
Activists return Macron waxwork stolen from Paris museum
Carrying on the action late on Tuesday, they placed the waxwork, estimated to be worth €40,000, in a chest and put it outside the headquarters of French electricity giant EDF.
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They also put the statue on its feet and stood next to it a sign with a slogan denouncing French President Emmanuel Macron for not completely cutting ties with Russia under Vladimir Putin, in particular in the energy sphere.
"Putin-Macron radioactive allies," it said.
Police then arrived and secured the chest and waxwork ahead of its return to the Musée Grévin, the Paris equivalent of Madame Tussauds in London.
"We came to bring back the statue of Emmanuel Macron because, as we said from the start, we had just borrowed it," Jean-Francois Julliard, executive director of Greenpeace France, told AFP at the scene.
"We notified both the management of the Musée Grévin and the police. It's up to them to come and retrieve it," he said.
The choice of the EDF headquarters was "to make Macron face up to his responsibilities concerning the trade that is maintained with Russia, particularly in the nuclear sector," he added.
According to Julliard, French companies can still, despite the sanctions regime in place since the invasion, "import a whole host of products from Russia" including enriched uranium to power French nuclear power plants, natural uranium transiting through Kazakhstan and Uzbekistan via Russia, LNG and chemical fertilisers.
He said Greenpeace particularly criticised the surge in Russian fertiliser imports into the EU, which rose some 80 percent between 2021 and 2023 according to French fertiliser manufacturers.
According to a police source, two women and a man on Monday entered the Grevin Museum posing as tourists and, once inside, changed their clothes to pass for workers. The activists slipped out through an emergency exit with the waxwork.
A museum spokeswoman acknowledged that "they had clearly done their research very thoroughly".
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Like its production, this herd reinforces the brand's terroir image. But the integration of this activity is also based on the company's need to secure its supplies. "This project has very substantial costs, but we couldn't carry it out without integrating it. These sheep serve our daily needs, because we're more than just a jeans brand. We're a local player. We're able to finance it because it's part of the company's overall economy, with a logic of 'brand that makes, brand that sells'. Today, we're doing it with our financial strength, so we can say to ourselves that in twenty years, we'll have built up a herd of woollens that will enable us to design tomorrow's business models," says the entrepreneur. "We were quite traumatized by what happened to linen. Linen twill fabrics are now selling at around €35 a meter, excluding tax. It's complicated because Asian countries are pre-empting us. If we can avoid this scenario with wool, all the better." 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For more than ten years, the couple has been steadily expanding their range of jeans, priced between €100 and €250, combining classic and contemporary silhouettes, and their local production. Their Florac workshop soon became too small, and in 2022 the company invested €2.5 million to structure its production and inaugurate a 2,000-square-meter factory, open to the public. By prioritizing production tools over communication, Atelier Tuffery is betting on creating a buzz around the values of quality, social and environmental responsibility, and proximity, with three-quarters of its products made in its workshops. Despite a complicated consumer environment, the brand continues to grow. It boasts a gross operating profit margin of 10%, enabling it to launch a new emblematic project with the creation of its own flock of Merino ewes. "It's a question of consistency and sincerity. To explain the decision to buy our own ewes, I have to point out that we've embarked on a long journey. I think that tomorrow we'll be selling a pair of pants not just because they're beautiful and well-made, but also for the whole story behind them. We were 30 years old when we took over the company, and we want to pass on the keys to a company that will be at the cutting edge in 30–40 years. Over the last ten years, we have invested in tools, manufacturing, transmission, and training. This represents some €7–8 million, but we've been able to do it while remaining profitable. If we had invested in advertising or marketing, Atelier Tuffery would certainly have a totally different reputation. But what would we have left behind? Our vision is that thirty years from now, we won't be able to afford a model whose raw materials are mainly cotton and elastane, which means petrochemicals. But we can't build everything we do on garment making, transmission, and manufacturing transformation if we don't control our raw material sovereignty." 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Wool is one such product, even if the industry has collapsed with the development of globalized cotton and synthetic materials. We've worked hard to redeploy the industry in Occitania. There are thousands of tons of wool in our region, and it would be a shame not to use it when it is burnt. When Myriam and I started knocking on farmers' doors to use local wool in our jeans, we were seen as crazy. It took a lot of R&D to find the best blends of materials, but we did it!" The company has structured its processing chain for wool collected in Lozère. It is then washed in Sologne at Laurent Laine, before being combed at Dumortier in Tourcoing. Next, the material is sent to the Filature de Dreuilhe in Ariège, before being sent to the Tissages d'Autan in Tarn, and finally to the Tuffery factory in Florac, where the garments are made. 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Like its production, this herd reinforces the brand's terroir image. But the integration of this activity is also based on the company's need to secure its supplies. "This project has very substantial costs, but we couldn't carry it out without integrating it. These sheep serve our daily needs, because we're more than just a jeans brand. We're a local player. We're able to finance it because it's part of the company's overall economy, with a logic of 'brand that makes, brand that sells'. Today, we're doing it with our financial strength, so we can say to ourselves that in twenty years, we'll have built up a herd of woollens that will enable us to design tomorrow's business models," says the entrepreneur. "We were quite traumatized by what happened to linen. Linen twill fabrics are now selling at around €35 a meter, excluding tax. It's complicated because Asian countries are pre-empting us. If we can avoid this scenario with wool, all the better." A product with "a story to tell" The CEO admits to an obsession with mastering his business model, taking the time to build and consolidate the different strata of his project. He focuses on profitable growth, making sure to gradually increase his production capacity to meet demand on his e-commerce site, at his factory, and in the Montpellier boutique opened last year. "We thrive in digital, but perform better physically because our in-person experience aligns more with who we are—an excellence of products to touch, a strong story to tell. But we don't make any commercial decisions that might damage our values. Before developing a network of boutiques, we need to be sure we have the products to sell in those boutiques. You need factories and supply chains that stand the test of time. At a time when many companies were accelerating their commercial rollout, we insisted on our production facilities. We are super manufacturers: what's important is that we generate a super margin. We have very solid shareholders' equity. That's cool, because when you go to see your banker, that's the first thing he looks at." This focus on profitability is underpinned by a vision of financial autonomy to drive long-term transformation. With this in mind, Julien Tuffery admits that for the time being, he is not considering developing wholesale sales, as the margins of resellers today do not allow him to maintain prices in line with the market, in his opinion. "That would mean a retail price of less than €40," he says. "Right now, at €40, I've made half a pair of pants. I don't want to change our model. In 1983, my dad went from 60 to three people in a village of 2,000 inhabitants, because big retailers left for North Africa overnight. We've learned a lesson from this, and a great deal of humility about development." On the other hand, Atelier Tuffery is looking to the future. Its industrial model is designed to be duplicated in other regions, with sites that are "hyper-human, hyper-agile, hyper-competent, hyper-versatile" and able to respond rapidly to local needs. But the next important step will be commercial. The brand feels ready to open new stores under its own name.