2011 Communication on Progress

  • 2011/04/01
Time period
  • January 2010  –  January 2011
  • Stand alone document – Basic COP Template
Differentiation Level
  • Includes a CEO statement of continued support for the UN Global Compact and its ten principles
  • Description of actions or relevant policies related to Human Rights
  • Description of actions or relevant policies related to Labour
  • Description of actions or relevant policies related to Environment
  • Description of actions or relevant policies related to Anti-Corruption
  • Includes a measurement of outcomes
  • Statement of continued support by the Chief Executive Officer
  • Statement of the company's chief executive (CEO or equivalent) expressing continued support for the Global Compact and renewing the company's ongoing commitment to the initiative and its principles.

  • April 2010

    To our stakeholders:

    I am pleased to confirm that Ipsos reaffirms its support of the Ten Principles of the United Nations Global Compact in the areas of Human Rights, Labour, Environment and Anti-Corruption.

    In this annual Communication on Progress, we describe our actions to continually improve the integration of the Global Compact and its principles into our business strategy, culture and daily operations. We also commit to share this information with our stakeholders using our primary channels of communication.

    Sincerely yours,

    Didier Truchot,
    Chairman and Chied Executive Officer

Human Rights
  • Assessment, policy and goals
  • Description of the relevance of human rights for the company (i.e. human rights risk-assessment). Description of policies, public commitments and company goals on Human Rights.

  • On 19 November 2008, Ipsos became the first international research firm to sign the United Nations
    Global Compact, thereby making a commitment to adopt, support and implement the UN’s
    fundamental principles relating to human rights, labour and the environment.
    By signing up to the Global Compact and the principles that it promotes, Ipsos has reaffirmed its
    long-term commitment to ensuring responsible growth benefitting local economies and companies.
    Ipsos has always put people at the heart of its values – as demonstrated by its logo, created in the
    late 1990s – and was very early to adopt a responsible and pro-active social policy, before this became
    widely known as Corporate Social Responsibility.
    Ipsos’ employees, in each of the countries in which it operates and each of its business lines, support
    a shared set of values and principles, with awareness of and commitment to measures to foster social
    solidarity. Ipsos provides support in developing and enhancing individual talents and social
    encouraging innovation, making it a company focused on growth and thereby playing an active role
    in improving society in general.
    We want our clients – who have growing expectations in terms of sustainable development – to be
    proud and happy to be working with us. And we want each of us to be proud and happy to be
    serving our clients, in accordance with our values, ethical principles and environment.

    Within the framework of the Global Compact, Ipsos here presents its first Communication on Progress.


    1.1 Our values

    “Proud to be Ipsos” is a publication intended for Ipsos’ clients and employees summarising our vision
    of the business, our values, our goals and what makes Ipsos different.
    This leaflet, translated into the main languages spoken within the Group, was introduced by the
    Co-Presidents for the first time in summer 2007. It is given to all new employees accompanied by
    the following statement:
    « Ipsos is currently a key player among international research companies. We work with the biggest
    companies and share with our clients a steadfast commitment to quality and excellence.
    The Ipsos name is well known and respected thanks to our teams of experts in every part of the
    world. And as you already know, we decided last year to give our organisation a fresh impetus, to
    continue to improve on our strong and profitable growth through the transformation of Ipsos.
    As we continue to expand our company globally, and expand the roles and diversity of our
    organisation, we believe that Ipsos needs a simple, clear and concise expression that summarises our
    Company. With help from many people at Ipsos, we have developed the enclosed Ipsos Vision
    This statement summarises our vision, values, goals, and most importantly, what makes us unique.
    Many of the thoughts contained in the Vision Statement are not new to Ipsos. One of the reasons
    we have been so successful is that we have built up our business on the basis of many of these
    Additionally, as we recruit new people to our Company, expand our client activities, and expand our
    geographical boundaries, it is important that we act as one Ipsos, based on sharing one intent, and
    one set of values. Our new “Proud to Be Ipsos” Vision Statement is an excellent summary of our
    Company and our intentions as we continue to broaden and build our Company.
    We wanted each of our employees to have this charter, to have a better understanding of the essence
    of Ipsos, and to share it with our clients as appropriate. The more we can act as outlined in our Vision
    Statement, the more successful we will be. »

    Ipsos prioritises the following values:
    • Integrity – We maintain honest, direct, and loyal relations with clients and colleagues.
    • Client commitment – As a market leader, we are committed to delivering the finest level of service
    to our clients, with the aim of going above and beyond their expectations.
    • Leadership – We strive for excellence in everything we do, thereby setting new standards for the
    research profession.
    • Entrepreneurial spirit – Curious and passionate professionals, we also know how to take risks when
    necessary for a given situation. Making mistakes is not harmful as long as we learn from them. We
    mobilise our expertise, skills and intelligence, and encourage innovative and new ideas to
    immediately set up working solutions for our clients and our company.
    • Accountability – We are accountable and respect our commitments towards our clients and
    colleagues whatever it takes. We face up to each situation. We do not give up, we go all the way.
    • Partnership – Together, we contribute to the success of our clients and our company. We know
    that we can count on each other. We appreciate and respect our differences.

