FY2020 ENVIRONMENTAL, 
SOCIAL AND GOVERNANCE 
REPORT

2

SUMMARY
Editorial
 5
I. THE FOUNDATIONS OF OUR GROUP’S RESPONSIBILITY
6
1. An international group
6
2. Stakeholder expectations and sustainable development challenges
10
3. The Group’s ethical commitments 
14
II. OUR GROUP SUSTAINABILITY PRIORITIES
17
1. Protecting and regenerating natural and cultivated biodiversity
18
a. Reducing the impact of our production on water and waste
18
b. Improving formula eco-design
19
c. Promoting the sustainable sourcing and purchasing of key raw materials
20
d. Deploying local programmes to protect and restore biodiversity
22
2. Delivering dramatic changes to mitigate the climate crisis
25
a. Understanding the Group’s carbon footprint and roadmap
26
b. Reducing emissions in logistics and supply chains
28
c. Engaging in the energy transition
30
d. Reducing pollution and waste across the value chain
32
3. Creating opportunities and empowering all people in our communities
37
a. Empowering and supporting our producers and local communities
38
b. Promoting female leadership
40
c. Promoting well-being in the workplace, diversity and inclusion
42
d. Developing and training teams around the world
44
III. MAKING A POSITIVE SOCIETAL IMPACT BEYOND OUR ACTIVITY
47
1. Combatting avoidable blindness
48
2. Fighting against COVID-19
49
Appendices
50
This report aims to:
• Review of our sustainability achievements and challenges in FY2020 (April 1, 2019 – March 31, 2020)
• Comply with regulatory reporting requirements
• Share some of the good practices and initiatives we tested this year 
This report presents:
• Where possible, consolidated indicators for the L’OCCITANE Group
• Whenever it has not been possible to provide consolidated figures, we provided figures for the broadest  
or most relevant scope (the scope is always specified). Many indicators present in particular the results  
for Laboratoires M&L, our French production subsidiary, as well as for L’OCCITANE en Provence and  
Melvita, two brands that account for over 80% of the Group’s net sales.
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4

EDITORIAL
The past year has been the opportunity for the Group 
to consolidate the ambitions of its sustainability 
policy: initially driven by L’OCCITANE en Provence 
and Melvita, the policy is now being rolled out across 
all our brands. We stepped up our efforts in three prio-
rity areas, which respond to today’s major social and 
environmental issues: protecting and restoring natu-
ral and cultivated biodiversity; delivering dramatic 
changes to mitigate the climate crisis; and finally, 
creating opportunities and empowering all people in 
the communities in which we are engaged, with a 
focus on women’s empowerment. We want to conti-
nue to consolidate the Group’s and its brands’ actions 
in these areas, which lie at the core of our responsi-
bility as an international manufacturer and retailer of 
beauty and well-being products.
I am very proud to announce our first objective in this 
respect: contribute to the world’s carbon neutrality by 
achieving Net Zero emissions across the Group by 
2030 and on our two French production sites by 2025. 
Inspired by the Science-Based Targets initiative, our 
first effort remains to avoid and reduce the Group’s 
own emissions, and to achieve greater sobriety throu-
ghout our value chain. By 2020, we are well on track 
to achieving a 30% reduction of our carbon intensity 
from the levels of emissions recorded in 2010. While 
these efforts to avoid and reduce our footprint across 
the supply chain will continue to be our priority, this 
year L’OCCITANE Group will also initiate several car-
bon sequestration projects. We will prioritise nature-
based solutions such as reforestation projects that will 
have to offer the joint benefits of protecting biodiver-
sity, sequestering carbon and improving livelihoods.
SYLVAIN DESJONQUÈRES
L’OCCITANE Group Managing Director
REINOLD GEIGER
L’OCCITANE Group Chairman and Chief Executive Officer
The L’OCCITANE Group has been following a coherent 
path for years, with the unfailing ambition to preserve 
and regenerate biodiversity while also strengthe-
ning relations of trust and fair trade with all our “par-
tner-producers” of natural raw materials. The longe-
vity of our programmes such as RESIST (Resilience, 
Ecology, Strengthening, Independence, Structure, 
Training) in Burkina Faso and the launch of new ini-
tiatives such as the agroecology collective testify to 
our past and present commitment to “biosystems”, or 
virtuous ecosystems that are at once human-centred 
and rooted in nature.
Natural, human, local: these are the three watch-
words that inspire and guide our daily work. Our 
Group now has a decades-long history, and it owes its 
resilience to a unique balance of bio-inspiration, open 
innovation and agile partnerships focused on the cir-
cular economy and inventing virtuous ways of wor-
king. This has proven an essential asset in this event-
ful year. The Group’s collaborators and partners were 
able to adapt with agility to get through the health and 
economic crisis caused by COVID-19 and reinvent 
themselves. As for our teams, this resilience is based 
on the Group’s core values: entrepreneurship, team 
spirit, leading by example and authenticity, meaning 
to be ready to listen and showing consideration for 
others in order to move forward together.
The wish to empower all employees this year was 
materialised by the roll-out of a parental leave pro-
gramme that has no precedent in the cosmetics 
industry due to its international reach and ambition, in 
line with best practicemodels, to promote health and 
well-being through equal opportunities and empower 
all employees and their families.
Many challenges lie ahead from an economic, social and 
ecological standpoint, and we believe that the Group’s 
commitments, actions and objectives, which you will 
discover in this report, will help us better meet them.
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The L’OCCITANE Group is an international company 
with presence in nearly 90 countries that manufactures 
and retails beauty and well-being products that are rich 
in natural and organic ingredients. The Group is cur-
rently developing six brands around the world: 
•	 L’OCCITANE en Provence offers fragrances as 
well as skincare, body care and haircare pro-
ducts containing natural ingredients and elabo-
rated according to the principles of phytotherapy 
and aromatherapy, the majority of which are pro-
duced in the South of France. 
•	 Melvita provides 100% organic cosmetics that 
have received the Cosmebio® organic label and 
have been certified by Ecocert. 
•	 L’OCCITANE au Brésil offers fragrances, haircare 
and body care products that celebrate Brazil’s 
natural and cultural wealth. 
•	 Erborian develops hybrid products that bridge 
the gap between skincare and make-up, inspired 
by traditional Korean pharmacopoeia and pro-
duct formulation technology.
•	 LimeLife, a US cosmetic and make-up brand, 
sells products through its website and Beauty 
Guides. 
•	 ELEMIS is a premium skincare brand whose cos-
metics associate cutting-edge technologies with 
powerful natural ingredients.
 
The Group’s activities break down  
as follows: 
• Sell-out:  sales of the Group products directly to end 
users, mainly through its own network of stores and/or 
the brand’s e-commerce websites.
• Sell-in: sales of products via intermediaries, inclu-
ding selective multi-brands beauty stores, hotels, air-
port stores, TV shopping channels or businesses 
who purchase the products as gifts for their clients or 
employees.
1. An international group
1976     
L’OCCITANE 
  en Provence 
is founded by 
Olivier Baussan
1997     
Reinold Geiger 
acquires the 
company, 
creates the 
L’OCCITANE 
Group and 
launches an 
internationa-
lisation strategy
2008     
Melvita 
joins the 
Group
2010     
The Group is 
listed on the 
Hong Kong 
Stock 
Exchange 
(HKSE) to 
support its 
growth
2012     
Erborian 
joins the 
Group
69 %
31 %
■ Sell-out ■ Sell-in
Sales breakdown by distribution channel 
in FY 2020 
69 %
31 %
■ Sell-out ■ Sell-in
Sales breakdown by distribution channel 
in FY 2020 
5 %
10 %
79 %
6 %
■ L'OCCITANE en Provence
■ ELEMIS
■ LimeLife
■ Other brands
Sales breakdown by brand in FY 2020
5 %
10 %
79 %
6 %
■ L'OCCITANE en Provence
■ ELEMIS
■ LimeLife
■ Other brands
Sales breakdown by brand in FY 2020
6

The Group manufactures the vast majority of its 
own products: Group subsidiary Laboratoires M&L, 
which operates two production facilities in Manosque 
and Lagorce (France), handles the manufacturing 
of products for brands L’OCCITANE en Provence 
and Melvita (with the exception of a few outsour-
ced products1). A third facility in Brazil, which ope-
ned its doors in June 2019, manufactures products 
for the brand L’OCCITANE au Brésil, as well as some 
L’OCCITANE en Provence products for the Brazilian 
market. Erborian, ELEMIS and LimeLife products are 
outsourced. The Group also has its own network of 
stores, while LimeLife products are sold directly or 
online through Beauty Guides.
2013     
Group turnover 
exceeds 
1 billion Euros
L’OCCITANE 
au Brésil 
is created
2016     
L’OCCITANE 
celebrates 
40 years
2018     
LimeLife 
by Alcone 
becomes a 
fully 
integrated 
Group brand
2019     
ELEMIS 
joins the 
Group
2020     
Duolab, an 
innovative 
start-up is 
launched
KEY FIGURES
•	6 brands in 90 countries 
•	€1,644.1 million in consolidated revenue   
•	12.8% growth at constant rates 
•	41.8% growth in online sales  
•	1,608 stores owned by the Group  
•	9,347 staff (FTE)
KEY FIGURES
•	6 brands in 90 countries 
•	€1,644.1 million in consolidated revenue   
•	12.8% growth at constant rates 
•	41.8% growth in online sales  
•	1,608 stores owned by the Group  
•	9,347 staff (FTE)
Duolab is an innovative start-up launched by the L’OCCITANE Group in 2020 
that has developed a bespoke skincare solution. With a concept based on freshly 
prepared, preservatives free, ultra-natural formulas to meet the skin’s changing 
needs, Duolab is positioned at the cutting edge of the cosmetic industry. 
1 For example, make-up and sprays.
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Other 
geographic areas
22%
Brazil
3%
United States
18%
United Kingdom
10%
* Net sales (%) by geographic area
France
6%
Japan 
14%
China 
12%
Hong Kong 
8%
Russia 
4%
Taiwan 
3%
Africa
1%
Asia Pacific
37%
Europe
41%
South America
10%
North America
11%
% of headcount by geographic region
OUR ACTIVITY WORLDWIDE
OUR EMPLOYEES
8

Africa & Middle East
2%
Asia Pacific
11%
Europe
60%
South America
20%
North America
7%
% of direct suppliers by geographic region
Other 
geographic areas
510
Brazil
199
United States
172
United Kingdom
72
* 3,386 retail locations and
1,608 stores operated directly by the Group
France
87
Japan 
163
China 
203
Hong Kong 
35
Russia 
112
Taiwan 
55
 Luxembourg: head office
 Geneva: headquarters
 Hong Kong: stock exchange listing
 Production facilities:  
Manosque and Lagorce (France), Brazil
 Luxembourg: head office
 Geneva: headquarters
 Hong Kong: stock exchange listing
 Production facilities:  
Manosque and Lagorce (France), Brazil
OUR STORES WORLDWIDE
OUR DIRECT SUPPLIERS
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We broke down these three main priorities into a first set of medium-term objectives, the first of which is to achieve 
“Net Zero Carbon” by 2030 (Net Zero emissions). Throughout 2020, we will continue to define our key objectives and 
our roadmap in order to apply them across our brands and throughout their respective value chains. These priorities 
and associated objectives bring an ambitious complement to our core ethical commitments, which are essential to 
us as a player in the cosmetics industry, and which we have consolidated over the past years.
Besides the definition of new priorities and objectives, the governance of sustainability issues in the L’OCCITANE Group 
has been becoming more structured over the years: this reflects the strategic role played by these issues for our Group’s 
development. As the Group’s  Sustainability Officer, I am sitting at the Executive Committee. A Sustainability Committee 
will soon be introduced, as part of our new procedure for the review of our 3-year CSR plan. This will materialise our 
aspiration to closely monitor and constantly improve the L’OCCITANE Group’s sustainability performance.
2. Stakeholder expectations  
and sustainable development challenges
Statement by Adrien Geiger, Group Sustainability 
Officer and Global Brand Director of L’OCCITANE en 
Provence.
This year, we have set ourselves the objective of being 
B CORP certified by the end of 2022 or in 2023 at the 
latest. This ambitious label will help us introduce a 
dynamic of progress to reach our objectives and deploy 
our CSR strategy across all of the Group’s entities and 
regions. We believe that this challenge is in line with 
our ambitions: delivering beauty and well-being brands 
that are rich in natural and organic ingredients, with the 
mission of regenerating nature and its diversity, as well 
as developing a sustainable biosystem that integrates 
ecosystems and communities.  
In 2019, we carried out a new materiality analysis (see Appendix 4 for more details) to update our objectives and iden-
tify areas of improvement. Following the analysis of these findings and the review of the Group’s performance against 
these priority areas by the Executive Committee and Board, we decided to place the emphasis on three high-priority 
areas by setting ourselves more ambitious objectives. As a Group that relies on natural resources and on commu-
nities’ wealth of know-hows for the processing of these resources, our key priorities are:
1. Protecting and regenerating biodiversity,  
both natural and cultivated,  
within and outside our value chain;
2. Delivering dramatic changes to mitigate  
the climate crisis and anticipate its impacts  
on our activities;
3. Creating opportunities and empowering all people  
in the communities in which we are engaged,  
with a focus on women’s empowerment.
10

