Whole Beauty - Atelier Sustainable Excellence

Atelier de sensibilisation lexcellence responsable.
Inspiring. Driving change.

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Agenda
Contexte gnral Situation dans lindustrie horlogre et bijouterie Comment les marques sy prennent ? Prsentation du RJC Pistes de rflexion
Contexte

Contexte

Contexte
The Rapaport Fair Trade Conference, in Basel Etc.

Initiatives et NGO

Dfis dans lindustrie

Pays avec des enfants travaillants dans les mines

Dfis pour lindustrie

Social
- La provenance des diamants (zone de conflits RDC-Kivu, Sierra Leone) - Les conditions de travail dans les mines (travail des enfants et forc) - Condition de travail dans les manufactures (chane de production) - Traitement de certains matriaux (diamants, pierres) - Corruption, blanchiment dargent - Contrefaon
Environnement et faune
- Disparition des ressources naturelles rares (diamants, or, ) - Protection des espces animalires. - Contamination des eaux (mercure) et la biodiversit. (mines) - Les processus chimiques de traitement des matires premires. (galvanisation) - Packaging, displays, documentation === > dchets - Transport - Magasins : ameublement / clairage / etc

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Quels sont les opportunits ?

Cration de valeur conomie dchelle et optimisation Gestion du risque et mitigation Amlioration des relations avec les parties prenantes. Meilleure rputation et image de marque Avantage comptitif Plus grande productivit et efficience Nouvelles opportunits daffaires Wholebeauty 2009 Source : tude Innovation Inspiring. Driving change.
Quels sont les freins ?

Pas de compatibilit avec les valeurs du luxe? Un cot, pas un investissement Profitabilit ? Peur du greenwashing et manque de crdibilit Faible pression du march (consommateurs, rgulateurs) Manque de connaissance, expertise, outils, indicateurs. Complexit de la chaine Source : tude Wholebeauty 2009 dapprovisionnement Conservatisme, maximisation du profit change. Inspiring. Driving Taille et structure des entreprises
Dfis des marques

Comprendre les enjeux. Convaincre le top management. Scurisation des ressources : budget, quipe. Commencer : O? Comment? Avec qui? Implmentation & gestion du changement Vivre le dveloppement durable. Mesurer & faire du reporting Communication Inspiring. Driving change.
Source : tude Wholebeauty 2009
Quel est le vrai dfi ?

Christopher H. Cordey WholeBeauty @ Sustainable Luxury 2.0 September 28, 2010
Quel est le vrai dfi ?

Tirer parti de laugmentation de la population et de la consommation et travailler de manire collective pour trouver et implmenter des solutions pour grer les consquences ngatives associes cette croissance
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COM MENT
?
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9 milliards de personnes nourrir en 2050. Des 3 milliards de personnes en plus
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La migration de masse redistribue la population mondiale
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Urbanisation: dici 2015 tout devient plus grand
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Une population vieillissante, mais en meilleure sant
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Raret des ressources
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Lmancipation la femme
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et Technologies
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Mega trends
1. Lexplosion de la dmographie mondiale et les modifications de dmographies socitales 2. Les changements climatiques et environnementaux 3. La crise nergtique venir 4. La globalisation croissante 5. Lacclration du dveloppement exponentiel de la technologie 6. Le modle Prvention des maladies - Extension de la longvit en mdecine
Lexcellence responsable
Planification, organisation, gestion une compagnie de luxe rentable dans le respect de lenvironnement et la communaut, et ainsi contribuer la rduction des missions de CO2 et au bien-tre de la population.
Prestige. People. Planet. Profit. Inspiring. Driving change.

Notre vision
Un monde ou chaque acheteur dun produit ou un service de luxe vivra une exprience dachat la fois extraordinaire et responsable.
Photo : AIM Leader

Quelle est la situation dans lindustrie du luxe ?

Comment rpondent les marques de luxe/horlogerie ? 5 tapes

1) 2) 3) 4) 5) Dfensif Its not our job to fix that Conformit We will do as much as we have to Managriale Its the business ! Stratgique It gives us a competitive edge Civil We have to make sure everybody does it !

Vers lExcellence Responsable

JA

Mais...

