Kering publishes its 2016–2025 Impact Report: Ten Years of Shaping a Sustainable Future
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June 04, 2026
Kering publishes its 2016–2025 Impact Report: Ten Years of Shaping a Sustainable Future
On June 4, Kering released the Kering Impact Report ten years after announcing the Group’s ‘Crafting Tomorrow’s Luxury’ strategy, reviewing the sustainability initiatives the Group has implemented between 2016 and 2025. To mark this important milestone, Marie-Claire Daveu, Chief Sustainability and Institutional Affairs Officer, reflects on the Group’s actions over the past decade while five experts present some of the flagship projects they brought to life within their respective Houses. From recyclable packaging to enhanced store standards, discover a selection of key sustainability advancements.
Looking back at the past decade, what is your main feeling?
Without a doubt, immense pride and determination to continue. Over the past ten years, significant progress has been made around the structuring of sustainability as a topic, both from a regulatory and organizational perspective. From the very beginning, sustainability has been at the heart of how we think, operate, and create value. Sustainability can be a powerful lever for operational efficiency: reducing waste and resource use lowers energy costs, while minimizing material losses and optimizing logistics and supply chains helps prevent costly issues down the line. It’s also a great tool for risk management and building resilience in order to address a multitude of issues, including climate change, while anticipating evolving regulations as governments tighten environmental and social standards. The sustainability landscape has evolved significantly over the last decade, both internally and externally: it is now far more visible and integrated into corporate strategies, but we believe there is still further to go.
Which were the main issues that the Group chose to tackle in priority?
Ultimately, our ambition has always been not only to transform our own business model, but also to help move the luxury and fashion industry toward more sustainable practices. We developed a pioneering tool, Environmental Profit & Loss account (EP&L), to measure our environmental impacts across our value chain, from raw material sourcing and production to consumer use and products end of life: these insights enabled us to fundamentally rethink how key raw materials are sourced and products made, and embed more sustainable practices throughout our supply chain. Another central topic is innovation: over the past decade, we have invested in startups, next-generation materials and more sustainable production processes. Additionally, we developed a number of concrete, on-the-ground initiatives in partnership with expert NGOs and global partners, focusing on protecting biodiversity, supporting regenerative practices, and strengthening responsible sourcing while creating value for local communities.
Is there one specific milestone you are especially proud of?
There are many, but the one that really stands out for me was banning the use of animal fur Group-wide in 2022. I am also proud of the progress we’ve made around responsible sourcing. Over the years, we have worked to strengthen traceability and environmental and social standards for the key raw materials we use, while supporting more sustainable and regenerative practices within our supply chains. Moving from the conventional intensity-based targets to absolute reduction commitments was also a significant decision we made, aligning with the latest scientific approach to decarbonization. We have added many more ambitious targets over these years to remain at the forefront of responsible leadership, such as supporting the transition of 1 million hectares of land to regenerative practices, which we achieved in 2025, but also committing to Net-zero emissions and a Net Water-Positive Impact, both of which we are aiming to accomplish by 2050.
Were there any challenges in implementing the defined strategy?
Many of our challenges require systemic change in traditional practices, and transforming the way an industry operates inevitably comes with challenges. One of the key aspects has been change management: managing to shift mindsets while bringing together many different actors across complex global supply chains as well as establishing coalitions to drive collective action. Let’s not forget that sustainability is not a fixed destination but an ongoing journey of discovery and continuous improvement: the return on investment often unfolds over a longer horizon, and progress requires sustained commitment and collaboration across the entire sector.
Looking ahead, what are Kering’s next priorities?
Our next chapter is built around three priorities: fair production and maximizing resource efficiency; investing in people and craftsmanship throughout our value chain; and diversifying our materials portfolio thanks to innovation while expanding circular services from repair to resale. Progress will be measured against concrete targets—including 40% alternative materials and 20% regenerative materials in ready-to-wear by 2035, a 30% reduction in leather intensity by 2028, and 20% of revenue generated from innovation by 2035.