GROUP BOARD
Participation of the Chief Sustainability Officer 
1-2 presentations per year (materiality, KPIs and key projects) 
Currently in development: a Sustainability Committee including 
operational representatives and external administrators to 
inform and challenge the 3-year Sustainability Plan.
OPERATIONAL
Sustainable Development team working across 5 sites  
(Geneva, Paris, Manosque, Lagorce, Burkina Faso)
Presence of sustainable development experts in most key central teams (packaging, R&D, sourcing... )
Currently in development: Sustainable Development contact persons in distribution teams and other key central teams.
EXECUTIVE COMMITTEE
Participation of the Chief Sustainability Officer 
3-4 presentations per year (materiality, KPIs and key projects)
Currently in development: a Sustainability Operational Board including several members 
of the Executive Committee and brand representatives to provide advice, support project 
delivery and help reach objectives.
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BRAND COMMITMENTS  
Beyond these three key priorities, the L’OCCITANE 
Group also encourages its individual brands to set their 
own ambitious commitments and objectives in favour 
of the causes they wish to support.
In particular, all brands are committed to finding solu-
tions to tackle plastic pollution and have set them-
selves ambitious objectives for the integration of 
recycled plastics, the phasing out of single-use plastics 
and the reduction of packaging weight. 
L’OCCITANE en Provence and Melvita have finalised 
their respective commitments and are currently focu-
sing on innovation projects to reach their objectives. 
ELEMIS is finalising the definition of its commitments, 
which will be deployed by the end of 2020. The Group’s 
other brands are encouraged to formalise these com-
mitments by the end of this year.
For example, L’OCCITANE en Provence reviewed its priority objectives in 2018. Since then, the brand made good 
progress across all indicators and is well on its way to reaching the two objectives that had been set by 2020 (Caring 
for Sight and Empowering Women).
Plant species and varieties protected and promoted
Fair-trade certification for all iconic ingredients producers
Recycled plastic in bottles
Recycling service in owned-store
Artisanal Savoir-faire” supported
Women supported in Burkina Faso with the Foundation
Beneficiaries of eye care
950
1000
by 2020
by 2025
8
100%
20
33 000
10 M
1
9 109 493
31 427
12
32
47
12

Melvita has defined three priority commitments, to which specific objectives have been atta-
ched, to be reached by 2022 and 2025.
MELVITA PURPOSE
Together, let’s reveal the organic beauty goodness to enrich people and nature 
To enrich people and nature we:
MELVITA PURPOSE
Together, let’s reveal the organic beauty goodness to enrich people and nature 
To enrich people and nature we:
- Highly natural products: 
90% of our products have a 
naturalness percentage 
equal to or greater than 99%
- No sensitive ingredients: 
parabens, phenoxyethanol, 
palm oil, aluminium salts and 
colorants, etc.
Towards deciphered INCI 
list:
demonstrate transparency by
providing on our website our
customers with a clear and
simple translation of each
ingredient on the INCI list.
- Achieve 100% positive 
scores on consumer apps 
like Yuka (the most used) 
to reassure our customers.
- Towards 100%
biodegradable 
rince-off products.
2020
2022
2025
- Use of recycled plastic: 
47% our bottles.
- Recycled glass: 31% in our 
vegetal oils.
- A virtuous approach: FSC 
pack coming from
sustainably managed forest,
no insert & no overpacking.
- Towards 55% of recycled 
plastic in our bottles.
- Towards a global eco-
design approach.
- Towards 100% of recycled 
plastic in our bottles.
- Towards 50% of recycled 
plastic in our tubes.
2020
2022
2025
- Over the past ten years, 
1,150 beehives have been 
set up in France and abroad.
- 82 projects to preserve 
biodiversity, promote beekee-
ping and safeguard bees 
have been supported for ten 
years.
Towards new indicators
measure:
- The share of our ingredients 
traced and kind to bees
- The organic crop surface 
area represented by Melvita 
organic ingredients. 
Towards even more 
beehives:
- Achieve 1,500 beehives set 
up as part of a humanist and
agroecological approach.
- All our installation projects 
are accompanied by training 
and awareness-raising 
actions.
2020
2022
2025
EXCEL IN CLEAN BEAUTY
Nature & skin need the cleanest formulas
PRESERVE BIODIVERSITY
Nature needs bees to survive
REDUCE WASTE
Nature needs eco-friendly packaging
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Throughout its development, the L’OCCITANE Group 
has committed to operating according to the principles 
of ethical and corporate responsibility. Diverse policies, 
initiatives and actions have been deployed in the past 
to continually consolidate these core commitments. 
These ethical commitments are detailed in our Group 
Corporate Responsibility Policy and our Purchasing 
Code of Ethics.  
After a steady decrease in the frequency and severity 
rates of accidents over the last years, these rates now 
appear to be reaching a plateau in our factories and 
even to be increasing. To reach the objective of 0 acci-
dent, Laboratoires M&L started a new development 
project called Security Culture.
2009     
Group 
Ethical 
Charter
2011     
Laboratoires 
M&L signs up 
to the UN's 
Global 
Compact
2012    
ISO 140001 
certification of 
French stores 
and one 
French factory
2013-14     
L'OCCITANE 
en Provence 
becomes 
a member of 
the UN 
Business Call 
to Action
2015     
ISO 14001 
certification 
of second 
factory in 
France
2015     
LimeLife joins 
the Leaping 
Bunny 
programme, a 
gold-standard 
in cruelty-free 
certification
3. The Group’s ethical commitments
KEY FIGURES, FY 2020
•	0 legal case regarding corrupt practices
•	0 recall of commercialised product2
•	4,31% accident frequency rate in our French 
factories (6 accidents) compared to 2,11%  
last year (3 accidents).
•	100% of procurement staff received training 
on responsible purchasing and signed the 
Purchasing Code of Ethics
•	87% of direct purchase expenditure covered 
by a detailed CSR evaluation
KEY FIGURES, FY 2020
•	0 legal case regarding corrupt practices
•	0 recall of commercialised product2
•	4,31% accident frequency rate in our French 
factories (6 accidents) compared to 2,11%  
last year (3 accidents).
•	100% of procurement staff received training 
on responsible purchasing and signed the 
Purchasing Code of Ethics
•	87% of direct purchase expenditure covered 
by a detailed CSR evaluation
14

HEALTH, SAFETY AND CONSUMER TRANSPARENCY
Consumers are increasingly concerned with the contents and quality of the products they purchase. They 
expect total transparency from brands about the products’ formulas, the ingredients and the processes. The 
L’OCCITANE Group has always regarded consumer safety as a priority: 100% of its formulas are thoroughly 
tested (on average 30 to 40 tests per product).
Driven by their ambition to constantly improve themselves, the Group’s brands have all developed individual 
transparency commitments. For instance, in 2019, L’OCCITANE en Provence published online its own formu-
lation charter that goes beyond regulatory compliance. Melvita has also published its principles of formulation 
and the requirements it complies with as a signatory of the Cosmebio® Charter. The Erborian website lists all 
the ingredients that are banned from the brand’s formulas, and has added simplified lists of ingredients (INCI 
lists) on its new product pages to make them more accessible and transparent for consumers.
HEALTH, SAFETY AND CONSUMER TRANSPARENCY
Consumers are increasingly concerned with the contents and quality of the products they purchase. They 
expect total transparency from brands about the products’ formulas, the ingredients and the processes. The 
L’OCCITANE Group has always regarded consumer safety as a priority: 100% of its formulas are thoroughly 
tested (on average 30 to 40 tests per product).
Driven by their ambition to constantly improve themselves, the Group’s brands have all developed individual 
transparency commitments. For instance, in 2019, L’OCCITANE en Provence published online its own formu-
lation charter that goes beyond regulatory compliance. Melvita has also published its principles of formulation 
and the requirements it complies with as a signatory of the Cosmebio® Charter. The Erborian website lists all 
the ingredients that are banned from the brand’s formulas, and has added simplified lists of ingredients (INCI 
lists) on its new product pages to make them more accessible and transparent for consumers.
2017     
Group 
Corporate 
Responsibility 
Policy
2018     
Creation 
of the 
Group's 
Responsible 
Purchasing 
position
2019     
Publication 
of the 
Formulation 
Charter and
Ingredient 
FAQ
2019     
Dedicated 
Code 
of Ethics 
for the 
Purchasing 
teams
2019     
Roll-out 
of GDPR
2020     
Business 
Call To Action  
- Business 
     for Nature 
2 Recall: the act of preventing after distribution, consumption or use of a product by the consumer and/or informing him of the danger he may run if 
he has already used/consumed the product.
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16

II. OUR GROUP SUSTAINABILITY PRIORITIES
1. Preserving and regenerating natural and cultivated biodiversity
18
L’OCCITANE Group’s beauty and well-being products draw inspiration from 
the benefits of nature: we know how essential it is to respect it and to sup-
port the regeneration of its biodiversity. Our resilience is closely linked to 
nature’s resilience: this is why for over twenty years, we have been engaged 
in actions to preserve and restore it and are striving to achieve a positive 
impact. 
a. Reducing the impact of our production on water and waste
18
b. Improving formula eco-design
19
c.  Promoting the sustainable sourcing and procurement 
of key raw materials
20
d. Deploying local programs to preserve and restore biodiversity
22
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The Group’s first responsibility as an industrial player 
is to put all its efforts into ensuring that its direct acti-
vities, such as production facilities, have no negative 
impact on the ecosystem. We monitor the quantity 
of resources consumed and the quality of wastewa-
ters discharged by the Group’s production facilities. In 
terms of wastewaters, the Laboratoires M&L facilities 
located in France in Manosque and Lagorce are com-
pliant with current regulations (see Appendix 3 for more 
detail).
Water is a key ingredient in many of the formulas of the 
beauty products produced for the Group’s brands, and 
an essential resource for our production processes. 
In terms of water footprint, the Lagorce industrial site 
is monitored particularly closely due to its geogra-
phic location close to a Natura 2000-listed, high hydric 
stress area. The Group’s ambition is now to engage 
in a global transformation of its industrial assets, and 
to take even more dramatic action to reduce its water 
consumption by introducing a dry factory project. By 
2025, the Group aims to implement a circular model 
across its French factories by recycling 100% of the 
water used for industrial processes.  
Finally, Laboratoires M&L achieved its “Zero Landfill” 
target in 2018 and since that year, it has reduced its 
waste intensity by 4,4%.
1. Protecting and regenerating natural and cultivated biodiversity
a. Reducing the impact of our production on water and waste
MANUFACTURING OBJECTIVES
•	-7% water consumption per ton produced by 
2020 
•	2 “dry” factories in France by 2025
MANUFACTURING OBJECTIVES
•	-7% water consumption per ton produced by 
2020 
•	2 “dry” factories in France by 2025
MANUFACTURING  
ACHIEVEMENTS FY 2020
•	-8,1% water consumption per ton produced
•	Zero landfill since 2018 
•	67% recycled waste, 33% incinerated
MANUFACTURING  
ACHIEVEMENTS FY 2020
•	-8,1% water consumption per ton produced
•	Zero landfill since 2018 
•	67% recycled waste, 33% incinerated
0,150
0,148
0,165
0,052
0,047
0,039
2019
■ Non-hazardous waste   ■ Hazardous waste
2020
2018
Intensity of hazardous and non-hazardous 
waste generation by Laboratoires M&L 
(in tons per ton produced)
0,150
0,148
0,165
0,052
0,047
0,039
2019
■ Non-hazardous waste   ■ Hazardous waste
2020
2018
Intensity of hazardous and non-hazardous 
waste generation by Laboratoires M&L 
(in tons per ton produced)
18

As a company that manufactures and retails beauty and well-being products, one of the Group’s key responsibilities 
is to ensure the safety of its formulas, but also to monitor its products’ environmental impact at every step of their use 
and end of life. The Group is therefore striving to reduce the impact of rinse-off formulas on water and to improve the 
environmental impact of all formulas.
In 2020, after the publication of its Formulation Charter 
that already goes a step beyond regulatory compliance, 
L’OCCITANE en Provence launched a Clean Charter 
setting out even more stringent requirements to guide 
the brand’s innovations. The Charter is the outcome of 
a wide consultation with the Group’s employees and an 
international panel of consumers to capture their vision 
of “Clean Beauty”. To comply with this Charter, a for-
mula needs to meet at least one of the following criteria: 
•	 95% ingredients of natural origin for leave-on 
formulas
•	 95% biodegradability for rinse-off formulas 
In addition, formulas may not contain more than one 
ingredient listed as “orange” in the Formulation Charter 
(i.e. restricted ingredients).  
This Clean Charter is currently being rolled out for 
L’OCCITANE en Provence, impacting 79% of the 
Group’s product sales, and our ambition would be to 
roll it out to all our brands as part of a process of conti-
nuous improvement. For this purpose, the Group has 
set up monitoring milestones for all its brands by 2025: 
•	 Monitoring the percentage of biodegradable 
ingredients and silicone across all rinse-off 
formulas
•	 Monitoring the share of natural ingredients 
across all leave-on formulas.
b. Improving formula eco-design
BRANDS’ OBJECTIVES
Reducing environmental impact of rinse-off 
formulas
•	95% easily biodegradable ingredients in 90% 
rinse-off formulas by 2025 for L’OCCITANE en 
Provence and Melvita
•	Identify % of easily biodegradable ingredients 
for rinse-off formulas across other Group 
brands within 2 years
•	100% silicone free rinse-off formulas by 2022 
for L’OCCITANE en Provence
Improving our formulas’ natural content and 
environmental impact
•	Increase % of L’OCCITANE en Provence 
products in compliance with the Clean Charter 
BRANDS’ OBJECTIVES
Reducing environmental impact of rinse-off 
formulas
•	95% easily biodegradable ingredients in 90% 
rinse-off formulas by 2025 for L’OCCITANE en 
Provence and Melvita
•	Identify % of easily biodegradable ingredients 
for rinse-off formulas across other Group 
brands within 2 years
•	100% silicone free rinse-off formulas by 2022 
for L’OCCITANE en Provence
Improving our formulas’ natural content and 
environmental impact
•	Increase % of L’OCCITANE en Provence 
products in compliance with the Clean Charter 
BRANDS’ ACHIEVEMENTS FY 2020
Reducing environmental impact of rinse-off 
formulas
•	80% easily biodegradable ingredients  
in rinse-off formulas by L’OCCITANE  
en Provence and 62% by Melvita
•	93% silicone-free rinse-off formulas  
by L’OCCITANE en Provence and 100%  
by Melvita (Cosmebio® Charter).
Improving formulas’ environmental impact
•	28% of L’OCCITANE en Provence active 
formulas compliant with the Clean Charter
•	100% Melvita formulas are Cosmebio® 
labelled
BRANDS’ ACHIEVEMENTS FY 2020
Reducing environmental impact of rinse-off 
formulas
•	80% easily biodegradable ingredients  
in rinse-off formulas by L’OCCITANE  
en Provence and 62% by Melvita
•	93% silicone-free rinse-off formulas  
by L’OCCITANE en Provence and 100%  
by Melvita (Cosmebio® Charter).
Improving formulas’ environmental impact
•	28% of L’OCCITANE en Provence active 
formulas compliant with the Clean Charter
•	100% Melvita formulas are Cosmebio® 
labelled
2008     
First 
Formulation 
Charter
2013     
Creation 
of the 
Nature 
Lab
2015     
ISO 14001 certification 
for formula development 
and packaging Ecodesign scoring 
system for L'OCCITANE en 
Provence and Melvita formulas
2018     
Implemen-
tation of 
the new 
ISO 16128 
standard
2020     
Implementation 
of the Clean 
Charter
19
ESG  
Report