Audemars Piguet
Quen est-il ?
- Campagne Dirty Gold ? - Conflict free diamonds ? - Principes dapprovisionnement des pierres prcieuses ? - Dialogue avec les parties prenantes ? - Audit de la chaine dapprovisionnement ? - CITES (bracelets ) ? - Responsible Jewelry Council ? - Formation interne ? - Communication ?

Etape 2

Etape 2 : Fred Meyer

Etape 2 : Gay Freres SAS

Etape 3

Etape 3

Etape 3 - 4
(*) Source : web
Source : Etude Wholebeauty 2009

Etape 3 - 4
(*) Source : web

Comment comparer?
Critres Cartier
tre un pionnier Comme Richemont
Tiffany&Co
Style durable Oui Kimberley + Laurelton Diamonds Specific sourcing policy. Pas dor sal. Position sur les pierres prcieuses birmanes Membre fondateur de RJC, Oxfam, Earthworks, ARM, IRMA Seaweb (marine protection). CITES. Inspiring. Driving change. CDP 44
Stratgie CSR
Objectifs Code de Conduite
Diamants Kimberley + additional

system of guarantee
Mtaux prcieux
Probablement
Efforts collaboratifs
Membre fondateur de RJC
Autres
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CITES.
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Comment les comparer?

Criteria Programme spcial quipe CSR Communicatio n GRI reporting Emphasis (environment) Emphasis (social)
CSR manager Site internet / Rapport Oui Produits toxiques, conomie deau, distribution and nergie
Cartier
Tiffany&Co
Multidimensionnel Social Comptabilit programme Inconnu Site internet / Rapport Non Energie, emballage, biodiversit, eau, dchets
Droits de lhomme, Formation continue, travail des enfants, droits de lhomme, sant et scurit, chane philantropie, achats Source : Etude Wholebeauty 2009 dapprovisionnement, corruption et blanchiment dargent Inspiring. Driving change.
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Etape 3 - 4
Les motivations daprs Rosy Blue
Gestion des risques

Lgal Oprationnel Rputationel Protection de la marque
Efficience
Cration de produits durables
Rduction du cot du matriel entrant, nergie, transport Increase labor productivity
Respecter lvolution des exigences des clients et des partenaires Innover pour changer le march Intgrit du produit
Source : Rosy Blue
Gouvernance, Gestion, Transparence

Etape 5

RJC Process

RJC Code of practices

RJC Principles

RJC Scope

Benfices

Question

Recommendation
Dcider et mobiliser
Oui ou Non (Si Non, quels sont les risques ?) Si, Oui alors
Quelle stratgie ? (C ou S) Quelles ressources ?
Champion interne project manager Budget
Mobiliser (int/ext) pourquoi ? comment ?
Analyser, sinformer et comprendre

Situation interne (procdures, diamants, or, lois) + pays concerns Carte des parties-prenantes. Veille concurrentielle, lgale, etc Les diffrentes initiatives, dont RJC
Sengager pratiquement
Parties prenantes
Banks Insurers
Parent Co Shareholders Employees Communities Investors & Risk Assessors NGOs Thought leaders Rule-Marker & Watchdogs Corporate campaigner Politicians & Regulator Media
Adler
Clients & Community Business Partners & Competitors
Industry Assoc.
Suppliers Competitor Distributors
The Future Kids

Clients
Retailers CEO Peers

Stratgies
Conformit
(suiveur)
- Adhrer au RJC - Self-assessment - Certification RJC + autres lois, rgles, etc
We will do as much as we have to
Managriale/Strat. (leadership
Approche stratgique - Vision 2022 - Mission/Obj/Strat gies - Soutenir une initiative (ethical gold Its the business sourcing)
Competitive edge

Backcasting

How can we escort you to leverage the benefits of sustainability in your organisation ?
Christopher H. Cordey
Strategic Catalyst Officer
WholeBeauty SA
Ch. de Terre Bonne 1 1262 Eysins / Switzerland
www.wholebeauty.ch
contact@wholebeauty.ch Fix : + 41 22 550 29 62 Mobile : + 41 79 457 37 61

