TATLER: Plastic Odyssey wants to show that plastic waste can be a valuable resource. How is this mission carried out?

SB: Turning something that has no value into a product that can have added value [demands] being very creative in our business model. To recycle plastic to make plastic doesn’t work, because the cost of virgin plastic is too low. We cut trees to make transport pallets, which we use a lot worldwide for logistics. If you manage to turn [plastic] waste into pallets, then you avoid cutting trees, and you also have enough takers of the plastic waste. You can do the same with roof tiles, outdoor furniture and bins. You’re not creating waste, but a resource. Then you’re able to have a business model, because somebody’s going to buy this bin or this pallet.

AG: We can expand this or have it at scale—in each country [where the business model is carried out], you have communities that will share the knowledge through social media. Then you create a snowball effect. This is where it starts to get really powerful. The long-term aim is that it will live by itself and grow by itself, and then engage other companies in other industries. 

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TATLER: Can you tell us about L’Occitane en Provence’s efforts in fighting plastic pollution?

AG: We have many initiatives—we have eco-refills, which you’ll see in the pop-up—that uses less plastic. Thanks to our customers who are buying the eco-refill instead of the original products, we have reduced [plastic use] by 235 tonnes of plastic this year. We now recycle around 50 per cent of plastic. 

TATLER: How do you educate your customers on reducing plastic waste—keeping in mind the relatively short period of time they might spend in your stores?

AG: What is key is to raise awareness in our own people—we have 9,500 employees around the world. We train our staff and explaining the issue to them, [as well as] how we are reacting to the issue. We ask that when they are in conversation with their clients, they bring this topic into the discussion, especially when they have the opportunity to sell an eco-refill instead of a standard product.

Another thing that’s super important is recycling in stores. Around 40 per cent of the products we sell in Hong Kong are recycled. At our store at Pacific Place, there is a pop-up dedicated to sustainability and recycling. We recycle [packaging] from every cosmetic brand [and not just those of L’Occitane]. For me, it’s an easy and simple way to raise awareness.

TATLER: Why is Hong Kong chosen as the location of the pop-up? 

AG: I know Hong Kong consumes a lot of plastic. We need to raise awareness in places like Hong Kong, which is highly influential. To have an opportunity to highlight the issue to people [in a place like Harbour City,] which has such high foot traffic, [means] we have a strong reach where we can raise awareness. Raising awareness on this issue, for me, is important—that goes back to the impact we aim to have. 

What is your ultimate sustainability goal in your business? 

AG: By 2027, we will recycle 100 per cent of our plastic. My goal is to recycle more products than we sell, because then you become regenerative. My dream is that the impact of L’Occitane en Provence [creates means] the world will have less plastic, or at least a better use of plastic, thanks to us. 

This article is part of Business of Good, the series that explores how global leaders use their wealth and influence to drive change through philanthropy and positive action.

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