Half of our planet’s species are at threat of disappearing by 2050 if no action is taken. Respecting biodiversity and 
acquiring supplies in a responsible manner are key strategic issues for the Group.
The Group has identified its Key Raw Materials (KRM) and monitors them particularly closely, as they form the main 
active ingredients of L’OCCITANE en Provence and Melvita  product ranges. These natural raw materials, which are 
at the very core of our Group’s innovations, are threatened by today’s most concerning issue: the global and massive 
collapse of biodiversity.
The Group’s strategic supply chains  
•	 For key raw materials classified as sensitive 
that require more in-depth monitoring (rare 
plants and plants with tense supply chains), the 
Group ensures end-to-end traceability and enters 
agreements with producers setting purchase 
volumes prior to the harvest. Specific requi-
rements may be defined with producers as to  
farming and processing methods, or the ingre-
dient-specific quality criteria (for example for 
myrtle and peonies). 
•	 For key raw materials that require a long-term 
commitment (iconic ingredients of the Group’s 
product ranges), multi-year partnerships are 
agreed with producers to specify volumes and 
purchase prices in advance. Down-payments and 
zero-interest loans can also be made available to 
producers (for example: Protected Denomination 
of Origin fine lavender from Haute-Provence, 
organic immortelle from Corsica or Fair Trade 
organic shea butter from Burkina Faso).
1977 
First manual 
harvest of 
sustainably 
cultivated 
plants for 
L'OCCITANE 
en Provence
1980 
Olivier 
Baussan 
meets shea 
butter 
producers 
in Burkina 
Faso 
2001
Laboratoires 
M&L launches 
its organic 
immortelle 
farming 
programme 
with 
Corsican 
producers
2008 
Creation of 
the Sustai-
nable Sourcing 
department: 
managing 
iconic ingre-
dient supply 
and producer 
relations
2011
Laboratoires 
M&L joins 
RSPO for 
sustainable 
palm oil 
2012
L’OCCITANE 
en Provence 
launches 
endowment 
fund for the 
protection of 
lavender in 
Provence
Melvita and  
L’OCCITANE en Provence:  
developing sustainable supply 
chains
•	117 raw materials monitored by the 
“Biodiversity and Sustainable Sourcing” 
department  
•	202 partner farmers including 186 family-
owned farms 
•	17,340 pickers (for shea nuts or meadowsweet 
flowers for example)
•	We currently work with 44 sustainable supply 
chains, monitored directly on production sites 
through regular field visits (about 200 per year) 
and 4 audited supply chains3 according to a 
Sustainable sourcing charter. 
•	In terms of traceability, 133 raw materials 
are tracked back to their country of origin. 
•	For their key raw materials, both brands 
promote organic certified farming, using 
methods that respect ecosystems. Out of 
653 ha cultivated by our partner producers and 
1,157 ha of picking land: 100% of picking land 
is organic and 77% of cultivated land is organic 
– or a global average of 98% of organic land 
in our supply chains. In addition, 88% of 
land is bee-friendly.
Melvita and  
L’OCCITANE en Provence:  
developing sustainable supply 
chains
•	117 raw materials monitored by the 
“Biodiversity and Sustainable Sourcing” 
department  
•	202 partner farmers including 186 family-
owned farms 
•	17,340 pickers (for shea nuts or meadowsweet 
flowers for example)
•	We currently work with 44 sustainable supply 
chains, monitored directly on production sites 
through regular field visits (about 200 per year) 
and 4 audited supply chains3 according to a 
Sustainable sourcing charter. 
•	In terms of traceability, 133 raw materials 
are tracked back to their country of origin. 
•	For their key raw materials, both brands 
promote organic certified farming, using 
methods that respect ecosystems. Out of 
653 ha cultivated by our partner producers and 
1,157 ha of picking land: 100% of picking land 
is organic and 77% of cultivated land is organic 
– or a global average of 98% of organic land 
in our supply chains. In addition, 88% of 
land is bee-friendly.
3 Cucumber, Fig, Pomelo, Melon.
4 Laboratoires M&L does not directly purchase or use raw palm oil in 
any of its formulas. However, certain products such as soap flakes 
and some derivative products may contain palm oil. Palm oil can 
be fractioned during its extraction to create palm oil derivatives that 
come in solid or liquid form.
5 Roundtable on Sustainable Palm Oil.
c. Promoting the sustainable sourcing and purchasing of key raw materials
20

2015
Laboratoire 
M&L launches 
"Sustainable 
Communities": 
promoting sustai-
nable supply chains 
for 50 plants, wor-
king directly with  
local producers
2016
Biodiversity 
diagnosis with 
IUCN
evaluating the 
Group's 
impacts
2017
Laboratoires 
M&L partners 
with the Union 
for Ethical 
Biotrade 
(UEBT) for the 
implementation 
of the Nagoya 
Protocol
2018    
Launch of the 
RESIST 
programme 
for shea 
production in 
Burkina Faso
2019
Group joins 
the ASD 
(Action for 
Sustainable 
Derivatives)
 for sustai-
nable palm oil
BRANDS’ OBJECTIVES
L’OCCITANE en Provence and Melvita
•	Trace back all the plant ingredients 
entering in the composition of raw 
materials to their country of origin for  
90% of volumes by 2025
•	100% of palm oil contained in raw 
materials we purchase to have achieved 
RSPO-certification by 2020
•	Reduce the use of palm oil in raw 
materials by 25% between 2016 and 
2025
BRANDS’ OBJECTIVES
L’OCCITANE en Provence and Melvita
•	Trace back all the plant ingredients 
entering in the composition of raw 
materials to their country of origin for  
90% of volumes by 2025
•	100% of palm oil contained in raw 
materials we purchase to have achieved 
RSPO-certification by 2020
•	Reduce the use of palm oil in raw 
materials by 25% between 2016 and 
2025
BRANDS’ ACHIEVEMENTS FY 2020
L’OCCITANE en Provence and Melvita 
•	For 20% of the volume of raw materials, we have 
traced the origin of all plants back to the country of 
origin and for 10% to the field of origin
•	99% of palm oil contained in raw materials we 
purchase is RSPO-certified
•	-23% use of palm oil in raw materials; 50% of 
L’OCCITANE en Provence soaps are now palm 
oil-free
•	98% of land producing Key Raw Materials monitored 
by the Biodiversity and Sustainable Sourcing 
department is picked and cultivated using organic 
methods
BRANDS’ ACHIEVEMENTS FY 2020
L’OCCITANE en Provence and Melvita 
•	For 20% of the volume of raw materials, we have 
traced the origin of all plants back to the country of 
origin and for 10% to the field of origin
•	99% of palm oil contained in raw materials we 
purchase is RSPO-certified
•	-23% use of palm oil in raw materials; 50% of 
L’OCCITANE en Provence soaps are now palm 
oil-free
•	98% of land producing Key Raw Materials monitored 
by the Biodiversity and Sustainable Sourcing 
department is picked and cultivated using organic 
methods
The key  stage in preserving biodiversity is knowing the ingredients’ origins – in particular in the case of complex 
active ingredients that can be part of long value chains. In order to ensure the safety of these strategic supplies and 
to control their quality and impact on biodiversity (in particular in terms of farming methods), the Group set itself a 
traceability plan: its objective is to trace all plant ingredients entering in the composition of 90% of the volume of 
raw materials purchased for the brands Melvita and L’OCCITANE en Provence back to their country of origin. This 
is a very ambitious objective, as it does not only target 100% natural raw materials but seeks to trace back all ingre-
dients for each raw material. This will allow the company to assess any threat their production may pose to biodiver-
sity, and to take action where the risk is highest. Laboratoires M&L currently knows the geographic origin of plants for 
133 of the raw materials purchased directly for the brands L’OCCITANE en Provence and Melvita. In coming years, 
the Group aims to monitor and increase the percentage of traced ingredients, across all brands and ingredients. It 
will also draw out an inventory for all of the Group’s other brands by 2022.
L’OCCITANE en Provence and Melvita do not purchase palm oil directly from producers but use raw materials 
that are derived from palm oil4. Laboratoires M&L is committed to making its supply fully sustainable with a 100% 
RSPO5-certified supply chain by 2020, while also reducing the consumption of palm oil in its formulas for the brands 
L’OCCITANE en Provence, Melvita and Erborian by 25% by 2025. Laboratoires M&L also supports sustainable sup-
ply chains for palm oil derivatives in cosmetics: in 2019, the subsidiary joined the Action for Sustainable Derivatives 
consortium. This consortium’s aims include improving the sector’s transparency and supporting projects in produc-
tion areas. This first year of work enabled L’OCCITANE to trace 82% of its supply back to the oil mill where they 
may have been produced.
21
ESG  
Report

Biodiversity is at threat, with potentially severe ecological, social and econo-
mic consequences. To protect biodiversity on the territories where the Group 
is engaged, the company wants to develop regenerative approaches.
2011
Melvita 
supports 
safeguarding 
programmes 
for bees
2012
Creation of 
the Endow-
ment Fund 
for the 
Protection 
of Lavender 
in Provence
2016
Funding of 
the IUCN 
Red List of 
Mediter-
ranean 
ecosystems
2016
Launch of the 
RESIST 
programme in 
Burkina Faso
2017
First 
signing of 
Act for 
Nature
2017 
Garden of 
Manosque 
factory 
receives 
LPO bird 
sanctuary 
certification
BRANDS’ OBJECTIVES  
•	Contributing to protecting and promoting 1,000 plant species and 
varieties by 2025 for L’OCCITANE en Provence
•	Contributing to replanting 900,000 almond trees through membership 
of France Amande, the first interprofessional almond federation   
•	Setting up 1,000 beehives by 2020 and 1,500 by 2025 for Melvita
BRANDS’ OBJECTIVES  
•	Contributing to protecting and promoting 1,000 plant species and 
varieties by 2025 for L’OCCITANE en Provence
•	Contributing to replanting 900,000 almond trees through membership 
of France Amande, the first interprofessional almond federation   
•	Setting up 1,000 beehives by 2020 and 1,500 by 2025 for Melvita
BRANDS ACHIEVEMENTS  FY 2020
•	950 plant varieties in total protected and promoted since  
the beginning of the actions of L’OCCITANE Foundation  
and the Sustainable Sourcing team, including 209 this year
•	23,619 trees in total planted through the actions of  
L’OCCITANE Foundation since the launch of the Foundation, 
including 16,513 this year
•	€414,000 allocated via L’OCCITANE Foundation and Melvita  
to support biodiversity projects
•	5,600 almond trees planted in Provence for employees  
over 2 years
•	244 beehives set up in 2019 and 1,151 since 2010
BRANDS ACHIEVEMENTS  FY 2020
•	950 plant varieties in total protected and promoted since  
the beginning of the actions of L’OCCITANE Foundation  
and the Sustainable Sourcing team, including 209 this year
•	23,619 trees in total planted through the actions of  
L’OCCITANE Foundation since the launch of the Foundation, 
including 16,513 this year
•	€414,000 allocated via L’OCCITANE Foundation and Melvita  
to support biodiversity projects
•	5,600 almond trees planted in Provence for employees  
over 2 years
•	244 beehives set up in 2019 and 1,151 since 2010
d. Deploying local programmes to protect  
and restore biodiversity
22

As a pioneer of this approach, the Group continues to set itself objectives to 
restore local natural heritage and deliver associated projects. In 2020, the 
Group confirmed its commitment to supporting agroecology6 through a 
range of initiatives. 
The Group has co-created an Agroecology Collective with its partner- 
producers, with the objective of working WITH nature7. This collective aims 
to create beneficial ecosystems in and around fields, by experimenting 
with and amplifying the benefits generated by these ecosystems, to rege-
nerate biodiversity and natural resources. These projects use very diverse 
methods: plant cover, agroforestry, mulching, creation of natural habitats for 
birds and insects... This allows our producers to use fewer or no pesticides 
and fertilisers, and less water. This new collective is now bringing together 
15 of our partner family farms. 
In 2019, to be part of a collective movement, the Group also joined the  
20 partners of the One Planet Business for Biodiversity (OP2B) coalition. 
This coalition brings businesses together around three ambitions:   
•	 scaling up regenerative agricultural practices to protect soils; 
•	 boosting product diversification; 
•	 deploying strategies to protect endangered biodiversity-rich ecosystems.
Finally, in early 2020, the Group created a fund for the restoration of eco-
systems that have been heavily damaged by natural disasters. Created to 
preserve biodiversity for future generations, the L’OCCITANE fund aims to 
respond punctually to climate emergencies. This fund will be fed by volun-
tary donations from L’OCCITANE shareholders. 
After the wildfires in Australia and Brazil in 2019 and 2020, €400,000 of 
private funds will be channelled towards restoration projects in these two 
countries.
2018 
Founding 
member of 
France Amande, 
first inter-profes-
sional federation 
for almond trees 
in France 
2019 
Support to the "Vergers 
d'Avenir" programme led by 
the Shared Mediterranean 
Conservatory, preserving rare, 
ancient or endangered varieties.
Launch of "Vergers de 
L'OCCITANE" programme, 
planting almond trees 
for employees
2018
Laboratoires 
M&L - Sustai-
nable picking 
charter signed 
by all suppliers 
using wild 
plants 
2019 
The Group 
joins One 
Planet 
Business for 
Biodiversity 
(OP2B)
2020
Launch of 
agroecology 
collective  
OTHER INITIATIVES
•	The international 
partnership with PUR Projet 
to support agroforestry 
and replantation projects 
in the Group’s distributing 
countries
•	The L’OCCITANE Orchards 
programme to replant an 
almond tree in Provence for 
each employee with more 
than three years’ seniority
•	The partnership 
with IUCN and the 
Shared Mediterranean 
Conservatory
•	All the projects led by the 
L’OCCITANE en Provence 
Foundation
OTHER INITIATIVES
•	The international 
partnership with PUR Projet 
to support agroforestry 
and replantation projects 
in the Group’s distributing 
countries
•	The L’OCCITANE Orchards 
programme to replant an 
almond tree in Provence for 
each employee with more 
than three years’ seniority
•	The partnership 
with IUCN and the 
Shared Mediterranean 
Conservatory
•	All the projects led by the 
L’OCCITANE en Provence 
Foundation
6 Agroecology consists in combining trees and cultures or animals on the same plot. This ancient 
practice enables a better use of resources, consolidates biological diversity and contributes to 
creating a beneficial micro-climate that helps achieve higher yields.  
7 Through their root system, trees create favourable conditions in the ground’s lower levels that 
improve the supply of water and minerals for plants cultivated at ground level.
23
ESG  
Report

