We are certifiedAgences Actives

iso 26 000
iso 26 000
iso 26 000
iso 26 000
iso 26 000
iso 26 000

For us, certification doesn't end with a logo (which often nobody understands), so here are our CSR commitments. In black and white

What doesit mean ?

Our gender equality index score is 99/100
An agency that belongs to its employees
90% of our employees have permanent contracts
We believe in the right to disconnect
We support professional retraining
We allocate a budget of € 100 per year per employee to culture
We consider teleworking a right, not a reward
We do not select candidates by CV
We (really) integrate new employees
We finance 100% of the cost of nurseries for our young parent employees
We make suppliers and employees aware of eco-responsible actions
We donate our "customer gift" budget to associations
The wage gap in the company does not exceed a factor of 1 to 7
We give time to ProBono matters
We have an equal incentive plan regardless of salary
Our equipment is leased and/or reconditioned.
We organized staff elections in advance
All our sites are developed on open source solutions.
Our servers are shared and our hosting provider local
50% of our profits are placed in reserve

Governance
Environment
Customer Relationship
Work
Fair practices
Societal
Remuneration
It
Compétence

Our gender equality index score is 99/100

In France, there remains a 9% unjustified wage difference between women and men. The Law for the Freedom to choose one's professional future enforces on companies an obligation of result. The Gender Equal Pay Index has been created

It is calculated each year from 4 or 5 indicators depending on the size of the company, including remuneration, increases, promotions, maternity leave, parity of top management.

An agency that belongs to its employees

50% of Castor & Pollux's capital is held by the employees who work there every day. This employee shareholding policy enables us to affirm our deepest conviction: the success of a company belongs to the men and women who build this project and invest their energy and time in it.

90% of our employees have permanent contracts

The atomization of work (uberization) is profoundly disrupting the organizational structures of society and the protections associated with them. While it is not for us to judge this turmoil, we believe that offering our employees a secure employment contract today is a strong commitment. Plus, 90% of our employees are on permanent contracts (excluding professionalization and apprenticeship contracts), we do not "host" full-time freelancers and we do not set up renewals of fixed term contracts in our human resources policy.

We believe in the right to disconnect

In a world where informational noise can become deafening and where the boundary between professional and personal life becomes blurred, we believe that the right to disconnect should not become a luxury. We therefore encourage employees not to send any emails after 7:30 p.m. or on weekends.

We support professional retraining

The digital sector is undoubtedly the most prolific sector in terms of the creation of new professions. UX designer, Data scientist, Community Manager, all professions that did not exist 10 years ago. Recruiting professional retraining profiles means supporting societal transformation. Specifically, we have supported 3 profiles of this type in the agency:
=> 1 former criminal lawyer as a Copywriter
=> 1 former marketing manager as a Community Manager
=> 1 former product manager as a UX designer.

Professional retraining also promotes internal mobility. Going from Project Manager to Strategic Planner or from Copywriter to Customer Director is possible at Castor & Pollux.

We allocate a budget of € 100 per year per employee to culture.

At our agency we believe that creativity is everyone's business. We have set up the "Get out" project and allocate €100 per year and per employee for culture-related expenses.

We consider teleworking a right, not a reward

Trust, Freedom, Responsibility and Autonomy are strong values at Castor & Pollux.

This is reflected in our vision of the work organization and therefore in our vision of teleworking.

Teleworking is an integral part of the way we work. It is not intended to be a motivational and/or reward lever. It it integrated into our organization for all teams.

As an architect of digital transformation, we believe it is important to be a pioneer in the search for a flexible and decentralized work organization. We also do not set any quota or constraint on its use. It just needs to be declared beforehand for insurance purposes.

We do not select candidates by CV

How is it possible to promote equal opportunities in a recruitment policy?
At Castor & Pollux we believe that the first step is to remove the curriculum vitae from its pedestal. Rather than a long list of experience and expertise, we prefer to talk about something tangible: the know-how of the candidates.
So for the previous four years our candidates will have been performing functions corresponding to the position they wish to occupy without having to send us their CV. This ensures greater fairness in the selection of candidates.

We (really) integrate new employees

The integration of new employees is an essential part of our HR policy. The first days of a job are fundamental.

We pay particular attention to our Onboarding process in order to support new recruits and help them get their bearings.

In addition to the missions inherent to HR and management functions, we have set up a mentoring system. The mentor's mission is to "keep an eye out". How? By being available, by ensuring that the new recruit does not find themselves isolated, by seeking them out.

