Case Studies


















Jaeger-LeCoultre employee transport top

Logo Jaeger Jaeger-LeCoultre has actively supported carpool schemes for many years. Since October 2007, the Manufacture has covered the operating cost of a bus service for employees between home and the Manufacture. Currently, three bus lines have been financed by the Manufacture, which is always looking for new solutions to promote green mobility. Studies have indicated that together the carpooling and the bus service keep 500 cars off the road, each of which would cover an average daily distance of around 50 kilometres, 220 days per year. The total number of kilometres reduced amounts to some 5.5 million per year.

In recognition of its innovative approach, the Manufacture was awarded the ‘Cantonal Mobility Prize’ in 2008.


Richemont Italia moves to new headquarters top

Logo RichemontRichemont Italy has consolidated seven separate buildings, which were being used as Italian headquarters for our Maisons, into one building in Milan, where nine Maisons as well as Shared Services are now based.

The new 6 400 m2 location is a ‘Class A’ building which has received a High Environmental Quality (‘HEQ’) certification. The offices, which feature an interior design concept created by the architect Riccardo Salvi, will be the new headquarters for 300 employees.


IWC Schaffhausen employee environment top

Logo IWC

IWC Schaffhausen runs a successful programme to engage and support its employees in their efforts to be more environmentally responsible outside work. The programme provides positive incentives to encourage employees to take carbon reduction measures when travelling and at home. Since 2008, IWC Schaffhausen subsidizes the cost of public transport for its employees. IWC Shaffhausen employees use public transport for business meetings within Switzerland, wherever possible.


Piaget innovative recycling 2013 top

Logo Piaget

Following the success of previous recycling efforts, Piaget implemented a plan to ecologically destroy 31 tonnes of obsolete advertising and communication material. Some 20 tonnes of waste was rehabilitated instead of being incinerated, thus reducing atmospheric and CO2 emissions. Moreover, the project was self-financing thanks to the sale of recuperated materials (CHF 50 per tonne).


Jaeger-LeCoultre sustainability top

Logo LancelJaeger-LeCoultre recently completed an extension at its manufacturing site. The new 9 000 m2 building, in addition to the existing 16 000 m2, was built to meet the demands imposed by the Maison’s continuous growth.

Jaeger-LeCoultre’s commitment to sustainable development, including the protection of its setting in the Vallée de Joux, is reflected by the award of two environment certificates - the Minergie certificate and the hydrolocale label.

JLC ManufactureThe Minergie standards combine ideal working conditions with low energy consumption. The building has an airtight protective shell to prevent cold air seeping in, as well as excellent thermal insulation in order to avoid heat loss in winter or excessive heat in summer. There is also a controlled ventilation system to ensure air renewal without the need to open windows and thus reduce the benefits created by the protective shell and insulation.

Thanks to the installation of solar panels, the new building produces one third of the energy required for hot water. All electricity is generated by a hydroelectric power station which uses the natural resources in the Vallée de Joux and is certified with the hydrolocale label awarded by the Romande Energie electricity company.


Cartier boutique lighting top

Logo Cartier Cartier LEDJewellery and watches require high-quality, powerful and concentrated display lighting. Recognising the environmental and economic impact of boutique lighting, Cartier has redesigned its lighting concept. Looking for responsible solutions, collaboration and research with suppliers began in 2002. Cartier’s partners developed LED technology which consumes less than half of the energy due to lower heat release, without diminishing quality.

Boutiques stay cooler. The energy saving is therefore significant and complies with the latest building construction standards. The aim is to equip all boutiques with low-energy bulbs within three years, as the evolution of the technology allows.

Cartier was one of the first brands to choose LEDs for lighting watches and jewellery. The new lights were first deployed in 2009 in display cases and from 2010 for wall lighting. LEDs now equip all new Cartier boutiques. With 50,000 hours life (approximately 10 years) for LED sources, maintenance is minimal and the LEDs provide a very good colour rendering.

These measures, coupled with advocacy work of employees hired since 2007, showcase not only the Maison’s expertise, but also its environmental commitment.


Lancel boutique concept top

Logo Lancel Lancel Champs ElyseesLancel’s current boutique concept features eco-friendly lighting, integrating the principles of energy saving and sustainable development.

The lighting is provided exclusively through LED and iodides lamps which are significantly more energy-efficient and improve the ‘index of returned colours’, which is important for emphasising the products’ distinctive qualities.

Compared to the previous boutique design, boutique power consumption has been halved and, as the lifespan of LED lamps is 10 years, replacement requirements have been significantly reduced.


Chloé packaging top

Logo Chloe Chloe Box SmallFollowing its review of packaging materials and suppliers, Chloé is working with a supplier that uses paper from sustainable and Forest Stewardship Council (‘FSC’)-certified sources: over 80 % of Chloé’s printed material is manufactured from FSC-certified materials.

Chloé’s ‘foldable’ gift boxes have also been a success. These boxes use less packaging material than rigid boxes and also have a lower volume during transportation, thereby reducing transport-related impacts. They are also popular with boutiques as they are easier to store.

Finally, garment bags for ready-to-wear are made from biodegradable materials.


Cartier printed and packaging material, greening the Cartier red gift boxes top

Logo Cartier Green BoxTo ensure consistency and quality, Cartier manages the printing of its product catalogues and similar materials centrally. Printing is carried out in France, Switzerland and Italy. To reduce the environmental impact of logistics and to avoid unnecessary transhipments, as a general rule the printed material is shipped directly from the printer to each market, either by road or by sea, depending on the destination.

For packaging activities, Cartier engaged a specialist firm to carry out complete life cycle analyses for two of its iconic packaging products: the Cartier red bag and the Cartier red gift boxes. Both items were selected as they are emblematic of the brand and transcend a single product. The life cycle analysis encompassed an extensive information-gathering exercise in areas such as raw materials usage, production processes and transportation.

