Making a proactive contribution to our communities and wider society has always been fundamental to Mazars and the way we do business. We are a socially aware organisation, continually looking to create shared value for all our stakeholders we serve and work with. This is embedded within our core values, identity, and culture.
We have a clearly defined sustainability strategy linked to the UN SDGs and built around 5 pillars:
Our CSR strategy would mean nothing if they were not deeply rooted in our culture and fundamental values. At the heart of everything we do are integrity and responsibility. For us, this means first and foremost making sure that our quality management processes and tools are robust and exemplary. This is precisely what Mazars’ Quality and Risk Management Board is responsible for, with the aim of fostering the sustainable growth of all our services and making sure all staff and partners receive the training they need to achieve technical and ethical excellence for maximum client benefit.
- Global code of conduct and universal training
- Mandatory use of WeCheck, our conflict checking tool
- Dedicated Quality & Risk Management Board
- 1/3 of countries subject to internal quality control each year (100% in three years)
Since our creation, our purpose has always been to work towards our clients’ success while serving the public interest. Additionally, increasingly stringent regulations, increased public scrutiny and the emergence of new and potentially harmful threats are leading organisations of all sizes to recognise the benefits of understanding and assessing the broader impacts of their non-financial outcomes, and integrating key Environmental, Societal and Governance (ESG) risks into their strategy.
- Global Covid-19 resource center, including free tax and legal tracker tool
- Sustainability offerings that support clients on anti-bribery & corruption, governance, equality & diversity, human rights, health & safety, and climate change
- Global and country-specific annual sustainability report
Our clients expect knowledge and expertise, and will do so even more in the years to come. Human capital is what will make the difference, and we need to make sure we hire, nurture and develop the best talent and the most relevant expertise, for today and tomorrow.
- Mazars University has top accreditation from the European Foundation for Management Development
- 92% of all staff participated in a training course in 2018/19 (MazarsU and LinkedIn Learning)
- 53% female staff; country-specific diversity targets across the firm (e.g. UK 50% female senior managers by 2023)
Corporations produce just about everything we buy, use, and throw away and play a huge role in driving global climate change. While the carbon footprint of companies heavily depends on the type of industry in which they operate, and we as a professional service firm rely mainly on human resources to deliver our services, we are nonetheless conscious that we can and should reduce our environmental impact.
- Partnership with Official Monetary and Financial Institutions Forum (OMFIF) to publish research financial regulatory evolutions aimed at tackling climate change
- Individual country policies to reduce environmental impacts (e.g. around reducing paper, energy consumption, and e-waste)
Societal involvement can no longer be regarded as an ancillary activity. It must be ingrained in the fabric of an organisation’s purpose, processes, and profitability. Businesses across industries and regions need to re-assess their impact on society and their roles in creating healthy, sustainable communities. This type of involvement also enhances employee engagement and younger generations expect it.
- Regular pro bono services (e.g. with Les Déterminés, not-for-profit supporting entrepreneurship in underprivileged districts)
- 20-hour allowance for each employee to spend on social initiatives in the Netherlands
- Launched the 2020 Gender Balance Index with OMFIF
Mazars’ Corporate Social Responsibility strategy is defined through programmes designed and developed at Group level, then adopted and personalised at country level. Furthermore, countries have a wide margin of initiative, which allows many local projects to be implemented and become good practices that may be replicated within the Group.