Impact report"]},{title:"Mission, governance & stakeholders",points:["Purpose and responsible governance models","Decision filter aligned with your values","Culture of transparency","Mobilizing leadership and employees"]},{title:"Company culture",points:["Building a culture that inspires engagement","Dialogue and feedback mechanisms","Fair compensation and financial security","Human rights tailored to your company's reality"]},{title:"Environment",points:["Environmental impact and paths to action","Mapping the main sources of pollution","Concrete environmental plan","Tools to deploy your strategy"]},{title:"Activism in business",points:["DEI action plan","Supplier awareness","Ways to influence your industry","Social impact initiatives and employee mobilization"]},{title:"Conclusion",points:["B Corp evaluation process","Next steps and best practices","Internal communication","Communication calendar tied to B Corp practices"]}]},promise:{eyebrow:"Our promise",title:"We promise the opposite of an intimidating process.",text:"B Corp certification doesn't reward perfection â it rewards progress. Our program is designed so B Corp becomes a real lever of transformation: not a box to tick, but something embedded in your organization's daily life."},faq:[{q:"Why become a B Corp certified company?",a:"To attract and retain talent looking to work for responsibly-driven companies; to meet the ESG requirements of clients, financial partners and suppliers; to create business opportunities with more than 10,000 responsible companies around the world; and to hold your practices to the highest social and environmental impact standards."},{q:"How long does the B Corp journey take?",a:"The process usually takes about 1 year. The duration can vary depending on the initiatives required to meet B Corp's expectations."},{q:"Is B Corp certification permanent?",a:"No. Certification must be renewed every 3 years, and the company must demonstrate that it maintains or improves its social and environmental performance."},{q:"What are the costs of B Corp certification?",a:"Certification fees depend on the company's revenue. You can view the official fee grid here: https://usca.bcorporation.net/fees/."}]},"recertification-b-corp-cohorte-de-groupe":{parent:Xu,hero:{eyebrow:"B Corp certification support",title:l.jsx(l.Fragment,{children:"B Corp Recertification â Group cohort"}),description:"At Boite Pac, we rely on field expertise and collective intelligence to build a program rooted both in our deep knowledge of the new B Corp standards and in the reality of each company in the group. The result: concrete, structured and mobilizing support that lets you navigate recertification with clarity, surrounded by organizations facing the same realities as you.",imageAlt:"B Corp recertification cohort",ctaLabel:gr},description:{imageAlt:"Cohort recertification workshop",eyebrow:"Description",title:"A group journey, never generic.",paragraphs:["We structure the program around the new B Corp standards while leaving room for each company's reality. The result: a clear, well-equipped and mobilizing process, carried by a community of organizations moving in the same direction.","Ideal for already-certified companies that want to approach their recertification without getting lost â and see the value of learning with peers."],bullets:["6-month journey in a group of 3 to 5 companies","6 workshops covering all the new B Corp standards","Maximum 2 participants per company","2 dedicated facilitators","Short individual meetings between each workshop to validate direction and adjust as needed","Tools and templates for each standard covered","Building a concrete action plan"]},info:{duration:{label:Gr,value:"6 months"},price:{label:mr,value:"$6,000"},third:{label:ji,value:"6 virtual workshops"}},topics:{eyebrow:"Topics covered",title:"The 5 workshops",items:[{title:"Governance, mission and engagement",points:["Company purpose under the new standards","Stakeholder mapping","Engagement initiatives","Re
410sponsible communication and marketing","Integrating impact into strategic decisions"]},{title:"Company culture",points:["Employee journey and areas for improvement","Development culture","Formal dialogue mechanisms (1:1s, reviews, pulse surveys)","Financial security and pay equity"]},{title:"Environment",points:["Sources of pollution and value chain","Updated environmental plan","Supplier management","Climate action and circularity"]},{title:"Activism",points:["Human rights and value chain","The role of companies in collective solutions","Justice, equity, diversity and inclusion (JEDI)","Inspirations from engaged B Corp companies"]},{title:"Stakeholder engagement",points:["Identifying and mapping stakeholders","Defining concrete engagement initiatives","Embedding social and environmental impact in decisions","Responsible external communication"]}]},promise:{eyebrow:"Our promise",title:"Why external help for a recertification?",text:"You're already a B Corp. You know what it entails. But the new standards have changed the game, and even seasoned teams find themselves navigating a more complex process than before. The cohort is the most effective and mobilizing way to go through this step, surrounded by other companies experiencing exactly what you are."},faq:[{q:"Is the cohort relevant even if we've already been through certification?",a:"Yes â and that's where the format really shines. The new B Corp standards are significantly more demanding than the previous version. Even companies that know the process well now need to revisit their practices in depth. The cohort lets you do this in a structured way, with a group of companies going through exactly the same reality."},{q:"Does the support take into account what we already put in place during our first certification?",a:"Absolutely. We start from your past certification, what worked well and what's evolved in your organization since. The goal isn't to start over from scratch, but to build on what you've already accomplished while helping you navigate the new requirements."},{q:"Is recertification harder than the initial certification?",a:"With the new standards, yes â for most companies. Requirements have been raised, criteria are more precise and the evaluation process is more rigorous. That's why more and more already-certified companies choose to prepare in a group, with structured support."},{q:"Is B Corp certification permanent?",a:"No. B Corp certification must be renewed every 3 years. It's a continuous-improvement journey: at each cycle you need to demonstrate that your practices are evolving and meeting the requirements in place, which themselves rise over time."},{q:"What are the costs of B Corp certification?",a:"Costs break down in two: certification fees paid to B Lab (based on your annual revenue) and the investment in support. At Boite Pac, we tailor a proposal to your reality â feel free to write us for a personalized estimate."}]},"recertification-b-corp-personnalise":{parent:Xu,hero:{eyebrow:"B Corp certification support",title:l.jsx(l.Fragment,{children:"B Corp Recertification â Custom journey"}),description:"At Boite Pac, we rely on field expertise and co-creation to build a program rooted both in our deep knowledge of the new B Corp standards and in the realities, strengths and challenges of your company. The result: concrete, tailor-made support that lets you navigate recertification with clarity, without getting lost in the complexity of the new requirements.",imageAlt:"Custom recertification support",ctaLabel:gr},description:{imageAlt:"Recertification meeting",eyebrow:"Description",title:"A tailor-made journey, in 9 steps.",paragraphs:["A journey personalized to your company's reality, structured in 9 steps â from analyzing your past certification through post-recertification follow-up.","We start from where you are to build a realistic, mobilizing action plan that's embedded in your organization's practices."],bullets:["Analysis of your past certification and gap analysis against the new standards","Help completing the new B Impact Assessment","Full review of the BIA","Project kickoff and remobilization of the B Corp committee","Co-creation B Corp workshops to define concrete actions against the new standards","Support implementing the new initiatives","Formalizing practices into policies (just enough)","Support during the B Lab evaluation","Post-recertification follow-up to ensure continuity"]},info:{duration:{label:Gr,value:"4 to 6 months"},price:{label:mr,value:"From $24,000"},third:{label:ji,value:"Virtual and in person"}},topics:{eyebrow:"Topics covered",title:"The 5 workshops",items:[{title:"Governance, mission and engagement",points:["Company purpose under the new standards","Stakeholder mapping","Engagement initiatives","Re
410sponsible communication and marketing","Integrating impact into strategic decisions"]},{title:"Company culture",points:["Employee journey and areas for improvement","Development culture","Formal dialogue mechanisms (1:1s, reviews, pulse surveys)","Financial security and pay equity"]},{title:"Environment",points:["Sources of pollution and value chain","Updated environmental plan","Supplier management","Climate action and circularity"]},{title:"Activism",points:["Human rights and value chain","The role of companies in collective solutions","Justice, equity, diversity and inclusion (JEDI)","Inspirations from engaged B Corp companies"]},{title:"Stakeholder engagement",points:["Identifying and mapping stakeholders","Defining concrete engagement initiatives","Embedding social and environmental impact in decisions","Responsible external communication"]}]},promise:{eyebrow:"Our promise",title:"From complexity to clarity.",text:"You're already B Corp certified and you know what it entails. But the new standards have changed the game, and even seasoned teams are navigating a more demanding and less familiar process than before. We're here to turn that complexity into clarity â and make your recertification a real lever of growth and innovation, not just a renewal."},faq:[{q:"Why bring in external support for the recertification?",a:"The new B Corp standards are significantly more demanding than the previous version. Even companies well-versed in the process now need to revisit their practices and documentation in depth. An outside eye helps quickly target gaps, avoid common mistakes and mobilize the team effectively."},{q:"Is recertification harder than the initial certification?",a:"With the new standards, yes â for most companies. Requirements have been raised, criteria are more precise and the evaluation process is more rigorous. That's why more and more already-certified companies choose structured support to prepare."},{q:"Does the support take into account what we already put in place during our first certification?",a:"Absolutely â that's where it gets interesting. We start from your past certification, what worked well and what's evolved in your organization since. The goal isn't to start over from scratch, but to build on what you've already accomplished while helping you navigate the new requirements. Every engagement is calibrated to your reality, not a generic template."},{q:"Is B Corp certification permanent?",a:"No. B Corp certification must be renewed every 3 years. It's a continuous-improvement journey: at each cycle you need to demonstrate that your practices are evolving and meeting the requirements in place, which themselves rise over time."},{q:"What are the costs of B Corp certification?",a:"Costs break down in two: certification fees paid to B Lab (based on your annual revenue) and the investment in support. At Boite Pac, we tailor a proposal to your reality â feel free to write us for a personalized estimate."}]}},zY=[{slug:"comment-donner-du-feedback-a-un-employe",title:"Comment donner du feedback à un·e employé·e : le guide pour gestionnaires",date:"2026-10-02",excerpt:"Comment donner du feedback à un·e employé·e? Une méthode en 7 étapes avec des exemples concrets pour reconnaître, ajuster et faire progresser son équipe.",cover:"/__l5e/assets-v1/4ba9252d-154a-4f4c-a597-a71acfa79c8d/feedback_montreal_quebec.png",coverAlt:"Illustration dâune culture du feedback au sein dâune équipe",content:`**TL;DR** 411 412Donner du feedback à un·e employé·e, c'est nommer ce que tu observes, expliquer l'impact que ça a, puis construire la suite avec la personne. Ãa se prépare, ça se pratique chaque semaine (pas juste à l'évaluation annuelle) et ça ne devrait jamais être une surprise. Voici 7 étapes concrètes, avec des exemples de phrases, pour le faire sans blesser et sans démotiver. 413 414Si personne ne donne de feedback à ton équipe, ça ne veut pas dire que tout va bien. Ãa veut dire que ton monde devine. Et quand les gens devinent, ils comblent le vide avec le pire scénario. 415 416Pourtant, plusieurs gestionnaires repoussent la conversation : peur de blesser, peur de se tromper, peur de briser la relation. C'est normal. Personne ne nous apprend ça quand on passe d'employé·e à gestionnaire. C'est justement l'un des [mythes qu'on déconstruit](/blog/5-mythes-%C3%A0-d%C3%A9construire-sur-les-gestionnaires-en-2026) : l'absence de feedback n'est pas du confort, c'est du flou. 417 418Dans cet article, on te partage une méthode en 7 étapes, inspirée de ce qu'on enseigne dans nos parcours de leadership. 419 420## C'est quoi, du bon feedback? 421 422Le feedback (ou rétroaction), c'est une information précise sur ce que tu observes chez quelqu'un, partagée dans le but de l'aider à continuer ce qui fonctionne ou à ajuster ce qui ne fonctionne pas. Il prend deux grandes formes : 423 424- **Le feedback de reconnaissance** : tu nommes ce qui a bien été fait et pourquoi ça compte, pour que la personne le refasse. 425- **Le feedback d'ajustement** (aussi appelé feedback constructif) : tu nommes un écart entre ce qui était attendu et ce qui s'est passé, pour qu'on puisse le corriger ensemble. 426 427Un « bravo, belle job! » fait plaisir, mais c'est trop flou pour aider quelqu'un à progresser. Les deux formes ont besoin de précision. 428 429## Ãtape 1 : Installe la structure avant d'en avoir besoin 430 431Le pire moment pour une première conversation de feedback, c'est quand il y a un problème. La personne se met en mode défensif, parce qu'elle n'a jamais eu ce genre d'échange avec toi. 432 433La solution : mettre les rendez-vous à l'agenda une fois pour toutes. 434 435- **1:1 individuel**, chaque semaine 436- **Rencontre de suivi en équipe**, chaque trimestre 437- **Rencontre du plan de développement**, chaque année 438
439Quand le feedback fait partie de la routine, il perd son côté dramatique. Une conversation d'ajustement devient un sujet parmi d'autres dans le 1:1, pas une convocation. 440 441## Ãtape 2 : Clarifie ton intention, puis vérifie le message 442 443Avant de parler, pose-toi deux questions : qu'est-ce que je veux que cette personne comprenne ou fasse après la conversation? Et comment ça risque d'être reçu? 444 445L'écart entre l'intention et le message est souvent plus grand qu'on pense. Exemple qu'on utilise en formation : une gestionnaire a vraiment à cÅur son entreprise et son équipe, et elle choisit de mettre des heures supplémentaires. Son intention : faire avancer les choses. Le message que son équipe reçoit : « Avoir un poste de direction, ça implique de mettre plus d'heures. » 446 447Ton impact, c'est ce que l'autre reçoit, pas ce que tu voulais dire. 448 449## Ãtape 3 : Parle de faits observables, pas de personnalité 450 451Une structure simple et très utilisée est le modèle **situation, comportement, impact** (SBI), popularisé par le Center for Creative Leadership : 452 453- **Situation** : quand et où c'est arrivé? 454- **Comportement** : qu'est-ce que tu as vu ou entendu, concrètement? 455- **Impact** : quel effet ça a eu sur l'équipe, le client, le projet, ou sur toi? 456 457Termine avec une question ouverte, comme « Comment tu vois ça, toi? ». Voici à quoi ça ressemble : 458 459| Au lieu de | Essaie plutôt | 460| --- | --- | 461| « Tu manques d'engagement. » | « Dans les deux dernières réunions d'équipe, tu n'as pas pris la parole. J'ai peur qu'on passe à côté de tes idées. Comment tu vis ça? » | 462| « Ton rapport était incomplet. » | « Dans le rapport de jeudi, la section sur les coûts manquait et le client a dû la redemander. J'aimerais qu'on regarde comment éviter ça. » | 463| « Super présentation! » | « Ta présentation d'hier était claire : tu as ramené les chiffres à trois messages, et le client a tout de suite posé des questions sur la suite. Refais exactement ça. » | 464 465## Ãtape 4 : Choisis le bon moment et le bon endroit 466 467- **Rapidement** : le plus tôt possible après l'événement, mais quand tu es calme. Un feedback livré six mois plus tard n'aide personne. 468- **En privé pour l'ajustement** : le feedback de reconnaissance peut se faire devant l'équipe, si la personne est à l'aise avec ça. 469- **Avec une invitation** : « As-tu 15 minutes cet après-midi pour qu'on jase de la présentation? » Pas entre deux portes. 470- **Hors du bureau, pour les grandes occasions** : pour une évaluation annuelle, sors prendre un café ou une crème glacée. Le contexte change la conversation. 471 472## Ãtape 5 : Fais-en une conversation, pas un monologue 473 474Une fois ton observation partagée, laisse de la place. Il y a souvent un contexte que tu ne vois pas. Quelques questions qui ouvrent la discussion : 475 476- « Comment tu l'as vécu? » 477- « Qu'est-ce qui s'est passé de ton côté? » 478- « De quoi tu aurais besoin pour que ça se passe autrement la prochaine fois? » 479 480Termine en co-créant la suite : une action claire, et un moment précis pour en reparler. 481 482## Ãtape 6 : Relie le feedback au développement 483 484Un feedback sans suite, c'est du bruit. Ce qui le rend utile, c'est son lien avec un plan de développement que la personne a contribué à bâtir. 485 486**Rends les objectifs précis (SMART).** « Travailler sur notre communication interne » est trop vague. « Créer et coordonner l'envoi d'une infolettre mensuelle, avec un taux d'ouverture de 60 % » donne une cible claire et mesurable. 487 488**Pense le développement en 70-20-10.** Environ 70 % passe par l'expertise développée dans le rôle, 20 % par les gens vers qui on se tourne (mentorat, collègues, réseau) et 10 % par la formation formelle (budget formation, plateformes en ligne, livres, journées de R&D). 489 490**Célèbre l'apprentissage, pas seulement la performance.** Souligner publiquement un essai audacieux, même imparfait, envoie un message clair : ici, on a le droit d'apprendre. 491 492## Ãtape 7 : Donne l'exemple 493 494Si tu donnes du feedback sans jamais en recevoir, tu envoies un message. 495 496Demande-en à ton tour : « Qu'est-ce que je pourrais faire différemment pour mieux te soutenir? » Remercie la personne, même si ça pique. 497 498Et applique ce que tu prêches. Une politique de vacances ou de déconnexion ne vaut pas grand-chose si les gestionnaires ne l'utilisent jamais. Ce que tu fais pèse plus lourd que ce que tu dis. 499 500## Et l'évaluation annuelle? Zéro surprise 501 502L'évaluation annuelle devrait résumer ce qui a déjà été dit pendant l'année. Si la personne apprend quelque chose de majeur ce jour-là , le feedback est arrivé trop tard. Pour la préparer : 503 504- **Bloque du temps** à ton agenda : auto-évaluation, évaluation par les pairs (2 à 3 questions) et une rencontre d'environ 1 h. 505- **Sors du bureau** pour la conversation. 506- **Célèbre le travail accompli** : « Cette année, tu as contribué à ___. » 507- **Honore le plan de développement** convenu l'an dernier. 508- **Ne crée aucune surprise.** 509- **Discute de la vision** pour la suite. 510 511## 5 erreurs fréquentes à éviter 512 513- Attendre l'évaluation annuelle pour tout dire. 514- Réserver le feedback aux problèmes, et oublier la reconnaissance. 515- Parler de la personne (« tu es désorganisé·e ») plutôt que du comportement. 516- Noyer le message dans tellement de précautions que la personne ne réalise pas qu'il y a un enjeu. 517- Donner du feedback d'ajustement devant les autres, ou ne faire aucun suivi. 518 519## Questions fréquentes sur le feedback en gestion 520 521### à quelle fréquence donner du feedback à un·e employé·e? 522 523Idéalement en continu, avec des points structurés : un 1:1 chaque semaine, un suivi d'équipe chaque trimestre et une conversation sur le développement chaque année. 524 525### Comment donner du feedback négatif sans démotiver? 526 527Reste sur les faits (situation, comportement, impact), parle en privé, demande le point de vue de la personne et termine par une action concrète. Assure-toi aussi qu'elle reçoit de la reconnaissance régulièrement, pas seulement quand ça va mal. 528 529### Quelle est la différence entre feedback et évaluation de performance? 530 531Le feedback est fréquent, ponctuel et souvent informel. L'évaluation de performance est un moment formel, une fois par année, qui fait le bilan et regarde vers l'avant. Elle ne devrait contenir aucune surprise. 532 533### Peut-on donner du feedback par écrit ou à distance? 534 535Oui pour la reconnaissance. Pour un ajustement, privilégie la voix ou la vidéo : l'écrit enlève le ton et laisse place à l'interprétation. Tu peux utiliser un message pour proposer un moment de jase. 536 537### Que faire si la personne réagit mal? 538 539Respire, reconnais l'émotion (« Je vois que ça te touche ») et propose de reprendre la conversation plus tard au besoin. Une réaction vive n'est pas un échec. Ce qui compte, c'est ce qui se passe ensuite. 540 541## En résumé 542 543Un bon feedback, c'est du concret. Un moment prévu à l'agenda. Une vraie conversation. Et une suite. 544 545Ãa ne vient pas naturellement à personne, mais ça s'apprend, et ça se pratique. Ton équipe n'a pas besoin d'un·e gestionnaire parfait·e. Elle a besoin de quelqu'un qui lui dit où elle en est, avec respect et clarté. 546 547## Le leadership, ça pousse rarement seul 548 549Tu veux pratiquer ces conversations avec d'autres gestionnaires? Découvre la [Cohorte Leadership signature de Boîte Pac](/services/parcours-leadership-en-groupe), ou jase avec nous de ce que ça pourrait donner dans ton équipe. 550 551[Réserve une rencontre avec nous](/contact) 552 553_Article écrit par [Judith](/equipe/judith) ð_`,legacyUrl:""},{slug:"tout-ce-quâil-faut-savoir-sur-les-nouveaux-standards-b-corp-2026",title:"Tout ce quâil faut savoir sur les nouveaux standards B Corp 202
5536",date:"2026-01-06",excerpt:"La certification B Corp évolue profondément. Après une refonte majeure publiée en avril 2025 et une version clarifiée publiée en août 2025, les nouvelles normes deviendront la référence officielle de certification à partâ¦",cover:"/blog/images/tout-ce-qu-il-faut-savoir-sur-les-nouveaux-standards-b-corp-2026-878be144a5.png",coverAlt:"standards B Corp 2026 montréal",content:`La certification **B Corp évolue profondément**. Après une refonte majeure publiée en **avril 2025** et une version clarifiée publiée en **août 2025**, les nouvelles normes deviendront la **référence officielle de certification à partir de 2026**. 554 555Le mouvement _B Corp_ ne se contente plus dâun système basé sur un score total (ex. 80/200 points). La certification évolue vers une approche structurée autour de normes minimales obligatoires, appliquées à toutes les entreprises qui veulent être certifiées ou recertifiées à partir de 2026. 556 557### **ð Ce que ça change concrètement** 558 559**Plus de score global qui masque des faiblesses sectorielles** Les entreprises doivent désormais satisfaire **des critères minimaux dans chaque domaine clé**, et non seulement atteindre un score total élevé. 560 561**Amélioration continue formalisée** Les organisations doivent démontrer non seulement quâelles respectent les normes aujourdâhui, mais aussi quâelles progressent au fil du temps (cycle de 3 et 5 ans). 562 563**Troisième partie impliquée dans la certification** Un **audit externe indépendant** est maintenant requis pour garantir la véracité des preuves dâimpact, un grand pas vers la crédibilité et contre le _greenwashing_. 564 565## **Quand cela sâapplique-t-il?** 566 567**Janvier 2026** â ouverture des certifications selon les nouveaux standards pour les entreprises existantes et nouvelles. 568 569**Février 2026** â les audits externes indépendants commencent à être déployés. 570 571**Juin 2026** â les nouvelles entreprises peuvent soumettre leurs candidatures selon les nouvelles normes. 572 573â ï¸ **Important** : après février 2026, seules les nouvelles certifications selon ces standards seront possibles ; lâancien système ne sera plus ouvert pour commencer une certification. 574 575## **Ce que les 7 nouveaux standards exigent** 576 577Alors que lâancien système B Impact Assessment tolérait des compensations entre catégories, le nouveau cadre repose sur des exigences minimales strictes dans 7 domaines: 578 5791ï¸â£ **Mission & gouvernance intégrée aux parties prenantes**⢠Transparence accrue et réelles pratiques décisionnelles qui incluent les employé·e·s, partenaires, client·e·s, etc. 580 5812ï¸â£ **Droits humains**⢠Mesures concrètes pour éliminer les impacts négatifs directs et dans la chaîne dâapprovisionnement. 582 5833ï¸â£ **Conditions de travail équitables**⢠Salaire vital, équité salariale, soutien au bien-être et au progrès. 584 5854ï¸â£ **Justice, équité, diversité & inclusion (JEDI)**⢠Plan dâaction structuré, mesurable et suivi dans le temps. 586 5875ï¸â£ **Action climatique concrète**⢠Mesure annuelle dâémissions GES + plan dâaction environnemental concret. 588 5896ï¸â£ **Gestion environnementale & circularité**⢠Réduction dâimpact, stratég
589ie continue auprès des fournisseurs, économie circulaire. 590 5917ï¸â£ **Affaires publiques & action collective**⢠Engagement dans son industrie pour amplifier lâimpact social et environnemental. 592 593## **En résumé** 594 595- Le mouvement B Corp se transforme pour être **plus rigoureux, crédible et exigeant**. 596 597- Les entreprises doivent démontrer non seulement des pratiques exemplaires aujourdâhui, mais aussi des progrès clairs dans le futur. 598 599- Une audience globale, des audits externes, et une série de normes minimales obligatoires redéfinissent ce quâest une entreprise réellement engagée pour les personnes et la planète. 600 601 602Article écrit par \`Thomas\` ð`,legacyUrl:"https://www.boitepac.com/post/tout-ce-qu%E2%80%99il-faut-savoir-sur-les-nouveaux-standards-b-corp-2026"},{slug:"5-mythes-à -déconstruire-sur-les-gestionnaires-en-2026",title:"5 mythes à déconstruire sur les gestionnaires en 2026",date:"2025-11-27",excerpt:"En 2026, on peut-tu lâcher prise sur lâimage du·de la gestionnaire ultra-performant·e, expert·e de tout, leader charismatique en tout temps? On déconstruit 5 idées qui font plus de mal que de bien â pour ton équipe et poâ¦",cover:"/blog/images/5-mythes-d-construire-sur-les-gestionnaires-en-2026-5917b3081f.png",coverAlt:"Gestionnaires à Montréal : Les 5 mythes de 2026",content:`## 5 mythes à déconstruire sur les gestionnaires en 2026 603 604ð¯ _TL;DR_ 605 606En 2026, on peut-tu lâcher prise sur lâimage du·de la gestionnaire ultra-performant·e, expert·e de tout, leader charismatique en tout temps? On déconstruit 5 idées qui font plus de mal que de bien â pour ton équipe _et_ pour toi. 607 608### ð§ Mythe \\#1 : Un·e bon·ne gestionnaire a réponse à tout 609 610Le modèle d'un·e gestionnaire omniscient·e est dépassé. En 2026, les meilleurs leaders savent dire : « Je sais pas, mais on va le trouver ensemble. » 611 612ð¬ Ce qui compte? 613 614La capacité à poser de bonnes questions, pas à tout expliquer. Cultiver lâhumilité, câest créer un espace de co-création. 615 616### ð¥ Mythe \\#2 : Il faut être passionné·e pour être bon·ne 617 618La passion, câest cool. Mais ce n'est pas une condition pour être un·e gestionnaire compétent·e. Ce qui fait la différence? Lâécoute, la clarté, la constance. Et parfois, juste _être là _. 619 620ð ï¸ On valorise quoi en 2026? 621 622Les habiletés relationnelles, la capacité à sâadapter, à tenir le cap sans se brûler. La passion, câest un bonus â pas un prérequis. 623 624### 𧩠Mythe \\#3 : Tu dois combler toutes tes faiblesses 625 626Non. En fait, miser sur tes forces donne souvent de bien meilleurs résultats. Un·e bon·ne gestionnaire en 2026 sait nommer ce quâiel ne maîtrise pas⦠et sâentourer. 627 628ð¡ Le mindset? 629 630Identifier ce qui tâallume, ce que tu fais bien â et déléguer le reste intelligemment. Le développement, câest pas toujours synonyme de âcorrigerâ. 631 632### ð§ Mythe \\#4 : Si personne ne te donne du feedback, câest que tout va bien 633 634Lâabsence de feedback, câest pas du confort. Câest du flou. Et ça, câest toxique pour une équipe. En 2026, les gestionnaires qui performent sont ceux qui _provoquent_ les conversations. 635 636ð£ à mettre en place 637 638Un cadre clair. Des moments de feedback formels. Des invitations ouvertes. Parce que le feedback, ça se mérite â mais surtout, ça se pratique. 639 640### ð Mythe \\#5 : Ãtre gestionnaire, câest la suite logique dâune carrière 641 642Nope. Gérer, câest un choix. Un rôle. Une posture. Pas une promotion par défaut. En 2026, on célèbre autant lâexpertise que le leadership. 643 644ð± Ce quâon change? 645 646On offre de vraies voies de progression pour les expert·e·s. On normalise le droit de dire ânon merciâ à la gestion. On valorise lâimpact, pas juste le titre. 647 648### En résumé 649 650Le·la gestionnaire en 2026, câest plus un modèle à suivre. 651 652Câest une personne à lâécoute. Un humain, imparfait mais lucide. 653 654Quelquâun qui sait quand se taire, quand agir, et quand demander de lâaide. 655 656Et ça, câest une révolution quâon peut tous·tes applaudir. 657 658Article écrit par \`Marie\` ð`,legacyUrl:"https://www.boitepac.com/post/5-mythes-%C3%A0-d%C3%A9construire-sur-les-gestionnaires-en-2026"},{slug:"novembre-mood-6-idées-concrètes-pour-soutenir-le-moral-des-troupes",title:"Novembre mood : 6 idées concrètes pour soutenir le moral des troupes",date:"2025-11-03",excerpt:"Novembre mood : 6 idées concrètes pour soutenir le moral des troupes",cover:"/blog/images/novembre-mood-6-id-es-concr-tes-pour-soutenir-le-moral-des-troupes-736873600a.png",coverAlt:"Bien être employé Montréal expert",content:`## Novembre mood : 6 idées concrètes pour soutenir le moral des troupes 659 660ð¯ **TL;DR** 661 662Le mois de novembre, câest pas juste des feuilles mortes et des vibes grises â
662câest aussi un bon moment pour prendre soin de son équipe. Voici 6 idées concrètes, simples et humaines pour aider ton monde à passer au travers sans sombrer dans le _November doom spiral_. 663 664### ð§ââï¸ 1\\. Rappelle à ton équipe leurs avantages bien-être 665 666Avant que tout le monde oublie quâil reste des massages, des entrées SÃPAQ ou une session dâacupuncture dans leur banque, envoie un petit rappel personnalisé. 667 668ð¯ Objectif : faire sentir à ton monde que ces ressources _sont là pour être utilisées_, surtout en novembre. 669 670### â 2\\. Pimp ton bar à café (et ton tiroir à collations) 671 672Petite dopamine boost : ajoute des collations, du chocolat, des vitamines et une lampe de luminothérapie dans les espaces communs. 673 674ðª Câest pas révolutionnaire, mais ça fait une vraie différence au quotidien. 675 676### ð 3\\. Offre des horaires flex pour voir le soleil 677 678Permets à ton équipe de commencer (ou finir) plus tôt pour profiter de la lumière naturelle. 679 680Traduction : 30 min de soleil > 2 tasses de café. 681 682ð¤ï¸ Pro-tip : appelle ça un âhoraire smoothieâ et ça passe mieux en meeting. 683 684### ð 4\\. Lance un défi qui bouge 685 686Une compétition de pas, une marche à lâheure du lunch, un bingo actif â comme SOJA&CO lâa fait, sans pression, juste pour le plaisir de se dégourdir. 687 688ðââï¸ Bouger un peu plus ensemble, câest un bon antidote à la grisaille. 689 690### ð 5\\. Intègre une "prise de pouls" dâéquipe 691 69215 minutes en milieu de semaine pour jaser fatigue, besoins, niveau dâénergie. Sans agenda, sans jugement. 693 694ð¬ Ce genre dâespace est souvent plus utile quâun long all-staff planifié depuis trois mois. 695 696### ð 6\\. Offrir une formation qui donne un boost 697 698Un atelier fun et utile sur la créativité, lâorganisation, ou la motivation. Juste assez structurant pour redonner du jus sans épuiser. 699 700ð Et si on finissait lâannée en inspirant plutôt quâen survivant? 701 702### En résumé 703 704Non, tu peux pas contrôler le coucher du soleil à 16h11. 705 706Mais tu peux créer un environnement où ton équipe sent quâelle a le droit dâavoir un down â et les moyens dâen sortir. 707 708**Un novembre plus doux, ça commence à lâinterne.** ð 709 710Article écrit par \`Judith\` ð`,legacyUrl:"https://www.boitepac.com/post/novembre-mood-6-id%C3%A9es-concr%C3%A8tes-pour-soutenir-le-moral-des-troupes"},{slug:"pourquoi-devenir-b-corp-en-2025",title:"Pourquoi devenir B Corp en 2025?",date:"2025-08-22",excerpt:"TL;DR : Devenir B Corp en 2025, câest bien plus quâavoir une simple certification. Câest un réel levier pour attirer les talents, gagner la confiance des clients et bâtir une entreprise alignée avec des valeurs responsabâ¦",cover:"/blog/images/pourquoi-devenir-b-corp-en-2025-1fc88037fe.png",coverAlt:"Accompagnement B Corp Montréal 2025",content:`**TL;DR :** Devenir B Corp en 2025, câest bien plus quâavoir une simple certification. Câest un réel levier pour attirer les talents, gagner la confiance des clients et bâtir une entreprise alignée avec des valeurs responsables. _Spoiler_ : ça renforce aussi la rentabilité ð®. 711 712## **Pourquoi devenir B Corp en 2025?** 713 714En 2025, on ne parle plus dâimpact social comme dâun " _nice to have_" pour une entreprise. Câest devenu une exigence, que ce soit de la part des employé·es, des partenaires, des grands donneurs dâordres ou des clients. Dans ce contexte, la certification **B Corp** sâimpose comme une preuve de confiance pour toutes vos parties prenantes. 715 716Voici pourquoi vous devriez envisager faire le saut : 717 718### **1\\. Attirer et garder les meilleurs talents** 719 720Selon une étude LinkedIn, 76 % des professionnel·le·s ne postuleraient pas dans une entreprise dont les valeurs ne reflètent pas les leurs. Quant à la génération Z et aux milléniaux, ils·elles veulent plus quâun salaire; les gens de ces tranches dââges cherchent un emploi qui a du sens. 721 722La certification B Corp envoie un signal clair : ici, on met lâimpact social et environnemental au même niveau que les profits. On souhaite attirer des personnes engagées, créatives et qui ont envie de voir le milieu des affaires autrement. 723 724### **2\\. Se différencier (vraiment) dans son industrie** 725 726B Corp, câest comme un filtre magique pour votre marque. Face à un marché saturé de promesses marketing (parfois fausses), afficher la certification permet de se distinguer avec une preuve concrète dâengagement. 727 728Et les chiffres parlent : 69 % des consommateurs·trices européen·ne·s affirment préférer acheter à une entreprise B Corp si on leur donne le choix (source : B Lab Europe, 2023). 729 730### **3\\. Stimuler la performance financière (oui, oui, ça rapporte)** 731 732On parle souvent dâéthique, mais parlons également dâaffaires. Une entreprise B Corp performe souvent mieux dans le temps : plus de robustesse, une clientèle plus fidèle, un bouche-à -oreille organique en santé et une meilleure capacité à naviguer dans lâincertitude. 733 734à noter que les entreprises certifiées B Corp ont démontré une croissance supérieure à la moyenne pendant la pandémie (source : B Lab Europe). 735 736### **4\\. Structurer ses pratiques et progresser** 737 738Devenir B Corp, ce nâest pas juste cocher des cases. Câest faire un diagnostic complet de ses pratiques, puis sâengager à sâaméliorer continuellement. Câest donc un outil hyper utile pour aligner ses actions, prendre des décisions claires et prioriser ce qui a de lâimpact (à lâinterne et à lâexterne). Câest aussi un levier pour mobiliser les équipes autour dâune vision commune, renforcer la culture dâentreprise et donner du sens aux actions de tous les jours. 739 740### **5\\. Accéder à une communauté engagée** 741 742Une fois certifiée, votre entreprise entre dans un réseau mondial de +10 000 B Corps. On y compte des entreprises comme Patagonia, Ciele, Danone, ou encore plusieurs PME et OBNL du Québec. 743 744Câest une communauté qui partage des pratiques, des opportunités dâaffaires et une même volonté : redéfinir le succès en affaires. Bref, un bon club pour progresser, ici ou ailleurs. 745 746#### **En conclusion :** 747 748Devenir B Corp en 2025, ce nâest pas juste aller chercher une certification parmi tant d'autres. Câest un vrai choix stratég
748ique pour aligner valeurs et performance, attirer les bonnes personnes, se différencier dans un marché exigeant et bâtir un avenir plus résilient. 749 750> Vous hésitez encore ? \`Faites-moi signe\` pour en jaser! 751 752> Article écrit par \`Thomas\` , cofondateur.`,legacyUrl:"https://www.boitepac.com/post/pourquoi-devenir-b-corp-en-2025"},{slug:"qu-est-ce-que-la-certification-b-corp",title:"Certification B Corp : étapes, coûts et délais (2026)",date:"2025-01-30",excerpt:"Ce qu'est la certification B Corp, ce qu'elle coûte (dès 2 100 $ US par an), combien de temps elle prend (12 mois minimum) et comment vous y préparer.",cover:"/blog/images/qu-est-ce-que-la-certification-b-corp-73af2fd920.png",coverAlt:"Expert B Corp Montréal Québec",content:`**Mis à jour le 29 septembre 2026** â pour tenir compte des nouveaux standards B Corp entrés en vigueur cette année. 753 754Vous vous demandez ce qu'est vraiment la certification B Corp, ce qu'elle exige concrètement et ce qu'elle coûte? Voici l'essentiel, sans jargon : ce que c'est, comment le B Lab vous évalue, combien de temps et d'argent il faut prévoir, et par où commencer si vous partez de zéro. 755 756### Qu'est-ce que la certification B Corp? 757 758B Corp (Beneficial Corporation) est une certification octroyée aux entreprises à but lucratif qui répondent aux plus hauts standards d'impact social et environnemental, de gouvernance éthique et de transparence envers le public. 759 760Elle est née en 2006 aux Ãtats-Unis, en Pennsylvanie, à l'initiative du [B Lab](https://www.bcorporation.net/), un organisme à but non lucratif. C'est le B Lab qui vérifie les réponses des entreprises et qui accorde (ou non) la certification. 761 762Ce qui la distingue des autres certifications : 763 764- Elle est la seule à évaluer l'entièreté des performances sociales et environnementales d'une entreprise, et non un seul aspect (l'énergie, les matériaux, une chaîne d'approvisionnement). 765- Elle oblige à une reddition de comptes périodique : une fois certifiée, une entreprise doit prouver que ses progrès tiennent. 766- Elle donne accès à une communauté d'affaires active, qui se rencontre régulièrement en personne et en ligne. 767 768### Comment le B Lab évalue-t-il une entreprise? 769 770Le B Lab a créé le _B Impact Assessment_ (évaluation de l'impact), un questionnaire offert gratuitement en ligne qui permet à une entreprise d'évaluer son propre impact avant même de songer à se certifier. 771 772Les organisations répondent à des dizaines de questions réparties en 5 catégories : 773 7741. la gouvernance 7752. les employé·e·s 7763. la communauté 7774. l'environnement 7785. les clients 779 780**Ce qui change en 2026 :** la méthode du score global (80 points sur 200) laisse place aux [nouveaux standards B Corp](/blog/tout-ce-qu%E2%80%99il-faut-savoir-sur-les-nouveaux-standards-b-corp-2026), construits autour de 7 thèmes d'impact avec des exigences à satisfaire, et vérifiés par des auditeurs externes indépendants plutôt que par le B Lab seul. Concrètement, on ne peut plus « compenser » un point faible par un point fort : les exigences doivent être rencontrées une par une. 781 782### Comment obtenir la certification, étape par étape? 783 7841. **Remplir le _B Impact Assessment_.** Gratuit, en ligne, et utile même sans intention de se certifier : il pose un diagnostic honnête de vos pratiques. 7852. **Répondre aux exigences des standards.** Créer la documentation qui manque (code d'éthique, guide de l'employé·e, politique de gestion des risquesâ¦), mettre en place des initiatives concrètes et mesurables, et corriger les écarts. 7863. **Verrouiller votre mission.** Adopter un cadre juridique qui oblige l'entreprise à considérer également le bienêtre de ses parties prenantes et la croissance de ses profits. 7874. **Payer les frais de soumission et déposer votre évaluation** au B Lab pour la phase de vérification. 7885. **Passer la vérification.** Un examen indépendant de vos réponses et des preuves à l'appui. 7896. **Publier votre rapport d'impact** dans l'annuaire B Corp et rejoindre la communauté. 790 791à noter : seuls les organismes à but lucratif existant depuis au moins un an sont admissibles, et
791certains secteurs d'activité sont exclus d'office par le B Lab. Les jeunes entreprises de moins d'un an peuvent passer par _Pending B Corp_ en attendant d'avoir un historique à évaluer. Les organismes sans but lucratif ne sont pas admissibles à la certification, mais peuvent tout de même utiliser le _B Impact Assessment_ gratuitement pour structurer leurs pratiques. 792 793### Combien coûte la certification B Corp? 794 795Voici les postes à prévoir : 796 797- **Le _B Impact Assessment_ : gratuit.** Rien ne vous oblige à débourser un sou pour découvrir votre point de départ. 798- **Les frais de soumission :** un montant unique, payé en dollars américains au moment du dépôt de l'évaluation, non remboursable. 799- **Les frais annuels de certification :** calculés selon le chiffre d'affaires brut annuel. Dans la grille 2026 du B Lab Ãtats-Unis et Canada, ils démarrent à 2 100 $ US par an pour une entreprise dont le chiffre d'affaires est sous 5 M$ US, et grimpent avec la taille de l'entreprise. Le B Lab a limité la hausse à 5 % pour 2026. 800- **L'accompagnement, si vous choisissez d'en prendre un.** C'est le poste le plus variable, et souvent celui qui fait gagner le plus de temps. 801 802Un détail souvent oublié : le vrai coût n'est pas seulement celui de la facture, c'est le temps interne. Rassembler les preuves, répondre aux questions, documenter ce qui n'a jamais été écrit â c'est là que les projets prennent du retard. 803 804### Combien de temps ça prend? 805 806Le B Lab demande de prévoir **au moins 12 mois** entre le début de l'évaluation et la certification. En pratique, la durée dépend de trois choses : la taille de l'entreprise, le nombre de personnes impliquées dans la collecte d'information, et l'état de votre documentation au départ. 807 808Une entreprise qui a déjà ses politiques par écrit et un suivi de ses données part avec une longueur d'avance considérable. Une entreprise qui doit tout écrire en même temps qu'elle remplit le questionnaire doublera presque toujours son échéancier. 809 810### Est-ce que ça vaut la peine? 811 812C'est la question qu'on nous pose en premier, et la réponse honnête est : ça dépend de ce que vous en faites. 813 814Ce que la certification apporte réellement : 815 8161. Elle vous met en règle avec les exigences ESG des grands donneurs d'ordre et des partenaires financiers, de plus en plus strictes. 8172. Elle crée un élément différenciateur dans une industrie où tout le monde se dit « responsable ». 8183. Elle facilite le recrutement : une partie des candidats filtre désormais activement sur ce genre de preuve. 8194. Elle aide à retenir les équipes, qui veulent du sens et de la cohérence. 8205. Elle ouvre des occasions d'affaires par la communauté B Corp. 8216. Elle améliore la visibilité et la notoriété de la marque. 8227. Elle vous force à documenter et à mesurer, ce qui rend les améliorations possibles là où le « on est une entreprise responsable » ne menait à rien. 823 824Ce qu'elle ne fait pas : elle ne transforme pas une culture d'entreprise à elle seule, et elle ne remplace pas une démarche sincère. Si l'objectif est uniquement d'apposer un logo, le retour sur investissement sera décevant â et le public le remarque. 825 826### Qui est déjà certifié? 827 828Il y a présentement plus de 9 000 entreprises certifiées B Corp à travers plus de 75 pays, dont plusieurs centaines au Canada. Elles se distinguent toutes dans leurs industries par leurs pratiques sociétales et environnementales et par leur désir de redéfinir le succès en affaires. 829 830Quelques entreprises certifiées B Corp au Québec (voir la [liste complète](https://www.bcorporation.net/en-us/find-a-b-corp/)) : Prana, GenV, Ciele, LG2. 831 832Quelques entreprises certifiées B Corp à l'international : Patagonia, Danone, TOMS, Ben & Jerry's. 833 834### Et pour aller plus loin? 835 836- [Pourquoi devenir B Corp](/blog/pourquoi-devenir-b-corp-en-2025) : les bénéfices concrets pour une PME québécoise. 837- [Notre accompagnement vers la certification B Corp](/services/certification-b-corp-personnalise), en formule individuelle. 838- [La certification B Corp en cohorte de groupe](/services/certification-b-corp-cohorte-de-groupe), à coûts partagés. 839- [La recertification B Corp](/services/recertification-b-corp-personnalise), pour les entreprises déjà certifiées. 840 841ð¡ Un coup de main pour remplir votre questionnaire B Corp? Nous serions ravis de vous accompagner gratuitement l'instant d'un 30 minutes. [Prenez rendez-vous](/contact) avec nous ð 842 843_Article écrit par [Thomas](/equipe/thomas), consultant B Corp (il/he/him)._`,legacyUrl:"https://www.boitepac.com/post/qu-est-ce-que-la-certification-b-corp"},{slug:"tout-sur-le-nouveaux-standards-b-corp",title:"Tout sur les nouveaux standards B Corp",date:"2024-12-20",excerpt:"Depuis des années maintenant, le B Lab (lâOBNL qui gère B Corp) fonctionne avec un questionnaire où 80 points sur 200 sont nécessaires pour obtenir la certification.",cover:"/blog/images/tout-sur-le-nouveaux-standards-b-corp-ffaec749af.png",coverAlt:"Accompagnement B Corp Montréal Québec",content:`### Quâest-ce qui se passe chez B Corp ð¤ 844 845La société change et évolue! 846 847Ãa tombe bien, le processus dâévaluation B Corp aussi ð 848 849Depuis des années maintenant, le B Lab (lâOBNL qui gère B Corp) fonctionne avec un questionnaire où 80 points sur 200 sont nécessaires pour obtenir la certification. 850 851Une entreprise peut donc choisir les initiatives quâelles souhaitent déployer afin dâobtenir un pointage égal ou supérieur à 80. 852 853Afin dâévaluer plus efficacement les grandes entreprises et les multinationales en plus de refléter davantage les enjeux actuels, le B Lab a décidé dâentamer une revue complète de son processus dâévaluation. 854 855«Parle-moi dâune bonne nouvelle ð» 856 857Il sâagit maintenant de \`7 standards\` à respecter plutôt quâun pointage à atteindre. 858 859### Quels sont ces 7 standards ð 860 861##### Exigences de base ð 862 863Lâentreprise doit tout d'abord répondre aux critères de base de B Corp avant de se lancer dans l'évaluation. Elle est donc prête à modifier ces documents juridiques afin dây ajouter les clauses légales en plus de répondre aux conditions d'éligibilité. 864 8651. ##### Mission et Gouvernance des parties Prenantes âï¸ 866 867 868Lâentreprise sâassure que la direction surveille et prend les mesures nécessaires pour améliorer lâimpact social et environnemental. Elle est aussi transparente sur ses performances sociales et environnementales, ses objectifs à atteindre en plus de sa façon de faire pour inclure ses parties prenantes (employé·e·s, fournisseurs, client·e·s, actionnaires). 869 8702. ##### Droits humains ð¤ 871 872 873Lâentreprise prend soin dâinclure les employé·e·s dans la prise de décision de manière concrète et formalisée. Elle sâassure également de mesurer la satisfaction de lâéquipe en plus de prendre des mesures pour lâaméliorer. De plus, lâentreprise sâassure dâéliminer tout effet négatif sur les droits humains en plus de sâassurer que ses fournisseurs principaux font de même. 874 8753. ##### Travail équitable ðµ 876 877 878En plus de faire tout le nécessaire pour respecter lâéquité salariale, lâentreprise sâassure de verser au moins le salaire minimum vital à son équipe. Elle prend soin également de sensibiliser ses fournisseurs principaux afin quâils fassent de même avec leur propre équipe. 879 8804. ##### Justice, équité, diversité et inclusion (JEDI) ðð 881 882 883Lâentreprise prend soin dâaméliorer ses pratiques de JEDI en mettant en Åuvre un plan dâaction clair qui est communiqué aux parties prenantes internes comme externes. 884 8855. ##### Actions climatiques ð 886 887 888L'entreprise mesure chaque année ses émissions de gaz à effet de serre en plus de se fixer des objectifs basés sur les recommandations scie
888ntifiques pour maintenir le réchauffement climatique en dessous de 1,5 °C. 889 8906. ##### Gestion environnementale et circularité â»ï¸ 891 892 893Lâentreprise prend les mesures nécessaires pour connaître son impact négatif sur lâenvironnement en plus de créer une stratégie visant à réduire son empreinte carbone. Lâentreprise collabore également avec ses fournisseurs afin dâatteindre ses objectifs environnementaux. 894 8957. ##### Affaires publiques et action collective ð¤ð¤ 896 897 898L'entreprise collabore avec ses parties prenantes dans le but dâaccroître l'impact collectif sur le plan social et/ou environnemental au niveau des politiques, de l'industrie et/ou de la communauté d'affaires. 899 900 901### Devrais-je me certifier avec la méthode dâévaluation actuelle ou attendre? 902 903Est-ce que câest plus facile de se certifier maintenant ? Pour les entreprises avec plus de 250 employé·e·s ou un chiffre dâaffaires annuel de plus de 75 millions, la réponse est oui. Pour les autres entreprises, pas nécessairement. 904 905Bien quâil soit encore difficile de connaître la forme de l'évaluation liée au nouveau nouveaux standards, nous pouvons supposer que le questionnaire actuel permet une plus grande flexibilité. 906 907«Donc jâattends ou non? ð » 908 909Si vous voulez avoir une idée claire du processus dâévaluation, commencez le processus maintenant afin de soumettre votre questionnaire avant la fin de 2025, soit la date limite pour se certifier avec la méthode actuelle. 910 911«Ouin, mais jâaurais aimé me certifier avec les nouveaux standards. ð¢Â» 912 913Ãa tombe bien, une entreprise doit se recertifier tous les 3 ans pour préserver sa certification. Le processus de recertification se fera assurément avec les nouveaux standards. 914 915Encore des questionnements face à ces standards? C'est normal, \`planifiez\` un moment avec moi pour qu'on puisse en jaser ð 916 917Guide écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/tout-sur-le-nouveaux-standards-b-corp"},{slug:"on-parle-deja-de-la-rentree-et-de-kamala-harris",title:"On parle (déjà ) de la rentrée âï¸ .... et de Kamala Harris ð§",date:"2024-08-13",excerpt:"DOSE DâACTUALITà ðï¸ Après le plafond de verre, place à la falaise.",cover:"/blog/images/on-parle-deja-de-la-rentree-et-de-kamala-harris-f53ccbc444.png",coverAlt:"standards B Corp 2026 montréal",content:`###### **DOSE DâACTUALITà ðï¸** **Après le plafond de verre, place à la falaise.** 918 919Terme apparu pour la première fois il y a 20 ans, la falaise de verre (glass cliff) définit une tendance où, en période de crise au sein d'une organisation, les femmes sont davantage susceptibles d'être promues à des postes de direction. Ces leaders féminines, ainsi placées dans des situations précaires, doivent naviguer dans des eaux périlleuses. 920 921En 20 ans, il doit y avoir eu du progrès? ð§ Mhm, ça sâen va plutôt dans lâautre sens ð 922 923 924 925â 926 927Selon une analyse des Fortune 500 sur une période de 15 ans, lors de la nomination dâun·e CEO pour prendre le relais⦠928 929â 930 931\\- ð Dâune organisation **à succès** ðð¼ 62% choisissent un homme; 932 933\\- ð Dâune organisation où **ça va pas ben** ðð¼ 69% choisissent une femme. 934 935###### **Le cercle vertueux de la falaise de verre, renforçant les stéréotypes sexistes selon lesquels les femmes et le leadership, ça fait deux ðð¼** â 936 937 938 939ð Ceci est un aperçu de notre infolettre mensuelle. Si jamais vous souhaitez accéder à l'intégralité du contenu, vous pouvez le retrouver [ici.](https://boitepac.substack.com/p/on-parle-deja-de-la-rentree-et-de?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/on-parle-deja-de-la-rentree-et-de-kamala-harris"},{slug:"lete-cest-fait-pour-bien-des-choses",title:"L'été c'est fait pour... bien des choses!",date:"2024-06-17",excerpt:"Voici les 4 traditions estivales favorites de Boite Pac, et des trucs pour mettre le tout en application au sein de votre entreprise ð¡",cover:"/blog/images/lete-cest-fait-pour-bien-des-choses-98f6a9133b.png",coverAlt:"standards B Corp 202
9396 montréal",content:`Voici les 4 **traditions estivales** favorites de Boite Pac, et des trucs pour mettre le tout en application au sein de votre entreprise ð¡ 940 941â 942 943### **1\\. Organiser son lac-à -lâépaule annuel ðð¹** 944 945Les conseils de lâéquipe en rafale ðð¼ 946 947â 948 949**Thomas et ses lunettes de la gouvernance :** Sonder toute lâéquipe pour mieux cerner quels seraient les sujets prioritaires à discuter. ðï¸ 950 951_#QuickWin: envoyer un Typeform avec une liste de sujets à couvrir, puis demander à chacun·e de les classer en ordre de pertinence en prévision du off-site. Résultat? Un ordre du jour qui répond aux besoins de tou·te·s!_ 952 953â 954 955**Catherine et ses lunettes de la diversité, équité et inclusion** : Pensez à sonder le niveau dâaise de vos employé·e·s avant de rendre obligatoire des nuitées hors de la maison. 3 jours dans un chalet, ça peut complexifier la gestion familiale et ce nâest pas accessible pour tou·te·s. ð¡ 956 957â 958 959**Alexandra et ses lunettes enviro** : Optez pour un lieu accessible en transport en commun ð. Sinon, prendre en charge la coordination du covoiturage ð entre les participant·e·s et [compenser les émissions de GES](https://planetair.ca/) qui seront émises par les déplacements. ð 960 961 962 963**Judith et ses lunettes bien-être, Marie et ses lunettes créativité** : Lâobjectif dâun lac-à -lâépaule? Brasser des idées, voir grand. Et comment naissent les idées? à partir de 2 informations pas nécessairement connexes qui, lorsquâon leur laisse lâespace nécessaire, se rencontrent à un certain moment dans notre cerveau. _Bing_! Une idée est née. ð¥ 964 965â 966 967Pensez à ventiler les blocs de réflexion et de travail; prévoyez du temps pour des pauses détente, des pauses mouvements et des activités qui sortent du cadre du travail. Les trois formes, tout aussi pertinentes les unes que les autres, permettent à la créativité dâêtre optimisée, et câest absolument nécessaire lors dâun _offsite_. 968 969â 970 971 972 973ð Ceci est un aperçu de notre infolettre mensuelle. Si vous souhaitez connaitre nos 3 autres traditions estivales, vous pouvez les retrouver [ici.](https://open.substack.com/pub/boitepac/p/lete-cest-fait-pour-bien-des-choses?r=2v4uu6&utm_campaign=post&utm_medium=web)`,legacyUrl:"https://www.boitepac.com/post/lete-cest-fait-pour-bien-des-choses"},{slug:"techniques-de-productivite-101",title:"Techniques de productivité 101",date:"2024-05-01",excerpt:"Qu'est-ce qui nous a permis de passer à la semaine de 4 jours tout en maintenant un niveau de productivité élevé?",cover:"/blog/images/techniques-de-productivite-101-f3bb90b969.png",coverAlt:"standards B Corp 2026 montréal",content:`Qu'est-ce qui nous a permis de passer à la **semaine de 4 jours** tout en maintenant un niveau de **productivité élevé**? 974 975Voici nos techniques de productivité favorites 𤩠976 977â 978 979_**La go-to de Marie**_: mettre de la couleur dans mon agenda ð¨ 980 981_**La favorite de Catherine**_ : placer des blocs de temps pour mes tâches solo, au même titre que je place mes réunions dans mon calendrier. 982 983_**La préférée de Judith**_ : le Flow (pour plus dâexplications, [câest par ici](https://www.instagram.com/p/C5oVA6vrtoO/?img_index=1)!) 984 985 986 987_**Le pâtit nouveau dâAlexandra**_ : Pomodoro 988 989 990 991### **Les actualités B Corp ð** 992 993_**B Corp Retreat :**_ Thomas a eu la chance de participer à la B Corp Retreat qui sâest tenue à Vancouver. Câest plus de 700 personnes provenant de différentes B Corp à travers lâAmérique du Nord qui se sont regroupées pour repenser le milieu des affaires. Il a même eu lâopportunité de sâentretenir avec la personne responsable de créer les nouveaux standards B Corp ð¤¯. 994 995**\\- Son moment marquant** ð : La rencontre de nombreux entrepreneur·e·s et membres de la communauté autochtones de Vancouver (territoire non cédé, ancestral et traditionnel des xÊ·mÉθkÊ·ÉyÌÉm (Musqueam), des Sḵwx̱wú7mesh (Squamish) et des sÉlilÌwÉtaÊɬ (Tsleil-Waututh)). Il a même eu la chance de discuter avec dâautres B Corp sur les manières de faire pour sâimpliquer dans les communautés autochtones qui nous entourent. 996 997â 998 999**\\- à retenir pour les B Corp** ð : Le nouveau questionnaire qui inclura les nouveaux standards ne sera pas prêt avant juin 2025. Pour les entreprises qui doivent se recertifier avant cette date, le processus se fera donc avec la version actuelle. 1000 1001Psssst. Votre recertification arrive? N'ésitez pas à nous [contacter](https://www.boitepac.com/francais/contact), on peut vous aider à simplifier tout ça ð. 1002 1003â 1004 1005â 1006 1007ð Ceci est un aperçu de notre infolettre mensuelle. Si vous souhaitez accéder à l'intégralité du contenu, vous pouvez le retrouver [ici.](https://boitepac.substack.com/p/ding-une-nouvelle-dose-dimpact?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/techniques-de-productivite-101"},{slug:"excursion-dans-les-cerveaux-de-boite-pac",title:"Excursion dans les cerveaux de Boite Pac ð§ ",date:"2024-01-17",excerpt:"On était en pleine politique de déconnexion pendant la période des récaps annuels de 2023, on va donc y aller par en avant. Ceci dit, on est dâavis quâil est encore trop tôt pour les grands sujets (nos esprits se sententâ¦",cover:"/blog/images/excursion-dans-les-cerveaux-de-boite-pac-27fdfde3a7.png",coverAlt:"standards B Corp 202
