Cultural and tourist site · CSR strategyIn partnership with ekodev
A CSR strategy approved by the board, and still being steered three years on
An iconic site welcoming several million visitors a year: in 2023, plenty of CSR initiatives but no strategy yet, with the Paris 2024 Olympic Games on the horizon.
2024-2029 roadmap
approved by the board of directors
targets, deadlines and indicators, in three phases
around ten staff from every department, with working groups for each pillar
At a glance
ProfileOperator of an iconic cultural and tourist site in France, several million visitors a year, under a public service concession.
PartnerEngagement delivered in partnership with ekodev, a CSR and climate consultancy.
ChallengePlenty of initiatives, with no clear strategy tying them together, and the Paris 2024 Olympic Games getting closer. The communications and marketing manager was leading the topic.
Solution
A full baseline assessment, informed by 15 internal and external interviews
43 issues identified, 16 prioritised
A vision and 4 commitment pillars co-built with a CSR committee
A 2024-2029 roadmap with targets and indicators
Result
Roadmap approved by the board of directors in December 2023
At the end of 2026, the company's CSR strategy still rests on the 4 pillars built during the engagement
A monthly CSR committee and working groups to deliver it
Starting point
Plenty of initiatives under way, waiting for a shared direction
When I started, in June 2023, the company was already running plenty of initiatives. But they were not yet part of a clear, structured strategy that moved them forward in the same direction. For example:
an energy audit;
an HR and social policy that was already well built;
compliance with the French anti-waste law (AGEC).
Management wanted to structure its approach before the Paris 2024 Olympic Games, which would put the site in the spotlight. The communications and marketing manager had taken the topic on. Three challenges stood out:
Bringing initiatives run by different departments under one shared direction.
Showing that CSR goes hand in hand with visit quality and working conditions.
Preparing for climate adaptation, for visitors and staff alike.
"Reassure the teams that CSR is not just about ticking a box."Heard in an interview, member of the management team
The goal: a CSR strategy shared by every department and approved at the highest level, before the Games.
Approach
Listen to the whole company, then set a shared direction
An engagement delivered in partnership with ekodev, from June to December 2023, with a CSR committee meeting at every key stage and a small working group: communications, safety, technical.
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Stage
Work carried out
Deliverables
1
Listen June-Oct. 2023 · see where the company stands
Kick-off and staff awareness session
Document review and sector benchmark
15 interviews: chair, CEO, department heads, concession holders, suppliers, local authority, tourist office (Sept.-Oct.)
Maturity assessment based on ISO 26000 and the B Corp BIA
Interview summary
Maturity assessment
CSR SWOT
Regulatory watch, including the CSRD
2
Prioritise Sept.-Oct. 2023 · know where to act first
The 7 ISO 26000 core subjects brought down to 5, in the company's own words
Issue identification workshop, then CSR committee
Each issue scored by the committee: importance and maturity
43 issues identified, 16 prioritised
Importance / maturity matrix
3
Set the direction Oct.-Nov. 2023 · a shared course
Co-design workshop with the CSR committee
Vision and strategy written up
CSR vision and strategy
4 commitment pillars
4
Move to action Nov.-Dec. 2023 · from direction to actions
Two roadmap-building workshops
Validation meeting and final presentation
Board of directors materials (Dec.)
2024-2029 roadmap
Targets and indicators
Recommendations, including CSRD preparation
Internal communication materials
Three choices on this engagement:
Listen to the whole chain, not just head office. Concession holders, suppliers and the local authority were interviewed on the same footing as management.
Speak the company's language. The ISO 26000 framework was rephrased in the teams' own words, separating what belongs to the company from what belongs to the site.
Ask the uncomfortable questions, without blame. What share of responsibility does the site carry for its visitors' impact? Moving past "it's not down to us" to find the levers that are the company's own.
The client's feedback: satisfied with both the process and the deliverables, for the quality of listening, the understanding of the company's complexity and the systemic view of the issues.
Results
Three years on, the strategy still holds
A CSR strategy is only worth something if it outlives the engagement. Here is where the company stands at the end of 2026.
Indicator
June 2023
End of 2026
CSR strategy
plenty of initiatives, with no strategy tying them together
4 pillars, still those of the strategy the company publishes
Roadmap
none
2024-2029, with targets and indicators, approved by the board of directors
CSR issues
not identified
43 identified, 16 prioritised
Governance
topic led by communications
Monthly CSR committee of around ten staff from every department, plus working groups for each pillar
Next steps
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in 2026, the company joined a programme of the Convention des Entreprises pour le Climat (Business Climate Convention)
Who you will be working with
Margaux Maugeais - KaNanda Consulting
External CSR co-pilot, based in Barcelona. Five years in consulting, ten years in impact. I work with leadership teams and sustainability managers, from SMEs to international groups, turning the maze of frameworks into a clear roadmap and into reports that hold up in front of an auditor.
On this engagement I carried out all of the work: the 15 interviews, the workshops with the CSR committee, the roadmap and the materials presented to the board of directors.
I help sustainability leaders navigate the complexity of frameworks, so that every tool genuinely serves their strategy.
