Methodological Guide

Act For Climate is the first digital platform that accelerates businesses' environmental and societal impacts, educates customers on brand pledges while focusing on our partner's marketing and SEO impacts.


To maximise the return on investment of every eco-initiative, every firm will benefit from an Environmental + marketing and SEO evaluation.

Measure your impact

We are confident that a powerful marketing and SEO plan will execute a win-win strategy in which businesses will be able to significantly communicate about their activities while increasing website traffic and potential sales.



To do this, we will establish objectives for environmental, social, and governance performance.

  • Progress by identifying areas for improvement and putting real solutions in place

  • Motivate and inspire the workforce by encouraging them to actively engage in the implementation of its action plan

  • Add a sticker on the company’s website linked to a dedicated page listing all the green initiatives.

  • Communication and SEO strategy implementation (specific social media & GoogleMap posts, creation of a power page and blog posts) on the partner's website

  • Manage the ecosystem by keeping track of its partners' progress on impactful areas (suppliers, members, customers, etc.).


Our goal is to accelerate the ecological and inclusive transition by supporting businesses in the execution of their social and environmental responsibility (CSR) strategy, as well as assisting consumers in making informed purchasing decisions.


The purpose of this page is to explain our approach for calculating a company's impact. We are committed to the concept of transparency, and we want to make our method as available to as many people as possible, allowing everyone to test it with the objective of continuous improvement.


We believe that by utilising AFC and this methodological approach, we will be able to best meet our users' expectations while also providing the finest solution to allow as many companies as possible to engage in the face of current environmental and societal problems.



1. Measure your impact with Act For Climate

2. The principles of the AFC methodology

3. The stages of the evaluation

4. Selection of indicators

5. Types of indicators

6. Types of responses

7.  Data verification

8. The creation of impact benchmark



1. Measure your impact with Act For Climate


Today's corporate social and environmental responsibility (CSR) focuses on a number of issues that might be difficult for corporations to understand (Global Reporting Initiative, CSR Labels, sectoral approaches, etc.).


In order to contribute to the democratisation of CSR, we have decided to develop our own evaluation system by categorising all impact variables into three key thematic categories: environment, social, and governance.




2. The principles of the AFC methodology




Each indicator is defined using a variety of documentary materials (studies, sector guides, analysis reports, etc.). This research, conducted prior to the establishment of impact benchmarks, enables organisations to identify the major environmental and social issues while taking into account the unique characteristics of each area of operation.



As part of a process of co-constructing its standards, AFC integrates diverse persons recognised for their competence on impact problems. The goal of this expert group is to control and validate AFC's methodology, as well as to give suggestions for benchmarking based on industry best practices and regulatory developments.



All business information must be accompanied by supporting paperwork (invoices, certifications, audit reports, etc.). These confidential supporting documents are examined by AFC's team in order to authenticate or not the progress of businesses on their metrics, which is an important component in the credibility of the information given on its website.


Priority to actions and results

Unlike previous CSR standards (CSR Labels, and so on), which have mostly focused on resource logic, the AFC method has been designed particularly to enhance organisations' actions and outcomes in terms of environmental and societal impact. This posture enables better responses to current environmental and societal issues, while also boosting the adoption of CSR principles by businesses and the general public.


AFC's analytical approach provides unparalleled clarity in identifying the impact problems that enterprises must solve, aiding organisations in prioritising their initiatives.


AFC's aim is to help businesses make progress on environmental issues. AFC explains the means, actions, and results that must be met for each indicator, as well as the remedies that must be done in response to them. As a result of the evaluations received in the ecological, social, and governance areas, they are able to assess their areas for improvement and execute corrective steps as soon as possible.


Companies are generally extremely different, both in terms of their product and service offerings as well as their operational structure. As a result, AFC's approach was designed to be flexible to the specific demands of each organisation (industry, size, characteristics). There are no critical requirements that are missed, nor are any unnecessary requirements sought.

Continuous improvement

Companies and their commitments are always evolving. As a consequence, AFC intends to provide an evolutionary approach that will assist organisations in implementing great practises at least once a year


3. The stages of the evaluation












4. Selection of indicators

The program assigns the metrics that constitute AFC's impact benchmarks to firms based on three criteria:


  1. The activity sector (for example, for companies registered in the ready-to-wear sector, adding the indicator "Sustainable textile items" or "Vegetarian meals" for enterprises registered in the catering sector);

  2. The number of employees (for example, for businesses employing more than 250 people, the indicator "Reduction of direct carbon intensity" is provided);

  3. Technical Specifications (eg: addition of the indicator "Fleet of light vehicles with low emissions" for companies that own or lease vehicles weighing less than 3.5 tonnes).


As a result, the effect indicators in AFC's standards change based on a number of specified situations.



5. Types of indicators


Three types of indicators are currently used in AFC's methodology:


  1. Indicators showing the use of certain procedures or policies, such as the presence of a Code of Ethics or a Responsible Purchasing Policy in the organisation;

  2. Indicators of action that enable the detection of concrete actions such as the marketing of ecologically friendly goods or the use of low-carbon cars;

  3. Indicators of success that highlight firms' achievements in certain areas such as gender parity or the employment of people with disabilities.

The table below contains numerous instances of AFC indications.



Responsible purchasing policy: The firm has a written responsible purchasing policy that incorporates environmental and social criteria in order to encourage the purchase of environmentally friendly products, services, and solutions (eco-designed, eco-labeled products, economy of functionality, etc.).


Appointment of an internal diversity referent: The organisation has chosen an internal diversity referent who will be in charge of carrying out diversity-promoting measures. This referent must handle the following topics in particular within the scope of his responsibilities: Professional equality for men and women, the inclusion of people with disabilities, senior management, combatting discrimination and harassment, and so on.