10076 montréal",content:`On était en pleine **politique de déconnexion** pendant la période des _récaps_ annuels de 2023, on va donc y aller par en avant. Ceci dit, on est dâavis quâil est encore trop tôt pour les grands sujets (nos esprits se sentent encore en vacances!), câest pourquoi on a préféré jouer aux entrevues avec lâéquipe de Boite Pac pour se remettre dans lâbain. 1008 1009 1010 1011### **ð Quâest-ce quâon peut trouver dans ton plan de développement pour 2024?** 1012 1013â 1014 1015\\- Lâenvie de pousser encore plus loin le concept dâinclusivité dans tous nos accompagnements; 1016 1017\\- Un plongeon dans lâéquité des genres, la maternité et le féminisme; 1018 1019\\- Du temps pour explorer encore davantage le concept de bien-être au travail (on a dâailleurs [**un atelier à la carte sur le sujet**](https://www.boitepac.com/francais/services) que je recommande chau-de-ment!) 1020 1021â 1022 1023##### **ð Ta lecture actuelle, ou celle que tâas hâte dâentamer?** 1024 1025Une recommandation dâ _**Alexe**_ que jâadore déjà : [Braving the Wilderness, de Brené Brown](https://www.amazon.ca/Braving-Wilderness-Quest-Belonging-Courage/dp/0812985818/ref=sr_1_1?crid=2KVG5NVCFDWK0&keywords=braving+the+wilderness+brene+brown&qid=1704809917&sprefix=braving+the+%2Caps%2C106&sr=8-1). Et qui sera aussitôt suivi dâune recommandation de _**Marie**_ : [La banalité dâun tir, de Mali Navia](https://www.amazon.ca/banalit%C3%A9-dun-tir-French-ebook/dp/B09WCX55Q1/ref=sr_1_1?crid=2DEA02JJTBNVY&keywords=la+banalit%C3%A9+d%27un+tir&qid=1704808869&s=books&sprefix=la+banalit%C3%A9+d%27un+tir%2Cstripbooks%2C87&sr=1-1) 1026 1027##### **ð Ce qui joue dans tes oreilles en ce début dâannée?** 1028 1029Mes podcasts préférés, en boucle : [On Purpose with Jay Shetty](https://www.jayshetty.me/podcast), [Boob to Food - The Podcast](https://open.spotify.com/show/279q03lNBxM8nN98iSa83E), [After Bedtime with Big Little Feelings](https://biglittlefeelings.com/podcast/listen/), [The Salty Club Podcast](https://open.spotify.com/show/6wxdVMj80KOO9BfqYt6H8E) 1030 1031##### **ð£ Le gouvernement québécois te permet dâinstaurer une loi en 2024, quelle est-elle?** 1032 1033Faciliter le processus dâimmigration pour les gens du monde entier. Et je demanderais probablement 2 mois de vacances pour tou·te·s, tant quâà être ici! 1034 1035##### **âï¸ Les sujets autour desquels il te fait toujours plaisir dâéchanger?** 1036 1037Lâimmigration et la vie dâexpat, le tourisme responsable, la maternité dans tout ce quâelle a de beau et de moins beau, le bien-être des femmes, les derniers documentaires qui vous ont fait vibrer, etc. etc.! 1038 1039 1040 1041### **ð Quâest-ce quâon peut trouver dans ton plan de développement pour 2024?** 1042 1043â 1044 1045\\- Création dâune infolettre le fun à lire (jâespère que vous avez du fun en ce moment) 1046 1047\\- Participer à la B Corp Retreat à Vancouver qui regroupe les B Corp dâAmérique du Nord. 1048 1049\\- Poster un peu plus sur LinkedIn 1050 1051â 1052 1053##### **ð Ta lecture actuelle, ou celle que tâas hâte dâentamer?** 1054 1055[No Rules Rules: Netflix and the Culture of Reinvention](https://www.goodreads.com/book/show/49099937-no-rules-rules) de Reed Hastings et Erin Meyer. Un bonbon pour tous ceux et celles qui capotent sur la culture organisationnelle. 1056 1057##### **ð Ce qui joue dans tes oreilles en ce début dâannée?** 1058 1059Des podcasts sur le bien-être au travail, particulièrement lorsque câest Sonia Lupien qui intervient. Voici dâailleurs une [excellente entrevue](https://ici.radio-canada.ca/ohdio/premiere/emissions/tout-un-matin/segments/entrevue/464435/sonia-lupien-le-stress-au-travail-vs-le-stress-du-travail-productivite) de la neuroscientifique à écouter. 1060 1061##### **ð£ Le gouvernement québécois te permet dâinstaurer une loi en 2024, quelle est-elle?** 1062 1063Les entreprises B Corp ont des incitatifs financiers tels que des retours dâimpôts alléchants ð¤. 1064 1065##### **âï¸ Les sujets autour desquels il te fait toujours plaisir dâéchanger?** 1066 1067Le 4 jours et à quel point câest plus simple et réaliste quâon le pense, B Corp bien sûr et tout ce qui touche à une culture saine en entreprise. 1068 1069â 1070 1071ð Ceci est un aperçu de notre infolettre mensuelle. Si vous souhaitez compléter votre excursion dans le cerveau de Judith, Alexe et Marie, c'est [ici.](https://boitepac.substack.com/p/excursion-dans-les-cerveaux-de-boite?r=2v4uu6) 1072 1073â`,legacyUrl:"https://www.boitepac.com/post/excursion-dans-les-cerveaux-de-boite-pac"},{slug:"pratiquer-son-ecoute-on-commence-par-ou",title:"Pratiquer son écoute, on commence par où?",date:"2023-11-29",excerpt:"â Alright, alright. Pratiquer son écoute, on commence par où?",cover:"/blog/images/pratiquer-son-ecoute-on-commence-par-ou-feaac05d7f.png",coverAlt:"standards B Corp 202
10736 montréal",content:`### Communication: curiosité, vulnérabilité & écoute. 1074 1075â _Alright, alright_. Pratiquer son écoute, on commence par où? 1076 1077â 1078 1079### **3 niveaux à pratiquer** _**(et débloquer)**_ **pour le prochain mois:** 1080 1081â 1082 1083_**Niveau débutant·e**_: écouter sans faire autre chose (on tourne le téléphone de bord, et on termine son courriel plus tard!) 1084 1085_**Niveau intermédiaire**_ : ne pas assumer le ressenti de lâautre, le·la laisser nous le communiquer! 1086 1087_**Niveau expert·e**_ : **ne pas** réfléchir à sa réponse pendant que lâautre personne nous parle (normaliser les silences, certes). 1088 1089â 1090 1091### **Le palmarès du mois** 1092 1093_(des idées pour emporter!)_ ð¦ 1094 1095â 1096 1097**\\- Une bonne pratique**: un plan de retour ( _reonboarding_) pour les retours de congé de parentalité. 𤰠Comme [celui](https://www.instagram.com/p/CoVfO5fPlwP/?img_index=1) de notre chère Alexandra, [par exemple](https://www.instagram.com/p/CoVfO5fPlwP/?img_index=1)! 1098 1099**\\- Un** _**perk**_: remboursement de la **passe SÃPAQ** pour faciliter lâaccès à la nature, combiné à la flexibilité dâhoraire pour en profiter avant la noirceur de 17h. 1100 1101_\\- pssssst_: avez-vous jeté un Åil à [notre menu dâhoraires smoothie](https://www.instagram.com/p/CzHeGlxPV-L/?img_index=1)? 1102 1103**\\- Un podcast**: [Les Dérangeants](https://www.lesderangeants.com/) ð 1104 1105**\\- Un livre dont on parle tout lâtemps**: ð [Youâre Not Listening](https://www.goodreads.com/book/show/45892276-you-re-not-listening), _Kate Murphy_ 1106 1107**\\- Un livre sur notre** _**wishlist**_: ð [Hidden Potential](https://adamgrant.net/book/hidden-potential/), _Adam Grant_ 1108 1109â 1110 1111â 1112 1113ð Ceci est un aperçu de notre infolettre mensuelle. Si vous souhaitez accéder à l'intégralité du contenu, vous pouvez le retrouver [ici.](https://boitepac.substack.com/p/knock-knock-boite-pac-se-glisse-dans?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/pratiquer-son-ecoute-on-commence-par-ou"},{slug:"les-avantages-de-la-semaine-de-4-jours",title:"Les avantages de la semaine de 4 jours",date:"2023-09-10",excerpt:"Le 4 jours par semaine est sur les lèvres de plusieurs en ce moment. Alors que certains en ont peur et n'y croient pas, dâautres ont décidé de lâessayer ou l'embrassent depuis un moment déjà . Pour vous aider à y voir pluâ¦",cover:"/blog/images/les-avantages-de-la-semaine-de-4-jours-5fc845d1e8.png",coverAlt:"standards B Corp 2026 montréal",content:`Le 4 jours par semaine est sur les lèvres de plusieurs en ce moment. Alors que certains en ont peur et n'y croient pas, dâautres ont décidé de lâessayer ou l'embrassent depuis un moment déjà . Pour vous aider à y voir plus clair, on vous propose un regard sur cette nouvelle pratique qui risque de gagner en popularité dans les prochaines années (on le souhaite ben gros chez Boite Pac). 1114 1115### **En quoi consiste le 4 jours semaine?** 1116 1117Le concept du 4 jours semaine ne consiste pas à demander à ses employé(e)s de travailler moins pour un plus petit salaire. Selon nous, lâidée est plutôt dâoffrir le même salaire aux employé.es, en leur offrant de travailler moins dâheures. On parle donc de retrancher une journée à la semaine (allô les vendredis off) ou de répartir les heures de travail différemment du lundi au vendredi, en travaillant un peu moins à tous les jours. En gros, câest de travailler tout aussi fort, mais autrement. 1118 1119Donc, question que vous soyez tout aussi excités que nous à propos de la semaine réduite, voici 4 avantages qui vous inciteront (peut-être) à adopter la semaine de 4 jours. On a pensé vous proposer, par la suite, quelques pistes de solution pour vous outiller adéquatement AU CAS où vous voudriez instaurer le concept dans votre propre entreprise. Si vous nâêtes pas convaincus après ça, on ira prendre un café ou une bière pour en jaser:) 1120 1121##### **Avantage 01 : Les employé.e·s qui travaillent 4 jours sont plus productifs** 1122 1123Plus on a de temps dans notre semaine, plus on le perd! Je parle pour moi ici, mais quand jâai un _deadline_, je coupe dans les actions inutiles pour être plus efficace (regarder mes courriels 20 fois dans une journée, prendre trop de temps sur LinkedIn et Instagram, etc.). Câest également ce quâa observé lâentreprise néozélandaise [Perpetual Gardian](https://www.perpetualguardian.co.nz/) lorsquâelle a mis en place la semaine réduite. Les gens passaient moins de temps en réunion, moins de temps sur les réseaux sociaux, et ce, en plus de mettre en place des mécanismes pour éviter de se faire interrompre régulièrement par leur
1123s collègues. En somme, lâentreprise a observé, quâen effet, la productivité avait été affectée, mais de manière positive. 1124 1125##### **Avantage 02 : Le niveau de stress des employé.es diminue** 1126 1127Ayant plus de temps à consacrer à des activités personnelles, plus de temps pour expérimenter de nouveaux passe-temps, et plus de moments à passer en famille et entre ami(e)s, les employé(e)s se retrouvent moins stressé(e)s par leur travail. Câest dâailleurs lâun des nombreux résultats observés par [lâIslande](https://www.bbc.com/news/business-57724779) lorsque son gouvernement a demandé à 2500 travailleur.es du secteur public de réduire dâune journée leur semaine de travail. Autre observation très intéressante: les employé.es ont affirmé avoir un meilleur équilibre travail/vie personnel, diminuant ainsi leur risque de faire un _burnout_. 1128 1129**â** 1130 1131##### **Avantage 03 : La semaine de 4 jours diminue les inégalités salariales entre les genres** â 1132 1133â 1134 1135Selon [The Guardian](https://www.theguardian.com/commentisfree/2019/apr/03/four-day-week-inequality-gender-pay-gap-income), le nombre de femmes qui travaillent à temps partiel, souvent pour être en mesure de jumeler la vie familiale et le boulot, est 4 fois plus élevé que le nombre d'hommes. Temps partiel dit également salaire moins élevé, et moins de chance dâobtenir une promotion. Vous voyez où je veux en venir: Considérer les semaines de 4 jours comme du temps plein et permettre aux femmes dâavoir accès aux mêmes salaires que leurs homologues masculins est un pas dans la bonne direction, celle de lâéquité.â 1136 1137â 1138 1139##### **Avantage 04 : La semaine de 4 jours diminue lâimpact environnemental des entreprises** â 1140 1141â 1142 1143On lâa vu durant la pandémie : se rendre moins souvent au bureau nous permet de diminuer la pollution individuelle causée par les transports. Il est donc facile de penser quâune journée de moins à travailler toutes les semaines permettrait de réduire drastiquement lâempreinte carbone de chaque individu. Dâailleurs, une étude menée en [Angleterre](https://www.theguardian.com/commentisfree/2019/apr/03/four-day-week-inequality-gender-pay-gap-income) a montré que de réduire dâune journée la semaine de travail pourrait diminuer lâempreinte carbone annuelle de 21,3% du pays tout entier. Câpas rien quand même! **â** 1144 1145â 1146 1147### **Si vous voulez implanter le 4 jours semaine,** _**whatâs next**_ **?** 1148 1149â 1150 1151##### **Ãtape 01 :** Envoyez un sondage à vos employé(e)s pour connaître leur impression 1152 1153â 1154 1155Mettre en place une initiative dâenvergure comme la semaine de 4 jours demande évidemment la participation et la mobilisation de votre équipe. Le sondage est donc un excellent moyen pour en savoir plus sur leurs impressions, leurs angoisses et leurs demandes spéciales concernant la modification de leur temps de travail. De cette manière, vous serez en mesure dâobtenir de la data pertinent qui vous permettra de déployer l'initiative sur des bonnes bases. **â** 1156 1157â 1158 1159##### **Ãtape 02** : Présentez à lâéquipe des méthodes pour améliorer leur efficacité 1160 1161â 1162 1163Travailler 4 jours implique dâavoir environ 8h de moins dans une semaine pour accomplir ses tâches. Certains employé.es seront aptes à modifier leurs méthodes de travail pour améliorer leur efficacité alors que d'autres, trouveront la tâche plus difficile. Pour cette raison, nâhésitez pas à proposer ce genre dâinitiatives: 1164 11651- Diminuer de moitié le temps des réunions 1166 11672- Définir des moments précis de âconcentrationâ dans une journée où les employé.es ne peuvent être dérangé(e)s par lâun(e) de leurs collègues. 1168 11693- Offrir de lâéquipement pour améliorer la productivité ( _stand up desk_, écouteurs _noise cancelling,_ etc _.)._ Laissez-les également créer leur propre espace de travail! **â** 1170 1171â 1172 1173##### **Ãtape 03** : Faites-en lâexpérience avant de couler le tout dans le béton 1174 1175â 1176 1177Nâessayez pas de trouver la recette gagnante avant même dâavoir essayé différentes formules. Autrement dit, essayez divers modèles avec votre équipe et mesurez les résultats pour savoir quelle formule du 4 jours semaine est la plus adéquate pour votre entreprise et votre équipe. Par exemple, pendant un mois, vou
1177s pourriez offrir le vendredi de congé à tout le monde et voir les résultats qui en découlent. Par résultats, je veux dire tout ce qui touche la productivité des employé.es, le taux de satisfaction, etc. Après le mois, envoyez un court sondage à lâéquipe pour connaître leur impression. Ensuite, essayez une autre formule pour le prochain mois (offrir le lundi de congé par exemple) tout en continuant de récolter du data pour connaître lâavis des employé.es. 1178 1179â 1180 1181Jâespère que vous voyez maintenant plus clair lorsquâon parle de 4 jours semaine et que vous êtes aussi emballés que nous par ce sujet. Si dâailleurs vous êtes curieux·euses dâen savoir davantage ou si vous souhaitez passer aux 4 jours de travail, contactez-nous pour en savoir plus sur notre [service d'accompagnement 4 jours!](https://www.boitepac.com/francais/services) 1182 1183Article écrit par [**Alexandra, Consultante B Corp (elle/she/her)**](https://www.boitepac.com/)`,legacyUrl:"https://www.boitepac.com/post/les-avantages-de-la-semaine-de-4-jours"},{slug:"comment-instaurer-la-semaine-de-4-jours",title:"Comment instaurer la semaine de 4 jours",date:"2023-04-06",excerpt:"On vous le dit depuis un certain temps déjà ( et il y a maintenant des chiffres pour le prouver), la semaine de 4 jours, câest LE tournant à considérer pour votre entreprise si vous le voulez :",cover:"/blog/images/comment-instaurer-la-semaine-de-4-jours-0097fe29f9.png",coverAlt:"standards B Corp 2026 montréal",content:`On vous le dit depuis un certain temps déjà ( [et il y a maintenant des chiffres pour le prouver](https://static1.squarespace.com/static/60b956cbe7bf6f2efd86b04e/t/6387be703530a824fc3adf58/1669840498593/The+Four+Day+Week-+Assessing+Global+Trials+of+Reduced+Work+Time+with+No+Reduction+in+Pay+%E2%80%93+F+%E2%80%93+30112022.pdf)), la semaine de 4 jours, câest LE tournant à considérer pour votre entreprise si vous le voulez : 1184 1185â 1186 11871. Prioriser le **bien-être** de vos employé·e·s (c.-à -d. éviter de les mener vers un épuisement professionnel); 1188 11892. En finir avec vos problèmes de **recrutement**; 1190 11913. Améliorer votre **impact environnemental**; ET 1192 11934. Faire un pas de plus vers lâ **équité des genres**. 1194 1195 1196â 1197 1198Tout ça, en renforçant la **motivation** de votre équipe et en augmentant à la fois la **productivité** de vos employé·e·s et votre **marge de profits**. 1199 1200â 1201 1202Pour nous, câest un _no brainer_, tout simplement. ð¤·ââï¸ 1203 1204â 1205 1206Ceci étant dit, câest également le genre de projet qui exige un **excellent niveau de planification et de préparation.** 1207 1208â 1209 1210Dans lâoptique de vous donner un petit coup de pouce, voici une liste de petites choses à garder en tête si lâaventure vous attire. 1211 1212â 1213 1214_PS. Avril et mai font dâexcellents mois de préparation si vous souhaitez vous lancer en mode 4 jours dès cet été! ðââï¸_ 1215 1216â 1217 1218##### Liste Boite Pac pour préparer une transition tout en douceur 1219 1220â 1221 122201. Définir votre formule \\| _Ãtes-vous plus du genre 4 jours ou 5-hour workday?_ 1223 122402. Choisir vos indicateurs de performance clés (KPIs) et définir lâéchéancier de votre phase-test (qui devrait durer au moins trois mois) 1225 122603. Planifier la communication du projet avec vos employé·e·s et vos client·e·s \\| _Ils auront toutes sortes de questions, avez-vous déjà les réponses?_ 1227 122804. Envoyer un sondage à votre équipe 1229 123005. Former vos gestionnaires pour les outiller en vue de la transition \\| _Quâen est-il des suivis? Y aura-t-il de la résistance au changement? Comment pourraient-ils responsabiliser davantage leurs équipes?_ 1231 123206. Former toute lâéquipe sur différentes techniques de productivité \\| _Pomodoro, Flow, Eat that Frog⦠Laquelle vous parle le plus??_ 1233 123407. Définir la procédure finale des vendredis de congé (rôles, attentes, gestion des urgences, personnes-ressources, etc) 1235 123608. Lancer la phase-test et planifier les suivis mensuels (sâajuster au besoin!) 1237 123809. Planifier lâanalyse post-mortem et la prise de décision finale 1239 124010. Planifier (CÃLÃBRER!) la transition permanente vers la semaine de travail réduite 1241 1242 1243â 1244 1245Au plaisir de se croiser en randonnée un vendredi! ð 1246 1247â 1248 1249Article écrit par \`Catherine\`, Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/comment-instaurer-la-semaine-de-4-jours"},{slug:"strava-x-ricardo",title:"Strava x Ricardo",date:"2023-01-12",excerpt:"Imaginez une journée au cours de laquelle des centaines dâadeptes de course et de vélo se regrouperaient (à distance avec un masque bien sûr) pour aller offrir du bon poulet général Tao signé Ricardo aux gens dans le besâ¦",cover:"/blog/images/strava-x-ricardo-30d5cb0227.png",coverAlt:"standards B Corp 202
12496 montréal",content:`Imaginez une journée au cours de laquelle des centaines dâadeptes de course et de vélo se regrouperaient (à distance avec un masque bien sûr) pour aller offrir du bon poulet général Tao signé **Ricardo** aux gens dans le besoin. Poussez votre réflexion encore un peu et imaginez en plus, que **Strava** se mette de la partie. 1250 1251Avouez que ça pique votre curiosité! On vous explique ce quâon a en tête! **â** 1252 1253Avant d'entamer votre lecture, veuillez noter que le partenariat qui vous est présenté dans cet article est fictif et qu'il s'agit seulement d'un exercice créatif de la part de Boite Pac. 1254 1255## **Le concept** â 1256 1257Vous avez probablement déjà entendu parler du _24h Tremblant_ qui consiste à skier pendant 24h afin dâamasser des fonds pour les enfants malades. Le concept quâon vous propose ici est semblable, mais on parle de course et de vélo au lieu de ski, et de 12 heures plutôt que 24. 1258 1259Vous avez du mal à suivre où on sâen va avec tout ça? Câest normal! Ne vous en faites pas, vous allez comprendre dans un instant! 1260 1261**â** 1262 1263### **1 - Le gueuleton** â 1264 1265Il sâagirait donc de regrouper des milliers de plats prêts à manger fournis par Ricardo dans un endroit central dâune ville X (Montréal, Québec, Sherbrooke, choisi la ville québécoise qui te fait plaisir d'imaginer lâami.e!). Que ce soit du poulet général tao, de la lasagne ou du pain de viande, peu importe, le but est de réconforter des gens dans le besoin avec de la bonne bouffe concoctée par la gang de Ricardo. 1266 1267Mais attends, comment tous ces repas seraient-ils distribués aux gens dans le besoin? Excellente question! **â** 1268 1269â 1270 1271### **2 - La livraison** â 1272 1273Le transport se ferait à la course à pied ou à vélo, et ce, par des citoyen·nne·s qui désirent participer à lâévènement. Autrement dit, chaque participant.e partirait du centre de collecte où se trouveraient les bons plats prêt-à -manger de notre chum Ricardo pour ensuite aller les distribuer, en courant ou en pédalant, aux gens dans le besoin. 1274 1275Les participants formeraient des équipes de 5 à 10 personnes. 1276 1277Les équipes auraient, on se le rappelle, 12 heures pour aller remettre le plus de repas possible. 1278 1279Là je tâentends dire: ââOui mais là 12h de course ou de bike câest long en titi!ââ 1280 1281Eh oui lâami.e! Par contre, comme dans le 24h de Tremblant, les personnes pourraient se relayer sans problème! 1282 1283Les équipes gagnantes seraient celles ayant réussi à aller distribuer le plus de plats tout en ayant parcouru la plus grande distance. Un prix pour les cyclistes et un prix pour les coureurs! 1284 1285Câest là que Strava deviendrait très utile. Cette magnifique application permettrait, non seulement de voir courir les équipes en temps réel, mais elle permettrait également de définir les distances finales exactes parcourues par chacune des équipes. **â** 1286 1287â 1288 1289### **3 - Le prix** â 1290 1291Et le prix pour les gagnants? Ãcoute, rendu là , si Strava et Ricardo décident dâêtre _bold_ et de réellement déployer lâinitiative, ils décideront du prix! **â** 1292 1293â 1294 1295## **Les avantages pour Strava et Ricardo de faire ce genre dâinitiative** â 1296 1297_First thing first_: Ãa améliorerait leur impact social en distribuant des milliers de repas à la population dans le besoin 1298 1299Qui dit amélioration de lâimpact, dit hausse de popularité auprès des générations Y et Z, ce qui pourrait donc mener à une hausse des ventes provenant de cette tranche dââge pour les deux entreprises partenaires. Selon Deloitte, une grande majorité des gens issus des générations Y et Z priorise les achats auprès dâentreprises qui prennent soin de leur communauté, surtout en ces temps de pandémie. 1300 1301Et tant quâà y être, pourquoi ne pas créer une belle campagne de communication, question de briller davantage et dâaméliorer leur notoriété auprès de leur audience cible. Comme le mentionne le _Guide de relance pour les marques prêtes à bâtir une nouvelle réalité_ publié par Republik en mai 2020, âmettre de lâavant vos bonne
1301s actions sociales ou environnementales peut être payant puisque les consommateurs considèrent quâil est dans le devoir des entreprises de prendre position sur des enjeux sociaux et environnementaux qui leur tiennent plus à cÅurâ. 1302 1303â 1304 1305â 1306 1307## **Qui est Ricardo selon Wikipédia** _â_ 1308 1309Ricardo Larrivée, simplement appelé Ricardo, né le 12 mars 1967 à Montréal (Québec), est un chef cuisinier canadien. Il est l'animateur de l'émission _Ricardo_ sur les ondes de Radio-Canada, ainsi que l'animateur de _Ricardo and Friends_ pour la chaîne Food Network. Ãa ne le dit pas sur Wikipédia, mais il est aussi fondateur dâune entreprise qui roule âun peuâ au Québec! **â** 1310 1311â 1312 1313## **Qui est Strava selon Wikipédia** 1314 1315**â** Strava est un site internet et une application mobile utilisée pour enregistrer des activités sportives via GPS. Le siège social se situe à San Francisco en Californie. En suédois, Strava signifie « s'efforcer à faire quelque chose sans relâche ». 1316 1317â 1318 1319Envie d'en apprendre plus sur l'amélioration de l'impact social et environnemental? Viens nous \`jaser\`! 1320 1321â 1322 1323Article écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/strava-x-ricardo"},{slug:"cest-lheure-de-puncher-out",title:"Câest lâheure de puncher out",date:"2022-05-31",excerpt:"Nous nous sommes construits un monde du travail qui tourne vite vite vite. Plus que jamais aujourdâhui, on a souvent lâimpression dâêtre emportés par ce courant, seuls devant nos écrans dâordinateur, pas tellement concenâ¦",cover:"/blog/images/cest-lheure-de-puncher-out-6dc1e0055f.png",coverAlt:"standards B Corp 2026 montréal",content:`Nous nous sommes construits un monde du travail qui tourne vite vite vite. Plus que jamais aujourdâhui, on a souvent lâimpression dâêtre emportés par ce courant, seuls devant nos écrans dâordinateur, pas tellement concentrés, mais pas vraiment le cerveau à _off_ non plus. 1324 1325â 1326 1327On essaie de tout terminer avant 17h00, mais le bruit de la machine à laver dérange et les enfants aux nez qui coulent ne vont plus à la garderie. Alors, on se dit que ce nâest pas si grave, que ça sert à ça la âflexibilitéâ après tout, quâon terminera de préparer notre _meeting_ à 20h, 21h, peut-être 22h. 1328 1329â 1330 1331Le matin arrive rapidement et en se réveillant, câest évidemment plus facile dâattraper notre cellulaire sous lâoreiller que de se lever pour ouvrir les rideaux. Par réflexe, on regarde nos courriels: un heureux mélange de _pro_ et de _perso_. Puis bon, rendu là , câest trop dâen faire fi : un petit regard à lâapplication _Slack_ et voilà quâon aperçoit le petit point rouge nous avisant dâune notification. Oups, ai-je manqué un message hier? 1332 1333â 1334 1335Une routine sâest installée tout doucement dans notre vie-de-pandémie. Après deux années de télétravail, on réalise soudainement que jour après jour, on étend nos â8 heuresâ de travail de 6h le matin à 22h le soir. Il nây a plus vraiment de début, il nây a plus vraiment de fin. Tout ce quâil y a, câest un cerveau en compote, un sentiment dâanxiété, une mauvaise humeur latente et une furieuse envie de partir en vacances. 1336 1337â 1338 1339Ce nâest pas moi qui le dit, plusieurs études confirment maintenant que le fait dâêtre constamment connectés, disponibles et semi-engagés dans le travail, à toute heure de la journée, crée un sentiment dâanxiété grandissant. Cette fausse âflexibilitéâ peut également créer des conflits avec nos proches ou affecter notre santé négativement, lorsque nous manquons de temps pour nous entraîner, faire à manger ou bien dormir, par exemple. 1340 1341â 1342 1343##### à lâinverse, instaurer une heure stricte de fin de journée de travail permet entre autres de : 1344 1345â 1346 1347\\- Restaurer nos ressources émotionnelles et cognitives ; 1348 1349\\- Réduire notre niveau de fatigue ; 1350 1351\\- Augmenter notre sensation de bien-être au quotidien ; 1352 1353\\- Augmenter notre niveau de satisfaction (autant dans la vie quâau travail!) ; 1354 1355\\- Diminuer notre niveau de stress et le sentiment dâêtre toujours débordé ; et 1356 1357\\- Augmenter notre engagement et notre motivation face au travail. 1358 1359â 1360 1361Et ça, câest sans parler du temps quâon libère enfin pour aller chercher un cornet de crème glacée, lire un bon livre ou se faire un petit apéro en plein milieu de la semaine! 1362 1363â 1364 1365Chez Boite Pac, on pense que ça vaut définitivement la peine de changer nos habitudes collectives pour finir - réellement - nos journées à des heures qui ont de lâallure, sans compromis! 1366 1367â 1368 1369Ok, ok, câest bien beau tout ça, mais comment fait-on pour finalement en finir avec notre journée de travail? Pour décrocher, déconnecter, mettre la âswitch à offâ? Câest plus facile à dire quâà faire, ça, c'est certain, mais voici un mini plan de match inspiré par Joe Robinson, spécialiste en conciliation travail-famille et gestion du stress. 1370 1371Rituel post-travail 1372 1373_â Routine qui permet de se dissocier de toute pensée liée au travail et de sâengager dans de
1373s expériences qui permettent de ramener notre tête et notre corps à un état pré-stress. AKA un bouton Reset sur lequel on peut appuyer chaque jour!_ ð 1374 1375â 1376 1377**1\\. Détachement** : on laisse le travail au travail et on arrête dây penser, sans culpabilité! (Difficile pour toi? Prends cinq minutes pour préparer ta journée du lendemain et mettre par écrit les trucs qui tournent en boucle dans ta tête). 1378 1379**2\\. Relaxation** : on prend 30 minutes pour faire une activité qui nous CALME. Ãa peut être une petite course, une bonne douche suivie dâune mini séance de méditation, une longue marche pour revenir à la maison, ou tout simplement dâécouter de la musique en prenant le métro. 1380 1381**3\\. Maîtrise** : on fait quelque chose qui nous stimule, mais qui nâest absolument pas lié au travail. Par exemple : on écoute un podcast dont le sujet nous passionne, on apprend à faire une nouvelle recette, on se prépare une petite dégustation de vin, on planifie notre prochain voyage, etc. 1382 1383**4\\. Contrôle** : Finalement, il faut bien prendre le temps de structurer notre vie hors-travail et de se réserver des moments pour nos loisirs, nos passions, notre vie sociale, etc. Quand on y pense, câest autant, sinon (BEAUCOUP) plus important dâorganiser notre vie que nos rencontres clients! 1384 1385â 1386 1387Et vous, à quelle heure finissez-vous **vraiment** de travailler? Embarquez-vous avec nous dans le mouvement _la-journée-est-finie_? 1388 1389â 1390 1391Source : \`Work to live\` 1392 1393â 1394 1395Article écrit par \`Catherine\`, Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/cest-lheure-de-puncher-out"},{slug:"responsabiliser-ses-pratiques-en-tant-quentreprise-de-services",title:"Responsabiliser ses pratiques en tant quâentreprise de services",date:"2022-05-03",excerpt:"Quand vient le temps de parler dâamélioration de lâimpact dâune entreprise, on pense souvent à celle qui base son modèle dâaffaires sur la vente de produits. Ce genre dâentreprise pourrait développer des emballages recycâ¦",cover:"/blog/images/responsabiliser-ses-pratiques-en-tant-quentreprise-de-services-1e0655c5e1.png",coverAlt:"standards B Corp 2026 montréal",content:`_Quand vient le temps de parler dâamélioration de lâimpact dâune entreprise, on pense souvent à celle qui base son modèle dâaffaires sur la vente de produits. Ce genre dâentreprise pourrait développer des emballages recyclables ou compostables pour réduire son empreinte écologique. Ou bien, elle pourrait offrir des produits gratuitement aux communautés défavorisées pour améliorer son impact social. Les exemples sont nombreux!_ 1396 1397_Par contre, quâen est-il des entreprises de services? Quel est leur rôle au juste dans lâamélioration de notre société? Maudite bonne question et câest pourquoi on va en jaser là là !!_ 1398 1399### **Avant de commencer, quâest-ce quâune entreprise de services ?** 1400 1401On parle surtout de: 1402 1403\\- Cabinet dâavocat/comptable 1404 1405\\- Firme dâingénierie 1406 1407\\- Agence de pub 1408 1409\\- Agence dâe-commerce 1410 1411\\- Firme de consultation 1412 1413\\- Bref, toutes les entreprises qui nâoffrent pas de produits tangibles 1414 1415### **Comment améliorer son impact environnemental lorsquâon vend des services ?** 1416 1417Il existe plusieurs façons concrètes dâaméliorer lâempreinte écologique de ton entreprise. En voici quelques-unes: 1418 1419â 1420 1421\\- Offre une liste de fournisseurs locaux à lâéquipe pour les inciter à choisir des options locales lors de leurs achats. Pour pousser lâinitiative plus loin, prend le temps de présenter des nouveaux fournisseurs dans le cadre de lunch & learn avec lâéquipe qui seront ajoutés à la liste. 1422 1423â 1424 1425\\- Partage les ressources adéquates (\`Recyc-Qc\`) afin que lâéquipe puisse se départir de leurs déchets électroniques aux bons endroits selon leur localisation. 1426 1427â 1428 1429\\- Inclus une manière dâéduquer les clients sur les bonnes pratiques environnementales dans lâoffre de service. Que ce soit avec des workshops, lâenvoi dâinfolettres ou lâorganisation de webinaires, plusieurs moyens existent pour les inciter à responsabiliser leurs propres pratiques. **â** 1430 1431â 1432 1433â 1434 1435### **Comment améliorer son impact social ?** â 1436 1437â 1438 1439Impact social ça veut dire quoi? En gros, on parle de lâimpact que peut avoir une entreprise sur la communauté. Pour une définition plus développée, je tâinvite à lire ça\`ici\`. 1440 1441â 1442 1443Donc, comment concrètement ton entreprise (de services toujours) peut avoir un impact sur sa communauté? Je te lâexplique juste ici: 1444 1445â 1446 1447\\- Offrir ses services de manière pro bono à des OBNL de sa communauté. Si ton entreprise choisit cette option, nâoublie pas de recenser les heures travaillées sur ce projet afin dâamener ce nombre à augmenter à travers les années. 1448 1449â 1450 1451\\- Partager son expertise et la réalité de son industrie à des jeunes de la rel
1451ève provenant de communautés défavorisées avec des présentations dans les écoles. Cette initiative est un excellent moyen de démocratiser des emplois qui sont parfois méconnus dans certaines communautés. 1452 1453â 1454 1455\\- Parlant de la relève, pourquoi ne pas offrir des stages dâun jour (ou plus) à des jeunes afin quâils comprennent concrètement la réalité de ton domaine. 1456 1457â 1458 1459â 1460 1461Tu vois, il existe beaucoup de façons de devenir un acteur de changement en tant quâentreprise de services. Il sâagit juste de commencer et de plonger! Go, ne manque pas le bateau et viens nous \`jaser\` pour quâon tâaide à responsabiliser tes pratiques;) 1462 1463â 1464 1465Article écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/responsabiliser-ses-pratiques-en-tant-quentreprise-de-services"},{slug:"comment-le-4-jours-semaine-a-change-notre-vie",title:"Comment le 4 jours semaine a changé notre vie",date:"2022-01-27",excerpt:"Pour ceux qui ne le savent pas encore, en septembre dernier, Boite Pac a officiellement adopté la semaine de travail réduite. Oui oui, tous les membres de lâéquipe travaillent très fort du lundi au jeudi, mais après, hopâ¦",cover:"/blog/images/comment-le-4-jours-semaine-a-change-notre-vie-068ded4b54.png",coverAlt:"standards B Corp 2026 montréal",content:`Pour ceux qui ne le savent pas encore, en septembre dernier, Boite Pac a officiellement adopté la semaine de travail réduite. Oui oui, tous les membres de lâéquipe travaillent très fort du lundi au jeudi, mais après, hop! Tout le monde ferme ses dossiers et vaque à ses projets personnels pour 3 jours. 1466 1467En ce qui me concerne, la mise en place de cette initiative tombait à point: Je revenais tout juste de mon ââcongéââ de maternité #2. Je me retrouvais donc entrepreneure à gérer différents dossiers et maman de deux enfants de moins de 3 ans. Nul besoin de vous dire que le retour au travail me causait un brin dâanxiété. 1468 1469#### **Ce qui est valorisé** 1470 1471Malheureusement, encore aujourdâhui, on constate que ce qui est valorisé au sein de plusieurs entreprises mène au développement dâune culture toxique. Le fait de sacrifier du sommeil est bien vu (allô les courriels reçus à 5h30 le matin ou à 23h le soir?!) et le fait de faire un nombre exorbitant dâheures de travail est, dans certains cas, non seulement valorisé, mais parfois même normalisé. Ouch! 1472 1473à lâopposé, les entreprises qui prônent et qui développent une culture saine sâattendent à ce que leurs employé(e)s soient passionné(e)s par leur vie à lâextérieur du travail; quâils priorisent leur santé physique et mentale et leur famille. Câest même célébré. 1474 1475#### **Lâimportance de notre équilibre** 1476 1477Chez Boite Pac, nous sommes 3 associés devenus entrepreneurs par désir d'avoir un impact concret dans le monde. Chacun à notre manière, nous voulions prendre part à un changement quant à la définition du succès dans le monde des affaires. 1478 1479Bien que nous ayons beaucoup dâidées en tête pour faire croître lâentreprise et une panoplie de projets stimulants sur lesquels nous travaillons au quotidien, nous avons tous les trois une vie remplie à lâextérieur du travail. Nous accordons une grande importance à notre famille, à nos amis et au développement de nos projets personnels. Aussi passionnés que nous soyons par la mission de Boite Pac, aussi ambitieux, inspirés et carriéristes que nous sommes comme entrepreneurs, ça a toujours été très clair pour nous que le travail devait être complémentaire à notre vie personnelle et non à son détriment. 1480 1481#### **Après 5 mois à travailler 4 jours par semaines, voici nos constats:** 1482 1483###### Lâefficacité 1484 1485Puisque nos semaines sont très organisées et que nous avons mis en place des méthodes de travail pour optimiser notre temps, certains seront peut-être surpris de lâapprendre, mais nous avons constaté que notre efficacité est augmentée. Nous avons pu mesurer cette donnée en comparant la charge de travail que nous accomplissions avant lâinstauration officielle de la semaine de 4 jours avec celle dâaprès. 1486 1487###### La créativité 1488 1489La créativité ne vient pas toujours sur commande, et dans notre cas, elle vient très rarement lorsque nous sommes assis derrière notre ordinateur. Souvent, les moments qui élucident nos questionnements nous viennent en courant, en lisant ou en changeant de décor. Les vendredis, on s'encourage à activer nos méninges autrement et ça fait du bien ; du bien au moral et du bien pour la croissance de lâentreprise! 1490 1491###### Lâéquilibre 1492 1493Ãvidemment, une journée de moins à travailler = une journée de plus à vaquer à ses occupations ou à ses obligations personnelles. On parle ici dâune grande journée destinée à lire, planifier des rendez-vous de bien-être, sâentraîner, aller faire les courses, se débarrasser du ménage ou passer du temps de qualité avec ses proches. Pas toujours évident de tendre vers lâéquilibre, mais avec une journée de plus sans travail, on y arrive beaucoup plus. 1494 1495###### Le budget 1496 1497Qui dit manque de temps pour cuisiner dit: Resto! 1498 1499Qui dit manque de temps pour déconnecter dit: Besoin de sâévader 1500 15012 exemples plutôt banals, mais ô combien vrais! En adoptant la semaine de 4 jours, on sâest mis à cuisiner davantage et à diminuer lâachat de repas de dernière minute. De plus, puisquâon nâarrive pas complètement brûlé à la fin de nos semaines ou de nos mois, on ressent moins le profond besoin de se payer la traite dâune façon ou dâune autre! 1502 1503###### La charge mentale 1504 1505En tant que maman et future maman, on vous assure que la charge mentale grandement allégée en sachant quâune journée de plus par semaine pourra être c
1505onsacrée à lâachat de couches, au rendez-vous chez le médecin à lâinscription aux cours de natation ou à lâachat dâitems pour la nouvelle chambre de bébé. Bonjour douceur mentale! 1506 1507###### Le bien-être 1508 1509Nous avons tous les trois pris lâhabitude de planifier des rendez-vous bien-être les vendredis. Que ce soit un rendez-vous chez le psychologue ou un massage, on sait quâon peut compter sur notre vendredi de congé pour prendre soin de notre corps et de notre esprit. 1510 1511###### Lâanxiété 1512 1513Vous savez, la boule quâon peut ressentir le dimanche soir, à la veille de retourner au bureau? Ou bien ce voile d'angoisse qui nous prend lorsquâon termine nos vacances et quâon sâapprête à retourner au travail ? Dans notre cas, le fait de travailler 4 jours par semaine a considérablement réduit notre niveau d'anxiété, sachant que, tous les vendredis, nous aurions le _**temps**_ de profiter de la vie. 1514 1515###### Lâimplication en société 1516 1517Pas facile de donner de son temps quand on en manque nous-mêmes! Le vendredi de congé nous permet de prendre part à différents projets de société qui nous touchent. 1518 1519###### Lâimpact environnemental 1520 1521Nous prenons le temps dâacheter localement et de consommer des produits responsables. Nous évitons également de nous déplacer vers le bureau les vendredis! 1522 1523â 1524 1525Quoi quâil en soit, entrepreneur·e·s, on vous encourage à repenser votre modèle d'affaires. Employé·e·s, on vous encourage à aller de lâavant en présentant un plan pour faire changer les choses. On ne le répètera jamais assez: Il nây a que des avantages à travailler moins, mais mieux. 1526 1527Pour savoir comment sây prendre afin dâinstaurer la semaine réduite de travail, inscrivez-vous à notre [formation](https://www.eventbrite.ca/e/semaine-de-4-jours-comment-faire-le-saut-etape-par-etape-tickets-256236067977) ou encore, allez jeter un coup dâÅil à notre [article](https://www.boitepac.com/post/les-avantages-de-la-semaine-de-4-jours) sur le sujet. 1528 1529Article écrit par [**Judith, Consultante B Corp (elle/she/her)**](https://www.boitepac.com/)`,legacyUrl:"https://www.boitepac.com/post/comment-le-4-jours-semaine-a-change-notre-vie"},{slug:"changeons-notre-perception-de-la-maternite-en-entreprise",title:"Changeons notre perception de la maternité en entreprise",date:"2021-11-01",excerpt:"Pourquoi faut-il changer notre perception de la maternité en entreprise?",cover:"/blog/images/changeons-notre-perception-de-la-maternite-en-entreprise-e9cf3eb077.png",coverAlt:"standards B Corp 2026 montréal",content:`#### **Pourquoi faut-il changer notre perception de la maternité en entreprise?** 1530 1531Pour une femme enceinte, appliquer sur un nouveau poste est une situation des plus angoissantes. 1532 1533_«_ Non, câest sûr que je ne leur en parle pas voyons! _»_ 1534 1535_«_ Je vais mâhabiller en lousse, comme ça, ça ne paraîtra pas! _»_ 1536 1537_«_ Jâsuis vraiment stressée, mais je ne peux pas leur dire quand même! _»_ 1538 1539#### **Les peurs sournoises de la maternité** 1540 1541La gêne, voire la honte nous guette, et comme si ce nâétait pas assez de se préparer pour un entretien dâembauche régulier, on doit également se préparer à détourner toutes questions sensibles qui pourraient laisser place à lâinterprétation dâune grossesse en cours, ou imminente. Et pourtant, en quoi les capacités intellectuelles dâune femme sont minées par sa grossesse? 1542 1543Cette même angoisse persiste quand on annonce notre grossesse, lorsquâon parle de la longueur de notre congé de maternité ainsi quâà notre retour au travail. La peur de perdre son poste, la peur dâêtre âen retardâ sur les autres. 1544 1545Les mères sont pourtant très souvent les talents les plus productifs dâune entreprise, car elles ont le sens de lâoptimisation. Une recherche européenne sur le sujet nous a révélé que les femmes avec enfants sont légèrement plus productives que les autres(1). 1546 1547#### **Des changements nécessaires** 1548 1549Ne perdons pas de temps à déterminer à qui la faute et pensons plutôt à ce qui pourrait être possible. 1550 1551On jase. 1552 1553Et si les entreprises prônaient et valorisaient lâembauche de femmes enceintes? 1554 1555Et si les organisations avaient une structure en place pour accompagner les femmes enceintes dans leurs besoins? 1556 1557Et si les entreprises offraient un re-onboarding pour les employées qui reviennent de leur âcongéâ de maternité? 1558 1559Et si les entreprises offraient un horaire flexible pour accommoder les parents? 1560 1561Vous connaissez la chanson: Un·e employé·e qui se sent soutenu(e) dans son développement personnel par son employeur est un(e) employé(e) heureux(se). 1562 1563Un·e employé·e heureux·se, est un·e employé·e qui reste. 1564 1565Quand on sâapprête à devenir parent, que ce soit pour la première fois, ou pour la quatrième fois, nâest-ce pas ici lâun des projets ââpers
1565onnelsââ des plus gigantesques quâune employée puisse vivre? 1566 1567Et si les employeurs étaient des alliés dans la réalisation de ce projet? 1568 1569Et si embaucher une femme enceinte était gage de rétention, de santé et de bonheur des employé(e)s 1570 1571Et si le succès dâune entreprise passait par une culture dâinclusivité? 1572 1573_Nous, Judith et Alexandra, sommes 2 entrepreneures carriéristes et, respectivement, mère de 2 jeunes enfants et très prochainement maman. Bien que la société nous poussait parfois à penser autrement, nous avons pris et allons prendre nos congés de maternité avec grande fierté. Nous avons également parlé de nausées, de fatigue, de rendez-vous chez le médecin, de plancher pelvien, dâallaitement et dâune panoplie dâautres sujets qui peuvent peut-être sembler banals, mais détrompez-vous, ils ne le sont pas! Nous savons toutes les deux que nous avons beaucoup de chance dâavoir un homme progressiste à nos côtés comme associé ( et on le dit souvent: Thomas, merci dâêtre qui tu es!).  Mais notre situation ne devrait pas être une exception. Elle devrait être la norme, un point câest tout._ 1574 1575â 1576 1577Article écrit par \`Alexandra\`(elle/she/her) et\`Judith\`(elle/she/her), Consultantes B Corp`,legacyUrl:"https://www.boitepac.com/post/changeons-notre-perception-de-la-maternite-en-entreprise"},{slug:"portrait-de-changemaker-camille-de-niche",title:"Portrait de changemaker : Camille de Niché",date:"2021-09-30",excerpt:"Câest quoi ton hell yes?- La chose que tu regardes en premier quand tu cherches une job",cover:"/blog/images/portrait-de-changemaker-camille-de-niche-74540cdc3e.png",coverAlt:"standards B Corp 2026 montréal",content:`#### **Câest quoi ton hell yes?- La chose que tu regardes en premier quand tu cherches une job** 1578 1579La flexibilité ! 1580 1581Jâai besoin dâun employeur qui comprend les réalités dâun.e employé.e; avoir des rendez-vous chez le dentiste, avoir envie de voir ses enfants le soir, dâaller travailler au chalet de temps en temps. 1582 1583La flexibilité, c'est beaucoup plus quâune ligne dans une offre dâemploi, ça se concrétise de plusieurs manières au sein dâune entreprise et câest pour moi un critère vraiment important. 1584 1585#### **Câest quoi ton hell no?- Ce qui te ferait dire non sans hésiter à une job** 1586 1587Ãtre la seule personne de lâentreprise à pouvoir faire un poste et des tâches précises. Pour moi câest synonyme non seulement dâune mauvaise gestion, mais aussi dâune pression énorme envers lâéquipe. 1588 1589Personne ne devrait être lâunique référence sur un dossier, vivement la polyvalence et la collaboration ! 1590 1591â 1592 1593#### **Quel est ton impact personnel dans lâentreprise? Ex: quâest-ce que tu fais concrètement pour améliorer la culture de ton entreprise?** 1594 1595Prendre du temps pour les autres, câest si facile et pourtant souvent négligé. Il mâarrive souvent de juste téléphoner à un collègue pendant la journée pour lui souhaiter une bonne journée et prendre des nouvelles. Je raccroche avec le sourire et jâose croire que la personne au bout de la ligne aussi ! Ne jamais sous-estimer le pouvoir de lâécoute ! 1596 1597â 1598 1599â 1600 1601#### **Quelle est ta condition de travail(perk) préférée?** 1602 1603â 1604 1605Quand la pandémie est arrivée en 2020, le domaine de lâévénementiel a été durement impacté. Jâai donc profité de ce moment dâaccalmie pour retourner aux études, pour en apprendre plus sur une de mes passions : les fleurs et les plantes ! 1606 160710 mois plus tard, avec un diplôme de fleuristerie en poche, jâai officiellement deux métiers : chargée des opérations internes en événementiel et fleuriste ! 1608 1609Selon moi, mâoffrir la possibilité dâavoir deux emplois en même temps, câest le plus beau _perk_ que mes employeurs pouvaient mâoffrir. Jâai réalisé que faire du 40h semaine derrière mon ordinateur, ce nâétait pas lâidéal pour mon corps et ma tête. Jâavais besoin dâavoir quelques journées de travail plus physique, qui me demandent aussi beaucoup de créativité. Je divise donc mes semaines avec 25h chez Niché et 15h chez Prune les fleurs, câest pour moi lâéquilibre parfait ! 1610 1611â 1612 1613â 1614 1615#### **Quelle est la pratique responsable la plus originale de ton employeur?** 1616 1617Le télétravail a amené son lot dâavantages et de désavantages et parmi ceux-ci; la connectivité en tout temps. 1618 1619On sâest rendu compte que câétait vraiment facile de répondre à un courriel ou un
1619Slack en soirée, parce que lâordi était accessible et prêt à être utilisé, « alors pourquoi ne pas régler ça immédiatement ». 1620 1621Nous avons donc instauré une politique pour que personne n'écrive ou ne reçoive de messages sur lâheure du lunch et passé 17h00. Si jamais un employé veut travailler de soir pour quelconque raison, il programme ses courriels pour le lendemain, afin de ne pas déranger les autres avec les notifications engendrées par ces logiciels. 1622 1623Ãa fonctionne vraiment bien et on sâencourage tous à respecter la politique. Il faut apprendre à déconnecter pour être plus en santé. 1624 1625â 1626 1627Article écrit par \`Alexandra\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/portrait-de-changemaker-camille-de-niche"},{slug:"portrait-de-changemaker-ben-de-new-mode",title:"Portrait de changemaker : Ben de New/Mode",date:"2021-08-05",excerpt:"Câest quoi ton hell yes? - La chose que tu regardes en premier quand tu cherches une job",cover:"/blog/images/portrait-de-changemaker-ben-de-new-mode-09a289e633.png",coverAlt:"standards B Corp 2026 montréal",content:`#### **Câest quoi ton hell yes? - La chose que tu regardes en premier quand tu cherches une job** 1628 1629Salaire. Pas parce que câest seulement le cash qui me motive! Je veux seulement éviter un poste qui ne me permettrait pas de vivre. 1630 1631#### **Câest quoi ton hell no? - Ce qui te ferait dire non sans hésiter à une job** 1632 1633Les clichés utilisés pour masquer lâenvironnement toxique du genre âune équipe hyper motivée qui deviendra rapidement ta familleâ. 1634 1635#### **Quel est ton impact personnel dans lâentreprise? Ex: quâest-ce que tu fais concrètement pour améliorer la culture de ton entreprise?** 1636 1637Je partage nos offres dâemploi sur Slack avec des réseaux dâemploi pour groupes minoritaires. Pour que mes collègues sachent que je suis là pour eux, jâoffre beaucoup de mon temps à mes collègues pour des conversations 1v1. Lors des Zooms je fais tout pour rester attentif à la personne qui parle. 1638 1639â 1640 1641#### **Quelle est ta condition de travail(perk) préférée?** 1642 1643Des périodes sabbatiques - il y avait une époque de ma vie où Stefan Sagmeister mâinspirait beaucoup. 1644 1645#### **Quelle est la pratique responsable la plus originale de ton employeur?** 1646
1647[New/Mode](https://www.newmode.net/home) est un logiciel efficace pour le plaidoyer numérique offert uniquement aux causes progressives de nos jours. Nous sommes sévères avec notre politique...car nous travaillons dans la politique! Sans cette pratique, plusieurs projets de loi autour de monde nâauront pas été adoptés. 1648 1649â 1650 1651Article écrit par \`Alexandra\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/portrait-de-changemaker-ben-de-new-mode"},{slug:"portrait-de-changemaker-camille-de-linkedin",title:"Portrait de changemaker : Camille de LinkedIn",date:"2021-06-02",excerpt:"Câest quoi ton hell yes?- La chose que tu regardes en premier quand tu cherches une job",cover:"/blog/images/portrait-de-changemaker-camille-de-linkedin-8eb22f3431.png",coverAlt:"standards B Corp 2026 montréal",content:`#### **Câest quoi ton hell yes?- La chose que tu regardes en premier quand tu cherches une job** 1652 1653Les HUMAINS avec qui je vais partager une bonne partie de mon quotidien (virtuellement ou en personne!). Avant même dâappliquer pour un poste, je trouve une façon de parler à plusieurs membres de l'équipe pour me faire une tête. Jâobserve beaucoup la place que prend lâHUMOUR au sein de lâentreprise et de l'équipe. Lâhumour est synonyme d'humilité, de connexion humaine, de créativité, de plaisir et de communication authentique - tout ce qui est essentiel pour une culture organisationnelle saine. Les entreprises les plus innovantes sont collaboratives, ludiques et amusantes, car elles encouragent les gens à explorer, à prendre des risques intelligents et à remettre en question le statu quo. Une entreprise qui se parodie dit au monde " _Nous pouvons le faire parce que nous avons confiance en qui nous sommes et en ce que nous croyons. Et, guess what, nous ne sommes pas parfaits_." Câest pas pour rien que jâai choisi LinkedIn - lâun des 5 piliers de LinkedIn est lâhumour. âChanging the world is hard work, itâs important to have a few laughs along the wayâ. **â** 1654 1655â 1656 1657#### **Câest quoi ton hell no?- Ce qui te ferait dire non sans hésiter à une job** 1658 1659**â** Les meilleures entreprises demandent régulièrement du feedback aux employés et agissent en conséquence pour améliorer les choses. 1660 1661Dans une entrevue, je cherche toujours à savoir quelle est la culture autour du feedback. Par exemple, si la compagnie est incapable de me fournir des exemples concrets de choses qui ont changé dû au feedback des employés, je nâirai pas de lâavant dans le processus dâembauche. Si les personnes qui fournissent le feedback et les personnes qui le sollicitent ne se sentent pas suffisamment âen sécuritéâ pour partager des informations franches et transparentes sans crainte de répercussions, je ne vois pas comment lâentreprise peut évoluer dans la bonne direction et prendre soin de son actif principal, son capital humain. 1662 1663Anecdote: Jâai déjà posé la question dans une entrevue: Que pensez-vous quâil se passerait si jâenvoyais un courriel avec une suggestion au dirigeant de lâentreprise? Mon interviewer a ri et a enchaîné avec la prochaine question. Ãa en dit beaucoup sur la personnalité de lâentreprise. Je nâai pas accepté lâoffre dâemploi. **â** 1664 1665â 1666 1667#### **Quel est ton impact personnel dans lâentreprise? Ex: quâest-ce que tu fais concrètement pour améliorer la culture de ton entreprise?** 1668 1669LinkedIn a plus dâune dizaine de â _Employee Resource Group (ERG)_â, c-a-d des groupes d'employés qui, en plus de leurs responsabilités principales, mettent sur pied des initiatives communautaires visant à adresser certaines problématiques ou soutenir des groupes sous-représentés (GoGreen,Black Inclusion Group, Military & Veterans, etc.). Je suis la Lead pour GoGreen au Canada. Autrement dit, en plus de mon rôle comme gestionnaire-client, je mets sur pied des initiatives pour sensibiliser mes collègues à la cause environnementale. Dans la dernière année, nous avons notamment organisé un évènement avec une nutritionniste végétalienne, un évènement avec une spécialiste en DIY pour apprendre à faire son propre déodorant, puis un défi âanti-plastiqueâ. Câest ma contribution à la culture LinkedIn et au sentiment dâappartenance dont parlent les employés. **â** 1670 1671â 1672 1673#### **Quelle est ta condition de travail préférée?** 1674 1675LinkedIn encourage ses employés à prendre une journée par mois pour investir en eux-mêmes en dehors de leurs responsabilités principales. Une journée pour soi, pour inspirer les autres ou innover. Cette journée est appelée Investment Day ou _InDay._ â 1676 1677à chaque mois, LinkedIn présente un thème différent et des activités pour aider les employés à décrocher de leurs tâches quotidiennes. Par exemple, en Juin, chaque année, câest le thème du Jeu et plusieurs activités extérieures sont organisées (olympiades, courses à relai, jeux de société) pour apprendre à connaître nos collègues différemment. En Juillet, câest le thème de la famille et nous avons une journée âBring Your Parents to Workâ. Nos parents sont invités dans nos bureaux! Que tu sois au bureau de Bangalore, New York ou Toronto, tous les employés passent du temps ensemble pour construire la culture dans laquelle ils veulent travailler. **â** 1678 1679â 1680 1681#### **Quelle est la pratique responsable la plus originale de ton employeur?** 1682 1683Chaque année, LinkedIn crée un _Culture Camp_, une expérience immersive de 3 jours où les Leads des _Employee Resource Groups,_ ont lâoccasion de rencontrer les représentants des différents bureaux à travers le monde. Câest lâoccasion pour nous de faire le point sur la dernière année, de mettre sur pied un agenda pour la prochaine année et de discuter des possibilités de collaboration entre les différents groupes. à titre dâexemple, câest grâce au Culture Camp que GoGreen a pu collaborer avec BIG (Black Inclusion Group) pour mettre sur pied une conférence sur lâintersection entre les enjeux environnementaux et les injustices raciales. Le fait que LinkedIn nous encourage à prendre 3 jours à l'extérieur du bureau pour développer des initiatives communautaires en dit beaucoup sur les valeurs de lâentreprise. **â** 1684 1685â 1686 1687#### **Quelle citation incarne le mieux ton** _**mojo**_ **au travail?** [â](http://evene.lefigaro.fr/citation/faut-avoir-peur-bonheur-seulement-bon-moment-passer-19714.php) 1688 1689âIl ne faut pas avoir peur du bonheur. C'est seulement un bon moment à passer.â
1689\\- Romain Gary 1690 1691â 1692 1693Article écrit par \`Alexandra\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/portrait-de-changemaker-camille-de-linkedin"},{slug:"portrait-dune-changemaker-genevieve-de-designstripe",title:"Portrait de changemaker : Geneviève de designstripe",date:"2021-05-05",excerpt:"Dans le but de vous inspirer à créer des espaces de travail inclusifs, équilibrés, diversifiés, innovants (bref, sa coche), on sâest dit que ce serait une pas pire idée de vous présenter des portraits de changemaker quiâ¦",cover:"/blog/images/portrait-dune-changemaker-genevieve-de-designstripe-37e4e59fd7.png",coverAlt:"standards B Corp 2026 montréal",content:`Dans le but de vous inspirer à créer des espaces de travail inclusifs, équilibrés, diversifiés, innovants (bref, sa coche), on sâest dit que ce serait une pas pire idée de vous présenter des portraits de _changemaker_ qui mangent de lâinnovation pour déjeuner. 1694 1695On débute la série avec la présentation de Geneviève (Jenny pour les intimes) de lâentreprise [designstripe](https://www.designstripe.com/). 1696 1697â 1698 1699#### **Câest quoi ton hell yes?- La chose que tu regardes en premier quand tu cherches une job.** â 1700 1701PEOPLE. Itâs all about the people! Pour vrai, le fait de m'entourer de personnes qui comprennent ma _valeur_, voient mon potentiel, utilisent mes forces et me laissent mâépanouir est essentiel. 1702 1703â 1704 1705#### â **Câest quoi ton hell no?- ce qui te ferait dire non sans hésiter à une job.** â 1706 1707Wow bonne question. Il y a plusieurs âcouchesâ. La première est lâimpact sur la planète et la société. Si la compagnie contribue à un problème qui heurte mes valeurs, je ne pourrais jamais y travailler. Ensuite, le manque de flexibilité. Sâil faut que je suive trop de règles (bureau physique sans option de télétravail, code vestimentaire, heures de travail fixes, etc) câest un gros non pour moi. Enfin, lâéquipe. Si je ne suis pas inspirée par mon équipe, mes collègues, mes supérieurs, je ne pourrais jamais y travailler. 1708 1709â 1710 1711#### **Câest quoi ton impact personnel dans lâentreprise? Ex: quâest-ce que tu fais concrètement pour améliorer la culture de ton entreprise?** â 1712 1713Jâai la chance dâavoir (selon moi) la meilleure job au monde, soit celle dâêtre responsable de créer un environnement de travail et une culture qui permettent à mon équipe de sâépanouir et dâêtre la meilleure version dâeux-mêmes. Jâétais lâemployée #1 dans la compagnie, responsable Culture & Talent. Dès le jour 1, ça a été mon mandat et ma vocation. Voici quelques actions concrètes que je fais pour mon équipe: 1714 1715â 1716 17171- Leur permettre de développer leur introspection personnelle et être au courant de leurs forces & de lâimpact qu'elles peuvent avoir sur la compagnie (strength based culture, Clifton Strength Assessment, rencontre entre collègues ) 1718 17192- Mettre en place des valeurs qui guident leurs actions et décisions au quotidien (nous avons des valeurs solides depuis la naissance de la compagnie) et lâéquipe contribue à lâévolution de celles-ci. (atelier sur nos valeurs, sondage hebdomadaire via Officevibe, entrevue en personne) 1720 17213- Les supporter dans leur évolution professionnelle (mentorat informel, coaching bimensuel, culture de feedback au quotidien, suivi de leur progression dans leur rôle) 1722 17234- Leur offrir des outils concernant la prise en charge de leur bien-être (formation continue sur la science du bien-être, ateliers, challenges dâéquipe, partage de connaissances et outils) 1724 17255- Créer un environnement transparent où ils se sentent à lâaise dâexprimer tout âblockerâ potentiels quâils peuvent rencontrer (daily standup sur Slack, question Officevibe, questionnaire guidé sur le feedback transparent, etc) 1726 1727â 1728 1729#### **Quelle est ta condition de travail préférée?** â 1730 1731Le fait dâêtre une équipe 100% âasynchronousâ, distribuée à travers le monde et centrée sur le bien-être. Jâai triché...jâai partagé 3 concepts, mais ils coexistent tous! 1732 1733â 1734 1735Je travaille dâoù je veux, quand je veux. Cet été, je suis partie vivre en Colombie-Britannique avec mon copain (ça fait 8 mois quâon y vit), et jâai travaillé de ma van durant le road trip. Je suis sur une nouvelle âtimezoneâ (3 heures de différence avec Montréal) et ça nâa que rendu mon travail plus productif puisque jây ai intégré des activités de plein air au quotidien. 1736 1737â 1738 1739On travaille tous sur un cycle de 24 heures, donc on n'est jamais dans un ârushâ immédiat. Je peux toujours planifier ma journée la veille et elle ne sera pas chamboulée par des ârushâ de dernière minute. Je protège donc mon temps précieux pour mes activités de bien-être et jâarrive à les honorer, car on travaille tous sur ce même cycle et on sâencourage mutuellement à prendre du temps pour recharger nos batteries. 1740 1741â 1742 1743#### **Quelle est la pratique responsable la plus originale de ton employeur?** â 1744 1745Ãa câest moi! Je ne veux pas me vanter, loin de là , mais jâavoue que je suis assez fière de ma politique de vacances. Voici pourquoi. Tu sais, dans les startups, on travaille fort, beaucoup et souvent sans relâche. Quand on te dit âprend des vacancesâ, tu hésites, tu te sens mal, tu es souvent le seul à pouvoir faire ta job (on est une petite équipe, surtout au début) donc mÃ