    1.2 Ipsos’ commitments

    Anchored in its value and principles, Ipsos is committed to:
    • Maintaining excellence in all aspects of our client relations, and regularly following up on their
    points of view.
    • Creating and maintaining an organisation in which training and personal development are actively
    promoted; where people are recognised in line with their contributions; and employee training
    programmes are developed to support our vision, values and initiatives.
    • Pursuing a strategy of growth with our clients and through the integration of the most talented
    people; injecting a sense of urgency and pro-activeness into furthering our development, boosting
    profitability and strengthening our organisation.
    • Communicating on the impact of our strategic plan, and creating a culture of sharing and working
    together throughout the Ipsos community.
    • Developing responsibly, taking care to make the best use of Ipsos’ means and resources.
    • Maintaining solid financial performance.

    1.3 Our rules

    In addition to this introductory statement, we have a number of other publications intended for the
    Company’s employees. These publications form the Constitution and rules that apply to the Company
    on a day-to-day basis, in all of its countries and areas of specialisation.

    1.3.1 Ipsos « Green Book »
    The « Green Book » is the reference framework for all Ipsos employees. It provides a summary of
    Ipsos’s organisational structure, objectives, values, code of ethics and the rules of behaviour it respects.
    Published for the first time in 1998, a number of new editions have been published, most recently in
    January 2010. It is given to all newcomers to the Company and is available on the Ipsos intranet site.

    1.3.2 Book of Policies and Procedures
    The Book of Policies and Procedures is published in addition to the Green Book, providing a detailed
    presentation of the principles, rules and procedures in force within Ipsos and which each employee
    is required to respect. Also available on the Ipsos intranet site, it constitutes the reference framework
    for all questions of a regulatory nature or relating to Ipsos’ organisational structure.

    1.4 Our logo

    The logo we have used since our IPO in 1999 symbolises Ipsos’s values and summarises its positioning.
    The symbolism of the tree and the child signifies the close relationship between our business and
    people, and the values it conveys, primarily freedom (freedom of opinion, freedom of choice – without
    which our business is devoid of meaning). It also signifies that in order to do our job well, we must
    always place people in their environment – whether family, social, economic or cultural.
    The colours chosen symbolise both intellect (blue) and growth (green). The tree also symbolises the
    strength of an international group with solid foundations in each country, respecting its culture and

  • Implementation
  • Description of concrete actions to implement Human Rights policies, address Human Rights risks and respond to Human Rights violations.

  • No answer provided.
  • Measurement of outcomes
  • Description of how the company monitors and evaluates performance.

  • No answer provided.
  • Assessment, policy and goals
  • Description of the relevance of labour rights for the company (i.e. labour rights-related risks and opportunities). Description of written policies, public commitments and company goals on labour rights.


    Market research is a service industry and as all companies operating in this sector, our employees are
    our most important resource.
    Ipsos aims to attract the most talented people in the industry, offering its staff the framework of a
    top-performing company. The Company’s senior executives want its employees to be proud and
    happy to be working for Ipsos. This also means allowing all employees to realise their full potential,
    and sharing the fruits of its success with them.

  • Implementation
  • Description of concrete actions taken by the company to implement labour policies, address labour risks and respond to labour violations.

  • 2.1 Ipsos’ staff
    Since it was founded, the number of employees at Ipsos has risen significantly. A French company
    that became pan-European in the 1990s, it now operates on an international scale.

    At 31 December 2010, the Group had 9,498 employees worldwide, compared with 8,761 in 2009.
    This 8.4% increase followed the plan of cuts to adjust the wage bill implemented in 2009.
    With the upturn in business activity in 2010, Ipsos focused its recruitment policy on two main drives:
    seeking out experienced management-grade staff and those with significant potential to develop
    its business in its specialist fields, and hiring younger employees to be trained in Ipsos’ methods and

    In addition to permanent staff, Ipsos also uses temporary researchers. In some countries, they can be
    regarded as employees on temporary contracts under local legislation. Most of these temporary staff
    work for the Group for less than six months a year.


