Our CSR commitments: practices already embedded, an approach taking shape.
At BleuLemon, social and environmental responsibility does not start with a label.
It already shows in the way we work, grow our teams, share information, support career changes and design our clients' systems.
We have run a structured approach since the company was founded, to measure these practices, identify our impacts, listen to our stakeholders and set our priorities for the years ahead. It is a living approach and it continues.
Our principle: show what we do, measure what we can measure and make visible what we still have to improve.
Atlassian Platinum Solution Partner · Alongside IT departments since 2008 · Paris and Lyon
Four areas of commitment.
| Commitment | What it means for us | What we already do |
|---|---|---|
| People, fairness and diversity | Creating an environment of trust where everyone can find their place and contribute | Autonomy, remote working, transparency on the figures, diverse backgrounds, the Baromètre des Yuzus |
| Passing on skills and opening careers | Sharing skills and opening career paths | Career changes, training, work with students, skills development |
| Restraint and impact on the environment | Reducing waste in the way we work and in the systems we support | Rationalisation, archiving, simplification of processes and architectures |
| A structured CSR approach | Turning our practices step by step into measurable commitments | Assessment, stakeholder consultation, materiality matrix and action plan |
Our formal CSR approach began in 2025, but some of these practices go back much further. People, transparency, autonomy and long-term relationships have been part of how we work since BleuLemon was founded.
People, fairness and diversity.
Our working environment rests first of all on trust and autonomy.
We favour an organisation where decisions can be taken as close as possible to the ground, where the right to make mistakes genuinely exists and where everyone has the freedom to organise their work and build their skills.
Remote working, open sharing of the company's figures, responsibility rather than control, and time set aside for personal development are all part of how we work.
But our strength also comes from the diversity of the team.
Most of our people have changed career. The team has as many women as men and brings together different generations, cultures and professional backgrounds.
We see that diversity as a real strength. Bringing different backgrounds and viewpoints together feeds creativity, challenges ready-made answers and helps us look at the same problem from several angles.
Listening to what does not work, too
Every year, the Baromètre des Yuzus lets us ask our people how they see the company and how far they support its direction.
It is not only there to measure satisfaction: we use it to identify what we need to improve.
In 2026, four areas were identified in particular: strategic clarity, internal communication, career paths and the visibility of our CSR commitments.
Passing on skills and opening careers.
Ours is a profession where knowledge is only worth anything if it circulates.
Our consultants work with students, take part in training initiatives and regularly support people discovering or reinventing their profession.
The same logic runs through BleuLemon: a large part of our team joined the digital professions after another career.
We see a career change less as a break in a path than as extra experience brought in.
A consultant who has worked in another profession brings a different understanding of the business, of users and of operational constraints.
Training is part of our profession
Our consultants are trainers as well.
Training is not just about passing on command of a tool. It is a moment of exchange, of understanding and of ownership.
It is also a way of making our clients more self-sufficient: what we put in place with their teams has to be able to carry on without depending on us at every turn.
We also support the preservation of photographic heritage: BleuLemon holds a usage licence on photographs from the ABBE Photo collection, a collection of around 100,000 images by André Abbe.
Restraint and impact on the environment.
We could start by talking about our consumables or how we sort our waste.
These subjects matter, but a large part of what we can act on also lies in the information systems we design and develop with our clients.
A needlessly complex system consumes more resources: infrastructure, storage, licences, environments, applications to maintain, and human time as well.
So we try to build a logic of restraint into the choices we make. That can mean:
Jira archiving before a migration is one example: what no longer needs to be active does not necessarily need to be transferred to and maintained in the new platform.
We do not claim to have quantified the whole environmental impact of these decisions yet. That is precisely one of the subjects our CSR work should help us measure better.
A structured CSR approach since 2025.
In 2025 we decided to turn our practices and beliefs, step by step, into a more structured approach.
Our aim is not to pick up another logo quickly, but to understand where our impacts really lie and on which subjects BleuLemon can act credibly.
The approach follows six stages.
Identifying our impacts, the practices already in place, the data available and the subjects where we still have little visibility.
