Louis Vuitton 2003 Annual Report Download - page 82

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80 LVMH ANNUAL
REPORT 2003
Concern for the environment is at the
heart of the staff management system.
At Hennessy, annual environmental
protection goals are incorporated into
the management performance evalua-
tion system. Veuve Clicquot Ponsardin
has included an environmental indica-
tor (based on water consumption and
heating-related energy consumption)
in calculating the profit-sharing that
gives employees a stake in the com-
pany’s performance.
ENVI RONMENTAL REPORTING:
IMPROVING THE SCOPE OF COVERAGE
AND REFINEMENT OF DATA
The upward flow and consolidation of
environmental data were set up in
1999 in the largest companies and
were extended to include all of them.
In 2003, the scope covered:
• the production sites and warehouses
throughout the world that are owned
and operated outright for the compa-
nies that have production activity;
• boutiques located in France and ope-
rated outright for the distribution
companies, i.e. Sephora, La Samari-
taine and Le Bon Marché boutiques;
• the main administrative sites in
France.
The scope does not include the fleets
of vehicles that are owned outright by
the companies and are used for staff
travel.
Accordingly, it covers 365 sites (versus
306 in 2002). Data from just 20 of
those sites is missing from it, the
impact that they have on the environ-
ment being not significant in compari-
son with the Group’s total impact.
The major changes with respect to
2002 were:
• addition of main administrative sites
in France;
•improvement in data collection:
incorporation of data from sites that
were not provided in 2002: Château
d’Yquem, three sites in Loewe, the two
subsidiaries of Hennessy and Rossi-
moda;
•sale of companies consolidated in
2002 and withdrawn in 2003: Canard
Duchêne, Ebel.
GREATER STAFF AWARENESS
In 2003, a bilingual version of the envi-
ronment intranet was made available
online, which all employees can access.
This year, the companies of nearly all
branches of the Group stepped up the
training and consciousness-raising for
their internal staff: 8,159 hours were
devoted to it; compared to 2002, that
figure is a 30% increase.
For example, Moët & Chandon organi-
zed environmental consciousness-rai-
sing sessions for 563 people, all
functions and all departments combi-
ned (Marketing, Human Resources,
Operations, Administration, etc.).
To taling more than 1,700 hours in
2003, they were part of an operation
to sensitize all Moët & Chandon
employees that was conducted from
2002 to early 2004.
In 2003, all Hennessy, Moët & Chan-
don and Veuve Clicquot Ponsardin
employees received an environmental
consciousness-raising guide. It lists
SUSTAINABLE
DEVELOPMENT
The Louis Vuitton site in Ducey, Normandy, has developed its environmental management system
by conducting an environmental analysis of the site (identifying the environmental impact of the site’s
activities), establishing an environment committee and devising an environmental plan.