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L’Echo highlights’s Louise Hannecart
January 15, 2020

It’s not only eternal growth that counts

SIMON MOUSE | January 2020 | Original article in L’Echo

In July, she was still in Peru where she worked in a prison. There, she just returned from three months in Buenos Aires where she worked to improve the quality of life in informal housing estates. No time to rest. She is already preparing to go back to Bali for six months. An entire program. But embraced 100%. Because Louise Hannecart decided to operate a switch early in her career. After following the classic path of corporate ascent, with a degree in chemical engineering (KU Leuven) and a stint with McKinsey & Company, she decided to set off on the train of the consultant’s new adventure: , named after this independent, non-profit organization, founded in early 2018, to try to solve complex societal challenges.

I have always been super-passionate and motivated to be involved in society – Louise Hannecart

From a moment of volunteering in Ghana and Burundi in her youth to a collaboration with a social knitting workshop in Ayacucho, this breadcrumb is part of her DNA. And feeds his vision of a young worker.

And for good reason, ” to face the challenges to come, the transition to operate must be societal, not just to analyze from a business angle “, evokes the one who therefore decided to make this postulate her job. History to experience firsthand the challenges inherent in this change of mentality. That the markets for the climate have set in motion. ” There has been a great awareness, coming from consumers, from the people, and which is going up to businesses .”

“Donut economy”
So for the next decade, Louise hopes to see more people working towards the advent of an economic model where the realities of planetary limits are taken into account. Like the “donut economy”, theorized by the economist Kate Raworth (University of Oxford). ” It is to say that the economy should not always go towards eternal growth, but reach a certain balance between human and environmental needs “. A vision that should inspire the leaders of tomorrow. Young or not so young. ” We must take advantage of our brainpower to innovate in the way of doing things “. But without staying in the word. ” We must now take action”over the next ten years. This will not be easy, because the path is difficult to discern, but there is no choice.

Please note all mentions of are due to the fact that Rethinking Recycling was incubated and scaled under for 3 years, before transitioning out to become Delterra’s flagship initiative