    The research industry is predominantly female, as reflected by the proportion of women within the
    Group. Ipsos promotes sexual equality in the workplace and in 2010, 27% of its executive directors
    and main managers (Top 100) were women, rising to 31% for non-Top 100 employees identified as
    high-potential management staff (Top 1,000).

    2.2 Diversity, equal opportunities and working conditions

    Ipsos, which has employees in 66 countries, supports diversity in its recruitment. This is the main
    requirement for having a solid understanding of local markets. Ipsos’ staff are experts not only in their
    specialist field, but above all in knowing their markets and the society they live in.
    At 31 December 2010, nearly one in two employees were working in emerging markets.

    This diversity is also reflected by our researchers, covering more than 50 nationalities.

    The Group applies a policy of equality and non-discrimination among its employees, according to
    which no employees are penalised because of their marital situation, gender, skin colour, religion,
    nationality, ethnic origin or age, whether in terms of not receiving pay rises or with the threat of their
    employment contract being broken off, or by physical or verbal abuse or abuse of a sexual or racist

    Ipsos and disability

    Ipsos considers difference as a factor driving progress and performance. Since 2008, the Company
    has supported disability by employing disabled workers. This initiative is based on four main measures:
    communication and raising awareness among all staff in combating outdated ideas; helping to recruit
    disabled people by calling on specialist organisations; keeping disabled workers in employment and
    those in difficulty for health reasons following an accident at the workplace, while travelling, a
    professional illness, a personal accident or a debilitating disease.

    Working environment

    Ipsos pays particular attention to ensuring a good work-life balance. Systems for organising working
    hours are in place in each country in accordance with local legislation (part-time working, working
    from home, agreement on the reduction in working hours in France).

    Health and safety

    Ipsos ensures that it maintains a pleasant working environment that does not present any risks to the
    health of its employees. The Company adheres to applicable regulations, particularly those relating
    to working with computers.
    For each country, Ipsos has developed a health and safety policy encompassing a number of areas
    such as working on site, fire and first aid training, and supporting disability.

    2.3 Training and mobility

    The research profession requires the employment of highly qualified staff. Ipsos – which hires both
    experienced management-grade staff and junior managers who are trained in its products and
    methods – has set up the Ipsos Training Center and the 150 Gold Medals programme.

    2.3.1 Ipsos Training Center

    The Ipsos Training Center is the Company’s e-learning institute, accessible via the intranet site
    available to all Ipsos employees worldwide. It offers training programmes for each of the Group’s
    specialist areas, as well as specific training courses on subjects such as statistics, negotiating strategies,
    customer relationship management and innovation. These programmes are developed by Ipsos’ own
    experts and regularly updated.

    In total, more than 50 training courses are available in English and Spanish. Since it was launched in
    2003, 7,800 employees have followed more than 27,000 training sessions, which can be accessed
    for free from their workplace or home via the internet.

    The Ipsos Training Center is run by a dedicated team in Buenos Aires

    2.3.2 Internal mobility and international mobility

    Ipsos encourages internal mobility and international mobility. Internal mobility gives all employees
    the opportunity to enhance their professional development and enables Ipsos to foster the loyalty of
    its talented staff. Employees can express an interest in moving to another area during their annual
    assessment interview or by making a spontaneous application to the Human Resources department.
    All available jobs are published via local intranet sites. In France, 15% of positions that became
    available in 2010 were filled internally. In addition, Ipsos Today – the weekly newsletter sent to all
    Ipsos employees worldwide – and the Global Intranet site provide information relating to the
    Company as a whole, and thereby contribute to staff mobility.

    Ipsos decided to step up this policy and in 2009 launched the 150 Gold Medals programme, with
    the aim of training experts in Ipsos’methods in all of its key countries. The programme is based on
    supporting mobility among the Group’s most talented staff: employees are sent to emerging markets
    on an expatriate basis to implement Ipsos’ expertise, while the most promising managerial staff from
    emerging markets receive training in Ipsos’ methods in Europe or North America. So far, a total of
    22 employees have benefited from this initiative. A further 19 transfers are planned for 2011.

    2.5 Ipsos Pulse
    Ipsos Pulse is one of Ipsos’ tools for managing its Human Resources policy. This annual survey of all
    employees gives everyone the opportunity to express their opinion on their working environment,
    management and the Group’s strategy.
    The Ipsos Pulse survey is conducted by teams at Ipsos Loyalty, specialists in company employee
    surveys. The survey is carried out online in the Group’s different languages. Responses are processed
    anonymously and statistically, ensuring complete confidentiality.