Agent du changement

http://www.cbsnews.com/video/w atch/?id=5825986n&tag=related; photovideo

Situation dans le luxe

Pour chaque secteur dactivit, dites si vous lassociez avec une implication dans le dveloppement durable?
Source IFOP 2008

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HEC Lausanne
Situation actuelle: Communication de la marque
72% des europens sont favorables au marketing de lux sur Internet (Comit Colert 2009) Analyse personnelle des 75 membres des sites internet du Comit Colbert Design et communications excellents La durabilit est un lment central 50 ne mentionnent pas le dveloppement durable 10 y font rfrence implicitement 15 y font rfrence explicitement

La ralit actuelle ?
Ethics and Sustainability in Business - Prof. Christopher H. Cordey 68
Ethics and Sustainability in Business - Prof. Christopher H. Cordey 69
Quest ce que l
Excellence Responsable ?
Responsable ?
Profit
People
Planet

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Equilibre
People
Planet
Profit

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Drivers Enjeux Freins Opportunits Dfis

Drivers
Obligations societales & morales Rchauffement climatique Cots et profit
Gestion des croyances
Excellenc e Responsa ble
Relation communaut
Actions des concurrents
Pressions des clients
Rgulations

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Enjeux par type de produits
Source : Etude WholeBeauty. 2009

http://hbr.org/2010/09/how-i-did-it-timberlands-ceo-on-standing-up-to-65000-angry-activists/ar/1

Qui sont les parties prenantes dAudemars Piguet ?

En conclusions
La consommation tique est encore une motivation passive dune minorit dacheteurs de luxe; mais grandissante et puissante! Elles ont les moyens ($) de sengager. Elles ne sont pas seules ! Ne jamais sous-estimer le pouvoir des millennials et du web 2.0. Lopportunit existe pour les marques de luxe de profiter de lexcellence durable, mais elles doivent relever le dfi Ici et Maintenant !
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Et maintenant ?
Conclusion
Quel est mon rle et ma mission dans la socit (sens gnral)/sur cette plante ? Que puis-je faire pour contribuer faire de cette plante un monde meilleur, plus inclusif, thique, transparent et respectueux ? Comment vais-je tre un acteur du changement et ainsi influencer les dcisionnaires de mon entreprise ?
Merci
WholeBeauty SA Ch. de Terre Bonne 1 1262 Eysins / Switzerland
www.wholebeauty.c h
contact@wholebeauty.ch
Fix : + 41 22 550 29 62 Mobile : + 41 79 457 37 61 Inspiring. Driving change.
Nos activits
INSPIRE
Understand what sustainability is all about Understand the brand & sectors sustainability issues Enlighten the top and mid management Outline the steps toward sustainability
FORMALIZE
15 steps : Sustainable Development Strategy Goals, Vision, Value statement, mission Benchmarking, budget Stakeholders definition, strategy and engagement Key indicators performance, cost/benefit analysis, Implementation, feedback, optimisation, exit strategy
MOBILIZE
Training, Education and incentive program Driving Change Workshop Mobilization Workshop
VITALIZE
Review and optimize existing sustainability and CSR initiatives Leverage new opportunities Inspire staff and external stakeholders Encourage public commitment

Presentation done by WholeBeauty SA to
MAS-Luxury Management
Chopard
September 4, 2009

Sustainability journey
DeBeers, Report to society 2007.

On starting DeBeers

On reporting - DeBeers

How to proceed ?
(1) Build awareness (4) Engage stakeholders (6) Focus efforts (5) Drive change, incrementally. (2) Win the top management
(3) Vision, Strategy, Budget
(8) Report/ Communicate
Towards Sustainable Excellence
(7) Measure progress

Our solutions
INSPIRE
Understand what sustainability is all about Understand the brand & sectors sustainability issues Inspire, convice and get the top management committed Outline the steps toward sustainability
FORMALIZE
15 Steps : Sustainable Development Strategy
Goals, purpose, value statement, mission Benchmarking, budget Stakeholders definition, strategy and engagement Key indicators performance, cost/benefit analysis, Implementation, feedback, optimisation, exit strategy
VITALIZE
Review and optimize existing sustainability and CSR initiatives Leverage new opportunities Drive change Inspire staff and external stakeholders Encourage public commitment