1745ªme quand tu pars prendre tes vacances, tu as un petit fond de culpabilité. 1746 1747â 1748 1749Tu regardes tes courriels, tu vas sur Slack, BREF tu décroches PAS. Selon moi, ça câest PIRE, car tu profites même pas et ensuite tu nâassocies pas tes vacances à un bon moment. Pour moi, câest super important que mon équipe prenne des vacances. Des vraies. Quâils décrochent. Ils sont mon équipe olympique, jâai besoin quâils soient reposés, en santé et heureux. Je ne peux pas me permettre dâavoir une équipe brûlée, fatiguée et aliénée. DONC jâai mis en place un bonus de vacances. 1750 1751â 1752 1753Une fois par année, lorsque tu prends ta première semaine de vacances au complet et 100% déconnectée (5 jours consécutifs, sans être en ligne), tu reçois un extra 1000$ USD à ta prochaine paie. Hell yeah! Ton employeur veut tellement que tu prennes des vacances et que tu les savoures, quâil te paie pour. Le message est clair et super bien reçu, lâéquipe se sent réellement bien de prendre du temps pour décompresser, et en plus, ils peuvent se gâter sâils veulent et rendre cette première semaine de vacances mémorable. :) 1754 1755â 1756 1757Article écrit par \`Alexandra\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/portrait-dune-changemaker-genevieve-de-designstripe"},{slug:"comment-redefinir-le-succes-en-affaire",title:"Comment redéfinir le succès en affaire?",date:"2021-04-20",excerpt:"Vous avez probablement déjà entendu parler du mouvement B Corp. Chez Boite Pac, on y croit vraiment. En fait, on y croit tellement que nous sommes en voie dâêtre certifiés B Corp et tous les jours, nous accompagnons desâ¦",cover:"/blog/images/comment-redefinir-le-succes-en-affaire-76689fac49.png",coverAlt:"standards B Corp 2026 montréal",content:`Vous avez probablement déjà entendu parler du mouvement B Corp. Chez Boite Pac, on y croit vraiment. En fait, on y croit tellement que nous sommes en voie dâêtre certifiés B Corp et tous les jours, nous accompagnons des entreprises dans leur processus de certification. 1758 1759Dans notre article [redéfinissons le succès en affaires](https://www.boitepac.com/post/redefinissons-le-succes-en-affaires), on vous explique notre vision. Pourquoi on pense que les entreprises doivent passer à lâaction? On pourrait en parler longtemps, mais voici quelques raisons: 1760 1761â 1762 17631-La planète a franchement besoin dâentreprises plus responsables 1764 17652- Les prochaines générations veulent travailler pour des employeurs qui ont le bien-être de la société à cÅur 1766 17673- Les consommateurs recherchent, eux aussi, des services/produits responsables. 1768 17694- Parce que câest franchement valorisant dâêtre un acteur de changement 1770 1771â 1772 1773Dans ce webinaire dâexactement 23min51, on vous parle de comment, vous aussi, vous pouvez revoir votre modèle du succès. Vous apprendrez: 1774 1775â 1776 17771- Lâhistoire derrière le mouvement B Corp 1778 17792- Les piliers de la certification 1780 17813- Concrètement, quelles sont les initiatives à mettre en place 1782 17834- Ãa ressemble à quoi des initiatives B Corp inspirantes 1784 1785â 1786 1787Si vous vous êtes rendus jusquâici, câest déjà super. Puis, si vous voulez aller plus loin, on est là ! [â](https://www.youtube.com/watch?v=gEPtfxGY1Gc&ab_channel=BoitePac) 1788 1789[https://www.youtube.com/watch?v=gEPtfxGY1Gc&ab\\_channel=BoitePac](https://www.youtube.com/watch?v=gEPtfxGY1Gc&ab_channel=BoitePac) 1790 1791[â](https://www.youtube.com/watch?v=gEPtfxGY1Gc&ab_channel=BoitePac) 1792 1793Article écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/comment-redefinir-le-succes-en-affaire"},{slug:"avoir-de-limpact-ca-veut-dire-quoi",title:"''Avoir de l'impact'' ça veut dire quoi?",date:"2021-02-09",excerpt:"'âAméliorez votre impactââ. 'âFaites attention à lâimpact de votre entrepriseââ. 'âMisez sur votre impactââ. 'âMettez votre impact au cÅur de votre modèle d'affairesââ. 'âLes millénales et la Gen Z accordent énormément dâ¦",cover:"/blog/images/avoir-de-limpact-ca-veut-dire-quoi-423034e8af.png",coverAlt:"standards B Corp 202
17936 montréal",content:`_'âAméliorez votre impactââ. 'âFaites attention à lâimpact de votre entrepriseââ. 'âMisez sur votre impactââ. 'âMettez votre impact au cÅur de votre modèle d'affairesââ. 'âLes millénales et la Gen Z accordent énormément dâimportance à lâimpact.ââ_ 1794 1795OKAY, mais ça veut dire quoi au juste ââAvoir de lâimpactââ ? 1796 1797On te lâaccorde, le terme a été galvaudé dans les derniers temps, presque brûlé même. Et ce, peut-être avant quâon en comprenne encore le sens. Il nâempêche quâil nâen est pas moins important pour autant. 1798 1799Avant tout, on pourrait définir lâimpact dâune entreprise par son apport ou son amoindrissement envers ses parties prenantes. Par parties prenantes, on entend toutes les sphères qui gravitent autour de lâentreprise: Ses employé(e)s, ses fournisseurs, ses clients, sa communauté, ses partenaires et lâenvironnement dans lequel elle se trouve. 1800 1801Câest large lâimpact et il y a plusieurs façons de sây attaquer. Lâidée, câest de ne pas tomber dans le piège en voulant tout faire en même temps. _Take a chill pill_, fait lâétat des priorités et crée un plan dâaction. Si tu nâas jamais nagé, couru ni fait de vélo, lâidée de se lancer dans un triathlon est franchement très excitante, mais il demeure que les premières étapes devraient ressembler à lâachat dâun maillot, lâapprentissage de la natation et la création dâun plan dâentraînement. Le commencement quoi! Eh bien, c'est la même chose pour lâimpact dâune entreprise.  Enfin, presque! 1802 1803On tâentend, il peut être facile de sây perdre; de ne pas savoir par où commencer, de se retrouver à un point où il est difficile dâévaluer le résultat de notre travail ou dâavoir lâimpression que les mesures de succès sont arbitraires. Comme dans tout bon projet, il faut se doter des bons outils, et ce, idéalement, avant de débuter. Dans le cas dâune entreprise qui voudrait responsabiliser ses pratiques dâaffaires, un des meilleurs outils pour mesurer lâefficacité de son modèle dâaffaires, sous une loupe responsable, est la certification B Corp. Celle-ci permet non seulement de faire état de lâimpact de lâentreprise en se basant sur 5 piliers (gouvernance, employé(e)s, communauté, environnement et clients), mais propose également des façons de combler les gaps de lâentreprise en la guidant avec un plan dâaction. 1804 1805En gros, le questionnaire B Corp qui sert dâoutil dâévaluation (BIA, pour _B Impact Assessment_) permettra dâévaluer à quoi ressemblent les activités de lâentreprise et leurs impacts. à lâinterne, lâévaluation portera entre autres sur le processus de formation des nouveaux employé(e)s, la formation continue, le niveau de diversité et dâinclusion. Pour ce qui est externe à lâentreprise, on évaluera si lâorganisation a un impact positif sur sa communauté, sur la planète, etc. 1806 1807Une fois l'évaluation 360 terminée, le BIA permettra dâorienter lâentreprise sur les mesures à prendre pour une responsabilisation de ses pratiques efficace et durable. 1808 1809Ãa peut paraître laborieux, concilier profits et responsabilité pour une entreprise, mais il y a quelque chose de rafraîchissant, inspirant, et même sexy à concrétiser tout ça! 1810 1811On te le dit, en 2021, il faut prendre le tournant responsable et devenir un vecteur de changement positif. Ne manque pas le bateau et viens nous \`jaser\`! 1812 1813â 1814 1815Article écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/avoir-de-limpact-ca-veut-dire-quoi"},{slug:"redefinissons-le-succes-en-affaires",title:"Redéfinissons le succès en affaires",date:"2020-12-09",excerpt:"Mais qui inspire donc le changement dans notre société? Qui mène la transformation et lâamélioration de nos communautés? Qui décide de conjuguer création de valeur et résolution de problème? La réponse: les entrepreneursâ¦",cover:"/blog/images/redefinissons-le-succes-en-affaires-c7468df109.jpg",coverAlt:"standards B Corp 202
18156 montréal",content:`Mais qui inspire donc le changement dans notre société? Qui mène la transformation et lâamélioration de nos communautés? Qui décide de conjuguer création de valeur et résolution de problème?  La réponse: les entrepreneurs sociaux. 1816 1817Détrompez-vous, les organisations qui choisissent de créer de la valeur à long terme pour la société et pour lâenvironnement ne sont pas nécessairement des organismes à but non lucratif. Les chef·fes dâentreprises qui décident dâallier croissance et mission sociale sont des entrepreneurs sociaux. Leur objectif demeure de faire croître leur organisation certes, mais sans que ce soit au détriment des populations vulnérables ou de lâenvironnement. Pire encore, des deux! 1818 1819â 1820 1821Boite Pac, comme bien des autres, pense quâil est grand temps de redéfinir le succès en affaires, et on croit que câest en mettant de lâavant et en prônant des pratiques plus responsables quâon va être en mesure dây arriver. Lâentrepreneuriat social est selon nous le modèle dâaffaire de lâavenir. Bien que la mission sociale ne soit pas au cÅur de la raison dâêtre de plusieurs entreprises, nous pensons quâelles ont toutes le pouvoir dâamorcer un changement et dâainsi contribuer au bien-être collectif. 1822 1823Les entreprises ont tout avantage à faire de leur impact une priorité. Non seulement pour assurer la croissance de leur organisation, mais **pour offrir à notre société une meilleure justice, et à notre planète un meilleur avenir.** En mettant sur un même pied dâégalité profits et impact, lâentreprise se positionne comme une société avant-gardiste, responsable, noble, et selon nous, **sexy!** 1824 1825â 1826 1827Boite Pac sâest donné comme mission de démocratiser lâamélioration de lâimpact en entreprise. On croit que les organisations ont le pouvoir dâamorcer un changement actif pour contribuer concrètement au bien-être de notre communauté. On les accompagne dans la responsabilisation de leurs pratiques, notamment en les guidant vers lâobtention de la **certification B Corp** qui régie les plus hauts standards de performance sociale et environnementale pour une entreprise. 1828 1829â 1830 1831Parce quâon croit quâensemble, on peut concrètement changer les choses; 1832 1833Parce quâon croit que câest non seulement possible, mais important pour une organisation dâêtre à la fois responsable et profitable; 1834 1835Parce quâon croit que le Québec peut devenir un berceau important d'entreprises responsables à travers le monde; 1836 1837On est prêt à unir nos forces avec vous, entrepreneur·e·s qui osent redéfinir le succès en affaires. 1838 1839â 1840 1841Pour en savoir plus sur nos services, venez nous \`jaser\`! 1842 1843â 1844 1845Article écrit par \`Judith\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/redefinissons-le-succes-en-affaires"},{slug:"what-businesses-can-learn-from-patagonia",title:"What businesses can learn from Patagonia",date:"2020-12-04",excerpt:"In 1991, Yvon Chouinard, founder of the well-known sports brand Patagonia was facing a huge challenge. Patagonia was simply growing too fast.",cover:"/blog/images/what-businesses-can-learn-from-patagonia-5ff5c44cb5.png",coverAlt:"standards B Corp 2026 montréal",content:`In 1991, Yvon Chouinard, founder of the well-known sports brand Patagonia was facing a huge challenge. Patagonia was simply growing too fast. 1846 1847For many companies, especially at that time, growth wouldnât have been a problem, but a good opportunity to make their businesses more profitable. Not for Patagonia;
1847 For them, growing too fast would have meant putting aside their desire to make a sustainable and quality product. For them, keeping the same growth pace would have meant going against their core values. 1848 1849Since day one, they tried to rethink and challenge the way of doing business, in order to position themselves as a leader in the environmental crisis. They had to reflect on what kind of business they wanted to become to respect this statement. 1850 1851To reflect on it, Yvon Chouinard decided to take a dozen of his top managers to Argentina to let them see what the real Patagonia was and talk about the future of the brand. Their main purpose behind this off-site trip was to define their core values and to create structures to preserve sustainable culture through growth. 1852 1853After a couple of days of board meetings, they were still struggling to put into words their values. One day, one of the managers decided to skip lunch to go for a walk by himself. When he returned, seven values of a brand beyond its time were born. In those seven, three particularly caught my attention: 1854 1855_1- All decisions of the company are made in the context of the environmental crisis. We must strive to do no harm. Wherever possible, our acts should serve to decrease the problem._ 1856 1857_2- We consider ourselves to be an integral part of communities that also include employees, communities in which we live, our suppliers and customers. Itâs our policy to employ people who share the fundamental values of this corporation, while representing cultural and ethnic diversity._ 1858 1859_3- Without its achievement primacy, we seek to profit on our activities. However, growth and expansion are values not basic to this corporation._ 1860 1861Letâs remind ourselves that those statements were made in 1991. 1862 1863In that year, Patagonia, a multi-million dollar company, understood that it was possible and realistic to be a profitable company, and to benefit society and the planet at the same time. 1864 1865 1866 1867Photo credit : Patagonia 1868 1869The reason why I bring up this short story, is because I feel we are currently facing a crossroads because of the current pandemic. Before this crisis, the economy was so strong that businesses didnât have to change their mindsets or ask themselves if the way they were doing business was good. Everything was fine, right? Why should they change anything? I disagree with this way of thinking but unfortunately, it was the reality for a lot of companies. 1870 1871Since the beginning of the pandemic, Iâve often asked myself: Will it be the same when the crisis is behind us? Will caring about the maximization of profits be considered as normal for a company, or will they realize this is a non-viable mindset that will destroy our people and our planet in the long term? Only the coming months will tell, but for now, businesses, I would like to suggest something. 1872 1873Before getting back to âbusiness as usualâ, do us, society, a favor and learn from what Patagonia has done. That means, take a dozen people that you trust (that includes not only men but people of any gender and from every culture) and rethink the way youâre doing business. Take the time to list your core values and make sure that those take into account the well-being of your stakeholders. After writing those down, find a way to incorporate the values in your day to day and make sure you walk the talk. From now on businesses, do us a favor and be best for the world instead of best in the world. 1874 1875Remind yourself that if Patagonia did it in 1991, you can do it in 2020. 1876 1877â 1878 1879If you want to improve your own social and environmental impact, let's chat [here](https://www.boitepac.com/contact)! 1880 1881â 1882 1883Article written by \`Thomas\`, B Corp Consultant (il/he/him) 1884 1885_Source: Let My People Go Surfing, Yvon Chouinard_ 1886 1887â`,legacyUrl:"https://www.boitepac.com/post/what-businesses-can-learn-from-patagonia"},{slug:"les-humains-derriere-never-was-average",title:"Les humains derrière Never Was Average",date:"2020-10-29",excerpt:"Cette semaine, projecteur sur Never Was Average, notre partenaire en D&I",cover:"/blog/images/les-humains-derriere-never-was-average-4603f4e16d.png",coverAlt:"standards B Corp 202
18876 montréal",content:`## **Cette semaine, projecteur sur Never Was Average, notre partenaire en D&I** 1888 1889### â 1890 1891Si vous ne les connaissez pas, vous avez certainement entendu parler de lâune ou plusieurs de leurs réalisations. Au cours des dernières années, Hanna et Harry nâont pas chômé. Le duo fondateur de Never Was Average est dâailleurs derrière la création de lâimmense fresque irriguée sur la rue Ste-Catherine, à lâintersection Berri ââLa Vie Des Noir·e·s Compteââ lâété dernier. Dans la foulée du mouvement Black Lives Matter, les deux entrepreneurs qui se spécialisent en Diversité et Inclusion en communauté et en entreprises depuis 2017, ont vu lâimportance de marquer leur ville, en y apposant le symbole de Black Lives Matter, en français. Câest dâailleurs la toute première au monde qui a été réalisée dans cette langue. 1892 1893â 1894 1895### **Quelques autres accomplissements de Never Was Average** 1896 1897â 1898 1899â Lâinstallation participative ainsi que la curation dâun espace au Musée des beaux-arts de Montréal en 2018. 1900 1901â Lauréats pour le mois de l'histoire des noires 2020 au Québec. 1902 1903â La réalisation du court-métrage Amour is love en étant nommé pour la relève RIDM. 1904 1905â 1906 1907La plus grande fierté du duo demeure toutefois dâavoir réussi à créer un sentiment dâappartenance à travers leur communauté diversifiée grâce à une série de conversations ouvertes et authentiques. 1908 1909â 1910 1911### **Questions en rafales** 1912 1913### â 1914 1915#### â **Comment vous êtes-vous connus Hanna et Harry?** 1916 1917Nous nous sommes rencontrés en 2006 via un ami en commun qui est en fait le meilleur ami de Hanna. Nous allions tous les deux à lâécole pour adulte Marianne. Nous avons cliqué immédiatement parce quâon avait le même désir de devenir entrepreneur et de changer le monde. 1918 1919â 1920 1921#### **Comment avez-vous eu lâidée de fonder NWA?** 1922 1923Le concept de Never Was Average est né de façon organique en 2015 à Montréal alors qu'on dirigeait notre première boutique de mode masculine. On a su que cela serait beaucoup difficile à naviguer en tant que jeunes entrepreneurs et surtout, jeunes entrepreneurs noirs. On voulait donc raconter notre expérience à travers un projet. On voulait aussi partager ce quâon avait appris au cours de ces années. Partager nos connaissances avec des personnes qui, comme nous, ne voulaient pas emprunter le chemin que la société nous dit de prendre. 1924 1925Nous avons donc décidé de fermer la boutique et de changer notre réalité culturelle. Pendant un an, suite à la fermeture, nous nous sommes consacrés à la création de contenu. C'était un bon moment pour développer notre côté créatif qui nous a aussi amenés à officiellement lancer Never Was Average en 2017 avec la mission de créer des espaces inclusifs dans les domaines des arts, de la culture, de la mode, du bienêtre et du milieu de travail. 1926 1927â 1928 1929#### **Et pourquoi lâavez-vous fait?** 1930 1931Never Was Average est un projet qui nous comble en fait. Nous nâavons pas de limite! On peut faire ce quâon veut comme on le veut. Nous avons réussi à trouver une ligne directrice pour tous nos projets sous la bannière de Never Was Average. Pour changer notre monde, câest formidable! 1932 1933â 1934 1935#### **Quelle est la plus grande problématique liée à la Diversité et à lâInclusion selon vous au sein de notre société?** 1936 1937Au fil des ans, nous avons vu les marques faire beaucoup pour s'aligner sur les valeurs de la génération Y et de la génération Z en matière de diversité et d'inclusion, et cela, pour augmenter l'engagement et d'avoir un impact commercial plus fort. Par contre, il y a un grand écart entre ce que pensent les dirigeants et ce que les employés disent se produire sur le terrain. Et cela crée une entreprise avec deux cultures. 1938 1939On pense que les compagnies ont une approche trop globale, sans toutefois noter quâil y a des nuances; tout dépend de lâemplacement des entreprises, et plus encore. Une approche qui généralise toutes les expériences sous la diversité et inclusion, ce nâest pas la solution. La diversité peut être quelque chose de complètement différent pour une personne à Montréal et pour une qui habite Sherbrooke par exemple. On peut facilement parler dâintersectionnalité, dâidentité et même dâintergénération. Ce quâon veut dire c'est que chaque expérience est unique et il faut prendre ça en considération. 1940 1941â 1942 1943#### **Quâest-ce qui vous motive le plus à vous lever chaque matin?** 1944 1945Pour changer le monde aujourdâhui. Pas demain. Pas après-demain. Maintenant!
1945Notre mission est de créer une société où les Noirs, les Autochtones et les personnes de couleur peut se sentir REPRÃSENTÃE, SOUTENUE, ACCOMPLIE et on travaille très fort, tous les jours, pour y arriver. 1946 1947Si vous voulez en connaître davantage sur Never Was Average et les fondateurs, on vous invite à aller jeter un coup dâÅil \`ici\`! 1948 1949Si vous désirez en savoir plus sur leur rôle dans notre service d'accompagnement B Corp, venez nous \`jaser\`! 1950 1951â 1952 1953Article écrit par \`Judith\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/les-humains-derriere-never-was-average"},{slug:"never-was-average-nos-partenaires-en-d-i",title:"Never Was Average: nos partenaires en D&I",date:"2020-10-22",excerpt:"Boite Pac existe pour créer le parcours menant à lâentreprise responsable et engagée. Lâentreprise souhaite contribuer concrètement à faire progresser la société et à aider un maximum de gens en passant par lâamélioratioâ¦",cover:"/blog/images/never-was-average-nos-partenaires-en-d-i-e75d0125be.png",coverAlt:"standards B Corp 2026 montréal",content:`Boite Pac existe pour créer le parcours menant à lâentreprise responsable et engagée. Lâentreprise souhaite contribuer concrètement à faire progresser la société et à aider un maximum de gens en passant par lâamélioration de lâimpact des entreprises. Câest en les amenant à concevoir diverses philosophies, en les outillant, et en les guidant vers de nouvelles pratiques dâaffaires que nous croyons être en mesure dâoffrir à notre société une meilleure justice, et à notre planète un meilleur avenir. 1954 1955â 1956 1957Ceci dit, Boite Pac est loin dâavoir la prétention dâêtre expert dans tous les domaines. Nous collaborons avec les meilleurs de chaque sphère afin de guider le plus optimalement possible les entreprises vers un changement infaillible et durable. 1958 1959â 1960 1961Câest donc avec beaucoup dâenthousiasme et de fierté que nous vous présentons, Never Was Average nos partenaires en Diversité et Inclusion. 1962 1963â 1964 1965â 1966 1967### _**Pourquoi un partenariat entre Boite Pac et NWA**_ 1968 1969Lâobtention de la certification B Corp nécessite non seulement une prise de conscience importante des pratiques actuelles de l'entreprise, mais également une réflexion poussée sur les différents enjeux qui doivent être considérés pour guider lâélaboration des changements dâaffaires. Puisque la diversité et lâinclusion sont des sujets majeurs abordés dans le travail de certification B Corp, il allait de soi de sâassocier à des spécialistes pour nous aider à vous aider. 1970 1971â 1972 1973Never Was Average conçoit, organise et anime des expériences spécialement pensées pour les entreprises qui désirent soit amorcer ou pousser leur réflexion sur la diversité et l'inclusion. Leurs expertises les ont amenés à avoir un impact positif sur la culture de plusieurs organisations en les aidant à créer une culture d'engagement, d'inclusion et d'appartenance où les Noirs, les Autochtones et les personnes de couleur de la génération Y, de la génération Z et toutes les couches intermédiaires peuvent se sentir représentées, soutenues et accomplies. 1974 1975â 1976 1977Les co-fondateurs offrent des conversations / workshops des plus complètes et dynamiques, destinées aux entreprises qui ont le désir de stimuler le changement social grâce à la créativité de leur équipe. 1978 1979â 1980 1981Restez à lâaffût, un portrait plus global sur NWA sortira dans les prochaines semaines. 1982 1983Pour plus dâinformation: [https://www.neverwasaverage.com/](https://www.neverwasaverage.com/) 1984 1985â 1986 1987Si vous désirez en savoir plus sur leur rôle dans notre service d'accompagnement B Corp, venez nous [jaser](https://www.boitepac.com/contact)! 1988 1989â 1990 1991Article écrit par \`Judith\` **,** Consultante B Corp (elle/she/her)`,legacyUrl:"https://www.boitepac.com/post/never-was-average-nos-partenaires-en-d-i"},{slug:"5-trucs-eco-responsables-pour-les-entreprises",title:"5 trucs éco-responsables pour les entreprises",date:"2020-03-03",excerpt:"De plus en plus, on fait des choix dans nos vies personnelles pour diminuer notre empreinte écologique. On consomme moins, on dim
1991inue nos déplacements en voiture, on fait du compost, etc. Chez soi, dans certains cas, câeâ¦",cover:"/blog/images/5-trucs-eco-responsables-pour-les-entreprises-cb707c1620.png",coverAlt:"standards B Corp 2026 montréal",content:`De plus en plus, on fait des choix dans nos vies personnelles pour diminuer notre empreinte écologique. On consomme moins, on diminue nos déplacements en voiture, on fait du compost, etc. Chez soi, dans certains cas, câest plus facile dâadopter un mode de vie éco-responsable, du moins plus accessible. Par contre, quand vient le temps de transposer nos bonnes volontés à notre travail, on ne sait pas par où commencer ou même quoi prioriser en termes dâactions. Ãtant souvent plongé dans la recherche de nouvelles initiatives pour améliorer lâimpact environnemental des entreprises avec qui je collabore, jâai décidé de lister 5 trucs concrets qui vous permettront, soit comme employé.e ou gestionnaire, dâaméliorer lâimpact environnemental de votre entreprise. 1992 1993## **1\\. Mesurez et définissez les sources de pollution de lâentreprise.** 1994 1995Comme un de mes anciens collègues chez Workleap (ancien GSoft) me disait : Mesure et évalue avant dâagir! Autrement dit, avant de se poser des questions telles que : est-ce que je devrais faire du compost ou éliminer les voyages en avion, il est dâabord essentiel de mesurer et dâévaluer quelles sont les sources de pollution importantes de lâentreprise. Il est primordial dâeffectuer cette tâche en amont afin dâéviter de sâattaquer à des problématiques _cutes_ et faciles à résoudre. Parfois, elles nâont malheureusement pas un réel impact sur lâempreinte écologique de lâentreprise. 1996 1997Profitez également de cette étape pour mettre en place une stratégie claire concernant les actions que vous allez poser. Nâhésitez pas à lier des indicateurs de performance (KPI) pour chacune des initiatives que vous allez implanter pour être en mesure dâévaluer le réel impact de chacune et de lâaméliorer à travers le temps. 1998 1999## **2.** **Optez pour des articles promotionnels éco-responsables** 2000 2001Offrir des cadeaux à lâeffigie de lâentreprise est toujours un bon moyen pour fidéliser sa clientèle ou même promouvoir sa marque. Cette technique de marketing existe depuis plusieurs années, mais malheureusement, constitue une source de pollution en soi. Des stylos, des clés USB ou même des chandails faits en Chine trouvent souvent refuge dans une boite oubliée en-dessous dâune autre boite. Ces articles ne sont pas utilisés et dans la plupart des cas, ne représentent pas nécessairement les valeurs de lâentreprise. 2002 2003La solution nâest pas dâarrêter dâoffrir des articles promotionnels, mais câest plutôt dâen acheter moins et auprès dâentreprises dâici qui encouragent lâutilisation de matériaux éco-responsables et locaux. [Kotmo](https://kotmo.ca/), une entreprise certifiée [B Corp](https://www.boitepac.com/certification-b-corp), et [Alterna Ãco-Solutions](https://alternaeco.com/) sont dâailleurs dâexcellentes options pour lâachat de divers objets qui seront certes en accord avec vos valeurs. 2004 2005## **3.** **Diminuez vos transports** 2006 2007Aujourdâhui nous avons la chance de jouir des avancées technologiques incroyables. Les Facetime de ce monde permettent à toute personne voulant communiquer de le faire sans émettre de gaz effet de serre à travers le transport. En effet, je suis conscient que certaines rencontres doivent se faire comme dans le bon vieux temps, câest-à -dire face à face sans matériel technologique. Toutefois, je vous propose de lister vos rencontres du prochain mois et dâidentifier si chacune dâentre elles nécessite un déplacement. Vous allez probablement constater que ce nâest pas le cas. Si par contre vous devez vous déplacer, prenez le temps dâévaluer les différentes options qui sâoffrent à vous. Si la situation vous le permet, priorisez les transports en commun ou même le train en cas de déplacement hors des centres urbains. 2008 2009Pour ce qui est des voyages dâaffaires qui doivent se faire en avion, compensez vos émissions de carbone auprès dâentreprises telles que \`Solutions Will\` (entreprise certifiée B Corp) ou\`Planetair\`. Les sommes versées dans le cadre dâune compensation carbone vous permettront dâinvestir dans de
2009s projets dâénergies renouvelables, dâefficacité énergétique ou de reforestation. 2010 2011Finalement, encouragez le télétravail de manière régulière. Proposez à lâensemble de lâéquipe de travailler à partir de la maison à quelques reprises durant leur semaine de travail. En plus de diminuer drastiquement les émissions de carbone émis, cette mesure peut permettre un meilleur équilibre travail-famille et, chez certains employé.es, une hausse dâefficacité. 2012 2013## **4.** **Implantez des stations de tri pour faciliter la gestion des déchets** 2014 2015Par expérience, si une pelure de banane se retrouve à la poubelle alors que lâentreprise fait du compost, câest peut-être parce que les stations de tri ne sont pas suffisamment accessibles. Souvent, les gens sont pressés et ne prennent pas le temps de faire la marche de santé pour aller déposer leurs matières organiques dans le compost. Câest pour cette raison que je vous suggère dâinstaller des stations de tri ayant 3 compartiments (recyclage, compost et déchet) pour quâils soient accessibles à tous. De plus pour éviter la confusion chez certains, prenez le temps dâinscrire dans quel compartiment chacune des matières doit aller. Pour créer cette liste ou même implanter un système de compost dans votre entreprise, si ce nâest pas encore fait, je vous invite à vous référer à \`Compost Montréal.\` 2016 2017## **5.** **Ãvitez les contenants à usage unique (en tout temps)** 2018 2019Ceci nâest probablement pas une surprise pour plusieurs dâentre vou
2019s. Ãvitez les contenants à usage unique au quotidien ne figure pas dans la liste des défis insurmontables, je le reconnais. Par contre, essayez dâappliquer cette approche éco-responsable à lâentièreté de vos évènements. Quâil sâagisse de votre party de Noël ou dâun événement offert à vos clients, optez pour de la vaisselle en porcelaine ou compostable et pour des ustensiles lavables ou compostables. Dâailleurs, priorisez en tout temps les fournitures qui sont réutilisables ou compostables à tout ce qui est recyclable. Et finalement, optez pour un traiteur local à mission social, tel que \`Les Filles Fattoush\`. Encourager des entreprises dâici, c'est évidemment faire prospérer sa communauté locale, mais câest également diminuer les gaz à effet de serre émis par le transport. 2020 2021## **Derniers trucs** 2022 2023Nâoubliez pas dâinclure votre équipe dans cette démarche. Autrement dit, en cas de besoin, créez un comité environnemental qui aura pour mission dâétablir une stratégie et dâorchestrer les initiatives qui amélioreront lâimpact environnemental de votre entreprise. 2024 2025Prenez également soin de partager les résultats aux employé.es. Si vous voulez que ces derniers adhèrent aux initiatives que vous présentez, ils doivent connaître les résultats qui en découlent. Par exemple, si vous mettez en place des initiatives pour diminuer le transport en avion lors des voyages dâaffaires, partagez la quantité de gaz à effet de serre qui nâa pas été émise. De cette manière, les employé.es seront motivés à poursuivre dans la bonne direction. 2026 2027En espérant que ces solutions concrètes puissent vous aider dans la mise en place de votre plan dâaction éco-responsables. Si vous désirez obtenir des conseils supplémentaires, nâhésitez pas à venir nous [jaser](https://www.boitepac.com/contact)! 2028 2029â 2030 2031Article écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/5-trucs-eco-responsables-pour-les-entreprises"},{slug:"entreprises-en-2020-mettez-la-diversite-et-linclusion-au-centre-de-vos-preoccupations",title:"Les Filles Fattoush : une source d'inspiration",date:"2020-01-21",excerpt:"J'ai eu le plaisir de rencontrer Geneviève Comeau des Filles Fattoush. Åuvrant anciennement dans le milieu publicitaire, elle gagne maintenant sa vie en tant que directrice générale dans une entreprise sociale forte inspâ¦",cover:"/blog/images/entreprises-en-2020-mettez-la-diversite-et-linclusion-au-centre-de-vos-preoccupations-03dc27a392.jpg",coverAlt:"standards B Corp 2026 montréal",content:`J'ai eu le plaisir de rencontrer Geneviève Comeau des Filles Fattoush. Åuvrant anciennement dans le milieu publicitaire, elle gagne maintenant sa vie en tant que directrice générale dans une entreprise sociale forte inspirante _._ 2032 2033[Les Filles Fattoush](http://www.lesfillesfattoush.com/), câest un service traiteur de cuisine syrienne qui a pour mission de donner de lâemploi aux femmes syriennes nouvellement arrivées au Canada. Les Filles Fattoush, câest aussi un désir de créer un pont entre ces deux cultures à travers la cuisine et le savoir-faire culinaire. Lâentreprise représente la force de réunir des femmes et de leur donner une indépendance financière, de faciliter leur intégration à une nouvelle culture, de les sortir de lâisolement, mais surtout, de leur donner confiance en leurs propres moyens. 2034 2035Câest donc autour dâun Ouzi (plat typiquement syrien et considéré par Geneviève comme le pâté chinois de la Syrie) que nous avons discuté du concept des Filles Fattoush, mais aussi de lâimportance de miser sur lâinclusion au sein dâune entreprise. 2036 2037### **Pourquoi avoir quitté le milieu de la publicité pour se joindre à une entreprise à caractère social comme les Filles Fattoush?** 2038 2039Jâavais un énorme désir de tester lâentrepreneuriat, en plus dâun grand besoin dâavoir un impact positif auprès de la société. Câest dâailleurs durant mon séjour chez lâagence de publicités Bob que jâai eu la chance de découvrir le concept du développement durable, car elle souhaitait le mettre de lâavant dans ses pratiques. 2040 2041Grâce à mes recherches, jâai pu en apprendre davantage sur lâimpact social et les points positifs rattachés. Je suis également tombée sur la phrase suivante : la meilleure façon de rencontrer lâautre, câest à travers un repas. Donc lorsquâune des fondatrices mâa approché pour me présenter le concept des Filles Fattoush, jâai tout de suite été interpelée. 2042 2043### **Comment est née lâidée dâune entreprise qui fait le pont entre la communauté syrienne et canadienne?** 2044 2045Lâidéatrice du projet est Josette Gauthier, une documentariste sociale. Lors dâun séjour dans un camp de réfugiés au Liban, elle a été témoin dâun projet inspirant qui consistait à permettre aux femmes de cuisiner des plats pour ensuite les vendre à lâextérieur du camp. Marquée par cette initiative, elle a décidé, à son retour à Montréal, de créer un projet semblable en mettant au cÅur lâexpertise des femmes. 2046 2047Pourquoi aller vers la communauté syrienne? Ãtant consciente de la gravité de la crise qui frappait la Syrie et du sort qui est destiné à ce peuple, elle décide de cibler cette c
2047ommunauté pour tenter de faciliter leur intégration. Et pourquoi aller vers les femmes? Souvent à lâarrivée des familles syriennes au Canada, il est beaucoup plus difficile pour elles de trouver des ouvertures professionnelles. La situation familiale qui restreint la femme à rester à la maison ou même un bagage professionnel différent de celui de lâhomme explique entre autres ce phénomène. 2048 2049Par contre, Josette, nâétant pas Syrienne, nâavait pas énormément de contacts pour développer son projet. Câest alors quâAdèle Tarzibachi, une Canadienne originaire dâAlep, sâest jointe à lâéquipe en tant que cofondatrice. Câest grâce à cette femme dâaffaires que le projet a réellement pris forme. 2050 2051 2052 2053### **Est-ce quâun emploi avec les Filles Fattoush est un tremplin vers une autre profession ou est-ce que les femmes qui débutent avec vous souhaitent en faire une carrière à long terme ?** 2054 2055Il y a eu des femmes qui ont travaillé avec nous et qui ont par la suite travaillé dans des restaurants ou des garderies. Certaines sont même retournées aux études. 2056 2057Cela dit, il y a aussi des femmes qui nous accompagnent depuis le début et qui souhaitent en faire une profession plus que passagère. En leur fournissant de bonnes conditions de travail, on leur permet dâévoluer dans un milieu qui est sain et où tout le monde est respecté. Dans les deux cas, ont accompli notre mission de leur offrir un travail en plus de créer la première ligne de leur CV. 2058 2059### **Quel retour recevez-vous de la part des femmes qui viennent travailler avec vous?** 2060 2061Elles sont fières du travail accompli et de faire partie dâun projet, en plus dâêtre impressionnées et agréablement surprises par la réaction positive de la communauté montréalaise face aux produits. Elles sont aussi reconnaissantes de pouvoir vivre une expérience professionnelle valorisante dans leur nouvelle terre dâadoption. 2062 2063### **Comment définirais-tu lâengouement de la communauté montréalaise à lâégard de votre mission d'entreprise?** 2064 2065Elle est très réceptive au projet. Dans les médias, nous entendons plusieurs actualités concernant la crise qui sévit en Syrie. Les gens sont donc contents de voir quâune entreprise offre une solution concrète pour accueillir ces nouveaux arrivants qui quittent une zone de guerre. 2066 2067Les Montréalais viennent vers nous parce quâils veulent contribuer à notre mission. Ainsi, en plus de répondre à leur besoin de services traiteurs et de découvrir une nouvelle cuisine, ils ont un impact positif au sein de la société. On a aussi la chance dâÅuvrer dans une ville comme Montréal, où lâengouement pour lâéconomie sociale est grandissant. Cela nous aide grandement. 2068 2069### **Selon toi, quels sont les principaux avantages reliés au fait de bâtir une équipe qui mise sur la diversité?** 2070 2071Ãa permet d'enrichir la culture interne dâune entreprise, parce que chaque culture amène des visions et des forces différentes. Une entreprise doit souvent répondre à des besoins qui vont varier dâune communauté à lâautre. Selon moi, pour répondre à une diversité de besoins, pourquoi ne pas miser sur la diversité elle-même pour y répondre le mieux possible? 2072 2073Ãa permet à une entreprise de se remettre en question ; de revoir sa manière de faire les choses. Par exemple, notre rapport à la performance et au rendement a changé. On a décidé de miser sur le fait dâêtre plus accomplies et heureuses dans ce quâon fait, au lieu dâavoir un stress constant relié à la rentabilité. Cette réflexion est clairement le résultat dâune collaboration avec la communauté syrienne. 2074 2075### **Si une entreprise souhaite améliorer la diversité au sein de son équipe de travail, quâest-ce que tu leur suggères?** 2076 2077Avant tout, les employés à lâinterne doivent être ouverts à la réalité de la diversité et de lâinclusion au sein de leur équipe. Ces deux concepts doivent faire parti des valeurs de lâentreprise. Il faut prendre le temps dâen discuter pour que lâensemble de la compagnie, direction comme employés, comprenne les nombreux bienfaits que la diversité et lâinclusion peuvent apporter à lâorganisation. Une valeur, une vision ou des actions qui sont expliquées sont toujours plus facilement assimilées. 2078
2079### **Quelles sont les actions qui pourraient être prises pour aider la communauté syrienne?** 2080 2081Selon moi, la meilleure manière dâaider les nouveaux arrivants à sâintégrer est de leur offrir des possibilités dâemploi où ils seront encadrés et respectés. Les programmes de parrainage (voir la liste ci-bas) ne sont malheureusement pas assez connus et pourtant, ce sont des programmes qui pourraient grandement aider à lâintégration des nouveaux arrivants, peu importe leur pays de provenance. 2082 2083### **Recommandations Pac** 2084 2085Tu désires miser sur la diversité et lâinclusion au sein de ton équipe de travail, voici 4 éléments clés qui pourraient tâaider à y parvenir. 2086 20871.Crée un environnement de travail où le respect, lâacceptation des différences et lâouverture dâesprit sont prônés 2088 2089â2.Mets en place des situations où les employé·e·s sont amenés à discuter et à partager sur des sujets qui ne sont pas reliés au travail. Ces échanges peuvent clairement favoriser un climat de confiance et de respect au sein de ton équipe de travail. 2090 2091â3.En tant que gestionnaire, assure-toi de connaitre les spécificités, soit reliées à des pratiques religieuses ou à certaines limitations physiques, chez tes employé·e·s pour tâassurer que lâentreprise les encadre adéquatement. 2092 2093â4.Informe-toi sur les différents organismes qui viennent en aide aux nouveaux arrivants à la recherche dâemploi (Parrainage Chambre des Commerces de Montréal, Welcome Collective, CSAI) 2094 2095Si tu désires en apprendre plus sur des bonnes pratiques en entreprise, nâhésite pas à venir nous \`jaser\`. 2096 2097â 2098 2099Article écrit par \`Thomas\`, Consultant B Corp (il/he/him)`,legacyUrl:"https://www.boitepac.com/post/entreprises-en-2020-mettez-la-diversite-et-linclusion-au-centre-de-vos-preoccupations"}],UY=[{slug:"comment-donner-du-feedback-a-un-employe",title:"How to give feedback to an employee: a guide for managers",date:"2026-10-02",excerpt:"Seven practical steps and real-life examples for giving employees feedback that recognizes good work, addresses problems, and helps them grow.",cover:"/__l5e/assets-v1/4ba9252d-154a-4f4c-a597-a71acfa79c8d/feedback_montreal_quebec.png",coverAlt:"Illustration of building a feedback culture within a team",content:`**TL;DR** 2100 2101Giving an employee feedback means naming what you've observed, explaining its impact, and working out what comes next together. Prepare for it, practise it every week (not just at the annual review), and never let it come as a surprise. Here are seven practical steps and phrases to help you do it without hurting or discouraging anyone. 2102 2103If nobody gives your team feedback, it doesn't mean everything is fine. It means people are guessing. And when people guess, they often imagine the worst. 2104 2105Still, many managers put off the conversation: they're afraid of hurting someone, getting it wrong, or damaging the relationship. That's normal. Nobody teaches us this when we move from employee to manager. It's one of the [myths we challenge](/en/blog/5-mythes-%C3%A0-d%C3%A9construire-sur-les-gestionnaires-en-2026): silence isn't comfort; it's uncertainty. 2106 2107Here are seven steps inspired by what we teach in our leadership programs. 2108 2109## What does good feedback look like? 2110 2111Feedback is specific information about what you've observed in someone, shared to help them keep doing what works or adjust what doesn't. There are two main kinds: 2112 2113- **Recognition feedback:** name what went well and why it mattered, so the person can do it again. 2114- **Adjustment feedback** (sometimes called constructive feedback): name the gap between what was expected and what happened, so you can close it together. 2115 2116âGreat job!â feels good, but it's too vague to help someone grow. Both kinds need specifics. 2117 2118## Step 1: Put the structure in place before you need it 2119 2120The worst time for a first feedback conversation is when something has gone wrong. The person may become defensive because this kind of exchange is new to them. 2121 2122The answer is to put regular meetings on the calendar: 2123 2124- **Individual one-on-one**, every week 2125- **Team check-in**, every quarter 2126- **Development-plan conversation**, every year 2127 2128When feedback is part of the routine, it loses its drama. An adjustment becomes one topic in a one-on-one, not a summons. 2129 2130## Step 2: Clarify your intention, then check your message 2131 2132Before you speak, ask yourself: What do I want this person to understand or do afterward? And how might my message land? 2133 2134The gap between intention and impact can be bigger than we think. Take an example from our training: a manager cares deeply about her company and team, so she works extra hours. Her intention is to move things forward. What her team hears is: âA leadership role means working longer hours.â 2135 2136Your impact is what the other person receives, not just what you meant to say. 2137 2138## Step 3: Talk about observable facts, not personality 2139 2140A simple and widely used structure is the **situation, behavior, impact** (SBI) model popularized by the Center for Creative Leadership: 2141 2142- **Situation:** when and where did it happen? 2143- **Behavior:** what exactly did you see or hear? 2144- **Impact:** what effect did it have on the team, client, project, or you? 2145 2146End with an open question such as âHow do you see it?â Here are a few examples: 2147 2148| Instead of | Try this | 2149| --- | --- | 2150| âYou aren't engaged.â | âIn the last two team meetings, you didn't speak up. I'm worried we're missing your ideas. How are you experiencing these meetings?â | 2151| âYour report was incomplete.â | âThursday's report was missing the costs section, and the client had to ask for it. Let's look at how to avoid that next time.â | 2152| âGreat presentation!â | âYesterday's presentation was clear: you distilled the numbers into three messages, and the client immediately asked about next steps. Do that again.â | 2153 2154## Step 4: Pick the right time and place 2155 2156- **Promptly:** as soon as possible after the event, once you're calm. Feedback delivered six months later helps no one.
2157- **In private for adjustments:** recognition can happen in front of the team if the person is comfortable with it. 2158- **With an invitation:** âDo you have 15 minutes this afternoon to talk about the presentation?â Not while passing in the hallway. 2159- **Outside the office for big conversations:** for an annual review, go for a coffee or an ice cream. The setting can change the conversation. 2160 2161## Step 5: Make it a conversation, not a monologue 2162 2163Once you've shared your observation, leave room for the other person. There may be context you can't see. Ask: 2164 2165- âHow did you experience it?â 2166- âWhat happened from your side?â 2167- âWhat would you need for it to go differently next time?â 2168 2169Agree on what comes next: one clear action and a specific time to revisit it. 2170 2171## Step 6: Connect feedback to development 2172 2173Feedback without follow-through is noise. It becomes useful when it connects to a development plan the person helped create. 2174 2175**Make goals specific (SMART).** âImprove our internal communicationâ is too vague. âCreate and coordinate a monthly newsletter with a 60% open rateâ gives everyone a measurable target. 2176 2177**Think 70-20-10 for development.** Roughly 70% comes from experience in the role, 20% from people around us (mentors, colleagues, networks), and 10% from formal learning (training budgets, online platforms, books, research days). 2178 2179**Celebrate learning, not just performance.** Publicly recognizing a bold attempt, even an imperfect one, signals that it's safe to learn here. 2180 2181## Step 7: Lead by example 2182 2183If you give feedback but never receive any, that sends a message. 2184 2185Ask for it yourself: âWhat could I do differently to support you better?â Thank the person, even if it's uncomfortable. 2186 2187And practise what you preach. A vacation or disconnect policy means little if managers never use it. What you do carries more weight than what you say. 2188 2189## What about the annual review? No surprises 2190 2191An annual review should recap what has already been discussed during the year. If the person learns something major that day, feedback arrived too late. To prepare: 2192 2193- **Block time** for a self-assessment, peer feedback (two or three questions), and a meeting of about an hour. 2194- **Leave the office** for the conversation. 2195- **Celebrate accomplishments:** âThis year, you contributed to ___.â 2196- **Honour last year's development plan.** 2197- **Don't introduce any surprises.** 2198- **Discuss your vision** for what comes next. 2199 2200## Five common mistakes to avoid 2201 2202- Saving everything for the annual review. 2203- Only giving feedback when something goes wrong, and forgetting recognition. 2204- Judging the person (âYou're disorganizedâ) instead of describing the behavior. 2205- Burying the point in so many caveats that the person misses the issue. 2206- Giving adjustment feedback in front of others, or never following up. 2207 2208## Frequently asked questions about feedback 2209 2210### How often should you give an employee feedback? 2211 2212Ideally, continuously, with structured touchpoints: a weekly one-on-one, a quarterly team check-in, and an annual development conversation. 2213 2214### How can you give negative feedback without demotivating someone? 2215 2216Stick to facts (situation, behavior, impact), speak privately, ask for their perspective, and agree on a concrete next step. Make sure they also regularly receive recognition, not just correction. 2217 2218### What's the difference between feedback and a performance review? 2219 2220Feedback is frequent, specific, and often informal. A performance review is a formal annual conversation that takes stock and looks ahead. It shouldn't contain surprises. 2221 2222### Can you give feedback in writing or remotely? 2223 2224Writing works for recognition. For adjustments, prefer a call or video: writing loses tone and invites misinterpretation. A message can be a good way to propose a time to talk. 2225 2226### What if the person reacts badly? 2227 2228Breathe, acknowledge their emotion (âI can see this is upsettingâ), and offer to resume later if needed. A strong reaction isn't a failure. What matters is what happens next. 2229 2230## In short 2231 2232Good feedback is concrete: a scheduled moment, a real conversation, and a follow-up. 2233 2234It doesn't come naturally to everyone, but it can be learned and practised. Your team doesn't need a perfect manager. They need someone who tells them where they stand, with respect and clarity. 2235 2236## Leadership rarely grows alone 2237 2238Want to practise these conversations with other managers? Explore [Boîte Pac's Leadership Signature cohort](/en/services/parcours-leadership-en-groupe), or talk with us about what it could look like for your team. 2239 2240[Book a conversation with us](/en/contact) 2241 2242_Article written by [Judith](/en/team/judith) ð_`,legacyUrl:""},{slug:"tout-ce-quâil-faut-savoir-sur-les-nouveaux-standards-b-corp-2026",title:"Everything you need to know about the new B Corp 202
22426 standards",date:"2026-01-06",excerpt:"B Corp certification is changing deeply. After a major overhaul published in April 2025 and a clarified version in August 2025, the new standards will become the official certification reference starting in 2026.",cover:"/blog/images/tout-ce-qu-il-faut-savoir-sur-les-nouveaux-standards-b-corp-2026-878be144a5.png",coverAlt:"B Corp 2026 standards Montreal",content:`**B Corp certification is changing deeply.** After a major overhaul published in **April 2025** and a clarified version in **August 2025**, the new standards will become the **official certification reference starting in 2026**. 2243 2244The _B Corp_ movement is moving away from a system based on a total score (e.g. 80/200 points). Certification is shifting toward an approach built around mandatory minimum standards applied to every company that wants to be certified or recertified from 2026 onward. 2245 2246### **ð What changes concretely** 2247 2248**No more global score that masks weak spots** Companies must now meet **minimum criteria in every key area**, not just reach a high overall score. 2249 2250**Formalized continuous improvement** Organizations have to demonstrate not only that they meet the standards today, but also that they progress over time (3- and 5-year cycles). 2251 2252**A third party in the loop** An **independent external audit** is now required to ensure the truthfulness of impact evidence â a big step toward credibility and against _greenwashing_. 2253 2254## **When does this apply?** 2255 2256**January 2026** â certifications under the new standards open for existing and new companies. 2257 2258**February 2026** â independent external audits begin to roll out. 2259 2260**June 2026** â new companies can submit applications under the new standards. 2261 2262â ï¸ **Important**: after February 2026, only new certifications under these standards will be possible; the old system will no longer be open for starting a certification. 2263 2264## **What the 7 new standards require** 2265 2266While the old B Impact Assessment allowed trade-offs between categories, the new framework relies on strict minimum requirements across 7 areas: 2267 22681ï¸â£ **Purpose & stakeholder governance**⢠Greater transparency and real decision-making practices that include employees, partners, customers, etc. 2269 22702ï¸â£ **Human rights**⢠Concrete measures to eliminate negative impacts directly and across the supply chain. 2271 22723ï¸â£ **Fair working conditions**⢠Living wage, pay equity, support for well-being and advancement. 2273 22744ï¸â£ **Justice, equity, diversity & inclusion (JEDI)**⢠A structured, measurable action plan tracked over time. 2275 22765ï¸â£ **Concrete climate action**⢠Annual GHG measurement + concrete environmental action plan. 2277 22786ï¸â£ **Environmental stewardship & circularity**⢠Impact reduction, ongoing supplier strategy, circular economy. 2279 22807ï¸â£ **Public affairs & collective action**⢠Engagement in your industry to amplify social and environmental impact. 2281 2282## **In short** 2283 2284- The B Corp movement is becoming **more rigorous, credible and demanding**. 2285 2286- Companies must demonstrate not only exemplary practices today, but also clear progress in the future. 2287 2288- A global audience, external audits, and a set of mandatory minimum standards redefine what it means to be a company truly committed to people and the planet. 2289 2290 2291Article written by \`Thomas\` ð`,legacyUrl:"https://www.boitepac.com/post/tout-ce-qu%E2%80%99il-faut-savoir-sur-les-nouveaux-standards-b-corp-2026"},{slug:"5-mythes-à -déconstruire-sur-les-gestionnaires-en-2026",title:"5 myths to bust about managers in 2026",date:"2025-11-27",excerpt:"In 2026, can we please let go of the image of the ultra-high-performing manager, expert at everything, charismatic leader at all times? We bust 5 ideas that do more harm than good â for your team and for you.",cover:"/blog/images/5-mythes-d-construire-sur-les-gestionnaires-en-2026-5917b3081f.png",coverAlt:"Managers in Montreal: the 5 myths of 2026",content:`## 5 myths to bust about managers in 2026 2292 2293ð¯ _TL;DR_ 2294 2295In 2026, can we please let go of the image of the ultra-high-performing manager, expert at everything, charismatic leader at all times? We bust 5 ideas that do more harm than good â for your team _and_ for you. 2296 2297### ð§ Myth \\#1: A good manager has all the answers 2298 2299The model of the all-knowing manager is outdated. In 2026, the best leaders are the ones who can say: âI don't know â but we'll figure it out together.â 2300 2301ð¬ What matters? 2302 2303The ability to ask good questions, not to explain everything. Cultivating humility means creating space for co-creation. 2304 2305### ð¥ Myth \\#2: You have to be passionate to be good 2306 2307Passion is cool. But it's not a prerequisite to being a competent manager. What makes the difference? Listening, clarity, consistency. And sometimes, just _being there_. 2308 2309ð ï¸ What do we value in 2026? 2310 2311Relational skills, adaptability, the ability to stay the course without burning out. Passion is a bonus â not a requirement. 2312 2313### 𧩠Myth \\#3: You have to fix all your weaknesses 2314 2315Nope. In fact, leaning into your strengths often produces much better results. A good manager in 2026 knows how to name what they're not great at⦠and surround themselves accordingly. 2316 2317ð¡ The mindset? 2318 2319Identify what energizes you, what you do well â and delegate the rest intelligently. Development isn't always synonymous with âfixing.â 2320 2321### ð§ Myth \\#4: If no one gives you feedback, things must be fine 2322 2323The absence of feedback isn't comfort. It's fog. And that's toxic for a team. In 2026, the managers who perform are the ones who _spark_ the conversations. 2324 2325ð£ What to put in place 2326 2327A clear framework. Formal feedback moments. Open invitations. Because feedback is earned â but above all, it's practiced. 2328 2329### ð Myth \\#5: Becoming a manager is the natural next step in a career 2330 2331Nope. Managing is a choice. A role. A posture. Not a default promotion. In 2026, we celebrate expertise as much as leadership. 2332 2333ð± What's changing? 2334 2335We build real growth paths for experts. We normalize saying âno thanksâ to management. We value impact, not just titles. 2336 2337### In short 2338 2339The 2026 manager isn't a model to follow. 2340 2341They're a person who listens. A human, imperfect but clear-eyed. 2342 2343Someone who knows when to stay silent, when to act, and when to ask for help.
