L'Oréal - 2018 Registration Document

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

Currently, according to the ILO, nearly 73% of the world’s population (1) does not have access to basic social welfare. However, some companies, like L’Oréal, have set up social protection systems for their employees world-wide. On the strength of these initiatives, the ILO has chosen to get major international companies together so that they can provide their contribution and support the creation and extension of a basic set of social protection measures all over the world. Flexible work organisation Work organisation is established, in each subsidiary, depending on the local context and activity, in accordance with the legal and contractual obligations. In several subsidiaries, both work organisation and working time are the subject of company-level agreements. In addition, the Group has made flexible working time one of the key components of the “Enjoy” pillar of the L’Oréal Share & Care programme. Thus, each Group subsidiary has put in place at least one programme that provides for flexibility in one of the following areas: telecommuting and flexible working hours (see focus on this topic below), adjustment to working hours on occurrence of specific events and implementation of a system of banking of hours). The second stage in L’Oréal’s Share & Care programme, which was launched in January 2017 for the period 2017-2020, is set to reinforce these aspects even further, particularly telecommuting and flexible working hours. Employees from all categories have chosen this option of part-time work. In 2018, there were 6,360 part-time employees, 5,827 of whom were women and 533 men.

TELECOMMUTING AND FLEXIBLE WORKING HOURS

Within the framework of L’Oréal Share & Care, the Group has made a commitment to promoting initiatives for flexible work arrangements everywhere in the world, within the context of the different local business requirements. A Group Charter, which provides the framework for flexible work arrangements, has been distributed to all subsidiaries. They are developing innovative programmes with the aim of improving the quality of life at work to attract and retain the most talented employees. In particular, these initiatives take the form of telecommuting and are often associated with other forms of flexibility. In France, working from home has been possible since 2009. Today, there are two distinct systems designed to meet the expectations and needs of employees. In 2018, some 4,000 employees benefited from one of these systems, 70% of whom were managers. Internationally, in 2009, the United States launched the “Work From Home” programme, which offers employees the opportunity to work from home for a maximum of six non-consecutive days per quarter. At the end of 2018, 51 of the Group’s 66 subsidiaries have already introduced similar programmes and other subsidiaries are considering the possibility of joining this initiative. Flexible working hours are already in place in 54 subsidiaries. An active social dialogue with employees and their representatives L’Oréal undertakes to respect the freedom of association and to recognise the right to collective bargaining as provided in the United Nations Global Compact, of which L’Oréal has been a member since 2003. In countries where freedom of association and the right to collective bargaining are restricted or non-existent, L’Oréal ensures that other modes of dialogue exist with its employees enabling them to report any concerns they have. In the context of this general principle, the social climate at L’Oréal is the fruit of an ongoing dialogue between management, employees and their representatives, in accordance with trade union rights in each country and with a neutral attitude with regard to the various trade union organisations.

https://www.social-protection.org/gimi/gess/ShowWiki.action?id=3035 (1)

REGISTRATION DOCUMENT / L'ORÉAL 2018

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