Conclusion
Sustainable development is
An art, not a science. A journey, not a quick fix (long term view) An investment, not a cost. A way to save costs. A must do not a may be Now, strategic and progressive Simply good sense and risk management. Everyones responsibility Driving change. Inspiring.
Evolving consumer needs

There is a marked shift in the buying patterns of luxury consumers. Luxury consumers are becoming more discerning in their purchases. This is also relevant in emerging markets, like India and China. Brand value comes under closer scrutiny as luxury moves into harder economic times Extending the philosophy of excellence from sourcing to disposal. Changes point to a tougher competitive landscape for luxury players.
DeBeers Survey, 2009
The move to discerning luxury consumption.
From what you wear to who you are From Design to Disposal
DeBeers Survey, 2009

Conclusion
Dont ask what your country, company or other can do to improve the state of the planet and the morality of the business; decide what you will do at your level to be more responsible, respectful and accountable and do it.
Adapted from JFK Inspiring. Driving change.
Social Value
Economic Value Optimiz e

Increase income
Environmental Value
Financial dimension
Guarantee financing
Reduce costs and expenses
Enlightened client ! Brand reputation and image.

Responsible company Great quality and design products Satisfied employees, distributors and retailers
Stakeholders dimension
Process & technology dimension
SD Vision + Strategy
Optimized social inclusion, responsibility, participation, collaboration
Optimized financial planning and organisation.

Optimized supply chain
Manage risks
Reduced environmental impact
Human Resources dimension
Organisation capital (culture,

leadership, alignment, teamwork)
Information Capital
(IT, information)
Human Capital
(Staff, H&S)
WholeBeauty Sustainability model

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How responsible and accountable are you ?

Opportunities ?
What if the marketing department became the internal and external change agent (in coordination/cooperation with CSR team) to drive CSR within Swarovski ?
Benchmarking vs other brands >>> Goodcorporation.com Sustainable marketing ? >>> Guidelines + education Leveraging SCS 400 k members ? >>> Program Sustainable Event Management ? >>>> Guidelines Driving change within the organization ? >>> Education Formalizing reporting system ? >>> Tool + KPI Inspiring. Driving change. Communication ? >>>> Sustainability report.
Survey results
Organisation

(*)
Structure : CSR coordinator, budget, etc. Norms and principles : ISO (14001 et 9001), UN Global Compact, ILO Convention, SA 8000. Associations : CRJC, ARM, Colipa, Ore. Growing impact of measurement and communication Sustainable marketing : more and more developped : Communication: web, PR, and annual SRE reporting
Not so much involved (enviro) Sustainable event Sustainable packaging Sustainable cleaning Carbon Audit Mobility
Not so much involved (socio) Diversity Staff motivation Philantropy Corporate Governance
(*) Web + one to one interviews, 200 leading luxury and cosmetics brands. 15 % return rate. April 2009.

Obstacles to CSR
Psychological
Incompatibility Ostentatious, superfluous Excess and waste Consumers are not interested This a false belief!
Real
Financial investment It is not a cost! Risks There are some risks to fail Lack of expertise CSR Weak market pressure No intense pressure coming from consumers, legislators, etc
Fear the Greenwashing Ensure deep integration

Conservatism, Greed Fear the unknown
Supply chain complexity Numerous suppliers and Inspiring. Driving lack of transparency change.
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What we suggest
Meeting CSR responsible

Corporate Social Responsibility as a value creation for luxury brands.

Content
1
Wholebeauty : who, what, how
2
3 4 5
What is sustainability ?
Sustainability in the luxury industry ? Case study Future directions

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Tiffany & Co
CSR department ? Team ? Budget ? Seemingly, no communication related to
1. 2. Envrionmental issues : carbon audit, etc, Social issues : H&S, diversity, equality, consumer security, counterfeit, animal welfare, corruption, money laundering.
Lack of :
figures. yearly objectives. real reporting. .

Wholebeauty : who, what, how What is sustainability ?
2
3 4 5
Sustainability in luxury industry ?

Case study
Recommandations stratgiques

What is Sustainability?
The economic development that meets the needs of the present generation without compromising the ability of future generation to meet their own needs (*)
The Triple Bottom line

(*) Source : Btuntland, 1986
People. Planet. Profit.

