Introduction
From 18 September to 8 October 2025, the European Week for Sustainable Development (EWSSD) will be highlighting concrete initiatives in favour of the ecological transition in all sectors of activity. In the world of retail, this deadline is inviting brands to rethink their sales activation systems to incorporate CSR issues and sustainable commitments, without sacrificing performance on the ground.
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Long treated as a peripheral issue, sustainability is now becoming a strategic criterion in supermarket chains. Retailers are increasingly expressing this clearly in their invitations to tender: reduction of carbon footprint, reusable media, logistical rationalisation, proof of impact. Brands now have to prove their ability to operate a more sustainable form of retailing, including in their sales execution.
This evolution affects all the levers of the point of sale: sales force, POS, merchandising, promotion, management tools. Every action counts, and every player in the chain can contribute to aligning business and responsibility. Based on our experience in the field and the lessons learned from our carbon footprint, we have identified five key levers for reconciling effective activation and measurable environmental commitment.
In the context of SEDD 2025, this article offers an operational analysis of these five levers, with concrete examples from the field. It is aimed at sales, marketing and trade decision-makers looking for solutions that can be activated immediately to build a responsible in-store execution strategy.
1. Optimising field logistics for sustainable retail
Sales force logistics remains a major source of CO₂ emissions. According to Ademe, transport accounts for almost 30 % of national greenhouse gas emissions in France (Ademe, Chiffres clés du climat 2023). For sales departments, optimising routes is therefore a priority lever, for both environmental and financial reasons.
Digital solutions now make it possible to plan more efficient visits, taking into account real constraints (journey time, potential of the point of sale, availability of teams). Studies carried out by PTV Logistics show that optimising rounds can generate up to 30 % in savings on transport costs and CO₂ emissions (PTV Logistics, 2022).
At SIG, we have integrated this approach into the organisation of our sales force.
The result: greater productivity in the field, fewer kilometres travelled and a reduction in the carbon impact of our operations, in line with the findings of our carbon footprint assessment.
2. Eco-designed point-of-sale advertising: a sustainable lever in shop
For a long time, point-of-sale campaigns were based on so-called "disposable" media: cardboard displays, kakemonos and shelf-head wraps produced for each special occasion. The result: a large volume of waste generated at the end of the cycle, and costly logistics for each re-delivery. This model is now being called into question, for both economic and environmental reasons.
The current trend is towardseco-design of furniture and POS materials. This means using recycled or recyclable materials, favouring modular structures that can be easily dismantled and designing supports that can be reused over several operations. This shift is already well under way among the manufacturers and agencies rewarded at the POPAI AwardsEach year, these awards recognise the most innovative sustainable POP solutions (POPAI, 2024).
The retailers themselves are now incorporating these criteria into their invitations to tender, demanding low-carbon footprint materials or incorporating commitments to take back and re-use (LSA, 2023). This development is increasing the pressure on brands to adapt their systems without sacrificing visual impact.
In practice, a well thought-out eco-designed POP display can rival a traditional display in terms of effectiveness, while significantly reducing in-store waste. The use of furniture that can be reused over several promotional cycles also helps to amortise initial costs and simplify logistics. Provided that the constraints on the ground and the possibilities for repackaging are taken into account from the design stage.
At SIG, we are involved in the deployment of in-store POS systems, paying particular attention to their effectiveness and their suitability in terms of the customer's CSR objectives. When we are asked to recommend or coordinate the implementation of materials, we systematically include eco-design criteria in our support: reusability, ease of assembly, logistics and returns management. This consultative approach enables us to make an active contribution to reducing the impact of field campaigns, while respecting the operational constraints of distribution networks.
3. Digitalising sales activation
Reducing the environmental footprint of a promotional campaign also involves transforming its media. The printing of product sheets, leaflets or paper discount vouchers still represents a significant source of waste in field operations. Digital devices, on the other hand, make it possible to limit printed volumes while improving traceability and interactivity.
QR codes, interactive screens, on-board tablets and dynamic content make it possible to animate a department without using paper. They also make it easier to personalise the experience according to the shop context, and allow rapid updating in the event of a change in offer. These tools also offer the advantage of generating real-time data on customer interactions, making it possible to objectify the performance of each campaign (NielsenIQ, 2022).
According to the study "Planning for 2023 in a shifting retail landscape" published by NielsenIQ, more than 70 % of consumers surveyed say that digital devices at the point of sale reinforce their intention to buy, particularly when they provide additional information or useful content at the moment of decision (NielsenIQ, 2022).