For several years now, 100 % of Cartier’s paper product is made with paper from well-managed forests and FSC or PEFC certified (shopping bags, boxes, perfume packaging, catalogues, books, etc.).

For packaging, such as shopping bags and boxes, Cartier goes further by using certified materials that contents PCW recycled fibres. Since 2009, the paper used to cover the red boxes contains 30 % of PCW recycled fibres; Cartier’s currently working on increasing that content up to 50 %.


Cartier sourcing of gold top

Logo CartierSince 2009 Cartier has been purchasing gold from Goldlake’s Eurocantera mine in Honduras. The integrated, responsible business model which Goldlake implemented in Honduras is unique. Eurocantera extracts alluvial gold deposits using an innovative process which require no hard rock blasting and with a cyanide-free extraction process which uses only water. Waste material such as gravel and clay is 100 % recycled. A small-scale community mining group, which pans gold using traditional environmentally-safe, mercury-free methods, is responsible for approximately one-third of Eurocantera’s production.

Cartier GoldLakeThe mine benefits the community in a number of ways, including: a reforestation programme; a clinic providing free health services to Eurocantera’s employees as well as the wider community; the creation of a road infrastructure for isolated villages; and training and education programmes for artisanal miners as well as for the people of the neighbouring communities.

While this production represents a fraction of Cartier’s annual sourcing of gold, it sends a signal to the mining industry that Cartier will favour innovative and forward-thinking techniques in its sourcing and supplier strategy.

Cartier continues to seek the next ‘partner’ who can demonstrate similar high standards and mutually support the Cartier strong bond with its customers and sustainable development. Goldlake is a member of the Responsible Jewellery Council.


Cartier textiles top

Logo CartierAs part of Cartier’s commitment to environmental stewardship, the Maison extended its analysis of the resources and materials used to textile materials. Such an extension is in keeping with Cartier’s approach to social responsibility. Since 2011, the after-sales red pouches used for jewellery, time-pieces and accessories are made of a material that is certified in accordance with the OEKO-TEX® Standard 100.

The Oeko tests for harmful substances covers:

  • Legally banned and controlled substances;
  • Chemicals known to be harmful to the health (but not yet legally controlled);
  • Parameters for health protection.

Taken in their entirety, the requirements go far beyond existing national legislation. This means less pollution during the production process (no use of harmful substances) and traceability. From 2013, all boutique staff uniforms are manufactured using OEKO-TEX® Standard 100 certified material.


Cartier - Sustainable Luxury Working Group top

Logo CartierCartier has been working on the development of a deeper and more comprehensive understanding of the global production, processing and trade in leather and exotic skins. This is in order to develop, promote and implement sustainable management and supply practices in this area.

In 2009 Cartier joined The Sustainable Luxury Working Group (‘SLWG’). The SLWG is comprised of companies in the luxury industry committed to advancing good social, environmental and animal welfare practices in their business operations, including sustainable sourcing practices. The working group has been convened by Business for Social Responsibility, facilitator for the SLWG.

The group is committed to discussing common environmental, social, and governance challenges facing the luxury sector, to promote transparency, knowledge sharing, and collaboration across common global supply chains. The SLWG approach is based on:

  • Research on the social and environmental impacts of product sourcing;
  • Consultation with stakeholders on supply chain system dynamics and potential solutions to sustainability issues;
  • Collaboration with peers to explore emerging issues and determine common approaches.

In 2011, the SLWG developed a set of Animal Sourcing Principles. These principles set out expectations and aspirations and are being rolled out across Cartier’s leather supply chain.


Chloé animal welfare principles top

Logo ChloeChloé seeks to exceed the expectations of its customers by offering not only the most fashionable and elegant collections, but also ensuring that they respect the environment. Chloé is sensitive to the nature and quality of its materials, leather and exotic skins and takes the most up to date measures to ensure that ethical values are maintained.

In 2010, Chloé joined the Sustainable Luxury Working Group (‘SLWG’), which promotes sustainable sourcing best practices in global supply chains. The SLWG developed a set of Animal Sourcing Principles for sourcing of fur, leather and exotic skins. By adopting the SLWG’s Animal Welfare Principles, Chloé is committed to ethical practices in the catching, maintaining, breeding, raising, transportation, handling and slaughter of animals. Chloé works with suppliers that commit to respect those principles in terms of treatment throughout the animal sourcing supply chain. Progress reports regarding tanneries will be disclosed in the coming years.


Cartier fragrances top

Logo Cartier Cartier Baiser VoleCartier’s social responsibility policies go beyond jewellery and watches. They extend to its perfume business. Cartier perfumes and their scented derivatives are not tested on animals, neither in Europe nor outside Europe, and are in strict accordance with applicable European regulations. Cartier has defined and applied a list prohibiting or restricting the use of so-called ‘sensitive’ ingredients.

All Cartier perfumes now exclude material of animal origin, such as civet or castoreum, although they are not currently prohibited by the regulations. In ‘line extensions’ - body lotion, shower gel, and so on - only neutral derivatives from the animal world, like honey, are present in Cartier’s formulations. Cartier also works closely with its partners and suppliers regarding botanical materials, recognising the importance of biodiversity.