24

II. OUR GROUP SUSTAINABILITY PRIORITIES
2. Delivering dramatic changes to mitigate the climate crisis 
26
The fight against climate change is a global issue that demands efforts from 
all of us. Businesses in particular are a key lever if we are to avoid a global 
warming of more than 1.5C above the pre-industrial period by the end of 
this century, as recommended by the Paris Agreement. Climate change is 
also one of the key challenges the Group is now facing. Temperature rises, 
draughts, disruptions in the water cycles and extreme weather episodes can 
durably modify agricultural conditions and local biodiversity, thus directly 
affecting our supplies of natural raw materials. It is our responsibility to 
contribute to fighting climate change by reducing greenhouse gas emissions 
produced by our activities. This aspect is one of our strategy’s key pillar.
a. Understanding the Group’s carbon footprint and roadmap
26
b. Reducing emissions in logistics and supply chains
28
c. Engaging in the energy transition
30
d. Reducing pollution and waste across the value chain
32
25
ESG  
Report

After conducting an updated carbon assessment covering Laboratoires M&L, downstream freight and sub-contracting 
in 2019, the Group is planning to deliver its next carbon assessment on a global scale in the second semester of 2020. 
The audit will cover the Group’s new brands and their activities, from input procurement through to product end-of-life.  
The Group is well on its way to achieving its objective, 
set after its last comprehensive carbon assessment in 
20168:  a 30% reduction of its carbon intensity from 
2010 to 2020. With 74 tCO2eq/M€ in 2019 against an 
objective of 73 tCO2eq/M€ by end of 2020, this objec-
tive is now practically reached.
GROUP OBJECTIVES
•	 30% reduction of carbon intensity between 
2010 and 2020 
•	 Achieve carbon neutrality (Net Zero 
emissions) for French factories by 2025
•	 Achieve carbon neutrality (Net Zero 
emissions) for the Group by 2030
GROUP OBJECTIVES
•	 30% reduction of carbon intensity between 
2010 and 2020 
•	 Achieve carbon neutrality (Net Zero 
emissions) for French factories by 2025
•	 Achieve carbon neutrality (Net Zero 
emissions) for the Group by 2030
GROUP ACHIEVEMENTS FY 2020
•	Carbon intensity reduced by 27% in 2019,  
to reach 30% decrease by 2020
GROUP ACHIEVEMENTS FY 2020
•	Carbon intensity reduced by 27% in 2019,  
to reach 30% decrease by 2020
74
101
73
87
2019
Objective by 2020
2016
2010
Carbon intensity per net sales (tCO2eq/M€)
74
101
73
87
2019
Objective by 2020
2016
2010
Carbon intensity per net sales (tCO2eq/M€)
2. Delivering dramatic changes to mitigate the climate crisis
a. Understanding the Group’s carbon footprint and roadmap
26

In terms of distribution, the Group’s main sources of 
emissions are freight (34%), products inputs including 
packaging and raw materials (34%) and energy (17%). 
The Group now aims to further accelerate this process 
by contributing to achieving carbon neutrality on a glo-
bal scale, in line with the Paris Agreement. In 2020, the 
Group has set itself the objective of achieving Net 
Zero Emissions by 2030. A new objective in terms of 
reduction of our emissions will be defined in 2021, in 
order to align our roadmap with the “Science-Based 
Targets”. The first milestone will be to achieve zero 
net emissions on our two French production sites by 
2025. 
The Group is using the model elaborated in 2020 
by the “Net Zero Initiative” and works across a 
range of sectors to prevent and sequestrate carbon 
emissions:
•	 creating the measurements, tools and conditions 
needed for the transition;
•	 reducing the Group’s own emissions;
•	 reducing emissions throughout our value chain; 
•	 increasing carbon sequestration in the value 
chain and beyond impact areas.
8 Evaluated direct emissions (product design and manufacturing, 
warehouses and stores) and indirect emissions (purchasing and 
raw materials, downstream transport) for our industrial subsidiary 
and five distribution subsidiaries  (Brazil, USA, UK, Russia, Japan), 
accounting in total for 43% of the Group’s turnover in 2016. 
2008     
First 
carbon 
assessment
 of freight
2011     
Carbon audit 
of Melvita and 
L’OCCITANE 
SA
2019     
Carbon assess-
ment of 
Laboratoires 
M&L, 
downstream 
freight, central 
sites & 
subcontractors
2016     
Group 
carbon 
assessment 
Objective: 
-30% carbon 
intensity 
from 2010 
to 2020
2014     
Carbon 
assessment of 
Laboratoires 
M&L, 
downstream 
freight and 
central sites
2020     
Objective: 
net zero 
emissions in 
factories by 
2025 and 
across the 
Group by 
2030
■ Freight: 34%
■ Raw materials: 17%
■ Energy: 17%
■ Packaging: 17%
■ Commuting: 8%
■ Professional trips: 5%
■ Immobilisations: 5%
■ Others: 4%
Distribution of emission sources
■ Freight: 34%
■ Raw materials: 17%
■ Energy: 17%
■ Packaging: 17%
■ Commuting: 8%
■ Professional trips: 5%
■ Immobilisations: 5%
■ Others: 4%
Distribution of emission sources
27
ESG  
Report

Freight accounted for 34% of the Group’s carbon footprint in 2016, while purchases of raw materials generated 17% 
of our greenhouse gas emissions. These categories located upstream of the Group’s value chain are therefore parti-
cularly strategic in achieving the Net Zero Emissions target by 2030.
Reducing logistics and transport-related emissions 
Since 2010, the L’OCCITANE Group has been striving to reduce air freight by improving its internal processes (air 
freight is only used in case of emergency, and has thus been reduced by 13% between 2014 and 2019), and by 
increasingly using modes of transport with a low environmental impact. Since 2018 we have been using the intermo-
dal rail/road corridor that links China to Europe. Since 2013, a piggybacking route has been established for shipping 
goods from the Laboratoires M&L warehouses to the rest of Europe. In 2019, this mode of transport was used for 
100% of freight transport in this area.
GROUP OBJECTIVE
•	Set new objective for freight-related emissions 
in 2021
GROUP OBJECTIVE
•	Set new objective for freight-related emissions 
in 2021
GROUP ACHIEVEMENT FY 2020
•	-13% air freight for Laboratoires M&L  
from 2014 to 2019
GROUP ACHIEVEMENT FY 2020
•	-13% air freight for Laboratoires M&L  
from 2014 to 2019
2,0%
1,0%
2,5%
5,0%
FY2017
FY2018
FY2019
FY2020
Share of air transport 
in Group global freight (upstream)
2,0%
1,0%
2,5%
5,0%
FY2017
FY2018
FY2019
FY2020
Share of air transport 
in Group global freight (upstream)
1,6%
1,4%
1,1%
1,6%
FY2017
FY2018
FY2019
FY2020
Share of air transport 
in product shipment (downstream)
1,6%
1,4%
1,1%
1,6%
FY2017
FY2018
FY2019
FY2020
Share of air transport 
in product shipment (downstream)
2020 results reflect the impact of the COVID-19 crisis 
on global traffic, including our anticipation and offset-
ting of the closure of Asian suppliers in China which led 
to increased traffic in the first semester of 2020. 
Due to our internationalisation, the reduction of our 
freight-related carbon impact remains a serious chal-
lenge for the Group and its subsidiaries. The Group is 
working on a reduction plan as part of the Net Zero 
objective, by redefining key milestones and reduction 
objectives over the coming year.
Reducing emissions in the supply chain  
Levers to reduce greenhouse gas emissions lie chiefly 
in the agricultural techniques used by producers and 
suppliers of raw materials. Agroecological principles 
and new harvesting and distilling technologies pro-
vide an effective way of reducing our footprint. 
To recover the land’s natural fertility while reducing 
the environmental impact of agricultural production, 
L’OCCITANE launched a new initiative in 2020 with  
15 partner producers. 
In addition, the “Green & Lavandes” programme, 
launched in 2019, promotes a more sustainable 
approach to growing and distilling lavender by reducing 
the energy consumption and carbon footprint by half.  
b.	 Reducing emissions in logistics and supply chains 
28

Sequestering emissions in the supply chain 
and beyond 
The Group can push the reduction of its carbon foot-
print even further through the sequestration of green-
house gas using the plants it works with. Within its 
value chain and producing areas, the Group strives to 
create “carbon sinks” working with some of its agricul-
tural suppliers by developing agroecological practices 
and restoring trees’ central place in agricultural produc-
tion systems. By taking inspiration from forest ecosys-
tems in farming practices, it is possible to bring soils 
back to life, support biodiversity, develop habitats for 
the fauna and flora, and mitigate the effects of climate 
change on water resources.   
In addition to our emission reduction efforts, the 
Group is studying ways of contributing to its carbon 
neutrality journey by funding forestry projects close to 
our areas of activity (Provence, Brazil), with specialist 
partners that we are in the process of identifying. These 
projects will be selected if they have a positive impact 
in terms of carbon sequestration, but also of biodi-
versity: regenerating dying forests, promoting spe-
cies diversification to better mitigate the effects of cli-
mate change, and introducing practices that are more 
respectful of biodiversity – beyond our areas of direct 
impact. We are currently drafting a sustainable carbon 
charter to guide the selection of projects in 2020 and 
2021.
29
ESG  
Report

In 2016, energy consumption and home to work commute accounted 
for respectively 17% and 8% of the Group’s greenhouse gas emis-
sions (a new global carbon assessment is currently underway to 
update those figures). For the past 10 years, Laboratoires M&L has 
been committed to reducing emissions related to its energy consump-
tion through different projects.
2008     
Implementation 
of a staff 
transport plan 
with a car-
sharing scheme 
and shuttles to 
Laboratoires 
M&L
2010     
First solar 
panels 
installed 
in the 
Manosque 
factory
2012     
First renewable 
energy 
contracts for 
L'OCCITANE 
en Provence 
and Melvita 
stores 
in France and 
the Lagorce 
factory
2013     
New solar 
panels 
installed at 
the 
Lagorce 
factory
2016    
Laboratoires 
M&L joins 
the RE100 
initiative
GROUP OBJECTIVES
•	100% renewable electricity by 2025 for the Group and its 
brands (and 80% by 2020 based on 2016 Group scope)
•	100% of own-brand stores equipped with LEDs by 2020
•	100% renewable energy by 2025 for Laboratoires M&L
GROUP OBJECTIVES
•	100% renewable electricity by 2025 for the Group and its 
brands (and 80% by 2020 based on 2016 Group scope)
•	100% of own-brand stores equipped with LEDs by 2020
•	100% renewable energy by 2025 for Laboratoires M&L
GROUP ACHIEVEMENTS FY 2020 
•	40% of Group electricity consumption comes from renewable  
sources (based on 2016 Group scope)
•	No accurate figures currently available on LEDs this year,  
but target should be reached by 2021
•	100% of Laboratoires M&L electricity consumption comes  
from renewable sources  
•	94% of energy consumed by Laboratoires M&L comes  
from renewable sources 
•	-14% in greenhouse gas emissions associated  
with energy consumption since 2014
GROUP ACHIEVEMENTS FY 2020 
•	40% of Group electricity consumption comes from renewable  
sources (based on 2016 Group scope)
•	No accurate figures currently available on LEDs this year,  
but target should be reached by 2021
•	100% of Laboratoires M&L electricity consumption comes  
from renewable sources  
•	94% of energy consumed by Laboratoires M&L comes  
from renewable sources 
•	-14% in greenhouse gas emissions associated  
with energy consumption since 2014
c. Engaging in the energy transition
30

A set of measures have been implemented since 2010 
(see timeline). In parallel, in 2016, the Group joined the 
RE100 initiative in line with its objective of achieving 
100% renewable electricity by 2025, contributing to 
our global Net Zero emission targets for 2025 and 2030.
To reduce emissions caused by home-work commute, 
the Group implemented a mobility plan across its cen-
tral sites to promote car-sharing. In 2019, a work from 
home scheme has been deployed across our central 
sites (Geneva, Paris and production sites), thus redu-
cing the number of employee journeys. In addition, 
since 2019, 100% of company cars are hybrid vehicles. 
Taking inspiration from existing transport-related prac-
tices as well as from work from home practices that 
emerged during the COVID-19 crisis, the Group is plan-
ning to establish a new professional mobility policy.  
Final Group-wide results will be measurable by the end 
of 2020 with the updated Group carbon assessment.
2017     
Deployment of 
renewable 
electricity 
contracts for 
stores in UK, 
Germany and 
Italy.
2018     
Solar panels 
installed 
on the carpark 
of Manosque 
factory 
2018     
100% of 
French stores 
are powered 
by renewable 
electricity
2019    
100% of 
electricity 
supply of 
Laboratoires 
M&L 
comes from 
renewable 
sources
31
ESG  
Report