Products & services

Sustainable textile products: The percentage of the organization's textile product line that has at least one of the following attributes in the preceding 12 months or fiscal year:

- used;

- available for rental;

- manufactured with at least 70% recycled raw materials;

- fabricated from at least 70% organic raw materials (linen, hemp, jute, bamboo, lioncel).



Low carbon electricity: The fraction of an organization's addresses that receive exclusively "low carbon" power (solar, wind, hydraulic, marine, geothermal, biomass, nuclear) or from an energy supplier whose energy mix does not exceed 50gCO2/kWh.


Personal and professional life balance: The organisation has developed at least two initiatives to promote personal and professional life balance among its employees:

- Paid "second parent" leave of at least 30 days;

- Teleworking at least one day each week (out of covid period);

- Hours that are flexible;

- A nursing mother's support policy;


Light vehicle fleet with low emissions: The fraction of road vehicles weighing less than 3.5 tonnes (cars, utility vehicles, etc.) owned or leased by the organisation in the preceding 12 months or fiscal year with less than 60g CO2/km of carbon emissions.




Gender parity score: The gender parity of the organisation during the previous 12 months or fiscal year. The parity calculation takes into account all of the organization's contracts (Full time, part-time, casual, apprenticeship, internship, etc.) and is calculated as follows:

- Equal or more than 50% of women = 100%;

- Between 45 and 50% of women = 80%;

- Between 40 and 45 percent of women = 60%;

- Between 35 and 40% of women = 35%

- Between 30% and 35% of women = 20%;

- Less than 30% of women = 0%.



Water consumption reduction: Water consumption reduction from the network per unit created (quantity or weight), customer, unit of turnover, and FTE (Full Time Equivalent) of the firm since the date of reference of his choosing from the date of reference of his choosing.


6. Types of responses


All of the indicators used are displayed as a percentage to make it simpler to comprehend the information provided on company profiles. These signals, on the other hand, can be associated with three distinct types of responses:


  1. % of responses linked to measures measuring the company's progress on a specific problem (for example, "Share of the organization's addresses supplied entirely with low-carbon electricity.");

  2. The yes/no responses that allow you to check the execution of one or more activities inside the firm (for example, "The organisation has an ethics charter or a formalised (written) code of conduct that defines the ethical hazards connected with its activity") (confidentiality of information, illegal agreements, corruption, unfair terms, unfair competition, abuse of a dominant position"). If the firm responds "yes" to the enquiry, its progress is instantly increased to 100%;

  3. Responses in the form of a scale, the purpose of which is to offer a score to a business on a certain issue based on internal findings (e.g., "Percentage of workers in the organisation who were under 25 years of age on the entire workforce during the preceding 12 months or fiscal year."


  • More than 20% of the workforce = 100%;

  • Between 17% and 20% of the workforce = 80%;

  • Between 14% and 17% of the workforce = 60%;

  • Between 11% and 14% of the workforce = 40%;

  • Between 8% and 11% of the workforce = 20%

  • Less than 8% of the workforce = 0%.


7. Data verification


AFC's objective is to support businesses with their impact approach by assisting them in analysing themselves and progressing on environmental, social, and governance problems, as well as gaining competitiveness by communicating their commitments to consumers and other stakeholders (employees, shareholders, suppliers, etc.).


To ensure the accuracy of the information provided on AFC, registered businesses must provide supporting documentation on the measures used to generate their rankings. The AFC teams then examine the accompanying paperwork to assess whether or if the company's progress on its KPIs is real. In the case of doubt, AFC analysts reserve the right to reject the businesses' supporting documents and to request further supporting papers or information from them in order to validate their development.




  • CSR report

  • Contracts / Invoices

  • Photos / Screenshots with an honor certificate

  • Action plan

  • Internal note

  • Energy Performance Diagnosis of buildings

  • Greenhouse gas emissions report

  • Etc.


  • Annual report

  • CSR report

  • Social report

  • Company agreement

  • Report of the Economic and Social Committee (CSE)

  • Single Document for the Prevention of Occupational Risks

  • Employee welcome booklet

  • Etc.



  • CSR report

  • Audit report

  • Code of ethics or code of conduct

  • Anti-corruption policy

  • Internal procedures

  • Educational material

  • Legal documents

  • Organization chart

  • Etc.


8. The creation of impact benchmarks


AFC relies on a unique method to build its benchmarks, attempting to combine available information in order to find good practises in terms of environmental and societal impact in relation to various industry standards. These stages are described in depth on the following pages.


Identification of sectorial issues

AFC's goal is to help businesses make progress on impact topics (Environment, Social, Governance) by identifying the most pressing issues for them based on their own circumstances (sector, size, characteristics). To discover these problems, AFC relies on a variety of recorded resources (scientific research, industry guidelines, analysis reports, and so on), as well as pre-existing CSR standards that allow it to develop the most important indicators for each organisation.



Although there are some similarities across businesses in the same industry, they are frequently very different (offer of solutions, internal functioning, company with or without premises, etc.). To account for this heterogeneity, after registering, organisations are asked to complete a questionnaire, which allows AFC to distribute or not assign impact markers based on their features.


A company with its own fleet of vehicles, for example, will have progress indicators on this problem to encourage it to use more environmentally friendly automobiles (electric, biogas, etc.), but this will not be the case for a company that does not have cars.



AFC's indicators are built internally using recorded materials and pre-existing CSR archives, allowing for the detection of issues specific to each sector and business.


The definitions of the indicators may change over time in a variety of circumstances, such as the publication of new research, discussions with experts, the implementation of new good practises by businesses, and so on, in order to adapt to the largest number of organisations and become more precise.