Long perceived as a regulatory constraint or a communication exercise, the carbon footprint is now emerging as an increasingly concrete management tool for engineering firms.<\/p>\n\n
At Ametra, the approach does not respond to a strict legal obligation. It arose from a field reality: clients are demanding more evidence and consistency regarding the environmental commitments of their partners, and employees, particularly younger ones, expect companies to translate their intentions into measurable concrete actions. <\/p>\n\n
This positioning is also based on a conviction: environmental stewardship is part of the commitments that Ametra wishes to uphold over the long term.<\/strong><\/p>\n\n The challenge is therefore not to “look good” on paper, but to measure, understand, and act to reduce. In engineering, the carbon footprint is an increasingly present criterion in decision-making. While there is of course a global regulatory context, in practice, it is primarily clients who are accelerating the movement. <\/p>\n\n Tenders are evolving: clients want to verify that a service provider has indeed completed a carbon footprint and that it does not stop at the diagnosis. They expect a clear action plan, accompanied by a monitoring approach. <\/p>\n\n This requirement is also linked to a simple mechanism: a supplier’s emissions can fall within the scope 3<\/strong> of its client’s carbon footprint. In other words, the footprint of a company like Ametra becomes a component of that of its partners. The demand naturally “cascades” down the entire chain. <\/p>\n\n To this business dimension is added a strong human challenge<\/strong>. Attracting and retaining young talent also depends on a company’s ability to make its commitments credible, concrete, and consistent with its way of working. Measuring its impact and acting to reduce it becomes a sign of seriousness<\/strong>. <\/p>\n\n Ametra has chosen to rely on recognized references to ensure the comparability and robustness of the approach. <\/p>\n\n The calculation is performed according to the GHG protocol<\/strong><\/a> (GreenHouse Gas protocol)<\/strong>, which structures emissions into three scopes: direct emissions (scope 1), those related to energy (scope 2), and indirect emissions related to the value chain (scope 3), which notably include suppliers and upstream\/downstream activities.<\/p>\n\n To conduct this assessment and ensure its monitoring, Ametra uses the EcoVadis<\/strong><\/a> platform, already utilized to structure and evaluate its CSR approach<\/a>. EcoVadis now provides a dedicated module for carbon footprint calculation: it enables an annual measurement of CO\u2082 emissions and the development of a reduction plan. It is also a pragmatic choice: the tool is recognized by clients, who sometimes request access to results in a standardized framework. <\/p>\n\n Ametra’s carbon footprint shows an average of 8.4 tonnes of CO<\/strong>\u2082<\/strong> per employee per year<\/strong>. The objective is to drop below 6 tonnes<\/strong> by 2035<\/strong>. <\/p>\n\n This objective is not based on an abstract promise. It was defined from the results obtained and a realistic estimate of what is achievable, given the existing levers. <\/p>\n\n The idea is not to display a spectacular ambition, but to establish the reduction within a credible trajectory, compatible with the company’s activity and the reality of its locations.<\/p>\n\n Reducing emissions requires action where the impact is real. At Ametra, the reduction trajectory is primarily based on highly operational levers related to premises<\/strong>, energy<\/strong>, mobility<\/strong>, and suppliers<\/strong>. <\/p>\n\n For buildings, the objective is clear: to take advantage of office relocations and refurbishments to favor more energy-efficient premises<\/strong>. This is already the case in Clamart, where the premises are modern and better optimized. The same approach has been applied to other locations, such as Lyon or Bordeaux, and will be taken into account in future developments, particularly when certain teams grow and require larger spaces. <\/p>\n\n Mobility<\/strong> constitutes another pillar of the action plan. Ametra is gradually evolving its vehicle fleet, initially through hybridization, with a trajectory toward electrification. Business travel is also affected: the company seeks to reduce reliance on air travel for internal trips as much as possible, favoring rail<\/strong> for journeys of less than three hours per segment. To limit non-essential travel, videoconferencing<\/strong> tools are naturally integrated into practices. <\/p>\n\n Finally, Ametra also acts on daily mobility. The company reimburses 100% of public transport subscriptions, such as the Navigo pass in the Ile-de-France region<\/strong>, and encourages bicycle use when the context allows, through a company agreement on “soft mobility.” The objective is not to impose a single model, but to make the most sustainable choices simpler and more accessible. <\/p>\n\n Regarding internal practices, digitalization is also progressing: invoices, expense reports, payslips… everything that can be is gradually shifted to secure digital workflows. This approach reduces paper usage, while maintaining a clear-eyed view: digital also has an energy cost and these impacts will be better measured in the coming years. <\/p>\n\n For external operations, Ametra does not overlook the impact of its “scope 3,” meaning that of its suppliers<\/strong>. For an engineering company like Ametra that works extensively in “build-to-spec” (see the example of the CIH platform for ArianeGroup<\/strong><\/a>), it is essential to require its partners to commit. To this end, environmental criteria have been integrated by the quality department into supplier evaluation documents, and the carbon footprint of electronic component transportation, particularly from Asia, is analyzed and integrated into the selection criteria