L'Oréal - 2018 Registration Document

3 L’Oréal’s corporate social, environmental and societal responsibility PERFOR MANCE INDICATORS AND RESULTS

A global programme dedicated to improving safety L’Oréal has programmes with specific and innovative tools to achieve excellence in safety:

The Management Committee of each site carries out a general review of the action plans and the effectiveness of the EHS programmes. This programme incites employees to inform their direct managers of situations considered as involving risks in order for corrective measures to be taken. This framework programme aims at improving individual safety culture so that each and every employee plays a proactive role both in his/her own safety and that of others. The objective of this programme is to cover 100% of the sites in 2020. This programme, which is intended to be extended to all the Group’s sites by 2020, has been based since 2015 on a roadmap consisting of four levels which enable the sites to systematically improve their ergonomics culture and determine their individual action plans. In 2014, an Ergonomic Attitude Governance Committee was launched with the Group’s senior managers (from Operations, R&I, Marketing, IT, HR and the EHS teams). This committee’s role is to determine the vision, objectives and actions to be deployed within the Group and to ensure that this programme provides effective support for L’Oréal’s Share & Care programme. The committee has defined a roadmap and, since 2015, it meets twice a year to oversee its deployment. These are periodic on-site safety visits by a manager. In 2015, the programme was also deployed on certain administrative and research sites. In 2018, 24,875 MESUR visits were conducted on all the L’Oréal Group’s sites. These are periodic on-site safety visits by a manager. In 2015, the programme was also deployed on certain administrative and research sites. In 2018, 24,875 MESUR visits were conducted on all the L’Oréal Group’s sites. The “Combined Risk and Culture Audits” carried out as from 2014 fully include the evaluation of EHS culture and risk management, the assessment of the visible commitment by managers and employees and the process of ongoing improvement through action plans. In 2018, 60 “top managers” (managers of plants or distribution centres, Management Committee members, etc.) attended the Leadership & Safety Culture seminar, held at the CEDEP, the European Centre for Executive Development at the INSEAD campus in France. Since the start of this programme, 510 senior managers have been trained. The main objectives of these seminars are raising awareness of top managers about safety issues, to increase their leadership ability and to see these behaviours adopted and maintained over the long term. entrepreneurial skills, who take a strategic and holistic view, and who are capable of developing talent, as well as profiles with the potential to grow and blossom within the Group thanks to its training schemes and internal mobility policy. L’Oréal has unique know-how in the recruitment of new graduates, in connection with higher education: Brandstorm, an international student competition, brought s together more than 30,000 students from over 65 countries in 2018 and gave them a unique experience allowing them to get to know the beauty industry, express their creativity and discover the Group’s values of innovation and entrepreneurship; the Management Trainee programme, which offers the best s new graduates the chance to join a rotational programme allowing them to prepare effectively to take on major business responsibilities. In 2018, this programme was offered in most L’Oréal subsidiaries;

Involvement of all employees

EHS Monitoring Committees

SIO (Safety Improvement Opportunities)

Constructive Challenge

A programme to improve the ergonomics culture

Ergonomic attitude

Safety control tools

MESUR (Managing Effective Safety Using Recognition and Realignment)

Group EHS audits

Dedicated training sessions

Safety Training for management

Recruiting and supporting talents 3.3.2.2. At L’Oréal, employees have always been central to the Group’s success; as such, they are its greatest assets for its future success. With this in mind, the Group strives constantly to enrich and diversify its pool of talent around the world for its present and future needs. Recruitment serves L’Oréal’s objectives and transformation. As part of the Group’s universalisation strategy, the recruitment teams are tasked with recruiting the best talent in all countries where L’Oréal operates so as to form teams that resemble our consumers and integrate all cultures. The local implementation of the recruitment policy is carried out by a network of recruitment experts present in most countries. To select the best talents capable of contributing to L’Oréal’s transformation, the Group has developed a reference system of skills and innovative methods to evaluate them. To this end, the Group is looking for people with innovative and

REGISTRATION DOCUMENT / L'ORÉAL 2018

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