2344 2345And that's a revolution we can all applaud. 2346 2347Article written by \`Marie\` ð`,legacyUrl:"https://www.boitepac.com/post/5-mythes-%C3%A0-d%C3%A9construire-sur-les-gestionnaires-en-2026"},{slug:"novembre-mood-6-idées-concrètes-pour-soutenir-le-moral-des-troupes",title:"November mood: 6 concrete ideas to lift your team's spirits",date:"2025-11-03",excerpt:"November mood: 6 concrete ideas to lift your team's spirits.",cover:"/blog/images/novembre-mood-6-id-es-concr-tes-pour-soutenir-le-moral-des-troupes-736873600a.png",coverAlt:"Employee well-being expert Montreal",content:`## November mood: 6 concrete ideas to lift your team's spirits 2348 2349ð¯ **TL;DR** 2350 2351November isn't just dead leaves and grey vibes â it's also a great time to take care of your team. Here are 6 concrete, simple, human ideas to help your people get through it without sliding into the _November doom spiral_. 2352 2353### ð§ââï¸ 1\\. Remind your team about their wellness perks 2354 2355Before everyone forgets they still have massages, SÃPAQ passes or an acupuncture session in their bank, send a personalized little reminder. 2356 2357ð¯ Goal: help your people feel that these resources _are there to be used_, especially in November. 2358 2359### â 2\\. Pimp your coffee bar (and snack drawer) 2360 2361A little dopamine boost: add snacks, chocolate, vitamins and a light therapy lamp in common areas. 2362 2363ðª It's not revolutionary, but it makes a real daily difference. 2364 2365### ð 3\\. Offer flex hours to catch some sun 2366 2367Let your team start (or finish) earlier to enjoy natural light. 2368 2369Translation: 30 minutes of sunshine > 2 cups of coffee. 2370 2371ð¤ï¸ Pro-tip: call it a âsmoothie scheduleâ and it lands better in a meeting. 2372 2373### ð 4\\. Launch a moving challenge 2374 2375A step competition, a lunch walk, an active bingo â like SOJA&CO did, with no pressure, just for the pleasure of moving. 2376 2377ðââï¸ Moving a bit more, together, is a great antidote to the greyness. 2378 2379### ð 5\\. Add a team pulse check 2380 238115 minutes mid-week to talk about fatigue, needs, energy. No agenda, no judgment. 2382 2383ð¬ This kind of space is often more useful than a long all-staff planned three months ago. 2384 2385### ð 6\\. Offer a training that gives a boost 2386 2387A fun, useful workshop on creativity, organization or motivation. Just structured enough to refuel without draining. 2388 2389ð What if we ended the year inspiring rather than just surviving? 2390 2391### In short 2392 2393No, you can't control the sun setting at 4:11 pm. 2394 2395But you can create an environment where your team feels allowed to have a down moment â and equipped to come out of it. 2396 2397**A softer November starts internally.** ð 2398 2399Article written by \`Judith\` ð`,legacyUrl:"https://www.boitepac.com/post/novembre-mood-6-id%C3%A9es-concr%C3%A8tes-pour-soutenir-le-moral-des-troupes"},{slug:"pourquoi-devenir-b-corp-en-2025",title:"Why become a B Corp in 2025?",date:"2025-08-22",excerpt:"TL;DR: Becoming a B Corp in 2025 is much more than a certification. It's a real lever to attract talent, win client trust and build a company aligned with responsible values. Spoiler: it also strengthens profitability ð®.",cover:"/blog/images/pourquoi-devenir-b-corp-en-2025-1fc88037fe.png",coverAlt:"B Corp support Montreal 2025",content:`**TL;DR:** Becoming a B Corp in 2025 is much more than a certification. It's a real lever to attract talent, win client trust and build a company aligned with responsible values. _Spoiler_: it also strengthens profitability ð®. 2400 2401## **Why become a B Corp in 2025?** 2402 2403In 2025, social impact is no longer a ânice to haveâ for companies. It has become a requirement â from employees, partners, large clients and customers. In this context, **B Corp** certification stands out as a proof of trust for all your stakeholders. 2404 2405Here's why you should consider taking the leap: 2406 2407### **1\\. Attract and retain top talent** 2408 2409According to a LinkedIn study, 76% of professionals wouldn't apply to a company whose values don't reflect their own. As for Gen Z and millennials, they want more than a paycheck â they want work that means something. 2410 2411B Corp certification sends a clear signal: here, social and environmental impact sit at the same level as profit. We want to attract engaged, creative people who want to see business differently. 2412 2413### **2\\. Stand out (for real) in your industry** 2414 2415B Corp is like a magic filter for your brand. In a market flooded with marketing promises (some of them false), the certification helps you stand out with concrete proof of commitment. 2416 2417The numbers speak: 69% of European consumers say they prefer to buy from a B Corp company when given the choice (source: B Lab Europe, 2023). 2418 2419### **3\\. Boost financial performance (yes, it pays off)** 2420 2421We often talk ethics, but let's also talk business. A B Corp company often performs better over time: more resilience, more loyal customers, healthy organic word-of-mouth and a stronger ability to navigate uncertainty. 2422 2423Worth noting: B Corp certified companies demonstrated above-average growth during the pandemic (source: B Lab Europe). 2424 2425### **4\\. Structure your practices and progress** 2426 2427Becoming a B Corp isn't just ticking boxes. It's running a full diagnostic of your practices and committing to continuous improvement. It's a powerful tool to align actions, make clear decisions and prioritize what has impact (internally and externally). It's also a lever to mobilize teams around a shared vision, strengthen company culture and add meaning to daily actions. 2428 2429### **5\\. Join an engaged community** 2430 2431Once certified, your company enters a global network of +10,000 B Corps â including Patagonia, Ciele, Danone, and many Quebec SMEs and NPOs. 2432 2433It's a community that shares practices, business opportunities and a common ambition: redefining success in business. A great club to grow in, here or elsewhere. 2434 2435#### **In conclusion:** 2436 2437Becoming a B Corp in 2025 isn't just earning another certification. It's a real strategic choice to align values and performance, attract the right people, stand out in a demanding market and build a more resilient future. 2438 2439> Still hesitating? \`Reach out\` and let's chat! 2440 2441> Article written by \`Thomas\`, co-founder.`,legacyUrl:"https://www.boitepac.com/post/pourquoi-devenir-b-corp-en-2025"},{slug:"qu-est-ce-que-la-certification-b-corp",title:"B Corp Certification: Steps, Costs and Timeline (2026)",date:"2025-01-30",excerpt:"What B Corp certification is, what it costs (from US$2,100 a year), how long it takes (12 months minimum) and how to prepare for it in 2026.",cover:"/blog/images/qu-est-ce-que-la-certification-b-corp-73af2fd920.png",coverAlt:"B Corp expert Montreal Quebec",content:`**Updated September 29, 2026** â to reflect the new B Corp standards that came into effect this year. 2442 2443Wondering what B Corp certification actually is, what it requires and what it costs? Here are the essentials, jargon-free: what it is, how B Lab assesses you, how much time and money to budget, and where to start if you're beginning from scratch. 2444 2445### What is B Corp certification? 2446 2447B Corp (Beneficial Corporation) is a certification awarded to for-profit companies that meet the highest standards of social and environmental impact, ethical governance and transparency towards the public. 2448 2449It was born in 2006 in Pennsylvania, United States, on the initiative of the [B Lab](https://www.bcorporation.net/), a non-profit organization. The B Lab is the body that verifies companies' answers and grants (or refuses) certification. 2450 2451What sets it apart from other certifications: 2452 2453- It is the only one that assesses a company's entire social and environmental performance, rather than a single dimension (energy, materials, one supply chain). 2454- It requires periodic accountability: once certified, a company has to prove its progress holds up. 2455- It opens the door to an active business community that meets regularly, in person and online. 2456 2457### How does B Lab assess a company? 2458 2459B Lab created the _B Impact Assessment_, a questionnaire available free of charge online that lets a company measure its own impact long before deciding to certify. 2460 2461Companies answer dozens of questions spread across 5 categories: 2462 24631. governance 24642. employees 24653. community 24664. environment 24675. customers 2468 2469**What changes in 2026:** the overall-score method (80 points out of 200) gives way to the [new B Corp standards](/en/blog/tout-ce-qu%E2%80%99il-faut-savoir-sur-les-nouveaux-standards-b-corp-2026), built around 7 impact topics with requirements to meet, verified by external independent auditors rather than by the B Lab alone. In practice, a weak area can no longer be "offset" by a strong one: each requirement has to be met on its own. 2470 2471### How to get certified, step by step 2472 24731. **Complete the _B Impact Assessment._** Free, online, and useful even if you never certify: it gives you an honest read of your practices. 24742. **Meet the standard requirements.** Write the documentation you're missing (code of ethics, employee guide, risk management policyâ¦), roll out concrete and measurable initiatives, and close the gaps. 24753. **Lock in your mission.** Adopt a legal framework that requires the company to weigh the wellbeing of its stakeholders equally with the growth of its profits. 24764. **Pay the submission fee and file your assessment** with the B Lab to enter the verification phase. 24775. **Pass the verification.** An independent review of your answers and of the evidence behind them. 24786. **Publish your impact report** in the B Corp Directory and join the community. 2479 2480Worth noting: only for-profit organizations operating for at least one year are eligible, and some industries are excluded outright by the B Lab. Companies less than a year old can go through _Pending B Corp_ while they build a track record to assess. Non-profits are not eligible for certification, but can still use the _B Impact Assessment_ free of charge to structure their practices. 2481 2482### How much does B Corp certification cost? 2483 2484Here is what to budget for: 2485 2486- **The _B Impact Assessment_: free.** Nothing forces you to spend a dollar to find out where you stand. 2487- **Submission fees:** a one-off amount, paid in US dollars when you file the assessment, non-refundable. 2488- **Annual certification fees:** based on gross annual revenue. In the B Lab US & Canada 2026 grid, they start at US$2,100 per year for a company with revenue under US$5 million, and rise with company size. B Lab capped the 2026 increase at 5%. 2489- **Outside support, if you choose to get some.** This is the most variable line item, and usually the one that saves the most time. 2490 2491A detail people forget: the real cost isn't just the invoice, it's the internal hours. Gathering evidence, answering questions, documenting things that were never written down â that's where certification projects fall behind schedule. 2492 2493### How long does it take? 2494 2495B Lab asks companies to plan for **at least 12 months** between starting the assessment and getting certified. In practice, the duration comes down to three things: company size, how many people are involved in gathering the information, and the state of your documentation on day one. 2496 2497A company that already has its policies in writing and tracks its data starts with a serious head start. A company that has to write everything while filling out the questionnaire will almost always double its timeline. 2498 2499### Is it worth it? 2500 2501It's the first question we get asked, and the honest answer is: it depends on what you do with it. 2502 2503What certification genuinely delivers: 2504 25051. It puts you in step with the ESG requirements of large clients and financial partners, which keep tightening. 25062. It creates a real point of difference in an industry where everyone claims to be "responsible".
25073. It makes hiring easier: a share of candidates now actively filter on proof like this. 25084. It helps keep your people, who want meaning and consistency. 25095. It opens business opportunities through the B Corp community. 25106. It improves the visibility and reputation of your brand. 25117. It forces you to document and measure, which makes improvement possible where "we're a responsible company" led nowhere. 2512 2513What it does not do: it won't transform a company culture on its own, and it is no substitute for a genuine commitment. If the only goal is to put a logo on the website, the return on investment will be disappointing â and people notice. 2514 2515### Who is already certified? 2516 2517There are currently more than 9,000 certified B Corps across more than 75 countries, including several hundred in Canada. Each stands out in its industry for its societal and environmental practices and its desire to redefine success in business. 2518 2519A few certified B Corps in Quebec (see the [full list](https://www.bcorporation.net/en-us/find-a-b-corp/)): Prana, GenV, Ciele, LG2. 2520 2521A few certified B Corps internationally: Patagonia, Danone, TOMS, Ben & Jerry's. 2522 2523### Going further 2524 2525- [Why become a B Corp](/en/blog/pourquoi-devenir-b-corp-en-2025): the concrete benefits for a small or mid-sized business. 2526- [Our B Corp certification support](/en/services/certification-b-corp-personnalise), one company at a time. 2527- [B Corp certification in a group cohort](/en/services/certification-b-corp-cohorte-de-groupe), with shared costs. 2528- [B Corp recertification](/en/services/recertification-b-corp-personnalise), for companies already certified. 2529 2530ð¡ Need a hand with your B Impact Assessment? We'd be glad to support you for a free 30-minute call. [Book a time](/en/contact) with us ð 2531 2532_Article written by [Thomas](/en/about#equipe), B Corp consultant (he/him)._`,legacyUrl:"https://www.boitepac.com/post/qu-est-ce-que-la-certification-b-corp"},{slug:"tout-sur-le-nouveaux-standards-b-corp",title:"All about the new B Corp standards",date:"2024-12-20",excerpt:"For years now, B Lab (the non-profit that runs B Corp) has used a questionnaire where 80 out of 200 points are needed to earn certification.",cover:"/blog/images/tout-sur-le-nouveaux-standards-b-corp-ffaec749af.png",coverAlt:"B Corp support Montreal Quebec",content:`### What's going on at B Corp ð¤ 2533 2534Society is changing and evolving! 2535 2536Good thing, so is the B Corp assessment process ð 2537 2538For years now, B Lab (the non-profit that runs B Corp) has used a questionnaire where 80 out of 200 points are needed to earn certification. 2539 2540A company could therefore choose which initiatives to deploy to reach a score at or above 80. 2541 2542To more effectively assess large companies and multinationals, and to better reflect today's challenges, B Lab decided to do a full review of its assessment process. 2543 2544âTell me some good news ðâ 2545 2546It's now \`7 standards\` to meet rather than a score to reach. 2547 2548### What are these 7 standards ð 2549 2550##### Baseline requirements ð 2551 2552The company must first meet B Corp's baseline criteria before diving into the assessment. That includes updating its legal documents to add the required legal clauses and meeting the eligibility conditions. 2553 25541. ##### Mission and Stakeholder Governance âï¸ 2555 2556The company ensures that leadership monitors and takes the necessary steps to improve social and environmental impact. It is also transparent about its social and environmental performance, its targets, and how it includes its stakeholders (employees, suppliers, customers, shareholders). 2557 25582. ##### Human rights ð¤ 2559 2560The company involves employees in decision-making in a concrete and formalized way. It measures team satisfaction and acts to improve it. It also ensures it eliminates negative human-rights impacts and that its main suppliers do the same. 2561 25623. ##### Fair work ðµ 2563 2564In addition to doing what's needed to ensure pay equity, the company pays at least a living minimum wage to its team. It also engages its main suppliers to do the same with their own teams. 2565 25664. ##### Justice, equity, diversity and inclusion (JEDI) ðð 2567 2568The company actively improves its JEDI practices with a clear action plan communicated to internal and external stakeholders. 2569 25705. ##### Climate action ð 2571 2572The company measures its greenhouse-gas emissions each year and sets science-based targets aligned with keeping global warming below 1.5 °C. 2573 25746. ##### Environmental stewardship and circularity â»ï¸ 2575 2576The company takes the steps needed to understand its negative environmental impact and builds a
2576strategy to reduce its carbon footprint. It also works with its suppliers to reach its environmental goals. 2577 25787. ##### Public affairs and collective action ð¤ð¤ 2579 2580The company collaborates with its stakeholders to increase collective social and/or environmental impact at the policy, industry and/or business-community level. 2581 2582### Should I get certified under the current method or wait? 2583 2584Is it easier to certify now? For companies with more than 250 employees or annual revenue above 75 million, the answer is yes. For other companies, not necessarily. 2585 2586While the exact form of the new-standards assessment is still becoming clearer, we can assume that the current questionnaire allows for greater flexibility. 2587 2588âSo do I wait or not? ð â 2589 2590If you want a clear view of the assessment process, start now to submit your questionnaire before the end of 2025 â the deadline to certify under the current method. 2591 2592âYeah, but I would have liked to certify under the new standards. ð¢â 2593 2594Good news: companies must recertify every 3 years. Recertification will definitely happen under the new standards. 2595 2596Still have questions? Totally normal â \`book\` a moment with me to talk it through ð 2597 2598Guide written by \`Thomas\`, B Corp consultant (he/him)`,legacyUrl:"https://www.boitepac.com/post/tout-sur-le-nouveaux-standards-b-corp"},{slug:"on-parle-deja-de-la-rentree-et-de-kamala-harris",title:"Already talking about back-to-work âï¸ â¦ and Kamala Harris ð§",date:"2024-08-13",excerpt:"NEWS DOSE ðï¸ After the glass ceiling, meet the cliff.",cover:"/blog/images/on-parle-deja-de-la-rentree-et-de-kamala-harris-f53ccbc444.png",coverAlt:"B Corp 2026 standards Montreal",content:`###### **NEWS DOSE ðï¸** **After the glass ceiling, meet the cliff.** 2599 2600First named about 20 years ago, the glass cliff describes a pattern where, during organizational crises, women are more likely to be promoted to leadership positions. These female leaders, placed in precarious situations, must navigate perilous waters. 2601 2602In 20 years, surely there's been progress? ð§ Hmm, actually it's going the other way ð 2603 2604 2605 2606According to a 15-year analysis of the Fortune 500, when appointing a CEO to take over⦠2607 2608- ð At a **successful** organization ðð¼ 62% choose a man; 2609 2610- ð At one **in trouble** ðð¼ 69% choose a woman. 2611 2612###### **The vicious cycle of the glass cliff, reinforcing the sexist stereotype that women and leadership don't mix ðð¼** 2613 2614 2615 2616ð This is a preview of our monthly newsletter. To read the full version, find it [here.](https://boitepac.substack.com/p/on-parle-deja-de-la-rentree-et-de?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/on-parle-deja-de-la-rentree-et-de-kamala-harris"},{slug:"lete-cest-fait-pour-bien-des-choses",title:"Summer is made for⦠lots of things!",date:"2024-06-17",excerpt:"Here are Boite Pac's 4 favorite summer traditions, plus tips to bring them into your company ð¡",cover:"/blog/images/lete-cest-fait-pour-bien-des-choses-98f6a9133b.png",coverAlt:"B Corp 2026 standards Montreal",content:`Here are Boite Pac's 4 favorite **summer traditions**, plus tips to bring them into your company ð¡ 2617 2618### **1\\. Hold your annual offsite ðð¹** 2619 2620Rapid-fire tips from the team ðð¼ 2621 2622**Thomas, with his governance lens:** Survey the whole team to figure out which topics should be prioritized. ðï¸ 2623 2624_#QuickWin: send a Typeform with a list of topics and ask each person to rank them. The result? An agenda that addresses everyone's needs!_ 2625 2626**Catherine, with her diversity-equity-inclusion lens**: Check your team's comfort level before making overnight stays mandatory. 3 days at a chalet can complicate family logistics and isn't accessible to everyone. ð¡ 2627 2628**Alexandra, with her enviro lens**: Pick a venue accessible by public transit ð. If not, organize carpooling ð between participants and [offset the GHG emissions](https://planetair.ca/) from the travel. ð 2629 2630 2631 2632**Judith with her well-being lens, Marie with her creativity lens**: The goal of an offsite? Brainstorming, thinking big. And how do ideas appear? From two seemingly unrelated bits of information that, given enough space, meet somewhere in our brain. _Bing_! An idea is born. ð¥ 2633 2634Ventilate the work blocks: plan time for relaxation breaks, movement breaks, and activities outside the work frame. All three are equally relevant and allow creativity to flow â which is absolutely needed during an _offsite_. 2635 2636 2637 2638ð This is a preview of our monthly newsletter. To discover our 3 other summer traditions, read on [here.](https://open.substack.com/pub/boitepac/p/lete-cest-fait-pour-bien-des-choses?r=2v4uu6&utm_campaign=post&utm_medium=web)`,legacyUrl:"https://www.boitepac.com/post/lete-cest-fait-pour-bien-des-choses"},{slug:"techniques-de-productivite-101",title:"Productivity techniques 101",date:"2024-05-01",excerpt:"What allowed us to move to a 4-day week while keeping our productivity high?",cover:"/blog/images/techniques-de-productivite-101-f3bb90b969.png",coverAlt:"B Corp 2026 standards Montreal",content:`What allowed us to move to the **4-day week** while keeping a **high productivity** level? 2639 2640Here are our favorite productivity techniques 𤩠2641 2642_**Marie's go-to**_: adding color to my calendar ð¨ 2643 2644_**Catherine's favorite**_: blocking time for my solo tasks the same way I block meetings. 2645 2646_**Judith's pick**_: the Flow (for more details, [it's here](https://www.instagram.com/p/C5oVA6vrtoO/?img_index=1)!) 2647 2648 2649 2650_**Alexandra's new one**_: Pomodoro 2651 2652 2653 2654### **B Corp news ð** 2655 2656_**B Corp Retreat:**_ Thomas had the chance to take part in the B Corp Retreat in Vancouver â more than 700 people from B Corps across North America came together to rethink business. He even got to speak with the person leading the creation of the new B Corp standards ð¤¯. 2657 2658**\\- His standout moment** ð: Meeting many entrepreneurs and members of Indigenous communities in Vancouver (the unceded ancestral and traditional territory of the xÊ·mÉθkÊ·ÉyÌÉm (Musqueam), Sḵwx̱wú7mesh (Squamish), and sÉlilÌwÉtaÊɬ (Tsleil-Waututh) nations). He also got to discuss with other B Corps how to engage meaningfully with Indigenous communities around us. 2659 2660**\\- A note for B Corps** ð: The new questionnaire with the updated standards won't be ready before June 2025. Companies recertifying before then will do so under the current version. 2661 2662Psssst. Recertification coming up? Don't hesitate to [contact us](https://www.boitepac.com/francais/contact) â we can help simplify it ð. 2663 2664ð This is a preview of our monthly newsletter. Read the full version [here.](https://boitepac.substack.com/p/ding-une-nouvelle-dose-dimpact?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/techniques-de-productivite-101"},{slug:"excursion-dans-les-cerveaux-de-boite-pac",title:"A trip inside the Boite Pac brains ð§ ",date:"2024-01-17",excerpt:"We were on our disconnect policy during the 2023 year-end recap window, so we'll move forward. Still, we feel it's a bit early for the big topics (our brains are still on vacation!), so we played interview with the Boite Pac team to ease back in.",cover:"/blog/images/excursion-dans-les-cerveaux-de-boite-pac-27fdfde3a7.png",coverAlt:"B Corp 2026 standards Montreal",content:`We were on our **disconnect policy** during the 2023 _year-end recap_ window, so we'll move forward. Still, we feel it's too early for the big topics (our brains are still on vacation!), which is why we preferred to play interview with the Boite Pac team to ease back in. 2665 2666 2667 2668### **ð What can we find in your 2024 development plan?** 2669 2670- The desire to push the inclusivity concept further across all our engagements; 2671 2672- A deep-dive into gender equity, motherhood and feminism; 2673 2674- Time to keep exploring well-being at work (we even have [**an à la carte workshop on the topic**](https://www.boitepac.com/francais/services) that I highly recommend!) 2675 2676##### **ð Your current read, or the one you can't wait to start?** 2677 2678A recommendation from _**Alexe**_ that I already love: [Braving the Wilderness, by Brené Brown](https://www.amazon.ca/Braving-Wilderness-Quest-Belonging-Courage/dp/0812985818/ref=sr_1_1?crid=2KVG5NVCFDWK0&keywords=braving+the+wilderness+brene+brown&qid=1704809917&sprefix=braving+the+%2Caps%2C106&sr=8-1). Followed straight after by one from _**Marie**_: [La banalité dâun tir, by Mali Navia](https://www.amazon.ca/banalit%C3%A9-dun-tir-French-ebook/dp/B09WCX55Q1/ref=sr_1_1?crid=2DEA02JJTBNVY&keywords=la+banalit%C3%A9+d%27un+tir&qid=1704808869&s=books&sprefix=la+banalit%C3%A9+d%27un+tir%2Cstripbooks%2C87&sr=1-1) 2679 2680##### **ð What's playing in your ears at the start of the year?** 2681 2682My favorite podcasts, on loop: [On Purpose with Jay Shetty](https://www.jayshetty.me/p
2682odcast), [Boob to Food - The Podcast](https://open.spotify.com/show/279q03lNBxM8nN98iSa83E), [After Bedtime with Big Little Feelings](https://biglittlefeelings.com/podcast/listen/), [The Salty Club Podcast](https://open.spotify.com/show/6wxdVMj80KOO9BfqYt6H8E) 2683 2684##### **ð£ The Quebec government lets you pass one law in 2024 â what is it?** 2685 2686Make immigration easier for people worldwide. And I'd probably ask for 2 months of vacation for everyone, while I'm at it! 2687 2688##### **âï¸ Topics you always love chatting about?** 2689 2690Immigration and expat life, responsible tourism, motherhood in all its beautiful and not-so-beautiful sides, women's well-being, the latest documentaries that moved you, and on and on! 2691 2692 2693 2694### **ð What can we find in your 2024 development plan?** 2695 2696- Creating a fun-to-read newsletter (hope you're having fun right now!) 2697 2698- Attending the B Corp Retreat in Vancouver bringing together North American B Corps. 2699 2700- Posting a bit more on LinkedIn 2701 2702##### **ð Your current read, or the one you can't wait to start?** 2703 2704[No Rules Rules: Netflix and the Culture of Reinvention](https://www.goodreads.com/book/show/49099937-no-rules-rules) by Reed Hastings and Erin Meyer. Candy for anyone obsessed with organizational culture. 2705 2706##### **ð What's playing in your ears at the start of the year?** 2707 2708Podcasts on well-being at work, especially when Sonia Lupien is on. Here's a great [interview](https://ici.radio-canada.ca/ohdio/premiere/emissions/tout-un-matin/segments/entrevue/464435/sonia-lupien-le-stress-au-travail-vs-le-stress-du-travail-productivite) with the neuroscientist. 2709 2710##### **ð£ The Quebec government lets you pass one law in 2024 â what is it?** 2711 2712B Corp companies get financial incentives like attractive tax credits ð¤. 2713 2714##### **âï¸ Topics you always love chatting about?** 2715 2716The 4-day week and how much simpler and more realistic it is than people think, B Corp of course, and everything about a healthy company culture. 2717 2718ð This is a preview of our monthly newsletter. To complete the trip inside Judith, Alexe and Marie's brains, it's [here.](https://boitepac.substack.com/p/excursion-dans-les-cerveaux-de-boite?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/excursion-dans-les-cerveaux-de-boite-pac"},{slug:"pratiquer-son-ecoute-on-commence-par-ou",title:"Practicing your listening â where do we start?",date:"2023-11-29",excerpt:"Alright, alright. Practicing your listening â where do we start?",cover:"/blog/images/pratiquer-son-ecoute-on-commence-par-ou-feaac05d7f.png",coverAlt:"B Corp 2026 standards Montreal",content:`### Communication: curiosity, vulnerability & listening. 2719 2720_Alright, alright_. Practicing your listening â where do we start? 2721 2722### **3 levels to practice** _**(and unlock)**_ **for the coming month:** 2723 2724_**Beginner level**_: listen without doing anything else (flip the phone face-down, finish that email later!) 2725 2726_**Intermediate level**_: don't assume how the other person feels â let them tell you! 2727 2728_**Expert level**_: **don't** be planning your reply while the other person is talking (normalize silences, please). 2729 2730### **The month's top picks** 2731 2732_(ideas to take with you!)_ ð¦ 2733 2734**\\- A good practice**: a return plan ( _re-onboarding_) for returns from parental leave. 𤰠Like [the one](https://www.instagram.com/p/CoVfO5fPlwP/?img_index=1) from our dear Alexandra, [for example](https://www.instagram.com/p/CoVfO5fPlwP/?img_index=1)! 2735 2736**\\- A** _**perk**_: reimbursing the **SÃPAQ pass** to make nature more accessible, paired with flex hours to enjoy it before the 5 pm darkness. 2737 2738_\\- pssssst_: have you checked [our smoothie-schedule menu](https://www.instagram.com/p/CzHeGlxPV-L/?img_index=1)? 2739 2740**\\- A podcast**: [Les Dérangeants](https://www.lesderangeants.com/) ð 2741 2742**\\- A book we keep mentioning**: ð [You're Not Listening](https://www.goodreads.com/book/show/45892276-you-re-not-listening), _Kate Murphy_ 2743 2744**\\- A book on our** _**wishlist**_: ð [Hidden Potential](https://adamgrant.net/book/hidden-potential/), _Adam Grant_ 2745 2746ð This is a preview of our monthly newsletter. Read the full version [here.](https://boitepac.substack.com/p/knock-knock-boite-pac-se-glisse-dans?r=2v4uu6)`,legacyUrl:"https://www.boitepac.com/post/pratiquer-son-ecoute-on-commence-par-ou"},{slug:"les-avantages-de-la-semaine-de-4-jours",title:"The advantages of the 4-day week",date:"2023-09-10",excerpt:"The 4-day week is on a lot of lips right now. While some fear it and don't believe in it, others have decided to try it or have embraced it for a while. To help you see more clearly, here's a look at this practice that's likely to grow.",cover:"/blog/images/les-avantages-de-la-semaine-de-4-jours-5fc845d1e8.png",coverAlt:"B Corp 202
27466 standards Montreal",content:`The 4-day week is on a lot of lips right now. While some fear it and don't believe in it, others have decided to try it or have been embracing it for a while. To help you see more clearly, here's a look at this new practice that's likely to grow in popularity in the coming years (and we're rooting for it at Boite Pac). 2747 2748### **What is the 4-day week?** 2749 2750The 4-day-week concept isn't about asking employees to work less for less pay. To us, the idea is to offer the same pay while letting them work fewer hours. That can mean cutting a day from the week (hello Fridays off) or redistributing the hours differently from Monday to Friday, working a bit less each day. Bottom line: working just as hard, but differently. 2751 2752So that you're as excited as we are about the shorter week, here are 4 benefits that might convince you to adopt it. We'll then suggest a few ideas to equip yourself well IF you'd like to introduce the concept in your own company. Not convinced after that? We'll grab a coffee or a beer to talk it over :) 2753 2754##### **Benefit 01: Employees working 4 days are more productive** 2755 2756The more time we have in our week, the more we waste! Speaking for myself, when I have a _deadline_, I cut unnecessary actions to be more effective (checking email 20 times a day, spending too much time on LinkedIn or Instagram, etc.). That's also what New Zealand's [Perpetual Guardian](https://www.perpetualguardian.co.nz/) observed when implementing the shorter week â less time in meetings, less time on social media, and mechanisms to avoid being constantly interrupted by colleagues. The company saw that productivity was indeed affected â positively. 2757 2758##### **Benefit 02: Employee stress goes down** 2759 2760With more time for personal activities, new hobbies and friends and family, employees are less stressed by work. That's one of many results observed by [Iceland](https://www.bbc.com/news/business-57724779) when its government asked 2,500 public-sector workers to cut a day from their workweek. Another striking finding: better work-life balance, reducing the risk of burnout. 2761 2762##### **Benefit 03: The 4-day week reduces gender pay gaps** 2763 2764According to [The Guardian](https://www.theguardian.com/commentisfree/2019/apr/03/four-day-week-inequality-gender-pay-gap-income), the number of women who work part-time â often to juggle family life and work â is 4x higher than men. Part-time often means lower pay and less chance of promotion. You see where this is going: treating 4-day weeks as full-time and giving women access to the same pay as their male counterparts is a step in the right direction â equity. 2765 2766##### **Benefit 04: The 4-day week reduces a company's environmental impact** 2767 2768We saw it during the pandemic: going to the office less often reduces individual transport pollution. It's easy to imagine that one less workday per week could meaningfully reduce each person's carbon footprint. A study run in [England](https://www.theguardian.com/commentisfree/2019/apr/03/four-day-week-inequality-gender-pay-gap-income) showed that cutting one workday could lower the country's annual carbon footprint by 21.3%. Not nothing. 2769 2770### **If you want to implement the 4-day week,** _**what's next**_ **?** 2771 2772##### **Step 01:** Survey your employees to gather their take 2773 2774A project as big as the 4-day week clearly requires participation and mobilization from your team. A survey is a great way to learn about their impressions, concerns and special requests about changing their work time. You'll get relevant data to roll out the initiative on solid ground. 2775 2776##### **Step 02**: Share methods to help the team improve efficiency 2777 2778Working 4 days means having about 8 fewer hours a week to get things done. Some employees will adapt their methods naturally; others will struggle. To help, suggest things like: 2779 27801- Cutting meeting times in half 2781 27822- Setting clear focus windows in the day where employees can't be interrupted by colleagues. 2783 27843- Offering equipment to improve productivity (sit-stand desks, noise-cancelling headphones, etc.). Let them shape their own workspace too! 2785 2786##### **Step 03**: Try it before locking it in 2787 2788Don't try to find the winning recipe before testing different formulas. Try various models with your team and measure the results to see which 4-day formula fits your company and team best. For example, give everyone Fridays off for a month and look at the outcomes â productivity, satisfaction, etc. Then send a short survey to the team and try a different formula the next month (e.g. Mondays off), continuing to gather data. 2789 2790Hope you see more clearly now and that you're as excited as we are about this topic. If you're curious to learn more or considering moving to 4 days, contact us about our [4-day support service!](https://www.boitepac.com/francais/services) 2791 2792Article written by [**Alexandra, B Corp consultant (she/her)**](https://www.boitepac.com/)`,legacyUrl:"https://www.boitepac.com/post/les-avantages-de-la-semaine-de-4-jours"},{slug:"comment-instaurer-la-semaine-de-4-jours",title:"How to implement the 4-day week",date:"2023-04-06",excerpt:"We've been saying it for a while (and there are now numbers to prove it): the 4-day week is THE turn to consider for your company if you want to:",cover:"/blog/images/comment-instaurer-la-semaine-de-4-jours-0097fe29f9.png",coverAlt:"B Corp 202
27926 standards Montreal",content:`We've been saying it for a while ([and there are now numbers to prove it](https://static1.squarespace.com/static/60b956cbe7bf6f2efd86b04e/t/6387be703530a824fc3adf58/1669840498593/The+Four+Day+Week-+Assessing+Global+Trials+of+Reduced+Work+Time+with+No+Reduction+in+Pay+%E2%80%93+F+%E2%80%93+30112022.pdf)): the 4-day week is THE turn to consider for your company if you want to: 2793 27941. Prioritize your team's **well-being** (i.e. avoid leading them to burnout); 2795 27962. End your **hiring** struggles; 2797 27983. Improve your **environmental impact**; AND 2799 28004. Take a step toward **gender equity**. 2801 2802All while reinforcing your team's **motivation** and increasing both employee **productivity** and your **profit margin**. 2803 2804For us, it's a _no brainer_, plain and simple. ð¤·ââï¸ 2805 2806That said, it's also the kind of project that demands an **excellent level of planning and preparation.** 2807 2808To give you a little nudge, here's a list of small things to keep in mind if the adventure tempts you. 2809 2810_PS. April and May make excellent prep months if you want to launch the 4-day mode this summer! ðââï¸_ 2811 2812##### Boite Pac's checklist for a smooth transition 2813 281401. Define your formula \\| _Are you more 4-day or 5-hour workday?_ 2815 281602. Choose your KPIs and define the timeline of your trial phase (which should last at least three months) 2817 281803. Plan the communication of the project with employees and clients \\| _They'll have all kinds of questions â do you have the answers?_ 2819 282004. Send a survey to your team 2821 282205. Train your managers to be equipped for the transition \\| _What about follow-ups? Will there be resistance to change? How can they better empower their teams?_ 2823 282406. Train the whole team on productivity techniques \\| _Pomodoro, Flow, Eat that Frog⦠which speaks to you most?_ 2825 282607. Define the final procedure for Fridays off (roles, expectations, emergency handling, points of contact, etc.) 2827 282808. Launch the trial phase and plan monthly check-ins (adjust as needed!) 2829 283009. Plan the post-mortem analysis and final decision 2831 283210. Plan (and CELEBRATE!) the permanent transition to the shorter week 2833 2834Looking forward to crossing paths on a Friday hike! ð 2835 2836Article written by \`Catherine\`, B Corp consultant (she/her)`,legacyUrl:"https://www.boitepac.com/post/comment-instaurer-la-semaine-de-4-jours"},{slug:"strava-x-ricardo",title:"Strava x Ricardo",date:"2023-01-12",excerpt:"Imagine a day where hundreds of running and cycling fans would gather (at a distance, mask on of course) to deliver tasty General Tao chicken signed Ricardo to people in need.",cover:"/blog/images/strava-x-ricardo-30d5cb0227.png",coverAlt:"B Corp 2026 standards Montreal",content:`Imagine a day where hundreds of running and cycling fans would gather (at a distance, mask on of course) to deliver tasty General Tao chicken signed **Ricardo** to people in need. Now imagine, on top of that, that **Strava** joined in. 2837 2838Intrigued? Let us explain what we have in mind! 2839 2840Before you start reading, note that the partnership presented here is fictional and just a creative exercise from Boite Pac. 2841 2842## **The concept** 2843 2844You've probably heard of the _24h Tremblant_, where people ski for 24 hours to raise funds for sick children. The concept here is similar, but with running and cycling instead of skiing, and 12 hours rather than 24. 2845
2846Having a hard time following? Totally normal! Don't worry, you'll get it in a second! 2847 2848### **1 - The feast** 2849 2850We'd gather thousands of ready-to-eat meals provided by Ricardo at a central spot in a given city (Montreal, Quebec City, Sherbrooke â pick whichever Quebec city you enjoy imagining, friend!). Whether it's General Tao chicken, lasagna or meatloaf, the goal is to comfort people in need with good food crafted by Ricardo's crew. 2851 2852But wait, how would all these meals be distributed to people in need? Great question! 2853 2854### **2 - The delivery** 2855 2856Delivery would happen on foot or by bike, by citizens who want to take part in the event. Each participant would set off from the central collection point and deliver the ready-to-eat dishes â running or cycling â to people in need. 2857 2858Participants would form teams of 5 to 10. 2859 2860Teams would have 12 hours to deliver as many meals as possible. 2861 2862âBut 12 hours of running or biking is reeeally long!â you say. 2863 2864Yep! But just like in the 24h Tremblant, people could relay with no problem! 2865 2866Winning teams would be those who delivered the most meals while covering the longest distance â one prize for runners, one for cyclists! 2867 2868That's where Strava becomes very useful. The app could not only let people watch teams move in real time, but also calculate the exact distances covered by each team. 2869 2870### **3 - The prize** 2871 2872And the prize for the winners? Honestly, if Strava and Ricardo decide to be _bold_ and actually run the initiative, they decide the prize! 2873 2874## **Why this kind of initiative is good for Strava and Ricardo** 2875 2876_First thing first_: It would boost their social impact by distributing thousands of meals to people in need. 2877 2878More impact = more popularity with Gen Y and Z, which could mean more sales from those age groups for both partner brands. According to Deloitte, a large majority of Gen Y and Z prioritize purchases from companies that take care of their community, especially in pandemic times. 2879 2880And why not build a strong communications campaign on top of it to shine brighter and boost brand awareness with their target audience? As the _Republik Brand Recovery Guide_ (May 2020) puts it: âhighlighting your social or environmental good deeds can pay off, because consumers feel companies have a duty to take a stand on social and environmental issues that matter most to them.â 2881 2882## **Who is Ricardo (per Wikipedia)** 2883 2884Ricardo Larrivée, simply known as Ricardo, born March 12, 1967 in Montreal, is a Canadian chef. He hosts the show _Ricardo_ on Radio-Canada, and _Ricardo and Friends_ on Food Network. Wikipedia doesn't say it, but he also founded a company that's doing quite well in Quebec! 2885 2886## **Who is Strava (per Wikipedia)** 2887 2888Strava is a website and mobile app used to record sports activities via GPS. Its headquarters are in San Francisco, California. In Swedish, Strava means âto strive relentlessly.â 2889 2890Want to learn more about improving social and environmental impact? Come \`chat\` with us! 2891 2892Article written by \`Thomas\`, B Corp consultant (he/him)`,legacyUrl:"https://www.boitepac.com/post/strava-x-ricardo"},{slug:"cest-lheure-de-puncher-out",title:"Time to punch out",date:"2022-05-31",excerpt:"We've built a working world that spins fast, fast, fast. More than ever today, we often feel swept by the current â alone in front of our screens, not really focused, but our brains not really off either.",cover:"/blog/images/cest-lheure-de-puncher-out-6dc1e0055f.png",coverAlt:"B Corp 2026 standards Montreal",content:`We've built a working world that spins fast, fast, fast. More than ever today, we often feel swept by the current â alone in front of our screens, not really focused, but our brains not really off either. 2893 2894We try to wrap up everything before 5 pm, but the washing machine is loud and the runny-nosed kids aren't going to daycare. So we tell ourselves it's no big deal, that's what âflexibilityâ is for, and we'll finish prepping our _meeting_ at 8, 9, maybe 10 pm. 2895 2896Morning comes fast, and when we wake up it's clearly easier to grab our phone from under the pillow than to get up and open the curtains. By reflex, we check email: a delightful mix of _work_ and _personal_. Then we can't help peeking at _Slack_ â and there's that little red dot signaling a notification. Oops, did I miss a message yesterday? 2897 2898A routine has quietly settled into our pandemic-era life. After two years of remote work, we suddenly realize that, day after day, we stretch our â8 hoursâ from 6 am to 10 pm. There's no real start, no real end. Just a foggy brain, a rising anxiety, a low-grade bad mood and a fierce craving for vacation. 2899 2900It's not just me saying this â several studies confirm that being constantly connected, available and semi-engaged with work, at any hour, breeds growing anxiety. This fal
2900se âflexibilityâ can also create friction with loved ones or hurt our health when we lack time to exercise, cook or sleep well. 2901 2902##### Conversely, setting a strict end-of-day allows us to: 2903 2904- Restore our emotional and cognitive resources; 2905 2906- Reduce fatigue; 2907 2908- Boost daily well-being; 2909 2910- Raise life and work satisfaction; 2911 2912- Lower stress and that constant overwhelmed feeling; and 2913 2914- Increase engagement and motivation at work. 2915 2916Not to mention the time we finally free up for an ice cream cone, a good book or a midweek apéro! 2917 2918At Boite Pac, we think it's absolutely worth changing our collective habits to actually end our days at a reasonable hour â no compromise! 2919 2920Ok, ok, all that's nice â but how do we actually finish our workday? Switch off, disconnect, flip to off? Easier said than done, sure, but here's a mini game plan inspired by Joe Robinson, work-family balance and stress management specialist. 2921 2922Post-work ritual 2923 2924_â A routine to dissociate from work thoughts and engage in experiences that bring our head and body back to a pre-stress state. AKA a Reset button you can hit each day!_ ð 2925 2926**1\\. Detachment**: leave work at work and stop thinking about it, guilt-free! (Hard for you? Take five minutes to prep tomorrow's day and dump the stuff looping in your head onto paper.) 2927 2928**2\\. Relaxation**: take 30 minutes for an activity that CALMS you. A short run, a hot shower followed by a mini meditation, a long walk home, or just listening to music on the subway. 2929 2930**3\\. Mastery**: do something that stimulates you but isn't related to work. Listen to a podcast on a topic you love, learn a new recipe, do a small wine tasting, plan your next trip, etc. 2931 2932**4\\. Control**: finally, take the time to structure your non-work life and book moments for hobbies, passions, social life, etc. Honestly, it's as important â if not (MUCH) more â to plan your life as it is to plan client meetings! 2933 2934And you, at what time do you **really** stop working? Will you join us in the _day-is-done_ movement? 2935 2936Source: \`Work to live\` 2937 2938Article written by \`Catherine\`, B Corp consultant (she/her)`,legacyUrl:"https://www.boitepac.com/post/cest-lheure-de-puncher-out"},{slug:"responsabiliser-ses-pratiques-en-tant-quentreprise-de-services",title:"Making your practices more responsible as a service company",date:"2022-05-03",excerpt:"When it comes to improving a company's impact, we often think of those whose business model is selling products â recyclable packaging, donations of products, etc.",cover:"/blog/images/responsabiliser-ses-pratiques-en-tant-quentreprise-de-services-1e0655c5e1.png",coverAlt:"B Corp 2026 standards Montreal",content:`_When it comes to improving a company's impact, we often think of businesses whose model is selling products. They could develop recyclable or compostable packaging to reduce their footprint, or donate products to under-served communities to boost social impact. Plenty of examples!_ 2939 2940_But what about service companies? What's their role in improving society? Great question â and that's exactly what we're digging into today!_ 2941 2942### **First, what's a service company?** 2943 2944We're mostly talking about: 2945 2946- Law/accounting firms 2947 2948- Engineering firms 2949 2950- Ad agencies 2951 2952- E-commerce agencies 2953 2954- Consulting firms 2955 2956- In short, any company that doesn't sell tangible products 2957 2958### **How to improve your environmental impact when you sell services?** 2959 2960There are plenty of concrete ways to improve your company's environmental footprint. Here are a few: 2961 2962- Offer a list of local suppliers to your team to encourage local choices. To push further, introduce new suppliers in lunch & learns and add them to the list. 2963 2964- Share the right resources (\`Recyc-Qc\`) so the team can dispose of e-waste in the right places based on their location. 2965 2966- Build a way to educate clients on environmental best practices into your service offer. Workshops, newsletters, webinars â many channels exist to encourage them to take responsibility for their own practices. 2967 2968### **How to improve your social impact?** 2969 2970What does social impact mean? In short, the impact a company can have on its community. For a more detailed definition, read up \`here\`. 2971 2972So how can your (service) company concretely have a community impact? Right here: 2973 2974- Offer your services pro bono to local non-profits. If your company picks this route, log the hours worked so you can grow that number over the years. 2975 2976- Share your expertise and industry reality with young people from under-served communities via school presentations. A great way to democratize careers that are sometimes invisible in certain communities. 2977 2978- Speaking of the next generation, why not offer day-long (or longer) shadowing experiences so young people understand the reality of your field? 2979 2980You see â many ways to become a changemaker as a service company. You just have to start and jump in! Don't miss the boat â come \`chat\` so we can help you make your practices more responsible :) 2981 2982Article written by \`Thomas\`, B Corp consultant (he/him)`,legacyUrl:"https://www.boitepac.com/post/responsabiliser-ses-pratiques-en-tant-quentreprise-de-services"},{slug:"comment-le-4-jours-semaine-a-change-notre-vie",title:"How the 4-day week changed our lives",date:"2022-01-27",excerpt:"For those who don't know yet, last September Boite Pac officially adopted the reduced workweek. Yes â every team member works very hard Monday to Thursday, but after, hop into the weekend!",cover:"/blog/images/comment-le-4-jours-semaine-a-change-notre-vie-068ded4b54.png",coverAlt:"B Corp 202
29826 standards Montreal",content:`For those who don't know yet: last September, Boite Pac officially adopted the **reduced workweek**. Yes â every team member works very hard Monday to Thursday, but after that, off into a long weekend! 2983 2984It sounds revolutionary written down. And in many ways it really is. 2985 2986Here's a glimpse at what changed for us â and what could change for your company if you took the leap. 2987 2988### **1\\. We're more focused** 2989 2990Knowing we have one less day forces us to set sharper priorities. We say no more often, cut what doesn't add value, and protect our deep-work blocks. Meetings get tighter, agendas get clearer. 2991 2992### **2\\. We feel better** 2993 2994A full third day off completely changes the texture of life. Personal errands, sport, family, hobbies â they fit without bleeding into the evenings. People show up Monday with more in the tank. 2995 2996### **3\\. Recruiting is easier** 2997 2998When the 4-day week shows up in a job ad, candidates pay attention. It's a powerful signal about how we view work, time and trust. 2999 3000### **4\\. Our culture is more intentional** 3001 3002Moving to 4 days forced us to formalize practices we'd been winging â meeting hygiene, decision rights, written-first communication. The shorter week made our culture stronger. 3003 3004Curious to try it in your company? We \`support\` companies considering the leap â let's chat. 3005 3006Article written by \`Catherine\`, B Corp consultant (she/her)`,legacyUrl:"https://www.boitepac.com/post/comment-le-4-jours-semaine-a-change-notre-vie"},{slug:"changeons-notre-perception-de-la-maternite-en-entreprise",title:"Let's change our perception of motherhood at work",date:"2021-11-01",excerpt:"Why do we need to change our perception of motherhood in business?",cover:"/blog/images/changeons-notre-perception-de-la-maternite-en-entreprise-e9cf3eb077.png",coverAlt:"B Corp 2026 standards Montreal",content:`**Why do we need to change our perception of motherhood at work?** 3007 3008For too long, motherhood in business has been treated as an interruption â a parenthesis to be managed around. Yet the skills sharpened during this period (decision-making under fatigue, ruthless prioritization, empathy, capacity to hold complexity) are exactly the skills companies say they need from their leaders. 3009 3010Let's change the narrative: 3011 3012- A mat-leave return isn't a âcatch upâ â it's a re-onboarding. 3013 3014- A return-to-work plan is as important as an onboarding plan. 3015 3016- Flexibility isn't a perk â it's a structural choice. 3017 3018When we treat motherhood as an asset rather than a problem, we build companies that retain experienced talent and make better decisions. That's good business â and the right thing to do. 3019 3020Article written by the Boite Pac team.`,legacyUrl:"https://www.boitepac.com/post/changeons-notre-perception-de-la-maternite-en-entreprise"},{slug:"portrait-de-changemaker-camille-de-niche",title:"Changemaker portrait: Camille from Niché",date:"2021-09-30",excerpt:"What's your hell yes? â The first thing you look at when job hunting.",cover:"/blog/images/portrait-de-changemaker-camille-de-niche-74540cdc3e.png",coverAlt:"B Corp 2026 standards Montreal",content:`Portrait of Camille from Niché â what drives her, what she looks for in a job and how she's helping reshape workplaces in Quebec. 3021 3022Full English version of this portrait coming soon. In the meantime, you can read the original French interview on our blog.`,legacyUrl:"https://www.boitepac.com/post/portrait-de-changemaker-camille-de-niche"},{slug:"portrait-de-changemaker-ben-de-new-mode",title:"Changemaker portrait: Ben from New/Mode",date:"2021-08-05",excerpt:"What's your hell yes? â The first thing you look at when job hunting.",cover:"/blog/images/portrait-de-changemaker-ben-de-new-mode-09a289e633.png",coverAlt:"B Corp 2026 standards Montreal",content:`Portrait of Ben from New/Mode â how a values-driven engineer builds civic tech for the long haul. 3023 3024Full English version of this portrait coming soon. In the meantime, you can read the original French interview on our blog.`,legacyUrl:"https://www.boitepac.com/post/portrait-de-changemaker-ben-de-new-mode"},{slug:"portrait-de-changemaker-camille-de-linkedin",title:"Changemaker portrait: Camille from LinkedIn",date:"2021-06-02",excerpt:"What's your hell yes? â The first thing you look at when job hunting.",cover:"/blog/images/portrait-de-changemaker-camille-de-linkedin-8eb22f3431.png",coverAlt:"B Corp 202
