CSR is on everyone's lips, but is it in the goodies?

The promotional products market is impacted by the various social upheavals of our time. Changing consumption patterns, the quest for meaning and transparency, consistency between words and deeds. Today, CSR is on everyone's lips. We take stock with Charles-Henri Carton, co-founder of theAffective agency and Michel Kouka, CSR and Quality Manager.

How is the goodies market adapting to environmental issues?

Charles-Henri Carton: 15 years ago, CSR wasn't a topic. We talked about manufacturing conditions, but not about subcontractors, transport, standards... The real awakening came in 2013 with the collapse of Rana Plaza in Bangladesh. This tragedy highlighted the negligence of the world's leading textile companies. From then on, the world and the main developed countries became aware of the importance of legislating locally to prevent this type of abuse. In France, it was the Loi Pacte (Pact Law) that was the starting point for a change in mentality regarding the consideration of environmental and social issues in corporate activity. From the appointment of a CSR manager to the implementation of an action plan, companies are encouraged to mobilize to change the way they operate. Moreover, CSR criteria are increasingly demanding. The Agec law, the carbon impact of products, certifications... The agency works daily to go further and be part of a process of continuous and collective progress.

Is CSR a priority for your customers?

Charles-Henri Carton: Today, every one of the agency's customer requests takes CSR criteria into account. They are added to the traditional decision-making criteria of price, deadlines and quality. Labels, standards, tests, audits, certifications, carbon impact - these are just some of the words that are regularly used, and which we have to explain and explain to our customers in order to connect their needs and their approach with their brand's CSR challenges. It's great news that attitudes are changing. It's an exciting and meaningful challenge to support the biggest French and European advertisers in their transformation.

Michel Kouka: We're seeing a real change among our customers, with a heightened awareness of CSR issues. Customers now have CSR services at their disposal, and are integrating criteria that go beyond the simple regulatory framework of CSR. They want guarantees of their CSR commitments, in particular environmental certifications guaranteeing that the environmental impact of the products we offer has been taken into account and controlled. Our customers are challenging us and looking for eco-designed products that make sense, both in terms of product composition and assembly methods. As a result, we are seeing more restrictive invitations to tender, with particular restrictions on sourcing (made in Europe, made in France).

What about manufacturing methods?

Charles-Henri Carton and Michel Kouka: Despite everything we hear, we shouldn't demonize China. Some products can only be made there (the isothermal water bottle, for example). Chinese manufacturers have unique industrial know-how. We're far from the cliché of dirty factories with children in the cellar. The factories we use are all AMFORI-BSCI audited. What's more, when the raw materials used in Europe sometimes come from Asia, it makes more sense to manufacture everything locally. Asia has greatly developed the use of ecological raw materials (recycled PET, wood, organic cotton, recycled cotton...). We have a "near import" sourcing policy. Our imports are diversified between Asia and Europe, with a view to developing short circuits. Fortunately, there are great alternatives in Europe and France: Portugal for textiles, for example, or France for products with a low labor content or high added value. The key, then, is to propose the right manufacturing channel in line with the customer's CSR commitments. CSR is a subject of nuance, for which there is no absolute truth. There are many elements to consider before making a decision. The agency's role is to support its customers, as closely as possible to their issues, and to understand them so as to advise them in the best possible way.

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What are your strengths in moving decisions forward?

Michel Kouka: We use educational methods to help our customers integrate more environmental and social criteria into their decision-making. We are committed to offering a range of products that meet all these requirements. The aim is to help you find the one that best meets your needs, thanks to our close links with a highly-developed ecosystem. To achieve this, we have developed a methodology called "Good / Better / Best". The aim: to give you the choice to make the best purchasing decision. The subject is complex and depends on the stakes and CSR policy of each advertiser.

What are the areas for improvement?

Charles-Henri Carton and Michel Kouka: We must continue to work on upcycling issues. We're convinced that it's an excellent way of meeting our customers' environmental challenges. Also, with brands implementing "net zero carbon" visions, our ambition is to reduce our greenhouse gas emissions. We are the only player to calculate our carbon footprint and monitor our reduction actions. However, our purchases of goods are still too far away. Our ambition is to continue to forge solid links with European and Mediterranean factories to work on a step-by-step, reasoned localization. In the short term, we would like to be able to display the carbon impact of our products directly to our customers.

How do you see the future of promotional products?

Charles-Henri Carton: Our industry needs to reinvent itself in terms of sustainability and social responsibility. Growing awareness of environmental impact will drive companies to favor environmentally-friendly and ethically manufactured promotional products. Consumers will be more inclined to use and value sustainable products. Also in terms of omnichannel: promotional products will be more closely integrated into companies' omnichannel marketing strategies. Advertising campaigns will include promotional gifts as an essential element in building brand awareness and stimulating customer engagement. And finally, our industry needs to reinvent itself to reach GenZ. Engagement has become the mirror of a rapidly changing society, in search of meaning and purpose. GenZ, GenY and millenials share this desire for commitment. Consumption has become a militant act, a way of expressing one's vision of the world. Our products must adapt to these societal changes.

What are your next projects?

Michel Kouka: For 2024, we want to become a Mission Company. Our aim is to put our words into action. For the agency, becoming a Mission-driven Company is a concrete commitment to doing business with meaning, consistency and commitment. As part of its drive for continuous improvement, the agency also aims to achieve ISO 9001 and 14001 certification by 2024. "Our aim is to improve our processes and control our economic, social and environmental performance."

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