Louis Vuitton 2011 Annual Report Download - page 125

LVMH 2011
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Environment
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MANAGING RISK
AND NONCOMPLIANCE
The task of monitoring changes in the
issues involved is bolstered by an environ-
mental risk management policy based on
four key areas of focus: the systematic
identification of risk using a mapping tool
and common benchmark, risk prevention
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and property, and a system of crisis man-
agement. With regard to the program to
monitor industrial and environmental
risks, 30 sites were audited in 2011 (30 in
2010). Some Maisons are bringing their
sites into regulatory compliance, particu-
larly those classified for environmental
protection. For example, Loewe, Louis
Vuitton and MHCS have developed tools
that monitor and analyze potential regula-
tory non-compliance (water treatment
and discharge, waste storage, application
of the WEEE Directive, storage of chemi-
cal products, fire protection, etc.).
With regard to its supplier relation-
ships, LVMH requires its partners to sub-
scribe to its Supplier Code of Conduct by
virtue of which it reserves the right to
conduct compliance audits at any time
and without notice.
In 2011, 453 social and/or environman-
tal audits were conducted, nearly 80% by
specialized third-party experts, at 346 of
LVMH’s brands suppliers.
This issue is examined in more detail on
page 13 of the Sustainable Development
section in this annual report.
INTERNAL ORGANIZATION AND
SPECIFIC COMMITMENTS
ORGANIZATION AND TRAINING
The main goal of the internal organiza-
tion is to harness the commitment of all
Group personnel and train them by oer-
ing resources best suited to their particu-
lar situation.
The Group’s Environment Department
has been a driving force behind this shared
vision since 1992. Its tasks consist of sup-
porting the Maisons in their respective
initiatives, ensuring that the Environmental
Charter is observed, and running the
Environment Committee, which brings
together a network of some 50 environ-
mental agents from the Maisons several
times a year. The Environment Department
also runs a variety of specialist in-house
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such as the REACH regulation, eco-design
and managing energy consumption in
stores. Although the Maisons are repre-
sented within the Group’s Environment
Committee agent network, they also have
their own steering committees.
The Maisons of the Group provide per-
sonnel with training and education in
environmental issues. In 2011 more than
15,602 training hours were devoted to this
topic. The new initiatives are extremely
diverse and range from the creation of
specific training modules at Hennessy, site
visits and study trips to the La Samaritaine
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questionnaires and performance scoring
in Champagne Houses. During Europe’s
“Green Week”, all Group employees
received detailed information about the
energy initiatives undertaken by the
Maisons, such as in lighting, transporta-
tion, renewable energy sources and
heating/air-conditioning.
COMMITMENTS
International charters and agreements
signed by LVMH provide the framework
for the initiatives led by the Group and its
Maisons. The “Environmental Charter”
signed by Bernard Arnault in 2011 defines
the LVMH Group’s goals and dynamics.
Making a
commitment
beyond the
company
Obtaining
the collective
commitment of
employees
Seeking a
high level of
environmental
performance
Controlling
environmental risk
Designing luxury
products that
incorporate
environmental
innovation and
creativity
FIRM COMMITMENTS
- United Nations Global
Compact (2003)
- Gordon Brown’s Millennium
Goals (2007)
- LVMH member of the RJC
(Responsible Jewellery Council)
CHARTERS AND INTERNAL CODES
- Environment Charter
(2001)
- Suppliers Code
of Conduct (2008)
- Code of Conduct (2008)