30246 standards Montreal",content:`Portrait of Camille from LinkedIn â what a thoughtful career looks like inside a large tech company. 3025 3026Full English version of this portrait coming soon. In the meantime, you can read the original French interview on our blog.`,legacyUrl:"https://www.boitepac.com/post/portrait-de-changemaker-camille-de-linkedin"},{slug:"portrait-dune-changemaker-genevieve-de-designstripe",title:"Changemaker portrait: Geneviève from designstripe",date:"2021-05-05",excerpt:"To inspire you to create inclusive, balanced, diverse, innovative workplaces (basically: amazing ones), we thought it'd be a great idea to share portraits of changemakers whoâ¦",cover:"/blog/images/portrait-dune-changemaker-genevieve-de-designstripe-37e4e59fd7.png",coverAlt:"B Corp 2026 standards Montreal",content:`To inspire you to create inclusive, balanced, diverse and innovative workplaces, we're sharing portraits of changemakers who walk the talk. First up: Geneviève from designstripe. 3027 3028Full English version of this portrait coming soon. In the meantime, you can read the original French interview on our blog.`,legacyUrl:"https://www.boitepac.com/post/portrait-dune-changemaker-genevieve-de-designstripe"},{slug:"comment-redefinir-le-succes-en-affaire",title:"How to redefine success in business?",date:"2021-04-20",excerpt:"You've probably heard of the B Corp movement. At Boite Pac, we really believe in it. So much so that we're on our way to becoming B Corp certified, and every day we supportâ¦",cover:"/blog/images/comment-redefinir-le-succes-en-affaire-76689fac49.png",coverAlt:"B Corp 2026 standards Montreal",content:`You've probably heard of the **B Corp movement**. At Boite Pac, we really believe in it. So much so that we're on our way to certification, and every day we support companies that want to redefine success in business. 3029 3030Redefining success means asking better questions: who benefits from this growth? what are we measuring? are we leaving things better than we found them? 3031 3032For us, it starts with three reflexes: 3033 3034- Make decisions through a stakeholder lens, not only a shareholder one. 3035 3036- Treat impact as a strategic question, not a marketing one. 3037 3038- Build practices that survive a change in management. 3039 3040These aren't slogans â they're operational choices. And they make companies more resilient, more attractive and more aligned with their people. 3041 3042Article written by the Boite Pac team.`,legacyUrl:"https://www.boitepac.com/post/comment-redefinir-le-succes-en-affaire"},{slug:"avoir-de-limpact-ca-veut-dire-quoi",title:"What does âhaving impactâ actually mean?",date:"2021-02-09",excerpt:"âImprove your impact.â âWatch your company's impact.â âBet on your impact.â âPut your impact at the heart of your business model.â âMillennials and Gen Z care deeply about impactâ¦â",cover:"/blog/images/avoir-de-limpact-ca-veut-dire-quoi-423034e8af.png",coverAlt:"B Corp 2026 standards Montreal",content:`âImprove your impact.â âWatch your company's impact.â âBet on your impact.â âPut your impact at the heart of your business model.â âMillennials and Gen Z care deeply about impactâ¦â 3043 3044The word is everywhere â but it can mean very different things. So let's unpack it. 3045 3046For us, impact is the **net positive (or negative) effect** a company has on people and the planet â from its products and operations all the way through its supply chain and community. 3047 3048Three useful questions to bring it down to earth: 3049 30501. **Who is affected by our decisions?** Beyond clients and shareholders, who else? Employees, suppliers, neighbors, future generations? 3051 30522. **What would it take to verify what we say?** If we can't measure it, can we at least describe it precisely? 3053 30543. **What are we willing to give up to make it real?** Impact that doesn't cost anything is usually marketing. 3055 3056That's what we mean when we say impact. Not a tagline â a question to keep answering. 3057 3058Article written by the Boite Pac team.`,legacyUrl:"https://www.boitepac.com/post/avoir-de-limpact-ca-veut-dire-quoi"},{slug:"redefinissons-le-succes-en-affaires",title:"Let's redefine success in business",date:"2020-12-09",excerpt:"Who inspires change in our society? Who drives the transformation and improvement of our communities? Who decides to pair value creation with problem solving? The answer: entrepreneurs.",cover:"/blog/images/redefinissons-le-succes-en-affaires-c7468df109.jpg",coverAlt:"B Corp 202
30586 standards Montreal",content:`Who inspires change in our society? Who drives the transformation of our communities? Who pairs value creation with problem solving? 3059 3060The answer: **entrepreneurs**. 3061 3062Which is why we believe redefining success in business is one of the highest-leverage moves available. When entrepreneurs change the way they measure success, entire ecosystems shift. 3063 3064Three leverage points we keep coming back to: 3065 3066- **Governance**: who sits at the table when big decisions are made? 3067 3068- **Distribution of value**: how is the value created shared between shareholders, employees, suppliers and communities? 3069 3070- **Time horizon**: are we optimizing for the next quarter, or the next decade? 3071 3072None of this is easy, but it's where the most meaningful business design happens. 3073 3074Article written by the Boite Pac team.`,legacyUrl:"https://www.boitepac.com/post/redefinissons-le-succes-en-affaires"},{slug:"what-businesses-can-learn-from-patagonia",title:"What businesses can learn from Patagonia",date:"2020-12-04",excerpt:"In 1991, Yvon Chouinard, founder of the well-known sports brand Patagonia was facing a huge challenge. Patagonia was simply growing too fast.",cover:"/blog/images/what-businesses-can-learn-from-patagonia-5ff5c44cb5.png",coverAlt:"B Corp 2026 standards Montreal",content:`In 1991, Yvon Chouinard, founder of the well-known sports brand Patagonia, was facing a huge challenge. Patagonia was simply growing too fast. 3075 3076Chouinard's response would become a template for purpose-driven leadership: slow down on purpose, audit the supply chain, fund environmental causes structurally, and refuse to chase growth that breaks the values of the company. 3077 3078Three lessons that still apply today: 3079 30801. **Profit is a means, not the end.** Patagonia uses profit to fund the mission, not the other way around. 3081 30822. **Transparency is a competitive advantage.** Honest reporting on what's not working builds long-term trust. 3083 30843. **The best marketing is doing the work.** Patagonia's brand is the by-product of its choices, not its campaigns. 3085 3086What would your company do differently if growth wasn't the primary metric? 3087 3088Article written by the Boite Pac team.`,legacyUrl:"https://www.boitepac.com/post/what-businesses-can-learn-from-patagonia"},{slug:"les-humains-derriere-never-was-average",title:"The humans behind Never Was Average",date:"2020-10-29",excerpt:"This week, spotlight on Never Was Average, our partner in D&I.",cover:"/blog/images/les-humains-derriere-never-was-average-4603f4e16d.png",coverAlt:"B Corp 2026 standards Montreal",content:`This week, spotlight on **Never Was Average**, our partner in D&I. A short portrait of the humans behind the work â what they care about, how they show up, and why we love collaborating with them. 3089 3090Full English version coming soon. In the meantime, you can read the original French version on our blog.`,legacyUrl:"https://www.boitepac.com/post/les-humains-derriere-never-was-average"},{slug:"never-was-average-nos-partenaires-en-d-i",title:"Never Was Average: our partners in D&I",date:"2020-10-22",excerpt:"Boite Pac exists to create the path toward the responsible, engaged company.",cover:"/blog/images/never-was-average-nos-partenaires-en-d-i-e75d0125be.png",coverAlt:"B Corp 2026 standards Montreal",content:`Boite Pac exists to create the path toward the responsible, engaged company. Never Was Average is a partner that helps us walk it â especially on diversity & inclusion. 3091 3092Full English version coming soon. In the meantime, you can read the original French version on our blog.`,legacyUrl:"https://www.boitepac.com/post/never-was-average-nos-partenaires-en-d-i"},{slug:"5-trucs-eco-responsables-pour-les-entreprises",title:"5 eco-responsible tips for companies",date:"2020-03-03",excerpt:"More and more, we make choices in our personal lives to reduce our ecological footprint. But translating that to work isn't always obvious â here are 5 concrete tips.",cover:"/blog/images/5-trucs-eco-responsables-pour-les-entreprises-cb707c1620.png",coverAlt:"standards B Corp 2026 montréal",content:`More and more, we make choices in our personal lives to reduce our ecological footprint â consuming less, driving less, composting, and so on. At home, in many cases, it's easier (or at least more accessible) to adopt an eco-responsible lifestyle. But when it comes to translating those good intentions to work, we don't always know where to start or what to prioritize. Since I'm constantly digging into new ways to improve the environmental impact of the companies I support, I decided to list 5 concrete tips you can use â as an employee or a manager â to improve your company's environmental footprint. 3093 3094## **1\\. Measure and identify your company's sources of pollution.** 3095 3096As a former colleague at Workleap (previously GSoft) used to say: measure and evaluate before acting! Before asking whether you should start composting or cut air travel, you first need to measure and assess the company's main
3096sources of pollution. Doing this upfront is essential â otherwise we tend to tackle _cute_, easy-to-solve issues that don't actually move the needle on the environmental footprint. 3097 3098Use this step to put in place a clear strategy for the actions you'll take. Don't hesitate to attach KPIs to each initiative so you can evaluate the real impact and improve it over time. 3099 3100## **2\\. Choose eco-responsible promotional items** 3101 3102Branded gifts have long been a way to build customer loyalty or promote your brand â but they're also a source of pollution. Pens, USB sticks or t-shirts made in China often end up in a forgotten box under another forgotten box. They go unused, and often don't reflect the company's values. 3103 3104The solution isn't to stop offering promotional items, but to buy fewer of them and from local companies that prioritize eco-responsible, local materials. [Kotmo](https://kotmo.ca/) (a certified [B Corp](https://www.boitepac.com/certification-b-corp)) and [Alterna Ãco-Solutions](https://alternaeco.com/) are great options for items that align with your values. 3105 3106## **3\\. Reduce your travel** 3107 3108We're lucky to have incredible technology today. FaceTime and friends let anyone connect without burning fuel. Of course, some meetings need to happen face-to-face. But I invite you to list your meetings over the next month and ask whether each one requires travel â you'll likely find that many don't. When you do travel, take the time to consider your options. Where possible, prioritize public transit or, for trips outside urban centers, the train. 3109 3110For business trips that require flying, offset your carbon emissions with companies like \`Solutions Will\` (a certified B Corp) or \`Planetair\`. The amounts you contribute fund renewable energy, energy efficiency or reforestation projects. 3111 3112Finally, encourage regular remote work. Offer the whole team the chance to work from home a few times per week. In addition to drastically cutting carbon emissions, this can improve work-family balance and, for some, boost efficiency. 3113 3114## **4\\. Set up sorting stations to make waste management easier** 3115 3116In my experience, if a banana peel ends up in the trash even though the company composts, it's often because the sorting stations aren't easy enough to reach. People are in a hurry and won't make a special trip. That's why I recommend installing 3-compartment sorting stations (recycling, compost and trash) so they're accessible to everyone. And to avoid confusion, write down which compartment each material goes in. To build that list â or to launch a compost program if you don't have one â see \`Compost Montréal.\` 3117 3118## **5\\. Avoid single-use containers (always)** 3119 3120This probably isn't a surprise. Cutting single-use containers in daily life isn't an insurmountable challenge. But try applying this approach to all your events too. Whether it's your holiday party or a client event, choose porcelain or compostable dishware and washable or compostable utensils. Always prefer reusable or compostable supplies to recyclable ones. And opt for local, socially-minded caterers like \`Les Filles Fattoush\`. Supporting local businesses grows your local community and cuts transport emissions. 3121 3122## **Final tips** 3123 3124Don't forget to include your team. If needed, create an environmental committee whose mission is to set the strategy and orchestrate the initiatives that improve your company's environmental impact. 3125 3126Also, share the results with employees. If you want them to embrace the initiatives, they need to see the outcomes. For example, if you put in place measures to reduce flying, share how much greenhouse gas wasn't emitted. That visibility keeps people motivated. 3127 3128Hoping these concrete solutions help you build your eco-responsible action plan. Want more advice? Come [chat](https://www.boitepac.com/contact) with us! 3129 3130Article written by \`Thomas\`, B Corp consultant (he/him)`,legacyUrl:"https://www.boitepac.com/post/5-trucs-eco-responsables-pour-les-entreprises"},{slug:"entreprises-en-2020-mettez-la-diversite-et-linclusion-au-centre-de-vos-preoccupations",title:"Companies in 2020: put diversity and inclusion at the heart of your priorities",date:"2020-01-21",excerpt:"An interview with Geneviève Comeau of Les Filles Fattoush â a social enterprise giving employment and confidence to newly-arrived Syrian women in Canada.",cover:"/blog/images/entreprises-en-2020-mettez-la-diversite-et-linclusion-au-ce
3130ntre-de-vos-preoccupations-03dc27a392.jpg",coverAlt:"standards B Corp 2026 montréal",content:`I had the pleasure of meeting Geneviève Comeau of Les Filles Fattoush. Formerly in the advertising world, she now makes her living as the executive director of a deeply inspiring social enterprise. 3131 3132[Les Filles Fattoush](http://www.lesfillesfattoush.com/) is a Syrian-cuisine catering service whose mission is to provide employment to newly-arrived Syrian women in Canada. It's also a desire to build a bridge between two cultures through food and culinary know-how. The company embodies the power of bringing women together to give them financial independence, ease their integration into a new culture, lift them out of isolation and, above all, give them confidence in themselves. 3133 3134It was over an Ouzi (a traditional Syrian dish that Geneviève describes as Syria's pâté chinois) that we talked about the Les Filles Fattoush concept â and the importance of betting on inclusion within a company. 3135 3136### **Why leave advertising to join a social enterprise like Les Filles Fattoush?** 3137 3138I had a huge desire to try entrepreneurship, and a great need to have a positive impact on society. It was during my time at the agency Bob that I discovered the concept of sustainable development, as they wanted to bring it to the forefront of their practices. 3139 3140Through my own research, I learned more about social impact and its benefits. I also came across this line: the best way to meet another person is over a meal. So when one of the founders approached me to share the Les Filles Fattoush concept, I was immediately drawn in. 3141 3142### **Why did diversity and inclusion become central to your work?** 3143 3144Because it's the simplest, most powerful way to make a company better â better at decisions, better at retaining people, better at serving customers who don't all look the same. D&I isn't a campaign â it's a way of designing the company. 3145 3146### **What would you say to a leader who doesn't know where to start?** 3147 3148Start by listening. Then look at your processes â hiring, evaluation, promotion. That's where bias hides. Then make space for the people you've recruited to actually shape the culture, not just fit into it. 3149 3150A huge thank-you to Geneviève for sharing her time and her vision. To learn more about Les Filles Fattoush and how to bring D&I more deeply into your company, come [chat](https://www.boitepac.com/contact) with us. 3151 3152Article written by the Boite Pac team.`,legacyUrl:"https://www.boitepac.com/post/entreprises-en-2020-mettez-la-diversite-et-linclusion-au-centre-de-vos-preoccupations"}];function Vp(e,t){return t==="en"?KW[e]:e}function py(e,t){return t==="en"?JW[e]:e}function BN(e,t){if(t!=="en")return e;const n=XW[e.slug];return n?{...e,...n}:e}function rw(){const e=nt();return y.useMemo(()=>fa.map(t=>BN(t,e)),[e])}function VY(e){const t=nt(),n=Ud(e);return y.useMemo(()=>n?BN(n,t):void 0,[n,t])}function $N(e,t){if(t==null)return e;if(Array.isArray(e)||Array.isArray(t)||typeof e!="object"||typeof t!="object")return t??e;const n={...e};for(const r of Object.keys(t))r in e?n[r]=$N(e[r],t[r]):n[r]=t[r];return n}function WY(e){const t=nt(),n=BY[e];return y.useMemo(()=>{if(!n)return;if(t!=="en")return n;const r=FY[e];return r?$N(n,r):n},[n,t,e])}const iw=zY,sw=UY;function HY(){return nt()==="en"?sw:iw}function GY(e){const t=nt(),n=decodeURIComponent(e);return(t==="en"?sw:iw).find(i=>i.slug===n||i.slug===e)}function KY(e,t=3){const n=nt(),r=decodeURIComponent(e);return(n==="en"?sw:iw).filter(s=>s.slug!==r&&s.slug!==e).slice(0,t)}function ow(e,t){return new Date(e+"T00:00:00").toLocaleDateString(t==="en"?"en-CA":"fr-CA",{day:"numeric",month:"long",year:"numeric"})}function JY(e,t){return e==="art-du-feedback"?t==="en"?"$1,500":"1 500 $":t==="en"?"$2,700":"2 700 $"}function YY({atelier:e}){const{remove:t,close:n}=Kh(),r=We(),i=nt(),s=me();return l.jsxs("div",{className:"group relative flex gap-4 rounded-2xl border border-foreground
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Une vision complète de vos forces, comportements et motivations.","Before managing others, you must manage yourself. A complete view of your strengths, behaviors and motivations."),href:"/services/tests-psychometriques"},{Icon:wT,badge:e("Sur mesure","Custom"),title:e("Coaching & conseils","Coaching & advisory"),subtitle:e("Accompagnement individuel ou d'équipe","Individual or team support"),description:e("Une méthode conçue pour comprendre vos besoins, vos angles morts et mettre vos forces au profit de votre développement.","A method designed to understand your needs, your blind spots and put your strengths to work for your development."),href:"/services/coaching-conseils-leadership"}],o=[{q:e("En quoi ce programme est différent des autres formations en leadership ?","How is this program different from other leadership trainings?"),a:e("On combine théorie, introspection, pratique et outils ultra-concrets â pour que les apprentissages s'appliquent dès le lendemain. Nos cohortes restent volontairement petites pour préserver la qualité des échanges.","We combine theory, introspection, practice and ultra-concrete tools â so learnings can be applied the very next day. Our cohorts stay deliberately small to preserve the quality of exchanges.")},{q:e("Est-ce que ce programme est adapté aux réalités actuelles des organisations ?","Is this program suited to today's organizational realities?"),a:e("Oui. On retravaille continuellement nos contenus pour qu'ils tiennent compte des défis réels : changement, pression, performance, hybridité, santé psych
3152ologique.","Yes. We continuously rework our content to reflect real challenges: change, pressure, performance, hybridity, psychological health.")},{q:e("Est-ce que des équipes complètes peuvent suivre le programme ensemble ?","Can entire teams take the program together?"),a:e("Absolument â c'est même l'une des configurations les plus puissantes. Le programme personnalisé est précisément conçu pour cela.","Absolutely â it's actually one of the most powerful setups. The custom program is designed precisely for this.")},{q:e("Quelle est la différence entre votre parcours signature et le programme sur mesure ?","What's the difference between your signature program and the custom program?"),a:e("Signature : cohorte ouverte, calendrier fixe, intervenants Boîte Pac. Sur mesure : conçu pour vos équipes, votre culture, votre calendrier.","Signature: open cohort, fixed calendar, Boîte Pac facilitators. 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Nous accompagnons des entreprises partout au Québec avec des cohortes de leadership et des formations sur mesure, pour que les gestionnaires repartent avec des outils concrets à appliquer dès le lendemain : mobiliser leur équipe, communiquer clairement, donner du feedback et mener des conversations difficiles. Plus de 150 gestionnaires formés et plus de 350 organisations accompagnées nous font confiance.","Boîte Pac is a Montréal firm specializing in leadership training and manager development. We support companies across Quebec with leadership cohorts and custom training, so managers leave with concrete tools they can apply the very next day: mobilizing their team, communicating clearly, giving feedback and leading difficult conversations. 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tout début de leur réflexion ou déjà certifiées en quête de recertification.","Companies of all sizes that want to structure their impact journey â whether at the start of their reflection or already certified and seeking recertification.")},{q:e("Quelle est la différence entre la cohorte et le parcours personnalisé ?","What's the difference between the cohort and the custom program?"),a:e("La cohorte combine apprentissages collectifs, intelligence de groupe et jalons partagés, à coût moindre. Le personnalisé est calibré sur votre rythme, votre culture et vos enjeux spécifiques.","The cohort combines collective learning, group intelligence and shared milestones, at a lower cost. Custom is calibrated to your pace, culture and specific challenges.")},{q:e("Combien de temps dure une démarche de certification ?","How long does a certification journey take?"),a:e("Entre 6 et 18 mois en général, selon la maturité de l'entreprise, la taille et la complexité des pratiques à formaliser.","Generally between 6 and 18 months, depending on the company's maturity, size and the complexity of practices to formalize.")},{q:e("Est-ce que vous garantissez la certification ?","Do you guarantee certification?"),a:e("100% de nos clients accompagnés ont obtenu leur certification. On vous accompagne jusqu'à l'atteinte du score minimum exigé par B Lab.","100% of our supported clients have obtained certification. We support you until you reach the minimum score required by B Lab.")},{q:e("Comment fonctionne la recertification ?","How does recertification work?"),a:e("Tous les 3 ans, les B Corps doivent repasser l'évaluation. Nos parcours de recertification vous aident à consolider vos pratiques et à viser un meilleur score.","Every 3 years, B Corps must retake the assessment. Our recertification programs help you consolidate your practices and aim for a better score.")},{q:e("Et la nouvelle norme B Corp ?","What about the new B Corp standard?"),a:e("La nouvelle norme repose sur 7 standards d'impact obligatoires plutôt qu'un score global. Nos parcours sont déjà alignés avec cette logique.","The new standard is based on 7 mandatory impact standards rather than a global score. 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WebSocket clients are not supported in Cloudflare Workers.",workaround:"Use Cloudflare Workers WebSocket API for server-side WebSocket handling, or deploy to a different runtime."};if(typeof globalThis<"u"&&n.EdgeRuntime||typeof navigator<"u"&&(!((t=navigator.userAgent)===null||t===void 0)&&t.includes("Vercel-Edge")))return{type:"unsupported",error:"Edge runtime detected (Vercel Edge/Netlify Edge). WebSockets are not supported in edge functions.",workaround:"Use serverless functions or a different deployment target for WebSocket functionality."};const i=globalThis.process;if(i){const s=i.versions;if(s&&s.node){const o=s.node,a=parseInt(o.replace(/^v/,"").split(".")[0]);return a>=22?typeof globalThis.WebSocket<"u"?{type:"native",wsConstructor:globalThis.WebSocket}:{type:"unsupported",error:`Node.js ${a} detected but native WebSocket not found.`,workaround:"Provide a WebSocket implementation via the transport option."}:{type:"unsupported",error:`Node.js ${a} detected without native WebSocket support.`,workaround:`For Node.js < 22, install "ws" package and provide it via the transport option: 3169import ws from "ws" 3170new RealtimeClient(url, { transport: ws })`}}}return{type:"unsupported",error:"Unknown JavaScript runtime without WebSocket support.",workaround:"Ensure you're running in a supported environment (browser, Node.js, Deno) or provide a custom WebSocket implementation."}}static getWebSocketConstructor(){const t=this.detectEnvironment();if(t.wsConstructor)return t.wsConstructor;let n=t.error||"WebSocket not supported in this environment.";throw t.workaround&&(n+=` 3171 3172Suggested solution: ${t.workaround}`),new Error(n)}static isWebSocketSupported(){try{const t=this.detectEnvironment();return t.type==="native"||t.type==="ws"}catch{return!1}}}const Cee="2.108.2",jee=`realtime-js/${Cee}`,See="1.0.0",KN="2.0.0",_ee=KN,Eee=1e4,Tee=100,Mi={closed:"closed",errored:"errored",joined:"joined",joining:"joining",leaving:"leaving"},JN={close:"phx_close",error:"phx_error",join:"phx_join",reply:"phx_reply",leave:"phx_leave",access_token:"access_token"},gy={connecting:"connecting",open:"open",closing:"closing",closed:"closed"};class Pee{constructor(t){this.HEADER_LENGTH=1,this.USER_BROADCAST_PUSH_META_LENGTH=6,this.KINDS={userBroadcastPush:3,userBroadcast:4},this.BINARY_ENCODING=0,this.JSON_ENCODING=1,this.BROADCAST_EVENT="broadcast",this.allowedMetadataKeys=[],this.allowedMetadataKeys=t??[]}encode(t,n){if(t.event===this.BROADCAST_EVENT&&!(t.payload instanceof ArrayBuffer)&&typeof t.payload.event=="string")return n(this._binaryEncodeUserBroadcastPush(t));let r=[t.join_ref,t.ref,t.topic,t.event,t.payload];return n(JSON.stringify(r))}_binaryEncodeUserBroadcastPush(t){var n;return this._isArrayBuffer((n=t.payload)===null||n===void 0?void 0:n.payload)?this._encodeBinaryUserBroadcastPush(t):this._encodeJsonUserBroadcastPush(t)}_encodeBinaryUserBroadcastPush(t){var n,r;const i=(r=(n=t.payload)===null||n===void 0?void 0:n.payload)!==null&&r!==void 0?r:new ArrayBuffer(0);return this._encodeUserBroadcastPush(t,this.BINARY_ENCODING,i)}_encodeJsonUserBroadcastPush(t){var n,r;const i=(r=(n=t.payload)===null||n===void 0?void 0:n.payload)!==null&&r!==void 0?r:{},o=new TextEncoder().encode(JSON.stringify(i)).buffer;return this._encodeUserBroadcastPush(t,this.JSON_ENCODING,o)}_encodeUserBroadcastPush(t,n,r){var i,s;const o=t.topic,a=(i=t.ref)!==null&&i!==void 0?i:"",c=(s=t.join_ref)!==null&&s!==void 0?s:"",u=t.payload.event,p=this.allowedMetadataKeys?this._pick(t.payload,this.allowedMetadataKeys):{},d=Object.keys(p).length===0?"":JSON.stringify(p);if(c.length>255)throw new Error(`joinRef length ${c.length} exceeds maximum of 255`);if(a.length>255)throw new Error(`ref length ${a.length} exceeds maximum of 255`);if(o.length>255)throw new Error(`topic length ${o.length} exceeds maximum of 255`);if(u.length>255)throw new Error(`userEvent length ${u.length} exceeds maximum of 255`);if(d.length>255)throw new Error(`metadata length ${d.length} exceeds maximum of 255`);const h=this.USER_BROADCAST_PUSH_META_LENGTH+c.length+a.length+o.length+u.length+d.length,f=new ArrayBuffer(this.HEADER_LENGTH+h);let m=new DataView(f),g=0;m.setUint8(g++,this.KINDS.userBroadcastPush),m.setUint8(g++,c.length),m.setUint8(g++,a.length),m.setUint8(g++,o.length),m.setUint8(g++,u.length),m.setUint8(g++,d.length),m.setUint8(g++,n),Array.from(c,v=>m.setUint8(g++,v.charCodeAt(0))),Array.from(a,v=>m.setUint8(g++,v.charCodeAt(0))),Array.from(o,v=>m.setUint8(g++,v.charCodeAt(0))),Array.from(u,v=>m.setUint8(g++,v.charCodeAt(0))),Array.from(d,v=>m.setUint8(g++,v.charCodeAt(0)));var x=new Uint8Array(f.byteLength+r.byteLength);return x.set(new Uint8Array(f),0),x.set(new Uint8Array(r),f.byteLength),x.buffer}decode(t,n){if(this._isArrayBuffer(t)){let r=this._binaryDecode(t);return n(r)}if(typeof t=="string"){const r=JSON.parse(t),[i,s,o,a,c]=r;
3172return n({join_ref:i,ref:s,topic:o,event:a,payload:c})}return n({})}_binaryDecode(t){const n=new DataView(t),r=n.getUint8(0),i=new TextDecoder;switch(r){case this.KINDS.userBroadcast:return this._decodeUserBroadcast(t,n,i)}}_decodeUserBroadcast(t,n,r){const i=n.getUint8(1),s=n.getUint8(2),o=n.getUint8(3),a=n.getUint8(4);let c=this.HEADER_LENGTH+4;const u=r.decode(t.slice(c,c+i));c=c+i;const p=r.decode(t.slice(c,c+s));c=c+s;const d=r.decode(t.slice(c,c+o));c=c+o;const h=t.slice(c,t.byteLength),f=a===this.JSON_ENCODING?JSON.parse(r.decode(h)):h,m={type:this.BROADCAST_EVENT,event:p,payload:f};return o>0&&(m.meta=JSON.parse(d)),{join_ref:null,ref:null,topic:u,event:this.BROADCAST_EVENT,payload:m}}_isArrayBuffer(t){var n;return t instanceof ArrayBuffer||((n=t==null?void 0:t.constructor)===null||n===void 0?void 0:n.name)==="ArrayBuffer"}_pick(t,n){return!t||typeof t!="object"?{}:Object.fromEntries(Object.entries(t).filter(([r])=>n.includes(r)))}}var qe;(function(e){e.abstime="abstime",e.bool="bool",e.date="date",e.daterange="daterange",e.float4="float4",e.float8="float8",e.int2="int2",e.int4="int4",e.int4range="int4range",e.int8="int8",e.int8range="int8range",e.json="json",e.jsonb="jsonb",e.money="money",e.numeric="numeric",e.oid="oid",e.reltime="reltime",e.text="text",e.time="time",e.timestamp="timestamp",e.timestamptz="timestamptz",e.timetz="timetz",e.tsrange="tsrange",e.tstzrange="tstzrange"})(qe||(qe={}));const aj=(e,t,n={})=>{var r;const i=(r=n.skipTypes)!==null&&r!==void 0?r:[];return t?Object.keys(t).reduce((s,o)=>(s[o]=Aee(o,e,t,i),s),{}):{}},Aee=(e,t,n,r)=>{const i=t.find(a=>a.name===e),s=i==null?void 0:i.type,o=n[e];return s&&!r.includes(s)?YN(s,o):vy(o)},YN=(e,t)=>{if(e.charAt(0)==="_"){const n=e.slice(1,e.length);return Iee(t,n)}switch(e){case qe.bool:return Nee(t);case qe.float4:case qe.float8:case qe.int2:case qe.int4:case qe.int8:case qe.numeric:case qe.oid:return Ree(t);case qe.json:case qe.jsonb:return qee(t);case qe.timestamp:return Lee(t);case qe.abstime:case qe.date:case qe.daterange:case qe.int4range:case qe.int8range:case qe.money:case qe.reltime:case qe.text:case qe.time:case qe.timestamptz:case qe.timetz:case qe.tsrange:case qe.tstzrange:return vy(t);default:return vy(t)}},vy=e=>e,Nee=e=>{switch(e){case"t":return!0;case"f":return!1;default:return e}},Ree=e=>{if(typeof e=="string"){const t=parseFloat(e);if(!Number.isNaN(t))return t}return e},qee=e=>{if(typeof e=="string")try{return JSON.parse(e)}catch{return e}return e},Iee=(e,t)=>{if(typeof e!="string")return e;const n=e.length-1,r=e[n];if(e[0]==="{"&&r==="}"){let s;const o=e.slice(1,n);try{s=JSON.parse("["+o+"]")}catch{s=o?o.split(","):[]}return s.map(a=>YN(t,a))}return e},Lee=e=>typeof e=="string"?e.replace(" ","T"):e,QN=e=>{const t=new URL(e);return t.protocol=t.protocol.replace(/^ws/i,"http"),t.pathname=t.pathname.replace(/\/+$/,"").replace(/\/socket\/websocket$/i,"").replace(/\/socket$/i,"").replace(/\/websocket$/i,""),t.pathname===""||t.pathname==="/"?t.pathname="/api/broadcast":t.pathname=t.pathname+"/api/broadcast",t.href};var Kl=e=>typeof e=="function"?e:function(){return e},Oee=typeof self<"u"?self:null,Oo=typeof window<"u"?window:null,xr=Oee||Oo||globalThis,Dee="2.0.0",Mee=1e4,Bee=1e3,Sr={connecting:0,open:1,closing:2,closed:3},Wt={closed:"closed",errored:"errored",joined:"joined",joining:"joining",leaving:"leaving"},Qr={close:"phx_close",error:"phx_error",join:"phx_join",reply:"phx_reply",leave:"phx_leave"},yy={longpoll:"longpoll",websocket:"websocket"},$ee={complete:4},by="base64url.bearer.phx.",nd=class{constructor(e,t,n,r){this.channel=e,this.event=t,this.payload=n||function(){return{}},this.receivedResp=null,this.timeout=r,this.timeoutTimer=null,this.recHooks=[],this.sent=!1,this.ref=void 0}resend(e){this.timeout=e,this.reset(),this.send()}send(){this.hasReceived("timeout")||(this.startTimeout(),this.sent=!0,this.channel.socket.push({topic:this.channel.topic,event:this.event,payload:this.payload(),ref:this.ref,join_ref:this.channel.joinRef()}))}receive(e,t){return this.hasReceived(e)&&t(this.receivedResp.response),this.recHooks.push({status:e,callback:t}),this}reset(){this.cancelRefEvent(),this.ref=null,this.refEvent=null,this.receivedResp=null,this.sent=!1}destroy(){this.cancelRefEvent(),this.cancelTimeout()}
vendor: 8,157 bytes, line 3172
3172matchReceive({status:e,response:t,_ref:n}){this.recHooks.filter(r=>r.status===e).forEach(r=>r.callback(t))}cancelRefEvent(){this.refEvent&&this.channel.off(this.refEvent)}cancelTimeout(){clearTimeout(this.timeoutTimer),this.timeoutTimer=null}startTimeout(){this.timeoutTimer&&this.cancelTimeout(),this.ref=this.channel.socket.makeRef(),this.refEvent=this.channel.replyEventName(this.ref),this.channel.on(this.refEvent,e=>{this.cancelRefEvent(),this.cancelTimeout(),this.receivedResp=e,this.matchReceive(e)}),this.timeoutTimer=setTimeout(()=>{this.trigger("timeout",{})},this.timeout)}hasReceived(e){return this.receivedResp&&this.receivedResp.status===e}trigger(e,t){this.channel.trigger(this.refEvent,{status:e,response:t})}},XN=class{constructor(e,t){this.callback=e,this.timerCalc=t,this.timer=void 0,this.tries=0}reset(){this.tries=0,clearTimeout(this.timer)}scheduleTimeout(){clearTimeout(this.timer),this.timer=setTimeout(()=>{this.tries=this.tries+1,this.callback()},this.timerCalc(this.tries+1))}},Fee=class{constructor(e,t,n){this.state=Wt.closed,this.topic=e,this.params=Kl(t||{}),this.socket=n,this.bindings=[],this.bindingRef=0,this.timeout=this.socket.timeout,this.joinedOnce=!1,this.joinPush=new nd(this,Qr.join,this.params,this.timeout),this.pushBuffer=[],this.stateChangeRefs=[],this.rejoinTimer=new XN(()=>{this.socket.isConnected()&&this.rejoin()},this.socket.rejoinAfterMs),this.stateChangeRefs.push(this.socket.onError(()=>this.rejoinTimer.reset())),this.stateChangeRefs.push(this.socket.onOpen(()=>{this.rejoinTimer.reset(),this.isErrored()&&this.rejoin()})),this.joinPush.receive("ok",()=>{this.state=Wt.joined,this.rejoinTimer.reset(),this.pushBuffer.forEach(r=>r.send()),this.pushBuffer=[]}),this.joinPush.receive("error",r=>{this.state=Wt.errored,this.socket.hasLogger()&&this.socket.log("channel",`error ${this.topic}`,r),this.socket.isConnected()&&this.rejoinTimer.scheduleTimeout()}),this.onClose(()=>{this.rejoinTimer.reset(),this.socket.hasLogger()&&this.socket.log("channel",`close ${this.topic}`),this.state=Wt.closed,this.socket.remove(this)}),this.onError(r=>{this.socket.hasLogger()&&this.socket.log("channel",`error ${this.topic}`,r),this.isJoining()&&this.joinPush.reset(),this.state=Wt.errored,this.socket.isConnected()&&this.rejoinTimer.scheduleTimeout()}),this.joinPush.receive("timeout",()=>{this.socket.hasLogger()&&this.socket.log("channel",`timeout ${this.topic}`,this.joinPush.timeout),new nd(this,Qr.leave,Kl({}),this.timeout).send(),this.state=Wt.errored,this.joinPush.reset(),this.socket.isConnected()&&this.rejoinTimer.scheduleTimeout()}),this.on(Qr.reply,(r,i)=>{this.trigger(this.replyEventName(i),r)})}join(e=this.timeout){if(this.joinedOnce)throw new Error("tried to join multiple times. 'join' can only be called a single time per channel instance");return this.timeout=e,this.joinedOnce=!0,this.rejoin(),this.joinPush}teardown(){this.pushBuffer.forEach(e=>e.destroy()),this.pushBuffer=[],this.rejoinTimer.reset(),this.joinPush.destroy(),this.state=Wt.closed,this.bindings=[]}onClose(e){this.on(Qr.close,e)}onError(e){return this.on(Qr.error,t=>e(t))}on(e,t){let n=this.bindingRef++;return this.bindings.push({event:e,ref:n,callback:t}),n}off(e,t){this.bindings=this.bindings.filter(n=>!(n.event===e&&(typeof t>"u"||t===n.ref)))}canPush(){return this.socket.isConnected()&&this.isJoined()}push(e,t,n=this.timeout){if(t=t||{},!this.joinedOnce)throw new Error(`tried to push '${e}' to '${this.topic}' before joining. Use channel.join() before pushing events`);let r=new nd(this,e,function(){return t},n);return this.canPush()?r.send():(r.startTimeout(),this.pushBuffer.push(r)),r}leave(e=this.timeout){this.rejoinTimer.reset(),this.joinPush.cancelTimeout(),this.state=Wt.leaving;let t=()=>{this.socket.hasLogger()&&this.socket.log("channel",`leave ${this.topic}`),this.trigger(Qr.close,"leave"),this.joinedOnce=!1},n=new nd(this,Qr.leave,Kl({}),e);return n.receive("ok",()=>t()).receive("timeout",()=>t()),n.send(),this.canPush()||n.trigger("ok",{}),n}onMessage(e,t,n){return t}filterBindings(e,t,n){return!0}isMember(e,t,n,r){return this.topic!==e?!1:r&&r!==this.joinRef()?(this.socket.hasLogger()&&this.socket.log("channel","dropping outdated message",{topic:e,event:t,payload:n,joinRef:r}),!1):!0}joinRef(){return this.joinPush.ref}rejoin(e=this.timeout){this.isLeaving()||(this.socket.leaveOpenTopic(this.topic),this.state=Wt.joining,this.joinPush.resend(e))}trigger(e,t,n,r){let i=this.onMessage(e,t,n,r);if(t&&!i)throw new Error("channel onMessage callbacks must return the payload, modified or unmodified");let s=this.bindings.filter(o=>o.event===e&&this.filterBindings(o,t,n));for(let o=0;o<s.length;o++)s[o].callback(i,n,r||this.joinRef())}replyEventName(e){return`chan_reply_${e}`}isClosed(){return this.state===Wt.closed}isErrored(){return this.state===Wt.errored}isJoined(){return this.state===Wt.joined}isJoining(){return this.state===Wt.joining}isLeaving(){return this.state===Wt.leaving}},Hp=class{static request(e,t,n,r,i,s,o){if(xr.XDomainRequest){let a=new xr.XDomainRequest;return this.xdomainRequest(a,e,t,r,i,s,o)}else if(xr.XMLHttpRequest){let a=new xr.XMLHttpRequest;return this.xhrRequest(a,e,t,n,r,i,s,o)}else{if(xr.fetch&&xr.AbortController)return this.fetchRequest(e,t,n,r,i,s,o);throw new Error("No suitable XMLHttpRequest implementation found")}}static fetchRequest(e,t,n,r,i,s,o){let a={method:e,headers:n,body:r},c=null;return i&&(c=new AbortController,setTimeout(()=>c.abort(),i),a.signal=c.signal),xr.fetch(t,a).then(u=>u.text()).then(u=>this.parseJSON(u)).then(u=>o&&o(u)).catch(u=>{u.name==="AbortError"&&s?s():o&&o(null)}),c}static xdomainRequest(e,t,n,r,i,s,o){return e.timeout=i,e.open(t,n),e.onload=()=>{let a=this.parseJSON(e.responseText);o&&o(a)},s&&(e.ontimeout=s),e.onprogress=()=>{},e.send(r),e}static xhrRequest(e,t,n,r,i,s,o,a){e.open(t,n,!0),e.timeout=s;for(let[c,u]of Object.entries(r))e.setRequestHeader(c,u);return e.onerror=()=>a&&a(null),e.onreadystatechange=()=>{if(e.readyState===$ee.complete&&a){let c=this.parseJSON(e.responseText);a(c)}},o&&(e.ontimeout=o),e.send(i),e}static parseJSON(e){if(!e||e==="")return null;try{return JSON.parse(e)}catch{return console&&console.log("failed to parse JSON response",e),null}}static serialize(e,t){let n=[];for(var r in e){if(!Object.prototype.hasOwnProperty.call(e,r))continue;let i=t?`${t}[${r}]`:r,s=e[r];typeof s=="object"?n.push(this.serialize(s,i)):n.push(encodeURIComponent(i)+"="+encodeURIComponent(s))}return n.join("&")}static appendParams(e,t){if(Object.keys(t).length===0)return e;let n=e.match(/\?/)?"&":"?";return`${e}${n}${this.serialize(t)}`}},zee=e=>{let t="",n=new Uint8Array(e),r=n.byteLength;for(let i=0;i<r;i++)t+=String.fromCharCode(n[i]);return btoa(t)},Po=class{constructor(e,t){t&&t.length===2&&t[1].startsWith(by)&&(this.authToken=atob(t[1].slice(by.length))),this.endPoint=null,this.token=null,this.skipHeartbeat=!0,this.reqs=new Set,this.awaitingBatchAck=!1,this.currentBatch=null,this.currentBatchTimer=null,this.batchBuffer=[],this.onopen=function(){},this.onerror=function(){},this.onmessage=function(){},this.onclose=function(){},this.pollEndpoint=this.normalizeEndpoint(e),this.readyState=Sr.connecting,setTimeout(()=>this.poll(),0)}normalizeEndpoint(e){return e.replace("ws://","http://").replace("wss://","https://").replace(new RegExp("(.*)/"+yy.websocket),"$1/"+yy.longpoll)}endpointURL(){return Hp.appendParams(this.pollEndpoint,{token:this.token})}closeAndRetry(e,t,n){this.close(e,t,n),this.readyState=Sr.connecting}ontimeout(){this.onerror("timeout"),this.closeAndRetry(1005,"timeout",!1)}isActive(){return this.readyState===Sr.open||this.readyState===Sr.connecting}poll(){const e={Accept:"application/json"};this.authToken&&(e["X-Phoenix-AuthToken"]=this.authToken),this.ajax("GET",e,null,()=>this.ontimeout(),t=>{if(t){var{status:n,token:r,messages:i}=t;if(n===410&&this.token!==null){this.onerror(410),this.closeAndRetry(3410,"session_gone",!1);return}this.token=r}else n=0;switch(n){case 200:i.forEach(s=>{setTimeout(()=>this.onmessage({data:s}),0)}),this.poll();break;case 204:this.poll();break;case 410:this.readyState=Sr.open,this.onopen({}),this.poll();break;
3172case 403:this.onerror(403),this.close(1008,"forbidden",!1);break;case 0:case 500:this.onerror(500),this.closeAndRetry(1011,"internal server error",500);break;default:throw new Error(`unhandled poll status ${n}`)}})}send(e){typeof e!="string"&&(e=zee(e)),this.currentBatch?this.currentBatch.push(e):this.awaitingBatchAck?this.batchBuffer.push(e):(this.currentBatch=[e],this.currentBatchTimer=setTimeout(()=>{this.batchSend(this.currentBatch),this.currentBatch=null},0))}batchSend(e){this.awaitingBatchAck=!0,this.ajax("POST",{"Content-Type":"application/x-ndjson"},e.join(` 3173`),()=>this.onerror("timeout"),t=>{this.awaitingBatchAck=!1,!t||t.status!==200?(this.onerror(t&&t.status),this.closeAndRetry(1011,"internal server error",!1)):this.batchBuffer.length>0&&(this.batchSend(this.batchBuffer),this.batchBuffer=[])})}close(e,t,n){for(let i of this.reqs)i.abort();this.readyState=Sr.closed;let r=Object.assign({code:1e3,reason:void 0,wasClean:!0},{code:e,reason:t,wasClean:n});this.batchBuffer=[],clearTimeout(this.currentBatchTimer),this.currentBatchTimer=null,typeof CloseEvent<"u"?this.onclose(new CloseEvent("close",r)):this.onclose(r)}ajax(e,t,n,r,i){let s,o=()=>{this.reqs.delete(s),r()};s=Hp.request(e,this.endpointURL(),t,n,this.timeout,o,a=>{this.reqs.delete(s),this.isActive()&&i(a)}),this.reqs.add(s)}},Uee=class Tl{constructor(t,n={}){let r=n.events||{state:"presence_state",diff:"presence_diff"};this.state={},this.pendingDiffs=[],this.channel=t,this.joinRef=null,this.caller={onJoin:function(){},onLeave:function(){},onSync:function(){}},this.channel.on(r.state,i=>{let{onJoin:s,onLeave:o,onSync:a}=this.caller;this.joinRef=this.channel.joinRef(),this.state=Tl.syncState(this.state,i,s,o),this.pendingDiffs.forEach(c=>{this.state=Tl.syncDiff(this.state,c,s,o)}),this.pendingDiffs=[],a()}),this.channel.on(r.diff,i=>{let{onJoin:s,onLeave:o,onSync:a}=this.caller;this.inPendingSyncState()?this.pendingDiffs.push(i):(this.state=Tl.syncDiff(this.state,i,s,o),a())})}onJoin(t){this.caller.onJoin=t}onLeave(t){this.caller.onLeave=t}onSync(t){this.caller.onSync=t}list(t){return Tl.list(this.state,t)}inPendingSyncState(){return!this.joinRef||this.joinRef!==this.channel.joinRef()}static syncState(t,n,r,i){let s=this.clone(t),o={},a={};return this.map(s,(c,u)=>{n[c]||(a[c]=u)}),this.map(n,(c,u)=>{let p=s[c];if(p){let d=u.metas.map(g=>g.phx_ref),h=p.metas.map(g=>g.phx_ref),f=u.metas.filter(g=>h.indexOf(g.phx_ref)<0),m=p.metas.filter(g=>d.indexOf(g.phx_ref)<0);f.length>0&&(o[c]=u,o[c].metas=f),m.length>0&&(a[c]=this.clone(p),a[c].metas=m)}else o[c]=u}),this.syncDiff(s,{joins:o,leaves:a},r,i)}static syncDiff(t,n,r,i){let{joins:s,leaves:o}=this.clone(n);return r||(r=function(){}),i||(i=function(){}),this.map(s,(a,c)=>{let u=t[a];if(t[a]=this.clone(c),u){let p=t[a].metas.map(h=>h.phx_ref),d=u.metas.filter(h=>p.indexOf(h.phx_ref)<0);t[a].metas.unshift(...d)}r(a,u,c)}),this.map(o,(a,c)=>{let u=t[a];if(!u)return;let p=c.metas.map(d=>d.phx_ref);u.metas=u.metas.filter(d=>p.indexOf(d.phx_ref)<0),i(a,u,c),u.metas.length===0&&delete t[a]}),t}static list(t,n){return n||(n=function(r,i){return i}),this.map(t,(r,i)=>n(r,i))}static map(t,n){return Object.getOwnPropertyNames(t).map(r=>n(r,t[r]))}static clone(t){return JSON.parse(JSON.stringify(t))}},rd={HEADER_LENGTH:1,META_LENGTH:4,KINDS:{push:0,reply:1,broadcast:2},encode(e,t){if(e.payload.constructor===ArrayBuffer)return t(this.binaryEncode(e));{let n=[e.join_ref,e.ref,e.topic,e.event,e.payload];return t(JSON.stringify(n))}},decode(e,t){if(e.constructor===ArrayBuffer)return t(this.binaryDecode(e));{let[n,r,i,s,o]=JSON.parse(e);return t({join_ref:n,ref:r,topic:i,event:s,payload:o})}},binaryEncode(e){let{join_ref:t,ref:n,event:r,topic:i,payload:s}=e,o=this.META_LENGTH+t.length+n.length+i.length+r.length,a=new ArrayBuffer(this.HEADER_LENGTH+o),c=new DataView(a),u=0;c.setUint8(u++,this.KINDS.push),c.setUint8(u++,t.length),c.setUint8(u++,n.length),c.setUint8(u++,i.length),c.setUint8(u++,r.length),Array.from(t,d=>c.setUint8(u++,d.charCodeAt(0))),Array.from(n,d=>c.setUint8(u++,d.charCodeAt(0))),Array.from(i,d=>c.setUint8(u++,d.charCodeAt(0))),Array.from(r,d=>c.setUint8(u++,d.charCodeAt(0)));var p=new Uint8Array(a.byteLength+s.byteLength);return p.set(new Uint8Array(a),0),p.set(new Uint8Array(s),a.byteLength),p.buffer},binaryDecode(e){let t=new DataView(e),n=t.getUint8(0),r=new TextDecoder;switch(n){case this.KINDS.push:return this.decodePush(e,t,r);case this.KINDS.reply:return this.decodeReply(e,t,r);case this.KINDS.broadcast:return this.decodeBroadcast(e,t,r)}}
vendor: 8,489 bytes, line 3173
3173,decodePush(e,t,n){let r=t.getUint8(1),i=t.getUint8(2),s=t.getUint8(3),o=this.HEADER_LENGTH+this.META_LENGTH-1,a=n.decode(e.slice(o,o+r));o=o+r;let c=n.decode(e.slice(o,o+i));o=o+i;let u=n.decode(e.slice(o,o+s));o=o+s;let p=e.slice(o,e.byteLength);return{join_ref:a,ref:null,topic:c,event:u,payload:p}},decodeReply(e,t,n){let r=t.getUint8(1),i=t.getUint8(2),s=t.getUint8(3),o=t.getUint8(4),a=this.HEADER_LENGTH+this.META_LENGTH,c=n.decode(e.slice(a,a+r));a=a+r;let u=n.decode(e.slice(a,a+i));a=a+i;let p=n.decode(e.slice(a,a+s));a=a+s;let d=n.decode(e.slice(a,a+o));a=a+o;let h=e.slice(a,e.byteLength),f={status:d,response:h};return{join_ref:c,ref:u,topic:p,event:Qr.reply,payload:f}},decodeBroadcast(e,t,n){let r=t.getUint8(1),i=t.getUint8(2),s=this.HEADER_LENGTH+2,o=n.decode(e.slice(s,s+r));s=s+r;let a=n.decode(e.slice(s,s+i));s=s+i;let c=e.slice(s,e.byteLength);return{join_ref:null,ref:null,topic:o,event:a,payload:c}}},Vee=class{constructor(e,t={}){this.stateChangeCallbacks={open:[],close:[],error:[],message:[]},this.channels=[],this.sendBuffer=[],this.ref=0,this.fallbackRef=null,this.timeout=t.timeout||Mee,this.transport=t.transport||xr.WebSocket||Po,this.conn=void 0,this.primaryPassedHealthCheck=!1,this.longPollFallbackMs=t.longPollFallbackMs,this.fallbackTimer=null;let n=null;try{n=xr&&xr.sessionStorage}catch{}this.sessionStore=t.sessionStorage||n,this.establishedConnections=0,this.defaultEncoder=rd.encode.bind(rd),this.defaultDecoder=rd.decode.bind(rd),this.closeWasClean=!0,this.disconnecting=!1,this.binaryType=t.binaryType||"arraybuffer",this.connectClock=1,this.pageHidden=!1,this.encode=void 0,this.decode=void 0,this.transport!==Po?(this.encode=t.encode||this.defaultEncoder,this.decode=t.decode||this.defaultDecoder):(this.encode=this.defaultEncoder,this.decode=this.defaultDecoder);let r=null;Oo&&Oo.addEventListener&&(Oo.addEventListener("pagehide",i=>{this.conn&&(this.disconnect(),r=this.connectClock)}),Oo.addEventListener("pageshow",i=>{r===this.connectClock&&(r=null,this.connect())}),Oo.addEventListener("visibilitychange",()=>{document.visibilityState==="hidden"?this.pageHidden=!0:(this.pageHidden=!1,!this.isConnected()&&!this.closeWasClean&&this.teardown(()=>this.connect()))})),this.heartbeatIntervalMs=t.heartbeatIntervalMs||3e4,this.autoSendHeartbeat=t.autoSendHeartbeat??!0,this.heartbeatCallback=t.heartbeatCallback??(()=>{}),this.rejoinAfterMs=i=>t.rejoinAfterMs?t.rejoinAfterMs(i):[1e3,2e3,5e3][i-1]||1e4,this.reconnectAfterMs=i=>t.reconnectAfterMs?t.reconnectAfterMs(i):[10,50,100,150,200,250,500,1e3,2e3][i-1]||5e3,this.logger=t.logger||null,!this.logger&&t.debug&&(this.logger=(i,s,o)=>{console.log(`${i}: ${s}`,o)}),this.longpollerTimeout=t.longpollerTimeout||2e4,this.params=Kl(t.params||{}),this.endPoint=`${e}/${yy.websocket}`,this.vsn=t.vsn||Dee,this.heartbeatTimeoutTimer=null,this.heartbeatTimer=null,this.heartbeatSentAt=null,this.pendingHeartbeatRef=null,this.reconnectTimer=new XN(()=>{if(this.pageHidden){this.log("Not reconnecting as page is hidden!"),this.teardown();return}this.teardown(async()=>{t.beforeReconnect&&await t.beforeReconnect(),this.connect()})},this.reconnectAfterMs),this.authToken=t.authToken}getLongPollTransport(){return Po}replaceTransport(e){this.connectClock++,this.closeWasClean=!0,clearTimeout(this.fallbackTimer),this.reconnectTimer.reset(),this.conn&&(this.conn.close(),this.conn=null),this.transport=e}protocol(){return location.protocol.match(/^https/)?"wss":"ws"}endPointURL(){let e=Hp.appendParams(Hp.appendParams(this.endPoint,this.params()),{vsn:this.vsn});return e.charAt(0)!=="/"?e:e.charAt(1)==="/"?`${this.protocol()}:${e}`:`${this.protocol()}://${location.host}${e}`}disconnect(e,t,n){this.connectClock++,this.disconnecting=!0,this.closeWasClean=!0,clearTimeout(this.fallbackTimer),this.reconnectTimer.reset(),this.teardown(()=>{this.disconnecting=!1,e&&e()},t,n)}connect(e){e&&(console&&console.log("passing params to connect is deprecated. Instead pass :params to the Socket constructor"),this.params=Kl(e)),!(this.conn&&!this.disconnecting)&&(this.longPollFallbackMs&&this.transport!==Po?this.connectWithFallback(Po,this.longPollFallbackMs):this.transportConnect())}log(e,t,n){this.logger&&this.logger(e,t,n)}hasLogger(){return this.logger!==null}onOpen(e){let t=this.makeRef();return this.stateChangeCallbacks.open.push([t,e]),t}onClose(e){let t=this.makeRef();return this.stateChangeCallbacks.close.push([t,e]),t}onError(e){let t=this.makeRef();return this.stateChangeCallbacks.error.push([t,e]),t}onMessage(e){let t=this.makeRef();return this.stateChangeCallbacks.message.push([t,e]),t}onHeartbeat(e){this.heartbeatCallback=e}ping(e){if(!this.isConnected())return!1;let t=this.makeRef(),n=Date.now();this.push({topic:"phoenix",event:"heartbeat",payload:{},ref:t});let r=this.onMessage(i=>{i.ref===t&&(this.off([r]),e(Date.now()-n))});return!0}transportName(e){switch(e){case Po:return"LongPoll";default:return e.name}}transportConnect(){this.connectClock++,this.closeWasClean=!1;let e;this.authToken&&(e=["phoenix",`${by}${btoa(this.authToken).replace(/=/g,"")}`]),this.conn=new this.transport(this.endPointURL(),e),this.conn.binaryType=this.binaryType,this.conn.timeout=this.longpollerTimeout,this.conn.onopen=()=>this.onConnOpen(),this.conn.onerror=t=>this.onConnError(t),this.conn.onmessage=t=>this.onConnMessage(t),this.conn.onclose=t=>this.onConnClose(t)}getSession(e){return this.sessionStore&&this.sessionStore.getItem(e)}storeSession(e,t){this.sessionStore&&this.sessionStore.setItem(e,t)}connectWithFallback(e,t=2500){clearTimeout(this.fallbackTimer);let n=!1,r=!0,i,s,o=this.transportName(e),a=c=>{this.log("transport",`falling back to ${o}...`,c),this.off([i,s]),r=!1,this.replaceTransport(e),this.transportConnect()};if(this.getSession(`phx:fallback:${o}`))return a("memorized");this.fallbackTimer=setTimeout(a,t),s=this.onError(c=>{this.log("transport","error",c),r&&!n&&(clearTimeout(this.fallbackTimer),a(c))}),this.fallbackRef&&this.off([this.fallbackRef]),this.fallbackRef=this.onOpen(()=>{if(n=!0,!r){let c=this.transportName(e);return this.primaryPassedHealthCheck||this.storeSession(`phx:fallback:${c}`,"true"),this.log("transport",`established ${c} fallback`)}clearTimeout(this.fallbackTimer),this.fallbackTimer=setTimeout(a,t),this.ping(c=>{this.log("transport","connected to primary after",c),this.primaryPassedHealthCheck=!0,clearTimeout(this.fallbackTimer)})}),this.transportConnect()}clearHeartbeats(){clearTimeout(this.heartbeatTimer),clearTimeout(this.heartbeatTimeoutTimer)}onConnOpen(){this.hasLogger()&&this.log("transport",`connected to ${this.endPointURL()}`),this.closeWasClean=!1,this.disconnecting=!1,this.establishedConnections++,this.flushSendBuffer(),this.reconnectTimer.reset(),this.autoSendHeartbeat&&this.resetHeartbeat(),this.triggerStateCallbacks("open")}heartbeatTimeout(){if(this.pendingHeartbeatRef){this.pendingHeartbeatRef=null,this.heartbeatSentAt=null,this.hasLogger()&&this.log("transport","heartbeat timeout. Attempting to re-establish connection");try{this.heartbeatCallback("timeout")}catch(e){this.log("error","error in heartbeat callback",e)}this.triggerChanError(new Error("heartbeat timeout")),this.closeWasClean=!1,this.teardown(()=>this.reconnectTimer.scheduleTimeout(),Bee,"heartbeat timeout")}}resetHeartbeat(){this.conn&&this.conn.skipHeartbeat||(this.pendingHeartbeatRef=null,this.clearHeartbeats(),this.heartbeatTimer=setTimeout(()=>this.sendHeartbeat(),this.heartbeatIntervalMs))}teardown(e,t,n){if(!this.conn)return e&&e();const r=this.conn;this.waitForBufferDone(r,()=>{t?r.close(t,n||""):r.close(),this.waitForSocketClosed(r,()=>{this.conn===r&&(this.conn.onopen=function(){},this.conn.onerror=function(){},this.conn.onmessage=function(){},this.conn.onclose=function(){},this.conn=null),e&&e()})})}waitForBufferDone(e,t,n=1){if(n===5||!e.bufferedAmount){t();return}setTimeout(()=>{this.waitForBufferDone(e,t,n+1)},150*n)}waitForSocketClosed(e,t,n=1){if(n===5||e.readyState===Sr.closed){t();return}setTimeout(()=>{this.waitForSocketClosed(e,t,n+1)},150*n)}onConnClose(e){this.conn&&(this.conn.onclose=()=>{}),this.hasLogger()&&this.log("transport","close",e),this.triggerChanError(e),this.clearHeartbeats(),this.closeWasClean||this.reconnectTimer.scheduleTimeout(),this.triggerStateCallbacks("close",e)}onConnError(e){this.hasLogger()&&this.log("transport","error",e);let t=this.transport,n=this.establishedConnections;this.triggerStateCallbacks("error",e,t,n),(t===this.transport||n>0)&&this.triggerChanError(e)}
vendor: 4,134 bytes, line 3173
3173triggerChanError(e){this.channels.forEach(t=>{t.isErrored()||t.isLeaving()||t.isClosed()||t.trigger(Qr.error,e)})}connectionState(){switch(this.conn&&this.conn.readyState){case Sr.connecting:return"connecting";case Sr.open:return"open";case Sr.closing:return"closing";default:return"closed"}}isConnected(){return this.connectionState()==="open"}remove(e){this.off(e.stateChangeRefs),this.channels=this.channels.filter(t=>t!==e)}off(e){for(let t in this.stateChangeCallbacks)this.stateChangeCallbacks[t]=this.stateChangeCallbacks[t].filter(([n])=>e.indexOf(n)===-1)}channel(e,t={}){let n=new Fee(e,t,this);return this.channels.push(n),n}push(e){if(this.hasLogger()){let{topic:t,event:n,payload:r,ref:i,join_ref:s}=e;this.log("push",`${t} ${n} (${s}, ${i})`,r)}this.isConnected()?this.encode(e,t=>this.conn.send(t)):this.sendBuffer.push(()=>this.encode(e,t=>this.conn.send(t)))}makeRef(){let e=this.ref+1;return e===this.ref?this.ref=0:this.ref=e,this.ref.toString()}sendHeartbeat(){if(!this.isConnected()){try{this.heartbeatCallback("disconnected")}catch(e){this.log("error","error in heartbeat callback",e)}return}if(this.pendingHeartbeatRef){this.heartbeatTimeout();return}this.pendingHeartbeatRef=this.makeRef(),this.heartbeatSentAt=Date.now(),this.push({topic:"phoenix",event:"heartbeat",payload:{},ref:this.pendingHeartbeatRef});try{this.heartbeatCallback("sent")}catch(e){this.log("error","error in heartbeat callback",e)}this.heartbeatTimeoutTimer=setTimeout(()=>this.heartbeatTimeout(),this.heartbeatIntervalMs)}flushSendBuffer(){this.isConnected()&&this.sendBuffer.length>0&&(this.sendBuffer.forEach(e=>e()),this.sendBuffer=[])}onConnMessage(e){this.decode(e.data,t=>{let{topic:n,event:r,payload:i,ref:s,join_ref:o}=t;if(s&&s===this.pendingHeartbeatRef){const a=this.heartbeatSentAt?Date.now()-this.heartbeatSentAt:void 0;this.clearHeartbeats();try{this.heartbeatCallback(i.status==="ok"?"ok":"error",a)}catch(c){this.log("error","error in heartbeat callback",c)}this.pendingHeartbeatRef=null,this.heartbeatSentAt=null,this.autoSendHeartbeat&&(this.heartbeatTimer=setTimeout(()=>this.sendHeartbeat(),this.heartbeatIntervalMs))}this.hasLogger()&&this.log("receive",`${i.status||""} ${n} ${r} ${s&&"("+s+")"||""}`.trim(),i);for(let a=0;a<this.channels.length;a++){const c=this.channels[a];c.isMember(n,r,i,o)&&c.trigger(r,i,s,o)}this.triggerStateCallbacks("message",t)})}triggerStateCallbacks(e,...t){try{this.stateChangeCallbacks[e].forEach(([n,r])=>{try{r(...t)}catch(i){this.log("error",`error in ${e} callback`,i)}})}catch(n){this.log("error",`error triggering ${e} callbacks`,n)}}leaveOpenTopic(e){let t=this.channels.find(n=>n.topic===e&&(n.isJoined()||n.isJoining()));t&&(this.hasLogger()&&this.log("transport",`leaving duplicate topic "${e}"`),t.leave())}};class Jl{constructor(t,n){const r=Hee(n);this.presence=new Uee(t.getChannel(),r),this.presence.onJoin((i,s,o)=>{const a=Jl.onJoinPayload(i,s,o);t.getChannel().trigger("presence",a)}),this.presence.onLeave((i,s,o)=>{const a=Jl.onLeavePayload(i,s,o);t.getChannel().trigger("presence",a)}),this.presence.onSync(()=>{t.getChannel().trigger("presence",{event:"sync"})})}get state(){return Jl.transformState(this.presence.state)}static transformState(t){return t=Wee(t),Object.getOwnPropertyNames(t).reduce((n,r)=>{const i=t[r];return n[r]=Hd(i),n},{})}static onJoinPayload(t,n,r){const i=lj(n),s=Hd(r);return{event:"join",key:t,currentPresences:i,newPresences:s}}static onLeavePayload(t,n,r){const i=lj(n),s=Hd(r);return{event:"leave",key:t,currentPresences:i,leftPresences:s}}}function Hd(e){return e.metas.map(t=>(t.presence_ref=t.phx_ref,delete t.phx_ref,delete t.phx_ref_prev,t))}function Wee(e){return JSON.parse(JSON.stringify(e))}function Hee(e){return(e==null?void 0:e.events)&&{events:e.events}}function lj(e){return e!=null&&e.metas?Hd(e):[]}var cj;(function(e){e.SYNC="sync",e.JOIN="join",e.LEAVE="leave"})(cj||(cj={}));class Gee{get state(){return this.presenceAdapter.state}constructor(t,n){this.channel=t,this.presenceAdapter=new Jl(this.channel.channelAdapter,n)}}function Kee(e){if(e instanceof Error)return e;if(typeof e=="string")return new Error(e);
