"Commitment to sustainability to drive business performance": proof in the figures

Can competitiveness and corporate commitment really go hand in hand, or is this an irreducible dilemma? This often polarized debate underscores the crucial need to base CSR assessment not on preconceptions or dogmatic arguments, but on tangible empirical data and rigorous analysis.

To fuel this debate, Impact France, in partnership with the firm Des Enjeux et des Hommesis pleased to present a new study at the Produrable trade show, entitled "L'engagement en matière de durabilité au service de la performance économique des entreprises". The study shatters preconceived ideas by demonstrating that companies that make sustainability a strategic lever are also those that perform best: 52% of the most mature companies meet or exceed their sales targets, compared with just 27% of start-ups.

This gap raises an essential question: why and how does commitment become a decisive factor in competitiveness? Almost ten years after the France Stratégie study, which already established that a CSR strategy could boost economic performance by 13%, this new analysis updates the debate in the light of contemporary realities, by exploring the close correlation between companies' sustainable commitment and their economic performance. With figures to back it up, it highlights the strategic role that sustainability now plays in the economic robustness of companies.

Discover the study

• When commitment becomes a driver of economic performance

The study reveals that sustainability commitments generate economic value creation for companies despite a perma and poly crisis context. It reveals a correlation between the level of maturity of CSR commitment and financial results:

• Twice as many of the most committed companies will have achieved their sales targets between 2022 and 2024: this was the case for 52% of companies at an advanced stage of CSR maturity, compared with only 27% of those at a less advanced stage.
• Between 2022 and 2024, companies with an Impact Score above 65/100 will record an average +45% growth in sales, i.e. 8 points more than companies with an Impact Score below 45/100 (37% growth for them).

The study also shows that giving up can be a profitable gamble for performance. Indeed, almost 40% of companies have already given up on a contract, a customer or financing that was not in line with their commitments. Those who have made this choice have an EBITDA margin of 12%, compared with 1% for those who have never given up on an opportunity that contradicts their CSR commitments. They are also more likely (+9 points) to achieve their sales targets.

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• The driving forces behind CSR commitment

The study shows that CSR commitment is not a matter of chance, but part of a clear dynamic. Companies' priorities focus on three major areas: gender equality, reducing carbon footprints and employee training. These choices underline the importance of incentive-based public policies capable of supporting and reinforcing the shift to action.

The analysis also highlights the central role played by stakeholders close to the company. Above all, employees and customers exert the greatest influence on CSR strategy, confirming that commitment is rooted in the direct relationship between the company and its ecosystem.

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The methodology used is to be found in the study.

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