{"id":1250,"date":"2025-06-06T15:00:00","date_gmt":"2025-06-06T13:00:00","guid":{"rendered":"https:\/\/2030investirdemain.com\/?p=1250"},"modified":"2025-07-08T12:40:13","modified_gmt":"2025-07-08T10:40:13","slug":"integrated-esg-governance-the-examples-of-easy-cash-and-osmaia","status":"publish","type":"post","link":"https:\/\/2030investirdemain.com\/en\/2025\/06\/06\/integrated-esg-governance-the-examples-of-easy-cash-and-osmaia\/","title":{"rendered":"Integrated ESG Governance: The Examples of Easy Cash and Osma\u00efa"},"content":{"rendered":" \n
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\n Integrated ESG Governance: The Examples of Easy Cash and Osma\u00efa <\/h2>\n
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How do companies concretely build their ESG strategy and roadmap by implementing appropriate governance and relevant monitoring indicators? During the third workshop of the regulatory working group, co-led by osapiens, two executives shared their experience: Anne-Catherine P\u00e9chinot from Easy Cash and Sandrine Martin from Osma\u00efa.<\/strong><\/p>\n <\/div>\n <\/div>\n <\/div>\n \n\n

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Once often relegated to the margins, CSR is now fully integrated at the core of companies\u2019 strategy and long-term vision.<\/p>\n

During the third workshop of the regulatory working group, several speakers shared their experiences regarding the organizational transformations, trade-offs, and management requirements driven by this approach.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n \n\n\n

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First to speak, Anne-Catherine P\u00e9chinot, CEO of Easy Cash, began by sharing her group\u2019s experience, a company specialized in buying and reselling second-hand products with a network of 165 franchised stores across France. \u201cI am convinced that the companies that will have value tomorrow are those that have placed ESG at the core of their strategy,\u201d she stated upfront, emphasizing the leadership\u2019s ability to drive genuine transformation.<\/p>\n\n\n\n

A Strategy Driven by Responsibility<\/strong><\/p>\n\n\n\n

Upon taking the helm of the company, the executive launched several initiatives to structure the ESG approach by embedding it into the overall strategy. This notably involved positioning the CSR unit under the executive committee and integrating ESG as a strategic pillar, with the objective to \u201cestablish a company model driven by responsibility,\u201d highlighted Anne-Catherine P\u00e9chinot. The approach was supported by the \u201cEnseigne Responsable\u201d certification and the formalization of a corporate purpose.<\/p>\n\n\n\n

Engaging with the Corporate Climate Convention (Convention des Entreprises pour le Climat – CEC) further deepened this strategy, leading to structural choices for the business model, such as foregoing new product sales and generalizing repair workshops in stores. \u201cWe have all been growth-driven, but in a finite world, we cannot increase volumes indefinitely. This means we need to operate differently.\u201d<\/p>\n\n\n\n

This volume reconsideration opened a broader reflection on the company\u2019s role. \u201cWe want to help new product players transition to second-hand. Through our training school open to external participants and reinforced territorial partnerships, we aim to be more than just retailers, but also transformation facilitators,\u201d she added.<\/p>\n\n\n\n

Osma\u00efa: CSR as a Structuring Lever<\/strong><\/p>\n\n\n\n

At Osma\u00efa, the ESG approach is part of an overall structuring dynamic. Specializing in outdoor space design and maintenance, the company is experiencing rapid growth, notably through external acquisitions. In this context, CSR is viewed as a backbone, enabling the unification of entities at various maturity levels: \u201cESG has been a unifying lever\u2014cultural, extra-financial, and cross-functional\u2014to facilitate structuring, internal dialogue, and clarify collective priorities,\u201d explained Sandrine Martin, Deputy CEO of Osma\u00efa.<\/p>\n\n\n\n

