TVH Consulting

Responsible Governance
CSR Commitments Embraced by All Our Employees

The concept of “CSR: Corporate Social Responsibility” was quickly incorporated into the company project through the strong concept of “responsible governance”, which was one of the foundational priorities of TVH Consulting, with a fair and participatory way of operating.

Committed through the advice we provide to our clients, socially responsible toward our consultants in terms of career development and employee share ownership, building a long-term human adventure was the founders’ original promise when creating TVH Consulting. Beyond contributing to major sustainable development challenges in the digital sector, we are above all deeply committed to becoming involved, collectively or individually, in these new societal challenges.

Today, we are aware that, more than ever, it is important to showcase, measure, and monitor the progress of our actions in order to identify areas for improvement, continue with complete transparency, and assess ourselves fairly.

17 UN priorities

Our CSR initiatives

Since 2017, TVH Consulting has been supported by various funds to help drive our development and our “responsible” growth, both through a comprehensive offering supported by new acquisitions to help our clients address their data transformation, performance management (BI), cybersecurity, and customer relationship (CRM) challenges, and through our long-term responsibility to anticipate the requirements set by the UN’s 17 Sustainable Development Goals.

These priorities, aimed at fostering economic and social development that is more respectful of people and the planet, must be achieved by 2030 by all listed companies, as well as unlisted companies with revenue of €100 million or 500 employees.

Our Group Priorities

With a primary focus on the social and environmental pillars in light of our service-based activity, we continue to raise awareness and involve all relevant stakeholders in this overall “responsibility” for sustainable transformation. Many projects are driven by the Employer Brand Department and led/promoted by our teams in France, Spain, and Morocco, thereby improving the transparency of our company’s initiatives and practices;

A few initial actions already launched to address these 17 priorities:

Goal No. 2

During seminars or internal initiatives, we collect the number of steps taken by our employees, which are converted into donations to Action Against Hunger

Goal No. 3


Beyond our “Perform’heur at work” concept, which promotes well-being and a healthy work-life balance, we protect our employees by offering to cover the flu vaccine every year

Goal No. 10


Promote mobility by working with our Casablanca team on career opportunities at headquarters, as well as ensuring a strong understanding of our gender equality policy

Goal No. 12 


A small step for the planet, as we are gradually replacing all our ceiling lights with LED panels across all the group’s branches

Supporting sustainable growth

Accountable for our impact on 3 levels

1. Governance

Building a resilient business model where people are at the heart of our growth and transformation strategy. Indeed, from the very beginning, we wanted to instill the principle of “Partnership” with the desire to build the company project “Together” through 2 key areas:

  1. Long-standing Partners who contributed “financially” to the launch of the adventure and who remain highly involved members in developing the strategy.
  2. Employee Shareholders with a vested interest in the company’s success on two levels: by purchasing shares and by becoming “responsible stakeholders” on cross-functional, collective & structuring topics that support the group’s growth.

This responsible governance is also structured around a Management Committee made up of key Shareholders and Operations Directors, in order to communicate transparently and pragmatically with the various teams.

A partnership for which we are proud to see their commitment through their employee-shareholder concept, placing them first in our portfolio for this loyalty model over the past two years. A human adventure that continues to grow.
21 INVEST France

2. Environment

Also “responsible” for our carbon footprint, we are already anticipating our environmental initiatives in order to meet the requirements imposed by the 3 scopes, enabling a simplified carbon assessment.

As part of our service activities, it is important to account for emissions across all of our value chains. A continuous improvement system to reduce our footprint is in place and is reviewed annually by our investment fund.

Scope 1
  • Our offices: we of course have physical locations with a presence of 9 offices in France
  • Our vehicle fleet: it does not belong to us; however, we have begun a transition to hybrid vehicles for managers who have a vehicle
  • Our electricity consumption: light sensors in our branches, replacing our illuminated panels with LED tiles (currently being replaced in all branches)
  • Our carbon footprint reduction: let’s encourage internal discussion via Teams, as well as with our Clients on our projects, in order to limit the use of emails and associated attachments
  • The purchase of licenses from Publishers for which we are reseller partners; this is, of course, accounted for in our carbon report and represents a significant item due to our business activity
  • The streamlining of business travel for our consultants thanks to hybrid work; both our clients and our consultants increasingly favor remote workshops, and the same applies to our internal projects.
  • The implementation of recycling initiatives in all our offices (sorting bins, Nespresso, printers, computers, etc.)
  • “Responsibility” in our marketing and internal actions: sourcing our products in Europe, recycling marketing giveaways for our events, creating giveaways from our booth tarps/kakemonos through a short supply chain via the “Les Etoiles Filantes” Association, which promotes reintegration

3. Social

People are clearly at the heart of our development strategy, just as change management is something we practice every day as part of our client projects.

On the one hand, we have a responsibility toward our employees with regard to their employability through our HR initiatives such as:

  • The integration of our young employees within our TVH Skill’s-up: internal school supervised by experienced or senior consultant trainers
  • Days set aside for training and for obtaining the business and technical certifications required by software vendors
  • Professional development reviews and managerial support implemented to help identify pathways and opportunities for career growth

On the other hand, we encourage our employees to also get involved in individual nonprofit projects or initiatives led by the company. Learning to “take responsibility” and offering to get involved in topics aligned with the ecosystem is what we promote.

Commitments throughout the year

Partner associations and employee projects

A few wonderful nonprofit projects in partnership with:

  • Over 200 Innocent hats crocheted by our employees and their wonderful retired parents or grandparents in support of Association les Petits Frères des Pauvres
  • OuiLive in partnership with Entourage, fighting poverty and exclusion, which allows us to take on the “EMEA Christmas Challenge” together!
  • 900,000 steps taken and €5,000 donated to associations (Action Against Hunger, Magie de l’Hôpital & Planète urgence) as part of our SENSAAS seminar
  • Sports challenge: promoting well-being in the workplace so employees feel even better in their sneakers 😊 – this year, for our 20th anniversary, Management is committed to applying a coefficient of 0.20 to the number of steps taken if we reach the PODIUM (top 3 places), which will be donated to the Entourage association.

Employee Well-Being:

  • Quality of Life and Working Conditions (QVCT) Week, in other words, how to become a “Perform’heur” through conferences on communication, taking a step back, or relaxation sessions…
  • Monthly lunch all together in our offices—any excuse is a good one to meet in person and talk about the projects that drive us
  • Annual seminar: sharing, cohesion, transparency—strong values that we reinforce and maintain during work or inspirational workshops led by Management
Employee Testimonials

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We are committed to creating an environment that fosters team cohesion and promotes the well-being of our employees within the company.

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