Jaeger-LeCoultre – UNESCO partnership top

Logo JaegerIn 2011, Jaeger-LeCoultre renewed its partnership with UNESCO and the International Herald Tribune, initiated in 2008. The Tides of Time project and the World Heritage Marine Programme raise international awareness of threatened marine environments which are of major importance for the preservation of biodiversity. Seven marine sites selected by the UNESCO World Heritage Centre feature at the heart of the Tides of Time campaign for 2012/13:

  • Islands and Protected Areas of the Gulf of California (Mexico)
  • Three Parallel Rivers of Yunnan (China)
  • Aeolian Islands (Italy)
  • Socotra Archipelago (Yemen)
  • Ogasawara Islands (Japan)
  • Brazilian Atlantic Islands
  • East Rennell (Solomon Islands, South Pacific)

The International Herald Tribune provides detailed descriptions of these sites in its Tides of Time supplement and on its website. For its part, Jaeger-LeCoultre makes its web portal available in favour of this environmental cause by allowing internet users from all over the world to view reports dealing with the selected sites. Further programmes will be announced in due course.


IWC Schaffhausen – Charles Darwin Foundation partnership top

Logo IWCThe Charles Darwin Foundation for the Galapagos Islands is an international not-for-profit organisation that provides scientific knowledge and technical assistance to ensure the conservation of the Galapagos Islands. Founded under the auspices of UNESCO, the Charles Darwin Foundation has studied the fragile Galapagos biotope since 1959 and is the leading scientific adviser to the Ecuadorean Government on the preservation of this stunning archipelago and first natural World Heritage Site.Darwin Foundation

Since 2009, when the scientific world celebrated the bicentenary of Charles Darwin’s birth, IWC Schaffhausen has been one of the patrons and guardians of this jewel. It supports the work of the Foundation with a sizeable contribution generated by proceeds from the sale of its Aquatimer Chronograph Edition Galapagos Islands diver’s watch.


Cartier support of Pro Natura International top

Logo Cartier Cartier Pro NaturaFor several years Cartier has been supporting Pro-Natura International (‘PNI’) in a community-driven, sustainable development project in the north of Brazil, Amapá State. The project has the potential to benefit those people in particular who make a living from gold washing. The objective is to improve living conditions and create alternative and sustainable sources of revenue for the people who dwell on the edge of the tropical forest reserve, Tumucumaque Mountains National Park near the border with French Guiana, where the social, economic and ecological consequences of gold mining are significant. This area has major environmental and human development issues, linked mainly to gold mining and the expansion of industrial wood plantations, such as eucalyptus plantations.

The main aim of PNI is to provide the local communities with alternatives to gold washing and raise their awareness about the problems of pollution and the build-up of mercury in the food chain. PNI’s programme has three main strands, namely: (i) health education and environmental protection; (ii) developing and marketing traditional craft trades, and eco tourism; (iii) diversifying the farming offer and conserving biodiversity through agricultural and agroforestry activities.

Since the start of the project in 2006, PNI has set up the Brazilian association Natureza da Amazônia and is currently exploring ways to add a cross-border dimension to the project by extending it along the Oyapock River between French Guiana and the state of Amapá.


Officine Panerai guide to eco-friendly behaviour in the company top

Logo Officine PaneraiThe Maison has prepared a brochure of eco-friendly behaviour within the company. In Italian and English, the guide incorporates both environmental and economic tips for changing behaviour, from office waste to mobility.

The guide will be of particular use to the new Minergie-standard manufacturing facility being built in Canton Neuchatel, Switzerland.






Richemont Retail Academy top

Retail AcademyThe Richemont Retail Academy opened its doors on 11 November 2011 in Shanghai. A one-of-a kind recruitment-selection and sales development centre, the Retail Academy was created to source, select and train the next generation of sales employees for our Maisons' boutiques in China, including so-called second and third tier cities.

Students follow an intensive, eight-week programme, following a curriculum created specifically for the Academy. Held entirely in Chinese, the course blends classroom training with 'on the job' work in boutiques. The course covers etiquette and the importance of service as well as a technical knowledge of watches and jewellery. In 2012, the global course programme had been fine-tuned in order to provide more fashion-specific knowledge for those trainees dedicated to join our Richemont’s Fashion and Accessories business.

Since its inception, more than 185 Sales Associates have completed the programme and are successful sales associates in our Maisons’ boutiques in eight different cities.

The programme will still run four to five times per year to fulfil the needs of our Maisons for new boutique sales professionals.


Cartier preservation of skills and fostering of new talent top

Logo CartierCartier’s training centre for watchmaking, ‘l’Institut Horlogerie Cartier’, was founded in 1993. Originally, watchmaking apprenticeships were offered to two young school leavers each year. Subsequently, apprenticeships were also offered in the skills of polisher and micro-mechanic. Changes in activities then led to the establishment of training aimed at an adult audience. The Institute is now able to propose training tailored to specific audiences, ensuring a successful integration at the end of the training process. Currently, the training centre has five trainers and 30 apprenticeships.

The contest of l’Institut Horlogerie Cartier. The contest is open to all Swiss watchmaking apprentices who complete their third year of training and allows them to stage both their technical know-how and their creativity. The contest theme is changed each year. On a watch movement presented by Cartier, apprentices are required to provide a technical and aesthetic solution by adding a mechanism or by adapting the display systems. Contestants have 32 hours to complete their task. Since its inception, more than 1 000 participants have had the opportunity to express their capabilities.

l’Institut Joaillerie Cartier. In the early 2000s, Cartier observed a skills shortage in the trades of polishing. In order to enhance the quality of trainee polishers and upgrade this skill in the eyes of the whole profession, Cartier created its own training centre in 2002, open to all: L’Institut Joaillerie Cartier. Between 2002 and 2005, 43 people were trained in polishing and some 90 % of them remained with Cartier. Cartier then made another observation: training schools in jewellery was not enough to satisfy the expectations of the profession and the required levels of the Maison. For this reason, since 2005, young jewellers from other schools joined the Institute for a training course of 20 months. In addition, the Institute also put in place a cycle of continuing education for Cartier employees. Recognising the challenges posed by the conservation and development of expertise, Cartier continues to develop close relationships with the surrounding jewellery industry, including jewellery schools, to preserve the jobs of yesterday and detect those of tomorrow.