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How is todays inbalance ?
People
Planet
Profit

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Todays context ?
Profit
People Planet

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A sustainable company
People
Planet
Profit

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Triple bottom line

PEOPLE
Bearable Sustainable Equitable
PLANET
Viable
PROFIT

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Why luxury brand need to be concerned.

Sport is affected by climate change. Sport is inspirational & can be a leader of change. Sponsors will start to demand it. Regulations will require it. Costs will become unsustainable.

Wholebeauty : who, what, how
2
3 4 5
What is sustainable development ?

Sustainability in the luxury industry ? Case study Recommandations stratgiques

Global situation
The Conference Board of Canada, Corporate Social Responsibility Review, p.5

Diamond Road. Rapaport

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Events which urged company to react ?

Exogenous event Exxon Valdez. Planned event NGOs demonstration outside Gap HQ in San Francisco. Expos Stories by investigative reporters Chiquita. Perceived Threat Tiffany & Co. Perceived Opportunity Body Shop.
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Types of response
Responders: Bitten Brands BBs react to a PR disaster by naming a CSR leader.
Gap, Chiquita, Wal-Mart.
Reputation Managers Brands move out to preempt threat. Risk/compliance manager may report to general counsel. May work closely with industry.
Tiffany & Co.
Proactivists Brand sees opportunity to grow by selling CSR.

Timberland, Eileen Fisher, Otto Versand. change. Inspiring. Driving
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Tiffany & Co. Case

Iconic brand sells calm.
Nothing very bad could happen to you there.
Engine 1:
Conflict Diamonds which led to Kimberley Process.
Engine 2:
No Dirty Gold campaign.

Tiffany & Co. Case

- CEO Michael J. Kowalski and VP Rob Headley - Council for Responsible Jewellery Practices - Initiative for Responsible Mining Assurance
- Etc.

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Stakeholders

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How to proceed 15 steps

1. Identify business goals and decide upon the purpose of sustainable development 2. Define value statement and mission of company, and refine internally with management and employees. How does the long-term vision match up with business goals? 3. Benchmark what your competitors are doing on CSR? 4. Decide on overall budget 5. Identify key stakeholders
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6. Research: What are the latest business standards? Check out SA8000, AA1000, GRI, ILO conventions, WTO discussions, Caux principles, UN Global Compact and so on. What are the key issues for us as a business and why? 7. Identify CSR strategy for each stakeholder 8. Revise budget accordingly 9. Carry out stakeholder dialogue 10. Identify the key indicators to measure our progress as a socially responsible entreprise.
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11. Identify the costs and benefits of the proposals. 12. Implement the activity or program ensuring that it relates well to other proposals in the pipeline. 13. Research and develop a series of advertisements to show what we are doing in the area of CSR and market the program accordingly. Ensure that you can back this up with internal consistent practices since this is a dangerous pitfall if that is not the case. 14. Evaluate the social responsibility proposals against cost/benefits. 15. Develop longer-term exit strategy

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Perceived obstacles for SD

Usual response for not walking the talks.
Inconsistency with luxury values Cost/investment are high in period of crisis Nothing is proven Fear of greenwashing Weak market pressure Lack of expertise, time and KPI Complex supply chain, we cannot do anything Conservatism and greed Size of companies Family run business
If SD was not simply

a great opportunity to revise the way companies do and run business ? about good risk management ? about good reputation management ? a great competitive advantage ? a way to save costs ?
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From compliance to profit!
M. Brunner, CSM/WWF Research Project: The Business Case for Sustainability, IMD, p.41

Cercle vertueux
Retour sur investissements Pralabl es
Investissements
Engageme nt
Solutions
Choix des Objectif s
Rflexion
Adapt de: G.,Octave & Co, Dveloppement durable, pour une entreprise comptitive et responsable, p153
Boucle de renforcement conduit vers une amlioration continue

