Organizational Strategy - Sustainable Development - L'Oréal

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4 L’OréaL - GrI DaTa SHEETS 2011 • Strategic contribution on regulatory and “Public Affairs” questions in the context of development of the Global Compact agenda and political and media discussion of biodiversity in emerging countries. Establishment of a Task Force with r&I on this essential issue which ultimately will have an impact on its access to raw materials. This is because biodiversity is increasingly employed as a means for protectionism. AS PART OF THE SUSTAINABLE DEVELOPMENT DEPARTMENT’S SUPPORT FOR BRANDS: Support for brands on Sustainable Development & rSE and sustainable consumption information questions in cooperation with the International Strategic Marketing teams. a Sustainable Development Map/Identity card should be formalised for each brand. > For further details, see the “6.3.2. relations with interested parties” section on page 199 of the 2011 reference Document. 4.17 SUSTAINABLE DEVELOPMENT IS SYNONYMOUS WITH RESPONSIBLE GROWTH adopting a responsible approach is necessary for us to achieve its goal of winning the confidence of a billion new consumers over the next 10 years. L’Oréal is seeing an increasing interest from emerging markets in Western lifestyle and the related benefits to the economy and society. SOME INTERESTED PARTIES ARE CONCERNED ABOUT THIS TREND The first question is: “how is L’Oréal going to meet the necessary targets as regards the environmental footprint and at the same time substantially increase the total volume of consumption?”. To meet this major challenge, L’Oréal includes sustainable consumption at every stage in the life cycle of its products, together: • sustainable innovation that incorporates ethical policies and cutting edge research to choose new ingredients and develop green design and green chemistry; • responsible management of production, packaging and the logistics chain in order to significantly reduce its impact on the environment and society, wherever the group is. Its goals for 2015 are ambitious: 50% reduction in greenhouse gas emissions, water consumption and the volume of waste per finished product. Its fair trade policy and commitment to local communities are fully incorporated into its decision-making process. Some interested parties also ask another question: “is L’Oréal destroying local culture in emerging countries by transferring or imposing its western way of life?”. L’Oréal firmly believes that innovation must be designed close to the places where consumers live and meet their needs and perceived aspirations. The best way of achieving this is to: • ensure performance and quality by applying best practices; • take account of local practices and customs. In India, for example, kajal, used in traditional makeup, is a great source of inspiration for developing new products. The group pays particular attention to taking into consideration the natural environment and local society, which guide consumers in the choice of their cosmetics. CORPORATE RESPONSIBILITY TO CONSUMERS In L’Oréal, Corporate responsibility is applied to consumers to each of its activities, from research and innovation to sourcing, without forgetting production, and from marketing to relations with consumers. at world scale, businesses alone cannot meet the challenge of sustainable consumption. Consumers have an important part to play with the rest of society to guarantee that today’s consumption does not, in the future, exceed the planet’s production capacity. 13/13
5 L’oréaL - GrI DaTa SHEETS 2011 MANAGERIAL APPROACH Economy Following the meeting of the L’oréal board on 13 February 2012, the consolidated accounts and the corporate financial statement for 2011 were approved. 2011 was a year of solid development and the group continued to gain in strength. In a globally well oriented cosmetics market, L’oréal achieved strong turnover growth and confirmed its position as the world leader in beauty. all divisions saw growth. L’oréal Luxe, in particular, had a very good year, thanks in particular to Lancôme, GiorGio armani and KiehL’s. Internationalisation continued in all divisions. The group continues to make gains in the New Markets, asia and Latin america, first and foremost, and clear progress in North america. 2012 will be a symbolic year, since the New Markets will become the group’s top geographical zone. These performances confirm the relevance of its strategic orientation and again confirm the key role of research, innovation and creativity in the group’s business. 2011 was also another year of solid construction in operations. With strong growth, results demonstrated a virtuous dynamic: operating efficiency increased in all fields, thus enabling us to prepare well for the future, and profitability grew strongly in the New Markets. These quality results make us ever more confident in the group’s ability to achieve continuing, profitable growth. L’oréal is well equipped to succeed with its strategy of universalising beauty and making 2012 another year of turnover and profit growth. The Board of Directors decided to propose to the 17 april General Meeting the payment of a dividend of 2 euros per share, up by 11% over 2010. L’oréal’s economic performance and also its presence in the market are consolidated in its activity report for 2011 and its 2011 reference Document, both if which may be consulted on line at www.loreal-finance.com. ECONOMIC PERFORMANCE I. CONTENTS base EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. EC2 Financial implications and other risks and opportunities for the organization’s activities due to climate change. EC3 Coverage of the organization’s defined benefit plan obligations. 1/14
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