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The uncertain economic development of the ESAT leads some associations to reposition their industrial subcontracting activity toward other activities. I manage this change within the institution I run, by leading the creation of a légumerie. This change is not without consequences for the organization of the ESAT and especially for the teams. This change is above all an opportunity to approach new activity around the quality of work life (QWL), and to set it up as an essential step for the organization’s economic success. However, the QWL needs of disabled workers are shaking up the organization of work and the practices of line managers, with consequences on expected performance.