Organisation Ressources organisationnelles: coordinateur RSE, budget, etc. Normes et principes : ISO (14001 et 9001), UN Global Compact, ILO Convention, SA 8000. Associations en lien avec la RSE: CRJC, lARM, Colipa et Ore. Mesurent limpact et les rsultats de leur stratgie La majorit a recours aux services de consultant ou montre de lintrt Marketing durable: Les Parfums Givenchy Collection Ange et Dmon Clarins analyse du cycle de vie, lorigine et de limpact des matires premires Communication: web, relation publiques et rapports RSE
Rsultats de ltude auprs des marques
Manque dimplication environnemental Evnement durable Technique de nettoyage durable Bilan carbone Emballages responsables Mobilit dentreprise
Manque dimplication sociale Diversit Systme de motivation Philanthropie Gouvernance

Effet boule de neige

+ Pressions des parties prenantes + Bonnes pratiques
+ Attention des parties prenantes

Evolution
Moteurs de changement
Pression des parties prenantes Conjoncture Globalisation Management Social
Nouveaux Besoins
Changer la faon de percevoir le dveloppement durable Comprendre les bnfices (conomiques, environnementaux et sociaux) Prouver la rentabilit de la RSE Crer un modle conomique, un cadre de travail Dfinir un instrument de mesure Amliorer la structure et les processus dans lentreprise. Revoir le processus de production et les activits dapprovisionnement Contrler les fournisseurs et la traabilit des produits Gagner le support du top management Nommer un responsable/coordinateur en charge de la RSE Services dun consultant Etc.
WholeBeauty devra sappliquer rpondre ces besoins

Key Success Factors

Engage ext + int stakeholders Focus efforts CEO & Mgt commitment
Drive change and change steps by steps
Develop a vision + strategy
Communicate
Measure progress
Towards Sustainability

Changement incrmental
Dveloppement environnemental
Durable Social
Dveloppement social
Ecologique Nondurable
Adapt de: D. Dunphy & Co, Organizational change for corporate sustainability, p.227

Changement incrmental
Dveloppement environnemental
Durable Social
Dveloppement social
Ecologique Nondurable
Adapt de: D. Dunphy & Co, Organizational change for corporate sustainability, p.227

Consommateurs
Clients potentiels du luxe
Adapt de: A. Renaudin, When the consumer meets the citizen, what stake for the luxury activity ?, p.5
WholeBeauty devra sappliquer rpondre ces besoins

Consommateurs (2)
General consumers 71% souhaiterait que les distributeurs choississent de prsenter uniquement des produits responsable et sont prt payer une prime pour ce service (TNS) LOHAS (Lifestyle of Health and Sustainability) = cible idale Luxury consumers Conscience envieonnemental et soical chez les consommateur de luxe (Ifop) 30-40% des clients du luxe souhaiteraient acheter plus de produits responsables (De Beers) Les consommateurs recherchent de la qualit depuis lextraction des matires premires jusqu la gestion des dchets Les consommateurs dsirent simmerger eux-mmes culturellement, socialement et de manire plus philanthropique (De Beers) Les clients espre une exprience saine lors de haque interraction avec les marques de luxe (Deeper Luxury) Il sagit encore de motivation passive qui aura besoin dtre dveloppe par le marketing des marques de luxe

Enterprise Matires premires Nouveau march
Clients
Approvisionnement Production
Distribution
Rcupration (distribution inverse)

Produit
Marketing traditionnel - Rpondre aux attentes traditionnelles des consommateurs - Qualit - Surpasser leurs attentes/dsirs - Offrir du rve
Marketing Mix
Communicati - Atteindre le public cible on - Emotion - Crer un univers de marque - Transmettre du rve
Distribution
- Distribuer le produit aux consommateurs
Prix
- Exclusivit - Inaccessibilit - Gage de qualit
Marketing durable - Intgrer laspect social et environnemental (cycle de vie) - Dveloppement cross-fonctionnel - Durabilit et responsabilit - Ressources et matire premires - Mthode DFE - Emballages responsables - Intgrer des lments rationnels - Eco-communication - Donner une nouvelle dimension au rve - Education des parties prenantes - Attention la promotion dun idal fminin - Contrler la promotion des produits destins des personnes majeures (vins et spiritueux) - Respect des donnes prives lies aux clients - Optimiser les transports - Minimiser les dchets et la pollution - Distribution inverse (rcupration) - Slectionner des distributeurs responsables - Emballages de transport rutilisable - Mthode DFE - Prix = responsabilit et produit durable - Nouveau rapport qualit/prix - Value Based Costing Inspir de : Donald A. Fuller, Sustainable Marketing, p, 89, 111, 113, - Allocation des cots = mthode ABC
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Where to act ? et scurit li aux produits Changement climatique Sant
Produits plus quitables
Durabilit
Droits de lhomme
Condition de travail et scurit
Bnfices pour les employs (retraite, etc.)

