The great contemporary challenges make us rediscover our common destiny, be it political, demographic, economic or ecological.

Our "humanity" in the sense of a community of men and women reminds us of this. Indeed, well beyond territorial and national identities, there is porosity between our nations, our lives, our identities, our aspirations and our decisions. The disappearance of economic and ecological borders has made public opinion and decision-makers aware of the irresistible interconnection of phenomena. The complexity and interactivity of contemporary issues are now everyone's business, and therefore everyone's responsibility. No one has the key. It is now up to all stakeholders (international organisations, States, governments, local authorities, companies, trade unions, associations, the media, NGOs, citizens, etc.) to work together to define convergent solutions, in good collective intelligence.

The other is not the problem, it is part of the solution. It seems easy to say, almost 'nice', but in reality it is extremely complicated, unnatural, a profound cultural revolution, almost anthropological, after centuries of expansion, growth, crusade, conquest to the detriment of the other, the enemy, the stranger, the opponent, who must be subdued, annihilated, exploited, dominated.

Paradoxically, at a time of anxiety about the impasse, the lack of inspiration, the question of ecological survival, the idea that there is more chance of surviving together than individually is re-emerging.

This multiplication is also personal. Our lives are multidimensional, there is porosity between our identities as citizens, employees, consumers, inhabitants... The economic player that is the company is also multi-faceted, firstly because it is itself a community of men and women, and secondly because it is increasingly setting itself multiple objectives, sometimes sharing public service missions with the public authorities. We are leaving the monolithic era to enter a multipolar era. In political, energy, economic and individual matters, we are all multipolar.

The challenges of the energy mix are becoming more apparent every day, as are those of a multipolar world political balance. The imperative need for a concerted response to the current crises demonstrates the need for co-management. And this applies at the highest macro-political level as well as at the finest local level. In other words, from the United Nations to local authorities, it is time to move away from monolithic and exclusive management schemes.

The higher the stakes, the more necessary and creative the consultation and the ability to innovate, to respond differently, to draw inspiration from each other.

Among these co-managing stakeholders, private companies and public institutions have new responsibilities. While the former, although open to criticism in certain respects, are becoming aware of their responsibilities as actors in society, the latter are increasingly placing themselves in the culture of results and efficiency. We are converging. Organisational models are converging, as are objectives. Different identities, private or public, but a shared search for an optimised management of our interconnected, interdependent lives, made up of communities.

The economic actor that is the company participates in these changes, even mutations. The current climate of suspicion and even distrust of politicians, but also of companies, in a context marked by a questioning of the "economic model" and by the revelation of irresponsible behaviour does not, paradoxically, diminish the level of expectation and demand in terms of governance, ethics and eco-citizenship.

This quest for a new paradigm is not a quest for the grail, it is already underway. We need to rethink the way we live together, in a model that needs to reinvent itself. Public-private partnerships are one of the keys to meeting our contemporary challenges.

To meet our contemporary challenges, we need to undertake together, i.e. co-enterprise.