Packaging accounts for 17% of the Group’s carbon footprint9. In addition 
to the greenhouse gases emitted during their production, these diverse  
packages, in particular when containing plastics, are a major source of pollu-
tion for terrestrial and marine ecosystems.
2008     
First 
eco-refills by 
L’OCCITANE 
en Provence
2009     
First 100% 
recycled 
plastic 
bottles for 
L’OCCITANE  
en Provence
2013     
First 100% 
recycled 
plastic 
bottles 
for 
Melvita
GROUP OBJECTIVE  
Deploying recycling programmes across all brands while adapting to 
customers’ distribution networks and consumption models. 
GROUP AMBITIONS 
•	Growing percentage of recycled materials 
•	Reducing packaging weight
•	Developing refills and bulk selling
•	Using recyclable materials and facilitating the sorting of recyclables
•	Reducing single-use plastics 
GROUP OBJECTIVE  
Deploying recycling programmes across all brands while adapting to 
customers’ distribution networks and consumption models. 
GROUP AMBITIONS 
•	Growing percentage of recycled materials 
•	Reducing packaging weight
•	Developing refills and bulk selling
•	Using recyclable materials and facilitating the sorting of recyclables
•	Reducing single-use plastics 
GROUP ACHIEVEMENTS FY 2020
•	42% of Group’s owned stores are equipped with a recycling service 
(10 countries, 657 stores i.e. a 6% rise from the previous year)
•	843 collection points for LimeLife
•	1,267,609 units collected through Terracycle for L’OCCITANE en 
Provence and Melvita, or 33 tons of materials in total
GROUP ACHIEVEMENTS FY 2020
•	42% of Group’s owned stores are equipped with a recycling service 
(10 countries, 657 stores i.e. a 6% rise from the previous year)
•	843 collection points for LimeLife
•	1,267,609 units collected through Terracycle for L’OCCITANE en 
Provence and Melvita, or 33 tons of materials in total
9 Based on 2016 carbon assessment. The 2019 carbon assessment shows a similar figure. 
d. Reducing pollution and waste  
across the value chain
32

Key measures introduced across the L’OCCITANE 
Group include encouraging customers to return used 
packages to the store to have them recycled. Thanks 
to partners such as TerraCycle® or iCycle, the Group 
is working to ensure that all its brands have a recy-
cling point for empty containers. In addition to in-store 
points, LimeLife now has 843 collection points thanks 
to its Beauty Guides, and Duolab uses a pre-stamped 
envelope system and based its loyalty programme on 
the return of used capsules.   
2014     
First L’OCCITANE 
en Provence 
store providing 
recycling service 
(Terracycle): the 
first brand in 
Europe to provide 
this service
2018     
Deployment of 
Terracycle 
scheme in the 
UK, USA and 
Canada
2019     
Deployment of 
Terracycle 
scheme in 
China, Korea 
and Japan
LimeLife 
launches 
recycling 
programme
2019     
L’OCCITANE 
en Provence 
partners with 
Loop Industries 
to accelerate 
the transition 
towards 100% 
sustainable 
PET plastics
KEY FIGURES ON USE  
OF MATERIALS IN FY 2020
L’OCCITANE en Provence, Melvita, 
L’OCCITANE au Brésil
•	5,683 tons of packaging used, including 
737 tons of recycled materials (all materials 
included) in FY 2020, or a rate of 13%  
•	2,557 tons of plastic used, including 385 tons 
of recycled origin, or an average rate of 15%  
KEY FIGURES ON USE  
OF MATERIALS IN FY 2020
L’OCCITANE en Provence, Melvita, 
L’OCCITANE au Brésil
•	5,683 tons of packaging used, including 
737 tons of recycled materials (all materials 
included) in FY 2020, or a rate of 13%  
•	2,557 tons of plastic used, including 385 tons 
of recycled origin, or an average rate of 15%  
33
ESG  
Report

Based on the Group’s ambitions on plastic waste, most brands have already set themselves ambitious objectives to 
be reached by 2025 and will be working together to achieve them.
L’OCCITANE EN PROVENCE  
OBJECTIVES
•	All bottles made from 100% recycled plastic  
by 2025 
•	50% of recycled materials in plastic packaging 
by 2025 
•	25 eco-refills by 2021 
•	100% of owned stores to provide recycling 
service
•	Offer in-store refill stations in all countries 
•	Zero cellophane in retail products by 2022
L’OCCITANE EN PROVENCE  
OBJECTIVES
•	All bottles made from 100% recycled plastic  
by 2025 
•	50% of recycled materials in plastic packaging 
by 2025 
•	25 eco-refills by 2021 
•	100% of owned stores to provide recycling 
service
•	Offer in-store refill stations in all countries 
•	Zero cellophane in retail products by 2022
L’OCCITANE EN PROVENCE 
ACHIEVEMENTS  FY 2020
•	32% recycled plastic in bottles
•	14% recycled plastic in all packaging 
•	19 eco-refills available to date
•	42% owned stores provide recycling service
•	In-store refill stations are being  
tested in 2 countries, in 3 stores
•	45% of products use cellophane from  
FSC-labelled and compostable wood fiber
L’OCCITANE EN PROVENCE 
ACHIEVEMENTS  FY 2020
•	32% recycled plastic in bottles
•	14% recycled plastic in all packaging 
•	19 eco-refills available to date
•	42% owned stores provide recycling service
•	In-store refill stations are being  
tested in 2 countries, in 3 stores
•	45% of products use cellophane from  
FSC-labelled and compostable wood fiber
34

Thanks to its strategic collaboration with Loop Industries agreed in 2018, L’OCCITANE en Provence should be in a 
position to use 100% recycled plastic for all its bottles before the target date of 2025.  
In 2019, the brand also joined the “New Plastics Economy Global Commitment” launched by the Ellen MacArthur 
Foundation, by signing a global agreement aimed at reducing plastic pollution and promoting the circular economy. 
The brand is thus committed to sharing its annual performance for each target area set by the agreement.
MELVITA OBJECTIVES
•	Toward 100% recycled plastic in bottles by 2025 
•	Toward 50% recycled plastic in tubes by 2025  
(caps not included)
•	Toward bulk distribution to adopt a zero waste approach
MELVITA OBJECTIVES
•	Toward 100% recycled plastic in bottles by 2025 
•	Toward 50% recycled plastic in tubes by 2025  
(caps not included)
•	Toward bulk distribution to adopt a zero waste approach
MELVITA ACHIEVEMENTS FY 2020 
•	47% recycled plastic in bottles 
•	31% recycled glass in Beauty Oils
MELVITA ACHIEVEMENTS FY 2020 
•	47% recycled plastic in bottles 
•	31% recycled glass in Beauty Oils
OTHER BRANDS’  
OBJECTIVES AND 
COMMITMENTS 
ELEMIS
•	100% recycled plastic bottles 
by 2025 
•	30% recycled materials  
in plastic packaging,  
with a focus on tubes  
and bottles, by 2025
•	Elimination of spatulas  
by 2020 
•	Recyclable or biodegradable 
bags and polybags 
LimeLife
•	100% recyclable and 
rechargeable make-up palettes 
OTHER BRANDS’  
OBJECTIVES AND 
COMMITMENTS 
ELEMIS
•	100% recycled plastic bottles 
by 2025 
•	30% recycled materials  
in plastic packaging,  
with a focus on tubes  
and bottles, by 2025
•	Elimination of spatulas  
by 2020 
•	Recyclable or biodegradable 
bags and polybags 
LimeLife
•	100% recyclable and 
rechargeable make-up palettes 
35
ESG  
Report

36

II. OUR GROUP SUSTAINABILITY PRIORITIES
3. Creating opportunities and empowering all people in our communities 38
The Group is committed to developing all people who work or collaborate 
with us. As a community-based Group, we rely on the contribution of 
practitioners who act as ambassadors for Nature.  
This nature-based community includes our employees, suppliers,  
producers and farmers, as well as researchers and start-up leaders.  
It is only through their contribution that we are able to offer high-quality 
products and services while meeting today’s many challenges.
a. Empowering and supporting our producers and local communities
38
b. Promoting female leadership
40
c. Promoting well-being in the workplace, diversity and inclusion
42
d. Developing and training teams around the world
44 
37
ESG  
Report

In 2019, as part of the #NotJustSuppliers programme, 
the Group undertook a comprehensive mapping of glo-
bal CSR risk across all categories of purchases, which 
enabled us to identify at-risk and strategic suppliers. 
Following this mapping of CSR risk across all direct 
and indirect Group purchases, the group worked with 
EcoVadis to evaluate the CSR performance of almost 
300 suppliers (accounting for over 50% of expenditure 
managed by the Purchasing teams). 
2008     
First producer 
partnerships 
established by 
L'OCCITANE 
en Provence
2008     
Creation of 
the Sustai-
nable Sourcing 
department: 
managing 
iconic ingre-
dient supply 
and producer 
relations
2009     
Fair Trade 
certification 
of shea in 
Burkina Faso
2014     
Fair Trade 
certification 
of argan
2018     
RESIST 
programme in 
Burkina Faso 
- diversification 
of crops and 
income sources, 
protection 
of natural 
resources
Historically, the L’OCCITANE Group has always developed a partnership-based approach with all its suppliers and 
producers. We support their economic development and promote family farming to preserve territories and know-
hows. For almost 10 years, the purchases made by the central Purchasing team have been monitored in terms 
CSR, to manage CSR risk but also select suppliers who meet our environmental and social standards.  
In 2019, through its Purchasing team, the Group launched the #NotJustSuppliers programme focusing on two 
essential aspects: 
•	 “CSR vigilance”: working to reduce risk throughout the supply chain by promoting trust between buyers and 
suppliers; 
•	 Co-creation of CSR value to increase overall level of performance, generate innovation in direct sourcing and 
build robust partnerships with key suppliers.
CSR Vigilance: managing risk in the supply chain
GROUP OBJECTIVES
CSR vigilance
•	95% of direct purchase expenditure covered by 
detailed CSR evaluation by 2021
•	0 high-risk supplier by 2021 
Improving CSR performance 
•	Average rating of 62 for direct purchases by 
2021 (EcoVadis)
Fair Trade
•	All producers of iconic ingredients to be  
Fair Trade certified by 2025 for L’OCCITANE  
en Provence
GROUP OBJECTIVES
CSR vigilance
•	95% of direct purchase expenditure covered by 
detailed CSR evaluation by 2021
•	0 high-risk supplier by 2021 
Improving CSR performance 
•	Average rating of 62 for direct purchases by 
2021 (EcoVadis)
Fair Trade
•	All producers of iconic ingredients to be  
Fair Trade certified by 2025 for L’OCCITANE  
en Provence
GROUP ACHIEVEMENTS FY 2020
CSR vigilance
•	87% of direct purchase expenditure covered 
by detailed CSR evaluation 
•	5 suppliers rated as high-risk by the Group  
to be supported in improving their rating  
Improving CSR performance 
•	Average global rating for direct suppliers is 60
Fair Trade
•	77% of total volume of Melvita and 
L’OCCITANE en Provence key raw materials  
is Fair Trade certified
GROUP ACHIEVEMENTS FY 2020
CSR vigilance
•	87% of direct purchase expenditure covered 
by detailed CSR evaluation 
•	5 suppliers rated as high-risk by the Group  
to be supported in improving their rating  
Improving CSR performance 
•	Average global rating for direct suppliers is 60
Fair Trade
•	77% of total volume of Melvita and 
L’OCCITANE en Provence key raw materials  
is Fair Trade certified
3. Creating opportunities and empowering all people in our communities
a. Empowering and supporting our producers and local communities
38

Out of 300 suppliers, 174 are direct suppliers (raw 
materials, packaging, subcontracting), accounting for 
92% of Direct Purchasing expenditure (LimeLife and 
ELEMIS not included). As of end of FY 2020, 87% 
of Direct Purchasing expenditure was covered by a 
detailed CSR evaluation.
In collaboration with other EcoVadis members, 
the Responsible Purchasing team organises regu-
lar events to develop supplier engagement with the 
EcoVadis platform. 
Supporting our suppliers in improving  
their CSR performance throughout  
the value chain
The Group is keen to help its suppliers improve their 
CSR performance as assessed by their EcoVadis 
rating. By 2021, the Group is aiming for an average 
EcoVadis rating of 62 for its direct purchases. The 
Purchasing teams are supported, trained and provi-
ded with objectives to encourage eligible suppliers 
to engage with the EcoVadis platform and help them 
develop improvement plans. 
As of end of March 2020, the average global rating of 
suppliers is 60, well above the general average (52) of 
EcoVadis ratings for cosmetic sector suppliers. 
To select strategic suppliers and review the annual 
performance of our supplier portfolio, the Group has 
now built CSR criteria into its selection and evaluation 
criteria: those include the supplier’s EcoVadis rating 
as well as specific sub-criteria depending on the 
Purchasing category. The CSR rating weighs between 
10 and 20% of the overall supplier rating. 
Finally, to take these improvements even further, the 
L’OCCITANE Group joined the Responsible Beauty 
Initiative (RBI) in 2020. This initiative, supported by 
EcoVadis, brings together beauty industry leaders to 
consolidate responsible practices across the industry 
and improve members’ environmental footprint and 
social impact at every step of their supply chains.  
Promoting Fair Trade
Historically, the L’OCCITANE Group has always deve-
loped a partnership-based approach with its sup-
pliers and producers, promoting fair remuneration 
and respectful working conditions. For key raw mate-
rials, the brands L’OCCITANE en Provence, Melvita 
and L’OCCITANE au Brésil establish multi-annual 
contracts with producers, thus guaranteeing their 
income for a period ranging from two to ten years. 
Fair Trade principles have historically been applied to 
the trading of raw materials between “Northern” and 
“Southern” countries. The Group’s supply of argan, 
coconut and shea are Fair Trade certified. 
In addition, as many of the Group’s key suppliers are 
located in Europe, we have been working for several 
years to create a “North/North” Fair Trade certifica-
tion. For instance, many French suppliers find them-
selves in vulnerable positions that could be impro-
ved by a “Fair Trade” certification. This certification 
requires regular evaluations by independent audi-
tors, to offer a long-term guarantee for ethically sour-
ced, sustainable and fair ingredients. It will also allow 
the Group to acknowledge and harmonise some of 
its practices, which have been in existence for many 
years.
2018     
Creation of 
Responsible 
Purchasing 
position 
under the 
Group's 
Purchasing 
team 
2018     
Management 
of CSR risk 
for priority 
categories
2019     
Global mapping 
of CSR risk in 
the value chain 
& launch of 
#NotJustSuppliers 
programme
2019     
Group joins 
the Global 
Shea Alliance 
for 3 years
Membership 
of the 
Responsible 
Beauty 
Initiative
2019    
L'OCCITANE 
en Provence 
quoted by 
UNDP in 2013 
and 2019 as 
an example 
of inclusive 
business model 
in Burkina Faso
39
ESG  
Report