Cartier international retail training programme (‘OSCAR’)top

Logo CartierOSCAR stands for Overseas Sales programme for Chinese Associates in Retail. This initiative was launched in 2011 by Cartier China to increase the number of highly qualified boutique employees. The objectives of the programme are to:


  • Allow Chinese employees to develop their sales skills;
  • Retain Sales Associates and develop their sense of belonging and engagement;
  • Improve client relationships with Chinese clients;
  • Participate in Employer Branding in China


Target population: individuals who are already employed by Cartier China for at least six months; and newly hired retail employees. Chinese graduates are offered a detailed training and development opportunity, including a local and an international assignment of between six and 12 months in a Cartier boutique located in one of the following participating countries: France, Dubai, Switzerland, Germany, Italy and the USA. Each participant has a mentor to guide him or her through the programme and receive support from the Retail/Boutique manager and Human Resources.

In the last two years 26 people have participated in the programme. When returning to China participants are offered two career options: managerial or sales oriented.


Richemont Digital training and development top

Richemont Logo The Digital Institute comprises a series of professional development programme; in-house bespoke trainings; and other learning and development events including on-the-job initiatives. The Digital Institute was set up with a mandate to enable Richemont and Maisons staff to enhance their knowledge about digital and thereby raise the level of digital excellence in our organisation.

With four programme types currently operating and catering to various audiences, each programme is either tailor-made or adapted to suit the specificities of the industry and the Group. Since the initiatives began two years ago, the Institute has welcomed managers and staff from across multiple functions, countries and Maisons.

For example, 27 e-Business and Digital Managers were trained in the 2011-2012 promotion of the ABCD programme. The Advanced Business Certification in Digital (‘ABCD’) is a year-long course designed specifically for our Maisons’ e-Business and Digital Managers. The course is delivered in association with The Institute of Direct and Digital Marketing who provide professional accreditation and industry certification at the end of the programme.


Van Cleef & Arpels launches the Employees Engagement Barometer top

Logo Van Cleef & Arpels In 2012, Van Cleef & Arpels rolled out the Employee Engagement Barometer for the first time in order to identify engagement drivers on a global level and to define action plans to increase engagement within the worldwide population. The response rate among the Maison’s 1 000 employees was over 85 %. The findings have contributed to a significant improvement in turnover rates, particularly in the Asia-Pacific region.

More Maisons and countries are already planned for 2013/14.


Richemont Employee Benefits ‘think global, act local’ top

Richemont LogoRichemont has concluded a global business travel insurance and assistance programme, through an extensive partnership with International SOS. All employees travelling for business are automatically covered for any medical or security related issues.

The Group has implemented a global reinsurance structure aiming to improve employee benefits coverage whilst reducing the costs of employee benefits plans by eliminating some layers of costs.


IWC Schaffhausen employee engagement training and development top

Logo IWCIWC Schaffhausen runs a successful programme to engage and support its employees. The following are examples:

Employee Welfare: IWC Schaffhausen recently implemented a new programme to support the re-entry into working life for mothers. The programme encourages mothers with a young child to combine childcare with their working by subsidizing the costs of childcare.

Training and Development: IWC Schaffhausen employs various methods to enhance the development of its people: On-the-job support from managers or specialists in the team, shadowing in related departments or in one of its international subsidiaries, participation in team projects, classes throughout IWC Online Academy as well as in-house or external training with experts in their fields. Additionally IWC Schaffhausen encourages employees with specific programmes like ‘Lunch & Learn’ or the ‘CEO Breakfast’ to learn from one another over all departments and levels.

Health and Safety: It is of high interest for IWC Schaffhausen to support the well-being of its people as well as to encourage their health. To this end, IWC Schaffhausen tailors within its IWC-topfit programme preventive actions that fit the employee’s desires.


Chloé ‘Connaissance du vêtement’ training top

Logo Chloe Chloe Connaissance VetementIn partnership with l’Ecole de la Chambre Syndicale de la Couture Parisienne – Paris couture dedicated school, Chloé developed a bespoke training programme to foster fashion knowledge amongst its employees. This one-day programme is open to all Chloé permanent employees in Paris. The morning’s conference covers history of fashion, of the main Parisian Fashion Maisons, fabrics history and evolution of couture technics. The afternoon is dedicated to a practical workshop: preparing a dress on a model, guided by a pattern maker.

40 employees participated to the two annual sessions organised in 2012-13 and gave very positive feedback. This programme will continue to welcome Chloé’s new employees twice a year. In the prior year, 113 employees participated, including existing members.


The Montblanc Academy retail staff training top

Logo MontBlanc The Montblanc Academy serves as a ‘Think-Tank’ and knowledge centre within the Maison. It is responsible for developing content-specific training objectives and programmes in order to strengthen Montblanc’s product and sales performance. It operates on a worldwide basis through a ‘Train-the-Trainer’ network of over 40 trainers, who tailor and deliver training in local languages. The network is also supported by a group of independent experts and trainers, who focus on the more complex training issues.

As well as addressing marketing and sales issues, the Academy provides development training for high potential employees. Since its opening more than 10 years ago, over 70 nationalities have visited and participated in its tailor-made training programmes and events.


The Creative Academy developing design talent top

Logo Academy CSRRichemont supports The Creative Academy, the Milan based postgraduate school created by the Group in 2003, which offers students a Master’s programme in Arts in Design. Each year, the Academy welcomes some 20 students.

The Academy’s course has openings for those who have already completed a course of studies in disciplines related to design. The programme gives young designers specialised training in applied arts, in particular in the fields of jewellery, watchmaking and accessories. The degree offers seven months of studies in Milan, involving contributions from the CEOs of Maisons and other experts, as well as three month internships across the Group’s businesses. A Master’s Degree is awarded upon successful completion of the programme.