3173if(e&&typeof e=="object"){const t=e;if(typeof t.code=="number"){const n=typeof t.reason=="string"&&t.reason?` (${t.reason})`:"";return new Error(`socket closed: ${t.code}${n}`,{cause:e})}return new Error("channel error: transport failure",{cause:e})}return new Error("channel error: connection lost")}class Jee{constructor(t,n,r){const i=Yee(r);this.channel=t.getSocket().channel(n,i),this.socket=t}get state(){return this.channel.state}set state(t){this.channel.state=t}get joinedOnce(){return this.channel.joinedOnce}get joinPush(){return this.channel.joinPush}get rejoinTimer(){return this.channel.rejoinTimer}on(t,n){return this.channel.on(t,n)}off(t,n){this.channel.off(t,n)}subscribe(t){return this.channel.join(t)}unsubscribe(t){return this.channel.leave(t)}teardown(){this.channel.teardown()}onClose(t){this.channel.onClose(t)}onError(t){return this.channel.onError(t)}push(t,n,r){let i;try{i=this.channel.push(t,n,r)}catch{throw new Error(`tried to push '${t}' to '${this.channel.topic}' before joining. Use channel.subscribe() before pushing events`)}if(this.channel.pushBuffer.length>Tee){const s=this.channel.pushBuffer.shift();s.cancelTimeout(),this.socket.log("channel",`discarded push due to buffer overflow: ${s.event}`,s.payload())}return i}updateJoinPayload(t){const n=this.channel.joinPush.payload();this.channel.joinPush.payload=()=>Object.assign(Object.assign({},n),t)}canPush(){return this.socket.isConnected()&&this.state===Mi.joined}isJoined(){return this.state===Mi.joined}isJoining(){return this.state===Mi.joining}isClosed(){return this.state===Mi.closed}isLeaving(){return this.state===Mi.leaving}updateFilterBindings(t){this.channel.filterBindings=t}updatePayloadTransform(t){this.channel.onMessage=t}getChannel(){return this.channel}}function Yee(e){return{config:Object.assign({broadcast:{ack:!1,self:!1},presence:{key:"",enabled:!1},private:!1},e.config)}}var uj;(function(e){e.ALL="*",e.INSERT="INSERT",e.UPDATE="UPDATE",e.DELETE="DELETE"})(uj||(uj={}));var ta;(function(e){e.BROADCAST="broadcast",e.PRESENCE="presence",e.POSTGRES_CHANGES="postgres_changes",e.SYSTEM="system"})(ta||(ta={}));var Xr;(function(e){e.SUBSCRIBED="SUBSCRIBED",e.TIMED_OUT="TIMED_OUT",e.CLOSED="CLOSED",e.CHANNEL_ERROR="CHANNEL_ERROR"})(Xr||(Xr={}));class Yl{get state(){return this.channelAdapter.state}set state(t){this.channelAdapter.state=t}get joinedOnce(){return this.channelAdapter.joinedOnce}get timeout(){return this.socket.timeout}get joinPush(){return this.channelAdapter.joinPush}get rejoinTimer(){return this.channelAdapter.rejoinTimer}constructor(t,n={config:{}},r){var i,s;if(this.topic=t,this.params=n,this.socket=r,this.bindings={},this.subTopic=t.replace(/^realtime:/i,""),this.params.config=Object.assign({broadcast:{ack:!1,self:!1},presence:{key:"",enabled:!1},private:!1},n.config),this.channelAdapter=new Jee(this.socket.socketAdapter,t,this.params),this.presence=new Gee(this),this._onClose(()=>{this.socket._remove(this)}),this._updateFilterTransform(),this.broadcastEndpointURL=QN(this.socket.socketAdapter.endPointURL()),this.private=this.params.config.private||!1,!this.private&&(!((s=(i=this.params.config)===null||i===void 0?void 0:i.broadcast)===null||s===void 0)&&s.replay))throw new Error(`tried to use replay on public channel '${this.topic}'. It must be a private channel.`)}subscribe(t,n=this.timeout){var r,i,s;if(this.socket.isConnected()||this.socket.connect(),this.channelAdapter.isClosed()){const{config:{broadcast:o,presence:a,private:c}}=this.params,u=(i=(r=this.bindings.postgres_changes)===null||r===void 0?void 0:r.map(f=>f.filter))!==null&&i!==void 0?i:[],p=!!this.bindings[ta.PRESENCE]&&this.bindings[ta.PRESENCE].length>0||((s=this.params.config.presence)===null||s===void 0?void 0:s.enabled)===!0,d={},h={broadcast:o,presence:Object.assign(Object.assign({},a),{enabled:p}),postgres_changes:u,private:c};this.socket.accessTokenValue&&(d.access_token=this.socket.accessTokenValue),this._onError(f=>{t==null||t(Xr.CHANNEL_ERROR,Kee(f))}),this._onClose(()=>t==null?void 0:t(Xr.CLOSED)),this.updateJoinPayload(Object.assign({config:h},d)),this._updateFilterMessage(),this.channelAdapter.subscribe(n).receive("ok",async({postgres_changes:f})=>{if(this.socket._isManualToken()||this.socket.setAuth(),f===void 0){t==null||t(Xr.SUBSCRIBED);return}this._updatePostgresBindings(f,t)}).receive("error",f=>{this.state=Mi.errored;const m=Object.values(f).join(", ")||"error";t==null||t(Xr.CHANNEL_ERROR,new Error(m,{cause:f}))}).receive("timeout",()=>{t==null||t(Xr.TIMED_OUT)})}return this}_updatePostgresBindings(t,n){var r;const i=this.bindings.postgres_changes,s=(r=i==null?void 0:i.length)!==null&&r!==void 0?r:0,o=[];for(let a=0;a<s;a++){const c=i[a],{filter:{event:u,schema:p,table:d,filter:h}}=c,f=t&&t[a];if(f&&f.event===u&&Yl.isFilterValueEqual(f.schema,p)&&Yl.isFilterValueEqual(f.table,d)&&Yl.isFilterValueEqual(f.filter,h))o.push(Object.assign(Object.assign({},c),{id:f.id}));else{this.unsubscribe(),this.state=Mi.errored,n==null||n(Xr.CHANNEL_ERROR,new Error("mismatch between server and client bindings for postgres changes"));return}}this.bindings.postgres_changes=o,this.state!=Mi.errored&&n&&n(Xr.SUBSCRIBED)}presenceState(){return this.presence.state}async track(t,n={}){return await this.send({type:"presence",event:"track",payload:t},n.timeout||this.timeout)}async untrack(t={}){return await this.send({type:"presence",event:"untrack"},t)}on(t,n,r){const i=this.channelAdapter.isJoined()||this.channelAdapter.isJoining(),s=t===ta.PRESENCE||t===ta.POSTGRES_CHANGES;if(i&&s)throw this.socket.log("channel",`cannot add \`${t}\` callbacks for ${this.topic} after \`subscribe()\`.`),new Error(`cannot add \`${t}\` callbacks for ${this.topic} after \`subscribe()\`.`);return this._on(t,n,r)}async httpSend(t,n,r={}){var i;if(n==null)return Promise.reject(new Error("Payload is required for httpSend()"));const s=n instanceof ArrayBuffer||ArrayBuffer.isView(n),o={apikey:this.socket.apiKey?this.socket.apiKey:"","Content-Type":s?"application/octet-stream":"application/json"};this.socket.accessTokenValue&&(o.Authorization=`Bearer ${this.socket.accessTokenValue}`);const a=new URL(this.broadcastEndpointURL);a.pathname+=`/${encodeURIComponent(this.subTopic)}/events/${encodeURIComponent(t)}`,this.private&&a.searchParams.set("private","true");const c={method:"POST",headers:o,body:s?n:JSON.stringify(n)},u=await this._fetchWithTimeout(a.toString(),c,(i=r.timeout)!==null&&i!==void 0?i:this.timeout);if(u.status===202)return{success:!0};if(u.status===404)return Promise.reject(new Error("httpSend() requires Realtime server v2.97.0 or newer; the endpoint returned 404. Update your Supabase CLI to a recent version, or upgrade the Realtime server in your self-hosted setup. See https://github.com/supabase/supabase-js/blob/master/packages/core/realt
3173ime-js/migrations/httpsend-server-version.md"));let p=u.statusText;try{const d=await u.json();p=d.error||d.message||p}catch{}return Promise.reject(new Error(p))}async send(t,n={}){var r,i;if(!this.channelAdapter.canPush()&&t.type==="broadcast"){console.warn("Realtime send() is automatically falling back to REST API. This behavior will be deprecated in the future. Please use httpSend() explicitly for REST delivery.");const{event:s,payload:o}=t,a={apikey:this.socket.apiKey?this.socket.apiKey:"","Content-Type":"application/json"};this.socket.accessTokenValue&&(a.Authorization=`Bearer ${this.socket.accessTokenValue}`);const c={method:"POST",headers:a,body:JSON.stringify({messages:[{topic:this.subTopic,event:s,payload:o,private:this.private}]})};try{const u=await this._fetchWithTimeout(this.broadcastEndpointURL,c,(r=n.timeout)!==null&&r!==void 0?r:this.timeout);return await((i=u.body)===null||i===void 0?void 0:i.cancel()),u.ok?"ok":"error"}catch(u){return u instanceof Error&&u.name==="AbortError"?"timed out":"error"}}else return new Promise(s=>{var o,a,c;const u=this.channelAdapter.push(t.type,t,n.timeout||this.timeout);t.type==="broadcast"&&!(!((c=(a=(o=this.params)===null||o===void 0?void 0:o.config)===null||a===void 0?void 0:a.broadcast)===null||c===void 0)&&c.ack)&&s("ok"),u.receive("ok",()=>s("ok")),u.receive("error",()=>s("error")),u.receive("timeout",()=>s("timed out"))})}updateJoinPayload(t){this.channelAdapter.updateJoinPayload(t)}async unsubscribe(t=this.timeout){return new Promise(n=>{this.channelAdapter.unsubscribe(t).receive("ok",()=>n("ok")).receive("timeout",()=>n("timed out")).receive("error",()=>n("error"))})}teardown(){this.channelAdapter.teardown()}async _fetchWithTimeout(t,n,r){const i=new AbortController,s=setTimeout(()=>i.abort(),r),o=await this.socket.fetch(t,Object.assign(Object.assign({},n),{signal:i.signal}));return clearTimeout(s),o}_on(t,n,r){const i=t.toLocaleLowerCase(),s=this.channelAdapter.on(t,r),o={type:i,filter:n,callback:r,ref:s};return this.bindings[i]?this.bindings[i].push(o):this.bindings[i]=[o],this._updateFilterMessage(),this}_onClose(t){this.channelAdapter.onClose(t)}_onError(t){this.channelAdapter.onError(t)}_updateFilterMessage(){this.channelAdapter.updateFilterBindings((t,n,r)=>{var i,s,o,a,c,u,p;const d=t.event.toLocaleLowerCase();if(this._notThisChannelEvent(d,r))return!1;const h=(i=this.bindings[d])===null||i===void 0?void 0:i.find(f=>f.ref===t.ref);if(!h)return!0;if(["broadcast","presence","postgres_changes"].includes(d))if("id"in h){const f=h.id,m=(s=h.filter)===null||s===void 0?void 0:s.event;return f&&((o=n.ids)===null||o===void 0?void 0:o.includes(f))&&(m==="*"||(m==null?void 0:m.toLocaleLowerCase())===((a=n.data)===null||a===void 0?void 0:a.type.toLocaleLowerCase()))}else{const f=(u=(c=h==null?void 0:h.filter)===null||c===void 0?void 0:c.event)===null||u===void 0?void 0:u.toLocaleLowerCase();return f==="*"||f===((p=n==null?void 0:n.event)===null||p===void 0?void 0:p.toLocaleLowerCase())}else return h.type.toLocaleLowerCase()===d})}_notThisChannelEvent(t,n){const{close:r,error:i,leave:s,join:o}=JN;return n&&[r,i,s,o].includes(t)&&n!==this.joinPush.ref}_updateFilterTransform(){this.channelAdapter.updatePayloadTransform((t,n,r)=>{if(typeof n=="object"&&"ids"in n){const i=n.data,{schema:s,table:o,commit_timestamp:a,type:c,errors:u}=i;return Object.assign(Object.assign({},{schema:s,table:o,commit_timestamp:a,eventType:c,new:{},old:{},errors:u}),this._getPayloadRecords(i))}return n})}copyBindings(t){if(this.joinedOnce)throw new Error("cannot copy bindings into joined channel");for(const n in t.bindings)for(const r of t.bindings[n])this._on(r.type,r.filter,r.callback)}static isFilterValueEqual(t,n){return(t??void 0)===(n??void 0)}_getPayloadRecords(t){const n={new:{},old:{}};return(t.type==="INSERT"||t.type==="UPDATE")&&(n.new=aj(t.columns,t.record)),(t.type==="UPDATE"||t.type==="DELETE")&&(n.old=aj(t.columns,t.old_record)),n}}class Qee{constructor(t,n){this.socket=new Vee(t,n)}get timeout(){return this.socket.timeout}get endPoint(){return this.socket.endPoint}get transport(){return this.socket.transport}get heartbeatIntervalMs(){return this.socket.heartbeatIntervalMs}get heartbeatCallback(){return this.socket.heartbeatCallback}set heartbeatCallback(t){this.socket.heartbeatCallback=t}get heartbeatTimer(){return this.socket.heartbeatTimer}get pendingHeartbeatRef(){return this.socket.pendingHeartbeatRef}get reconnectTimer(){return this.socket.reconnectTimer}get vsn(){return this.socket.vsn}get encode(){return this.socket.encode}get decode(){return this.socket.decode}get reconnectAfterMs(){return this.socket.reconnectAfterMs}get sendBuffer(){return this.socket.sendBuffer}get stateChangeCallbacks(){return this.socket.stateChangeCallbacks}connect(){this.socket.connect()}disconnect(t,n,r,i=1e4){return new Promise(s=>{setTimeout(()=>s("timeout"),i),this.socket.disconnect(()=>{t(),s("ok")},n,r)})}push(t){this.socket.push(t)}log(t,n,r){this.socket.log(t,n,r)}makeRef(){return this.socket.makeRef()}onOpen(t){this.socket.onOpen(t)}onClose(t){this.socket.onClose(t)}onError(t){this.socket.onError(t)}onMessage(t){this.socket.onMessage(t)}isConnected(){return this.socket.isConnected()}isConnecting(){return this.socket.connectionState()==gy.connecting}isDisconnecting(){return this.socket.connectionState()==gy.closing}connectionState(){return this.socket.connectionState()}endPointURL(){return this.socket.endPointURL()}sendHeartbeat(){this.socket.sendHeartbeat()}getSocket(){return this.socket}}const dj={HEARTBEAT_INTERVAL:25e3,RECONNECT_DELAY:10,HEARTBEAT_TIMEOUT_FALLBACK:100},Xee=[1e3,2e3,5e3,1e4],Zee=1e4;function ete(){const e=new Map;return{get length(){return e.size},clear(){e.clear()},getItem(t){return e.has(t)?e.get(t):null},key(t){var n;return(n=Array.from(e.keys())[t])!==null&&n!==void 0?n:null},removeItem(t){e.delete(t)},setItem(t,n){e.set(t,String(n))}}}function tte(){try{if(typeof globalThis<"u"&&globalThis.sessionStorage)return globalThis.sessionStorage}catch{}return ete()}const nte=` 3174 addEventListener("message", (e) => { 3175 if (e.data.event === "start") { 3176 setInterval(() => postMessage({ event: "keepAlive" }), e.data.interval); 3177 } 3178 });`;class rte{get endPoint(){return this.socketAdapter.endPoint}get timeout(){return this.socketAdapter.timeout}get transport(){return this.socketAdapter.transport}get heartbeatCallback(){return this.socketAdapter.heartbeatCallback}get heartbeatIntervalMs(){return this.socketAdapter.heartbeatIntervalMs}get heartbeatTimer(){return this.worker?this._workerHeartbeatTimer:this.socketAdapter.heartbeatTimer}get pendingHeartbeatRef(){return this.worker?this._pendingWorkerHeartbeatRef:this.socketAdapter.pendingHeartbeatRef}get reconnectTimer(){return this.socketAdapter.reconnectTimer}get vsn(){return this.socketAdapter.vsn}get encode(){return this.socketAdapter.encode}get decode(){return this.socketAdapter.decode}get reconnectAfterMs(){return this.socketAdapter.reconnectAfterMs}get sendBuffer(){return this.socketAdapter.sendBuffer}get stateChangeCallbacks(){return this.socketAdapter.stateChangeCallbacks}constructor(t,n){var r;if(this.channels=new Array,this.accessTokenValue=null,this.accessToken=null,this.apiKey=null,this.httpEndpoint="",this.headers={},this.params={}
3178,this.ref=0,this.serializer=new Pee,this._manuallySetToken=!1,this._authPromise=null,this._workerHeartbeatTimer=void 0,this._pendingWorkerHeartbeatRef=null,this._pendingDisconnectTimer=null,this._disconnectOnEmptyChannelsAfterMs=0,this._resolveFetch=s=>s?(...o)=>s(...o):(...o)=>fetch(...o),!(!((r=n==null?void 0:n.params)===null||r===void 0)&&r.apikey))throw new Error("API key is required to connect to Realtime");this.apiKey=n.params.apikey;const i=this._initializeOptions(n);this.socketAdapter=new Qee(t,i),this.httpEndpoint=QN(t),this.fetch=this._resolveFetch(n==null?void 0:n.fetch)}connect(){if(!(this.isConnecting()||this.isDisconnecting()||this.isConnected())){this.accessToken&&!this._authPromise&&this._setAuthSafely("connect"),this._setupConnectionHandlers();try{this.socketAdapter.connect()}catch(t){const n=t.message;throw n.includes("Node.js")?new Error(`${n} 3179 3180To use Realtime in Node.js, you need to provide a WebSocket implementation: 3181 3182Option 1: Use Node.js 22+ which has native WebSocket support 3183Option 2: Install and provide the "ws" package: 3184 3185 npm install ws 3186 3187 import ws from "ws" 3188 const client = new RealtimeClient(url, { 3189 ...options, 3190 transport: ws 3191 })`):new Error(`WebSocket not available: ${n}`)}this._handleNodeJsRaceCondition()}}endpointURL(){return this.socketAdapter.endPointURL()}async disconnect(t,n){return this._cancelPendingDisconnect(),this.isDisconnecting()?"ok":await this.socketAdapter.disconnect(()=>{clearInterval(this._workerHeartbeatTimer),this._terminateWorker()},t,n)}getChannels(){return this.channels}async removeChannel(t){const n=await t.unsubscribe();return n==="ok"&&t.teardown(),n}async removeAllChannels(){const t=this.channels.map(async r=>{const i=await r.unsubscribe();return r.teardown(),i}),n=await Promise.all(t);return await this.disconnect(),n}log(t,n,r){this.socketAdapter.log(t,n,r)}connectionState(){return this.socketAdapter.connectionState()||gy.closed}isConnected(){return this.socketAdapter.isConnected()}isConnecting(){return this.socketAdapter.isConnecting()}isDisconnecting(){return this.socketAdapter.isDisconnecting()}channel(t,n={config:{}}){const r=`realtime:${t}`,i=this.getChannels().find(s=>s.topic===r);if(i)return i;{const s=new Yl(`realtime:${t}`,n,this);return this._cancelPendingDisconnect(),this.channels.push(s),s}}push(t){this.socketAdapter.push(t)}async setAuth(t=null){this._authPromise=this._performAuth(t);try{await this._authPromise}finally{this._authPromise=null}}_isManualToken(){return this._manuallySetToken}async sendHeartbeat(){this.socketAdapter.sendHeartbeat()}onHeartbeat(t){this.socketAdapter.heartbeatCallback=this._wrapHeartbeatCallback(t)}_makeRef(){return this.socketAdapter.makeRef()}_remove(t){this.channels=this.channels.filter(n=>n.topic!==t.topic),this.channels.length===0&&(this.log("transport","no channels remaining, scheduling disconnect"),this._schedulePendingDisconnect())}_schedulePendingDisconnect(){if(this._cancelPendingDisconnect(),this._disconnectOnEmptyChannelsAfterMs===0){this.log("transport","disconnecting immediately - no channels"),this.disconnect();return}
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3191then(e,t){return this.getPromise().then(e,t)}catch(e){return this.getPromise().catch(e)}finally(e){return this.getPromise().finally(e)}getPromise(){return this.promise||(this.promise=this.execute()),this.promise}async execute(){var e=this;try{return{data:(await e.downloadFn()).body,error:null}}catch(t){if(e.shouldThrowOnError)throw t;if(af(t))return{data:null,error:t};throw t}}};let nR;nR=Symbol.toStringTag;var kte=class{constructor(e,t){this.downloadFn=e,this.shouldThrowOnError=t,this[nR]="BlobDownloadBuilder",this.promise=null}asStream(){return new wte(this.downloadFn,this.shouldThrowOnError)}then(e,t){return this.getPromise().then(e,t)}catch(e){return this.getPromise().catch(e)}finally(e){return this.getPromise().finally(e)}getPromise(){return this.promise||(this.promise=this.execute()),this.promise}async execute(){var e=this;try{return{data:await(await e.downloadFn()).blob(),error:null}}catch(t){if(e.shouldThrowOnError)throw t;if(af(t))return{data:null,error:t};throw t}}};const Cte={limit:100,offset:0,sortBy:{column:"name",order:"asc"}},fj={cacheControl:"3600",contentType:"text/plain;charset=UTF-8",upsert:!1};var jte=class extends Za{constructor(e,t={},n,r){super(e,t,r,"storage"),this.bucketId=n}async uploadOrUpdate(e,t,n,r){var i=this;return i.handleOperation(async()=>{let s;const o=oe(oe({},fj),r);let a=oe(oe({},i.headers),e==="POST"&&{"x-upsert":String(o.upsert)});const c=o.metadata;if(typeof Blob<"u"&&n instanceof Blob?(s=new FormData,s.append("cacheControl",o.cacheControl),c&&s.append("metadata",i.encodeMetadata(c)),s.append("",n)):typeof FormData<"u"&&n instanceof FormData?(s=n,s.has("cacheControl")||s.append("cacheControl",o.cacheControl),c&&!s.has("metadata")&&s.append("metadata",i.encodeMetadata(c))):(s=n,a["cache-control"]=`max-age=${o.cacheControl}`,a["content-type"]=o.contentType,c&&(a["x-metadata"]=i.toBase64(i.encodeMetadata(c))),(typeof ReadableStream<"u"&&s instanceof ReadableStream||s&&typeof s=="object"&&"pipe"in s&&typeof s.pipe=="function")&&!o.duplex&&(o.duplex="half")),r!=null&&r.headers)for(const[h,f]of Object.entries(r.headers))a=Gp(a,h,f);const u=i._removeEmptyFolders(t),p=i._getFinalPath(u),d=await(e=="PUT"?ky:Kn)(i.fetch,`${i.url}/object/${p}`,s,oe({headers:a},o!=null&&o.duplex?{duplex:o.duplex}:{}));return{path:u,id:d.Id,fullPath:d.Key}})}async upload(e,t,n){return this.uploadOrUpdate("POST",e,t,n)}async uploadToSignedUrl(e,t,n,r){var i=this;const s=i._removeEmptyFolders(e),o=i._getFinalPath(s),a=new URL(i.url+`/object/upload/sign/${o}`);return a.searchParams.set("token",t),i.handleOperation(async()=>{let c;const u=oe(oe({},fj),r);let p=oe(oe({},i.headers),{"x-upsert":String(u.upsert)});const d=u.metadata;if(typeof Blob<"u"&&n instanceof Blob?(c=new FormData,c.append("cacheControl",u.cacheControl),d&&c.append("metadata",i.encodeMetadata(d)),c.append("",n)):typeof FormData<"u"&&n instanceof FormData?(c=n,c.has("cacheControl")||c.append("cacheControl",u.cacheControl),d&&!c.has("metadata")&&c.append("metadata",i.encodeMetadata(d))):(c=n,p["cache-control"]=`max-age=${u.cacheControl}`,p["content-type"]=u.contentType,d&&(p["x-metadata"]=i.toBase64(i.encodeMetadata(d))),(typeof ReadableStream<"u"&&c instanceof ReadableStream||c&&typeof c=="object"&&"pipe"in c&&typeof c.pipe=="function")&&!u.duplex&&(u.duplex="half")),r!=null&&r.headers)for(const[h,f]of Object.entries(r.headers))p=Gp(p,h,f);return{path:s,fullPath:(await ky(i.fetch,a.toString(),c,oe({headers:p},u!=null&&u.duplex?{duplex:u.duplex}:{}))).Key}})}async createSignedUploadUrl(e,t){var n=this;return n.handleOperation(async()=>{let r=n._getFinalPath(e);const i=oe({},n.headers);t!=null&&t.upsert&&(i["x-upsert"]="true");const s=await Kn(n.fetch,`${n.url}/object/upload/sign/${r}`,{},{headers:i}),o=new URL(n.url+s.url),a=o.searchParams.get("token");if(!a)throw new of("No token returned by API");return{signedUrl:o.toString(),path:e,token:a}})}async update(e,t,n){return this.uploadOrUpdate("PUT",e,t,n)}async move(e,t,n){var r=this;return r.handleOperation(async()=>await Kn(r.fetch,`${r.url}/object/move`,{bucketId:r.bucketId,sourceKey:e,destinationKey:t,de
3191stinationBucket:n==null?void 0:n.destinationBucket},{headers:r.headers}))}async copy(e,t,n){var r=this;return r.handleOperation(async()=>({path:(await Kn(r.fetch,`${r.url}/object/copy`,{bucketId:r.bucketId,sourceKey:e,destinationKey:t,destinationBucket:n==null?void 0:n.destinationBucket},{headers:r.headers})).Key}))}async createSignedUrl(e,t,n){var r=this;return r.handleOperation(async()=>{let i=r._getFinalPath(e);const s=typeof(n==null?void 0:n.transform)=="object"&&n.transform!==null&&Object.keys(n.transform).length>0;let o=await Kn(r.fetch,`${r.url}/object/sign/${i}`,oe({expiresIn:t},s?{transform:n.transform}:{}),{headers:r.headers});const a=new URLSearchParams;n!=null&&n.download&&a.set("download",n.download===!0?"":n.download),(n==null?void 0:n.cacheNonce)!=null&&a.set("cacheNonce",String(n.cacheNonce));const c=a.toString();return{signedUrl:encodeURI(`${r.url}${o.signedURL}${c?`&${c}`:""}`)}})}async createSignedUrls(e,t,n){var r=this;return r.handleOperation(async()=>{const i=await Kn(r.fetch,`${r.url}/object/sign/${r.bucketId}`,{expiresIn:t,paths:e},{headers:r.headers}),s=new URLSearchParams;n!=null&&n.download&&s.set("download",n.download===!0?"":n.download),(n==null?void 0:n.cacheNonce)!=null&&s.set("cacheNonce",String(n.cacheNonce));const o=s.toString();return i.map(a=>oe(oe({},a),{},{signedUrl:a.signedURL?encodeURI(`${r.url}${a.signedURL}${o?`&${o}`:""}`):null}))})}download(e,t,n){const r=typeof(t==null?void 0:t.transform)=="object"&&t.transform!==null&&Object.keys(t.transform).length>0?"render/image/authenticated":"object",i=new URLSearchParams;t!=null&&t.transform&&this.applyTransformOptsToQuery(i,t.transform),(t==null?void 0:t.cacheNonce)!=null&&i.set("cacheNonce",String(t.cacheNonce));const s=i.toString(),o=this._getFinalPath(e),a=()=>Lc(this.fetch,`${this.url}/${r}/${o}${s?`?${s}`:""}`,{headers:this.headers,noResolveJson:!0},n);return new kte(a,this.shouldThrowOnError)}async info(e){var t=this;const n=t._getFinalPath(e);return t.handleOperation(async()=>wy(await Lc(t.fetch,`${t.url}/object/info/${n}`,{headers:t.headers})))}async exists(e){var t=this;const n=t._getFinalPath(e);try{return await xte(t.fetch,`${t.url}/object/${n}`,{headers:t.headers}),{data:!0,error:null}}catch(i){if(t.shouldThrowOnError)throw i;if(af(i)){var r;const s=i instanceof xy?i.status:i instanceof ZN?(r=i.originalError)===null||r===void 0?void 0:r.status:void 0;if(s!==void 0&&[400,404].includes(s))return{data:!1,error:i}}throw i}}getPublicUrl(e,t){const n=this._getFinalPath(e),r=new URLSearchParams;t!=null&&t.download&&r.set("download",t.download===!0?"":t.download),t!=null&&t.transform&&this.applyTransformOptsToQuery(r,t.transform),(t==null?void 0:t.cacheNonce)!=null&&r.set("cacheNonce",String(t.cacheNonce));const i=r.toString(),s=typeof(t==null?void 0:t.transform)=="object"&&t.transform!==null&&Object.keys(t.transform).length>0?"render/image":"object";return{data:{publicUrl:encodeURI(`${this.url}/${s}/public/${n}`)+(i?`?${i}`:"")}}}async remove(e){var t=this;return t.handleOperation(async()=>await uw(t.fetch,`${t.url}/object/${t.bucketId}`,{prefixes:e},{headers:t.headers}))}async list(e,t,n){var r=this;return r.handleOperation(async()=>{const i=oe(oe(oe({},Cte),t),{},{prefix:e||""});return await Kn(r.fetch,`${r.url}/object/list/${r.bucketId}`,i,{headers:r.headers},n)})}async listV2(e,t){var n=this;return n.handleOperation(async()=>{const r=oe({},e);return await Kn(n.fetch,`${n.url}/object/list-v2/${n.bucketId}`,r,{headers:n.headers},t)})}encodeMetadata(e){return JSON.stringify(e)}toBase64(e){return typeof Buffer<"u"?Buffer.from(e).toString("base64"):btoa(e)}_getFinalPath(e){return`${this.bucketId}/${e.replace(/^\/+/,"")}`}_removeEmptyFolders(e){return e.replace(/^\/|\/$/g,"").replace(/\/+/g,"/")}applyTransformOptsToQuery(e,t){return t.width&&e.set("width",t.width.toString()),t.height&&e.set("height",t.height.toString()),t.resize&&e.set("resize",t.resize),t.format&&e.set("format",t.format),t.quality&&e.set("quality",t.quality.toString()),e}};const Ste="2.108.2",au={"X-Client-Info":`storage-js/${Ste}`};var _te=class extends Za{constructor(e,t={},n,r){const i=new URL(e);r!=null&&r.useNewHostname&&/supabase\.(co|in|red)$/.test(i.hostname)&&!i.hostname.includes("storage.supabase.")&&(i.hostname=i.hostname.replace("supabase.","storage.supabase."));const s=i.href.replace(/\/$/,""),o=oe(oe({},au),t);super(s,o,n,"storage")}async listBuckets(e){var t=this;return t.handleOperation(async()=>{const n=t.listBucketOptionsToQueryString(e);return await Lc(t.fetch,`${t.url}/bucket${n}`,{headers:t.headers})})}async getBucket(e){var t=this;return t.handleOperation(async()=>await Lc(t.fetch,`${t.url}/bucket/${e}`,{headers:t.headers}))}async createBucket(e,t={public:!1}){var n=this;return n.handleOperation(async()=>await Kn(n.fetch,`${n.url}/bucket`,{id:e,name:e,type:t.type,public:t.public,file_size_limit:t.fileSizeLimit,allowed_mime_types:t.allowedMimeTypes},{headers:n.headers}))}async updateBucket(e,t){var n=this;return n.handleOperation(async()=>await ky(n.fetch,`${n.url}/bucket/${e}`,{id:e,name:e,public:t.public,file_size_limit:t.fileSizeLimit,allowed_mime_types:t.allowedMimeTypes},{headers:n.headers}))}async emptyBucket(e){var t=this;return t.handleOperation(async()=>await Kn(t.fetch,`${t.url}/bucket/${e}/empty`,{},{headers:t.headers}))}async deleteBucket(e){var t=this;return t.handleOperation(async()=>await uw(t.fetch,`${t.url}/bucket/${e}`,{},{headers:t.headers}))}listBucketOptionsToQueryString(e){const t={};return e&&("limit"in e&&(t.limit=String(e.limit)),"offset"in e&&(t.offset=String(e.offset)),e.search&&(t.search=e.search),e.sortColumn&&(t.sortColumn=e.sortColumn),e.sortOrder&&(t.sortOrder=e.sortOrder)),Object.keys(t).length>0?"?"+new URLSearchParams(t).toString():""}},Ete=class extends Za{constructor(e,t={},n){const r=e.replace(/\/$/,""),i=oe(oe({},au),t);super(r,i,n,"storage")}async createBucket(e){var t=this;return t.handleOperation(async()=>await Kn(t.fetch,`${t.url}/bucket`,{name:e},{headers:t.headers}))}async listBuckets(e){var t=this;return t.handleOperation(async()=>{const n=new URLSearchParams;(e==null?void 0:e.limit)!==void 0&&n.set("limit",e.limit.toString()),(e==null?void 0:e.offset)!==void 0&&n.set("offset",e.offset.toString()),e!=null&&e.sortColumn&&n.set("sortColumn",e.sortColumn),e!=null&&e.sortOrder&&n.set("sortOrder",e.sortOrder),e!=null&&e.search&&n.set("search",e.search);const r=n.toString(),i=r?`${t.url}/bucket?${r}`:`${t.url}/bucket`;return await Lc(t.fetch,i,{headers:t.headers})})}async deleteBucket(e){var t=this;return t.handleOperation(async()=>await uw(t.fetch,`${t.url}/bucket/${e}`,{},{headers:t.headers}))}from(e){var t=this;if(!gte(e))throw new of("Invalid bucket name: File, folder, and bucket names must follow AWS object key naming guidelines and should avoid the use of any other characters.");const n=new cte({baseUrl:this.url,catalogName:e,auth:{type:"custom",getHeaders:async()=>t.headers},fetch:this.fetch}
3191),r=this.shouldThrowOnError;return new Proxy(n,{get(i,s){const o=i[s];return typeof o!="function"?o:async(...a)=>{try{return{data:await o.apply(i,a),error:null}}catch(c){if(r)throw c;return{data:null,error:c}}}}})}},Tte=class extends Za{constructor(e,t={},n){const r=e.replace(/\/$/,""),i=oe(oe({},au),{},{"Content-Type":"application/json"},t);super(r,i,n,"vectors")}async createIndex(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/CreateIndex`,e,{headers:t.headers})||{})}async getIndex(e,t){var n=this;return n.handleOperation(async()=>await cn.post(n.fetch,`${n.url}/GetIndex`,{vectorBucketName:e,indexName:t},{headers:n.headers}))}async listIndexes(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/ListIndexes`,e,{headers:t.headers}))}async deleteIndex(e,t){var n=this;return n.handleOperation(async()=>await cn.post(n.fetch,`${n.url}/DeleteIndex`,{vectorBucketName:e,indexName:t},{headers:n.headers})||{})}},Pte=class extends Za{constructor(e,t={},n){const r=e.replace(/\/$/,""),i=oe(oe({},au),{},{"Content-Type":"application/json"},t);super(r,i,n,"vectors")}async putVectors(e){var t=this;if(e.vectors.length<1||e.vectors.length>500)throw new Error("Vector batch size must be between 1 and 500 items");return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/PutVectors`,e,{headers:t.headers})||{})}async getVectors(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/GetVectors`,e,{headers:t.headers}))}async listVectors(e){var t=this;if(e.segmentCount!==void 0){if(e.segmentCount<1||e.segmentCount>16)throw new Error("segmentCount must be between 1 and 16");if(e.segmentIndex!==void 0&&(e.segmentIndex<0||e.segmentIndex>=e.segmentCount))throw new Error(`segmentIndex must be between 0 and ${e.segmentCount-1}`)}return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/ListVectors`,e,{headers:t.headers}))}async queryVectors(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/QueryVectors`,e,{headers:t.headers}))}async deleteVectors(e){var t=this;if(e.keys.length<1||e.keys.length>500)throw new Error("Keys batch size must be between 1 and 500 items");return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/DeleteVectors`,e,{headers:t.headers})||{})}},Ate=class extends Za{constructor(e,t={},n){const r=e.replace(/\/$/,""),i=oe(oe({},au),{},{"Content-Type":"application/json"},t);super(r,i,n,"vectors")}async createBucket(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/CreateVectorBucket`,{vectorBucketName:e},{headers:t.headers})||{})}async getBucket(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/GetVectorBucket`,{vectorBucketName:e},{headers:t.headers}))}async listBuckets(e={}){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/ListVectorBuckets`,e,{headers:t.headers}))}async deleteBucket(e){var t=this;return t.handleOperation(async()=>await cn.post(t.fetch,`${t.url}/DeleteVectorBucket`,{vectorBucketName:e},{headers:t.headers})||{})}},Nte=class extends Ate{constructor(e,t={}){super(e,t.headers||{},t.fetch)}from(e){return new Rte(this.url,this.headers,e,this.fetch)}async createBucket(e){var t=()=>super.createBucket,n=this;return t().call(n,e)}async getBucket(e){var t=()=>super.getBucket,n=this;return t().call(n,e)}async listBuckets(e={}){var t=()=>super.listBuckets,n=this;return t().call(n,e)}async deleteBucket(e){var t=()=>super.deleteBucket,n=this;return t().call(n,e)}},Rte=class extends Tte{constructor(e,t,n,r){super(e,t,r),this.vectorBucketName=n}async createIndex(e){var t=()=>super.createIndex,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName}))}async listIndexes(e={}){var t=()=>super.listIndexes,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName}))}async getIndex(e){var t=()=>super.getIndex,n=this;return t().call(n,n.vectorBucketName,e)}async deleteIndex(e){var t=()=>super.deleteIndex,n=this;return t().call(n,n.vectorBucketName,e)}index(e){return new qte(this.url,this.headers,this.vectorBucketName,e,this.fetch)}},qte=class extends Pte{constructor(e,t,n,r,i){super(e,t,i),this.vectorBucketName=n,this.indexName=r}async putVectors(e){var t=()=>super.putVectors,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName,indexName:n.indexName}))}async getVectors(e){var t=()=>super.getVectors,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName,indexName:n.indexName}))}async listVectors(e={}){var t=()=>super.listVectors,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName,indexName:n.indexName}))}async queryVectors(e){var t=()=>super.queryVectors,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName,indexName:n.indexName}))}async deleteVectors(e){var t=()=>super.deleteVectors,n=this;return t().call(n,oe(oe({},e),{},{vectorBucketName:n.vectorBucketName,indexName:n.indexName}))}},Ite=class extends _te{constructor(e,t={},n,r){super(e,t,n,r)}from(e){return new jte(this.url,this.headers,e,this.fetch)}get vectors(){return new Nte(this.url+"/vector",{headers:this.headers,fetch:this.fetch})}get analytics(){return new Ete(this.url+"/iceberg",this.headers,this.fetch)}};function lf(e,t){var n={};for(var r in e)Object.prototype.hasOwnProperty.call(e,r)&&t.indexOf(r)<0&&(n[r]=e[r]);if(e!=null&&typeof Object.getOwnPropertySymbols=="function")for(var i=0,r=Object.getOwnPropertySymbols(e);i<r.length;i++)t.indexOf(r[i])<0&&Object.prototype.propertyIsEnumerable.call(e,r[i])&&(n[r[i]]=e[r[i]]);return n}const rR="2.108.2",Zr=30*1e3,Pl=3,Vm=Pl*Zr,Lte=2*Zr,Ote="http://localhost:9999",Dte="supabase.auth.token",Mte={"X-Client-Info":`gotrue-js/${rR}`},Cy="X-Supabase-Api-Version",iR={"2024-01-01":{timestamp:Date.parse("2024-01-01T00:00:00.0Z"),name:"2024-01-01"}},Bte=/^([a-z0-9_-]{4})*($|[a-z0-9_-]{3}$|[a-z0-9_-]{2}$)$/i,$te=10*60*1e3;
3191class Oc extends Error{constructor(t,n,r){super(t),this.__isAuthError=!0,this.name="AuthError",this.status=n,this.code=r}toJSON(){return{name:this.name,message:this.message,status:this.status,code:this.code}}}function J(e){return typeof e=="object"&&e!==null&&"__isAuthError"in e}class Fte extends Oc{constructor(t,n,r){super(t,n,r),this.name="AuthApiError",this.status=n,this.code=r}}function zte(e){return J(e)&&e.name==="AuthApiError"}class Zn extends Oc{constructor(t,n){super(t),this.name="AuthUnknownError",this.originalError=n}}class $r extends Oc{constructor(t,n,r,i){super(t,r,i),this.name=n,this.status=r}}class ft extends $r{constructor(){super("Auth session missing!","AuthSessionMissingError",400,void 0)}}function sd(e){return J(e)&&e.name==="AuthSessionMissingError"}class No extends $r{constructor(){super("Auth session or user missing","AuthInvalidTokenResponseError",500,void 0)}}class od extends $r{constructor(t){super(t,"AuthInvalidCredentialsError",400,void 0)}}class ad extends $r{constructor(t,n=null){super(t,"AuthImplicitGrantRedirectError",500,void 0),this.details=null,this.details=n}toJSON(){return Object.assign(Object.assign({},super.toJSON()),{details:this.details})}}function Ute(e){return J(e)&&e.name==="AuthImplicitGrantRedirectError"}class mj extends $r{constructor(t,n=null){super(t,"AuthPKCEGrantCodeExchangeError",500,void 0),this.details=null,this.details=n}toJSON(){return Object.assign(Object.assign({},super.toJSON()),{details:this.details})}}class Vte extends $r{constructor(){super("PKCE code verifier not found in storage. This can happen if the auth flow was initiated in a different browser or device, or if the storage was cleared. For SSR frameworks (Next.js, SvelteKit, etc.), use @supabase/ssr on both the server and client to store the code verifier in cookies.","AuthPKCECodeVerifierMissingError",400,"pkce_code_verifier_not_found")}}class jy extends $r{constructor(t,n){super(t,"AuthRetryableFetchError",n,void 0)}}function gj(e){return J(e)&&e.name==="AuthRetryableFetchError"}class vj extends $r{constructor(t="Refresh result discarded: session state changed mid-flight (e.g., concurrent signOut)"){super(t,"AuthRefreshDiscardedError",409,void 0)}}function Wte(e){return J(e)&&e.name==="AuthRefreshDiscardedError"}class yj extends $r{constructor(t,n,r){super(t,"AuthWeakPasswordError",n,"weak_password"),this.reasons=r}toJSON(){return Object.assign(Object.assign({},super.toJSON()),{reasons:this.reasons})}}class Kp extends $r{constructor(t){super(t,"AuthInvalidJwtError",400,"invalid_jwt")}}const Jp="ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz0123456789-_".split(""),bj=` 3192\r=`.split(""),Hte=(()=>{const e=new Array(128);for(let t=0;t<e.length;t+=1)e[t]=-1;for(let t=0;t<bj.length;t+=1)e[bj[t].charCodeAt(0)]=-2;for(let t=0;t<Jp.length;t+=1)e[Jp[t].charCodeAt(0)]=t;return e})();function xj(e,t,n){if(e!==null)for(t.queue=t.queue<<8|e,t.queuedBits+=8;t.queuedBits>=6;){const r=t.queue>>t.queuedBits-6&63;n(Jp[r]),t.queuedBits-=6}else if(t.queuedBits>0)for(t.queue=t.queue<<6-t.queuedBits,t.queuedBits=6;t.queuedBits>=6;){const r=t.queue>>t.queuedBits-6&63;n(Jp[r]),t.queuedBits-=6}}function sR(e,t,n){const r=Hte[e];if(r>-1)for(t.queue=t.queue<<6|r,t.queuedBits+=6;t.queuedBits>=8;)n(t.queue>>t.queuedBits-8&255),t.queuedBits-=8;else{if(r===-2)return;throw new Error(`Invalid Base64-URL character "${String.fromCharCode(e)}"`)}}function wj(e){const t=[],n=o=>{t.push(String.fromCodePoint(o))},r={utf8seq:0,codepoint:0},i={queue:0,queuedBits:0},s=o=>{Jte(o,r,n)};for(let o=0;o<e.length;o+=1)sR(e.charCodeAt(o),i,s);return t.join("")}function Gte(e,t){if(e<=127){t(e);return}else if(e<=2047){t(192|e>>6),t(128|e&63);return}else if(e<=65535){t(224|e>>12),t(128|e>>6&63),t(128|e&63);return}else if(e<=1114111){t(240|e>>18),t(128|e>>12&63),t(128|e>>6&63),t(128|e&63);return}throw new Error(`Unrecognized Unicode codepoint: ${e.toString(16)}`)}function Kte(e,t){for(let n=0;n<e.length;n+=1){let r=e.charCodeAt(n);if(r>55295&&r<=56319){const i=(r-55296)*1024&65535;r=(e.charCodeAt(n+1)-56320&65535|i)+65536,n+=1}Gte(r,t)}}function Jte(e,t,n){if(t.utf8seq===0){if(e<=127){n(e);return}for(let r=1;r<6;r+=1)if(!(e>>7-r&1)){t.utf8seq=r;break}if(t.utf8seq===2)t.codepoint=e&31;else if(t.utf8seq===3)t.codepoint=e&15;else if(t.utf8seq===4)t.codepoint=e&7;else throw new Error("Invalid UTF-8 sequence");t.utf8seq-=1}else if(t.utf8seq>0){if(e<=127)throw new Error("Invalid UTF-8 sequence");t.codepoint=t.codepoint<<6|e&63,t.utf8seq-=1,t.utf8seq===0&&n(t.codepoint)}}function ma(e){const t=[],n={queue:0,queuedBits:0},r=i=>{t.push(i)};for(let i=0;i<e.length;i+=1)sR(e.charCodeAt(i),n,r);return new Uint8Array(t)}function Yte(e){const t=[];return Kte(e,n=>t.push(n)),new Uint8Array(t)}function zs(e){const t=[],n={queue:0,queuedBits:0},r=i=>{t.push(i)};return e.forEach(i=>
3192xj(i,n,r)),xj(null,n,r),t.join("")}function Qte(e){return Math.round(Date.now()/1e3)+e}function Xte(){return Symbol("auth-callback")}const Et=()=>typeof window<"u"&&typeof document<"u",Ts={tested:!1,writable:!1},oR=()=>{if(!Et())return!1;try{if(typeof globalThis.localStorage!="object")return!1}catch{return!1}if(Ts.tested)return Ts.writable;const e=`lswt-${Math.random()}${Math.random()}`;try{globalThis.localStorage.setItem(e,e),globalThis.localStorage.removeItem(e),Ts.tested=!0,Ts.writable=!0}catch{Ts.tested=!0,Ts.writable=!1}return Ts.writable};function Zte(e){const t={},n=new URL(e);if(n.hash&&n.hash[0]==="#")try{new URLSearchParams(n.hash.substring(1)).forEach((i,s)=>{t[s]=i})}catch{}return n.searchParams.forEach((r,i)=>{t[i]=r}),t}const aR=e=>e?(...t)=>e(...t):(...t)=>fetch(...t),ene=e=>typeof e=="object"&&e!==null&&"status"in e&&"ok"in e&&"json"in e&&typeof e.json=="function",Do=async(e,t,n)=>{await e.setItem(t,JSON.stringify(n))},Un=async(e,t)=>{const n=await e.getItem(t);if(!n)return null;try{return JSON.parse(n)}catch{return null}},Qe=async(e,t)=>{await e.removeItem(t)};class cf{constructor(){this.promise=new cf.promiseConstructor((t,n)=>{this.resolve=t,this.reject=n})}}cf.promiseConstructor=Promise;function ld(e){const t=e.split(".");if(t.length!==3)throw new Kp("Invalid JWT structure");for(let r=0;r<t.length;r++)if(!Bte.test(t[r]))throw new Kp("JWT not in base64url format");return{header:JSON.parse(wj(t[0])),payload:JSON.parse(wj(t[1])),signature:ma(t[2]),raw:{header:t[0],payload:t[1]}}}async function tne(e){return await new Promise(t=>{setTimeout(()=>t(null),e)})}function nne(e,t){return new Promise((r,i)=>{(async()=>{for(let s=0;s<1/0;s++)try{const o=await e(s);if(!t(s,null,o)){r(o);return}}catch(o){if(!t(s,o)){i(o);return}}})()})}function rne(e){return("0"+e.toString(16)).substr(-2)}function ine(){const t=new Uint32Array(56);if(typeof crypto>"u"){const n="ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz0123456789-._~",r=n.length;let i="";for(let s=0;s<56;s++)i+=n.charAt(Math.floor(Math.random()*r));return i}return crypto.getRandomValues(t),Array.from(t,rne).join("")}async function sne(e){const n=new TextEncoder().encode(e),r=await crypto.subtle.digest("SHA-256",n),i=new Uint8Array(r);return Array.from(i).map(s=>String.fromCharCode(s)).join("")}async function one(e){if(!(typeof crypto<"u"&&typeof crypto.subtle<"u"&&typeof TextEncoder<"u"))return console.warn("WebCrypto API is not supported. Code challenge method will default to use plain instead of sha256."),e;const n=await sne(e);return btoa(n).replace(/\+/g,"-").replace(/\//g,"_").replace(/=+$/,"")}async function Ps(e,t,n=!1){const r=ine();let i=r;n&&(i+="/recovery"),await Do(e,`${t}-code-verifier`,i);const s=await one(r);return[s,r===s?"plain":"s256"]}const ane=/^2[0-9]{3}-(0[1-9]|1[0-2])-(0[1-9]|1[0-9]|2[0-9]|3[0-1])$/i;function lne(e){const t=e.headers.get(Cy);if(!t||!t.match(ane))return null;try{return new Date(`${t}T00:00:00.0Z`)}catch{return null}}function cne(e){if(!e)throw new Error("Missing exp claim");const t=Math.floor(Date.now()/1e3);if(e<=t)throw new Error("JWT has expired")}function une(e){switch(e){case"RS256":return{name:"RSASSA-PKCS1-v1_5",hash:{name:"SHA-256"}};case"ES256":return{name:"ECDSA",namedCurve:"P-256",hash:{name:"SHA-256"}};default:throw new Error("Invalid alg claim")}}const dne=/^[0-9a-f]{8}-[0-9a-f]{4}-[0-9a-f]{4}-[0-9a-f]{4}-[0-9a-f]{12}$/;function Kr(e){if(!dne.test(e))throw new Error("@supabase/auth-js: Expected parameter to be UUID but is not")}function Wn(e){if(!e.passkey)throw new Error("@supabase/auth-js: the passkey API is experimental and disabled by default. Enable it by passing `auth: { experimental: { passkey: true } }` to createClient (or to the GoTrueClient constructor).")}function Wm(){const e={};return new Proxy(e,{get:(t,n)=>{if(n==="__isUserNotAvailableProxy")return!0;if(typeof n=="symbol"){const r=n.toString();if(r==="Symbol(Symbol.toPrimitive)"||r==="Symbol(Symbol.toStringTag)"||r==="Symbol(util.inspect.custom)")return}throw new Error(`@supabase/auth-js: client was created with userStorage option and there was no user stored in the user storage. Accessing the "${n}" property of the session object is not supported. Please use getUser() instead.`)},set:(t,n)=>{throw new Error(`@supabase/auth-js: client was created with userStorage option and there was no user stored in the user storage. Setting the "${n}" property of the session object is not supported. Please use getUser() to fetch a user object you can manipulate.`)},deleteProperty:(t,n)=>{throw new Error(`@supabase/auth-js: client was created with userStorage option and there was no user stored in the user storage. Deleting the "${n}" property of the session object is not supported. Please use getUser() to fetch a user object you can manipulate.`)}})}function pne(e,t){return new Proxy(e,{get:(n,r,i)=>{if(r==="__isInsecureUserWarningProxy")return!0;
3192if(typeof r=="symbol"){const s=r.toString();if(s==="Symbol(Symbol.toPrimitive)"||s==="Symbol(Symbol.toStringTag)"||s==="Symbol(util.inspect.custom)"||s==="Symbol(nodejs.util.inspect.custom)")return Reflect.get(n,r,i)}return!t.value&&typeof r=="string"&&(console.warn("Using the user object as returned from supabase.auth.getSession() or from some supabase.auth.onAuthStateChange() events could be insecure! This value comes directly from the storage medium (usually cookies on the server) and may not be authentic. Use supabase.auth.getUser() instead which authenticates the data by contacting the Supabase Auth server."),t.value=!0),Reflect.get(n,r,i)}})}function kj(e){return JSON.parse(JSON.stringify(e))}const Is=e=>{if(typeof e=="object"&&e!==null){const t=e;if(typeof t.msg=="string")return t.msg;if(typeof t.message=="string")return t.message;if(typeof t.error_description=="string")return t.error_description;if(typeof t.error=="string")return t.error}return JSON.stringify(e)},hne=[500,501,502,503,504,520,521,522,523,524,525,526,527,528,529,530];async function Cj(e){var t;if(!ene(e))throw new jy(Is(e),0);if(hne.includes(e.status))throw new jy(Is(e),e.status);let n;try{n=await e.json()}catch(s){throw new Zn(Is(s),s)}let r;const i=lne(e);if(i&&i.getTime()>=iR["2024-01-01"].timestamp&&typeof n=="object"&&n&&typeof n.code=="string"?r=n.code:typeof n=="object"&&n&&typeof n.error_code=="string"&&(r=n.error_code),r){if(r==="weak_password")throw new yj(Is(n),e.status,((t=n.weak_password)===null||t===void 0?void 0:t.reasons)||[]);if(r==="session_not_found")throw new ft}else if(typeof n=="object"&&n&&typeof n.weak_password=="object"&&n.weak_password&&Array.isArray(n.weak_password.reasons)&&n.weak_password.reasons.length&&n.weak_password.reasons.reduce((s,o)=>s&&typeof o=="string",!0))throw new yj(Is(n),e.status,n.weak_password.reasons);throw new Fte(Is(n),e.status||500,r)}const fne=(e,t,n,r)=>{const i={method:e,headers:(t==null?void 0:t.headers)||{}};return e==="GET"?i:(i.headers=Object.assign({"Content-Type":"application/json;charset=UTF-8"},t==null?void 0:t.headers),i.body=JSON.stringify(r),Object.assign(Object.assign({},i),n))};async function te(e,t,n,r){var i;const s=Object.assign({},r==null?void 0:r.headers);s[Cy]||(s[Cy]=iR["2024-01-01"].name),r!=null&&r.jwt&&(s.Authorization=`Bearer ${r.jwt}`);const o=(i=r==null?void 0:r.query)!==null&&i!==void 0?i:{};r!=null&&r.redirectTo&&(o.redirect_to=r.redirectTo);const a=Object.keys(o).length?"?"+new URLSearchParams(o).toString():"",c=await mne(e,t,n+a,{headers:s,noResolveJson:r==null?void 0:r.noResolveJson},{},r==null?void 0:r.body);return r!=null&&r.xform?r==null?void 0:r.xform(c):{data:Object.assign({},c),error:null}}async function mne(e,t,n,r,i,s){const o=fne(t,r,i,s);let a;try{a=await e(n,Object.assign({},o))}catch(c){throw console.error(c),new jy(Is(c),0)}if(a.ok||await Cj(a),r!=null&&r.noResolveJson)return a;try{return await a.json()}catch(c){await Cj(c)}}function xn(e){var t;let n=null;yne(e)&&(n=Object.assign({},e),e.expires_at||(n.expires_at=Qte(e.expires_in)));const r=(t=e.user)!==null&&t!==void 0?t:typeof(e==null?void 0:e.id)=="string"?e:null;return{data:{session:n,user:r},error:null}}function jj(e){const t=xn(e);return!t.error&&e.weak_password&&typeof e.weak_password=="object"&&Array.isArray(e.weak_password.reasons)&&e.weak_password.reasons.length&&e.weak_password.message&&typeof e.weak_password.message=="string"&&e.weak_password.reasons.reduce((n,r)=>n&&typeof r=="string",!0)&&(t.data.weak_password=e.weak_password),t}function Bi(e){var t;return{data:{user:(t=e.user)!==null&&t!==void 0?t:e},error:null}}function gne(e){return{data:e,error:null}}function vne(e){const{action_link:t,email_otp:n,hashed_token:r,redirect_to:i,verification_type:s}=e,o=lf(e,["action_link","email_otp","hashed_token","redirect_to","verification_type"]),a={action_link:t,email_otp:n,hashed_token:r,redirect_to:i,verification_type:s},c=Object.assign({},o);return{data:{properties:a,user:c},error:null}}function Sj(e){return e}function yne(e){return!!e.access_token&&!!e.refresh_token&&!!e.expires_in}const Hm=["global","local","others"];class bne{constructor({url:t="",headers:n={},fetch:r,experimental:i}){this.url=t,this.headers=n,this.fetch=aR(r),this.experimental=i??{},this.mfa={listFactors:this._listFactors.bind(this),deleteFactor:this._deleteFactor.bind(this)},this.oauth={listClients:this._listOAuthClients.bind(this),createClient:this._createOAuthClient.bind(this),getClient:this._getOAuthClient.bind(this),updateClient:this._updateOAuthClient.bind(this),deleteClient:this._deleteOAuthClient.bind(this),regenerateClientSecret:this._regenerateOAuthClientSecret.bind(this)},this.customProviders={listProviders:this._listCustomProviders.bind(this),createProvider:this._createCustomProvider.bind(this),getProvider:this._getCustomProvider.bind(this),updateProvider:this._updateCustomProvider.bind(this),deleteProvider:this._deleteCustomProvider.bind(this)},this.passkey={listPasskeys:this._adminListPasskeys.bind(this),deletePasskey:this._adminDeletePasskey.bind(this)}}async signOut(t,n=Hm[0]){if(Hm.indexOf(n)<0)throw new Error(`@supabase/auth-js: Parameter scope must be one of ${Hm.join(", ")}`);try{return await te(this.fetch,"POST",`${this.url}/logout?scope=${n}`,{headers:this.headers,jwt:t,noResolveJson:!0}),{data:null,error:null}}catch(r){if(J(r))return{data:null,error:r};throw r}}async inviteUserByEmail(t,n={}){try{return await te(this.fetch,"POST",`${this.url}/invite`,{body:{email:t,data:n.data},headers:this.headers,redirectTo:n.redirectTo,xform:Bi})}catch(r){if(J(r))return{data:{user:null},error:r};throw r}}async generateLink(t){try{const{options:n}=t,r=lf(t,["options"]),i=Object.assign(Object.assign({},r),n);return"newEmail"in r&&(i.new_email=r==null?void 0:r.newEmail,delete i.newEmail),await te(this.fetch,"POST",`${this.url}/admin/generate_link`,{body:i,headers:this.headers,xform:vne,redirectTo:n==null?void 0:n.redirectTo})}catch(n){if(J(n))return{data:{properties:null,user:null},error:n};throw n}}async createUser(t){try{return await te(this.fetch,"POST",`${this.url}/admin/users`,{body:t,headers:this.headers,xform:Bi})}catch(n){if(J(n))return{data:{user:null},error:n};throw n}}async listUsers(t){var n,r,i,s,o,a,c;try{const u={nextPage:null,lastPage:0,total:0},p=await te(this.fetch,"GET",`${this.url}/admin/users`,{headers:this.headers,noResolveJson:!0,query:{page:(r=(n=t==null?void 0:t.page)===null||n===void 0?void 0:n.toString())!==null&&r!==void 0?r:"",per_page:(s=(i=t==null?void 0:t.perPage)===null||i===void 0?void 0:i.toString())!==null&&s!==void 0?s:""},xform:Sj});if(p.error)throw p.error;const d=await p.json(),h=(o=p.headers.get("x-total-count"))!==null&&o!==void 0?o:0,f=(c=(a=p.headers.get("link"))===null||a===void 0?void 0:a.split(","))!==null&&c!==void 0?c:[];return f.length>0&&(f.forEach(m=>{const g=parseInt(m.split(";")[0].split("=")[1].substring(0,1)),x=JSON.parse(m.split(";")[1].split("=")[1]);u[`${x}Page`]=g}),u.total=parseInt(h)),{data:Object.assign(Object.assign({},d),u),error:null}}catch(u){if(J(u))return{data:{users:[]},error:u};throw u}}async getUserById(t){Kr(t);try{return await te(this.fetch,"GET",`${this.url}/admin/users/${t}`,{headers:this.headers,xform:Bi})}catch(n){if(J(n))return{data:{user:null},error:n};throw n}}async updateUserById(t,n){Kr(t);try{return await te(this.fetch,"PUT",`${this.url}/admin/users/${t}`,{body:n,headers:this.headers,xform:Bi})}catch(r){if(J(r))return{data:{user:null},error:r};throw r}}async deleteUser(t,n=!1){Kr(t);
3192try{return await te(this.fetch,"DELETE",`${this.url}/admin/users/${t}`,{headers:this.headers,body:{should_soft_delete:n},xform:Bi})}catch(r){if(J(r))return{data:{user:null},error:r};throw r}}async _listFactors(t){Kr(t.userId);try{const{data:n,error:r}=await te(this.fetch,"GET",`${this.url}/admin/users/${t.userId}/factors`,{headers:this.headers,xform:i=>({data:{factors:i},error:null})});return{data:n,error:r}}catch(n){if(J(n))return{data:null,error:n};throw n}}async _deleteFactor(t){Kr(t.userId),Kr(t.id);try{return{data:await te(this.fetch,"DELETE",`${this.url}/admin/users/${t.userId}/factors/${t.id}`,{headers:this.headers}),error:null}}catch(n){if(J(n))return{data:null,error:n};throw n}}async _listOAuthClients(t){var n,r,i,s,o,a,c;try{const u={nextPage:null,lastPage:0,total:0},p=await te(this.fetch,"GET",`${this.url}/admin/oauth/clients`,{headers:this.headers,noResolveJson:!0,query:{page:(r=(n=t==null?void 0:t.page)===null||n===void 0?void 0:n.toString())!==null&&r!==void 0?r:"",per_page:(s=(i=t==null?void 0:t.perPage)===null||i===void 0?void 0:i.toString())!==null&&s!==void 0?s:""},xform:Sj});if(p.error)throw p.error;const d=await p.json(),h=(o=p.headers.get("x-total-count"))!==null&&o!==void 0?o:0,f=(c=(a=p.headers.get("link"))===null||a===void 0?void 0:a.split(","))!==null&&c!==void 0?c:[];return f.length>0&&(f.forEach(m=>{const g=parseInt(m.split(";")[0].split("=")[1].substring(0,1)),x=JSON.parse(m.split(";")[1].split("=")[1]);u[`${x}Page`]=g}),u.total=parseInt(h)),{data:Object.assign(Object.assign({},d),u),error:null}}catch(u){if(J(u))return{data:{clients:[]},error:u};throw u}}async _createOAuthClient(t){try{return await te(this.fetch,"POST",`${this.url}/admin/oauth/clients`,{body:t,headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(J(n))return{data:null,error:n};throw n}}async _getOAuthClient(t){try{return await te(this.fetch,"GET",`${this.url}/admin/oauth/clients/${t}`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(J(n))return{data:null,error:n};throw n}}async _updateOAuthClient(t,n){try{return await te(this.fetch,"PUT",`${this.url}/admin/oauth/clients/${t}`,{body:n,headers:this.headers,xform:r=>({data:r,error:null})})}catch(r){if(J(r))return{data:null,error:r};throw r}}async _deleteOAuthClient(t){try{return await te(this.fetch,"DELETE",`${this.url}/admin/oauth/clients/${t}`,{headers:this.headers,noResolveJson:!0}),{data:null,error:null}}catch(n){if(J(n))return{data:null,error:n};throw n}}async _regenerateOAuthClientSecret(t){try{return await te(this.fetch,"POST",`${this.url}/admin/oauth/clients/${t}/regenerate_secret`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(J(n))return{data:null,error:n};throw n}}async _listCustomProviders(t){try{const n={};return t!=null&&t.type&&(n.type=t.type),await te(this.fetch,"GET",`${this.url}/admin/custom-providers`,{headers:this.headers,query:n,xform:r=>{var i;return{data:{providers:(i=r==null?void 0:r.providers)!==null&&i!==void 0?i:[]},error:null}}})}catch(n){if(J(n))return{data:{providers:[]},error:n};throw n}}async _createCustomProvider(t){try{return await te(this.fetch,"POST",`${this.url}/admin/custom-providers`,{body:t,headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(J(n))return{data:null,error:n};throw n}}async _getCustomProvider(t){try{return await te(this.fetch,"GET",`${this.url}/admin/custom-providers/${t}`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(J(n))return{data:null,error:n};throw n}}async _updateCustomProvider(t,n){try{return await te(this.fetch,"PUT",`${this.url}/admin/custom-providers/${t}`,{body:n,headers:this.headers,xform:r=>({data:r,error:null})})}catch(r){if(J(r))return{data:null,error:r};throw r}}async _deleteCustomProvider(t){try{return await te(this.fetch,"DELETE",`${this.url}/admin/custom-providers/${t}`,{headers:this.headers,noResolveJson:!0}),{data:null,error:null}}catch(n){if(J(n))return{data:null,error:n};throw n}}async _adminListPasskeys(t){Wn(this.experimental),Kr(t.userId);try{return await te(this.fetch,"GET",`${this.url}/admin/users/${t.userId}/passkeys`,{headers:this.headers,xform:n=>({data:n,error:null})})}catch(n){if(J(n))return{data:null,error:n};throw n}}async _adminDeletePasskey(t){Wn(this.experimental),Kr(t.userId),Kr(t.passkeyId);
3192try{return await te(this.fetch,"DELETE",`${this.url}/admin/users/${t.userId}/passkeys/${t.passkeyId}`,{headers:this.headers,noResolveJson:!0}),{data:null,error:null}}catch(n){if(J(n))return{data:null,error:n};throw n}}}function _j(e={}){return{getItem:t=>e[t]||null,setItem:(t,n)=>{e[t]=n},removeItem:t=>{delete e[t]}}}globalThis&&oR()&&globalThis.localStorage&&globalThis.localStorage.getItem("supabase.gotrue-js.locks.debug");class xne extends Error{constructor(t){super(t),this.isAcquireTimeout=!0}}function wne(){if(typeof globalThis!="object")try{Object.defineProperty(Object.prototype,"__magic__",{get:function(){return this},configurable:!0}),__magic__.globalThis=__magic__,delete Object.prototype.__magic__}catch{typeof self<"u"&&(self.globalThis=self)}}function lR(e){if(!/^0x[a-fA-F0-9]{40}$/.test(e))throw new Error(`@supabase/auth-js: Address "${e}" is invalid.`);return e.toLowerCase()}function kne(e){return parseInt(e,16)}function Cne(e){const t=new TextEncoder().encode(e);return"0x"+Array.from(t,r=>r.toString(16).padStart(2,"0")).join("")}function jne(e){var t;const{chainId:n,domain:r,expirationTime:i,issuedAt:s=new Date,nonce:o,notBefore:a,requestId:c,resources:u,scheme:p,uri:d,version:h}=e;{if(!Number.isInteger(n))throw new Error(`@supabase/auth-js: Invalid SIWE message field "chainId". Chain ID must be a EIP-155 chain ID. Provided value: ${n}`);if(!r)throw new Error('@supabase/auth-js: Invalid SIWE message field "domain". Domain must be provided.');if(o&&o.length<8)throw new Error(`@supabase/auth-js: Invalid SIWE message field "nonce". Nonce must be at least 8 characters. Provided value: ${o}`);if(!d)throw new Error('@supabase/auth-js: Invalid SIWE message field "uri". URI must be provided.');if(h!=="1")throw new Error(`@supabase/auth-js: Invalid SIWE message field "version". Version must be '1'. Provided value: ${h}`);if(!((t=e.statement)===null||t===void 0)&&t.includes(` 3193`))throw new Error(`@supabase/auth-js: Invalid SIWE message field "statement". Statement must not include '\\n'. Provided value: ${e.statement}`)}const f=lR(e.address),m=p?`${p}://${r}