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Pyramide
Vision Mission
Code de conduite
Rgles et standards
Activits journalires
Inspir de: Shiseido, Rapport annuel, 2006

Its all about Climate Change

TOP 10 ENVIRONMENTAL ISSUES :
1. Climate Change 2. Energy 3. Water 4. Biodiversity and land use 5. Chemical, toxics,heavy metals 6. Air Pollution 7. Waste management 8. Ozone Layer depletion 9. Oceans and Fisheries 10. Deforestation
Source : Green to Gold, Esty/Winston

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What is global warming ?

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What is Sustainable developmtent ?

- Good sense ! - Risk management and mitigation. - A way to be more accountable. - Etc
(*) Source : Btuntland, 1986

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Initial conclusions (2)

Sustainable development is
An art, not a science. A journey, not a quick fix (long term view) A savings generator An investment, not a cost. A must do not a may be Now, strategic and progressive Simply good sense Everyones responsibility : we are all a change agent and accountable for our actions.

Cost savings :
Can be generated short, mid, long term. Are a consequence of sustainble development. Should not be a decision criteria to embed or not sustainable development.
Key Success Factors :

Planning, Planning and Planning Time, Time, Time. Good sense, good sense, Good sense. Assessment, measure, optimisation.

Key Success Factors :
Planning, planning, planning ! Time. Good sense. Continuous effort. Kaizen = continuous improvement.

There is still time to avoid the worst impacts of climate change, if we take strong action now
Lord Stern of Brentford, Stern Report, 2006 Inspiring. Driving change.


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Sustainable - main challenges

Climate change Health and safety products Pension Employees benefits Human rights

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SWOT: Luxury and CSR

Strengths
Client instruit et attentif Produit de trs haute qualit Marges financires : facilite linvestissement Conscience des problmes Epuisement de ressources naturelles rares Cible des critiques mdiatique Condition de travail en amont de la production
Weaknesses
Luxe= Non-rationnelle, superflu et sans limite Ingalit (riche-pauvre) dans le monde
Envie damliorer les choses

Existence of fair trade associations (CRJP, CIBJO, WBCSD,)
Manque de connaissance des concepts durable

Entreprises familiales ou de petite taille Le luxe nest pas en avance

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SWOT: Luxury and CSR

Opportunities
Devenir un pionnier Intrt croissant des consommateurs Attrait dans les marchs de lest Greenwashing Intrt des employs Soutien (gouvernement, banques,) Crise conomique Changement de valeur Globalisation (marque/tendance durable) Amlioration performance conomique Luxury industry could have a large impact because of its role as a trendsetter
Threats
Inertie, on fait dj assez Fraude, non respect des rgles en amont (fournisseur)
Increasing stakeholderspressure : -Attaque ONG -Propagation mdiatique -Sanction gouvernementale -La lgislation pourrait devenir plus svre -

04/2012
Legitimacy by sector

151 www.wholebeauty.ch Source: IFOP, Alain Renaudin
04/2012
Stakeholders pressure
Trade associations (norms&standards)
Managers / Employees (working conditions, diversity,)
Suppliers (responsible and motivated)
Consumers (responsible luxury) Luxury Brand Medias (New trend)
Community (local development)
Government (norms)
NGO(Diamonds, mining, human rights, )
Shareholders (sustainable investments)
Retailers (direct contact with clients)

04/2012
Overcome hurdels
Hrudels
Non-sustainable company
Sustainable company which benefit froms CSR advantages

04/2012
Hurdles
Psychological
Incompatibility Ostentatious, superfluous Excess and waste
Real
Financial investment It is no a cost! Risks There are some risks to fail Weak market pressure No intense pressure coming from consumers Supply chain complexity Numerous suppliers and lack of transparency
Consumers are not interested This a false belief!

