Underpinning Kering’s vision is the recognition that a company can only become truly sustainable if it goes far beyond the conventional limits of its own direct operations to address the environmental and social impacts across the supply chain. Guided by the UN Sustainable Development Goals, Kering has also included quantifiable 2025 targets in the strategy, under the themes of Care, Collaborate and Create.
In line with SBT’s criteria of using resources within the “planetary boundaries”, Kering has committed to reduce their GHG emissions by 50 per cent in scope 1, scope 2 and scope 3 (transportation and distribution, business flights, and fuel and energy related emissions) by 2025. Further, it also strives to reduce emissions from purchased goods and services by 40 per cent. Kering aims to create a supplier index of sustainability which will ensure that the high standards for raw materials and processes are being implemented by the suppliers at 100 per cent. This step by the company will raise the bar on traceability, animal welfare, chemical use and social welfare. Kering will work towards promoting sustainable design and minimize the environmental impact of a product at every stage, from sourcing and manufacturing to transportation and consumer use, and create an open-sourced tool to assess products based on its standards. A Materials Innovation Lab (MIL) will be established to focus on watches and jewellery.
Kering aims to be the preferred employer in the luxury sector by collaborating with people. It will develop an industry-leading performance metric system that will measure achievement of the UN Sustainable Development Goals. Further, it will amplify forward-thinking employment practices, including the global parental policy launched on 1 January, a well-being at work policy by 2018, and an employee benefits policy by 2020. It will continue to develop collaborations with leading universities to identify sustainability solutions.
Kering aims to create new business models by investing in disruptive innovations that can transform conventional processes in luxury, and influence the industry. It will encourage circular economy through turning recycled textiles into new clothing by developing new and sustainable solutions for easy sourcing of raw materials.
“More than ever, I am convinced that sustainability can redefine business value and drive future growth. As business leaders, we all have a crucial role to play and I worked with the CEOs of our luxury Maisons to embed sustainability across our activities while developing this next important phase of our sustainability strategy,” said François-Henri Pinault, chairman and CEO of Kering, “Our strategy outlines how we will redesign our business to continue to thrive and prosper sustainably into the future, while at the same time helping to transform the luxury sector and contributing to meet the significant social and environmental challenges of our generation,” added Pinault.
“Rethinking luxury is a necessity to adapt to our changing world while responding to the concerns of new generations of luxury clients. We have already made significant improvements over the last years and we will continue to strive for the highest environmental and social standards,” said Marie-Claire Daveu, chief sustainability officer and head of international institutional affairs of Kering, “It is through catalysing innovation that we will be able to go beyond incremental improvements and implement the transformational changes that are necessary to be truly sustainable in our business and as an industry. We will continue to open-source our solutions and approaches to support the scaling up of sustainability in the luxury sector, while sharing every 3 years the progress we have made,” added Daveu. (RR)
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