Asking our own people, and gradually our clients and partners too, to understand which subjects they consider important. This stage keeps us from defining our CSR policy solely from our own point of view.
CSR subjects do not all carry the same weight for BleuLemon or for its stakeholders. So we use a materiality matrix to compare them and bring the priorities out.
The matrix is only worth anything if it leads to decisions. The issues held as priorities are gradually turned into objectives, initiatives, owners and indicators. Some commitments already exist and need to be better measured. Others will call for new action.
We intend to publish indicators over time so that the progress of our commitments can be followed. We will separate what is genuinely measured from what is still qualitative or under construction. Transparency also means being able to say that a target has not been met or that an indicator is not yet available.
Our CSR approach is not meant to stand still. The issues change, BleuLemon changes and so do our stakeholders. So we will review our priorities, our results and the actions to carry on with on a regular basis. Measure, learn, adjust: we approach our CSR work the way we approach our transformation projects.
Our materiality matrix
The matrix sets two dimensions against each other: how important the various issues are to our stakeholders, and how important they are to BleuLemon, given our business, our impacts and what we can act on.
It lets us separate the subjects we must act on first from those to be monitored or explored further.
The matrix brings out four strong priorities: retaining and engaging our talent, keeping client satisfaction high, developing training and employability, and strengthening transparency and ethics further. Other subjects, such as diversity, digital sovereignty or restraint, matter too but still need to be better structured and measured. What strikes us most is that our CSR issues are very directly tied to our profession and our model: the quality of the relationship with our teams and our clients is at the heart of our performance. What comes next is therefore less about adding commitments than about concentrating our efforts on these priorities and turning them into concrete actions and indicators.
The 2026 Baromètre des Yuzus, our internal engagement survey, named the visibility of CSR commitments among the four areas to strengthen. This page is the first part of the answer.
What we already measure — and what we have yet to measure.
We do not yet have an indicator for every one of our commitments. We prefer to set out three situations clearly.
What we already know how to measure
The make-up and stability of our teams, the diversity of backgrounds, the share of career changers, training, certain retention indicators and the results of the Baromètre des Yuzus.
What we are in the process of structuring
The indicators attached to the commitments held in the materiality matrix, and how they change over time.
What we still need to measure better
In particular our environmental footprint and the real contribution of some digital restraint practices put in place at our clients.
We would rather show a few documented commitments than a logo with nothing behind it.
BleuLemon, a French consultancy (Paris, Lyon) and Atlassian Platinum Solution Partner since 2008.
A deliberately unfinished approach.
We do not regard our CSR policy as a finished document.
It has to evolve with our company, our people, our clients and the impacts of what we do.
We would rather show the ground covered and the ground left to cover than claim to have arrived.
Frequently asked questions
A question that finds no answer here is dealt with in a thirty-minute conversation, about your actual context rather than a general case.
Talk to an expertDoes BleuLemon hold a CSR label or rating?
Yes. BleuLemon has been rated by EcoVadis and has been awarded the Entreprise Engagée label.
This rating recognises a CSR approach that we began to formalise in 2025, around our social, environmental and governance commitments. It is an important milestone, but not an end point: we continue to measure our practices, to identify what needs strengthening and to develop our action plan.
We want to keep the same approach: making our commitments visible, along with the evidence behind them and the progress we still have to make.
What do you say in the CSR section of a tender?
We set out our commitments, the practices already in place, the indicators we have and how far our approach has got.
We also state what is not yet measured or certified.
Our aim is not to present our approach as more mature than it is, but to let our clients see clearly where we stand and which way we are heading.
What environmental contribution can an IT consultancy make?
It concerns the way the firm works itself, and also the way it designs the systems it supports.
Rationalising licences, removing unnecessary environments, archiving data that no longer needs to stay active or simplifying processes can all help avoid unnecessary resources and processing.
We now want to measure that contribution properly rather than simply claim it.
How can your social commitments be checked?
Several things can already be evidenced: the diversity of backgrounds, the share of staff who have changed career, the stability of the team, training, and the results of the Baromètre des Yuzus.
We intend to add to this data over time with the indicators that come out of our materiality work.
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