For a better world
24 May 2023Each era has its own fight
24 May 2023
#PositiveImpact
For several years, the CEPOVETT group has placed sustainable development at the heart of its business strategy, its operational processes and its tools, thus committing itself to an eco socially responsible professional clothing.
2021 marked a transition year after the tidal wave of the health crisis in 2020. The global economy has recovered and business activity has gradually picked up, despite episodes of re-containment and the arrival of new variants of the coronavirus, which have come to play spoilsport in a climate of (almost) recovered confidence. The light finally seems to appear at the end of the tunnel and beyond the global geopolitical turmoil, CEPOVETT intends to seize all the opportunities that this new year has to offer. The CEPOVETT group is part of a project for the future, the result of its investments, its family model anchored in the territory and its adaptability for more than 70 years of existence. A CSR approach that has been in place for more than 10 years, which demonstrates a framework conducive to sharing values and collaboration on a human scale. Today, CEPOVETT presents a vision of the future with a desire to maximize its positive impact, while seeking to increase its overall value and societal contribution. This vision extends to international markets where the LAFONT brand carries the "French touch" spirit into new marketing territories.
In 2022, the CEPOVETT group has set three strategic axes that will structure its CSR policy until 2025 and are based on three major issues: air, water and life. By its capacity to adapt to changes, CEPOVETT asserts itself as a regenerative company. Carrying the spirit of the Global Compact and the United Nations Sustainable Development Goals (SDGs), which we actively support, CEPOVETT is committed to continuous progress.
This eighth voluntary CSR report illustrates our recent achievements and our commitment to work, produce, buy, recycle and educate in a different way.