The school has close strategic ties with Poli.Design, a consortium of the Politecnico di Milano, which actively participates in the planning of the courses, and with the SDA Bocconi School of Management in Milan, a leading international management institution. Having successfully completed their Master’s course, the majority of the alumni work for Richemont’s Maisons. Many others work as freelancers or as employees in other branches of the luxury goods industry.

Managing creativity. Richemont also offers training for our senior management dedicated to fostering creativity in the workplace and effective management of creative people. Bespoke courses are developed specifically for our management population and are held at the Creative Academy in Milan. Further information on the Creative Academy may be obtained at


A. Lange & Söhne’s in-house watchmaking school top

Logo LangeSohne ALS WatchmakingSince 1997, A. Lange & Söhne’s in-house watchmaking school has offered about eight apprenticeships annually. The apprentices embark on a three year programme during which they are trained at the school by three experienced teachers and by master craftsmen and women during practical weeks in the manufacture. More than 100 apprentices have graduated since 1997 and are now working in different departments of the manufacture.


Watchmakers of Switzerland Training and Education Programme (‘WOSTEP’) top

Logo WOSTEPRichemont works closely with the Watchmakers of Switzerland Training and Education Programme Foundation (‘WOSTEP’), a neutral and independent Swiss institution, which offers an internationally recognised training methodology and quality standard in the field of watchmaking.

In 2008/09 Richemont, partnering with WOSTEP, opened its first training schools in Dallas, Texas (the North American Institute of Swiss Watchmaking) and Hong Kong (the Hong Kong Institute of Swiss Watchmaking). Both of these facilities are fully funded by Richemont and offer the well-known WOSTEP 3 000 hour training programme. In 2011, the China Institute of Swiss Watchmaking was opened in Shanghai.

The local training of watchmakers ensures a local pool of talent for the Group’s after-sales service centres. The following is an update on developments:

  • USA/Hong-Kong: Both schools are now working at full speed. Two classes of the 3 000-hour programme. (six students/class, two years duration) and one class of Encasing Technician (four to six students/class, four months duration).
  • Shanghai: The China Institute of Swiss Watchmaking opened its doors in October 2011 and is located in the Richemont repair centre. The Institute has a capacity of two classes of 16 students each for the 3 000 hour programme and a class of six students for the Encasing Technician Course.
  • Japan: This is the sixth year of the Richemont Award, which was established to support the training of future watchmakers attending the Watch Course at the Hiko Mizuno College of Jewelry. The selection and the ceremony took place in March 2013. This year, a second year student of Watchmaker master course (three years) won the highest award. He will receive a two week training programme at the Piaget manufacture this summer. He will be graduating from the college next spring and will start his career as a watchmaker at Richemont Japan.
  • UK: The British School of Watchmaking has increased the number of places available from six to eight in 2011. Richemont UK currently sponsors two of its students. The school will celebrate its sixth graduation ceremony in September 2013.


Richemont North America Business Improvement Committees top

Richemont LogoRichemont North America (‘RNA’) Business Improvement Committees began in response to requests from employees who simply wanted to ‘get involved’. Employees in New York, Shelton and Dallas sought to participate in initiatives that would promote social responsibility within the local community and enhance engagement at RNA. Additionally, employees in New York were interested in networking opportunities to build relationships with colleagues outside of their Maisons and functions. As a result, committees have been formed by office location. As this is a relatively new initiative, we continue to work towards stabilising and strengthening the role of the committees within every day work life.

Although some employee engagement activities differ in New York, Shelton and Dallas, based on the size of each workforce and logistics of each workplace, each committee is designed with the same goal in mind: to help further position RNA as an ‘employer of choice’ in the luxury industry.


Richemont North America workplace training top

Richemont LogoRichemont North America (‘RNA’) is committed to training its employees in respect to ethical behaviour and professional business conduct. This is demonstrated through its launch of mandatory e-learning courses for managers and employees in the region.

All management level employees are required to complete RNA’s online Sexual Harassment Prevention training within their first 30 days of employment. This interactive course, conducted by way of an e-learning platform, explains what specifically constitutes a complaint of harassment; specifies how and when a supervisor should involve Human Resources; and provides strategies for recognising, responding to and resolving complaints of sexual harassment and unlawful discrimination.

Additional online training for management level and non-management level employees is also required, including Richemont Employees Code of Business Conduct and Workplace Harassment Awareness. These mandatory courses are designed to further foster a harassment-free workplace in RNA.


Piaget CSR Newsletter top

Logo Piaget Piaget CSR NewsLetterThree years ago, Piaget published its first newsletter dedicated to Corporate Social Responsibility (CSR) topics, such as supply chain, product integrity, environment, employee well-being, sponsorship, and philanthropy.

This practice has evolved and Piaget’s CSR team now publishes a quarterly newsletter to keep employees up to date of all new developments. It contains updates on special projects, such as the Maison’s RJC Certification or the recycling of obsolete communication materials. Wider newsletter topics include year-on-year emissions reductions and Piaget’s sponsorship programmes such as Action Innocence and the Altiplano telemedicine project. The year-end newsletter also outlines CSR goals for the year ahead.

The CSR newsletter is internally distributed worldwide in English, French, and Chinese.


Montblanc arts and culture activities top

Logo MontBlanc We Love ArtFor more than 20 years Montblanc has maintained a very active relationship with the world of arts and culture. One of the most intriguing things about the Maisons’ headquarters in Hamburg is the unique art collection called the Montblanc Cutting Edge Art Collection. Each piece of art shows or interprets the Montblanc Star emblem in a way which is typical for the creating artist. The collection of more than 180 pieces is on display all over the premises, in the CEO’s office as well as on the manufacturing floor, in the office corridors and at the distribution centre. Thus, Montblanc employees are surrounded by contemporary art. The world of art and culture is present within the daily life of the Montblanc corporation because this is the only way that it becomes part of the corporate culture, and be experienced in-house by everyone.