In some chains, 100 % digital campaigns have already been carried out at key times, with results comparable to those of traditional activations, but without the production of disposable material. These experiments show that digitisation is not just a way of saving money, but also a way of boosting environmental credibility, particularly in sensitive segments such as organic, local or eco-responsible products.
At SIG, we integrate the digital dimension right from the design phase of activations. Our teams propose hybrid systems, combining face-to-face fieldwork and digital tools, to maximise impact while reducing the material workload. Our priority: to maintain efficiency in the field without multiplying resources or generating unnecessary waste.
4. Developing responsible merchandising
The merchandisingAlthough often perceived as a purely commercial discipline, the environment plays a key role in a brand's environmental strategy at the point of sale. From the design of fixtures and fittings to the management of shelf space and the optimisation of assortments, every decision can contribute to limiting the ecological impact while enhancing the efficiency of the system.
One of the first levers is to reduce overstocking. An overstocked shelf, poorly adjusted to actual demand, generates not only unsold products but also losses at the end of the cycle. According to a barometer published by LSA, 62% of retailers consider reducing product waste to be a strategic priority of their CSR policy (LSA, 2023).
The second priority is to highlight responsible ranges. Whether these are labelled products, eco-designed innovations or local references, they are often not sufficiently visible on the shelves. Numerous studies have shown that a lack of signage or clear structuring of the offer limits conversion. Well thought-out merchandising can make these ranges easier to read and encourage rotation.
Finally, the very nature of the materials used is being reviewed. The use of modular, sustainable furniture made from recycled or certified materials is becoming more widespread. This type of furniture was widely promoted at the last Paris Retail Week, where several brands presented equipment designed to be dismantled, reused and easily recycled (Paris Retail Week, 2024).
At SIG, our merchandising teams systematically incorporate these dimensions into their recommendations: rational layout, sustainable furniture, precise reporting on the shelf presence of responsible ranges. Our aim is to create merchandising that is both effective, in line with retailers' CSR expectations, and credible for shoppers.
5. Mobilising the sales force as sustainable ambassadors
The transition to more sustainable retail is not just a question of strategic choices by marketing or trade departments. It is also a question of day-to-day execution on the ground. In this respect, the sales force has a decisive role to play in relaying the brand's CSR commitments, both at the point of sale and in retailer relations.
The sales teams are in direct contact with floor managers, sector managers and buyers in the field. They can help to promote responsible ranges, ensure that visibility agreements are respected and convey the brand's values beyond the institutional discourse. This dimension is increasingly valued in the winning communication campaigns of the POPAI Awards, where the commitment of the teams is an evaluation criterion in its own right (POPAI France, 2023).
According to a study carried out by the French Environment and Energy Management Agency (ADEME), 64 % of consumers say they are more inclined to trust a brand if its commitments are relayed by its in-store representatives (Ademe, "Consommateurs et confiance", 2022). This figure is a reminder that when sales representatives are well trained and consistent with the actions taken, they carry real weight in the perception of commitment.
To support brands in their commitment to responsibility, SIG's field teams are made aware of the specific features of the ranges concerned, the messages to be conveyed in-store, and the expectations of retailers in terms of compliance. We can also help to gather information on the promotion of responsible products and the quality of execution observed in the field. This approach is tailored to the needs of each customer and is based on close coordination between our teams and the brand's contacts.
Making the sales force a relay for the sustainable strategy strengthens the impact of campaigns, secures the relationship with the retailer and gives the brand credibility with shoppers. It's a natural extension of the sales role in a context of retail transformation.
Conclusion
In the face of environmental, social and economic challenges, commercial performance can no longer be considered in isolation from responsibility. European Sustainable Development Week 2025 is a reminder that every player in the value chain - brands, retailers, service providers - has a role to play in setting retail on a more sober, measurable and sustainable path.
These five levers are not theoretical, but practical in the field: optimising routes, reusable point-of-sale displays, digitalising activations, responsible merchandising and a committed sales force. Each of them can be activated gradually, provided that CSR criteria are incorporated into briefs, management tools, performance indicators and training schemes from now on.
For sales, marketing and trade departments, the issue is not to slow down operations, but to execute them with greater consistency and evidence. This means relying on partners capable of combining efficiency, operational know-how and a detailed understanding of CSR issues.
At SIG, this approach guides the way we support brands at the point of sale. We believe that it is possible to build sustainable sales performance, provided that the tools, methods and people are aligned around common objectives. This Sustainable Development Week, let's put our commitment into action!
