Organizational Strategy - Sustainable Development - L'Oréal

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7 L’OréaL - GrI DaTa SHEETS 2011 The management is the guiding thread in this change in safety culture, supported and aided by the L’Oréal HSE network, which is equipped with the tools and programmes required to achieve excellence in this area. The basis of the safety enhancement programmes will continue to be: - HSE steering committees - SHaP 2010: prevention programme (Safety Hazard assessment Procedure) - Measurement - SIO (Opportunités d’Amélioration Sécurité –safety improvement opportunities) - Safety Training for management - Ergonomic attitude - HSE Culture audits > For more details, see section “1.8.3.3. Environment and safety (HSE)” on page 20 and section “6.1.2.4. Health and Safety” on page 190 of the 2011 reference Document. TARGET FOR THE SAFETY OF OPERATIONS The initial aim is to improve the safety score by 81% between now and 2015 (reference year 2005: TFC = 3.09), which represents a TFC < 0.60. REMINDER OF OPERATIONS PERFORMANCE LEVELS In line with the positive trend recorded in recent years, the performance levels remained very good in 2011. The accident rate fell by 14% on the previous year. TFC (conventional frequency rate) – Plants and distribution centers 2010 2009 2008 2007 2006 2011 : 1.36 0,0 ZERO ACCIDENT IN 2011 • Out of 100 plants and distribution centers, 72 displayed a rate of zero accident with stoppage 4. • apart from the reduction in the number of accidents, it is also important to note that the accident gravity rate has fallen by 50% since 2005. - Millions of hours without accident causing work stoppage since 2005 – Operational and administrative sites 4. • 13 plants, 4 distribution centers and 16 administrative sites reached or exceeded the threshold of one million hours worked without accident causing work stoppage 4; • 2 plants are at 3 million hours 4. TRAINING AND EDUCATION I. CONTENTS CORE 4 LA10 average hours of training per year per employee, by employee category. ADD 10/16 LA11 Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings. LA12 Percentage of employees receiving regular performance and career development reviews.
7 L’OréaL - GrI DaTa SHEETS 2011 II. STATE OF THE L’ORÉAL’S POLICY IN 2011 LA10 Training forms an integral part of the staff development policy at L’Oréal. as such, it is the subject of an individual interview once a year with each employee. L’Oréal regularly ensures the personal and professional development of its staff via a training system tailored to their individual needs, everywhere and for all positions. The “Learning for development” department is fully integrated with the company, thus enabling full advantage to be derived from the best practices worldwide and offering a coherent overview of the training programmes. The number of training hours in 2011 was 1,022,772 across the group as a whole. In 2011, L’Oréal Sa devoted 15,264 thousand euros to the professional training of its staff, equivalent to 4% of its payroll. • Number of persons trained in 2011: 4,705, or 78% of the workforce as at 31 December 2011. • Number of training actions in 2011: 13,189, an average of 2 training actions per individual trained. • Number of training hours in 2011: 128,312 hours. • Number of staff that benefited from a Droit Individuel à la Formation (D.I.F –individual training entitlement): 264. The L’Oréal Human resources intranet site (Profile & My training) provides staff with comprehensive information on their options with regard to professional training and their entitlement in terms of D.I.F. Training hours (Cosmetics and The Body Shop) Recommended number of training hours Training forms an integral part of the staff development policy at L’Oréal. as such, it is the subject of an individual meeting once a year with each employee. L’Oréal regularly ensures the personal and professional development of its staff via a training system tailored to their individual needs, everywhere and for all positions. The “Learning for development” department is fully integrated with the company, thus enabling full advantage to be derived from the best practices worldwide and offering a coherent overview of the training programmes. TRAINING AND DEVELOPMENT Learning is part of the group’s everyday life. In order to ensure L’Oréal’s competitiveness, the group offers its staff training options right throughout their working lives. AN INDIVIDUAL APPROACH “L’Oréal and me” offers a new international framework for professional reviews, consisting of two meetings each year at which it is possible to identify and discuss career paths, personal development and salary. From this perspective, the group regularly ensures the personal and professional development of its staff via a training system tailored to their individual needs, everywhere and for all positions. The “Learning for development” department is fully integrated with the company, thus enabling full advantage to be derived from the best practices worldwide and offering a coherent overview of the training programmes. The optimized realization of each individual’s potential is crucial if a sustainable competitive edge is to be maintained. Since the group benefits from dynamic and centralized career management, the “Learning for development” department has developed tools to aid transition, aimed at managers taking on new responsibilities. 11/16 Number of open access training hours Total number of training hours Number of employees trained Western Europe 471,657 12,214 483,871 19,223 North America 130,024 5,912 135,936 9,789 Asia Pacific 260,641 941 261,582 9,737 Latin America 48,679 3,532 52,211 2,057 Eastern Europe 54,055 1,542 55,597 1,992 Africa & Middle East 33,512 64 33,576 1,262 Of which New Markets 396,887 6,079 402,966 15,048 Total 998,567 24,205 1,022,772 4 44,060 4 LA11
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Organizational Strategy - Sustainable Development - L'Oréal

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