LVMH Moët Hennessy Louis Vuitton presented its first Life 360 Awards to recognise environmental progress in the group, in the same week as it celebrated earning the coveted CDP triple ‘A’ score.
A snapshot of LVMH’s Life 360 Awards – Lucas Barioulet
Held inside LVMH’s global HQ on Paris’ Avenue Montaigne on Wednesday evening, the group presented awards to 13 winning initiatives. These were selected from 187 submitted projects by 41 Maisons in a carefully staged presentation designed to highlight the environmental transformation undertaken by LVMH.
Teams from LVMH brands from several continents joined via video link- from Tiffany in New York and Chandon in Sao Paulo to Loro Piana in Milan and champagne marques gathered in Epernay.
“The Life 360 Awards illustrate how our Maisons are advancing the group’s environmental roadmap. This collective momentum confirms that these issues are at the very heart of our strategy… The winning initiatives point us in a clear direction: a responsible form of luxury, underpinned by concrete and ambitious action,” said Antoine Arnault, image and environment, LVMH, and the driving force behind the project.
Arnault, eldest son of LVMH’s chairman and controlling shareholder Bernard Arnault, in particular celebrated that LVMH had again been recognised with a CDP triple ‘A’ rating for its action on climate, forests, and water.
The giant French luxury behemoth underlined that its Life 360 environmental program (LVMH Initiatives For the Environment), is structured around five pillars: Climate, Biodiversity, Creative Circularity, Traceability & Transparency, and Stakeholders. With the group keen to publicly highlight successful initiatives and results.
All told, it claimed to have achieved a 55% reduction in its direct greenhouse gas emissions, reaching its 2026 target two years ahead of schedule. The preservation and regeneration of more than 3.8 million hectares of natural habitats. An increase to 33% in the share of recycled materials used in products and packaging. And the reduction of around one-third in its indirect emissions.
“The award-winning initiatives reflect the quality of the work carried out collectively around Life 360. They demonstrate tangible progress and create genuine momentum across the group by encouraging the sharing of the most effective solutions between our Maisons and with our supplier partners,” said Hélène Valade, environmental development director, LVMH.
The winning projects were selected by a jury composed of Group executives and experts.
Among the winners, Tiffany & Co. installed significant solar capacity at the Maison’s diamond cutting and polishing facility in Botswana, reducing greenhouse gas emissions, as well as training and hiring local craftspeople for the project.
Moët Hennessy reduced its transport-related carbon footprint, by notably increasing the share of maritime and rail transport. That led, in 2025, to a reduction of nearly 50% in transport-related carbon emissions compared with 2019.
Other awards went to Celine, Louis Vuitton, Rimowa, Chaumet, Christian Dior Couture, and Christian Dior Parfums, the latter for an ambitious strategy aimed at gradually phasing out virgin fossil-based plastics from customer.
While Guerlain played on its historic links to bees in an awareness-raising initiative on the role of these insects, delivered by employees and aimed at primary-school pupils around the world. And, via Women For Bees, a program in partnership with UNESCO enabling women to become beekeepers.
In terms of transparency, Bulgari dreamed up its own Digital Passport, via micro-engraving on each creation, readable via a smartphone scan using Al- revealing gemmological certificates, origin, and craftsmanship.
In addition to these awards, the jury presented a special ‘coup de cœur’ Prize to Moët Hennessy in recognition of its Living Soils, Living Together program, where the Champagne and Wines & Spirits labels work to reduce their environmental footprint.
Among which, Château Galoupet, a Cru Classé Côtes de Provence acquired by LVMH in 2019, has already been certified organic since 2023- deploying a regenerative viticulture approach. Covering crops on 100% of the vineyard, more than 2.6 km of agroforestry hedgerows, regenerative hydrology structures, increased soil organic matter, and the installation of numerous shelters for biodiversity.
If at times, the mood seemed a tad self-congratulatory among LVMH executives, one was also struck by the sense that the Group’s senior management had put real pressure on many brands to come up with genuine environmentally friendly solutions. Which made the whole event a plausible reason for applause and optimism.
The Louvre Museum closed its doors to thousands of disappointed visitors on Monday as staff launched a strike to protest working conditions at the Paris landmark, two months after a shocking robbery.
The glass entrance to the Louvre in Paris, France – DR
Workers are demanding extra staff and measures to tackle overcrowding, adding to the woes of the world’s most visited museum just as France is gearing up for the Christmas holidays.
The strike comes nearly two months after the museum was victim of an embarrassing daylight heist that saw crown jewels worth $102 million stolen.
“We are closed,” a security agent told visitors on Monday morning, according to an AFP journalist. “Come back in a few hours.”
Around 400 employees voted unanimously to continue their strike at a general meeting, the CGT and CFDT unions said.
“I’m very disappointed, because the Louvre was the main reason for our visit in Paris, because we wanted to see the ‘Mona Lisa’,” said 37-year-old Minsoo Kim, who travelled from Seoul to Paris with his wife for their honeymoon.
Natalia Brown, a 28-year-old tourist from London, said she was also disappointed. “At the same time, I understand why they’re doing it, it’s just unfortunate timing for us.”
