3. Luxottica Group overview
1 11 >8 mn
Group Plants OneSight
patients
130 45 >55 mn
Countries Brands Manufactured
frames
64,000 ~7,000 >60 mn
People Stores Customers
3
4. 50 years of excellence
2011 Strengthening
Latam retail
Acquisition of Oakley 2009 First step into retail
in Latin America
2007
2006 Starting retail expansion in China
2004 Strengthening retail in
North America: Cole National
2003 OPSM
Acquisition of Ray-Ban 2001 Entry into sun retail: Sunglass Hut
2000 LISTING ON BORSA ITALIANA
Acquisition of Persol
1999
Acquisition of Vogue 1998 Entering the MVC business in US: EyeMed
Starting license agreements
with the fashion industry 1995 Entry into optical retail:
LensCrafters
1990 LISTING ON NYSE
1974 Entrance in wholesale distribution
1971 Launch of 1st collection of prescription eyewear
1961 Producer of frames components
4
5. 64,000 “Luxotticans”
35 57% 15%
Languages Generation Y In emerging
countries
… here we are
5
6. The best brand portfolio in the industry
A strong and diversified brand portfolio
House
brands
License
brands
(1) (2)
(1) Starting from 2012
(2) Starting from 2013
6
7. Leader in optical and sun retail
A strong and diversified retail brand portfolio
Over 7,000 stores worldwide
Leading premium optical retailer in:
North America
Asia-Pacific
Latin America
Greater China
Optical
Leading specialty premium sun retailer
worldwide
Leading operator of leased optical
departments in host stores in North America
One of the largest managed vision care Sun
operators in the US, through EyeMed
7
9. Overview of the Project
In April 2011, Luxottica has launched the Zero Waste initiative with the aim to
create a change and a transformation in the way the Company will conduct the
business in the next 50 years.
Some of the project key objectives
are:
to transform Luxottica culture, building a new
long term perspective on the sustainability of the
business towards both the environment and the
Company.
to build a new culture of collaboration and
innovation, preparing the ground for wider
changes and dissemination of new approaches
10. The Zero Waste project: sponsorship
We must efficiently use the resources we have, reduce
consumption where we can, and invest in areas that
will create value for our company as well as help our
planet.
The key to long-term success lies in the way we use, or
waste, our resources.
It depends on everyone’s contribution to be truly
successful
11. Social Innovation as “change agent”
Within the Zero Waste project, one of the most significant element of change and
transformation introduced has been a collaborative social platform to share, discuss and
rate innovative ideas and contribution.
The “Lux Idea Lab” platform, based on a
“crowdsourcing” approach, was introduced to a
select number of innovators within the company with
the specific aim to establish a culture and to fine
tune a solution.
12. The workplace is changing
Formal Organization Informal Organization
• Hierarchy • Collaboration
• Authority • Reputation and
• Top-down trust
• Command&Control • Bottom-up
• Taylor and Ford • Engagement
• Atom • Wenger
• Bit & Knowledge
14. Idea Lab project overview
Mapping the Zero Waste Idea
community Ideas generation evaluation
November 2011 February 2012 April 2012
January 2012 April 2012 May 2012
Phase 1 Phase 2 Phase 3
17. ONA: mapping the community with new nodes
Target | Respondents New nodes
Response rate: 66%
597 393 478 Nominations per respondent: 4 (average)
Start date: Dec 13th
End date: Jan 2nd
1075
18. ONA: Identifying the explorers network
China
by country
US/Lux NA
India/Aus US/Oakley Retail
Operations/ Marketing
R&D
by business
area
Sales & Field US/Oakley
19. Affinity: identifying environmental impact &
priorities Environmental practices
Packaging & Factories (infrastructure)
Transportation Packaging
Factories Transportation
Working environment
Other
Every node is a respondent (a total of
393). The colors represent here the
first priority for each respondent.
Clusters emerge whenever
respondents have similar response
patterns (i.e. they chose the same
priorities in the same order).
Four groups can be clearly seen: on
one side Environmental Practice (soft
factor) on the other Packaging &
Transportation (hard factor). These two
opposites are “linked” by a more
“generic” priority such as Factories.
The last group is less focused on a
specific priority, although with a slight
Working bias towards Working Environment.
Environment
Environmental & Other
Practice
21. Challenge identification
First challenge | February to May
How can we improve our working environment, reducing waste (and consumption) and live better?
Sub Challenge
> How would you imagine your Zero Waste worldwide Day?
Second challenge | May to June
How is it possible to reduce our shipments and material usage to save Km/miles, CO2, space, …?
21
32. Idea Lab – Key Learning
Strengths Opportunities:
Easy to use / Good User Experience
Dedicated communication launch plan is
Increased the connection and awareness fundamental for the launch of the program. F2F is the
on Zero Waste themes. key!
Duplicated ideas and the large number of ideas
Collaboration and confrontation on a posted can be an issue.
worldwide scale are made easier.
Contamination of cultures, ideas and Positioning Idea Lab as a working tool to encourage
experiences is seen as a great strength of and empower people to use it during working hours.
the environment. This, to avoid any perception of extra-job on the to-do
list or waste-time for bored employees.
This initiative seeks to unlock the innovation potential of larger group of people.It is the social evolution of the traditional "idea box” initiative, where the use of technology platforms deeply transforms its nature:Different forms of participation: these systems not only enhance the contribution of the proposed idea but also of the vote, comment or criticism of the ideaContamination: everybody can see proposals from colleagues and from an – at first – impractical proposal a more consistent initiative can grow over timeEmergency: most read, most commented or most popular ideas emerge and impose themselves on others, allowing the community to quickly see the selection process in placeCollective intelligence: if properly supported, the community can develop “by itself” the proposals using the intelligence within the systemFocus on people (and not just ideas): The most successful proposals bring with them a group of people who believe in the idea and that will take it forward once approved
This initiative seeks to unlock the innovation potential of larger group of people.It is the social evolution of the traditional "idea box” initiative, where the use of technology platforms deeply transforms its nature:Different forms of participation: these systems not only enhance the contribution of the proposed idea but also of the vote, comment or criticism of the ideaContamination: everybody can see proposals from colleagues and from an – at first – impractical proposal a more consistent initiative can grow over timeEmergency: most read, most commented or most popular ideas emerge and impose themselves on others, allowing the community to quickly see the selection process in placeCollective intelligence: if properly supported, the community can develop “by itself” the proposals using the intelligence within the systemFocus on people (and not just ideas): The most successful proposals bring with them a group of people who believe in the idea and that will take it forward once approved