for chosen solutions. <\/p>\n\n The strength of a carbon footprint is also to make areas of responsibility visible. Ametra clearly distinguishes what falls under its direct action from what depends more on the ecosystem. <\/p>\n\n For scopes 1 and 2<\/strong>, which notably include vehicles, travel, and building electricity, the objective is ambitious: to achieve \u201350%<\/strong>. This ambition is deemed achievable because the levers are identified and structural changes (electrification, reduction of air travel, energy efficiency of premises) are moving in this direction. <\/p>\n\n For scope 3<\/strong>, notably related to suppliers and the value chain, the objective is set at \u201330%<\/strong>. It is deliberately more cautious: the group has less direct control over its partners’ actions. Nevertheless, the issue is not set aside. <\/p>\n\n In an engineering company, reducing the carbon footprint is not only about internal practices. It is also about the way of designing<\/strong>. <\/p>\n\n Eco-design<\/a> consists of integrating environmental criteria from the earliest stages of a project. It takes into account the entire life cycle, from raw material extraction to manufacturing, from transportation to use, through to recycling or end of life. <\/p>\n\n In terms of carbon footprint, this largely relates to scope 3<\/strong>, since the impact extends beyond the strict perimeter of the company and encompasses technical and industrial choices throughout the chain.<\/p>\n\n This is a structural focus, at the very core of the business, which deserves to be explored and detailed in dedicated content, in collaboration with the technical management.<\/p>\n\n The carbon footprint has value only if it is monitored. Ametra therefore plans annual monitoring<\/strong>, enriching the data (mileage, consumption, energy…) and measuring year-over-year progress. <\/p>\n\n Internal communication is also a key point. An initial awareness-raising step has already been conducted on the existence of the assessment and the action plan. The challenge, in the coming months, will be to further clarify what is expected and to ensure that employees are fully engaged in the trajectory. <\/p>\n\n In the longer term, Ametra also aims for certification under the ISO 26000<\/strong><\/a> standard, a reference in CSR, by 2030<\/strong>, to further strengthen the structure and consistency of its approach.<\/p>\n\n In engineering, the carbon footprint is not a showcase: it is a tool. It does not solve everything, it does not eliminate all limitations (particularly regarding scope 3), but it enables measurement, prioritization, progress, and communication of an ambition. <\/p>\n\n At Ametra, the approach follows a simple logic: demonstrate transparency, build a credible trajectory, and implement concrete actions where they produce real impact. A pragmatic, measurable, and sustainable approach, serving clients, employees, and the industrial projects of tomorrow. <\/p>\n\n Would you like to learn more about Ametra Group’s commitments? Visit our official website<\/a> now, and do not forget to follow us on LinkedIn<\/a>! <\/em><\/p>\n","protected":false},"excerpt":{"rendered":" Long perceived as a regulatory constraint or a communication exercise, the carbon footprint is now emerging as an increasingly concrete management tool for engineering firms. At Ametra, the approach does not respond to a strict legal obligation. It arose from a field reality: clients are demanding more evidence and consistency regarding the environmental commitments of their partners, and employees, particularly younger ones, expect companies to translate their intentions into measurable concrete actions. This positioning is also based on a conviction: environmental stewardship is part of the commitments that Ametra wishes to uphold over the long term. The challenge is therefore not to “look good” on paper, but to measure, understand, and act to reduce.Conducted according to a standardized framework and accompanied by quantified objectives, Ametra’s carbon footprint aims to structure a progressive, realistic reduction trajectory that is monitored over time. Why engineering firms are embracing the carbon footprint In engineering, the carbon footprint is an increasingly present criterion in decision-making. While there is of course a global regulatory context, in practice, it is primarily clients who are accelerating the movement. Tenders are evolving: clients want to verify that a service provider has indeed completed a carbon footprint and that it does not stop at the diagnosis. They expect a clear action plan, accompanied by a monitoring approach. This requirement is also linked to a simple mechanism: a supplier’s emissions can fall within the scope 3 of its client’s carbon footprint. In other words, the footprint of a company like Ametra becomes a component of that of its partners. The demand naturally “cascades” down the entire chain. To this business dimension is added a strong human challenge. Attracting and retaining young talent also depends on a company’s ability to make its commitments credible, concrete, and consistent with its way of working. Measuring its impact and acting to reduce it becomes a sign of seriousness. A standardized framework for measuring emissions Ametra has chosen to rely on recognized references to ensure the comparability and robustness of the approach. The calculation is performed according to the GHG protocol (GreenHouse Gas protocol), which structures emissions into three scopes: direct emissions (scope 1), those related to energy (scope 2), and indirect emissions related to the value chain (scope 3), which notably include suppliers and upstream\/downstream activities. To conduct this assessment and ensure its monitoring, Ametra uses the EcoVadis platform, already utilized to structure and evaluate its CSR approach. EcoVadis now provides a dedicated module for carbon footprint calculation: it enables