Organizational Strategy - Sustainable Development - L'Oréal

7 L’OréaL - GrI DaTa SHEETS 2011
INTERNATIONAL MOBILITY
Geographical mobility and career flexibility benefit staff in terms of development and experience, but also the group at the level of
growth and innovation. International mobility also strengthens its diversity policy, as its brands are adapted to suit local demand by
multicultural teams.
at the end of 2010, 883 employees from 59 countries were on long-term international assignments in 57 different countries, a rise of +17%
on 2009. 37% of these employees were women and 15% were aged under 30. also at the end of 2010, nearly 40 L’Oréal employees were
on foreign transfers aimed at increasing their experience, primarily in manufacturing projects, for a short period (assignments of 12 months
maximum).
L’Oréal has revised its international mobility policy to ensure that it meets the requirements of its staff and of the company. Specific
packages have also been developed for young employees, as well as for inter-regional transfers.
In order to encourage this ambitious acceleration of globalization, the group is seconding its best talents on international programmes,
developed in partnership with renowned institutions. There, they have access to the best training resources available worldwide and can
share the expertise and experience of L’Oréal’s directors. These programmes are aimed at transmitting the culture and values specific
to L’Oréal, as well as contributing to the strategic coherence of the group. In 2010, a symbolic training course, “L’Oréal Insight”, brought
together 195 young managers from 37 different countries. This figure shows to what extent the local Hr directors are committed to the
development of their best assets. In total, just short of 400 strategic staff, from all countries where the group is present, attended at least
one of the company’s key international seminars during 2010.
“MY LEARNING”
In 2010, with the aim of “bringing learning to all”, L’Oréal “Learning for development” teams launched the “My Learning” platform at
international level, namely in 18 languages, making it accessible to 20,000 staff in 32 countries. This project will be extended to 45,000 staff
in 56 countries in 2011.
The use of a single platform for the L’Oréal group as a whole guarantees the sharing of the group’s culture and expertise on a global scale.
“My Learning” also encourages the transfer of knowledge within the group and aids the orientation of employees and company initiatives
concerning diversity and ethics in particular, as well as allowing information to be distributed immediately to staff.
The employees access the training and resources coming under fields such as management, professional expertise, language and IT. Its
creation is based on a combination of innovative learning methods and tools ranging from remote training to video demonstrations. This
enables the long-term training needs of all L’Oréal staff to be met.
“My Learning” offers employees a personalized training path consisting specifically of a training offer and free access to the online
modules linked to their duties. 400 personalized paths have been developed, targeting the particular skills to be improved on the basis
of the main responsibilities of their post.
SHARING OF KNOWLEDGE, CULTURE AND VALUES ACROSS THE WORLD
Its training and development strategy takes into account the various ways of learning, by means of a combination of formal and informal
methods. Convinced of the importance of sharing knowledge and learning through practice, L’Oréal has identified certain of it internal
capabilities or “know-how” and created practical learning guides for use on the ground. These tools help it staff to enhance their skills on
a daily basis.
In 2010, the group also created two online training modules in order to share its culture with all staff, wherever they might be located.
n “I-Discovery” is the name of an interactive module aimed at new recruits and introduces them to its brands, it strategy and it organization,
right from the 1st day, everywhere in the world.
n “Keys to L’Oréal” is a module available in 9 languages that explains and shares the group’s specific values on subjects such as decisionmaking
and innovation.
Its “Learning for development” teams have also developed new interactive online training resources that identify and pool the specific
expertise of different departments. For the research & Innovation department, for instance, one such resource allows staff to identify the
color, shape and chemical components of a hair, while another enables researchers to improve their understanding of all the stages of a
product’s design, as well as the role of the teams at each of these stages.
By way of an example, in 2010, the Consumer Products division launched a virtual certification programme centered on the management of
categories that allow new category managers to enhance their theoretical and practical skills. This programme includes case studies and
webinars during which category management specialists share their experience. This training is delivered by the Category Management
Knowledge group, a global leader in category management training. at the end of this programme, the participants receive a category
management certificate.
> For more details, see section “6.1.2.5. Training” on page 191 of the 2011 reference Document.
END-OF-SERVICE PACKAGES
In accordance with the law and customs of each country, the group participates in retirement plans, end-of-service packages and other
schemes granting various benefits to employees.
For the basic schemes and other defined contribution plans, the group counts the contributions to be paid when due as expenses and no
provision is recorded in the accounts, with the group not being committed beyond the contributions paid.
For defined benefit plans, the characteristics of the schemes in force within the group are as follows:
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