Organizational Strategy - Sustainable Development - L'Oréal

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.