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LEADERSHIP AND FINDING NEW SOLUTIONS
IS NECESSARY TO MAKE PROGRESS
TOWARDS MORE SUSTAINABLE
BUSINESS MODELS
The Women’s Foundation Hong Kong
14 July 2015
Carlo IMO, Head of Kering Asia Pacific
“OUR WORLD HAS CHANGED,
THE BUSINESS MODEL OF THE FUTURE
MUST BE ONE THAT IS
SUSTAINABLE.”
François-Henri Pinault, CEO & Chairman, Kering
2
KERING ENVIRONMENTAL PROFIT & LOSS
O U R C E O ’ S V I S I O N
F r a n ç o i s - H e n r i P i n a u l t
Smart business
It gives us the chance to create value and competitive advantage.

Everyone’s business
We encourage all our employees to play their part in making sustainability a reality on a daily basis.

A necessity, not a luxury.
A source of opportunity, not the imposition of new constraints.

Inherent to quality
The challenge of sustainability stimulates the creation of products that are innovative, lasting and desirable.
S u stain ab ility
Discover th e Ed ge
Becoming the first Group ever to
develop an Environmental Profit &
Loss (E P&L) and to open source
its methodology

Its goal:
To measure and monetise the
impact of our activities right across
our supply chains

Discover more
https://vimeo.com/128146538
L A U N C H O F O U R 1 S T
G R O U P E P & L
KERING ENVIRONMENTAL PROFIT & LOSS
7

key information about Kering’s supply chains to work with its suppliers

build internal awareness across the company
about opportunities & potential environmental risks

know specifics of where Kering may be contributing to climate change

where & how to reduce these impacts
like alternative sourcing, or diversifying the sourcing of particular raw materials

best way forward to support & promote production systems
that will be more resilient & efficient
E P&L results provide visibility
to help make concrete decisions & implement actions:
“KERING IS OPEN-SOURCING
ITS E P&L METHODOLOGY AND
SHARING ITS GROUP E P&L RESULTS TODAY.”
François-Henri Pinault, CEO & Chairman, Kering
8
KERING ENVIRONMENTAL PROFIT & LOSS
w w w . k e r i n g . c o m / e n / s u s t a i n a b i l i t y

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Women in Sustainability 2015: Kering

  • 1. LEADERSHIP AND FINDING NEW SOLUTIONS IS NECESSARY TO MAKE PROGRESS TOWARDS MORE SUSTAINABLE BUSINESS MODELS The Women’s Foundation Hong Kong 14 July 2015 Carlo IMO, Head of Kering Asia Pacific
  • 2. “OUR WORLD HAS CHANGED, THE BUSINESS MODEL OF THE FUTURE MUST BE ONE THAT IS SUSTAINABLE.” François-Henri Pinault, CEO & Chairman, Kering 2 KERING ENVIRONMENTAL PROFIT & LOSS
  • 3. O U R C E O ’ S V I S I O N F r a n ç o i s - H e n r i P i n a u l t
  • 4. Smart business It gives us the chance to create value and competitive advantage.  Everyone’s business We encourage all our employees to play their part in making sustainability a reality on a daily basis.  A necessity, not a luxury. A source of opportunity, not the imposition of new constraints.  Inherent to quality The challenge of sustainability stimulates the creation of products that are innovative, lasting and desirable. S u stain ab ility
  • 6. Becoming the first Group ever to develop an Environmental Profit & Loss (E P&L) and to open source its methodology  Its goal: To measure and monetise the impact of our activities right across our supply chains  Discover more https://vimeo.com/128146538 L A U N C H O F O U R 1 S T G R O U P E P & L
  • 7. KERING ENVIRONMENTAL PROFIT & LOSS 7  key information about Kering’s supply chains to work with its suppliers  build internal awareness across the company about opportunities & potential environmental risks  know specifics of where Kering may be contributing to climate change  where & how to reduce these impacts like alternative sourcing, or diversifying the sourcing of particular raw materials  best way forward to support & promote production systems that will be more resilient & efficient E P&L results provide visibility to help make concrete decisions & implement actions:
  • 8. “KERING IS OPEN-SOURCING ITS E P&L METHODOLOGY AND SHARING ITS GROUP E P&L RESULTS TODAY.” François-Henri Pinault, CEO & Chairman, Kering 8 KERING ENVIRONMENTAL PROFIT & LOSS
  • 9. w w w . k e r i n g . c o m / e n / s u s t a i n a b i l i t y