Making CSR a lever for ecological and inclusive competitiveness

Helping you to structure and deploy a sustainable approach that unites your teams and meets the requirements of your economic and commercial partners.

With the professionalisation of civil society organisations, the strengthening of the regulatory framework, the expectations of consumers and citizens, the demands of partners in the value chain and even investors, companies are at the heart of many pressures and expectations. What is a responsible company? How do we define its social usefulness?

The proliferation of obligations, initiatives and labels is creating confusion and a loss of meaning in CSR initiatives. Between an over-accounting approach centred on reporting exercises, and overly aspirational approaches that verge on carbon/green/social washing, the aim is to define CSR strategies that are integrated into the business strategy, that are motivating, credible and enforceable. The social utility of companies becomes a guarantee of confidence and a vector for long-term performance.

We are living through a period of rapid and profound change in our societies (digital, regulatory, societal, resource management, etc.). These changes are reshaping the entire field of responsibility of organisations. CSR, raison d’être, mission, impact… In 2019, the French Pacte Act amended common law (civil law and commercial law) to bring in corporate social responsibility law. More recently, at the end of 2022, the European CSRD (Corporate Sustainability Reporting Directive) will require European companies to analyse the long-term viability of their business from the point of view of sustainability, and to demonstrate the transparency of their environmental, social and governance policies.

Where to start: the questions you need to ask yourself

  • How do I define my CSR strategy? What is my purpose? What issues should I focus on?
  • How can I make the most of what my company is already doing? How can I give meaning and coherence to all my commitment projects?
  • Who are my stakeholders? What are my stakeholders’ expectations and how can I create buy-in and involve them in my approach?
  • What kind of transformation is needed for our business teams? How can we support them on a day-to-day basis and give them the operational tools they need to deliver on our commitments?
  • How can we communicate and share our commitments? How can I meet my stakeholders’ expectations in terms of transparency (extra-financial reporting, communication plan, etc.)?
Six personnes autour d'une table de réunion travaillant sur leurs ordinateurs portables

1. Definition of strategy and associated organisation

  • Choose your commitments, prioritise your issues and assess your CSR maturity (materiality matrix, CSR performance diagnosis)
  • Document the expectations of your internal and external stakeholders and involve them in building your commitment approach
  • Define your CSR strategy: formulate your mission, your commitments, integrate ESG criteria into the heart of your business model
  • Co-construct a CSR action plan with your business teams
  • Formulate your purpose, focusing on your organisation’s social benefits
  • Embody the “raison-d’être” in your professions and define a long-term transformation plan
Une femme châtain aux cheveux longs de dos fait face à une femme blanche rousse qui sourit

2. Change management and implementation

  • Engaging your teams: getting your employees involved, convincing your managers, defining CSR governance, deploying a Diversity & Inclusion policy, assessing and improving Quality of Life and Working Conditions (QLWC)
  • Train your teams to integrate CSR issues into their work (responsible purchasing, for example)
  • Engaging your stakeholders (engagement strategy, partnership strategy, participative governance, creation and management of dialogue bodies, stakeholder committee)
  • Transforming your day-to-day activities (communication and marketing, finance, purchasing, HR, etc.)
Une femme blanche aux cheveux gris asisse à une table de réunion

3. Performance management and reporting

  • Give yourself the means to transform: build the tools for reporting and steering CSR performance (legal and forward-looking intelligence, societal intelligence, stakeholder mapping, etc.).
  • Promote your commitments: internally and externally (communications, investor days, etc.)
  • Assess your compliance with the CSR framework that applies to your organisation (extra-financial reporting framework)

CSR experts – Tailor-made support

  • A team of recognised experts in the field for over 12 years
  • A strong command and expertise in the major frames of reference (ISO, GRI, SASB, etc.) and the regulatory framework
  • In-depth knowledge of the major players involved in sustainable development issues

Experts du management des parties prenantes – Une dynamique collaborative

Une compréhension stratégique et opérationnelle des enjeux du management des parties prenantes en entreprise. Au-delà des logiques d’influence, nous facilitons l’intégration stratégique des parties prenantes dans les démarches d’engagement environnementales et sociales

Des méthodologies éprouvées, axées sur les résultats

Nos réflexions et nos travaux s’appuient sur une forte expérience du terrain

Ils nous ont fait confiance