87% of L’OCCITANE Group employees are female, working around the world in our headquarters, production sites and 
stores. The Group is committed to supporting their leadership and empowerment through Group-wide initiatives as well 
as charitable giving at brand level. 
The Group also aims to promote women’s access to senior positions. The Group is gradually moving forward in this 
field, achieving near parity (48% women) in key management positions (1 level down from Executive Committee). 
This proportion is higher than in the average of the 32 businesses that took part in the Gender Diversity Scorecard 
Survey organised by LEAD Network (35%). Two of the Group’s brands (Erborian and LimeLife) have been founded and 
are led by women, while the co-founders of ELEMIS include two women out of three.   
Our objective is now to improve female representation 
on the Group’s Board and Executive Committee, which 
contained respectively 1 woman out of 10 members 
and 3 women vs. 9 men (25%) as of end of FY 2020.  
The Group is also supporting female leadership throu-
ghout its value chain through its brands’ sponsorship 
activities. 
L’OCCITANE en Provence, which has been purcha-
sing shea butter directly from women’s cooperatives 
GROUP OBJECTIVES
•	Increase number of women in the Board of 
Directors and Executive Committee
•	Support 33,000 women in Burkina Faso 
through L’OCCITANE Foundation
GROUP OBJECTIVES
•	Increase number of women in the Board of 
Directors and Executive Committee
•	Support 33,000 women in Burkina Faso 
through L’OCCITANE Foundation
 GROUP ACHIEVEMENTS FY 2020
•	48% key management positions (1 level down 
from Executive Committee) held by women 
•	25% women in Executive Committee
•	10% women in the Board of Directors
•	Almost 45,000 women benefitting from 
positive impact projects (L’OCCITANE 
Foundation, ELEMIS programmes, LimeLife 
Brighter Together Foundation) including 
31,427 women supported by L’OCCITANE 
Foundation
•	€433,208 allocated to women’s projects by 
L’OCCITANE Foundation
 GROUP ACHIEVEMENTS FY 2020
•	48% key management positions (1 level down 
from Executive Committee) held by women 
•	25% women in Executive Committee
•	10% women in the Board of Directors
•	Almost 45,000 women benefitting from 
positive impact projects (L’OCCITANE 
Foundation, ELEMIS programmes, LimeLife 
Brighter Together Foundation) including 
31,427 women supported by L’OCCITANE 
Foundation
•	€433,208 allocated to women’s projects by 
L’OCCITANE Foundation
2002
ELEMIS 
supports 
Breast 
Cancer 
Care
2006-07
Creation of 
L’OCCITANE 
en Provence 
Foundation 
and women's 
literacy 
programme in 
Burkina Faso
2012
Launch of first 
solidarity 
product by 
L’OCCITANE 
en Provence, 
with proceeds 
donated to 
female leadership 
projects in 
Burkina Faso
2009
Support to 2 
women's 
programmes in 
Burkina Faso: 
literacy with NGO
Aide & Action / 
microfinance 
with association 
Entrepreneurs 
du Monde
2013
L’OCCI-
TANE en 
Provence 
quoted by 
UNDP as 
example of 
good prac-
tice for its 
work in 
Burkina Faso
2015
ELEMIS  
supports 
Women for 
Women 
international 
helping 
marginalised 
women in 
conflict areas
b. Promoting female leadership
40

2016
First edition of 
L’OCCITANE 
pour Elles 
competition 
promoting 
female entre-
preneurship
2017
LimeLife 
creates Brigh-
ter Together 
Foundation to 
encourage 
female entre-
preneurship in 
disadvantaged 
communities
2017
LimeLife 
creates 
Fempire 
Fund 
supporting 
female 
business 
founders
2018
L’OCCITANE 
Foundation 
supports "Etin-
celles" programme 
by NGO Empow'
Her helping 
women from rural 
areas access profes-
sional training and 
entrepreneurship
2019
Group joins 
the LEAD 
Network, 
advancing 
women in the 
retail and 
consumer 
goods indus-
try in Europe
2019
Launch of 
second 
edition of 
L'OCCITANE 
pour Elles 
competition
in Burkina Faso since the 1980s, has 
decided to expand its collaboration with 
Burkinabè women and promote their 
entrepreneurship and empowerment 
more broadly through its Foundation. 
The objective by 2020 is to reach over 
33,000 women in Burkina Faso by sup-
porting their socio-economic develop-
ment. Out of the 31,427 women who 
already benefitted from this work as 
of end of FY 2020, 150 female entre-
preneurs have joined the Empow’Her 
programme.  
The 
LimeLife 
Brighter 
Together 
Foundation aims to develop entrepre-
neurship, targeting women who live in 
disadvantaged areas through micro-
finance programmes. To date, over 
13,000 women have benefitted from 
capacity building in Tanzania, Burundi 
and Guatemala. The brand is also developing the 
Fempire Fund, an investment fund dedicated to female 
entrepreneurs, which provides them with a comprehen-
sive support programme and access to its network of 
Beauty Guides. The LimeLife Fempire Fund aims to 
invest in three to four new businesses by the end of 
2021.
Finally, ELEMIS is sponsoring a class for women 
in Afghanistan as part of the Women for Women 
International programme, to provide them with the tools 
they need to develop their income and care for their 
families. In addition, ELEMIS is continuing its long-term 
commitment in favour of the fight against breast cancer 
through its Pink Ribbon fundraising range.
41
ESG  
Report

As an international Group, L’OCCITANE seeks to promote well-being in the 
workplace for all. We are committed to gender equality and strive to create a 
healthy and inspiring workplace.   
In an effort to ensure continuous improvement, the L’OCCITANE Group enga-
ged in the Great Place To Work initiative in 2015, to promote and evaluate 
quality of life at work in the company. 
The latest survey, delivered between July 2019 and April 2020, covered ten 
countries and subsidiaries across the Group11. 5,565 questionnaires were 
submitted, with a 78% response rate. In April 2020, the Trust Index© score 
(67%) was 3 points higher than in 2017 (date of the previous survey), and 4 
points higher than the sector average12. The score has improved across all 
our subsidiaries (except for Brazil and Canada, where the scores do however 
remain high with respectively 71% and 68%). Seven subsidiaries were eli-
gible for certification13 as of end of 2019 (one more than in 2017) and four 
achieved the “Best Place to Work” rating, which is allocated to the best cer-
tified businesses on their respective market14. These improvements are the 
outcome of the efforts deployed over the last years through the four pillars of 
the “Trust and Empower People” programme (see below). 
In 2020, to improve employee well-being and more importantly to promote 
diversity and support female leadership, the Group decided to take a strong 
stance on the key issue of parenting. The L’OCCITANE Group became the 
first inter-cosmetic Group to deploy such a parental leave policy on such a 
broad international scale. This policy will apply to L’OCCITANE employees 
worldwide, including offices, factories and owned retail stores. It offers:   
•	 a minimum of 20 weeks’ fully paid leave for primary caregivers;
•	 a minimum of 12 weeks’ fully paid leave for secondary caregivers.
GROUP OBJECTIVES
•	Achieve a 70% score10 at the Great Place To Work Trust Index©
•	New parental leave policy deployed across the Group by 2022
GROUP OBJECTIVES
•	Achieve a 70% score10 at the Great Place To Work Trust Index©
•	New parental leave policy deployed across the Group by 2022
GROUP ACHIEVEMENTS FY 2020
•	67% score at the Trust Index© 
(3-point increase in 2017 and 4 points higher than industry average) 
•	7 out of 10 country eligible for Great Place to Work certification  
(1 more than 2017) and 4 countries certified as Best Place to Work
•	2 Group entities have implemented the new parental leave policy  
(L’OCCITANE International in April 2020 and Laboratoires M&L in 
June 2020)
GROUP ACHIEVEMENTS FY 2020
•	67% score at the Trust Index© 
(3-point increase in 2017 and 4 points higher than industry average) 
•	7 out of 10 country eligible for Great Place to Work certification  
(1 more than 2017) and 4 countries certified as Best Place to Work
•	2 Group entities have implemented the new parental leave policy  
(L’OCCITANE International in April 2020 and Laboratoires M&L in 
June 2020)
c. Promoting well-being in the workplace, 
diversity and inclusion
42

This policy is being deployed gradually and will be rolled out across all Group entities by 
March 2022, covering families who welcome a child by birth, adoption and surrogacy. This 
policy was designed to respond to a variety of concerns:
•	 supporting gender equality by allowing both men and women to benefit from a more 
generous parental leave than local legislation would provide for in many countries, to 
care for their child and giving them access to similar career arrangements;
•	 promoting diversity and inclusion for LGBTQ+ people by ensuring all families are 
eligible;
•	 improving employee well-being by promoting work-life balance. 
Through this ambitious policy, the Group hopes to contribute to the evolution of practices in our 
societies and to give secondary caregivers the place they are due. 
Finally, for many years, the inclusion of people with disabilities has been a strong commitment 
for our production subsidiary Laboratoires M&L. Our results continue to show the effective-
ness of the actions that have been implemented (including personalised support plans, work-
place adjustments and awareness-raising activities).
2018
2019
2020
Proportion of employees with disabilities  
in total Laboratoires M&L workforce (%)
9.88
8.16
9.63
10 The Trust Index© questionnaire covers 5 dimensions: credibility, respect, fairness, camaraderie and pride. This is 
used to assess employees’ level of trust in the company, and provides a database for the future analysis and deve-
lopment of corporate culture. 
11 Brazil, Canada, France, Ireland, Japan, Malaysia, South Africa, L’OCCITANE International, UK and USA. 
12 Sector average: 63% (Source: Best Workplaces France).
13 Subsidiaries in France, Ireland, USA, Canada, Brazil, UK and Malaysia are eligible for certification as they achieved 
a Trust Index© score of 66% or more (employee satisfaction survey), and a rating of 30/60 at the Culture Audit eva-
luation (delivered by Great Place to Work). 
14 The Ireland, USA, UK and Malaysia subsidiaries are “Best Place to Work” as of 2019.
43
ESG  
Report

The Group is gradually consolidating and harmonising its Human Resources 
policy, in order to bring its diverse international brands together under a robust 
shared employer brand and build up capacity to improve our resilience.
Initiatives include the launch of an internal change programme two years ago: 
“Trust and Empower people”. The programme is based on four key aspects:  
•	 Nurturing a culture: developing management practices based on trust 
and feedback;
•	 Develop Digital & Retail Skills: promoting digital tools across the 
company to support retail staff and Beauty Guides in their customer 
interactions;  
•	 Be employee-centric: managing talent and improving employee 
experience;  
•	 Implement Lean and Agile Organisations: developing a lean culture.  
In 2020, the Group launched Horizon, a new individual development pro-
gramme for high-potential individuals. The programme targets 150 employees 
around the world, with the aim of promoting better self-knowledge and relea-
sing potential through international mobility, participation in a leadership pro-
gramme and coaching. Its purpose is to align these individuals’ career plans 
with the Group’s objectives.  
The Group is building up its efforts in terms of staff training by using the My True 
Story online training platform. Launched in 2017, this dedicated platform for 
retail teams was awarded a DLEA (Digital Learning Excellence Award) in June 
2019, under the “Métiers” (“Vocational”) category for the quality of the plat-
form’s contents and user experience. In parallel, in April 2019, the platform was 
opened up to corporate teams: 4,000 new learners were thus able to access 
digital training contents.  
In order to accelerate our teams’ digital integration, the Group used My True 
Story to deploy two training programmes dedicated to digital transformation: 
one in April 2019 targeting Corporate teams (“Digipulse”, which achieved an 
84% completion rate), and one bespoke programme for Retail teams in July 
2020. 
The end of this year will see the launch of an 8-module course on the profes-
sions that form part of the Group’s supply chain, as well as a My True Story plat-
form for ELEMIS teams.
GROUP OBJECTIVES
•	Deploy the Horizon programme to reach 150 selected employees 
•	Grow My True Story digital learning platform’s participation rate 
GROUP OBJECTIVES
•	Deploy the Horizon programme to reach 150 selected employees 
•	Grow My True Story digital learning platform’s participation rate 
GROUP ACHIEVEMENTS FY 2020
•	Over 8,000 employees around the world used My True Story
GROUP ACHIEVEMENTS FY 2020
•	Over 8,000 employees around the world used My True Story
d.	 Developing and training teams around the world 
44

DEVELOPING  
AN AGILE CULTURE  
TO MEET THE CHALLENGES  
OF COVID-19 
Since 2019, the Group has been working to 
transform its working methods and become 
more agile. Taking inspiration from the Tech 
sector, our teams experimented with wor-
king in squads: cross-disciplinary groups 
that facilitate autonomous and long-term 
work on a given project. Along with the 
deployment of our work from home policy 
in 2019, this contributed to creating a major 
cultural shift in our Group, which had tra-
ditionally functioned according to a more 
traditional model. Today, over 200 office 
staff transitioned to an “agile” model (in 
teams including IT, e-commerce, Human 
Resources, product development, commu-
nication, Sustainable Development, etc.). 
The teams observed an increase in their 
efficiency and well-being at work, in parti-
cular in terms of prioritising and continuous 
improvement. 
With the beginning of lockdown due to 
COVID-19 in the spring 2020, work from 
home was rolled out across all office staff. 
These agility-based methodologies proved 
particularly relevant and helped the com-
pany maintain a good level of activity during 
this exceptional period.  
The Group was thus able to better meet its 
customers’ needs, for instance by crea-
ting a  
“100% contactless”customer experience 
across all stores and spas. 
KEY FIGURES ON TRAINING,  
LABORATOIRES M&L, FY 2020
•	11,759 hours of training delivered in total, or an average of 11 hours 
of training per employee
•	876 staff took part in one or more training course over the year, 
or 85% of Laboratoires M&L employees, including 21 senior 
management staff and 41 middle management staff
•	Women benefitted from 5,870 hours in total, with 440 women taking 
part in at least one course
•	Men benefitted from 5,888 hours in total, with 436 men taking part in 
at least one course
KEY FIGURES ON TRAINING,  
LABORATOIRES M&L, FY 2020
•	11,759 hours of training delivered in total, or an average of 11 hours 
of training per employee
•	876 staff took part in one or more training course over the year, 
or 85% of Laboratoires M&L employees, including 21 senior 
management staff and 41 middle management staff
•	Women benefitted from 5,870 hours in total, with 440 women taking 
part in at least one course
•	Men benefitted from 5,888 hours in total, with 436 men taking part in 
at least one course
ZOOM
45
ESG  
Report

