Sparking circular innovation in North Asia
Sparking circular innovation in North Asia
Problem
L’Oréal needed to kickstart a culture of customer-centric innovation that would accelerate their path to net zero, meeting circular packaging commitments.
L’Oréal needed to kickstart a culture of customer-centric innovation that would accelerate their path to net zero, meeting circular packaging commitments.
They sought to step-up company-wide net zero and circular packaging goals, spanning their key markets of Japan, China, and Korea.
Circular solutions were being seeded in smaller countries like Taiwan and Hong Kong, although adapting them to the region had proven difficult. Regional leadership saw this an opportunity to build a new relationship with North Asia’s conscious consumers, positioning the region as a global leader.
As part of the net zero pledge, L’Oréal were targeting carbon reduction across their business model, with a focus in North Asia on shifts in packaging, operations, retail partnerships, and customer behaviour.
Notably, due to COVID-related disruptions, regional sustainability leaders had yet to
meet in person, adding a unique layer to the challenge.
They sought to step-up company-wide net zero and circular packaging goals, spanning their key markets of Japan, China, and Korea.
Circular solutions were being seeded in smaller countries like Taiwan and Hong Kong, although adapting them to the region had proven difficult. Regional leadership saw this an opportunity to build a new relationship with North Asia’s conscious consumers, positioning the region as a global leader.
As part of the net zero pledge, L’Oréal were targeting carbon reduction across their business model, with a focus in North Asia on shifts in packaging, operations, retail partnerships, and customer behaviour.
Notably, due to COVID-related disruptions, regional sustainability leaders had yet to
meet in person, adding a unique layer to the challenge.
Approach
We helped forge a new, confident leadership culture around circularity by breaking down regional barriers and making space for insight-led innovation.
We helped forge a new, confident leadership culture around circularity by breaking down regional barriers and making space for insight-led innovation.
Through a series of workshops with regional leaders, we created a space for open communication and facilitated collaboration on the development of an action plan.
Insights from Fabric’s sustainability research repository were leveraged to ensure participants were across the latest industry trends and measures in the circular economy, which helped inform a shared purpose and concrete next steps.
Through a series of workshops with regional leaders, we created a space for open communication and facilitated collaboration on the development of an action plan.
Insights from Fabric’s sustainability research repository were leveraged to ensure participants were across the latest industry trends and measures in the circular economy, which helped inform a shared purpose and concrete next steps.
Outcomes
The program empowered L’Oréal leadership to drive circular innovation as a cohesive cross-market group, delivering sustainable outcomes for customers.
The program empowered L’Oréal leadership to drive circular innovation as a cohesive cross-market group, delivering sustainable outcomes for customers.
Ideas for specific solutions, strategically selected to propel the organisation toward achievement of shared climate goals, are now being incubated in each North Asian market.
Additionally, a collaborative model for regular solution-sharing workshops has been established in the region, becoming a model within L’Oréal globally.
With sustainability becoming a critical element to attract and retain loyal customers, North Asia leaders are increasingly stepping up as internal and external-facing advocates for this value-creation approach.
Ideas for specific solutions, strategically selected to propel the organisation toward achievement of shared climate goals, are now being incubated in each North Asian market.
Additionally, a collaborative model for regular solution-sharing workshops has been established in the region, becoming a model within L’Oréal globally.
With sustainability becoming a critical element to attract and retain loyal customers, North Asia leaders are increasingly stepping up as internal and external-facing advocates for this value-creation approach.
Our work with L’Oréal has expanded from there, enabling the promotion of sustainability across the organisation by engaging team members at all levels, from leadership to the gemba.
Our work with L’Oréal has expanded from there, enabling the promotion of sustainability across the organisation by engaging team members at all levels, from leadership to the gemba.
SDG Town hall
Planned and facilitated all-staff town hall and follow-up workshops to promote an SDG conscious culture, bringing sustainability goals into core functions such as recruitment, onboarding, and retention.
Planned and facilitated all-staff town hall and follow-up workshops to promote an SDG conscious culture, bringing sustainability goals into core functions such as recruitment, onboarding, and retention.
Circular Economy Trends
Circular Economy Trends
Researched industry circular economy trends in the industry across 5 markets to develop a report informing ongoing business strategy and decision making.
Researched industry circular economy trends in the industry across 5 markets to develop a report informing ongoing business strategy and decision making.
Sustainability Learning Platform
Launch of Sustainability Learning Platform across L’Oréal Japan was informed by insights from our annual Sustainability in Japan report. Communicating findings in this way helped L’Oréal team members understand sustainability in more depth, relating behaviours to their work and daily life.
Launch of Sustainability Learning Platform across L’Oréal Japan was informed by insights from our annual Sustainability in Japan report. Communicating findings in this way helped L’Oréal team members understand sustainability in more depth, relating behaviours to their work and daily life.
Related case studies
Nakame Gallery Street J4
2-45-12 Kami-meguro
Meguro-ku
Tokyo 153-0051
Japan
Nakame Gallery Street J4
2-45-12 Kami-meguro
Meguro-ku
Tokyo 153-0051
Japan
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Nakame Gallery Street J4
2-45-12 Kami-meguro
Meguro-ku
Tokyo 153-0051
Japan