Guided tours as well as the Montblanc Art catalogue and a short guide provide overviews of the collection and also provide information on new acquisitions for the Montblanc Gallery and in our glass staircase, the Montblanc Staircase Gallery.

Besides the collection, readings, theatre performances and concerts are regularly staged at the company during working hours and employees are released from work to be able to attend these. Production takes a break during these performances. Additionally, the Montblanc Kulturkarte, introduced in 1997, makes it possible for all members of Montblanc’s corporate family in Hamburg headquarters to purchase tickets for opening nights at Thalia Theater, Hamburg’s State Opera, exhibitions at Hamburger Kunsthalle/Gallery of Contemporary Art, and all concerts of the Philarmonia of Nations at an 80 % reduced ticket price. The difference to the regular price is covered by Montblanc. Every employee receives this Kulturkarte for the annual price of € 10 and this in turn is donated to one of the projects Montblanc sponsors.


Montblanc health, safety and environment day top

Logo MontBlancIt is at the heart of Montblanc’s philosophy to offer a safe, healthy and environmentally-friendly work space to its employees. To underline its commitment Montblanc has, for some years already, promoted these topics by implementing an annual ‘HSE day’, featuring workshops, health consultations and safety advice to improve the daily working and also home environment for Montblanc’s employees. The event raises awareness and further improves health and safety compliance and environmental protection.

Activities of the 2012 HSE day included a car and bike safety check up and electric car information. ‘Fresh-up’ massages were offered and fitness exercises were demonstrated. Employees could have their blood pressure measured and the restaurant offered barbeque with salads throughout the day.


Campus Genevois de Haute Horlogerie top

CampusInspired by its unique watchmaking heritage in Geneva, its willingness to ensure the sustainability of the profession, and motivated by the increasing demand for exceptional watchmakers, Richemont launched a large and innovative project in April 2012: the ‘Campus Genevois de Haute Horlogerie’.

The Group reinforces its roots in Geneva and its involvement in the local economy with an investment of over CHF 100 million. The project will result in the creation of a 30 000 m2 integrated work site in Meyrin, built in accordance with ambitious environmental and socially responsible standards. The total Campus population should reach 900 by 2020, with 400 new staff being hired between now and then.

The Campus will bring together several major high-end Geneva watchmakers in their own premises: the headquarters of Roger Dubuis, the watchmaking workshop of Van Cleef & Arpels, production workshops of Vacheron Constantin and Manufacture Stern.

At the heart of the Campus, a brand new concept will come to life to develop the capabilities of our Maisons: the Learning and Apprenticeship Centre for Haute Horlogerie. With 45 places available from the start and the ability to deliver official certifications, the Centre will ensure the sustainability of the watchmaking profession and of traditional craftsmanship, the recognition of our Maisons' legacy, and the development of the Group's employees.

In addition, the Campus will host a Research Centre for Watchmaking, with the mission to develop new technologies to sustain the impressive level of innovation and quality of our Maisons. Richemont will invest approximately CHF 60 million on training and research over ten years.

While each entity will preserve its independence and autonomy, the objective of the Campus is to promote interaction and exchange, and enable the transformation of ideas into extraordinary products, such as those bearing the prestigious Hallmark of Geneva.

Richemont would like to thank the State of Geneva’s Department of Public Education for its active participation in the creation of the Learning and Apprenticeship Centre for Haute Horlogerie. The Learning Centre is the cornerstone of the Campus which will be inaugurated in autumn 2014.






Cartier Charitable Foundation top

The Maison Cartier has a long standing commitment to charity. Already a founding member of the Responsible Jewellery Council, promoting responsible and accountable practices throughout the industry and initiator of the Cartier Women’s Initiatives Awards, Cartier has decided to further step up its social commitment by creating the Cartier Charitable Foundation.

The Mandate of the Foundation is to develop partnerships and to select best grantees within 4 priority areas:

  • Support to Responsible Management of Natural Resources;
  • Transmission of Traditional Craftsmanship;
  • Promotion of Women Empowerment;
  • Emergency relief focused on the plight of children.

The Foundation is committed to conduct a results-oriented philanthropic action, guided by the principles of excellence, a pioneering spirit, and generosity true to Cartier.


IWC Schaffhausen – Succession Antoine de Saint-Exupéry - d’Agay partnership top

Logo IWCSince 2005 IWC Schaffhausen has been a partner of the Succession Antoine de Saint-Exupéry – d’Agay (‘the Foundation’), supporting the Foundation’s global fight against illiteracy. The sales proceeds of a series of IWC Shaffhausen special edition watches honouring Antoine de Saint-Exupéry go directly to the Foundation. In 2013, the contribution will go to Sipar, a partner organisation and NGO dedicated to fight illiteracy in Cambodia through establishing schools, libraries and publishing houses. With the amount received by IWC Shaffhausen, a school and a library will be built in Roluos.

Antoine de Saint-Exupéry was a legend in his own lifetime. He dedicated almost his entire life to flying but secured his place in the hearts of a worldwide readership as the author of ‘The Little Prince’, ‘Southern Mail’ and ‘Night Flight’. The Succession Antoine de Saint-Exupéry – d’Agay, created by the heirs of Antoine de Saint-Exupéry, and its charitable arm, the Antoine de Saint-Exupéry Fondation de la Jeunesse ensure that his humanist ideas and his legacy remain alive.