  • Measurement of outcomes
  • Description of how the company monitors and evaluates performance.

  • No answer provided.
  • Assessment, policy and goals
  • Description of the relevance of environmental protection for the company (i.e. environmental risks and opportunities). Description of policies, public commitments and company goals on environmental protection.


    In 2009, Ipsos launched an international programme – Taking Responsibility – targeted at all
    employees and with the aim of encouraging social responsibility and supporting the Group’s
    commitment to the community and the environment. The three main pillars of the programme are
    the United Nations Global Compact, environmental strategy and community strategy.

    3.1 The United Nations Global Compact
    Ipsos was the first international research company to commit to the United Nations Global Compact.
    Through this initiative, Ipsos embraces, supports and implements principles that support the
    community, environment, human rights and labour standards.

    1. Human rights – respect for human rights when dealing with supplier stakeholders at large, for
    example, team members, clients, suppliers, shareholders and communities. Suppliers should support
    the principles of the Universal Declaration of Human Rights. They must avoid using equipment
    that is used in violation of these rights.

    2. Compliance with applicable international, national, state and local laws – we recognize that local
    customs, traditions and practices may differ but expect suppliers to comply at least with local,
    national and international laws. We expect suppliers to support International Labour Organisation
    core conventions on labour standards.

    3. Forced or compulsory labour – our suppliers must not use forced, bonded or compulsory labour
    and employees must be free to leave their employment after reasonable notice. Employees must
    not be required to lodge deposits, money or papers with their employer.

    4. Child labour – we refuse to accept the use of child labour in the supply chain.

    5. Equality and diversity – we refuse to accept unlawful discrimination of any kind in working relations
    and we expect diversity to be promoted. Suppliers should not discriminate in hiring, compensation,
    access to training, promotion, and termination of employment or retirement.

    6. Employee well-being and development – where applicable, suppliers should give consideration to
    flexible working conditions to foster a work-life balance and the personal development and training
    of team members.

    7. Disciplinary practices – employees must be treated with respect and dignity. Any physical or verbal
    abuse, harassment, threats and/or other forms of intimidation are prohibited.

    8. Freedom of association – insofar as permissible by the relevant laws, respect should be given to
    freedom of association.

    9. Health and safety – a safe and healthy working environment for all employees must be provided
    in accordance with international standards, laws and regulations. This includes making sure that
    adequate facilities, training and access to safety information are provided. All applicable policies,
    procedures and guidelines must be adhered to. Where suppliers work on Ipsos premises, or on
    behalf of Ipsos, they must confirm that they understand their obligations. They must also confirm
    that they have management processes and controls in place and agree, whenever applicable, to
    be fully responsible for any liability arising from their actions.

    10. Confidentiality and intellectual property – we require our suppliers, contractors and their team
    members to preserve the confidentiality of any information to which they have access in
    accordance with applicable laws. We also expect them to protect all intellectual property
    belonging to Ipsos, its customers, suppliers and/or individuals.

    11. Refusal of bribery and corruption in business practices.

    12. Environmental impacts – we are continuing to put processes in place to understand our
    environmental impacts and risks. We are working to reduce these impacts and to implement

  • Implementation
  • Description of concrete actions to implement environmental policies, address environmental risks and respond to environmental incidents.

  • 3.2 Respecting the environment

    As an international company, Ipsos’ growth strategy takes account of the ecological and environmental
    impact of its business activities.
    In 2009, as part of its Taking Responsibility programme, Ipsos carried out its first audit of sustainable
    development practices across the Group. The audit showed that in more than half of the countries in
    which Ipsos operates, formal social and environmental responsibility policies were already in place in

    3.3 Charitable initiatives
    The Taking Responsibility programme also aims to promote corporate social responsibility and the
    Company’s commitment to local communities among all employees. In 2010, Ipsos supported a
    number of employee initiatives in relation to volunteering or collecting donations. Below are some
    examples chosen and reported on by Ipsos Today to all of the Group’s employees.

    January 2010
    Ipsos lent its support to the EBISOL – the student association for the medical faculty at Paris Diderot
    University – which for a number of years has run a programme to provide charitable aid in Senegal,
    concerning in particular the delivery of medicines and medical equipment, the implementation of an
    AIDS and malaria prevention programme and the distribution of school supplies.

    February 2010
    Ipsos in Mexico recently signed an agreement with CIMAB, a Mexican foundation dedicated to the
    fight against breast cancer to conduct a survey to assess the level of women’s awareness of the
    disease and existing prevention measures in Mexico. This partnership will also help the foundation to
    spread preventative measures within the general population, by distributing the leaflets they produce
    to the millions of people interviewed face-to-face throughout the year. In addition, health
    professionals will come to Ipsos’ office to provide information to our employees and a number of
    other plans will be set up in the coming months.

