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Proof Strategies Enters Second Decade of Carbon Neutrality

May 15, 2019

Toronto, May 15, 2019 – As the extent and recognition of climate change continues to mount, the Proof family of companies are proud to be entering their second decade of operating in a carbon-neutral capacity. To start 2019, the organization updated this program with an external carbon audit and new benchmark metrics.

Green initiatives undertaken by the Proof family to reduce emissions in all four offices, coupled with the purchase of Verified Carbon Units as offsets, have neutralized the organizations’ environmental impact.

“Marketing and public relations leaders should be at the forefront of change to protect our planet. Our agency leaders are aligned on carbon neutrality, and our team members share this commitment,” said Bruce MacLellan, CEO at Proof Strategies. “Some people talk about acting with purpose – we get to work and do it.”

“The world’s leading climate scientists have recently warned there are only about a dozen years remaining for the world to keep the temperature rise to 1.5 degrees or less, after which we will see catastrophic effects and disruption around the world. For future generations, we have a moral imperative to act,” adds MacLellan.

Proof Strategies continues to purchase carbon credits from the Darkwoods Project, located in British Columbia and owned by The Nature Conservancy of Canada. Darkwoods is Canada’s single largest private land conservation acquisition; its forests and wetlands are recognized for their important ability to absorb greenhouse gas emissions and store carbon over the long term. Conserving “carbon sinks” such as Darkwoods provides a natural climate solution by absorbing the emissions that are causing climate change.

“We are aware of the impact that operations in a company such as ours have on the environment – the kilometers travelled by our in-field teams from coast to coast add up quickly,” says Lisa Barrans, President of Proof Experiences. “We believe it is our responsibility to not only minimize our impact but to also consider carbon offsetting as an integral part of our operational strategy.”  These sentiments are echoed by Mimi Carter, Proof Strategies’ US General Manager: “We are planting 250 trees to reforest parts of California where the worst wildfires took place and have contributed to the National Audubon Society whose mission is to protect birds and the habitats in which they live.”

“In order to tackle climate change, every one of us has to do what we can, whether it’s large or small,” says Silvie Letendre, Senior Vice-President of Capital-Image, Proof Strategies’ long-time Quebec partner. “That’s why we are proud to do our part by acting every day in ways that reduce our environmental footprint and keeps us carbon neutral.”

The independently-owned family of agencies embraces green business practices in other ways, too, including:

“For the past 10 years Proof Strategies has stepped up, and we will continue to walk the talk and take action,” adds MacLellan.  “We all need to care more about our stewardship responsibilities and the planet that our children will inherit.”

About Proof 
Founded in 1994 and now with close to 300 awards for client work and industry leadership, the independently owned Proof family of companies have over 180 team members in offices in Toronto, Montréal, Ottawa and Washington, DC. As a brand steward and corporate counsellor to some of North America’s most respected and well-known companies, the firm’s strategic approach is guided by data-driven research, deep subject expertise, smart creative and meticulous measurement. A corporate leader in sustainability, Proof Strategies has been carbon neutral since 2008. Proof Strategies collaborates with independently-owned WE Agency (formerly Waggener Edstrom), reaching more than 100 additional international markets.

Follow Proof Inc. at and on Twitter & Instagram at @get_proof.

Media contacts: 


Max Monahan-Ellison, Proof Inc.



Benoit Girard, Capital-Image

(514) 739-1188 x 226

Washington, DC:

Mimi Carter, Proof Strategies

(202) 296-2002