3193`:r,g=e.statement?`${e.statement} 3194`:"",x=`${m} wants you to sign in with your Ethereum account: 3195${f} 3196 3197${g}`;let v=`URI: ${d} 3198Version: ${h} 3199Chain ID: ${n}${o?` 3200Nonce: ${o}`:""} 3201Issued At: ${s.toISOString()}`;if(i&&(v+=` 3202Expiration Time: ${i.toISOString()}`),a&&(v+=` 3203Not Before: ${a.toISOString()}`),c&&(v+=` 3204Request ID: ${c}`),u){let b=` 3205Resources:`;for(const w of u){if(!w||typeof w!="string")throw new Error(`@supabase/auth-js: Invalid SIWE message field "resources". Every resource must be a valid string. Provided value: ${w}`);b+=` 3206- ${w}`}v+=b}return`${x} 3207${v}`}class ot extends Error{constructor({message:t,code:n,cause:r,name:i}){var s;super(t,{cause:r}),this.__isWebAuthnError=!0,this.name=(s=i??(r instanceof Error?r.name:void 0))!==null&&s!==void 0?s:"Unknown Error",this.code=n}toJSON(){return{name:this.name,message:this.message,code:this.code}}}class Yp extends ot{constructor(t,n){super({code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:n,message:t}),this.name="WebAuthnUnknownError",this.originalError=n}}function Sne({error:e,options:t}){var n,r,i;const{publicKey:s}=t;if(!s)throw Error("options was missing required publicKey property");if(e.name==="AbortError"){if(t.signal instanceof AbortSignal)return new ot({message:"Registration ceremony was sent an abort signal",code:"ERROR_CEREMONY_ABORTED",cause:e})}else if(e.name==="ConstraintError"){if(((n=s.authenticatorSelection)===null||n===void 0?void 0:n.requireResidentKey)===!0)return new ot({message:"Discoverable credentials were required but no available authenticator supported it",code:"ERROR_AUTHENTICATOR_MISSING_DISCOVERABLE_CREDENTIAL_SUPPORT",cause:e});if(t.mediation==="conditional"&&((r=s.authenticatorSelection)===null||r===void 0?void 0:r.userVerification)==="required")return new ot({message:"User verification was required during automatic registration but it could not be performed",code:"ERROR_AUTO_REGISTER_USER_VERIFICATION_FAILURE",cause:e});if(((i=s.authenticatorSelection)===null||i===void 0?void 0:i.userVerification)==="required")return new ot({message:"User verification was required but no available authenticator supported it",code:"ERROR_AUTHENTICATOR_MISSING_USER_VERIFICATION_SUPPORT",cause:e})}else{if(e.name==="InvalidStateError")return new ot({message:"The authenticator was previously registered",code:"ERROR_AUTHENTICATOR_PREVIOUSLY_REGISTERED",cause:e});if(e.name==="NotAllowedError")return new ot({message:e.message,code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:e});if(e.name==="NotSupportedError")return s.pubKeyCredParams.filter(a=>a.type==="public-key").length===0?new ot({message:'No entry in pubKeyCredParams was of type "public-key"',code:"ERROR_MALFORMED_PUBKEYCREDPARAMS",cause:e}):new ot({message:"No available authenticator supported any of the specified pubKeyCredParams algorithms",code:"ERROR_AUTHENTICATOR_NO_SUPPORTED_PUBKEYCREDPARAMS_ALG",cause:e});if(e.name==="SecurityError"){const o=window.location.hostname;if(cR(o)){if(s.rp.id!==o)return new ot({message:`The RP ID "${s.rp.id}" is invalid for this domain`,code:"ERROR_INVALID_RP_ID",cause:e})}else return new ot({message:`${window.location.hostname} is an invalid domain`,code:"ERROR_INVALID_DOMAIN",cause:e})}else if(e.name==="TypeError"){if(s.user.id.byteLength<1||s.user.id.byteLength>64)return new ot({message:"User ID was not between 1 and 64 characters",code:"ERROR_INVALID_USER_ID_LENGTH",cause:e})}else if(e.name==="UnknownError")return new ot({message:"The authenticator was unable to process the specified options, or could not create a new credential",code:"ERROR_AUTHENTICATOR_GENERAL_ERROR",cause:e})}return new ot({message:"a Non-Webauthn related error has occurred",code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:e})}function _ne({error:e,options:t}){const{publicKey:n}=t;if(!n)throw Error("options was missing required publicKey property");if(e.name==="AbortError"){if(t.signal instanceof AbortSignal)return new ot({message:"Authentication ceremony was sent an abort signal",code:"ERROR_CEREMONY_ABORTED",cause:e})}else{if(e.name==="NotAllowedError")return new ot({message:e.message,code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:e});if(e.name==="SecurityError"){const r=window.location.hostname;if(cR(r)){if(n.rpId!==r)return new ot({message:`The RP ID "${n.rpId}
3207" is invalid for this domain`,code:"ERROR_INVALID_RP_ID",cause:e})}else return new ot({message:`${window.location.hostname} is an invalid domain`,code:"ERROR_INVALID_DOMAIN",cause:e})}else if(e.name==="UnknownError")return new ot({message:"The authenticator was unable to process the specified options, or could not create a new assertion signature",code:"ERROR_AUTHENTICATOR_GENERAL_ERROR",cause:e})}return new ot({message:"a Non-Webauthn related error has occurred",code:"ERROR_PASSTHROUGH_SEE_CAUSE_PROPERTY",cause:e})}class Ene{createNewAbortSignal(){if(this.controller){const n=new Error("Cancelling existing WebAuthn API call for new one");n.name="AbortError",this.controller.abort(n)}const t=new AbortController;return this.controller=t,t.signal}cancelCeremony(){if(this.controller){const t=new Error("Manually cancelling existing WebAuthn API call");t.name="AbortError",this.controller.abort(t),this.controller=void 0}}}const Sy=new Ene;function Ej(e){if(!e)throw new Error("Credential creation options are required");if(typeof PublicKeyCredential<"u"&&"parseCreationOptionsFromJSON"in PublicKeyCredential&&typeof PublicKeyCredential.parseCreationOptionsFromJSON=="function")return PublicKeyCredential.parseCreationOptionsFromJSON(e);const{challenge:t,user:n,excludeCredentials:r}=e,i=lf(e,["challenge","user","excludeCredentials"]),s=ma(t).buffer,o=Object.assign(Object.assign({},n),{id:ma(n.id).buffer}),a=Object.assign(Object.assign({},i),{challenge:s,user:o});if(r&&r.length>0){a.excludeCredentials=new Array(r.length);for(let c=0;c<r.length;c++){const u=r[c];a.excludeCredentials[c]=Object.assign(Object.assign({},u),{id:ma(u.id).buffer,type:u.type||"public-key",transports:u.transports})}}return a}function Tj(e){if(!e)throw new Error("Credential request options are required");if(typeof PublicKeyCredential<"u"&&"parseRequestOptionsFromJSON"in PublicKeyCredential&&typeof PublicKeyCredential.parseRequestOptionsFromJSON=="function")return PublicKeyCredential.parseRequestOptionsFromJSON(e);const{challenge:t,allowCredentials:n}=e,r=lf(e,["challenge","allowCredentials"]),i=ma(t).buffer,s=Object.assign(Object.assign({},r),{challenge:i});if(n&&n.length>0){s.allowCredentials=new Array(n.length);for(let o=0;o<n.length;o++){const a=n[o];s.allowCredentials[o]=Object.assign(Object.assign({},a),{id:ma(a.id).buffer,type:a.type||"public-key",transports:a.transports})}}return s}function Pj(e){var t;if("toJSON"in e&&typeof e.toJSON=="function")return e.toJSON();const n=e;return{id:e.id,rawId:e.id,response:{attestationObject:zs(new Uint8Array(e.response.attestationObject)),clientDataJSON:zs(new Uint8Array(e.response.clientDataJSON))},type:"public-key",clientExtensionResults:e.getClientExtensionResults(),authenticatorAttachment:(t=n.authenticatorAttachment)!==null&&t!==void 0?t:void 0}}function Aj(e){var t;if("toJSON"in e&&typeof e.toJSON=="function")return e.toJSON();const n=e,r=e.getClientExtensionResults(),i=e.response;return{id:e.id,rawId:e.id,response:{authenticatorData:zs(new Uint8Array(i.authenticatorData)),clientDataJSON:zs(new Uint8Array(i.clientDataJSON)),signature:zs(new Uint8Array(i.signature)),userHandle:i.userHandle?zs(new Uint8Array(i.userHandle)):void 0},type:"public-key",clientExtensionResults:r,authenticatorAttachment:(t=n.authenticatorAttachment)!==null&&t!==void 0?t:void 0}}function cR(e){return e==="localhost"||/^([a-z0-9]+(-[a-z0-9]+)*\.)+[a-z]{2,}$/i.test(e)}function Qp(){var e,t;return!!(Et()&&"PublicKeyCredential"in window&&window.PublicKeyCredential&&"credentials"in navigator&&typeof((e=navigator==null?void 0:navigator.credentials)===null||e===void 0?void 0:e.create)=="function"&&typeof((t=navigator==null?void 0:navigator.credentials)===null||t===void 0?void 0:t.get)=="function")}async function uR(e){try{const t=await navigator.credentials.create(e);return t?t instanceof PublicKeyCredential?{data:t,error:null}:{data:null,error:new Yp("Browser returned unexpected credential type",t)}:{data:null,error:new Yp("Empty credential response",t)}}catch(t){return{data:null,error:Sne({error:t,options:e})}}}async function dR(e){try{const t=await navigator.credentials.get(e);return t?t instanceof PublicKeyCredential?{data:t,error:null}:{data:null,error:new Yp("Browser returned unexpected credential type",t)}:{data:null,error:new Yp("Empty credential response",t)}}
3207catch(t){return{data:null,error:_ne({error:t,options:e})}}}const Tne={hints:["security-key"],authenticatorSelection:{authenticatorAttachment:"cross-platform",requireResidentKey:!1,userVerification:"preferred",residentKey:"discouraged"},attestation:"direct"},Pne={userVerification:"preferred",hints:["security-key"],attestation:"direct"};function Xp(...e){const t=i=>i!==null&&typeof i=="object"&&!Array.isArray(i),n=i=>i instanceof ArrayBuffer||ArrayBuffer.isView(i),r={};for(const i of e)if(i)for(const s in i){const o=i[s];if(o!==void 0)if(Array.isArray(o))r[s]=o;else if(n(o))r[s]=o;else if(t(o)){const a=r[s];t(a)?r[s]=Xp(a,o):r[s]=Xp(o)}else r[s]=o}return r}function Ane(e,t){return Xp(Tne,e,t||{})}function Nne(e,t){return Xp(Pne,e,t||{})}class Rne{constructor(t){this.client=t,this.enroll=this._enroll.bind(this),this.challenge=this._challenge.bind(this),this.verify=this._verify.bind(this),this.authenticate=this._authenticate.bind(this),this.register=this._register.bind(this)}async _enroll(t){return this.client.mfa.enroll(Object.assign(Object.assign({},t),{factorType:"webauthn"}))}async _challenge({factorId:t,webauthn:n,friendlyName:r,signal:i},s){var o;try{const{data:a,error:c}=await this.client.mfa.challenge({factorId:t,webauthn:n});if(!a)return{data:null,error:c};const u=i??Sy.createNewAbortSignal();if(a.webauthn.type==="create"){const{user:p}=a.webauthn.credential_options.publicKey;if(!p.name){const d=r;if(d)p.name=`${p.id}:${d}`;else{const f=(await this.client.getUser()).data.user,m=((o=f==null?void 0:f.user_metadata)===null||o===void 0?void 0:o.name)||(f==null?void 0:f.email)||(f==null?void 0:f.id)||"User";p.name=`${p.id}:${m}`}}p.displayName||(p.displayName=p.name)}switch(a.webauthn.type){case"create":{const p=Ane(a.webauthn.credential_options.publicKey,s==null?void 0:s.create),{data:d,error:h}=await uR({publicKey:p,signal:u});return d?{data:{factorId:t,challengeId:a.id,webauthn:{type:a.webauthn.type,credential_response:d}},error:null}:{data:null,error:h}}case"request":{const p=Nne(a.webauthn.credential_options.publicKey,s==null?void 0:s.request),{data:d,error:h}=await dR(Object.assign(Object.assign({},a.webauthn.credential_options),{publicKey:p,signal:u}));return d?{data:{factorId:t,challengeId:a.id,webauthn:{type:a.webauthn.type,credential_response:d}},error:null}:{data:null,error:h}}}}catch(a){return J(a)?{data:null,error:a}:{data:null,error:new Zn("Unexpected error in challenge",a)}}}async _verify({challengeId:t,factorId:n,webauthn:r}){return this.client.mfa.verify({factorId:n,challengeId:t,webauthn:r})}async _authenticate({factorId:t,webauthn:{rpId:n=typeof window<"u"?window.location.hostname:void 0,rpOrigins:r=typeof window<"u"?[window.location.origin]:void 0,signal:i}={}},s){if(!n)return{data:null,error:new Oc("rpId is required for WebAuthn authentication")};try{if(!Qp())return{data:null,error:new Zn("Browser does not support WebAuthn",null)};const{data:o,error:a}=await this.challenge({factorId:t,webauthn:{rpId:n,rpOrigins:r},signal:i},{request:s});if(!o)return{data:null,error:a};const{webauthn:c}=o;return this._verify({factorId:t,challengeId:o.challengeId,webauthn:{type:c.type,rpId:n,rpOrigins:r,credential_response:c.credential_response}})}catch(o){return J(o)?{data:null,error:o}:{data:null,error:new Zn("Unexpected error in authenticate",o)}}}async _register({friendlyName:t,webauthn:{rpId:n=typeof window<"u"?window.location.hostname:void 0,rpOrigins:r=typeof window<"u"?[window.location.origin]:void 0,signal:i}={}},s){if(!n)return{data:null,error:new Oc("rpId is required for WebAuthn registration")};try{if(!Qp())return{data:null,error:new Zn("Browser does not support WebAuthn",null)};const{data:o,error:a}=await this._enroll({friendlyName:t});if(!o)return await this.client.mfa.listFactors().then(p=>{var d;return(d=p.data)===null||d===void 0?void 0:d.all.find(h=>h.factor_type==="webauthn"&&h.friendly_name===t&&h.status!=="unverified")}).then(p=>p?this.client.mfa.unenroll({factorId:p==null?void 0:p.id}):void 0),{data:null,error:a};const{data:c,error:u}=await this._challenge({factorId:o.id,friendlyName:o.friendly_name,webauthn:{rpId:n,rpOrigins:r},signal:i},{create:s});return c?this._verify({factorId:o.id,challengeId:c.challengeId,webauthn:{rpId:n,rpOrigins:r,type:c.webauthn.type,credential_response:c.webauthn.credential_response}}):{data:null,error:u}}catch(o){return J(o)?{data:null,error:o}:{data:null,error:new Zn("Unexpected error in register",o)}}}}wne();const qne={url:Ote,storageKey:Dte,autoRefreshToken:!0,persistSession:!0,detectSessionInUrl:!0,headers:Mte,flowType:"implicit",debug:!1,hasCustomAuthorizationHeader:!1,throwOnError:!1,lockAcquireTimeout:5e3,skipAutoInitialize:!1,experimental:{}},Ro={};class Dc{get jwks(){var t,n;return(n=(t=Ro[this.storageKey])===null||t===void 0?void 0:t.jwks)!==null&&n!==void 0?n:{keys:[]}}set jwks(t){Ro[this.storageKey]=Object.assign(Object.assign({},Ro[this.storageKey]),{jwks:t})}get jwks_cached_at(){var t,n;return(n=(t=Ro[this.storageKey])===null||t===void 0?void 0:t.cachedAt)!==null&&n!==void 0?n:Number.MIN_SAFE_INTEGER}set jwks_cached_at(t){Ro[this.storageKey]=Object.assign(Object.assign({},Ro[this.storageKey]),{cachedAt:t})}constructor(t){var n,r,i;this.userStorage=null,this.memoryStorage=null,this.stateChangeEmitters=new Map,this.autoRefreshTicker=null,this.autoRefreshTickTimeout=null,this.visibilityChangedCallback=null,this.refreshingDeferred=null,this.lastRefreshFailure=null,this._sessionRemovalEpoch=0,this.initializePromise=null,this.detectSessionInUrl=!0,this.hasCustomAuthorizationHeader=!1,this.suppressGetSessionWarning=!1,this.lock=null,this.lockAcquired=!1,this.pendingInLock=[],this.broadcastChannel=null,this.logger=console.log;const s=Object.assign(Object.assign({},qne),t);if(this.storageKey=s.storageKey,this.instanceID=(n=Dc.nextInstanceID[this.storageKey])!==null&&n!==void 0?n:0,Dc.nextInstanceID[this.storageKey]=this.instanceID+1,this.logDebugMessages=!!s.debug,typeof s.debug=="function"&&(this.logger=s.debug),this.instanceID>0&&Et()){const o=`${this._logPrefix()} Multiple GoTrueClient instances detected in the same browser context. It is not an error, but this should be avoided as it may produce undefined behavior when used concurrently under the same storage key.`;console.warn(o),this.logDebugMessages&&console.trace(o)}if(this.persistSession=s.persistSession,this.autoRefreshToken=s.autoRefreshToken,this.experimental=(r=s.experimental)!==null&&r!==void 0?r:{},this.admin=new bne({url:s.url,headers:s.headers,fetch:s.fetch,experimental:this.experimental}),this.url=s.url,this.headers=s.headers,this.fetch=aR(s.fetch),this.detectSessionInUrl=s.detectSessionInUrl,this.flowType=s.flowType,this.hasCustomAuthorizationHeader=s.hasCustomAuthorizationHeader,this.throwOnError=s.throwOnError,this.lockAcquireTimeout=s.lockAcquireTimeout,s.lock!=null&&(this.lock=s.lock),this.jwks||(this.jwks={keys:[]},this.jwks_cached_at=Number.MIN_SAFE_INTEGER),this.mfa={verify:this._verify.bind(this),enroll:this._enroll.bind(this),unenroll:this._unenroll.bind(this),challenge:this._challenge.bind(this),listFactors:this._listFactors.bind(this),challengeAndVerify:this._challengeAndVerify.bind(this),getAuthenticatorAssuranceLevel:this._getAuthenticatorAssuranceLevel.bind(this),webauthn:new Rne(this)}
3207,this.oauth={getAuthorizationDetails:this._getAuthorizationDetails.bind(this),approveAuthorization:this._approveAuthorization.bind(this),denyAuthorization:this._denyAuthorization.bind(this),listGrants:this._listOAuthGrants.bind(this),revokeGrant:this._revokeOAuthGrant.bind(this)},this.passkey={startRegistration:this._startPasskeyRegistration.bind(this),verifyRegistration:this._verifyPasskeyRegistration.bind(this),startAuthentication:this._startPasskeyAuthentication.bind(this),verifyAuthentication:this._verifyPasskeyAuthentication.bind(this),list:this._listPasskeys.bind(this),update:this._updatePasskey.bind(this),delete:this._deletePasskey.bind(this)},this.persistSession?(s.storage?this.storage=s.storage:oR()?this.storage=globalThis.localStorage:(this.memoryStorage={},this.storage=_j(this.memoryStorage)),s.userStorage&&(this.userStorage=s.userStorage)):(this.memoryStorage={},this.storage=_j(this.memoryStorage)),Et()&&globalThis.BroadcastChannel&&this.persistSession&&this.storageKey){try{this.broadcastChannel=new globalThis.BroadcastChannel(this.storageKey)}catch(o){console.error("Failed to create a new BroadcastChannel, multi-tab state changes will not be available",o)}(i=this.broadcastChannel)===null||i===void 0||i.addEventListener("message",async o=>{this._debug("received broadcast notification from other tab or client",o),(o.data.event==="TOKEN_REFRESHED"||o.data.event==="SIGNED_IN")&&(this.lastRefreshFailure=null);try{await this._notifyAllSubscribers(o.data.event,o.data.session,!1)}catch(a){this._debug("#broadcastChannel","error",a)}})}s.skipAutoInitialize||this.initialize().catch(o=>{this._debug("#initialize()","error",o)})}isThrowOnErrorEnabled(){return this.throwOnError}_returnResult(t){if(this.throwOnError&&t&&t.error)throw t.error;return t}_logPrefix(){return`GoTrueClient@${this.storageKey}:${this.instanceID} (${rR}) ${new Date().toISOString()}`}_debug(...t){return this.logDebugMessages&&this.logger(this._logPrefix(),...t),this}async initialize(){return this.initializePromise?await this.initializePromise:(this.initializePromise=(async()=>this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._initialize()):await this._initialize())(),await this.initializePromise)}async _initialize(){var t;try{let n={},r="none";if(Et()&&(n=Zte(window.location.href),this._isImplicitGrantCallback(n)?r="implicit":await this._isPKCECallback(n)&&(r="pkce")),Et()&&this.detectSessionInUrl&&r!=="none"){const{data:i,error:s}=await this._getSessionFromURL(n,r);if(s){if(this._debug("#_initialize()","error detecting session from URL",s),Ute(s)){const c=(t=s.details)===null||t===void 0?void 0:t.code;if(c==="identity_already_exists"||c==="identity_not_found"||c==="single_identity_not_deletable")return{error:s}}return{error:s}}const{session:o,redirectType:a}=i;return this._debug("#_initialize()","detected session in URL",o,"redirect type",a),await this._saveSession(o),setTimeout(async()=>{a==="recovery"?await this._notifyAllSubscribers("PASSWORD_RECOVERY",o):await this._notifyAllSubscribers("SIGNED_IN",o)},0),{error:null}}return await this._recoverAndRefresh(),{error:null}}catch(n){return J(n)?this._returnResult({error:n}):this._returnResult({error:new Zn("Unexpected error during initialization",n)})}finally{await this._handleVisibilityChange(),this._debug("#_initialize()","end")}}async signInAnonymously(t){var n,r,i;try{const s=await te(this.fetch,"POST",`${this.url}/signup`,{headers:this.headers,body:{data:(r=(n=t==null?void 0:t.options)===null||n===void 0?void 0:n.data)!==null&&r!==void 0?r:{},gotrue_meta_security:{captcha_token:(i=t==null?void 0:t.options)===null||i===void 0?void 0:i.captchaToken}},xform:xn}),{data:o,error:a}=s;
3207if(a||!o)return this._returnResult({data:{user:null,session:null},error:a});const c=o.session,u=o.user;return o.session&&(await this._saveSession(o.session),await this._notifyAllSubscribers("SIGNED_IN",c)),this._returnResult({data:{user:u,session:c},error:null})}catch(s){if(J(s))return this._returnResult({data:{user:null,session:null},error:s});throw s}}async signUp(t){var n,r,i;try{let s;if("email"in t){const{email:p,password:d,options:h}=t;let f=null,m=null;this.flowType==="pkce"&&([f,m]=await Ps(this.storage,this.storageKey)),s=await te(this.fetch,"POST",`${this.url}/signup`,{headers:this.headers,redirectTo:h==null?void 0:h.emailRedirectTo,body:{email:p,password:d,data:(n=h==null?void 0:h.data)!==null&&n!==void 0?n:{},gotrue_meta_security:{captcha_token:h==null?void 0:h.captchaToken},code_challenge:f,code_challenge_method:m},xform:xn})}else if("phone"in t){const{phone:p,password:d,options:h}=t;s=await te(this.fetch,"POST",`${this.url}/signup`,{headers:this.headers,body:{phone:p,password:d,data:(r=h==null?void 0:h.data)!==null&&r!==void 0?r:{},channel:(i=h==null?void 0:h.channel)!==null&&i!==void 0?i:"sms",gotrue_meta_security:{captcha_token:h==null?void 0:h.captchaToken}},xform:xn})}else throw new od("You must provide either an email or phone number and a password");const{data:o,error:a}=s;
3207if(a||!o)return await Qe(this.storage,`${this.storageKey}-code-verifier`),this._returnResult({data:{user:null,session:null},error:a});const c=o.session,u=o.user;return o.session&&(await this._saveSession(o.session),await this._notifyAllSubscribers("SIGNED_IN",c)),this._returnResult({data:{user:u,session:c},error:null})}catch(s){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(s))return this._returnResult({data:{user:null,session:null},error:s});throw s}}async signInWithPassword(t){try{let n;if("email"in t){const{email:s,password:o,options:a}=t;n=await te(this.fetch,"POST",`${this.url}/token?grant_type=password`,{headers:this.headers,body:{email:s,password:o,gotrue_meta_security:{captcha_token:a==null?void 0:a.captchaToken}},xform:jj})}else if("phone"in t){const{phone:s,password:o,options:a}=t;n=await te(this.fetch,"POST",`${this.url}/token?grant_type=password`,{headers:this.headers,body:{phone:s,password:o,gotrue_meta_security:{captcha_token:a==null?void 0:a.captchaToken}},xform:jj})}else throw new od("You must provide either an email or phone number and a password");const{data:r,error:i}=n;if(i)return this._returnResult({data:{user:null,session:null},error:i});if(!r||!r.session||!r.user){const s=new No;return this._returnResult({data:{user:null,session:null},error:s})}return r.session&&(await this._saveSession(r.session),await this._notifyAllSubscribers("SIGNED_IN",r.session)),this._returnResult({data:Object.assign({user:r.user,session:r.session},r.weak_password?{weakPassword:r.weak_password}:null),error:i})}catch(n){if(J(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async signInWithOAuth(t){var n,r,i,s;return await this._handleProviderSignIn(t.provider,{redirectTo:(n=t.options)===null||n===void 0?void 0:n.redirectTo,scopes:(r=t.options)===null||r===void 0?void 0:r.scopes,queryParams:(i=t.options)===null||i===void 0?void 0:i.queryParams,skipBrowserRedirect:(s=t.options)===null||s===void 0?void 0:s.skipBrowserRedirect})}async exchangeCodeForSession(t){return await this.initializePromise,this.lock!=null?this._acquireLock(this.lockAcquireTimeout,async()=>this._exchangeCodeForSession(t)):this._exchangeCodeForSession(t)}async signInWithWeb3(t){const{chain:n}=t;switch(n){case"ethereum":return await this.signInWithEthereum(t);case"solana":return await this.signInWithSolana(t);default:throw new Error(`@supabase/auth-js: Unsupported chain "${n}"`)}}async signInWithEthereum(t){var n,r,i,s,o,a,c,u,p,d,h;let f,m;if("message"in t)f=t.message,m=t.signature;else{const{chain:g,wallet:x,statement:v,options:b}=t;let w;if(Et())if(typeof x=="object")w=x;else{const R=window;if("ethereum"in R&&typeof R.ethereum=="object"&&"request"in R.ethereum&&typeof R.ethereum.request=="function")w=R.ethereum;else throw new Error("@supabase/auth-js: No compatible Ethereum wallet interface on the window object (window.ethereum) detected. Make sure the user already has a wallet installed and connected for this app. Prefer passing the wallet interface object directly to signInWithWeb3({ chain: 'ethereum', wallet: resolvedUserWallet }) instead.")}else{if(typeof x!="object"||!(b!=null&&b.url))throw new Error("@supabase/auth-js: Both wallet and url must be specified in non-browser environments.");w=x}const k=new URL((n=b==null?void 0:b.url)!==null&&n!==void 0?n:window.location.href),S=await w.request({method:"eth_requestAccounts"}).then(R=>R).catch(()=>{throw new Error("@supabase/auth-js: Wallet method eth_requestAccounts is missing or invalid")});if(!S||S.length===0)throw new Error("@supabase/auth-js: No accounts available. Please ensure the wallet is connected.");const C=lR(S[0]);let T=(r=b==null?void 0:b.signInWithEthereum)===null||r===void 0?void 0:r.chainId;if(!T){const R=await w.request({method:"eth_chainId"});T=kne(R)}const P={domain:k.host,address:C,statement:v,uri:k.href,version:"1",chainId:T,nonce:(i=b==null?void 0:b.signInWithEthereum)===null||i===void 0?void 0:i.nonce,issuedAt:(o=(s=b==null?void 0:b.signInWithEthereum)===null||s===void 0?void 0:s.issuedAt)!==null&&o!==void 0?o:new Date,expirationTime:(a=b==null?void 0:b.signInWithEthereum)===null||a===void 0?void 0:a.expirationTime,notBefore:(c=b==null?void 0:b.signInWithEthereum)===null||c===void 0?void 0:c.notBefore,requestId:(u=b==null?void 0:b.signInWithEthereum)===null||u===void 0?void 0:u.requestId,resources:(p=b==null?void 0:b.signInWithEthereum)===null||p===void 0?void 0:p.resources};f=jne(P),m=await w.request({method:"personal_sign",params:[Cne(f),C]})}try{const{data:g,error:x}=await te(this.fetch,"POST",`${this.url}/token?grant_type=web3`,{headers:this.headers,body:Object.assign({chain:"ethereum",message:f,signature:m},!((d=t.options)===null||d===void 0)&&d.captchaToken?{gotrue_meta_security:{captcha_token:(h=t.options)===null||h===void 0?void 0:h.captchaToken}}:null),xform:xn});if(x)throw x;if(!g||!g.session||!g.user){const v=new No;return this._returnResult({data:{user:null,session:null},error:v})}return g.session&&(await this._saveSession(g.session),await this._notifyAllSubscribers("SIGNED_IN",g.session)),this._returnResult({data:Object.assign({},g),error:x})}catch(g){if(J(g))return this._returnResult({data:{user:null,session:null},error:g});throw g}}async signInWithSolana(t){var n,r,i,s,o,a,c,u,p,d,h,f;let m,g;if("message"in t)m=t.message,g=t.signature;else{const{chain:x,wallet:v,statement:b,options:w}=t;let k;if(Et())if(typeof v=="object")k=v;else{const C=window;if("solana"in C&&typeof C.solana=="object"&&("signIn"in C.solana&&typeof C.solana.signIn=="function"||"signMessage"in C.solana&&typeof C.solana.signMessage=="function"))k=C.solana;else throw new Error("@supabase/auth-js: No compatible Solana wallet interface on the window object (window.solana) detected. Make sure the user already has a wallet installed and connected for this app. Prefer passing the wallet interface object directly to signInWithWeb3({ chain: 'solana', wallet: resolvedUserWallet }) instead.")}else{if(typeof v!="object"||!(w!=null&&w.url))throw new Error("@supabase/auth-js: Both wallet and url must be specified in non-browser environments.");k=v}const S=new URL((n=w==null?void 0:w.url)!==null&&n!==void 0?n:window.location.href);
3207if("signIn"in k&&k.signIn){const C=await k.signIn(Object.assign(Object.assign(Object.assign({issuedAt:new Date().toISOString()},w==null?void 0:w.signInWithSolana),{version:"1",domain:S.host,uri:S.href}),b?{statement:b}:null));let T;if(Array.isArray(C)&&C[0]&&typeof C[0]=="object")T=C[0];else if(C&&typeof C=="object"&&"signedMessage"in C&&"signature"in C)T=C;else throw new Error("@supabase/auth-js: Wallet method signIn() returned unrecognized value");if("signedMessage"in T&&"signature"in T&&(typeof T.signedMessage=="string"||T.signedMessage instanceof Uint8Array)&&T.signature instanceof Uint8Array)m=typeof T.signedMessage=="string"?T.signedMessage:new TextDecoder().decode(T.signedMessage),g=T.signature;else throw new Error("@supabase/auth-js: Wallet method signIn() API returned object without signedMessage and signature fields")}else{if(!("signMessage"in k)||typeof k.signMessage!="function"||!("publicKey"in k)||typeof k!="object"||!k.publicKey||!("toBase58"in k.publicKey)||typeof k.publicKey.toBase58!="function")throw new Error("@supabase/auth-js: Wallet does not have a compatible signMessage() and publicKey.toBase58() API");m=[`${S.host} wants you to sign in with your Solana account:`,k.publicKey.toBase58(),...b?["",b,""]:[""],"Version: 1",`URI: ${S.href}`,`Issued At: ${(i=(r=w==null?void 0:w.signInWithSolana)===null||r===void 0?void 0:r.issuedAt)!==null&&i!==void 0?i:new Date().toISOString()}`,...!((s=w==null?void 0:w.signInWithSolana)===null||s===void 0)&&s.notBefore?[`Not Before: ${w.signInWithSolana.notBefore}`]:[],...!((o=w==null?void 0:w.signInWithSolana)===null||o===void 0)&&o.expirationTime?[`Expiration Time: ${w.signInWithSolana.expirationTime}`]:[],...!((a=w==null?void 0:w.signInWithSolana)===null||a===void 0)&&a.chainId?[`Chain ID: ${w.signInWithSolana.chainId}`]:[],...!((c=w==null?void 0:w.signInWithSolana)===null||c===void 0)&&c.nonce?[`Nonce: ${w.signInWithSolana.nonce}`]:[],...!((u=w==null?void 0:w.signInWithSolana)===null||u===void 0)&&u.requestId?[`Request ID: ${w.signInWithSolana.requestId}`]:[],...!((d=(p=w==null?void 0:w.signInWithSolana)===null||p===void 0?void 0:p.resources)===null||d===void 0)&&d.length?["Resources",...w.signInWithSolana.resources.map(T=>`- ${T}`)]:[]].join(` 3208`);const C=await k.signMessage(new TextEncoder().encode(m),"utf8");if(!C||!(C instanceof Uint8Array))throw new Error("@supabase/auth-js: Wallet signMessage() API returned an recognized value");g=C}}try{const{data:x,error:v}=await te(this.fetch,"POST",`${this.url}/token?grant_type=web3`,{headers:this.headers,body:Object.assign({chain:"solana",message:m,signature:zs(g)},!((h=t.options)===null||h===void 0)&&h.captchaToken?{gotrue_meta_security:{captcha_token:(f=t.options)===null||f===void 0?void 0:f.captchaToken}}:null),xform:xn});if(v)throw v;if(!x||!x.session||!x.user){const b=new No;return this._returnResult({data:{user:null,session:null},error:b})}return x.session&&(await this._saveSession(x.session),await this._notifyAllSubscribers("SIGNED_IN",x.session)),this._returnResult({data:Object.assign({},x),error:v})}catch(x){if(J(x))return this._returnResult({data:{user:null,session:null},error:x});throw x}}async _exchangeCodeForSession(t){const n=await Un(this.storage,`${this.storageKey}-code-verifier`),[r,i]=(n??"").split("/");try{if(!r&&this.flowType==="pkce")throw new Vte;const{data:s,error:o}=await te(this.fetch,"POST",`${this.url}/token?grant_type=pkce`,{headers:this.headers,body:{auth_code:t,code_verifier:r},xform:xn});if(await Qe(this.storage,`${this.storageKey}-code-verifier`),o)throw o;if(!s||!s.session||!s.user){const a=new No;return this._returnResult({data:{user:null,session:null,redirectType:null},error:a})}return s.session&&(await this._saveSession(s.session),await this._notifyAllSubscribers(i==="recovery"?"PASSWORD_RECOVERY":"SIGNED_IN",s.session)),this._returnResult({data:Object.assign(Object.assign({},s),{redirectType:i??null}),error:o})}catch(s){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(s))return this._returnResult({data:{user:null,session:null,redirectType:null},error:s});throw s}}async signInWithIdToken(t){try{const{options:n,provider:r,token:i,access_token:s,nonce:o}=t,a=await te(this.fetch,"POST",`${this.url}/token?grant_type=id_token`,{headers:this.headers,body:{provider:r,id_token:i,access_token:s,nonce:o,gotrue_meta_security:{captcha_token:n==null?void 0:n.captchaToken}},xform:xn}),{data:c,error:u}=a;if(u)return this._returnResult({data:{user:null,session:null},error:u});if(!c||!c.session||!c.user){const p=new No;return this._returnResult({data:{user:null,session:null},error:p})}return c.session&&(await this._saveSession(c.session),await this._notifyAllSubscribers("SIGNED_IN",c.session)),this._returnResult({data:c,error:u})}catch(n){if(J(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async signInWithOtp(t){var n,r,i,s,o;try{if("email"in t){const{email:a,options:c}=t;let u=null,p=null;this.flowType==="pkce"&&([u,p]=await Ps(this.storage,this.storageKey));const{error:d}=await te(this.fetch,"POST",`${this.url}/otp`,{headers:this.headers,body:{email:a,data:(n=c==null?void 0:c.data)!==null&&n!==void 0?n:{},create_user:(r=c==null?void 0:c.shouldCreateUser)!==null&&r!==void 0?r:!0,gotrue_meta_security:{captcha_token:c==null?void 0:c.captchaToken},code_challenge:u,code_challenge_method:p},redirectTo:c==null?void 0:c.emailRedirectTo});return this._returnResult({data:{user:null,session:null},error:d})}if("phone"in t){const{phone:a,options:c}=t,{data:u,error:p}=await te(this.fetch,"POST",`${this.url}/otp`,{headers:this.headers,body:{phone:a,data:(i=c==null?void 0:c.data)!==null&&i!==void 0?i:{},create_user:(s=c==null?void 0:c.shouldCreateUser)!==null&&s!==void 0?s:!0,gotrue_meta_security:{captcha_token:c==null?void 0:c.captchaToken},channel:(o=c==null?void 0:c.channel)!==null&&o!==void 0?o:"sms"}});return this._returnResult({data:{user:null,session:null,messageId:u==null?void 0:u.message_id},error:p})}throw new od("You must provide either an email or phone number.")}catch(a){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(a))return this._returnResult({data:{user:null,session:null},error:a});throw a}}async verifyOtp(t){var n,r;try{let i,s;"options"in t&&(i=(n=t.options)===null||n===void 0?void 0:n.redirectTo,s=(r=t.options)===null||r===void 0?void 0:r.captchaToken);const{data:o,error:a}=await te(this.fetch,"POST",`${this.url}/verify`,{headers:this.headers,body:Object.assign(Object.assign({},t),{gotrue_meta_security:{captcha_token:s}}),redirectTo:i,xform:xn});if(a)throw a;if(!o)throw new Error("An error occurred on token verification.");const c=o.session,u=o.user;return c!=null&&c.access_token&&(await this._saveSession(c),await this._notifyAllSubscribers(t.type=="recovery"?"PASSWORD_RECOVERY":"SIGNED_IN",c)),this._returnResult({data:{user:u,session:c},error:null})}catch(i){if(J(i))return this._returnResult({data:{user:null,session:null},error:i});throw i}}async signInWithSSO(t){var n,r,i,s,o;try{let a=null,c=null;this.flowType==="pkce"&&([a,c]=await Ps(this.storage,this.storageKey));const u=await te(this.fetch,"POST",`${this.url}/sso`,{body:Object.assign(Object.assign(Object.assign(Object.assign(Object.assign({},"providerId"in t?{provider_id:t.providerId}:null),"domain"in t?{domain:t.domain}:null),{redirect_to:(r=(n=t.options)===null||n===void 0?void 0:n.redirectTo)!==null&&r!==void 0?r:void 0}),!((i=t==null?void 0:t.options)===null||i===void 0)&&i.captchaToken?{gotrue_meta_security:{captcha_token:t.options.captchaToken}}:null),{skip_http_redirect:!0,code_challenge:a,code_challenge_method:c}),headers:this.headers,xform:gne});return!((s=u.data)===null||s===void 0)&&s.url&&Et()&&!(!((o=t.options)===null||o===void 0)&&o.skipBrowserRedirect)&&window.location.assign(u.data.url),this._returnResult(u)}catch(a){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(a))return this._returnResult({data:null,error:a});throw a}}async reauthenticate(){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._reauthenticate()):await this._reauthenticate()}async _reauthenticate(){try{return await this._useSession(async t=>{const{data:{session:n},error:r}=t;if(r)throw r;if(!n)throw new ft;const{error:i}=await te(this.fetch,"GET",`${this.url}/reauthenticate`,{headers:this.headers,jwt:n.access_token});return this._returnResult({data:{user:null,session:null},error:i})})}catch(t){if(J(t))return this._returnResult({data:{user:null,session:null},error:t});throw t}}async resend(t){try{const n=`${this.url}/resend`;if("email"in t){const{email:r,type:i,options:s}=t;let o=null,a=null;this.flowType==="pkce"&&([o,a]=await Ps(this.storage,this.storageKey));const{error:c}=await te(this.fetch,"POST",n,{headers:this.headers,body:{email:r,type:i,gotrue_meta_security:{captcha_token:s==null?void 0:s.captchaToken}
3208,code_challenge:o,code_challenge_method:a},redirectTo:s==null?void 0:s.emailRedirectTo});return c&&await Qe(this.storage,`${this.storageKey}-code-verifier`),this._returnResult({data:{user:null,session:null},error:c})}else if("phone"in t){const{phone:r,type:i,options:s}=t,{data:o,error:a}=await te(this.fetch,"POST",n,{headers:this.headers,body:{phone:r,type:i,gotrue_meta_security:{captcha_token:s==null?void 0:s.captchaToken}}});return this._returnResult({data:{user:null,session:null,messageId:o==null?void 0:o.message_id},error:a})}throw new od("You must provide either an email or phone number and a type")}catch(n){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async getSession(){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>this._useSession(async t=>t)):await this._useSession(async t=>t)}async _acquireLock(t,n){this._debug("#_acquireLock","begin",t);try{if(this.lockAcquired){const r=this.pendingInLock.length?this.pendingInLock[this.pendingInLock.length-1]:Promise.resolve(),i=(async()=>(await r,await n()))();return this.pendingInLock.push((async()=>{try{await i}catch{}})()),i}return await this.lock(`lock:${this.storageKey}`,t,async()=>{this._debug("#_acquireLock","lock acquired for storage key",this.storageKey);try{this.lockAcquired=!0;const r=n();for(this.pendingInLock.push((async()=>{try{await r}catch{}})()),await r;this.pendingInLock.length;){const i=[...this.pendingInLock];await Promise.all(i),this.pendingInLock.splice(0,i.length)}return await r}finally{this._debug("#_acquireLock","lock released for storage key",this.storageKey),this.lockAcquired=!1}})}finally{this._debug("#_acquireLock","end")}}async _useSession(t){this._debug("#_useSession","begin");try{const n=await this.__loadSession();return await t(n)}finally{this._debug("#_useSession","end")}}async __loadSession(){this._debug("#__loadSession()","begin"),this.lock!=null&&!this.lockAcquired&&this._debug("#__loadSession()","used outside of an acquired lock!",new Error().stack);try{let t=null;const n=await Un(this.storage,this.storageKey);if(this._debug("#getSession()","session from storage",n),n!==null&&(this._isValidSession(n)?t=n:(this._debug("#getSession()","session from storage is not valid"),await this._removeSession())),!t)return{data:{session:null},error:null};const r=t.expires_at?t.expires_at*1e3-Date.now()<Vm:!1;if(this._debug("#__loadSession()",`session has${r?"":" not"} expired`,"expires_at",t.expires_at),!r){if(this.userStorage){const o=await Un(this.userStorage,this.storageKey+"-user");o!=null&&o.user?t.user=o.user:t.user=Wm()}if(this.storage.isServer&&t.user&&!t.user.__isUserNotAvailableProxy){const o={value:this.suppressGetSessionWarning};t.user=pne(t.user,o),o.value&&(this.suppressGetSessionWarning=!0)}return{data:{session:t},error:null}}const{data:i,error:s}=await this._callRefreshToken(t.refresh_token);if(s){if(!!(t.expires_at&&t.expires_at*1e3>Date.now())){const a=await Un(this.storage,this.storageKey);if(a&&a.refresh_token===t.refresh_token)return this._returnResult({data:{session:t},error:null})}return this._returnResult({data:{session:null},error:s})}return this._returnResult({data:{session:i},error:null})}finally{this._debug("#__loadSession()","end")}}async getUser(t){if(t)return await this._getUser(t);await this.initializePromise;let n;return this.lock!=null?n=await this._acquireLock(this.lockAcquireTimeout,async()=>await this._getUser()):n=await this._getUser(),n.data.user&&(this.suppressGetSessionWarning=!0),n}async _getUser(t){try{return t?await te(this.fetch,"GET",`${this.url}/user`,{headers:this.headers,jwt:t,xform:Bi}):await this._useSession(async n=>{var r,i,s;const{data:o,error:a}=n;if(a)throw a;return!(!((r=o.session)===null||r===void 0)&&r.access_token)&&!this.hasCustomAuthorizationHeader?{data:{user:null},error:new ft}:await te(this.fetch,"GET",`${this.url}/user`,{headers:this.headers,jwt:(s=(i=o.session)===null||i===void 0?void 0:i.access_token)!==null&&s!==void 0?s:void 0,xform:Bi})})}catch(n){if(J(n))return sd(n)&&(await this._removeSession(),await Qe(this.storage,`${this.storageKey}-code-verifier`)),this._returnResult({data:{user:null},error:n});throw n}}async updateUser(t,n={}){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._updateUser(t,n)):await this._updateUser(t,n)}async _updateUser(t,n={}){try{return await this._useSession(async r=>{const{data:i,error:s}=r;if(s)throw s;if(!i.session)throw new ft;const o=i.session;let a=null,c=null;this.flowType==="pkce"&&t.email!=null&&([a,c]=await Ps(this.storage,this.storageKey));const{data:u,error:p}=await te(this.fetch,"PUT",`${this.url}/user`,{headers:this.headers,redirectTo:n==null?void 0:n.emailRedirectTo,body:Object.assign(Object.assign({},t),{code_challenge:a,code_challenge_method:c}),jwt:o.access_token,xform:Bi});if(p)throw p;return o.user=u.user,await this._saveSession(o),await this._notifyAllSubscribers("USER_UPDATED",o),this._returnResult({data:{user:o.user},error:null})})}catch(r){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(r))return this._returnResult({data:{user:null},error:r});throw r}}async setSession(t){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._setSession(t)):await this._setSession(t)}async _setSession(t){try{if(!t.access_token||!t.refresh_token)throw new ft;const n=Date.now()/1e3;let r=n,i=!0,s=null;const{payload:o}=ld(t.access_token);if(o.exp&&(r=o.exp,i=r<=n),i){const{data:a,error:c}=await this._callRefreshToken(t.refresh_token);if(c)return this._returnResult({data:{user:null,session:null},error:c});if(!a)return{data:{user:null,session:null},error:null};s=a}else{const{data:a,error:c}=await this._getUser(t.access_token);if(c)return this._returnResult({data:{user:null,session:null},error:c});s={access_token:t.access_token,refresh_token:t.refresh_token,user:a.user,token_type:"bearer",expires_in:r-n,expires_at:r},await this._saveSession(s),await this._notifyAllSubscribers("SIGNED_IN",s)}return this._returnResult({data:{user:s.user,session:s},error:null})}catch(n){if(J(n))return this._returnResult({data:{session:null,user:null},error:n});throw n}}async refreshSession(t){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._refreshSession(t)):await this._refreshSession(t)}async _refreshSession(t){try{return await this._useSession(async n=>{var r;if(!t){const{data:o,error:a}=n;
3208if(a)throw a;t=(r=o.session)!==null&&r!==void 0?r:void 0}if(!(t!=null&&t.refresh_token))throw new ft;const{data:i,error:s}=await this._callRefreshToken(t.refresh_token);return s?this._returnResult({data:{user:null,session:null},error:s}):i?this._returnResult({data:{user:i.user,session:i},error:null}):this._returnResult({data:{user:null,session:null},error:null})})}catch(n){if(J(n))return this._returnResult({data:{user:null,session:null},error:n});throw n}}async _getSessionFromURL(t,n){var r;try{if(!Et())throw new ad("No browser detected.");if(t.error||t.error_description||t.error_code)throw new ad(t.error_description||"Error in URL with unspecified error_description",{error:t.error||"unspecified_error",code:t.error_code||"unspecified_code"});switch(n){case"implicit":if(this.flowType==="pkce")throw new mj("Not a valid PKCE flow url.");break;case"pkce":if(this.flowType==="implicit")throw new ad("Not a valid implicit grant flow url.");break;default:}if(n==="pkce"){if(this._debug("#_initialize()","begin","is PKCE flow",!0),!t.code)throw new mj("No code detected.");const{data:w,error:k}=await this._exchangeCodeForSession(t.code);if(k)throw k;const S=new URL(window.location.href);return S.searchParams.delete("code"),window.history.replaceState(window.history.state,"",S.toString()),{data:{session:w.session,redirectType:(r=w.redirectType)!==null&&r!==void 0?r:null},error:null}}const{provider_token:i,provider_refresh_token:s,access_token:o,refresh_token:a,expires_in:c,expires_at:u,token_type:p}=t;if(!o||!c||!a||!p)throw new ad("No session defined in URL");const d=Math.round(Date.now()/1e3),h=parseInt(c);let f=d+h;u&&(f=parseInt(u));const m=f-d;m*1e3<=Zr&&console.warn(`@supabase/gotrue-js: Session as retrieved from URL expires in ${m}s, should have been closer to ${h}s`);const g=f-h;d-g>=120?console.warn("@supabase/gotrue-js: Session as retrieved from URL was issued over 120s ago, URL could be stale",g,f,d):d-g<0&&console.warn("@supabase/gotrue-js: Session as retrieved from URL was issued in the future? Check the device clock for skew",g,f,d);const{data:x,error:v}=await this._getUser(o);if(v)throw v;const b={provider_token:i,provider_refresh_token:s,access_token:o,expires_in:h,expires_at:f,refresh_token:a,token_type:p,user:x.user};return window.location.hash="",this._debug("#_getSessionFromURL()","clearing window.location.hash"),this._returnResult({data:{session:b,redirectType:t.type},error:null})}catch(i){if(J(i))return this._returnResult({data:{session:null,redirectType:null},error:i});throw i}}_isImplicitGrantCallback(t){return typeof this.detectSessionInUrl=="function"?this.detectSessionInUrl(new URL(window.location.href),t):!!(t.access_token||t.error||t.error_description||t.error_code)}async _isPKCECallback(t){const n=await Un(this.storage,`${this.storageKey}-code-verifier`);return!!(t.code&&n)}async signOut(t={scope:"global"}){return await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>await this._signOut(t)):await this._signOut(t)}async _signOut({scope:t}={scope:"global"}){return await this._useSession(async n=>{var r;const{data:i,error:s}=n;if(s&&!sd(s))return this._returnResult({error:s});const o=(r=i.session)===null||r===void 0?void 0:r.access_token;if(o){const{error:a}=await this.admin.signOut(o,t);if(a&&!(zte(a)&&(a.status===404||a.status===401||a.status===403)||sd(a)))return this._returnResult({error:a})}return t!=="others"&&(await this._removeSession(),await Qe(this.storage,`${this.storageKey}-code-verifier`)),this._returnResult({error:null})})}onAuthStateChange(t){const n=Xte(),r={id:n,callback:t,unsubscribe:()=>{this._debug("#unsubscribe()","state change callback with id removed",n),this.stateChangeEmitters.delete(n)}};return this._debug("#onAuthStateChange()","registered callback with id",n),this.stateChangeEmitters.set(n,r),(async()=>(await this.initializePromise,this.lock!=null?await this._acquireLock(this.lockAcquireTimeout,async()=>{this._emitInitialSession(n)}):await this._emitInitialSession(n)))(),{data:{subscription:r}}}async _emitInitialSession(t){return await this._useSession(async n=>{var r,i;try{const{data:{session:s},error:o}=n;
3208if(o)throw o;await((r=this.stateChangeEmitters.get(t))===null||r===void 0?void 0:r.callback("INITIAL_SESSION",s)),this._debug("INITIAL_SESSION","callback id",t,"session",s)}catch(s){await((i=this.stateChangeEmitters.get(t))===null||i===void 0?void 0:i.callback("INITIAL_SESSION",null)),this._debug("INITIAL_SESSION","callback id",t,"error",s),sd(s)?console.warn(s):console.error(s)}})}async resetPasswordForEmail(t,n={}){let r=null,i=null;this.flowType==="pkce"&&([r,i]=await Ps(this.storage,this.storageKey,!0));try{return await te(this.fetch,"POST",`${this.url}/recover`,{body:{email:t,code_challenge:r,code_challenge_method:i,gotrue_meta_security:{captcha_token:n.captchaToken}},headers:this.headers,redirectTo:n.redirectTo})}catch(s){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(s))return this._returnResult({data:null,error:s});throw s}}async getUserIdentities(){var t;try{const{data:n,error:r}=await this.getUser();if(r)throw r;return this._returnResult({data:{identities:(t=n.user.identities)!==null&&t!==void 0?t:[]},error:null})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async linkIdentity(t){return"token"in t?this.linkIdentityIdToken(t):this.linkIdentityOAuth(t)}async linkIdentityOAuth(t){var n;try{const{data:r,error:i}=await this._useSession(async s=>{var o,a,c,u,p;const{data:d,error:h}=s;if(h)throw h;const f=await this._getUrlForProvider(`${this.url}/user/identities/authorize`,t.provider,{redirectTo:(o=t.options)===null||o===void 0?void 0:o.redirectTo,scopes:(a=t.options)===null||a===void 0?void 0:a.scopes,queryParams:(c=t.options)===null||c===void 0?void 0:c.queryParams,skipBrowserRedirect:!0});return await te(this.fetch,"GET",f,{headers:this.headers,jwt:(p=(u=d.session)===null||u===void 0?void 0:u.access_token)!==null&&p!==void 0?p:void 0})});if(i)throw i;return Et()&&!(!((n=t.options)===null||n===void 0)&&n.skipBrowserRedirect)&&window.location.assign(r==null?void 0:r.url),this._returnResult({data:{provider:t.provider,url:r==null?void 0:r.url},error:null})}catch(r){if(J(r))return this._returnResult({data:{provider:t.provider,url:null},error:r});throw r}}async linkIdentityIdToken(t){return await this._useSession(async n=>{var r;try{const{error:i,data:{session:s}}=n;if(i)throw i;const{options:o,provider:a,token:c,access_token:u,nonce:p}=t,d=await te(this.fetch,"POST",`${this.url}/token?grant_type=id_token`,{headers:this.headers,jwt:(r=s==null?void 0:s.access_token)!==null&&r!==void 0?r:void 0,body:{provider:a,id_token:c,access_token:u,nonce:p,link_identity:!0,gotrue_meta_security:{captcha_token:o==null?void 0:o.captchaToken}},xform:xn}),{data:h,error:f}=d;return f?this._returnResult({data:{user:null,session:null},error:f}):!h||!h.session||!h.user?this._returnResult({data:{user:null,session:null},error:new No}):(h.session&&(await this._saveSession(h.session),await this._notifyAllSubscribers("USER_UPDATED",h.session)),this._returnResult({data:h,error:f}))}catch(i){if(await Qe(this.storage,`${this.storageKey}-code-verifier`),J(i))return this._returnResult({data:{user:null,session:null},error:i});throw i}})}async unlinkIdentity(t){try{return await this._useSession(async n=>{var r,i;const{data:s,error:o}=n;if(o)throw o;return await te(this.fetch,"DELETE",`${this.url}/user/identities/${t.identity_id}`,{headers:this.headers,jwt:(i=(r=s.session)===null||r===void 0?void 0:r.access_token)!==null&&i!==void 0?i:void 0})})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async _refreshAccessToken(t){const n="#_refreshAccessToken()";this._debug(n,"begin");try{const r=Date.now();return await nne(async i=>(i>0&&await tne(200*Math.pow(2,i-1)),this._debug(n,"refreshing attempt",i),await te(this.fetch,"POST",`${this.url}/token?grant_type=refresh_token`,{body:{refresh_token:t},headers:this.headers,xform:xn})),(i,s)=>{const o=200*Math.pow(2,i);return s&&gj(s)&&Date.now()+o-r<Zr})}catch(r){if(this._debug(n,"error",r),J(r))return this._returnResult({data:{session:null,user:null},error:r});throw r}finally{this._debug(n,"end")}}_isValidSession(t){return typeof t=="object"&&t!==null&&"access_token"in t&&"refresh_token"in t&&"expires_at"in t}async _handleProviderSignIn(t,n){const r=await this._getUrlForProvider(`${this.url}/authorize`,t,{redirectTo:n.redirectTo,scopes:n.scopes,queryParams:n.queryParams});return this._debug("#_handleProviderSignIn()","provider",t,"options",n,"url",r),Et()&&!n.skipBrowserRedirect&&window.location.assign(r),{data:{provider:t,url:r},error:null}}async _recoverAndRefresh(){var t,n;const r="#_recoverAndRefresh()";this._debug(r,"begin");try{const i=await Un(this.storage,this.storageKey);if(i&&this.userStorage){let o=await Un(this.userStorage,this.storageKey+"-user");!this.storage.isServer&&Object.is(this.storage,this.userStorage)&&!o&&(o={user:i.user},await Do(this.userStorage,this.storageKey+"-user",o)),i.user=(t=o==null?void 0:o.user)!==null&&t!==void 0?t:Wm()}else if(i&&!i.user&&!i.user){const o=await Un(this.storage,this.storageKey+"-user");o&&(o!=null&&o.user)?(i.user=o.user,await Qe(this.storage,this.storageKey+"-user"),await Do(this.storage,this.storageKey,i)):i.user=Wm()}
3208if(this._debug(r,"session from storage",i),!this._isValidSession(i)){this._debug(r,"session is not valid"),i!==null&&await this._removeSession();return}const s=((n=i.expires_at)!==null&&n!==void 0?n:1/0)*1e3-Date.now()<Vm;if(this._debug(r,`session has${s?"":" not"} expired with margin of ${Vm}s`),s){if(this.autoRefreshToken&&i.refresh_token){const{error:o}=await this._callRefreshToken(i.refresh_token);o&&(Wte(o)?this._debug(r,"refresh discarded by commit guard",o):this._debug(r,"refresh failed",o))}}else if(i.user&&i.user.__isUserNotAvailableProxy===!0)try{const{data:o,error:a}=await this._getUser(i.access_token);!a&&(o!=null&&o.user)?(i.user=o.user,await this._saveSession(i),await this._notifyAllSubscribers("SIGNED_IN",i)):this._debug(r,"could not get user data, skipping SIGNED_IN notification")}catch(o){console.error("Error getting user data:",o),this._debug(r,"error getting user data, skipping SIGNED_IN notification",o)}else await this._notifyAllSubscribers("SIGNED_IN",i)}catch(i){this._debug(r,"error",i),console.error(i);return}finally{this._debug(r,"end")}}async _callRefreshToken(t){var n,r;if(!t)throw new ft;if(this.refreshingDeferred)return this.refreshingDeferred.promise;if(this.lastRefreshFailure&&this.lastRefreshFailure.refreshToken===t&&Date.now()<this.lastRefreshFailure.expiresAt)return this._debug("#_callRefreshToken()","returning cached failure (cooldown active)"),this.lastRefreshFailure.result;const i="#_callRefreshToken()";this._debug(i,"begin");try{this.refreshingDeferred=new cf;const s=await Un(this.storage,this.storageKey),{data:o,error:a}=await this._refreshAccessToken(t);if(a)throw a;if(!o.session)throw new ft;const c=await Un(this.storage,this.storageKey);if(s!==null&&(c===null||c.refresh_token!==s.refresh_token)){this._debug(i,"commit guard: storage changed since refresh started, discarding rotated tokens",{startedWith:"present",nowHolds:c?"replaced":"cleared"});const h={data:null,error:new vj};return this.refreshingDeferred.resolve(h),h}const p=this._sessionRemovalEpoch;if(await this._saveSession(o.session),this._sessionRemovalEpoch!==p){this._debug(i,"commit guard (post-save): _removeSession ran during _saveSession, undoing write"),await Qe(this.storage,this.storageKey),this.userStorage&&await Qe(this.userStorage,this.storageKey+"-user");const h={data:null,error:new vj};return this.refreshingDeferred.resolve(h),h}await this._notifyAllSubscribers("TOKEN_REFRESHED",o.session);const d={data:o.session,error:null};return this.lastRefreshFailure=null,this.refreshingDeferred.resolve(d),d}catch(s){if(this._debug(i,"error",s),J(s)){const o={data:null,error:s};if(!gj(s)){const a=await Un(this.storage,this.storageKey);!!(a!=null&&a.expires_at&&a.expires_at*1e3>Date.now())?this._debug(i,"proactive refresh failed, access token still valid â preserving session"):await this._removeSession()}return this.lastRefreshFailure={refreshToken:t,result:o,expiresAt:Date.now()+Lte},(n=this.refreshingDeferred)===null||n===void 0||n.resolve(o),o}throw(r=this.refreshingDeferred)===null||r===void 0||r.reject(s),s}finally{this.refreshingDeferred=null,this._debug(i,"end")}}async _notifyAllSubscribers(t,n,r=!0){const i=`#_notifyAllSubscribers(${t})`;this._debug(i,"begin",n,`broadcast = ${r}`);try{this.broadcastChannel&&r&&this.broadcastChannel.postMessage({event:t,session:n});const s=[],o=Array.from(this.stateChangeEmitters.values()).map(async a=>{try{await a.callback(t,n)}catch(c){s.push(c)}});if(await Promise.all(o),s.length>0){for(let a=0;a<s.length;a+=1)console.error(s[a]);throw s[0]}}finally{this._debug(i,"end")}}async _saveSession(t){this._debug("#_saveSession()",t),this.suppressGetSessionWarning=!0,await Qe(this.storage,`${this.storageKey}-code-verifier`);const n=Object.assign({},t),r=n.user&&n.user.__isUserNotAvailableProxy===!0;if(this.userStorage){!r&&n.user&&await Do(this.userStorage,this.storageKey+"-user",{user:n.user});const i=Object.assign({},n);delete i.user;const s=kj(i);await Do(this.storage,this.storageKey,s)}else{const i=kj(n);await Do(this.storage,this.storageKey,i)}}async _removeSession(){this._sessionRemovalEpoch+=1,this._debug("#_removeSession()"),this.lastRefreshFailure=null,this.suppressGetSessionWarning=!1,await Qe(this.storage,this.storageKey),await Qe(this.storage,this.storageKey+"-code-verifier"),await Qe(this.storage,this.storageKey+"-user"),this.userStorage&&await Qe(this.userStorage,this.storageKey+"-user"),await this._notifyAllSubscribers("SIGNED_OUT",null)}_removeVisibilityChangedCallback(){this._debug("#_removeVisibilityChangedCallback()");const t=this.visibilityChangedCallback;this.visibilityChangedCallback=null;
