Essential Resources: How Companies Measure, Transform, and Create Value

To this end, the company relies on two main categories of indicators: those that reflect sound resource management, often measured in terms of revenue, and those that help anticipate risks that could threaten long-term viability.

This includes, for example, the proportion of organic or agroecological products, or the ratio of plant-based to animal-based proteins sold. “We know that 18% of our Scope 3 carbon footprint is linked to the animal-based products we sell. The question, then, is: how can we strike a balance between animal and plant-based resources?”

Measuring to steer more effectively

These indicators are more than just tracking tools; they directly guide the company’s actions. Carrefour, for instance, activates several levers to adapt its offering and influence consumer behavior towards more sustainable and resource-conscious consumption: developing sustainable products, supporting innovation, and increasing visibility at the point of sale. “In-store signage is the most effective tool to drive market growth,” emphasized Bertrand Swiderski. Another key area is communication, both through media and e-commerce. One example is suggesting plant-based alternatives to customers when they add meat products to their shopping cart.

In addition to these actions, the company is also conducting forward-looking analyses to assess the risks associated with resources critical to its business. Carrefour is currently evaluating fourteen products to estimate the medium-term impact of climate change on their production. To anticipate these shifts, Carrefour is working along two lines: decarbonizing existing supply chains and developing alternatives. “For example, the pork supply chain has a decarbonization target of 32% by 2030. We’re exploring the pigs’ feed composition. At the same time, we’re working with our suppliers over the long term to support the emergence of alternative protein sources.”

These technical trade-offs are part of a broader vision centered on evolving consumer expectations. This is what led, for example, to the removal of plastic wrap around organic bananas—initially used to extend shelf life—or the switch to cardboard packaging on some products, which are perceived as more sustainable, even though their carbon footprint may be higher than plastic. Bertrand Swiderski highlighted the limitations of relying on carbon as a sole indicator, as it does not always reflect the company’s priorities: “Less plastic, more organic, fewer pesticides, more local sourcing—this is the political vision we embrace. Carbon alone does not capture the full scope of this transition.”

Choosing the right indicators

This vision is shared by Christophe Eberhart, co-founder of Éthiquable, a cooperative (SCOP) specializing in organic and fair trade products such as coffee and chocolate. “The carbon factor used to assess the impact of our chocolate is based on a dominant model—namely, the Ivorian model tied to deforestation. It doesn’t reflect the reality of organic, fair trade, agroforestry-based cocoa, which can actually be regenerative in the sense that it captures more carbon than it emits,” he explained.

He also emphasized the challenge of finding indicators that truly reflect all the dimensions of the company’s mission: small-scale farming, shared governance, co-development with producers… “Before indicators guide our decisions, our actions are first and foremost driven by a political vision: to promote a fairer and more resilient trade model.” To address this complexity, the speakers emphasized the value of using more nuanced approaches, such as multi-criteria life cycle assessments (LCAs), which better reflect the diversity of impacts and practices.

The question of indicators also arises when communicating with the general public. How can we convey often complex initiatives in a simple and reliable way? While the Nutri-Score has gained widespread recognition for health-related information, other environmental scores—such as the Eco-Score or Planet-Score—have struggled to achieve similar traction. “The signal must be clear, simple, and instantly understandable,” insisted Bertrand Swiderski. For Éthiquable, project consistency drives communication, through an accessible and coherent narrative. “We tell a story that our consumers intuitively understand,” said Christophe Eberhart.

Beyond their external communication role, indicators also serve to structure internal processes, as highlighted by Camille Richard, Impact Director at Alter Equity: “Internally, there’s a real need to formalize steering mechanisms that weren’t always in place. These indicators help detect early warning signs, anticipate risks, and implement appropriate environmental or social policies.”

Veolia, for example, has prioritized fifteen indicators—both financial and non-financial—to manage what it calls “plural performance.” “They help set a dynamic in motion, define a shared direction, and engage managers and stakeholders in a transformation mindset,” explained Fanny Demulier, Director of Corporate Purpose and Stakeholders at Veolia. This approach is built on dialogue, local engagement, and a systemic vision that integrates citizen expectations, regulatory roles, and the need to redefine economic performance through the lens of sustainability.

---

FOCUS – Novaxia: Maximizing the Use of Square Meters

A mission-driven company since 2020, Novaxia is an investment firm specializing in real estate that has made urban recycling the core of its business model. “We acquire obsolete and energy-inefficient buildings to either deconstruct or rehabilitate them into housing, without contributing to further land artificialization,” explained Victor Breillot, Head of Sustainable Development at Novaxia.

In this case, the key resource is square meterage. Through its investment funds, Novaxia manages vacant buildings during the design, permitting, and construction phases of real estate projects. Rather than leaving these spaces unused, the company developed and systematized an impact strategy known as “Solidarity Real Estate.” In just a few years, over 48 projects have been launched across France, making more than 120,000 square meters useful by opening them up to nonprofits and impact-driven project leaders. “Recycling obsolete square meters helps avoid the destruction of natural spaces and resources.”