Bottega Veneta, Certificate of Craft
“The ethos of Bottega Veneta is shaped by three words: value over volume. We are committed to prioritizing products designed to last a lifetime, supporting a more mindful approach to consumption. With the Certificate of Craft, our ambition was to create a service that offers clients a lifetime warranty on signature Bottega Veneta leather goods so that these pieces can be passed down from one generation to the next. Each item comes with a physical card, presented in a leather pouch, which guarantees complimentary care services. The foundations were already in place in terms of product quality, craft, expertise, and logistics; the real work lay in defining the scope of eligible products, shaping how the service would be presented to clients, and training our in-store teams. Since its launch in 2022, the initiative has enabled us to open meaningful conversations, both internally and externally, around sustainability, circularity, and durability.”
Gucci, The Circular Hub
“The Circular Hub formalizes many activities that were already in place at Gucci, while strengthening capacity and support systems. This enhances a systemic approach: connecting the dots, defining the flow, and allocating budgets to ensure our processes are streamlined. Essentially, the Hub was created to accelerate the circular transformation of our production model, promoting the efficient use of resources and helping reduce waste and emissions across our value chain. For example, we created a digital archive of materials already in stock to limit the purchase of new ones —the Giglio bag, for instance, was designed using archival materials. We have also developed circular guidelines and “golden rules” to encourage our teams to build more durable, responsible, and circular products, along with dedicated training. It has clearly opened up a new dialogue within Gucci: we’ve been collaborating with various departments and also exploring how existing materials in our archive can be used for special projects, optimizing and reusing our resources.”
Balenciaga: Store Standards and Operational Practices
“Retail is where our clients truly experience the House, so it is important that our stores reflect our holistic approach to sustainability. Today, Balenciaga has 135 LEED-certified stores worldwide, including 26 at the highest Platinum level. These stores minimize their environmental impact through enhanced energy efficiency, the use of preferred materials, and optimized indoor air quality. We also worked on integrating natural light and improving acoustics to support the well-being of our staff and customers. The biggest challenge is always timing, as it can sometimes be difficult to find local suppliers in each country who are able to both deliver on schedule for store openings and also meet our sustainability requirements. Looking ahead, our ambition is to appoint a Sustainability Ambassador for every store: someone dedicated to sharing best practices, gathering innovative ideas, and fostering a strong sustainability mindset within our local teams.”
Saint Laurent, TextileGenesis
“Traceability is one of the pillars of our sustainable development strategy. We cannot effectively address animal welfare, social, or environmental issues without first identifying every stakeholder in our supply chain and knowing precisely where each material comes from. The digital platform TextileGenesis enables us to oversee our value chain in real time, step by step, using data provided directly by our suppliers: fiber compositions, certifications, countries of origin… All documentation is centralized and systematically verified. We began by focusing on textile fibers, but our long-term ambition is to transform TextileGenesis into a fully integrated 360° platform. This would allow us to support regulatory compliance, strengthen risk management, monitor audits, and share relevant information directly with our clients. Today, other Kering Houses have also adopted it, and luxury brands outside the Group are showing interest. We are very happy that the rest of the industry is following our path.”
Boucheron, No Pack is the New Pack
“Boucheron is known for its creativity and innovation, and our packaging needed to reflect the modernity of our designs as well as the House’s environmental commitments. When we started the project in 2022, Hélène Poulit-Duquesne gave us complete carte blanche with a simple brief : “no pack is the new pack”: we came up with the idea to create a family of seven different-sized boxes that could be reused or recycled, significantly reducing our carbon footprint. The prototyping phase took ages, because we really challenged our suppliers to innovate. We went from using eleven different materials to only two, aluminum with an eco-sourced wool felt interior, and completely eliminated any plastic and glue. The project was even recognized with the Premium & Luxury Innovation Award at the 2026 edition of Paris Packaging Week. Today, each packaging currently contains 20% of recycled aluminum, and we’re working to increase that proportion. We’re still on a journey to do even better: we are now exploring how to extend this approach to our visual merchandising as well.”