Speaking on the eve of the action, Christian Galani, from the hard-left CGT union, said the strike would have broad support across the museum’s 2,200-strong workforce.
“We’re going to have a lot more strikers than usual,” Galani said. “Normally, it’s front-of-house and security staff. This time, there are scientists, documentarians, collections managers, even curators and colleagues in the workshops telling us they plan to go on strike.”
All have different grievances, adding up to a picture of staff discontent inside the institution, just as it finds itself in a harsh public spotlight following the shocking robbery on October 19.
Reception and security staff complain they are understaffed and required to manage vast flows of people, with the home of Leonardo da Vinci’s “Mona Lisa” welcoming several million people beyond its planned capacity each year.
A spontaneous walk-out protest on June 16 this year led the museum to temporarily close.
The Louvre has become a symbol of so-called “over-tourism”, with the 30,000 daily visitors facing what unions call an “obstacle course” of hazards, long queues, and sub-standard toilets and catering.
Documentarians and curators are increasingly horrified by the state of disrepair inside the former royal palace, with a recent water leak and the closure of a gallery due to structural problems underlining the difficulties.
“The building is not in a good state,” chief Louvre architect Francois Chatillon admitted in front of lawmakers last month during a parliamentary hearing.
Under-fire Louvre boss Laurence des Cars, who faces persistent calls to resign, warned the government in January in a widely publicised memo about leaks, overheating and the declining visitor experience.
After the memo, French President Emmanuel Macron announced a massive renovation plan for the museum, expected to cost 700 million to 800 million euros (up to $940 million).
Questions continue to swirl since the break-in over whether it was avoidable and why a national treasure such as the Louvre appeared to be so poorly protected.
Two intruders used a portable extendable ladder to access the gallery containing the crown jewels, cutting through a glass door with angle grinders in front of startled visitors before stealing eight priceless items.
Investigations have since revealed that only one security camera was working outside when they struck, that guards in the control room did not have enough screens to watch the coverage in real time, and that police were initially misdirected.
Major security vulnerabilities were highlighted in several studies seen by management of the Louvre over the last decade, including a 2019 audit by experts at the jewellery company Van Cleef & Arpels.
Their findings stressed that the riverside balcony targeted by the thieves was a weak point and could be easily reached with an extendable ladder- exactly what transpired in the heist.
Dr Martens announced its independent non-executive director Robert Hanson has been continuing to purchase the brand’s stock, in what looks like a further positive sign for the global footwear retailer.
Dr Martens
In a release to the London Stock Exchange, Dr Martens said Hanson has just purchased another 104,000 shares, worth over £80,000. This is in addition to the 96,000 shares he purchased a week ago (8 December) to the tune of around £75,000.
Hanson, who joined the Dr Martens’ board in March as a non-executive director and was previously president of Americas at Levi’s as well holding CEO roles at American Eagle Outfitters. He looks to be banking on a positive future for Doc Martens (and his post) with directorship purchases taken as a sign they’re expecting an improving performance in the markets and at retail.
Dr Martens is currently working through a recovery from a major period of weakness and it seems to be yielding results. Its first half update in November showed progress, with the America recovering.
Six-month results for the FY26 period to late September showed the execution of its new strategy on track with full-price DTC revenue rising 6%.
But there were some negative figures with overall revenue on a reported basis dipping by 0.8% to £322 million. However, it would have risen by 0.8% at constant currency rates.
Leonard Paris is entering a period of transition: the brand and Georg Lux, its creative director since January 2021, have announced the end of their collaboration. In a statement issued by the house, Georg Lux describes this as “a precious chapter” in his career and notes the privilege of engaging with the brand’s heritage while imprinting it with his personal vision.
Georg Lux joined the house in 2021
The German designer joined the French luxury house to support a reinterpretation of its historic DNA. His collections sought to marry Leonard’s visual heritage, particularly its work with silk jersey and floral prints, with a more contemporary vocabulary tailored to an international clientele.
The end of a ‘fruitful’ collaboration
Yuichi Nishi, president of Leonard Paris, hailed the collaboration as ‘fruitful’ and highlighted the creative director’s ability to honour the house’s fundamental codes while showing creative boldness. The brand said it is approaching this transition “with serenity and ambition,” and announced that the details of the new creative direction will be unveiled shortly.
This change comes as Leonard faces a significant downturn in its business. According to the company’s financial statements for the year ending December 31 2024, net revenue totalled €6.77 million, compared with €7.26 million in 2023, confirming a pattern of erosion in recent years.
Declining financial results
This decline was accompanied by a net loss in 2024, following a loss already recorded the previous year, despite shareholder support and efforts to reposition the brand creatively. Georg Lux’s departure comes at a pivotal moment, when artistic renewal intersects with the brand’s economic challenges.
Acquired in 2022 by its long-standing Japanese partner Sankyo Seiko, Leonard has for several years been working to consolidate its positioning in a luxury market undergoing profound transformation, marked by intensifying competition and the greatly expanded communications capabilities of the major groups.
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