46

III. MAKING A POSITIVE SOCIETAL IMPACT  
BEYOND OUR ACTIVITY
As part of its commitment to making a positive impact, the Group has been 
engaged for 20 years in favour of issues it cares for, such as the fight against 
avoidable blindness. The recent COVID-19 crisis also demonstrated the Group’s 
capacity to step outside of its usual scope of action to deliver positive solutions 
on its own scale. 
1. Combatting avoidable blindness
48
2. Fighting against COVID-19
49
47
ESG  
Report

There are 285 million people around the world who are blind or visually impaired, 90% of whom live in low-income or 
intermediary countries15. Because 80% of cases are avoidable, the Group has been committed to the fight against 
avoidable blindness since 2000 through the L’OCCITANE en Provence brand and its Foundation.
In 2020, the Union for Vision programme should soon 
reach its objective of providing over 10 million bene-
ficiaries with eye care. To build on this achievement, 
the programme is now entitled CARING FOR SIGHT 
and has set itself the objective of providing 15 million 
beneficiaries with eye care internationally by 2025. 
Through partnerships with NGOS, the programme sup-
ports screening projects, treatments and eye surgery as 
well as providing funding for equipment and for the trai-
ning of medical teams. 
In 2020, the L’OCCITANE Foundation also reconducted 
its partnership with UNICEF for another three years and 
expanded it to include the prevention of child blindness 
for 3,000,000 new children around the world.  
Finally, the L’OCCITANE Foundation continues to work 
in close collaboration with NGOs around the world 
to help combat avoidable blindness. Those include 
ORBIS, Light For The World, Sight Savers as well as 
local partners in the Philippines, Indonesia and Canada.
1. Combatting avoidable blindness   
GROUP OBJECTIVES
•	 15 million people to benefit from eye care 
under the CARING FOR SIGHT programme 
by 2025, with improved prevention of child 
blindness for 3,000,000 new children between 
2020 and 2022 through a partnership between 
L’OCCITANE, the L’OCCITANE Foundation and 
UNICEF
GROUP OBJECTIVES
•	 15 million people to benefit from eye care 
under the CARING FOR SIGHT programme 
by 2025, with improved prevention of child 
blindness for 3,000,000 new children between 
2020 and 2022 through a partnership between 
L’OCCITANE, the L’OCCITANE Foundation and 
UNICEF
GROUP ACHIEVEMENTS FY 2020
•	Between 2000 and end of March 2020, 
9,109,493 people benefitted from eye care 
around the world, including 2,777,632 in the 
past year 
•	€620,054 raised by UNICEF solidarity soap
•	€296,623 allocated by subsidiaries, 
distributors and sites in support of blindness 
charity projects over this financial year
GROUP ACHIEVEMENTS FY 2020
•	Between 2000 and end of March 2020, 
9,109,493 people benefitted from eye care 
around the world, including 2,777,632 in the 
past year 
•	€620,054 raised by UNICEF solidarity soap
•	€296,623 allocated by subsidiaries, 
distributors and sites in support of blindness 
charity projects over this financial year
2000     
First 
L'OCCITANE 
solidarity soap, 
with proceeds 
donated to 
projects 
combatting 
avoidable 
blindness
2006     
Creation 
of the 
L'OCCITANE 
Foundation
2015     
Creation of 
Union for Vision 
10by20 
programme to 
reach 10 million 
beneficiaries 
of eye care 
around the 
world by 2020
2016     
First edition of 
"Race for Vision", a 
connected race 
with employees 
raising funds for 
projects that 
combat avoidable 
blindness
15 Source: WHO report
48

The health crisis that hit the world in the spring 2020 
has more than ever demonstrated the importance of 
resilience, agility and solidarity. 
Throughout the crisis, the L’OCCITANE Group took 
action to support its communities. Thanks to its 
strong links with its partners, solidarity networks were 
promptly established within local ecosystems.  
In France, this enabled L’OCCITANE to produce 
hand sanitiser gel in large quantities by working with 
Distilleries et Domaines de Provence and with com-
pany HelmD3 and its provider Geodis who supplied the 
company respectively with tens of thousands of litres 
of alcohol, and with free handling and delivery to the 
Manosque production site. Partner company Schutz 
also delivered empty anti-static containers in just 24h, 
which were dispatched to hospitals. The Group dona-
ted hand hygiene products to the suppliers and par-
tners who had been faced with shortages as they were 
helping the Group produce disinfectant. In addition, 
hot-air balloon company France Montgolfières par-
tnered with L’OCCITANE en Provence and the city of 
Forcalquier to upcycle three hot-air balloons that had 
served their time in the air into 500 washable and reu-
sable medical gowns for local hospital staff. 
On a global scale, many donations were made in over 
30 countries: 
•	 300,000 bottles containing 77,000 litres of hand 
disinfectant for healthcare authorities and staff 
around Europe;
•	 765,000 soaps, moisturising lotions and hand 
balms for healthcare workers who suffered from 
skin lesions due to their ongoing use of protec-
tion gear.
Finally, the Group is taking action within its supply 
chain to help suppliers make it through this econo-
mic crisis. The Group’s partnership-based approach 
has been particularly precious in this period. Multi-year 
quantitative contracts and the pre-funding of pre-har-
vest costs by 50 to 80% have been particularly use-
ful for producers, by providing them with the guarantee 
that they would sell their stock and safeguard their 
income. On a global scale, the Group supported par-
ticularly vulnerable suppliers by fast-forwarding cash 
payments for those who were close to bankruptcy. In 
the South of France, special help was given to pro-
ducers through the harvesting process, as they were 
struggling to recruit pickers.   
In Burkina Faso, some delivery dates were postponed 
to the autumn with an 80% prepayment paid by the 
Group. To support Burkinabè women, the Group bene-
fitted from a €50,000 fund made available as part of 
the develoPPP.de programme, which is funded by the 
German Federal Ministry of Economic Cooperation and 
Development (BMZ). The develoPPP.de programme is 
run by the SEQUA organisation, which has also helped 
implement the RESIST programme since March 2018. 
Group employees worked alongside a local partner, 
the NGO NITIDAE, to help combat COVID-19 through 
awareness raising on physical distancing, the distri-
bution of protective equipment for 8,500 women, and 
actions aimed at mitigating the economic impact of the 
pandemic.
2. Fighting against COVID-19 
2017     
First 3-year 
partnerhsip 
between 
L'OCCITANE 
Foundation and 
UNICEF: 
€1 million raised 
for child blind-
ness prevention
2020    
New edition 
of Race for 
Vision. 
Target: 
500,000 km 
/ €300,000 
raised
49
ESG  
Report

APPENDIX 1: TABLE OF INDICATORS - FY 2020, L’OCCITANE GROUP
THE FOUNDATIONS OF THE GROUP’S RESPONSIBILITY
Indicators
Sub-indicators
Unit
2020 
2019
2019-2020
Ethical 
commitments
Percentage of total products sold or shipped subject 
to recalls for safety and health reasons
%
0
0
-
Number of concluded legal cases regarding corrupt 
practices brought against the issuer or its employees 
during the reporting period and the out comes of the 
cases
No.
0
0
-
PRESERVING AND REGENERATING NATURAL AND CULTIVATED BIODIVERSITY
PRESERVING AND REGENERATING NATURAL AND CULTIVATED BIODIVERSITY
Indicators
Sub-indicators
Unit
2020 
2019
2019-2020
WATER, AIR, SOIL
Water
Total water consumption (Manosque factory)
m3
81,020
87,177 
-7% 
Total water consumption  
(total of the 3 factories)
m3
105,621
111,209 
-5% 
Intensity of water consumption per unit produced 
m3/t 
 7.13
 7.76
-8.1% 
Waste
Total waste generation
t
 2,895
 2,903
-0.3% 
Total generation  
of non-hazardous waste 
t
2,203
2,152
+2.4%
Intensity of non-hazardous waste generation   
t/t
 0.148
0.150 
-1.3% 
Total generation  
of hazardous waste 
t
692
751
-7.9%
Intensity of hazardous waste generation  
t/t
 0.047
0.052 
-9.6% 
SUSTAINABLE SOURCING 
Palm oil 
Total palm oil 
t
2,510
3,277
-23.4%
Organic 
farming 
Volume of Organic-certified key raw materials (KRM)
t
766
855
-10.4%
Raw materials Surface dedicated to the production of KRM 
ha
1,811
2,050
-11.7%
CONTRIBUTING TO MITIGATING THE CLIMATE CRISIS  
BY REDUCING OUR CARBON FOOTPRINT
Indicators
Sub-indicators
Unit
2019 
2016
2016-2019
GREENHOUSE GAS EMISSIONS
Carbon 
footprint 
(based on the 
Group carbon 
assessment 
of 2016 and 
the update of 
Laboratoires 
M&L in 2019)
Total GHG emissions
tCO2eq
117,000
111,786
not  
the same 
scope
Scope 1 emissions
tCO2eq
 2,599
2,843
-8.6%
Scope 2 emissions
tCO2eq
16,778
17,116
-2.0%
Intensity of CO2 emissions per net sales
tCO2eq/€M 
 74
 87
-15% 
50

CONTRIBUTING TO MITIGATING THE CLIMATE CRISIS  
BY REDUCING OUR CARBON FOOTPRINT
Indicators
Sub-indicators
Unit
2020 
2019
2019-2020
ENERGY
Total electricity consumption
kWh
39,617,270
43,871,771
-9.7%
Electricity (Group)
Total electricity consumption  
from renewable sources 
kWh
16,205,290
13,566,979
+19.4%
Energy 
(Laboratoires M&L) 
Total energy consumption  
(gas + electricity)
kWh
19,955,532
20,629,708
-3.3%
Total electricity consumption 
kWh
11,577,916
11,458,826
+1.0%
Total natural gas consumption 
kWh
8,377,616
9,170,882
-8.6%
Total oil consumption 
kWh
-
-
-
Intensity of energy consumption
kWh/t 
produced
1,347
1,366
-1.4%
Renewable 
energies 
(Laboratoires M&L)
Renewable energy consumption 
kWh
18,678,518
19,186,308
-2.6%
SUPPLY CHAIN
Freight
Proportion of Laboratoires M&L  
imports shipped in by rail/road 
%
1.0
NA
-
Proportion of Laboratoires M&L  
imports shipped in by air
%
2.5
1.0
-
Proportion of finished products  
shipped out by rail/road
%
12.2
NA
-
Proportion of finished products  
shipped out by air
%
1.1
1.4
-
WASTE AND CIRCULAR ECONOMY
Materials used 
Total volume of materials used  
(finished product)
t
5,683
NA
-
Recycling
Total volume recycled (all materials)
t
737.18
NA
-
Weight of materials collected 
(Terracycle)
kg
33,032
NA 
-
Number of countries engaged  
in in-store recycling programme 
(Terracycle and others)
No.
10
9
+11%
Recyclability of 
packaging
Packaging recyclability rate - 
L’OCCITANE EN PROVENCE  
& MELVITA
%
76.94
NA
-
Eco-refills
Volume of materials saved by eco-refills 
L’OCCITANE EN PROVENCE
t
181.74
141.41
+28,5%
 
51
ESG  
Report

CREATING OPPORTUNITIES  
AND EMPOWERING PEOPLE IN OUR COMMUNITIES 
Indicators
Sub-indicators
Unit
2020 
2019
2019-2020
COMMUNITIES AND SUPPLIERS
Direct and indirect 
procurement
Value of direct/indirect procurement to 
be covered by Step 1 CSR evaluation 
€
199,268
NA
-
Number of direct/indirect suppliers to 
be covered by Step 1 CSR evaluation 
No.
294
NA
-
Number of direct 
suppliers by 
geographic region 
Suppliers - North America  
No.
25
NA
-
Suppliers - South America 
No.
72
NA
-
Suppliers - Europe
No.
216
NA
-
Suppliers - Africa & Middle East 
No.
9
NA
-
Suppliers - Asia & Pacific
No.
40
NA
-
WORKFORCE
Total workforce
Total workforce (FTE)
No.
9,347 
8,601
-
Breakdown by gender 
(all breakdowns are in 
headcounts and w/o 
ELEMIS)
Number of women
%
87
NA 
-
Number of men
%
13
NA 
-
Breakdown by 
employment type
Number of full-time employees
No.
NA 
NA 
-
Number of part-time employees
No.
NA 
NA 
-
Breakdown of 
employees by age
Number of employees: below 26
No.
2,056
1,941
-
Number of employees: 26-35
No.
4,542
4,391
-
Number of employees: 36-45  
No.
2,637
2,741
-
Number of employees: 46-55  
No.
1,175
1,223
-
Number of employees: 56 or above  
No.
408
439
-
Breakdown of 
employees by 
geographic region
Workforce - North America
%
11
11
-
Workforce - South America
%
10
10
-
Workforce - Europe
%
41
41
-
Workforce - Africa & Middle East
%
1
1
-
Workforce - Asia & Pacific
%
37
37
-
Staff turnover 
Staff turnover rate
%
38
NA 
-
Turnover by gender 
Turnover in women
%
NA 
NA 
-
Turnover in men
%
NA 
NA 
-
Turnover by age
26-35 
%
NA 
NA 
-
36-45  
%
NA 
NA 
-
46-55  
%
NA 
NA 
-
56 or above
%
NA 
NA 
-
 