    April 2010
    After the violent earthquake that shook Chile, some of our staff in Santiago suffered severe damage to their homes. Our Corporate Social Responsibility team organised a campaign to raise money and
    provide clothing for people in need. Ipsos matched the donations collected by staff. Donations filled
    up an entire truck that went to the locations that were most affected by the earthquake, thus
    contributing to reconstruction.

    October 2010
    The hurricanes that devastated Mexico in September were the strongest witnessed in several decades.
    The resulting floods left more the 600,000 people homeless across the country. Solidarity measures
    were organised among our Mexican colleagues, who collected 13 tonnes of supplies, including food,
    clothing, money and building materials to help people affected by the floods.

    December 2010
    Ipsos Observer’s teams in Minneapolis recently worked with ChildFund Alliance on a global survey
    of nearly 3,000 children from across 30 developing nations. The project canvassed children ages 10-
    12 in Asia, Africa, and the Americas and aimed to identify their needs, hopes, and fears. The study
    gives a voice to the world’s poorest children. The results were released to coincide with the UN’s
    Universal Children’s Day.

    January 2011
    Some of the Group’s executive directors, meeting in Marrakesh for the Annual Conference,
    participated in a charitable initiative to help provide sanitation infrastructure for a local village.
    In 2011, Ipsos will implement a programme to unite all of these initiatives. An announcement about
    the programme will be made to all employees and the international community.

  • Measurement of outcomes
  • Description of how the company monitors and evaluates environmental performance.

  • The programme is supported by a number of initiatives.

    Paper consumption is limited within the Group and use of recycled paper is strongly encouraged.
    Ipsos favours online communications tools and has reduced the number of printed publications it
    produces, such as brochures and newsletters. Ipsos was one of the first companies to publish its
    annual report in electronic format accessible only via its website. This year is the third time we have
    published our annual report in electronic format.

    New methods for the administration of surveys and efforts to streamline the organisation of work
    have been implemented in order to improve our productivity and financial performance, and have
    also had a positive impact in environmental terms.

    The development of online surveys has made a significant contribution to reducing our carbon
    footprint. Ipsos has been involved in introducing and promoting these new survey administration
    techniques and the internet is now the main means of collecting information across the Group.
    The positive impact of these online surveys in environmental terms goes well beyond just saving
    paper. One example comes from Ipsos ASI, which has been able to assess the improvement in its
    energy performance in Germany and in Italy by extending its online copy testing system. Advertising
    pre-tests used to be done physically in halls. Based on 300 participants per survey, with most travelling
    between 20 and 25km, the shift to the online method enabled us to cut travel by 307,800 kilometers
    in 2010, corresponding to a reduction in carbon dioxide emissions of 61 tonnes.

    The new structure of our IT architecture is another factor helping to make us more energy efficient.
    The transition to virtual servers began in 2008, resulting in the computerisation of 40% of Ipsos’
    network at the end of 2010. For each server, this represents a reduction in carbon dioxide emissions
    of 4.5 tonnes, giving a total of 1,800 tonnes in 2010 alone.

    In France, Ipsos carried out an assessment in 2010 of the impact of its activities on the environment,
    in order to define a plan to improve its environmental performance. The study – conducted by O²
    France – was based on AFNOR’s SD 21000 guidelines and in addition to environmental
    considerations, covers social and economic aspects. The environmental assessment showed good
    results in terms of water management, electricity consumption, waste sorting and recycling,
    particularly of paper and ink cartridges. In terms of greenhouse gas emissions, travel (38%),
    consumables used by employees (22%), production and purchasing of IT equipment (19%) and
    energy consumption relating to Ipsos’ activities (13%) are the main areas that Ipsos intends to work
    on in France over the next few months.

    Ipsos is planning to carry out another audit in 2011 and to develop a charter concerning the
    assessment of carbon content relating to its various survey techniques – online, telephone and face
    to face – as well as a review of new services, taking sustainable development concerns into account.

  • Assessment, policy and goals
  • Description of the relevance of anti-corruption for the company (i.e. anti-corruption risk-assessment). Description of policies, public commitments and company goals on anti-corruption.

  • No answer provided.
  • Implementation
  • Description of concrete actions to implement anti-corruption policies, address anti-corruption risks and respond to incidents.

  • No answer provided.
  • Measurement of outcomes
  • Description of how the company monitors and evaluates anti-corruption performance.

  • No answer provided.