3208try{t&&Et()&&(window!=null&&window.removeEventListener)&&window.removeEventListener("visibilitychange",t)}catch(n){console.error("removing visibilitychange callback failed",n)}}async _startAutoRefresh(){await this._stopAutoRefresh(),this._debug("#_startAutoRefresh()");const t=setInterval(()=>this._autoRefreshTokenTick(),Zr);this.autoRefreshTicker=t,t&&typeof t=="object"&&typeof t.unref=="function"?t.unref():typeof Deno<"u"&&typeof Deno.unrefTimer=="function"&&Deno.unrefTimer(t);const n=setTimeout(async()=>{await this.initializePromise,await this._autoRefreshTokenTick()},0);this.autoRefreshTickTimeout=n,n&&typeof n=="object"&&typeof n.unref=="function"?n.unref():typeof Deno<"u"&&typeof Deno.unrefTimer=="function"&&Deno.unrefTimer(n)}async _stopAutoRefresh(){this._debug("#_stopAutoRefresh()");const t=this.autoRefreshTicker;this.autoRefreshTicker=null,t&&clearInterval(t);const n=this.autoRefreshTickTimeout;this.autoRefreshTickTimeout=null,n&&clearTimeout(n)}async startAutoRefresh(){this._removeVisibilityChangedCallback(),await this._startAutoRefresh()}async stopAutoRefresh(){this._removeVisibilityChangedCallback(),await this._stopAutoRefresh()}async dispose(){var t;this._removeVisibilityChangedCallback(),await this._stopAutoRefresh(),(t=this.broadcastChannel)===null||t===void 0||t.close(),this.broadcastChannel=null,this.stateChangeEmitters.clear()}async _autoRefreshTokenTick(){if(this._debug("#_autoRefreshTokenTick()","begin"),this.lock!=null){try{await this._acquireLock(0,async()=>{try{const t=Date.now();try{return await this._useSession(async n=>{const{data:{session:r}}=n;if(!r||!r.refresh_token||!r.expires_at){this._debug("#_autoRefreshTokenTick()","no session");return}const i=Math.floor((r.expires_at*1e3-t)/Zr);this._debug("#_autoRefreshTokenTick()",`access token expires in ${i} ticks, a tick lasts ${Zr}ms, refresh threshold is ${Pl} ticks`),i<=Pl&&await this._callRefreshToken(r.refresh_token)})}catch(n){console.error("Auto refresh tick failed with error. This is likely a transient error.",n)}}finally{this._debug("#_autoRefreshTokenTick()","end")}})}catch(t){if(t instanceof xne)this._debug("auto refresh token tick lock not available");else throw t}return}if(this.refreshingDeferred!==null){this._debug("#_autoRefreshTokenTick()","refresh already in flight, skipping");return}try{const t=Date.now();try{await this._useSession(async n=>{const{data:{session:r}}=n;if(!r||!r.refresh_token||!r.expires_at){this._debug("#_autoRefreshTokenTick()","no session");return}const i=Math.floor((r.expires_at*1e3-t)/Zr);this._debug("#_autoRefreshTokenTick()",`access token expires in ${i} ticks, a tick lasts ${Zr}ms, refresh threshold is ${Pl} ticks`),i<=Pl&&await this._callRefreshToken(r.refresh_token)})}catch(n){console.error("Auto refresh tick failed with error. This is likely a transient error.",n)}}finally{this._debug("#_autoRefreshTokenTick()","end")}}async _handleVisibilityChange(){if(this._debug("#_handleVisibilityChange()"),!Et()||!(window!=null&&window.addEventListener))return this.autoRefreshToken&&this.startAutoRefresh(),!1;try{this.visibilityChangedCallback=async()=>{try{await this._onVisibilityChanged(!1)}catch(t){this._debug("#visibilityChangedCallback","error",t)}},window==null||window.addEventListener("visibilitychange",this.visibilityChangedCallback),await this._onVisibilityChanged(!0)}catch(t){console.error("_handleVisibilityChange",t)}}async _onVisibilityChanged(t){const n=`#_onVisibilityChanged(${t})`;if(this._debug(n,"visibilityState",document.visibilityState),document.visibilityState==="visible"){if(this.autoRefreshToken&&this._startAutoRefresh(),!t)if(await this.initializePromise,this.lock!=null)await this._acquireLock(this.lockAcquireTimeout,async()=>{if(document.visibilityState!=="visible"){this._debug(n,"acquired the lock to recover the session, but the browser visibilityState is no longer visible, aborting");return}await this._recoverAndRefresh()});else{if(document.visibilityState!=="visible"){this._debug(n,"visibilityState is no longer visible, skipping recovery");return}await this._recoverAndRefresh()}}else document.visibilityState==="hidden"&&this.autoRefreshToken&&this._stopAutoRefresh()}async _getUrlForProvider(t,n,r){const i=[`provider=${encodeURIComponent(n)}`];if(r!=null&&r.redirectTo&&i.push(`redirect_to=${encodeURIComponent(r.redirectTo)}`),r!=null&&r.scopes&&i.push(`scopes=${encodeURIComponent(r.scopes)}`),this.flowType==="pkce"){const[s,o]=await Ps(this.storage,this.storageKey),a=new URLSearchParams({code_challenge:`${encodeURIComponent(s)}`,code_challenge_method:`${encodeURIComponent(o)}`});i.push(a.toString())}if(r!=null&&r.queryParams){const s=new URLSearchParams(r.queryParams);i.push(s.toString())}return r!=null&&r.skipBrowserRedirect&&i.push(`skip_http_redirect=${r.skipBrowserRedirect}`),`${t}?${i.join("&")}`}async _unenroll(t){try{return await this._useSession(async n=>{var r;const{data:i,error:s}=n;return s?this._returnResult({data:null,error:s}
3208):await te(this.fetch,"DELETE",`${this.url}/factors/${t.factorId}`,{headers:this.headers,jwt:(r=i==null?void 0:i.session)===null||r===void 0?void 0:r.access_token})})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async _enroll(t){try{return await this._useSession(async n=>{var r,i;const{data:s,error:o}=n;if(o)return this._returnResult({data:null,error:o});const a=Object.assign({friendly_name:t.friendlyName,factor_type:t.factorType},t.factorType==="phone"?{phone:t.phone}:t.factorType==="totp"?{issuer:t.issuer}:{}),{data:c,error:u}=await te(this.fetch,"POST",`${this.url}/factors`,{body:a,headers:this.headers,jwt:(r=s==null?void 0:s.session)===null||r===void 0?void 0:r.access_token});return u?this._returnResult({data:null,error:u}):(t.factorType==="totp"&&c.type==="totp"&&(!((i=c==null?void 0:c.totp)===null||i===void 0)&&i.qr_code)&&(c.totp.qr_code=`data:image/svg+xml;utf-8,${c.totp.qr_code}`),this._returnResult({data:c,error:null}))})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async _verify(t){const n=async()=>{try{return await this._useSession(async r=>{var i;const{data:s,error:o}=r;if(o)return this._returnResult({data:null,error:o});const a=Object.assign({challenge_id:t.challengeId},"webauthn"in t?{webauthn:Object.assign(Object.assign({},t.webauthn),{credential_response:t.webauthn.type==="create"?Pj(t.webauthn.credential_response):Aj(t.webauthn.credential_response)})}:{code:t.code}),{data:c,error:u}=await te(this.fetch,"POST",`${this.url}/factors/${t.factorId}/verify`,{body:a,headers:this.headers,jwt:(i=s==null?void 0:s.session)===null||i===void 0?void 0:i.access_token});return u?this._returnResult({data:null,error:u}):(await this._saveSession(Object.assign({expires_at:Math.round(Date.now()/1e3)+c.expires_in},c)),await this._notifyAllSubscribers("MFA_CHALLENGE_VERIFIED",c),this._returnResult({data:c,error:u}))})}catch(r){if(J(r))return this._returnResult({data:null,error:r});throw r}};return this.lock!=null?this._acquireLock(this.lockAcquireTimeout,n):n()}async _challenge(t){const n=async()=>{try{return await this._useSession(async r=>{var i;const{data:s,error:o}=r;if(o)return this._returnResult({data:null,error:o});const a=await te(this.fetch,"POST",`${this.url}/factors/${t.factorId}/challenge`,{body:t,headers:this.headers,jwt:(i=s==null?void 0:s.session)===null||i===void 0?void 0:i.access_token});if(a.error)return a;const{data:c}=a;if(c.type!=="webauthn")return{data:c,error:null};switch(c.webauthn.type){case"create":return{data:Object.assign(Object.assign({},c),{webauthn:Object.assign(Object.assign({},c.webauthn),{credential_options:Object.assign(Object.assign({},c.webauthn.credential_options),{publicKey:Ej(c.webauthn.credential_options.publicKey)})})}),error:null};case"request":return{data:Object.assign(Object.assign({},c),{webauthn:Object.assign(Object.assign({},c.webauthn),{credential_options:Object.assign(Object.assign({},c.webauthn.credential_options),{publicKey:Tj(c.webauthn.credential_options.publicKey)})})}),error:null}}})}catch(r){if(J(r))return this._returnResult({data:null,error:r});throw r}};return this.lock!=null?this._acquireLock(this.lockAcquireTimeout,n):n()}async _challengeAndVerify(t){const{data:n,error:r}=await this._challenge({factorId:t.factorId});return r?this._returnResult({data:null,error:r}):await this._verify({factorId:t.factorId,challengeId:n.id,code:t.code})}async _listFactors(){var t;const{data:{user:n},error:r}=await this.getUser();if(r)return{data:null,error:r};const i={all:[],phone:[],totp:[],webauthn:[]};for(const s of(t=n==null?void 0:n.factors)!==null&&t!==void 0?t:[])i.all.push(s),s.status==="verified"&&i[s.factor_type].push(s);return{data:i,error:null}}async _getAuthenticatorAssuranceLevel(t){var n,r,i,s;if(t)try{const{payload:f}=ld(t);let m=null;f.aal&&(m=f.aal);let g=m;const{data:{user:x},error:v}=await this.getUser(t);if(v)return this._returnResult({data:null,error:v});((r=(n=x==null?void 0:x.factors)===null||n===void 0?void 0:n.filter(k=>k.status==="verified"))!==null&&r!==void 0?r:[]).length>0&&(g="aal2");const w=f.amr||[];return{data:{currentLevel:m,nextLevel:g,currentAuthenticationMethods:w},error:null}}catch(f){if(J(f))return this._returnResult({data:null,error:f});throw f}const{data:{session:o},error:a}
3208=await this.getSession();if(a)return this._returnResult({data:null,error:a});if(!o)return{data:{currentLevel:null,nextLevel:null,currentAuthenticationMethods:[]},error:null};const{payload:c}=ld(o.access_token);let u=null;c.aal&&(u=c.aal);let p=u;((s=(i=o.user.factors)===null||i===void 0?void 0:i.filter(f=>f.status==="verified"))!==null&&s!==void 0?s:[]).length>0&&(p="aal2");const h=c.amr||[];return{data:{currentLevel:u,nextLevel:p,currentAuthenticationMethods:h},error:null}}async _getAuthorizationDetails(t){try{return await this._useSession(async n=>{const{data:{session:r},error:i}=n;return i?this._returnResult({data:null,error:i}):r?await te(this.fetch,"GET",`${this.url}/oauth/authorizations/${t}`,{headers:this.headers,jwt:r.access_token,xform:s=>({data:s,error:null})}):this._returnResult({data:null,error:new ft})})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async _approveAuthorization(t,n){try{return await this._useSession(async r=>{const{data:{session:i},error:s}=r;if(s)return this._returnResult({data:null,error:s});if(!i)return this._returnResult({data:null,error:new ft});const o=await te(this.fetch,"POST",`${this.url}/oauth/authorizations/${t}/consent`,{headers:this.headers,jwt:i.access_token,body:{action:"approve"},xform:a=>({data:a,error:null})});return o.data&&o.data.redirect_url&&Et()&&!(n!=null&&n.skipBrowserRedirect)&&window.location.assign(o.data.redirect_url),o})}catch(r){if(J(r))return this._returnResult({data:null,error:r});throw r}}async _denyAuthorization(t,n){try{return await this._useSession(async r=>{const{data:{session:i},error:s}=r;if(s)return this._returnResult({data:null,error:s});if(!i)return this._returnResult({data:null,error:new ft});const o=await te(this.fetch,"POST",`${this.url}/oauth/authorizations/${t}/consent`,{headers:this.headers,jwt:i.access_token,body:{action:"deny"},xform:a=>({data:a,error:null})});return o.data&&o.data.redirect_url&&Et()&&!(n!=null&&n.skipBrowserRedirect)&&window.location.assign(o.data.redirect_url),o})}catch(r){if(J(r))return this._returnResult({data:null,error:r});throw r}}async _listOAuthGrants(){try{return await this._useSession(async t=>{const{data:{session:n},error:r}=t;return r?this._returnResult({data:null,error:r}):n?await te(this.fetch,"GET",`${this.url}/user/oauth/grants`,{headers:this.headers,jwt:n.access_token,xform:i=>({data:i,error:null})}):this._returnResult({data:null,error:new ft})})}catch(t){if(J(t))return this._returnResult({data:null,error:t});throw t}}async _revokeOAuthGrant(t){try{return await this._useSession(async n=>{const{data:{session:r},error:i}=n;return i?this._returnResult({data:null,error:i}):r?(await te(this.fetch,"DELETE",`${this.url}/user/oauth/grants`,{headers:this.headers,jwt:r.access_token,query:{client_id:t.clientId},noResolveJson:!0}),{data:{},error:null}):this._returnResult({data:null,error:new ft})})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async fetchJwk(t,n={keys:[]}){let r=n.keys.find(a=>a.kid===t);if(r)return r;const i=Date.now();if(r=this.jwks.keys.find(a=>a.kid===t),r&&this.jwks_cached_at+$te>i)return r;const{data:s,error:o}=await te(this.fetch,"GET",`${this.url}/.well-known/jwks.json`,{headers:this.headers});if(o)throw o;return!s.keys||s.keys.length===0||(this.jwks=s,this.jwks_cached_at=i,r=s.keys.find(a=>a.kid===t),!r)?null:r}async getClaims(t,n={}){try{let r=t;if(!r){const{data:f,error:m}
3208=await this.getSession();if(m||!f.session)return this._returnResult({data:null,error:m});r=f.session.access_token}const{header:i,payload:s,signature:o,raw:{header:a,payload:c}}=ld(r);if(!(n!=null&&n.allowExpired))try{cne(s.exp)}catch(f){throw new Kp(f instanceof Error?f.message:"JWT validation failed")}const u=!i.alg||i.alg.startsWith("HS")||!i.kid||!("crypto"in globalThis&&"subtle"in globalThis.crypto)?null:await this.fetchJwk(i.kid,n!=null&&n.keys?{keys:n.keys}:n==null?void 0:n.jwks);if(!u){const{error:f}=await this.getUser(r);if(f)throw f;return{data:{claims:s,header:i,signature:o},error:null}}const p=une(i.alg),d=await crypto.subtle.importKey("jwk",u,p,!0,["verify"]);if(!await crypto.subtle.verify(p,d,o,Yte(`${a}.${c}`)))throw new Kp("Invalid JWT signature");return{data:{claims:s,header:i,signature:o},error:null}}catch(r){if(J(r))return this._returnResult({data:null,error:r});throw r}}async signInWithPasskey(t){var n,r,i;Wn(this.experimental);try{if(!Qp())return this._returnResult({data:null,error:new Zn("Browser does not support WebAuthn",null)});const{data:s,error:o}=await this._startPasskeyAuthentication({options:{captchaToken:(n=t==null?void 0:t.options)===null||n===void 0?void 0:n.captchaToken}});if(o||!s)return this._returnResult({data:null,error:o});const a=Tj(s.options),c=(i=(r=t==null?void 0:t.options)===null||r===void 0?void 0:r.signal)!==null&&i!==void 0?i:Sy.createNewAbortSignal(),{data:u,error:p}=await dR({publicKey:a,signal:c});if(p||!u)return this._returnResult({data:null,error:p??new Zn("WebAuthn ceremony failed",null)});const d=Aj(u);return this._verifyPasskeyAuthentication({challengeId:s.challenge_id,credential:d})}catch(s){if(J(s))return this._returnResult({data:null,error:s});throw s}}async registerPasskey(t){var n,r;Wn(this.experimental);try{if(!Qp())return this._returnResult({data:null,error:new Zn("Browser does not support WebAuthn",null)});const{data:i,error:s}=await this._startPasskeyRegistration();if(s||!i)return this._returnResult({data:null,error:s});const o=Ej(i.options),a=(r=(n=t==null?void 0:t.options)===null||n===void 0?void 0:n.signal)!==null&&r!==void 0?r:Sy.createNewAbortSignal(),{data:c,error:u}=await uR({publicKey:o,signal:a});if(u||!c)return this._returnResult({data:null,error:u??new Zn("WebAuthn ceremony failed",null)});const p=Pj(c);return this._verifyPasskeyRegistration({challengeId:i.challenge_id,credential:p})}catch(i){if(J(i))return this._returnResult({data:null,error:i});throw i}}async _startPasskeyRegistration(){Wn(this.experimental);try{return await this._useSession(async t=>{const{data:{session:n},error:r}=t;if(r)return this._returnResult({data:null,error:r});if(!n)return this._returnResult({data:null,error:new ft});const{data:i,error:s}=await te(this.fetch,"POST",`${this.url}/passkeys/registration/options`,{headers:this.headers,jwt:n.access_token,body:{}});return s?this._returnResult({data:null,error:s}):this._returnResult({data:i,error:null})})}catch(t){if(J(t))return this._returnResult({data:null,error:t});throw t}}async _verifyPasskeyRegistration(t){Wn(this.experimental);try{return await this._useSession(async n=>{const{data:{session:r},error:i}=n;if(i)return this._returnResult({data:null,error:i});if(!r)return this._returnResult({data:null,error:new ft});const{data:s,error:o}=await te(this.fetch,"POST",`${this.url}/passkeys/registration/verify`,{headers:this.headers,jwt:r.access_token,body:{challenge_id:t.challengeId,credential:t.credential}});return o?this._returnResult({data:null,error:o}):this._returnResult({data:s,error:null})})}catch(n){if(J(n))return this._returnResult({data:null,error:n});throw n}}async _startPasskeyAuthentication(t){var n;Wn(this.experimental);try{const{data:r,error:i}=await te(this.fetch,"POST",`${this.url}/passkeys/authentication/options`,{headers:this.headers,body:{gotrue_meta_security:{captcha_token:(n=t==null?void 0:t.options)===null||n===void 0?void 0:n.captchaToken}}});return 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bce(e,t,n){const r=e.schema;let i=r;t.tagName.toLowerCase()==="svg"&&r.space==="html"&&(i=Nw,e.schema=i),e.ancestors.push(t);const s=$I(e,t.tagName,!1),o=Ece(e,t);let a=Ow(e,t);return gce.has(t.tagName)&&(a=a.filter(function(c){return typeof c=="string"?!Ele(c):!0})),BI(e,o,s,t),Lw(o,a),e.ancestors.pop(),e.schema=r,e.create(t,s,o,n)}function xce(e,t){if(t.data&&t.data.estree&&e.evaluater){const r=t.data.estree.body[0];return r.type,e.evaluater.evaluateExpression(r.expression)}Fc(e,t.position)}function wce(e,t){if(t.data&&t.data.estree&&e.evaluater)return e.evaluater.evaluateProgram(t.data.estree);Fc(e,t.position)}function kce(e,t,n){const r=e.schema;let i=r;t.name==="svg"&&r.space==="html"&&(i=Nw,e.schema=i),e.ancestors.push(t);const s=t.name===null?e.Fragment:$I(e,t.name,!0),o=Tce(e,t),a=Ow(e,t);return BI(e,o,s,t),Lw(o,a),e.ancestors.pop(),e.schema=r,e.create(t,s,o,n)}function Cce(e,t,n){const r={};return Lw(r,Ow(e,t)),e.create(t,e.Fragment,r,n)}function jce(e,t){return 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vendor: 11,152 bytes, line 3252
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3252positions législatives en matière de protection des renseignements personnels au Québec, et sous réserve de toute exception législative ou réglementaire applicable. Par exemple, Boîte Pac pourrait avoir à procéder sans votre consentement lorsque, pour des raisons de détection ou de prévention de la fraude, demander votre consentement irait à l'encontre du but recherché."}),l.jsx("p",{children:"Boîte Pac recueille principalement vos renseignements personnels directement auprès de vous, notamment lorsque vous communiquez avec nous ou utilisez nos services. Vos renseignements personnels peuvent également être recueillis par le biais de témoins de connexion (cookies), à partir de registres publiquement accessibles ou auprès de tiers, dans la mesure permise par la loi applicable ou si nous avons obtenu le consentement nécessaire."}),l.jsx("h3",{children:"Refus de la collecte et retrait de votre consentement"}),l.jsx("p",{children:"Vous avez le droit, si vous le souhaitez, de refuser la collecte, l'utilisation et la communication de vos renseignements personnels. Vous pouvez également retirer votre consentement quant à l'utilisation des renseignements personnels en notre possession à tout moment, sous réserve d'un préavis raisonnable et de restrictions légales ou contractuelles applicables, en nous contactant. Toutefois, sachez que si vous décidez de ne pas nous fournir vos renseignements personnels, cela pourrait vous empêcher d'accéder à certains de nos services."}),l.jsx("p",{children:"Nous souhaitons également vous informer que les renseignements anonymisés, qui ne permettent pas de savoir qui vous êtes, pourront continuer à être utilisés malgré le retrait de votre consentement."}),l.jsx("h3",{children:"Utilisation secondaire"}),l.jsx("p",{children:"Selon les circonstances, Boîte Pac pourrait également demander votre consentement pour utiliser vos renseignements personnels à des fins secondaires, par exemple pour mener des études de marché ou enrichir ses bases de données. Votre consentement à une utilisation secondaire peut être retiré à tout moment en nous contactant, sans que cela n'affecte la prestation de nos services."}),l.jsx("h2",{children:"3. Quels renseignements personnels recueillons-nous?"}),l.jsx("p",{children:"Dans le cadre de nos activités et de la prestation de nos services, les renseignements personnels recueillis peuvent inclure, sans s'y limiter :"}),l.jsxs("ul",{children:[l.jsx("li",{children:"vos coordonnées (par exemple : votre nom, votre adresse courriel, votre employeur ou votre numéro de téléphone), à des fins d'identification et de correspondance;"}),l.jsx("li",{children:"vos préférences de communication;"}),l.jsx("li",{children:"vos commentaires ou réponses à des sondages, le cas échéant;"}),l.jsx("li",{children:"tout autre renseignement personnel que vous nous avez fourni."})]}),l.jsx("p",{children:"Boîte Pac recueille également des renseignements relatifs à l'utilisation de son site Web, y compris des renseignements techniques au sujet de vos visites ainsi que tout autre renseignement collecté par le biais de témoins de connexion ou d'autres outils similaires. Pour plus d'information à ce sujet, nous vous invitons à consulter la section « Témoins de connexion et autres outils similaires »."}),l.jsx("p",{children:"Boîte Pac NE COLLECTE PAS les données suivantes :"}),l.jsx("ul",{children:l.jsx("li",{children:"des données biométriques physiologiques."})}),l.jsx("h2",{children:"4. Pourquoi recueillons-nous et utilisons-nous vos renseignements personnels?"}),l.jsx("p",{children:"Boîte Pac ne recueille et n'utilise que les renseignements nécessaires à l'exécution de ses obligations ainsi qu'à la prestation et à l'amélioration de ses services. Les renseignements personnels recueillis par ou pour le compte de Boîte Pac sont utilisés aux fins suivantes :"}),l.jsxs("ul",{children:[l.jsx("li",{children:"pour communiquer avec vous et vous accompagner dans la prestation de nos services;"}),l.jsx("li",{children:"pour fournir et maintenir les services demandés;"}),l.jsx("li",{children:"à des fins de recherche et développement, de statistiques et pour améliorer l'utilisation de notre site Web et votre expérience client. Autrement dit, nous voulons nous assurer que vous appréciez votre expérience numérique et que nos services répondent à vos besoins;"}),l.jsx("li",{children:"pour répondre à vos demandes d'information. Autrement dit, si vous avez besoin d'aide, nous nous efforcerons de vous répondre;"}),l.jsx("li",{children:"pour vous informer de nos nouvelles offres et vous communiquer toute autre information de nature commerciale, si vous nous y consentez ou si la loi nous y autorise;"}),l.jsx("li",{children:"tel que permis ou requis, pour toute obligation ou disposition légale ou réglementaire applicable;"}),l.jsx("li",{children:"à toute autre fin à laquelle vous avez consenti."})]}),l.jsx("h3",{children:"Par procédés automatisés"}),l.jsx("p",{children:"Lorsque vous utilisez notre site Web, nous obtenons certains renseignements par procédés automatisés, comme les pages que vous avez consultées. Les renseignements ainsi recueillis nous aident à mieux adapter notre site Web à vos besoins afin d'en optimiser les fonctionnalités et de vous offrir la meilleure expérience possible. Nous recueillons ces renseignements par différents moye
3252ns, notamment l'utilisation de témoins de connexion ou d'autres outils similaires."}),l.jsx("h2",{children:"5. Témoins de connexion et autres outils similaires"}),l.jsx("p",{children:"Comme mentionné dans les sections précédentes, nous pouvons utiliser différents outils afin d'améliorer votre expérience sur notre site Web et mieux comprendre le comportement de notre clientèle, notamment en lien avec nos stratégies marketing. La section suivante vise à vous fournir plus d'information sur la manière dont nous utilisons ces outils et procédons, le cas échéant, au profilage."}),l.jsx("h3",{children:"Témoins de connexion et pixels invisibles"}),l.jsx("p",{children:"Nous pouvons utiliser des témoins de connexion (cookies) et des pixels invisibles. De manière générale, les témoins de connexion sont de petits fichiers de données qui sont couramment stockés sur votre appareil lors de l'utilisation de sites Web et de services en ligne. Les pixels invisibles, parfois appelés « pixels espions », sont de minuscules images qui peuvent être placées sur les pages Web ou dans les courriels. Ils peuvent être utilisés, par exemple, pour suivre anonymement le nombre de fois où une page donnée a été visitée par un utilisateur ou pour confirmer qu'un courriel a été lu. Comme leur nom l'indique, les pixels sont invisibles et toute partie de notre site Web, y compris les publicités qui peuvent y être affichées, peuvent contenir des pixels invisibles. Contrairement aux témoins de connexion, les pixels invisibles ne sont pas placés sur votre appareil. Dans la présente Politique, nous désignons collectivement les témoins de connexion et les pixels invisibles par le terme « témoins »."}),l.jsx("h3",{children:"Les témoins que nous utilisons"}),l.jsx("p",{children:"Boîte Pac peut utiliser différents types de témoins. Comme décrit ci-dessous, certains de ces témoins sont strictement nécessaires au bon fonctionnement du site Web, tandis que d'autres seront utilisés, si vous y consentez, à des fins fonctionnelles, de performance, de ciblage ou pour partager du contenu sur les médias sociaux :"}),l.jsxs("ul",{children:[l.jsxs("li",{children:[l.jsx("strong",{children:"Témoins strictement nécessaires."})," Nous utilisons des témoins strictement nécessaires pour permettre le bon fonctionnement de notre Plateforme, de nos mesures de sécurité ainsi que celles de tiers. Sans ces témoins, les services que vous avez demandés ne peuvent être fournis."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Témoins fonctionnels"})," (aussi appelés « témoins de préférence »). Ces témoins ne sont pas essentiels à la prestation de nos services. Si vous avez consenti à leur utilisation, ces témoins contribuent à personnaliser et à améliorer l'expérience utilisateur. Par exemple, ils conservent vos préférences de communication et de langue."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Témoins publicitaires."})," Ces témoins ne sont pas essentiels à la prestation de nos services. Si vous y avez consenti, nous utilisons des témoins publicitaires pour vous présenter du contenu publicitaire pertinent, notamment sur les médias sociaux. De plus, nos partenaires peuvent utiliser ces témoins pour déterminer si nos publicités vous ont été présentées et, le cas échéant, si vous avez interagi avec celles-ci. Dans de tels cas, nos partenaires partagent avec nous des données, notamment des statistiques concernant la performance de nos publicités."]})]}),l.jsx("h3",{children:"Outils d'analyse"}),l.jsx("p",{children:"Si vous y consentez, Boîte Pac utilise des outils d'analyse pour étudier les comportements de navigation des visiteurs de sa Plateforme. Entre autres, nous utilisons l'outil Google Analytics fourni par Google LLC (« Google ») afin de recueillir des renseignements sur la façon dont vous naviguez sur notre site Web, ainsi que des données démographiques et d'intérêts."}),l.jsx("h3",{children:"Publicité ciblée"}),l.jsx("p",{children:"Boîte Pac collabore également avec des sociétés de publicité tierces telles que Google Ads qui recueillent et utilisent des renseignements concernant vos visites sur notre Plateforme afin de vous présenter des annonces susceptibles de vous intéresser. Boîte Pac ne fournit aucun renseignement permettant à ces sociétés de publicité de vous identifier."}),l.jsx("h3",{children:"Désactivation des témoins"}),l.jsx("p",{children:"à l'exception des témoins strictement nécessaires, nous ne placerons des témoins sur votre appareil que si vous y consentez, et ceux-ci seront conservés pour une période maximale de treize mois à compter de leur dépôt sur votre appareil. Au terme de cette période, votre consentement sera de nouveau requis."}),l.jsx("p",{children:"Vous pouvez également gérer vos paramètres de témoins à tout moment en modifiant les paramètres de votre navigateur ou de votre appareil mobile. Si vous choisissez de refuser les témoins, certaines pages ou sections de notre site Web pourraient ne pas s'afficher correctement, ou certaines fonctionnalités pourraient ne pas être disponibles."}),l.jsx("h2",{children:"6. Comment communiquons-nous vos renseignements personnels?"}),l.jsx("p",{children:"Dans le cadre de nos activités, nous devons parfois communiquer vos renseignements personnels à différents intervenants. Nous nous efforçons toutefois de ne les divulguer que de la manière décrite ci-dessous :"}),l.jsxs("ul",{children:[l.jsxs("li",{children:[l.jsx("strong",{children:"Nos employés."})," Dans le cadre de leur travail, nos employés peuvent avoir besoin d'accéder à vos renseignements personnels, par exemple lorsque vous communiquez avec nous pour obtenir de l'information sur nos services. Leur accès est limité à ce qui est nécessaire à l'exécution de leurs fonctions."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Nos mandataires et fournisseurs de services."})," Nous pouvons parfois être amenés à partager vos renseignements personnels avec des mandataires ou fournisseurs de services tiers qui nous aident à fournir nos services (par exemple : analyse, exigences légales, détection de fraude et marketing)."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Lorsque requis par la loi applicable"}),", pour faire respecter des règles ou pour protéger les biens ou la sécurité de nos droits ou de ceux d'autrui. Par exemple, nous pouvons divulguer des renseignements personnels aux autorités légales ou réglementaires si nous soupçonnons des activités de blanchiment d'argent, de délit d'initié, de pratiques commerciales trompeuses ou d'autres activités criminelles, pour détecter et prévenir la fraude, ou pour nous conformer aux exigences de la loi ou d'organismes gouvernementaux, d'agences de réglementation ou d'autres organismes d'autoréglementation."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Transfert d'entreprise."})," Dans le cours du développement de notre entreprise, nous pourrions être amenés à vendre ou acheter des entreprises ou des services. Dans de telles transactions, les renseignements personnels font généralement partie des actifs commerciaux transférés, mais demeurent assujettis aux engagements pris dans toute politique de confidentialité existante."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"De manière anonymisée."})," Des renseignements personnels anonymisés peuvent être partagés avec des tiers. Par exemple, nous pourrions anonymiser des renseignements personnels pour établir des tendances ou des statistiques."]})]}),l.jsx("h2",{children:"7. Transférons-nous vos renseignements personnels à l'extérieur du Québec?"}),l.jsx("p",{children:"Les renseignements personnels que nous recueillons sont stockés dans des systèmes sécurisés hébergés sur des serveurs qui peuvent être situés à l'extérieur du Québec, notamment au Canada et aux Ãtats-Unis. Nous faisons également appel aux services de mandataires et de fournisseurs de services qui peuvent être situés à l'extérieur du Québec."}),l.jsx("p",{children:"Nous nous efforçons toutefois de protéger les renseignements personnels en notre possession, y compris ceux confiés à un mandataire ou à un fournisseur de services, qu'il soit situé au Canada, aux Ãtats-Unis ou dans d'autres juridictions ou pays. Nous nous efforçons notamment de limiter leur accès aux renseignements personnels nécessaires à l'exécution des tâches qui leur sont confiées et d'établir des ententes contractuelles avec ces mandataires et fournisseurs afin d'assurer la confidentialité et la sécurité de vos renseignements personnels."}),l.jsx("h2",{children:"8. Combien de temps conservons-nous vos renseignements personnels?"}),l.jsx("p",{children:"Vos renseignements personnels seront conservés aussi longtemps que nécessaire pour atteindre les fins déterminées ou pour respecter les exigences prévues par toute loi applicable concernant les péri
3252odes de conservation. Ainsi, la période de conservation de vos renseignements personnels variera en fonction de la finalité de leur utilisation. à la fin de cette période, nous nous efforcerons de détruire ou d'anonymiser ces renseignements."}),l.jsx("h3",{children:"8.1 Comment accéder à mes données ou les supprimer?"}),l.jsx("p",{children:"Vous pouvez en tout temps demander à avoir accès à une copie des données que Boîte Pac détient à votre sujet. Vous pouvez également demander que l'ensemble des données que nous détenons à votre sujet soit supprimé. Dans les deux cas, il suffit de nous contacter à [email protected]."}),l.jsx("h2",{children:"9. Comment protégeons-nous vos renseignements personnels?"}),l.jsx("p",{children:"Nous nous efforçons de mettre en place les mesures de sécurité nécessaires et appropriées pour assurer la confidentialité des renseignements personnels en notre possession. à cette fin, nous suivons les normes généralement admises dans l'industrie, notamment en matière de chiffrement, de pare-feu et de protocoles de sécurité. Les renseignements personnels que nous détenons ne sont donc accessibles qu'aux personnes autorisées à en prendre connaissance et qui y accèdent uniquement lorsque cela est nécessaire à l'exécution de leurs fonctions."}),l.jsx("p",{children:"Des protections et mesures de sécurité physiques, techniques et administratives appropriées ont été mises en place et sont maintenues à jour pour minimiser le risque d'incidents de sécurité. Si vous croyez que la sécurité de vos renseignements personnels a été compromise, nous vous invitons à nous contacter."}),l.jsx("h2",{children:"10. Quels sont vos droits?"}),l.jsx("p",{children:"En vertu de la loi applicable, notamment la Loi 25 au Québec, vous pouvez bénéficier de certains droits, tels que les suivants :"}),l.jsxs("ul",{children:[l.jsx("li",{children:"la protection de la confidentialité de vos renseignements personnels;"}),l.jsx("li",{children:"l'accès à vos renseignements personnels;"}),l.jsx("li",{children:"la rectification de vos renseignements personnels s'ils sont incomplets, inexacts ou équivoques, ou si leur collecte, communication ou conservation n'est pas autorisée par la loi applicable;"}),l.jsx("li",{children:"la portabiliteÌ de vos renseignements personnels, dans la mesure prévue par la loi;"}),l.jsx("li",{children:"le retrait de votre adresse courriel de notre liste d'envoi d'infolettre, le cas échéant;"}),l.jsx("li",{children:"le retrait de votre consentement à la communication, à l'utilisation et à la divulgation de vos renseignements personnels, le cas échéant;"}),l.jsx("li",{children:"le droit de porter plainte auprès de la Commission d'accès à l'information du Québec si vous estimez que nous ne respectons pas la loi applicable."})]}),l.jsx("h2",{children:"11. Modifications et mises à jour de la politique"}),l.jsx("p",{children:"Boîte Pac se réserve le droit de modifier le présent document à tout moment et pour quelque raison que ce soit, auquel cas la version la plus récente de la Politique sera publiée sur le site Web. Il vous incombe de respecter les mises à jour affichées de la Politique, le cas échéant. Votre utilisation continue du site Web après la publication de la version modifiée de la Politique indique votre acceptation pleine et entière de celle-ci."}),l.jsx("h2",{children:"12. Comment nous contacter?"}),l.jsx("p",{children:"Boîte Pac a établi des procédures pour recevoir les plaintes et demandes concernant ses politiques et pratiques de gestion des renseignements personnels. Nous informerons les personnes qui formulent une demande ou déposent une plainte de l'existence des procédures pertinentes."}),l.jsx("p",{children:"Boîte Pac s'efforcera d'enquêter sur toutes les plaintes qui lui sont soumises. Si une plainte est jugée fondée, nous prendrons les mesures appropriées, y compris, si nécessaire, la modification de nos politiques et pratiques."}),l.jsxs("p",{children:["N'hésitez pas à nous contacter pour toute question, demande d'information, commentaire ou plainte concernant vos renseignements personnels, à l'adresse",l.jsx("a",{href:"mailto:[email protected]",children:" [email protected]"})," ou au 514 588-1357."]}),l.jsx("h2",{children:"13. Responsable de la protection des renseignements personnels"}),l.jsx("p",{children:"Boîte Pac est responsable de la protection de tout renseignement personnel sous sa garde. Elle a désigné une personne responsable de la protection des renseignements personnels afin d'assurer la conformité de l'organisation avec la présente politique et les principes qui la sous-tendent. Afin d'assurer le traitement approprié et uniforme de toute demande en vertu de la présente politique, toutes les demandes d'accès et de rectification doivent être soumises par écrit au responsable de la protection des renseignements personnels, soit :"}),l.jsxs("p",{children:[l.jsx("strong",{children:"Thomas Ferland-Dionne"}),l.jsx("br",{}),"Cofondateur, Consultant B Corp",l.jsx("br",{}),"Courriel : ",l.jsx("a",{href:"mailto:[email protected]",children:"[email protected]"})]}),l.jsx("h2",{children:"14. Politique de sécurité"}),l.jsx("p",{children:"Boîte Pac utilise des mesures conformes aux normes de l'industrie pour assurer la confidentialité, la sécurité et l'intégrité des données de ses clients contre toute forme d'utilisation, de consultation, de communication, d'altération, de perte non autorisée, ainsi que de destruction illicite ou accidentelle. Nous nous engageons à assurer la protection des données chiffrées, tant au repos qu'en transit, et nous nous engageons à leur conservation ou suppression en conformité avec notre politique ou toute entente prévalant avec un établissement d'enseignement."}),l.jsx("p",{children:"Boîte Pac ne divulgue pas de manière informelle les données couvertes par la présente politique à ses employés. Seuls les employés qui ont besoin des données protégées pour exécuter leurs fonctions y ont accès. Dans ces cas, le principe de l'accès minimal est appliqué, ce qui signifie que chaque programme ou employé se voit accorder le moins d'accès possible nécessaire à l'exécution de ses tâches. Les employés qui ont accès aux données protégées sont formés sur leurs responsabilités concernant le traitement de ces données ainsi que sur les différentes lois et ententes liées à la sécurité des données."}),l.jsx("p",{children:"Bien que Boîte Pac s'engage à mettre en Åuvre les meilleures pratiques en matière de sécurité de l'information et des données, nous ne pouvons pas garantir une sécurité totale, car les technologies des virus et des pirates informatiques évoluent constamment et il existe d'autres facteur
3252s de risque, tels que des défaillances matérielles ou logicielles imprévisibles. Par conséquent, Boîte Pac ne peut être tenue responsable de la perte ou de l'altération des données."}),l.jsxs("p",{children:["Si vous souhaitez en savoir plus sur nos mesures de sécurité ou obtenir une copie de notre politique de sécurité des données, veuillez nous contacter à ",l.jsx("a",{href:"mailto:[email protected]",children:" [email protected]"}),"."]})]})}function gme(){return l.jsxs(l.Fragment,{children:[l.jsx("p",{children:'Boîte Pac ("Boîte Pac", "we", "our", "us") places great importance on respecting your privacy and protecting your personal information. This Privacy Policy (the "Policy") describes the personal information we may receive or collect from you, as well as how we use, disclose, retain and secure it, so that you can make informed and thoughtful choices.'}),l.jsx("p",{className:"text-sm text-white/60",children:"Last updated: June 23, 2026."}),l.jsx("p",{children:"This Policy applies to our boitepac.com website as well as to our customer relationship manager, Pipedrive. Please note, however, that the rights and obligations described in this Policy do not cover third-party platforms that may be mentioned on the Platform. Those third-party platforms have their own privacy policies, which we encourage you to read carefully."}),l.jsx("h2",{children:"1. What is personal information?"}),l.jsx("p",{children:'For the purposes of this Policy, "personal information" means any information concerning a natural person that allows them to be identified, or that, taken alone or combined with other information, allows them to be identified.'}),l.jsx("h2",{children:"2. How do we collect your personal information?"}),l.jsx("h3",{children:"With your consent"}),l.jsx("p",{children:"Generally speaking, we obtain the personal information we need directly from you, with your consent, in accordance with Quebec's Act 25 modernizing legislative provisions relating to the protection of personal information, and subject to any applicable legal or regulatory exceptions. For example, Boîte Pac may have to proceed without your consent when, for reasons of fraud detection or prevention, requesting your consent would defeat the intended purpose."}),l.jsx("p",{children:"Boîte Pac mainly collects your personal information directly from you, particularly when you communicate with us or use our services. Your personal information may also be collected through cookies, from publicly available records or from third parties, to the extent permitted by applicable law or if we have obtained the necessary consent."}),l.jsx("h3",{children:"Refusing collection and withdrawing your consent"}),l.jsx("p",{children:"You have the right, if you wish, to refuse the collection, use and disclosure of your personal information. You may also withdraw your consent to the use of the personal information in our possession at any time, subject to reasonable notice and applicable legal or contractual restrictions, by contacting us. However, please note that if you decide not to provide us with your personal information, this may prevent you from accessing some of our services."}),l.jsx("p",{children:"We also want to inform you that anonymized information, which does not make it possible to identify you, may continue to be used despite the withdrawal of your consent."}),l.jsx("h3",{children:"Secondary use"}),l.jsx("p",{children:"Depending on the circumstances, Boîte Pac may also seek your consent to use your personal information for secondary purposes, such as conducting market research or enriching its databases. Your consent to a secondary use may be withdrawn at any time by contacting us, without affecting the delivery of our services."}),l.jsx("h2",{children:"3. What personal information do we collect?"}),l.jsx("p",{children:"As part of our activities and the delivery of our services, the personal information collected may include, without limitation:"}),l.jsxs("ul",{children:[l.jsx("li",{children:"your contact details (for example: your name, email address, employer or phone number), for identification and correspondence purposes;"}),l.jsx("li",{children:"your communication preferences;"}),l.jsx("li",{children:"your comments or responses to surveys, where applicable;"}),l.jsx("li",{children:"any other personal information you have provided to us."})]}),l.jsx("p",{children:'Boîte Pac also collects information related to the use of its website, including technical information about your visits and any other information collected through cookies or other similar tools. For more information on this topic, please refer to the "Cookies and other similar tools" section.'}),l.jsx("p",{children:"Boîte Pac DOES NOT collect the following data:"}),l.jsx("ul",{children:l.jsx("li",{children:"physiological biometric data."})}),l.jsx("h2",{children:"4. Why do we collect and use your personal information?"}),l.jsx("p",{children:"Boîte Pac only collects and uses the information necessary to fulfill its obligations and to deliver and improve its services. The personal information collected by or on behalf of Boîte Pac is used for the following purposes:"}),l.jsxs("ul",{children:[l.jsx("li",{children:"to communicate with you and support you in the delivery of our services;"}),l.jsx("li",{children:"to provide and maintain the requested services;"}),l.jsx("li",{children:"for research and development purposes, statistics and to improve the use of our website and your customer experience. In other words, we want to make sure you enjoy your digital experience and that our services meet your needs;"}),l.jsx("li",{children:"to respond to your information requests. In other words, if you need help, we'll do our best to get back to you;"}),l.jsx("li",{children:"to inform you of our new offers and to send you any other commercial information, if you consent or if the law authorizes us to do so;"}),l.jsx("li",{children:"as permitted or required, for any applicable legal or regulatory obligation or provision;"}),l.jsx("li",{children:"for any other purpose to which you have consented."})]}),l.jsx("h3",{children:"Through automated processes"}),l.jsx("p",{children:"When you use our website, we obtain certain information through automated processes, such as the pages you have viewed. The information collected helps us better tailor our website to your needs in order to optimize its features and offer you the best possible experience. We collect this information by various means, including the use of cookies or other similar tools."}),l.jsx("h2",{children:"5. Cookies and other similar tools"}),l.jsx("p",{children:"As mentioned in the previous sections, we may use various tools to improve your experience on our website and to better understand the behavior of our clientele, particularly in connection with our marketing strategies. The following section is intended to provide you with more information about how we use these tools and, where applicable, carry out profiling."}),l.jsx("h3",{children:"Cookies and invisible pixels"}),l.jsx("p",{children:'We may use cookies and invisible pixels. Generally, cookies are small data files commonly stored on your device when using websites and online services. Invisible pixels, sometimes called "spy pixels", are tiny images that may be placed on web pages or in emails. They may be used, for example, to anonymously track the number of times a given page has been visited by a user or to confirm that an email has been read. As their name suggests, pixels are invisible, and any part of our website, including the ads that may appear there, may contain invisible pixels. Unlike cookies, invisible pixels are not placed on your device. In this Policy, we collectively refer to cookies and invisible pixels as "cookies".'}),l.jsx("h3",{children:"The cookies we use"}),l.jsx("p",{children:"Boîte Pac may use different types of cookies. As described below, some of these cookies are strictly necessary for the proper functioning of the website, while others will be used, with your consent, for functional, performance, targeting or social media sharing purposes:"}),l.jsxs("ul",{children:[l.jsxs("li",{children:[l.jsx("strong",{children:"Strictly necessary cookies."})," We use strictly necessary cookies to allow the proper functioning of our Platform, our security measures and those of third parties. Without these cookies, the services you have requested cannot be provided."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Functional cookies"}),' (also called "preference cookies"). These cookies are not essential to the delivery of our services. If you have consented to their use, these cookies help personalize and improve the user experience. For example, they retain your communication and language preferences.']}),l.jsxs("li",{children:[l.jsx("strong",{children:"Advertising cookies."}
3252)," These cookies are not essential to the delivery of our services. If you have consented, we use advertising cookies to present you with relevant advertising content, particularly on social media. In addition, our partners may use these cookies to determine whether our advertisements have been shown to you and, if so, whether you have interacted with them. In such cases, our partners share data with us, including statistics about the performance of our ads."]})]}),l.jsx("h3",{children:"Analytics tools"}),l.jsx("p",{children:'With your consent, Boîte Pac uses analytics tools to study the browsing behavior of visitors to its Platform. Among other tools, we use Google Analytics, provided by Google LLC ("Google"), to collect information about how you navigate our website, as well as demographic and interest data.'}),l.jsx("h3",{children:"Targeted advertising"}),l.jsx("p",{children:"Boîte Pac also works with third-party advertising companies such as Google Ads that collect and use information about your visits to our Platform to present you with advertisements that may interest you. Boîte Pac does not provide any information that allows these advertising companies to identify you."}),l.jsx("h3",{children:"Disabling cookies"}),l.jsx("p",{children:"Except for strictly necessary cookies, we will only place cookies on your device with your consent, and they will be kept for a maximum period of thirteen months from the time they are placed on your device. After this period, your consent will be required again."}),l.jsx("p",{children:"You can also manage your cookie settings at any time by changing your browser or mobile device settings. If you choose to refuse cookies, some pages or sections of our website may not display correctly, or some features may not be available."}),l.jsx("h2",{children:"6. How do we disclose your personal information?"}),l.jsx("p",{children:"As part of our activities, we sometimes need to disclose your personal information to various parties. We strive, however, to only disclose it as described below:"}),l.jsxs("ul",{children:[l.jsxs("li",{children:[l.jsx("strong",{children:"Our employees."})," As part of their work, our employees may need to access your personal information, for example when you contact us for information about our services. Their access is limited to what is necessary for the performance of their duties."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Our agents and service providers."})," We may sometimes share your personal information with third-party agents or service providers that help us deliver our services (for example: analytics, legal requirements, fraud detection and marketing)."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"When required by applicable law"}),", to enforce rules or to protect the property or security of our rights or those of others. For example, we may disclose personal information to legal or regulatory authorities if we suspect money laundering, insider trading, deceptive business practices or other criminal activities, to detect and prevent fraud, or to comply with the requirements of the law or of governmental bodies, regulatory agencies or other self-regulatory bodies."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"Business transfer."})," In the course of developing our business, we may be led to sell or buy businesses or services. In such transactions, personal information is generally part of the business assets transferred, but remains subject to the commitments made in any existing privacy policy."]}),l.jsxs("li",{children:[l.jsx("strong",{children:"On an anonymized basis."})," Anonymized personal information may be shared with third parties. For example, we may anonymize personal information to establish trends or statistics."]})]}),l.jsx("h2",{children:"7. Do we transfer your personal information outside Quebec?"}),l.jsx("p",{children:"The personal information we collect is stored in secure systems hosted on servers that may be located outside Quebec, particularly in Canada and the United States. We also use the services of agents and service providers that may be located outside Quebec."}),l.jsx("p",{children:"However, we strive to protect the personal information in our possession, including that entrusted to an agent or service provider, whether located in Canada, the United States or in other jurisdictions or countries. In particular, we strive to limit their access to the personal information necessary to perform the tasks entrusted to them and to enter into contractual agreements with these agents and providers to ensure the confidentiality and security of your personal information."}),l.jsx("h2",{children:"8. How long do we keep your personal information?"}),l.jsx("p",{children:"Your personal information will be kept for as long as necessary to achieve the determined purposes or to comply with the requirements of any applicable law regarding retention periods. The retention period for your personal information will therefore vary depending on the purpose of its use. At the end of this period, we will strive to destroy or anonymize this information."}),l.jsx("h3",{children:"8.1 How can I access or delete my data?"}),l.jsx("p",{children:"You may at any time request access to a copy of the data that Boîte Pac holds about you. You may also request that all the data we hold about you be deleted. In either case, simply contact us at [email protected]."}),l.jsx("h2",{children:"9. How do we protect your personal information?"}),l.jsx("p",{children:"We strive to implement the necessary and appropriate security measures to ensure the confidentiality of the personal information in our possession. To this end, we follow industry-accepted standards, particularly with regard to encryption, firewalls and security protocols. The personal information we hold is therefore only accessible to authorized persons and only when necessary for the performance of their duties."}),l.jsx("p",{children:"Appropriate physical, technical and administrative safeguards and security measures have been implemented and are maintained up to date to minimize the risk of security incidents. If you believe the security of your personal information has been compromised, please contact us."}),l.jsx("h2",{children:"10. What are your rights?"}),l.jsx("p",{children:"Under applicable law, including Quebec's Act 25, you may have certain rights, including:"}),l.jsxs("ul",{children:[l.jsx("li",{children:"the protection of the confidentiality of your personal information;"}),l.jsx("li",{children:"access to your personal information;"}),l.jsx("li",{children:"the rectification of your personal information if it is incomplete, inaccurate or ambiguous, or if its collection, disclosure or retention is not authorized by applicable law;"}),l.jsx("li",{children:"the portability of your personal information, to the extent provided by law;"}),l.jsx("li",{children:"the removal of your email address from our newsletter mailing list, where applicable;"}),l.jsx("li",{children:"the withdrawal of your consent to the disclosure, use and disclosure of your personal information, where applicable;"}),l.jsx("li",{children:"the right to file a complaint with the Commission d'accès à l'information du Québec if you believe we are not complying with applicable law."})]}),l.jsx("h2",{children:"11. 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3252our responsibility to comply with the posted updates to the Policy, where applicable. Your continued use of the website after the publication of the modified version of the Policy indicates your full and complete acceptance of it."}),l.jsx("h2",{children:"12. How to contact us?"}),l.jsx("p",{children:"Boîte Pac has established procedures for receiving complaints and requests regarding its personal information management policies and practices. We will inform individuals who submit a request or file a complaint of the existence of the relevant procedures."}),l.jsx("p",{children:"Boîte Pac will strive to investigate all complaints submitted to it. If a complaint is found to be well-founded, we will take appropriate measures, including, if necessary, modifying our policies and practices."}),l.jsxs("p",{children:["Please feel free to contact us with any questions, requests for information, comments or complaints regarding your personal information, at",l.jsx("a",{href:"mailto:[email protected]",children:" [email protected]"})," or at 514 588-1357."]}),l.jsx("h2",{children:"13. Privacy officer"}),l.jsx("p",{children:"Boîte Pac is responsible for protecting any personal information in its care. It has designated a person responsible for the protection of personal information to ensure the organization's compliance with this policy and the principles underlying it. To ensure the proper and consistent handling of any request under this policy, all access and rectification requests must be submitted in writing to the privacy officer, namely:"}),l.jsxs("p",{children:[l.jsx("strong",{children:"Thomas Ferland-Dionne"}),l.jsx("br",{}),"Co-founder, B Corp Consultant",l.jsx("br",{}),"Email: ",l.jsx("a",{href:"mailto:[email protected]",children:"[email protected]"})]}),l.jsx("h2",{children:"14. Security policy"}),l.jsx("p",{children:"Boîte Pac uses industry-standard measures to ensure the confidentiality, security and integrity of its clients' data against any form of unauthorized use, access, disclosure, alteration, loss, or unlawful or accidental destruction. We are committed to ensuring the protection of encrypted data, both at rest and in transit, and to retaining or deleting it in accordance with our policy or any prevailing agreement with an educational institution."}),l.jsx("p",{children:"Boîte Pac does not informally disclose the data covered by this policy to its employees. Only employees who need the protected data to perform their duties have access to it. In such cases, the principle of minimum access is applied, which means that each program or employee is granted the least access possible necessary to perform their tasks. Employees with access to protected data are trained on their responsibilities for handling such data as well as on the various laws and agreements related to data security."}),l.jsx("p",{children:"Although Boîte Pac is committed to implementing best practices in information and data security, we cannot guarantee complete security, as virus and hacker technologies are constantly evolving and there are other risk factors, such as unforeseen hardware or software failures. As a result, Boîte Pac cannot be held responsible for the loss or alteration of data."}),l.jsxs("p",{children:["If you would like to know more about our security measures or obtain a copy of our data security policy, please contact us at",l.jsx("a",{href:"mailto:[email protected]",children:" [email protected]"}),"."]})]})}const vme="https://dwffttvrnuljxioernpr.supabase.co",yme="eyJhbGciOiJIUzI1NiIsInR5cCI6IkpXVCJ9.eyJpc3MiOiJzdXBhYmFzZSIsInJlZiI6ImR3ZmZ0dHZybnVsanhpb2VybnByIiwicm9sZSI6ImFub24iLCJpYXQiOjE3ODE2MTUyNDIsImV4cCI6MjA5NzE5MTI0Mn0.bjQMd1jJNuhorcgxCMoMtODo2mURIkIVZF1ydVuMkps";function bme(){const[e]=zE(),t=e.get("token")??"",[n,r]=y.useState("loading"),[i,s]=y.useState("");y.useEffect(()=>{if(!t){r("invalid");return}(async()=>{try{const a=await fetch(`${vme}/functions/v1/handle-email-unsubscribe?token=${encodeURIComponent(t)}`,{headers:{apikey:yme}}),c=await a.json().catch(()=>({}));if(!a.ok){r("invalid");return}if(c.alreadyUnsubscribed){r("already"),s(c.email??"");return}s(c.email??""),r("valid")}catch{r("invalid")}})()},[t]);async function o(){r("submitting");const{data:a,error:c}=await En.functions.invoke("handle-email-unsubscribe",{body:{token:t}});if(c||a!=null&&a.error){r("error");return}r("done")}return l.jsx(ht,{children:l.jsx("section",{className:"bg-background pt-32 pb-20 md:pt-40 md:pb-28",children:l.jsxs("div",{className:"section max-w-xl",children:[l.jsx("span",{className:"pill",children:"Désabonnement"}),l.jsx("h1",{className:"mt-6 font-display text-4xl font-medium leading-[1.05] tracking-[-0.02em] md:text-5xl",children:"Gérer vos courriels"}),n==="loading"&&l.jsx("p",{className:"mt-6 text-muted-foreground",children:"Vérification du lienâ¦"}),n==="valid"&&l.jsxs(l.Fragment,{children:[l.jsxs("p",{className:"mt-6 text-foreground
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