Petzl - Impact report 2024

Contents

A stronger employer brand

CSR is also a lever for attractiveness. “Our employees appre-

ciate working for a company that invests a signif icant proportion

of its prof its in tangible action underlines Richard

Aligning sustainable transformation and industrial innovation

strengthens internal commitment and competitiveness But

there is still work to be done to complete the transition We still

need to make progress on material traceability and data reliabi

lity but each step brings us a little closer to a resilient model he

concludes

Getting teams on board

Employee buy-in is essential. This requires active education

and total transparency about the transformation objectives and

what is required. “We explain why we do what we do, because

people need to understand the rationale. It’s about doing every-

thing we can to ensure a strong and sustainable future for the

company and making sure that we are proud of our positive im-

pacts on the environment and society,” says Richard.

Our commitment has been strengthened by initiatives such

as strategy meetings open to all, where CSR progress and

challenges are shared. The idea is for every employee to feel in-

volved and engaged, so that the transition becomes a collective

project.

Taking concrete action

“The CSR strategy involves translating the company’s vision

between now and 2030 into concrete, measurable actions that

align with Petzl’s industrial ambitions,” says Richard.

To realise these actions, we use the ‘1% CSR’, an internal fund

that f inances transition projects such as improving buildings’ en-

ergy ef f iciency, research into less impactful materials, and tools

such a

s the European Glimpact platform, used to measure ove-

rall environmental impact and reduce it ef fectively. The goal is to

have a precise idea of emission factors in order to guide work

to reduce emissions. “Without a reliable carbon footprint, it’s im-

possible to measure any real reduction in our impact,” he insists.

Raw materials and goods transport, responsible for 60% of

the company’s emissions, are at the heart of the transition. Mo-

reover, when there were signif icant environmental gains to be

de, eco-design was prioritised, sometimes even to the de-

triment of prof itability. “This shows that we are prepared to put

sus

tainability before immediate prof itability says our CSR ma

nager with not a little pride

In order to go further a bonusmalus system has been intro

duced The most environmentallyfriendly products become

more competitive internally while those that do not meet our

ecodesign criteria are penalised he explains This system is

based on systematic life cycle analysis LCA and precise cri

teria such as the carbon footprint or the use of biosourced or

recycled materials By directly inf luencing the business case for

products it guides the decisions of project and marketing ma

nagers helping them to adopt more sustainable solutions

CSR as a Vector for

Strategic Alignment

Recovering 100% of our waste, rethinking the way we

make our products to limit their footprint investing 1

of our annual turnover in the environmental transition

and more At Petzl we are using CSR as a lever for in

dustrial performance and making ambitious choices

As Petzls CSR manager Richard Cousin has been

working on this transition for two years spearheading

the initiative within the company He and his team of

f ive dedicated to CSR projects play a central role in

aligning environmental transformation and economic

objectives while bringing stakeholders together

‘Share of raw

materials and

goods transport in

the company’s

emissions’

Richard Cousin

CSR Manager