an annual measurement of CO\u2082 emissions and the development of a reduction plan. It is also a pragmatic choice: the tool is recognized by clients, who sometimes request access to results in a standardized framework. A quantified starting point and an assumed trajectory Ametra’s carbon footprint shows an average of 8.4 tonnes of CO\u2082 per employee per year. The objective is to drop below 6 tonnes by 2035. This objective is not based on an abstract promise. It was defined from the results obtained and a realistic estimate of what is achievable, given the existing levers. The idea is not to display a spectacular ambition, but to establish the reduction within a credible trajectory, compatible with the company’s activity and the reality of its locations. Reducing your carbon footprint: concrete levers at Ametra Reducing emissions requires action where the impact is real. At Ametra, the reduction trajectory is primarily based on highly operational levers related to premises, energy, mobility, and suppliers. For buildings, the objective is clear: to take advantage of office relocations and refurbishments to favor more energy-efficient premises. This is already the case in Clamart, where the premises are modern and better optimized. The same approach has been applied to other locations, such as Lyon or Bordeaux, and will be taken into account in future developments, particularly when certain teams grow and require larger spaces. Mobility constitutes another pillar of the action plan. Ametra is gradually evolving its vehicle fleet, initially through hybridization, with a trajectory toward electrification. Business travel is also affected: the company seeks to reduce reliance on air travel for internal trips as much as possible, favoring rail for journeys of less than three hours per segment. To limit non-essential travel, videoconferencing tools are naturally integrated into practices. Finally, Ametra also acts on daily mobility. The company reimburses 100% of public transport subscriptions, such as the Navigo pass in the Ile-de-France region, and encourages bicycle use when the context allows, through a company agreement on “soft mobility.” The objective is not to impose a single model, but to make the most sustainable choices simpler and more accessible. Regarding internal practices, digitalization is also progressing: invoices, expense reports, payslips… everything that can be is gradually shifted to secure digital workflows. This approach reduces paper usage, while maintaining a clear-eyed view: digital also has an energy cost and these impacts will be better measured in the coming years. For external operations, Ametra does not overlook the impact of its “scope 3,” meaning that of its suppliers. For an engineering company like Ametra that works extensively in “build-to-spec” (see the example of the CIH platform for ArianeGroup), it is essential to require its partners to commit. To this end, environmental criteria have been integrated by the quality department into supplier evaluation documents, and the carbon footprint of electronic component transportation, particularly from Asia, is analyzed and integrated into the selection criteria for chosen solutions. Scopes 1, 2, 3: a differentiated strategy The strength of a carbon footprint is also to make areas of responsibility visible. Ametra clearly distinguishes what falls under its direct action from what depends more on the ecosystem. For scopes 1 and 2, which notably include vehicles, travel, and building electricity, the objective is ambitious: to achieve \u201350%. This ambition is deemed achievable because the levers are identified and structural changes (electrification, reduction of air travel, energy efficiency of premises) are moving in this direction. For scope 3, notably related to suppliers and the value chain, the objective is<\/p>\n","protected":false},"author":10,"featured_media":6873,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"","_seopress_titles_desc":"Long perceived as a regulatory constraint or a communication exercise, the carbon footprint is now emerging as an increasingly concrete management tool for\u2026","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"","_seopress_redirections_param":"","_seopress_redirections_type":0,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"footnotes":""},"categories":[146,150,135,138],"tags":[],"class_list":["post-6872","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-commitment","category-csr","category-design-office","category-actualites"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/posts\/6872","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/users\/10"}],"replies":[{"embeddable":true,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/comments?post=6872"}],"version-history":[{"count":1,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/posts\/6872\/revisions"}],"predecessor-version":[{"id":6874,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/posts\/6872\/revisions\/6874"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/media\/6873"}],"wp:attachment":[{"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/media?parent=6872"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/categories?post=6872"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.ametragroup.com\/en\/wp-json\/wp\/v2\/tags?post=6872"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}Why engineering firms are embracing the carbon footprint<\/strong><\/h2>\n\n
A standardized framework for measuring emissions<\/strong><\/h2>\n\n
A quantified starting point and an assumed trajectory<\/strong><\/h2>\n\n
Reducing your carbon footprint: concrete levers at Ametra<\/strong><\/h2>\n\n
Scopes 1, 2, 3: a differentiated strategy<\/strong><\/h2>\n\n
Eco-design: a key lever for engineering<\/strong><\/h2>\n\n
Measure, monitor, engage: a long-term approach<\/strong><\/h2>\n\n
A carbon footprint is useful if it serves to drive action<\/strong><\/h2>\n\n