APPENDIX 1: TABLE OF INDICATORS - 2020, L’OCCITANE GROUP
52

CREATING OPPORTUNITIES  
AND EMPOWERING PEOPLE IN OUR COMMUNITIES 
Indicators
Sub-indicators
Unit
2020 
2019
2019-2020
WORKFORCE
Turnover by 
geographic region 
Turnover - North America
%
72
NA 
-
Turnover - South America
%
54
NA 
-
Turnover - Europe
%
30
NA 
-
Turnover - Africa & Middle East
%
23
NA 
-
Turnover - Asia & Pacific
%
24
NA 
-
HEALTH & SAFETY, WELL-BEING AT WORK
Workplace accidents 
(Laboratoires M&L)
Number of accidents
No.
6
3
+100%
Work-related accident frequency rate 
%
4,31
2,11
-
Work-related accident severity rate
%
0,318
0.055
-
Lost days due to work injury 
No.
443
 NA 
-
Proportion of employees with a disability 
in the overall workforce  
%
9.63
8.16
-
TRAINING
Training (Laboratoires 
M&L)
Total number of hours of training
hours
11,759
17,000
-
Share of employees trained
%
71.5
85
-
Training by gender 
(Laboratoires M&L)
Employee training rate - women
%
50
NA 
-
Employee training rate - men
%
50
NA 
-
Training hours (women)
hours
932
NA 
-
Training hours (men)
hours
935
NA 
-
Training by 
employee category 
(Laboratoires M&L)
Production workers & admin staff
No.
344
NA 
-
Supervisory staff
No.
226
NA 
-
Managers
No.
296
NA 
-
Senior executives & Board members
No.
13
NA 
-
 
53
ESG  
Report

ENVIRONMENTAL INDICATORS 
PUBLICATION
Aspect A1 
Emissions
A1.
Information on: 
- the policies; and 
- compliance with the relevant laws and regulations that have a 
significant impact on the issuer, relating to air and greenhouse 
gas emissions, discharges into water and land, and generation of 
hazardous and non-hazardous waste.
Pages 17 to 35  
and appendix 3
A1.1
The types of emissions and respective emissions data.  
Pages 26-27  
and appendix 3
A1.2
Greenhouse gas emissions in total (in tons) and, where appropriate, 
intensity (e.g. per unit of production volume, per facility).
Pages 26-27  
and appendix 3
A1.3
Total hazardous waste produced (in tons) and, where appropriate, 
intensity (e.g. per unit of production volume, per facility).
Appendix 1
A1.4
Total non-hazardous waste produced (in tons) and, where appropriate, 
intensity (e.g. per unit of production volume, per facility).
 Appendix 1
A1.5
Description of measures to mitigate emissions and results achieved.
Pages 26 to 35
A1.6
Description of how hazardous and non-hazardous wastes are handled, 
reduction initiatives and results achieved.
Page 18
Aspect A2 
Use of resources
A2.
Policies on the efficient use of resources, including energy, water and 
other raw materials.
Pages 18, 20, 21, 30, 
31
A2.1
Direct and/or indirect energy consumption by type (e.g. electricity, gas 
or oil) in total (kWh in ’000s) and intensity (e.g. per unit of production 
volume, per facility).
 Appendix 1
A2.2
Water consumption in total and intensity (e.g. per unit of production 
volume, per facility).
 Appendix 1
A2.3
Description of energy use efficiency initiatives and results achieved.
Pages 30, 31
A2.4
Description of whether there is any issue in sourcing water that is fit for 
purpose, water efficiency initiatives and results achieved.
Page 18
A2.5
Total packaging material used for finished products (in tons) and, if 
applicable, with reference to per unit produced.
 Appendix 1
Aspect A3 
The environment  
and natural  
resources
A3
Policies on minimising the issuer’s significant impact on the environment 
and natural resources.
Pages 17 to 33
A3.1
Description of the significant impacts of activities on the environment 
and natural resources and the actions taken to manage them.
Pages 17 to 33
 
APPENDIX 2: CROSS-REFERENCE TABLE OF INFORMATION REQUIRED 
BY THE HONG KONG STOCK EXCHANGE  
54

SOCIAL INDICATORS 
PUBLICATION
Aspect B1 
Employment
B1.
Information on:
- the policies; and
- compliance with the relevant laws and regulations that have a significant 
impact on the issuer, relating to compensation and dismissal, recruitment 
and promotion, working hours, rest periods, equal opportunity, diversity, 
anti-discrimination, and other benefits and welfare.
Pages 44, 45 
B1.1
Total workforce by gender, employment type, age group and geographic 
region.
Appendix 1
B1.2
Employee turnover rate by gender, age group, geographical region.
Appendix 1
Aspect B2  
Health and 
safety
B2.
Information on: 
(a) the policies; and 
(b) compliance with relevant laws and regulations that have a significant 
impact on the issuer, relating to providing a safe working environment and 
protecting employees from occupational hazards.
Appendix 3
B2.1
Number and rate of work-related fatalities.
 Appendix 1
B2.2
Lost days due to work injury.
 Appendix 1
B2.3
Description of occupational health and safety measures adopted, how 
they are implemented and monitored.
 Appendix 3
Aspect B3 
Development  
and training
B3.
Policies on improving employees’ knowledge and skills for discharging 
duties at work. Description of training activities.
 
B3.1
The percentage of employees trained, by gender and employee category 
(e.g. senior management, middle management).
 Appendix 1
B3.2
The average training hours completed per employee, by gender and 
employee category.
 Appendix 1
Aspect B4 
Labour 
standards
B4.
Information on: 
- the policies; and 
- compliance with relevant laws and regulations that have a significant 
impact on the issuer, relating to preventing child and forced labour.
 Appendix 3
B4.1
Description of measures to review employment practices to avoid child 
and forced labour.
Appendix 3 
B4.2
Description of steps taken to eliminate such practices when discovered.
Corporate 
Responsability Policy 
Aspect B5 
Supply chain 
management
B5.
Policies on managing environmental and social risks of the supply chain.
Pages 14, 38, 39 
B5.1
Number of suppliers by geographic region.
Appendix 1
B5.2
Description of practices relating to engaging suppliers, number of 
suppliers where the practices are being implemented, how they are 
implemented and monitored.
 Pages 38, 39
 
55
ESG  
Report

SOCIAL INDICATORS 
PUBLICATION
Aspect B6 
Product 
responsibility
B6.
Information on: 
- the policies; and 
- compliance with relevant laws and regulations that have a significant 
impact on the issuer, relating to health and safety, advertising, labelling 
and privacy matters relating to products and services provided and 
methods of redress.
Appendix 3
B6.1
Percentage of total products sold or shipped subject to recalls for 
safety and health reasons.
Appendix 1
B6.2
Number of products and service related complaints received and how 
they are dealt with.
Appendix 3
B6.3
Description of practices relating to observing and protecting intellectual 
property rights.
Page 3
B6.4
Description of quality assurance process and recall procedures.
 Appendix 3
B6.5
Description of consumer data protection and privacy policies, how they 
are implemented and monitored.
 Appendix 3
Aspect B7
Anti-corruption
B7.
Information on:
(a) the policies; and
(b) compliance with relevant laws and regulations that have a significant 
impact on the issuer, relating to bribery, extortion, fraud and money 
laundering.
 Appendix 3
B7.1
Number of concluded legal cases regarding corrupt practices brought 
against the issuer or its employees during the reporting period and the 
outcomes of the cases.
Appendix 1 
B7.2
Description of preventive measures and whistle-blowing procedures, 
how they are implemented and monitored.
 Appendix 3
Aspect B8
Community 
investment
B8
Policies on community engagement to understand the needs of the 
communities where the issuer operates and to ensure its activities take 
into consideration the communities’ interests.
 Appendix 1
B8.1
Focus areas of contribution (e.g. education, environmental concerns, 
labour needs, health, culture, sport).
Pages 
22, 40, 41, 48, 49
B8.2
Resources contributed (e.g. money or time) to the focus area.
 Pages 
22, 40, 41, 48, 49
 
APPENDIX 2: CROSS-REFERENCE TABLE OF INFORMATION REQUIRED 
BY THE HONG KONG STOCK EXCHANGE  
56

Emission types
Laboratoires M&L’s air emissions are mainly CO2 emissions. 
In addition to CO2, the emissions generated by produc-
tion sites include volatile organic compounds (VOCs) and 
nitrogen dioxide (NO2). Regular emission checks are carried 
out to ensure that the sites are compliant with regulations.  
Compliance with laws relating to la-
bour and health and safety at work
The Group complies with existing labour regulations in the 
countries where it operates and ensures that health and 
safety measures are respected across all its activities. 
The group published its Corporate Responsibility Policy in 
2017. It covers a number of principles including health and 
safety at work through the protection of consumer health and 
industrial hygiene, as well as disease and workplace accident 
prevention. Laboratoires M&L has developed a prevention 
process to safeguard health and the environment at work, 
by anticipating and managing risks associated with these 
aspects on our production sites. Both the Manosque and 
Lagorce sites are engaged in a safety management initiative 
and have received the OHSAS 18001 certification. 
Employee health and safety during the COVID-19 crisis
During the peak of the COVID-19 pandemic, the Group 
implemented measures to preserve its employees’ health, 
safety and well-being around the world. All international trips 
and external events were suspended to reduce our teams’ 
exposure to the virus. Office staff worked from home while 
protection and social distancing measures were scrupulously 
applied. 
Compliance with labour standards
Our CSR policy complies with international conventions on 
human rights, labour rights and environmental regulations: 
those include the Universal Declaration of Human Rights, 
the International Labour Organization (ILO) Declaration 
on Fundamental Principles and Rights at Work, ILO 
Conventions, the UN Guiding Principles on Business and 
Human Rights and the UN Conventions on the environment 
and human health.
Our Corporate Responsibility Policy was created in 
2017. It sets out various principles that form the basis for 
L’OCCITANE Group’s operations, in particular with respect 
to respectful working conditions: appropriate working hours, 
freedom of association and right to collective bargaining, eli-
mination of insecure employment, fight against discrimina-
tion, and a ban on forced labour and child labour. 
Quality and safety of products
The Group’s primary responsibility towards its consumers is 
to guarantee the safety and quality of its beauty products. To 
ensure this, we have put in place quality checks and a moni-
toring system to keep track of regulatory changes. We are 
tracking changes to regulations concerning ingredients and 
cosmetics and food products for each country or geogra-
phic region where our products are marketed. This enables 
us to anticipate future changes coming down the line, and 
thus ensure the compliance of the Group’s products on an 
international scale. Quality inspections are carried out at each 
step of the product development process: from the receipt 
of raw materials and packaging items through to formulation 
and manufacturing, right down to the finished product. 
During the 2019 financial year, there have been no wit-
hdrawals or recalls of products sold under the brands 
L’OCCITANE en Provence, Melvita, Erborian and 
L’OCCITANE au Brésil as a result of adverse health effects or 
threats to the safety of consumers. 
The Group manufactures the vast majority of its own pro-
ducts: group subsidiary Laboratoires M&L, which ope-
rates two production facilities in Manosque and Lagorce 
(France), handles the manufacturing of products for brands 
L’OCCITANE en Provence and Melvita (with the exception of 
a few outsourced products ). Erborian, LimeLife, ELEMIS and 
L’OCCITANE au Brésil products are manufactured by sub-
contractors. The Group also has its own network of stores, 
while LimeLife products are sold directly or online through 
Beauty Guides. All these operations, from manufacturing 
through to distribution and logistics, generate environmental 
impacts that the Group is striving to minimise.  
Description of personal data protection 
policies 
The Group and its employees undertake to keep all informa-
tion obtained within the scope of their activities confidential, 
including personal data and information passed on by cus-
tomers and suppliers, in accordance with local and interna-
tional laws.  
Compliance with anti-corruption regu-
lations
In 2009 the Group adopted an Ethics Charter that is still in 
effect today, setting out principles in terms of actions and 
behaviours for all its employees. A dedicated Code of Ethics 
has been formally established by the members of the pur-
chasing team in 2019. During the financial year 2019, no 
legal case regarding corrupt practices was brought against 
the Group. 
Description of preventive measures 
and whistle-blowing procedures
The Group applies the principle of “Protecting identity and 
avoiding reprisals” to protect the anonymity of any person 
who might report wrongdoings or raise concerns.
Environmental Management
Since 2012, a voluntary ISO 14001 certification has been 
implemented on some of our sites. In 2019, the updated ISO 
14001 certification was awarded to both Laboratoires M&L 
production sites for product development and manufactu-
ring activities, but also to our Geneva headquarters, our Paris 
administrative office and all L’OCCITANE en Provence and 
Melvita owned stores in France. No non-compliance issues 
were found on the occasion of this new certification process. 
APPENDIX 3: DUE DILIGENCE INFORMATION 
57
ESG  
Report

APPENDIX 4: MATERIALITY ANALYSIS 
Stakeholder dialogue and the materiality analysis 
In 2019, the Group complemented this ongoing communication by updating its 
materiality analysis. Because of the Group’s multi-brand and “multi-local” charac-
ter, this exercise required the participation of key strategic management teams on 
an international scale, as well as that of sector experts and external future analysts. 
Over the 2019-2020 financial year, this update has highlighted some evolutions in 
the issues and concerns that the Group needs to take into account.   
12 issues identified as high priority for the Group have been integrated into its ethical 
commitments, Corporate Responsibility Policy and three strategic priorities. These 
issues, which are addressed in this report, continue to inform the Group’s dialogue 
with its key international stakeholders: 
•	3 Product issues: safety of formulas; eco-socio-design of products; res-
ponsible communication and consumer information.
•	2 Supply Chain issues: responsible supply chain; responsible sourcing of raw 
materials.
•	3 Ethical issues: fight against corruption; stakeholder dialogue; tax 
transparency.
•	1 Human Resources issue: development of human capital.  
Some of these issues are the object of growing expectations from our stakeholders, 
including the fight against and mitigation of climate change, and the protection of 
biodiversity which are now key priorities for the Group and structuring components 
of its CSR strategy. 
In addition, issues regarding the environmental impact of formulas, the eco-socio-
design of products and responsible customer communication are also well integra-
ted in the Group’s strategy, due to our positioning as a provider of beauty and cos-
metic products.
58

Crédits photos : Hélène Cheron-Kientega, Magicflightstudio, Tim Grenard, Mauro Nery, Juliette Treillet, Robert Tardio, Sylvain Duffard, Sight to Sky, Nathalie Vergnaud, Raphaël Michaluk, Sonia Schlaeintzauer, Loic Legros, Graeme Montgomery & Halves Studio, AdobeStock.

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