A sustainable development approach has been implemented in association with Alliances pour la RSE, in partnership with the innovation cluster MAUD (Matériaux à Usage Domestique) ; an ecology engineer from the Chamber of Commerce and Industry Grand Lille worked with Clayrton’s.
The company implemented a printing, water-based ink process on biodegradable polypropylene. The technique must make the flowers’ wetness compatible with ink stability.

The company reduces its impact on the environment in the following ways:
♦ products: 100% kraft paper and tissue-papers comes from managed forests ; 100% chucks come from companies with an iso 9001 standard
♦ catalogues: 100% are printed on recycled paper with 100% water-based ink
♦ energy, transport: contract with EDF for 100% renewable energy ; the sales representatives drive eco-labeled vehicles ; 21% transport is rail transport ; 70% transport in France.
♦ pedagogy for the consumers: information provided on the labels.
Clayrton’s has been training drug addicts to be florists since 2003, in partnership with le Relais.

In early 2000, containers with products imported from very far got to Anvers or Rotterdam and were delivered to the warehouses located in Ile de France by road transport. Monoprix is trying to limit this means of transport.

In 2003, river transport was experimented by the company, thanks to the canal system linking the port of Le Havre to the Seine, and the fact that lighters were made available and could take containers on board, and not only goods shipped in bulk.
A transfer was planned from Gennevillers (North West to Paris) on small-size push tugs adapted to the journey through Paris to Bonneuil (located to the West of Paris), in order to ensure the continuity of transport and limit road transport.
In 2006, the first Monoprix lighter shipped through Paris on the Seine; from then on, 2 lighters have been shipping a week.
The increase in voluminous goods and heavy goods required an additional means of transport between the Bonneuil-located warehouse and the center of Paris. Monoprix implemented a rail trip to the platform in Bercy.

The goods are then driven to the shops on lorries running on natural, mains gas. It was experimented in 2003 from the warehouse in Combe la Ville, and then from Bercy in 2008, with 20 additional vehicles.

Electrolux’s strategic approach is to exceed standards that govern the use of solvents or toxic hydrocarbons.
In fact, rather than trying to reduce the toxic emissions of its dry-cleaning
processes, Electrolux directly innovated to avoid using harmful substances.
This alternative solution enables the company to avoid
adjusting permanently to ever stricter standards.
In the early 1990’s, Electrolux developed the Lagoon process in association with Woolmark. Three years’ studies were required to develop this water-based process. It incorporates a better control of washing processes and the use of biodegradable detergents.
This system, which can be used to clean all types of fabrics, makes it possible to fully substitute water cleaning for toxic dry-cleaning.
It therefore enables professional users to avoid health risks as well as any costly improvement required to ventilate dry-cleaning premises.

Group Carrefour GB, in partnership with Association PACTE, opened the first social grocery store called « les Capucines » in Bruxelles-Marolles in 2003. The group was first asked to provide grocery products, hygiene products and cleaning products free of charge. The products were sold at modest price in a place made available by the association and located near the targeted inhabitants. Two hundred and fifty families considered beneficiaries as of right and selected by the city’s social services (the CPAS, Centre Public d’Aide Sociale) can shop in that corner store. Association PACTE also offers the youths the opportunity to be trained on retail jobs so that they can work as students in Carrefour shops later on. Carrefour widened its experience between 2003 and 2006, opening 4 convenience stores in Belgium for more than 1,000 families. The store is provided with samples sent by the central purchasing department (from textile, home and garden and toys departments) or with specific pallets from the warehouses. Such products are 80% cheaper than the price people actually pay in the 561 GB-branded shops and Carrefour Belgium shops. This model was presented as the « best practice » by the group’s foundation, which has been involved in developing and financing other social grocery stores since then, renovating buildings or supplying the shops with the equipment no longer used in the main stores.

Local patronage organizations are involved in material and logistic support, taking part in the shops’ performances. The group supplies the corner stores with the required equipment (aisle shelves, refrigerators, display shelves). Products from different brand names may be sold in the same social grocery store.