Hermès // CSR Extract 2023

CORPORATE SOCIAL RESPONSIBILITY AND NON ‑ FINANCIAL PERFORMANCE PEOPLE: SAVOIR‑FAIRE

To organise, develop and manage this ambition, the Hermès Campus created the L&D Council, which brings together the training and development managers of the main subsidiaries, which put into practice and roll out this strategy. Tous artisans, tous talents (All artisans, All talents) Hermès is by nature a house of talent. At Hermès, Tous artisans, tous talents expresses the idea that our culture of craftsmanship is based above all on talents, whether these are talents in expertise or leadership. The high quality of the objects created, manufactured and sold calls on solid expertise and savoir‑faire. It also requires the support of inspiring leaders who are aware of the importance of their role in bringing the corporate project to life in line with our values. Two approaches with consistent objectives are combined, that of supporting all employees so that they grow with the Company and can regularly update their skills, and that of supporting people with particular qualities and recognised by those around them. Closer support is provided to these employees in order to help them grow in the short term so that they can take over the top management positions of Hermès in the long term. Preparing the Hermès of tomorrow with the talents of today More selective talent management involves the annual talent review exercise, a strong process driven by the Group, which sets the framework and the rules of the game, in particular the criteria for identifying and selecting talented employees. The support for talents and their career paths is based on coordination between Group and local players, a desire to ensure the best match between talent and senior positions, as well as the desire to make bold decisions in relation to young talents. Internal and external development programmes are offered to talents and development actions are closely monitored based on the development plans defined for each individual. Various internal programmes are in place to develop managers identified as being able to take on Senior Executive positions within the Group in the short or longer term: in 2023, the Leading with Art programme benefited 60 senior talents. Since its launch, this programme has supported 110 leaders in line with the managerial philosophy and the aim of creating and inspiring a community of leaders who are stimulated by their role and demonstrate solidarity. Through two sessions of several days, it aims to make them leaders who know each other well and are ready to have a positive impact on those around them and on the world and to accomplish this through the success of their employees. In 2023, two alumni days of this programme were offered to participants from four cohorts, i.e. to 90 leaders, to continue to raise their awareness of their role as agile leaders, equipped to ensure the balance between care and high standards, and to share meaning and vision on a daily basis to drive their teams’ motivation; s in 2023, the Cavaliers programme enabled 12 young talents to spend more than eight months exploring a strategic issue assigned by the Executive Committee. This enables them to put their teamwork skills into practice and deepen their understanding of the Hermès model through a subject on which they make concrete proposals. This programme has been in place for several years. s

The Digital makers programme was created in 2022 to train high‑potential managers to manage digital transformation projects. In two week‑long sessions, they learn project management, creativity and design thinking skills, in particular through a “case study” entrusted by Hermès. At the end of the programme, they submit the results of their thoughts to a few members of the Executive Committee. The concrete proposals they formulate through a “proof of concept” will then be implemented, which is an additional element of motivation and pride. This attention paid to talent is also exercised in the distribution subsidiaries, through the definition and monitoring of individual development plans for talents, career interviews and individual coaching, 360° assessment tools, contributions to cross‑functional projects or temporary assignments to expose talents to various situations and challenges and thus enrich their experience and expertise. Human resources managers are trained in the assessment tool in order to bring the approach in‑house. At Hermès China, the H Galop programme supports promising young talents for two years. It aims to attract talent from outside, and prepare for the future with talented people and encourage cross‑functional cooperation and exchanges. Hermès China thus hires and trains 20 employees through four modules promoting exposure to others, internal coaching by their manager, mentoring by other managers and peer mentoring. Knowing oneselfbetter, understanding one’srole and taking ownership of it and achieving goals are the three steps to be taken during this training. A very empowering programme that creates strong internal ties, awakening people to the role of manager. The Web school factory’s CFEE programme invites four young talents to develop skills specific to digital professions such as project management, design thinking and creativity. With One Young World , 13 young talents were invited to join more than 2,000 young leaders from 190 countries for four days in Belfast. The meeting focused on the five greatest challenges facing humanity, an opportunity for young leaders who have to invent the future by adapting to immense challenges. In addition to this offering of internal programmes, talents also take part in external programmes. In 2023, the Group involved more than 70 employees in the programmes designed and offered by Danone: Eve, Octave and Noé. Other programmes such as an Executive MBA or Crozamento with the École de Guerre or the Institut de l’École normale supérieure are also part of the talent development programmes. In 2023, the Colbert Labo, a system designed and led by the Comité Colbert, invited young people and seniors to reflect on the theme “How can we better integrate young people into a reflection on the future of luxury goods to create the world of tomorrow?” . Hermès offered six employees the Constant attention is paid to internal mobility, the primary lever for talent development, in particular through the distribution of internal newsletters in addition to the MyMobility platform on the internal digital site MyClickH. Vis ma vie (“Live my life”) sessions offered in all divisions and regions and mentoring initiatives facilitate internal mobility and accelerate the process of taking up job openings. opportunity to contribute to this reflection. Constructing “tailor‑made” career paths

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2023 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL EXTRACT FROM 2023 UNIVERSAL REGISTRATION DOCUMENT HERMÈS INTERNATIONAL

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