Organizational Strategy - Sustainable Development - L'Oréal

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6 L’oréaL - GrI DaTa SHEETS 2011 community spirit brand, Biotherm encourages consumers to recycle by using twist-off pumps and providing helpful information on the packaging. > For more details, see the heading Environment/Packaging on pages 20-21 of the <strong>Sustainable</strong> <strong>Development</strong> report 2011. EN27 This indicator is not followed at the group level, in a consolidated manner. on the other hand, a number of the group’s brands have programmes in this direction: • http://www.kiehls.fr/services/service.aspx?topcode=aboutKiehls. • http://www.garnier.com.au/_en/_au/garnier/green_tips.aspx. • http://www.thebodyshop.com/_en/_ww/values-campaigns/protect-planet.aspx. 12/12
7 L’OréaL - GrI DaTa SHEETS 2011 Employment, Social Relations MANAGEMENT APPROACH and Decent Work THE L’ORÉAL HUMAN RESOURCES POLICY L’Oréal has always placed the human dimension at the heart of the company and done so with a long-term vision. after all, the development of men and women is one of the key elements in the group’s economic and social performance. The desire for an active diversity policy as a driving force for progress, innovation and the creation of social cohesion has been expressed for many years and is gradually being enriched with the group’s global expansion. renowned as one of the most attractive companies on the planet for young graduates and one of the most formative in terms of the development of leadership among its directors, L’Oréal permanently seeks a balance between the constant improvement of its organizational efficiency and the enrichment of its talent pool, at all levels and in all countries. L’ORÉAL’S HUMAN RESOURCES POLICY IS BASED ON: • an active recruitment policy supported by partnerships with the world’s leading educational institutions, the use of innovative business games and methods permitting the identification and attraction of the best talent and its efficient selection among the one million unsolicited applications received each year. • The aim of allowing every employee to evolve courtesy of individual performance monitoring and numerous opportunities for progression, supported by comprehensive training programmes that are accessible to all. Internationally based training structures allow these programmes to be delivered throughout the world. The significant level of mobility between posts and countries and the numerous individual promotions that take place each year testify to the vitality of career management within L’Oréal. This dynamic is ensured by an Hr network that is both closely attuned to employees’ expectations and aware of the business requirements. • a desire to recognize the actual contribution of each individual via a dynamic remuneration policy and global long-term incentive schemes. • regular evaluation of the expectations of staff from all over the world via opinion polls that generate action plans. • Seeking a work environment and conditions conducive to the personal blossoming of each individual. • an active social dialogue with staff and their representatives both in Europe and the rest of the world. EMPLOYMENT I. CONTENTS CORE LA1 Total workforce by employment type, employment contract, and region. LA2 Total number and rate of employee turnover by age group, gender, and region. 1/16 ADD LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operation.
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