The company has defined a 2030 roadmap around four key commitments: health, safety and well-being at work; carbon footprint reduction; biodiversity preservation; and development of a shared corporate culture. These pillars have been translated into concrete objectives, with particular efforts to engage management, whose variable compensation is, on average, indexed at a minimum of 12% to ESG criteria.<\/p>\n\n\n\n

This dynamic was built progressively on a voluntary basis. Employees from different hierarchical levels were brought together in steering committees, which helped \u201cbreak down silos\u201d and embed CSR culture throughout the organization. \u201cThis project created a true team-building momentum to go further,\u201d summarized Sandrine Martin. This approach successfully engaged not only employees but also governance bodies, from the Executive Committee to the Supervisory Board.<\/p>\n\n\n\n

Internal Engagement: From Narrative to Proof<\/strong><\/p>\n\n\n\n

At Easy Cash, mobilizing employees and franchisees is also a central challenge. The company chose to personify its 2030 roadmap by emphasizing the importance of storytelling and leading by example: \u201cPositive stories engage teams much more,\u201d explained Anne-Catherine P\u00e9chinot. Additionally, each corporate employee participates in the Climate Fresco and Circular Economy Fresco workshops, while new store recruits benefit from tutorials to build a shared vision.<\/p>\n\n\n\n

However, beyond intentions, these transformations, which often involve additional costs, must also demonstrate their added value to the business model. \u201cThere is an ESG\/EBITDA concept that needs to be aligned to prove that these structuring projects bring performance, and in the short term,\u201d stressed Sandrine Martin. This is the only way to convince top-level management.<\/p>\n\n\n\n

Hence, transparency and data play a critical role: identifying the right indicators, collecting reliable and useful information, and structuring internal management tools to demonstrate, including internally, the economic and ecological gains generated.<\/p>\n\n\n\n

Data: A Structuring Challenge<\/strong><\/p>\n\n\n\n

Data collection and consolidation remain major challenges, especially for network-organized companies, noted Anne-Catherine P\u00e9chinot. \u201cFew tools can efficiently collect data from 165 independent entrepreneurs, so a lot is still done manually.\u201d<\/p>\n\n\n\n

Sandrine Martin also regretted the lack of IT tools capable of effectively aggregating financial and extra-financial data. \u201cToday, many regulations coexist\u2014deforestation, human rights, vigilance duty\u2014but they are often handled in silos,\u201d observed Vincent Canu, France manager at osapiens. The challenge is to harmonize processes with modules able to audit data and produce comprehensive dashboards. This need is even stronger as data becomes a true strategic management tool. \u201cEveryone agrees on how to calculate EBITDA. On ESG, there remain many methodological uncertainties, especially qualitative aspects,\u201d Sandrine Martin reminded.<\/p>\n\n\n\n

Despite uncertainties linked to reporting requirements under the Omnibus law, the CSRD has played a structuring role for both companies, enabling them notably to formalize their double materiality analysis. \u201cIt gave us a clear thread and injected momentum by broadly mobilizing teams,\u201d emphasized Sandrine Martin, who urges to \u201cnot slow down the pace on these issues.\u201d<\/p>\n\n\n\n

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First to speak, Anne-Catherine P\u00e9chinot, CEO of Easy Cash, began by sharing her group\u2019s experience, a company specialized in buying and reselling second-hand products with a network of 165 franchised stores across France. \u201cI am convinced that the companies that will have value tomorrow are those that have placed ESG at the core of their […]<\/p>\n","protected":false},"author":1,"featured_media":1149,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[20],"tags":[],"class_list":["post-1250","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-regulation"],"acf":[],"_links":{"self":[{"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/posts\/1250","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/comments?post=1250"}],"version-history":[{"count":2,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/posts\/1250\/revisions"}],"predecessor-version":[{"id":1253,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/posts\/1250\/revisions\/1253"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/media\/1149"}],"wp:attachment":[{"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/media?parent=1250"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/categories?post=1250"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/2030investirdemain.com\/en\/wp-json\/wp\/v2\/tags?post=1250"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}