In this edition of the Masterclasses of Managerial Excellence, we had the pleasure of “welcoming Sylvie Bénard, an emblematic figure of environmental responsibility at LVMH, who shared her experience and thoughts on transforming companies for a sustainable future. Through this exchange, she highlights the challenges and successes of” integrating the “environment at the heart of strategic decisions of” a large group.
A career dedicated to the environment in a major corporation
Sylvie Bénard held the position of Environmental Director at LVMH for many years. She discusses her journey within the group, where she contributed to making sustainability a strategic pillar. She shares several notable anecdotes, such as that of an LVMH brand president who, despite his leadership role, would call on her to convince his executive committee of the importance of integrating sustainable practices. This anecdote illustrates the resistance that can be encountered within companies, often situated between the vision of the leaders and the enthusiasm of young employees.
Overcoming obstacles to integrate sustainability
Sylvie explains that the most successful projects are those where leaders dare to think outside the box. She cites concrete examples of innovative projects she led, such as the creation of an eco-designed building, an ambitious challenge that the brand president had entrusted to a passionate employee. This project encountered obstacles, particularly related to costs, but the team’s determination allowed them to overcome these obstacles and propose truly innovative solutions. Sylvie emphasizes the importance for leaders to take risks and support their teams in initiatives that are out of the ordinary.
Implementation of environmental performance indicators
LVMH began tracking environmental indicators as early as the late 1990s. Sylvie explains how, in the beginning, this monitoring was done on simple Excel spreadsheets, before a specialized tool was developed to manage data from the group’s various houses. Over time, these indicators grew from about fifteen to several hundred, allowing for more precise monitoring of environmental impact. She emphasizes the need to train teams in understanding these indicators and using this specific vocabulary to ensure consistency and avoid errors.
The importance of internal training for sustainable impact
For Sylvie, well-adapted internal training is essential for employees to understand the specific challenges of their brand and the group. She mentions the creation of an environmental academy at LVMH, offering three types of training: training on global issues to raise awareness among all employees, training by profession to adapt practices to the specificities of each function, and more technical training for environmental managers. This approach allows for integrating sustainability principles into employees’ daily lives.
Consistency between actions and corporate values
Sylvie emphasizes the importance of consistency between the values displayed by a company and its concrete actions. She recounts the example of a company advocating sustainable development but whose decision-making was disconnected from diversity and inclusion. For her, it is crucial to remain true to one’s values and embody these values in all aspects of the company, from governance to team composition.
Evolving the consumption model towards sustainability
Sylvie observes that changes are underway, particularly due to current economic concerns. She mentions the rise of second-hand products, which is part of a more sustainable consumption approach. For her, companies must ask themselves essential questions about their economic model, integrating the idea that new is not always necessary and that second-hand can become a viable alternative.
Citizen involvement in sustainable transition
Sylvie finally reminds us that the transformation doesn’t rely solely on businesses but also on citizens. She calls on everyone to become aware of their personal impact and to adopt more responsible behaviors in their daily lives. For her, it is essential that each individual contributes, even on a small scale, to this transformation towards a more sustainable society.
In conclusion, this interview with Sylvie Bénard highlights the challenges, but also the opportunities, associated with the sustainable transformation of businesses. Her experience at LVMH illustrates how a company can integrate sustainability at the core of its business model and the importance of coherence, training, and involvement of everyone to achieve this goal.
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