With the integration of new entities in Germany, the Netherlands, and Spain, 2025 marked a major international turning point for Dékuple Group, which now counts 25% of its workforce outside of France.
How do you unite these multicultural teams while building a sustainable impact strategy? Marie-Laure Ricard, Chief Human Resources and CSR Officer, explains how the Group is supporting this growth through internal alignment, continuous learning (English, AI), and climate trajectory management as part of the “Ambition 2030” plan.
The year 2025 marks a decisive turning point in the Group’s international expansion. How has this affected your HR challenges?
The year has indeed been transformative, with the integration of major new European entities: GUD.berlin in Germany, Selmore and DotControl in the Netherlands, and more recently the creative agency After in Spain. With 25% of our workforce now based outside France and a presence in eight countries, we have had to adapt our culture and our ways of working.
The main challenge was to standardise our internal communication in order to bring these multicultural teams together. To achieve this, we rolled out Sociabble (known internally as Talks by Dékuple), a new tool shared across all our entities. This platform enables seamless communication via channels and topics, encouraging every employee to respond and share their initiatives. Thanks to the integrated machine translation, we have broken down language barriers, thereby strengthening our shared sense of belonging.
How are you supporting this transformation in terms of skills development?
Adapting our training programmes is a top priority. On the one hand, we have continued to place artificial intelligence at the heart of our development, relying on our ‘AI Champions’ to train teams in new generative applications and, now, in agentic technologies. On the other hand, the Group’s global expansion makes proficiency in English essential. We have therefore given priority to English language learning in our training plans to facilitate day-to-day communication between countries. In 2026, the roll-out of new tools will continue to support an ever-smoother flow of information. Our objective is clear: to get to know one another better so we can work together more effectively, capitalising on the richness of our diversity.
In terms of CSR, 2025 looks set to be a year of structuring. What is the Group’s roadmap for these issues?
This year has been focused on developing our plan to set goals that are fully aligned with the Group’s new strategic plan, “Ambition 2030.” We have worked to define quantifiable and measurable targets for each of our CSR pillars: social, environmental and governance. This approach remains deeply rooted in our DNA: our values of a pioneering spirit, respect and mutual support, our commitment to the UN Global Compact and the UN Sustainable Development Goals, as well as the principles set out in our manifesto.
Where do you stand on environmental issues and measuring your impact?
We have reached a key milestone with the completion of our second carbon footprint assessment, following the one from 2021. This new audit, which covers our expanded scope, is crucial as it allows us to measure our initial results in concrete terms and, above all, to refine our reduction trajectory. This data enables us to steer our climate strategy with precision for the years to come, involving all our stakeholders in a process of continuous improvement.