Montblanc Signature for Good top

Logo Mont-BlancCultural commitment and helping others has always been an integral part of Montblanc’s philosophy. That’s why Montblanc initiated the ‘Signature for Good Programme’ to actively support UNICEF’s educational projects, which benefit children around the globe.

Quality education will end generational cycles of illiteracy and will equip children with the knowledge and skills they need to realise their full potential and make a difference in social, economic and political decision-making throughout their lives.


A. Lange & Söhne supporting the local community top

Logo LangeA. Lange & Söhne is based in Glashütte, Saxony and has played an important role in the economic and social regeneration of the town. Originally established in the 19th century, Lange was re-launched following the reunification of Germany in the late 20th century and the closure of the former state-owned watchmaking factory.

The company and town have worked together to rebuild wealth and confidence based on a shared commitment to the values of tradition, precision and craftsmanship. The company now works to develop its network of local suppliers by helping them build the skills and knowledge necessary to meet the exacting standards of the company.

The company is also a major source of tax revenue and employment for the community and promotes the town and its employees as an integral part of its brand of outstanding quality based on individual craftsmanship. A. Lange & Söhne supports a range of local causes, from parenting courses through to amateur sports events in the town.


Alfred Dunhill World Community Project 2012 top

Logo Dunhill Dunhill Community DayThe Alfred Dunhill World Community Project 2012 brought together 50 employees from across the world in May 2012 to deliver real and lasting change to a community in need. Anyone working for Alfred Dunhill could apply. For the 2012 project, Shanghai was chosen, being the location of Alfred Dunhill’s China office and its Twin Villas ‘Home’. Participants came together to build an adventure playground and to renovate all five classrooms within a poorly funded migrant workers’ school for over 160 children

For two days, they sawed and hammered, painted and sanded, bolted and built. It was hot, hard work. On the last afternoon, when 80 of the children arrived to see the outcome of their work, the rewards were huge. To see so many delighted children running around, to receive the heartfelt and emotional thanks of parents and teachers, was hugely satisfying. But most of all perhaps, to have come together from across the brand, to have made new friends, and then to have joined together as one team to deliver such a positive impact in so many children's lives. For everyone involved, that is what made the Alfred Dunhill World Community Project 2012 such an inspiring, energising and never-to-be-forgotten experience. One brand, one team, delivering real change.

Alfred Dunhill has organised two other community days to date: in 2010 and 2011. Both days were held in London and similar construction projects were accomplished through volunteered team effort.


Richemont Dubai - 2013 ‘Education and Life Skills, Empowering Youth' top

Logo RichemontThe Al Hemam Training Centre is a unique organization that focuses on educating underprivileged children in Ajman (50 kilometres from Dubai) in the United Arab Emirates. The centre’s 10 staff take care of more than 90 children between 10 and 18 years of age. The school is a charity organisation that is fully reliant on donations from the community.

Children who are enrolled in Al Hemam come from marginalised families. They are illiterate and unskilled because they either dropped out of formal school or because their parents could not afford to send them to school any longer. Without the support of Al Hemam, these children have virtually no chance of obtaining employment and become productive citizens. Al Hemam’s noble goal is to work with these underprivileged children and make them into productive citizens.

Over the past few years, Al Hemam has recognised the importance of information technology in today’s world. As a consequence, Al Hemam started to put a lot of emphasis on their ‘IT Lab’ where the children are exposed to the latest information technology and work through their educational training materials on computers. In December 2012, Richemont Dubai saw an opportunity to assist Al Hemam in the upgrade of their IT Lab. Richemont Dubai donated in excess of 100 computers and other IT related equipment to upgrade their IT Lab and equip each student with a computer to carry out their homework at home.

Commenting on the occasion of the formal handover of the equipment, Ms Shadiah Abdullah, Director at Al Hemam, said, ‘We appreciate the interest Richemont Dubai has taken in the education of the Al Hemam children by donating laptops, computers and other IT equipment. They are helping the children to access and enrich their learning experiences. Richemont Dubai helped to put a smile on the face of these children and have shown how a small act of kindness can make a big difference in someone else’s life.’


Richemont North America employee volunteer day top

Logo RichemontIn May 2013, Richemont North America (‘RNA’) continued an annual tradition and hosted an employee volunteer day for all office employees. This year, RNA partnered with Laureus Sport for Good Foundation and Row New York. Row New York was founded in 2002 with the belief that a sport that teaches the invaluable lessons of teamwork, tenacity and commitment to self and to others should be available to the young people of New York City. Row New York began with one borrowed boat and eight eager rowers. Today the programme provides new opportunities for over 2 000 participants from under-resourced communities each year, helping young people develop the skills, confidence and motivation to succeed, on and off the water.

Similar volunteer activities were held in the Shelton, Connecticut offices as well as the Warehouse and Technical Center in Dallas, Texas.

Approximately 200 employees volunteered across all programmes. This was an excellent team building opportunity and a way to give back to the community. RNA holds employee volunteer days annually in the spring and will continue to partner with the Laureus Sport for Good Foundation.


Montblanc and the John Lennon Educational Tour Bus top

Logo MontBlanc John LennonMontblanc shares many of John Lennon’s convictions about the responsibility of art and culture to society. For more than 20 years, Montblanc has been actively involved in nurturing, preserving and developing artistic talent through its numerous initiatives across the world. With such a history, Montblanc, also known as the ‘culture brand’, honoured John Lennon’s life, his music and his dreams by donating proceeds of the John Lennon Edition writing instrument to selected cultural projects supporting music education around the world, such as the John Lennon Educational Tour Bus, a US non-profit organisation providing young people with the means to learn how to compose, play, perform, record and produce songs and music videos.


