Environmental, Social, and Governance (ESG) priorities have become central to the strategic agenda of French banks. With mounting regulatory requirements, rising stakeholder expectations, and a growing recognition of the business value of sustainability, French banks are vocal about their ESG ambitions. Yet, a persistent gap remains between what is said at the top and what is done in practice—especially when it comes to board-level oversight and measurable outcomes. This "say-do" gap is not unique to France, but it is particularly pronounced in the French banking sector, where ambition often outpaces execution.
This page explores why this gap exists, how French banks compare to their peers in other markets, and what practical steps can help turn ESG ambition into tangible action.
French banks are clear about the importance of ESG:
Despite these strong signals, only 18% of French banks have ESG oversight at board level, well below the global average of 31%. This disconnect between stated priorities and board-level sponsorship is a critical factor in the "say-do" gap. Without senior leadership accountability, ESG initiatives risk remaining siloed, underfunded, or lacking the cross-functional momentum needed for real impact.
Several challenges contribute to the ESG execution gap in French banks:
While ESG is a top-line priority, it is rarely embedded in the governance structures that drive real change. Board-level oversight is essential for setting clear direction, allocating resources, and holding the organization accountable for progress. The absence of this sponsorship often leads to fragmented efforts and missed opportunities for integration across business units.
39% of French banks cite lack of access to data as a key challenge. Effective ESG strategies depend on robust, timely, and accurate data—whether for tracking carbon emissions, monitoring social impact, or ensuring compliance with evolving regulations. Siloed data, inconsistent taxonomies, and limited analytics capabilities make it difficult to measure progress or identify areas for improvement.
37% of French banks point to a lack of unified strategy as a major hurdle. ESG initiatives often originate in specific departments (such as risk or compliance) but fail to gain traction across the broader organization. Without a unified approach, efforts are duplicated, and the overall impact is diluted.
36% of French banks highlight regulatory and technology challenges. The ESG regulatory landscape is evolving rapidly, and keeping pace requires agile systems and processes. Legacy technology and fragmented platforms further complicate the ability to collect, analyze, and report ESG data at scale.
The ESG "say-do" gap is not unique to France, but the degree of board-level oversight and integration varies across markets:
The common thread: ambition is high, but execution is hampered by governance, data, and operational barriers.
To move from ambition to action, French banks must address the structural and operational barriers that hold back ESG progress. Here are practical steps to close the "say-do" gap:
French banks have the ambition and the external pressure to lead on ESG, but ambition alone is not enough. By elevating ESG to the boardroom, investing in data and analytics, setting clear metrics, and fostering unified, agile strategies, French banks can close the "say-do" gap and deliver meaningful, measurable impact. The journey from ambition to action is complex, but those who succeed will not only meet regulatory and stakeholder expectations—they will also unlock new sources of value and competitive advantage in a rapidly changing financial landscape.
Publicis Sapient partners with leading banks to accelerate ESG transformation, helping them turn vision into reality through strategy, technology, and operational excellence.