- Provide the tools and knowledge for our employees to evolve in an environment that allows them to express their potential at Cedreo and in their future careers.
- Measure and reduce Cedreo's environmental impact, including reducing CO2 emissions faster than the targets set in the Paris agreement.
- Accompany its clients towards autonomy and more responsible and sustainable construction choices.
- Take into account the needs and constraints of all its partners to provide them with a healthy and balanced work environment.
- Contribute to the development of the territories in which Cedreo operates by, among other things, providing tools and sharing knowledge with people of the territories concerned.
- Exchange feedback to help accelerate the implementation of impact actions.
How do you assess that the mission is "fulfilled"?
MVG: There are several ways to get an objective assessment of our mission.
The first is the creation of a mission committee that includes actors from outside our company. And of course the implementation of internal monitoring indicators (the rate of CO2 emitted by transport, the eNPS that we do not want to see fall below 60,...)
These indicators are also precious to follow our efforts on a daily basis and not to wait for the final audit to get the result.
And in concrete terms, how can a company become a mission-driven company?
MVG: First and foremost, I believe it is essential to have a CSR approach that is already well established in the company's culture before embarking on the exercise. It is much simpler in this context and this was the case at Cedreo.
Then, you have to focus on what makes sense for the employees and what you can really have an impact on.
From there, we identify the major themes and reflect on ambitious, realistic and concrete commitments that are also sustainable over time.
The last step consists of validating everyone's adherence to this commitment: we have chosen to publish the proposal internally, in particular to our impact committee.
For once, the administrative part is perhaps the simplest of the steps: all that is needed is to add a new sub-paragraph (2.1 Purpose) in article 2 (Object) of the statutes and to describe its purpose followed by its commitments. The new articles of association are then filed with the clerk of the commercial court.
How does being a mission-driven company change your day-to-day business?
MK: It doesn't really have an impact on the level of activity but more on the strategic choices and especially their implementation. We wanted our missions to be concrete and explicit enough so that they would not remain just ideas but they would be clear objectives.
In concrete terms, this has practical impacts when, for example, we want to expand internationally while reducing our carbon impact. It brings some constraints that can be circumvented with a little thought and pragmatism. In practice, we have managed to reduce our carbon impact per person in spite of opening two new countries.
And what are the consequences for the employees?
MK: Here again we are more in a continuous improvement process. While we have allocated time (6 days/year per person) and resources (1% of the turnover), the question is to make these resources efficient. We started by better organizing our approach by relying on the B Corp label, which was very structuring. To move on to the next stage, we need to open up to external stakeholders and experts, and not just to our employees.
What advice would you give to managers who want to become a mission-driven company?
MVG: Start by setting up a CSR approach before becoming a mission-driven company, so that you can see what you can do and have a solid team to rely on when you become a mission-driven company. It also seems to me that it is necessary to write down commitments that you sincerely believe in, otherwise they will be quickly forgotten or bypassed.
MK: We also think that for a company of our size (40 people), these subjects belong to everyone and not only the leader, the management or a CSR manager. The whole team is very mobilized on these subjects and it is a key factor of our success.
Thank you both for sharing. We hope this will inspire other companies to consider their performance from a global perspective.