Fear the Greenwashing Ensure deep integration Conservatism Fear the unknown

04/2012
Benefits
Rputation Productivity Assurance contre risque sanction Value creation Long term development HR Customer Profit Stay at the top
04/2012
Specific Challenges
Critical dimensions
Social
-La provenance des diamants

- Les conditions de travail dans les mines (travail des enfants et forc) -Condition de travail dans les manufactures (chane de production) -Non divulgation du traitement de certains matriaux
-Corruption: la haute valeur, la petite taille et la traabilit limite des produits permet
une utilisation non-thique comme le blanchiment dargent. -Contrefaon -Protection des espces animalires. Environment -Disparition des ressources naturelles rares (diamants, or, ) -Le travail des mines peut contaminer leau potable des rgions concerne et menacer lenvironnement naturel et la biodiversit. -Les processus chimiques de traitement des matires premires. -Peu de dchets (cases and boxes...)

04/2012
Virtuous cycle
Pralable Retour sur investissement Engagement
Investissement
Choix des Objectifs
Solutions
Rflexion

04/2012
Best practices
Coach Bulgari Shiseido Gucci Tiffany Tods Swatch Herms LOral LVMH Richemont
Complet sur quelle points: Manque:

04/2012
Perspectives
What if CSR was the most important innovation of the 21th Century?

04/2012
Perspectives
The economic crisis is a fracture period It can be used as a chance to evolve We have to move from fast fashion to slow fashion where goods are created to endure for decades Family own buseinss will be slower New norms: ISO 26000
04/2012
New consumers
General consumers 71% whish that retailers choose to present only green products and are ready to pay for it (TNS) LOHAS (Lifestyle of Health and Sustainability) = good target Luxury consumers Social and environmental conscientiousness in the luxury consumer segment (Ifop) 30-40% of luxury consumers wish to buy more responsible materials (De Beers) Consumers look for quality form raw material extraction to waste management Consumers want to engage themselves culturally, socially and be more philanthropic (De Beers) Consumers expect healthy experience in each interaction with luxury brands (Deeper Luxury) It is still a passive motivation which need to be feed by luxury brands
Geographical consumersconcern differences (Globalscan) United Stated concern about companies treating employees fairly and their environmental impact Inspiring. / Social China is concern about responsible supply chain / Trustworthy companies Driving change. 161 www.wholebeauty.ch responsibility 04/2012
Wholebeauty - offer
Sustainable luxury

04/2012
Wholebeauty - offer
1
Analysis (Risk, Benefits, Budget,) Development of a new Vision Implementation (Initatives, Structure,) Evaluation help (What to look for) Marketing & Communication Strategy Continuing improvement
04/2012
Future needs where we can help!

Conceptualized framework (Determine where and how to invest)
Strategic integration (culutre, all business units,)

Change mindset Recrutement : Poor knowledge
Analytical Accounting to determine cost of responsible practces and revenues

Develop leaders on CSR Control supply chain, decrease complexity Organization : trade off Long term development vs short term actvites Mdias : rapporter des info pertinente, non biaise. Gouvernement : Dduction pour bonne pratique, baisse de limposition !?

04/2012
Thank you for your attention!
Ready to be sustainable?

04/2012
Back UP

04/2012
Vision driven
Vision
Mission
Code de conduite
Rgles et standards
Activits journalires

04/2012
How to go there?
Environmental phases
Non-durable
Social phases
Ecologique
Social
Durable

04/2012
Success factors
Focalise your effort
Incremental change
Keep a vision
Communicate
5 success factors
Measure your results
Sustainable luxury company

04/2012
Continuous improvement
Plan Do
Act
Check
04/2012
Consultant dveloppement durable
ONG
Consultant environnementaux
Certification
Bureau d'ingnieurs
Consultant social

04/2012

Our services
Awareness building inspiration. Sustainable corporate strategies. Operational driving & implementation. Stakeholder brokerage. Reputation management.
Can you really afford not to be concerned ?


Whole Beauty - Atelier Sustainable Excellence

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