In addition to this mindset, we have implemented a process that allows for several exchange meetings with new employees at D+7, W+3 and M+3, at the end of which we propose to establish an astonishment report that allows us to take a step back and see the actions implemented to maintain, improve or eliminate.

We have set up sorting bins with the Montreuil town hall.

After an internal audit with all the co-owners, we see that 50% of our waste is made up of cardboard, 35% of paper and the rest of daily waste. We have set up sorting bins with the Montreuil town hall allowing us to recycle it.

We make suppliers and employees aware of eco-responsible actions

Employees and management have been made aware of waste sorting and eco-responsible purchasing (recycled paper, return of boxes to our suppliers, rechargeable batteries). Our printer supplier systematically collects used cartridges and collects our printers at the end of their life. In order to limit the use of plastic, we have provided all employees with water bottles and a water fountain.

We donate our "customer gift" budget to associations

By giving our entire "client gift" budget to associations, we limit the risk of corruption and help develop the community fabric. In 2019, this budget represented 25,000 Euros and was donated to an association fighting for the protection of children.

The wage gap in the company does not exceed a factor of 1 to 7

The issue of pay differential is an issue of economic efficiency, social justice and ecological justice. In its report published in 2013, the Nicolas Hulot foundation recommended that a factor of 12 between the smallest and the largest gross remuneration should not be exceeded.
At Castor & Pollux, less than 50% of the profit is paid in dividends and the salary gap in the company does not exceed a factor of 1 to 7

We give time to ProBono matters

2 production days per year and per employee can be used by employees to work on projects that are close to their hearts. Thus, the equivalent of 90 days each year can be allocated to charitable subjects.

We have an equal incentive plan regardless of salary

We have had an incentive plan in place since 2017. The objective is to have all employees take an interest in the profit of the company. The amount of the profit-sharing is distributed equally between all the employees, whatever the status or level of remuneration. A principle of solidarity that helps reduce the wage gap.

Our equipment is leased and/or reconditioned.

In order to organize and manage the end of life of our IT equipment (computers, servers, routers, etc.) we work with different rental companies. We also favor reconditioned equipment for our entire mobile fleet.
We organized staff elections in advance

We organized staff elections in advance

Companies with more than 11 employees were required to hold elections for the CSE (Social and economic committee) by 1 January 2020. We decided not wait for this date to elect staff representatives and encourage dialogue, listening and consultation.

All our sites are developed on open source solutions.

The open source initiative advocates accessing, sharing and modifying the source codes of software or an intellectual work. Inspired by scientific research methods, the “open” code makes it possible to not reinvent the wheel with each project and to concentrate the resources available on exploring a new technical field. We participate in the development of the community by contributing to projects on the bitbucket and git platforms. In a world where managing the scarcity of resources will be a major sustainability issue, we firmly believe that this design method based on sharing and innovation is a very good model for efficiency.

Our servers are shared and our hosting provider local.

The proliferation of networks and the ever-increasing performance of infrastructures have an impact on climate challenges, in particular because of their energy-intensive nature. Pooling storage space and hosting sites via a French company is a first step towards reducing the footprint of the sites.

We finance 100% of the cost of nurseries for our young parent employees

The arrival of a new child is an upheaval to both the private and professional spheres. In order to support parents of young children, we have set up partnerships with inter-company crèches.

50% of our profits are placed in reserve

Legal obligations require us to allocate 5% of annual profit to the balance sheet liabilities in an account called "legal reserve". We believe that this amount is too low to ensure the sustainability and development of the structure. Thus, in addition to this legal 5%, we keep at least 50% of the profits in additional reserves each year.

We also work

At Castor & Pollux, we believe that artistic direction should not be merely "pretty". It should match your brand personality perfectly and help you deliver your messages in an optimal manner.

Our design skills

We also work

At Castor & Pollux, we believe that each brand is unique. So in order to build a story that is both detailed and accurate, we focus on understanding your history, your DNA, your environment and your goals.

Our consulting skills

We also work

At Castor & Pollux, we believe that brand content is more than just a matter of visibility. We want to be accurate and pertinent in the pursuit of two objectives, namely respect for your brand and speaking to your target.

Our content skills

We also work

At Castor & Pollux we believe that UX Design is not the dogmatic application of one and the same method to all your projects. Because your objectives, your schedules and your budgets are all different, we adapt to provide you a User & Client centric method.

Our UX design skills

We also work

At Castor & Pollux, we believe that development is also a matter of creativity. In an increasingly complex technical universe, we accompany you in the construction of your ecosystem.

Our development skills