Piaget Altiplano-Artères top

Logo PiagetAt the initiative of Piaget and in collaboration with the Artères Foundation and the University Hospitals of Geneva, the RAFT telemedicine network was developed in the Bolivian Altiplano in July 2011. The aim of the RAFT/Altiplano project is to provide universal access to healthcare using new technologies, especially telemedicine tools.

Since 2011, Piaget financed the equipment of 16 healthcare centres and the connection to the Internet and to the RAFT network. These facilities offer patients access to nine medical specialties, among which the main ones are obstetrics, cardiology, and dermatology.

In 2013, to strengthen its commitment and its links with the local project team, two Piaget volunteers were sent on-site. The institutional anchoring of the project will be expanded and four new healthcare centres in the Oruro region will be equipped. Following the first telemedicine congress in 2012, Piaget financed the second telemedicine congress of South America, which took place in Potosi in June 2013.






Responsible Jewellery Council (‘RJC’) Certifications top

In 2010, Cartier was certified against the ethical, social, human rights and environmental standards established by the RJC’s Certification System. Cartier was a founding member of the RJC, the first certified founding member and the first certified retailer. Certification results from a successful verification assessment conducted by SGS, a highly regarded and international auditing company. Cartier acts as a role model within the international jewellery industry.

The following Richemont Maisons have completed their own certification processes; all were certified following separate assessments conducted by SGS.

Cartier 8 November 2010
Baume & Mercier 12 August 2011
Piaget 30 August 2011
Jaeger-LeCoultre 11 October 2011
Van Cleef & Arpels 19 October 2011
Vacheron Constantin 20 January 2012
Montblanc 24 January 2012
Ralph Lauren Watches and Jewelry 7 March 2013


Alfred Dunhill CSR audits top

Logo DunhillIn 2008, Alfred Dunhill commissioned an independent audit company to train senior managers and to help identify and prioritise their main social, ethical and environmental impacts in order to enable them to develop a CSR strategy. The training raised awareness of corporate responsibility issues and the importance of audit procedures and had several benefits for the organisation:

  • Clarity on the scope and parameters of CSR;
  • An understanding of how to analyse CSR performance;
  • Measurement of the Maison’s performance against the key aspects of CSR good practice;
  • A recognition of CSR as something that adds value to the business;
  • Enabled a discussion about CSR impacts and future strategy with the Maison’s Executive Committee.

As a result of the audit, the Maison’s CSR Committee has developed and implemented a strategy.

  • 2008 - Suppliers were asked to complete a self-assessment and submit their Supplier Code of Conduct.
  • 2009 - No third party audit activity.
  • 2010 - Three trial audits on suppliers of finished products.
  • 2011 - 22 audits were completed and a further five re-audits were undertaken in response to initial findings. Suppliers include finished products, packaging and store furniture manufacturers.
  • 2012 - 19 audits have been planned for the year ahead and further re-audits are anticipated.


Cartier customer service top

Logo CartierRunning since 2007, the KISMIE programme was set up with the aim of embedding a culture of excellent customer service across all of Cartier’s boutiques and customer service centres around the world. The programme uses a combination of tools to develop practical customer relationship skills and provides employees with an in-depth understanding of Cartier. ‘Mystery shoppers’ are used to test performance.

The results of the programme have been positive, both for the business and its customers, demonstrating how the programme can lead to a direct improvement in customer service levels.


Cartier customer service barometer top

Logo CartierCartier’s Service Charter sets out the standards of service that customers should expect in its boutiques and how it will respond to issues that are raised by its clients. The charter is a living document and is evolving as Cartier develops new products and services. The charter provides a focus for the company to develop its customer service training, covering issues such as managing ‘high density’ periods. Staff training is tailored to the training needs and customer demographics for individual stores.


Alfred Dunhill product training kits top

Logo Dunhill ADL DiamondsConsumers are increasingly aware of sourcing issues. It is vital that all front-line sales staff understand Richemont’s stance on the sourcing of raw materials and are able to confidently respond to customers’ questions on these issues. Alfred Dunhill has incorporated specific training on sourcing into its training brochures, one of which is available for each category of product sold. Training brochures cover the key issues associated with the supply of raw materials particular to that product, for example exotic leather.


Cartier supplier audit programme top

Logo CartierCartier has continued with its programme of supplier audits, using an independent specialist to audit suppliers against its Corporate Responsibility Policy which covers ethical, social, and environmental performance. 28 external audits were performed during the year ended 31 March 2013. The comprehensive programme covers suppliers from all product lines and areas of the business, ranging from raw materials to manufacturing as well as packaging and boutique furnishings. Importantly, the programme has been developed in the spirit of partnership with suppliers and to this end Cartier has invested significant time and resources to communicate the programme to its suppliers.

Suppliers who have taken part in the programme have responded positively, justifying the investment.

Another notable feature of the programme is that it has been extended to cover not just tier 1 but also and tier 2 suppliers.


Lancel social audit programme top

Logo LancelSince 2007, Lancel has implemented a social audit programme, conducted by an independent specialist. The programme involves detailed checking of supplier performance in the ethical and employment areas outlined in the Supplier Code of Conduct. Initially applied to the existing supplier portfolio, the audit programme is now systematically conducted before working with a potential new supplier. In the year ended 31 March 2013, at least 14 audits were performed.

Audit results are always shared with suppliers so that they are able to take action to improve their performance where this is required. The programme demonstrates that compliance with the Code is essential when working with new suppliers and is a key element of Lancel’s sourcing strategy.


Peter Millar - Fair Labour Certificate top

Logo Peter MillarPeter Millar received a Fair Labour Certificate (`FLA´) - Category B license. Registration renewals are required annually prior to the expiration date in order for companies to remain active. A company’s FLA status is dependent on the fulfilment of additional procedural and program requirements beyond registration. For more information about the FLA licensee categories and obligations, please check the FLA website at